By Really! -
If you look closely at the senior levels in industry, the skills they evidence are not the usual 'line management' skills - these become largely redundant at a more strategic level where you are essentially operating through a small cadre of lieutenants to implement processes or initiatives which will have a matrix effect on the organisation. Consultants coming into industry at senior levels can do so - successfully - because they come in exactly at this strategic level, rather than evolving from operational line management, under which your direct reports first increase as your responsibility grows, and then decrease as you have less and less (but more senior) people reporting into you.
Usually you find consultants have moved into industry roles where there is little direct line management, and rather they are responsible for certain projects or initiatives which reflect their consultancy experience in house; in much the same way as a CEO isnt directly line managing the entire organisation.
Should find that most consultants are able to leverage their skills rather than only their sector expertise, opening up alot of exit options at Manager level and above.