Sure.
It generally goes like this: they think they want another Engineer, but what they/I need on site is a project coordinator/manager type. That's where they drag their heels on hiring somebody.
So I hire a Journalism or Business graduate, give them mentoring for the first month on-site, and being young and ambition they take off.
The principle thing in dealing with an Engineering organization (I tell them) is, when you don't understand what they're saying, say "I don't understand that. Can you elaborate?" Engineers generally love to explain their stuff. And it doesn't hurt to appear humble and eager either.
Anyway it works for what I've been doing (data migration, engineering data management, test fixture setup and deployment) since its more software configuration and vendor selection than it is technical Engineering. More a planning and coordination role. Especially since the departments I get injected into are already busy, and are glad to offload non-Engineering tasks.
It's a situation that's rich with opportunities to make yourself legitimately useful and productive. So the right candidate is not chosen so much by credentials, as skills in organizing, communicating and following up.
One very successful example had been a manager for an Americorp section, looking after 20+ young people as young as himself, and keeping them motiviated, supplied and supported. This person is now being groomed for a higher-level management position in the service company I introduced him into. I expect to see him as a Director or VP one day.
Btw, it doesn't hurt to have somebody at client companies that feels predisposed to look favorably on my services. Not only can I continue to get connected to whomever it takes to get a contract moving, I have a positive voice in their meeting rooms supporting us.