Australian Government Consulting saves millions, hires new staff

The shift from expert to trusted advisor: Maister, Green, and Galford taught: "It is not enough for a professional to be right: An advisor's job is to be helpful." Technical expertise gets you in the room. But what transforms a client relationship is your ability to guide rather than simply prescribe. The most effective professionals understand that their role isn't to take control of decisions, but to help clients make better decisions themselves. How this shows up in practice: Instead of rushing to solutions, they listen for what's underneath the presenting problem. They ask questions that help clients articulate concerns they hadn't fully formed. They create space for clients to think out loud without judgement. When you focus on being genuinely helpful—understanding anxieties, exploring implications, testing assumptions—clients don't just accept your advice. They embrace it. The result: Clients feel heard, understood, and confident in their choices. They return not just because you're technically excellent, but because working with you clarifies their thinking and reduces their uncertainty. This is what moves you from being hired for a project to being included in strategic conversations. https://lnkd.in/eFRPeYfq #ProfessionalServices #ClientAdvisory #Trust #DavidMaister #TrustedAdvisor

I’ve been thinking about the word consultant and what it means to be one. Organisations tend to engage consultants to respond to and deliver a specific brief. At least, that's what most of us think consultants are for.  But in my experience – both as a solo consultant and delivering consultancy projects at Equally Ours – organisations are often unclear about what it is they really want and need. Not because they’re not brilliant at what they do – they usually are – but because the beautiful inherent messiness of humans in organisations can make clarity hard. I know – I’ve worked in them for many years. And the increasing chaos and brutality of the external environment weighing heavily on the sector inevitably compounds that uncertainty.   Consultants are usually free to do the one thing employees and volunteers avoid: ask the difficult questions that everyone is desperate to ask. We can do that exactly because we're outside of that messiness looking in, and it’s a total privilege. After all, to ‘consult’ is to seek information through asking questions. And it works both ways. In my experience, you can get the best out of using a consultant by involving them in shaping the brief. It may feel a bit wrong to pay a consultant to help you work out what you need, but it really can save loads of money (on consultants!) and wasted effort further down the line. I’d love to hear others’ thoughts on this. (Photo of some paint mess!)

The uncomfortable truth about consulting: Most companies don't fail because of bad strategy. They fail because they hire consultants to tell them what they already know, then ignore the advice they paid six figures for. The best clients argue with me. The worst agree with everything and implement nothing. Your consultants aren't magicians. They're a mirror with a business degree.

𝐖𝐡𝐲 𝐝𝐨 𝐜𝐥𝐢𝐞𝐧𝐭𝐬 𝐡𝐢𝐫𝐞 𝐜𝐨𝐧𝐬𝐮𝐥𝐭𝐚𝐧𝐭𝐬? 𝐈𝐭’𝐬 𝐧𝐨𝐭 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐭𝐡𝐞𝐲 𝐧𝐞𝐞𝐝 𝐦𝐨𝐫𝐞 𝐢𝐧𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧. Access to information has never been easier or more ubiquitous. The emergence of LLMs seems to have amplified this to the extent that certain voices are questioning whether consultants even have much of a future. But the point of consulting is not just about what you know, it is about the ability to act with a ℎ𝑖𝑔ℎ𝑒𝑟 𝑙𝑒𝑣𝑒𝑙 𝑜𝑓 𝑓𝑟𝑒𝑒𝑑𝑜𝑚 than the client. If a client has a problem, why do they not just solve it themselves? Well, it’s partly, perhaps, a lack of experience in attempting a solution. But that is not the real issue. Most clients already know what’s not working. Many even know what the likely solution is. The main challenge is that they lack sufficient cognitive freedom to explore possible options. There is too much baggage weighing down their thinking from day-to-day operational imperatives, internal politics and we’ve-always-done-it this-way cultural inertia. It becomes difficult to define a path forward because their thinking is constrained by the problems of today. An effective consultant, however, can look on the situation more dispassionately and see a future state that is both preferable and achievable. This is what many buyers of consulting are looking for. And this isn’t just the preserve of senior business transformation consultants; it is true for consulting at all levels. To become an effective consultant there needs to be this recognition that you operate at this higher level of freedom, in defining a way forward for the client. Without this perspective, you risk failing to recognise the value that the client is looking for. The problem is that many people in “consulting” roles haven’t been helped to see it that way. They’re great technical professionals and they're solving problems. But they haven’t been shown that consulting is as much about perspective as it is about expertise. I’ve spent years helping people make the shift from doers to trusted advisors. Because when that switch flips, it changes everything: How they show up. How they listen. How they engage with clients. And ultimately, the impact they deliver. As ever, feel free to DM me if this is a topic that you want to discuss.

💡 “Price is what you pay. Value is what you get.” - Warren Buffett He’s used it many times when explaining investment principles, particularly the difference between focusing on cost versus long-term value. The same thinking applies in the flexible lawyering space. Too often the conversation gets stuck on day rates, but the real differentiator is value at different PQE levels: 🔹 3–5 years PQE Can step in quickly on BAU tasks: drafting, reviewing NDAs, managing contracts. Value = freeing up senior lawyers to focus on strategy. 🔹 6–10 years PQE Mid-senior lawyers who can run with projects, manage stakeholders, and work semi-autonomously. Value = depth of experience without the cost of a senior hire. 🔹 10–15+ years PQE Strategic advisors who bring leadership, industry insight, and executive-level presence. Value = impact at board and C-suite level without permanent headcount. 👉 In flexible resourcing, the right question isn’t “What’s the rate?” It’s “What value do we need at this point in time?” #FlexibleLawyering #InHouseCounsel #LegalCareers #ValueOverPrice #ElevateFlex

I’ve been thinking about the word consultant and what it means to be one. Organisations tend to engage consultants to respond to and deliver a specific brief. At least, that's what most of us think consultants are for.  But in my experience – both as a solo consultant and delivering consultancy projects at Equally Ours – organisations are often unclear about what it is they really want and need. Not because they’re not brilliant at what they do – they usually are – but because the beautiful inherent messiness of humans in organisations can make clarity hard. I know – I’ve worked in them for many years. And the increasing chaos and brutality of the external environment weighing heavily on the sector inevitably compounds that uncertainty.   Consultants are usually free to do the one thing employees and volunteers avoid: ask the difficult questions that everyone is desperate to ask. We can do that exactly because we're outside of that messiness looking in, and it’s a total privilege. After all, to ‘consult’ is to seek information through asking questions. And it works both ways. In my experience, you can get the best out of using a consultant by involving them in shaping the brief. It may feel a bit wrong to pay a consultant to help you work out what you need, but it really can save loads of money (on consultants!) and wasted effort further down the line. I’d love to hear others’ thoughts on this. (Photo of some painting mess to illustrate!)

💭 Why Do Companies Hesitate to Work with Independent Consultants? I’ve always been curious about this. Many organisations know they need help, yet they hesitate to bring in independent consultants who could solve real problems on the ground. Here’s what I’ve observed 👇 1️⃣ Trust & Control Some decision-makers struggle to trust an outsider with internal information or processes. There’s a fear of losing control, of someone seeing what’s really going on behind the scenes. But independent consultants often bring fresh perspective without office politics — exactly what’s needed to unblock progress. 2️⃣ Budget Pressure Companies that are already under financial strain see consulting fees as an added expense, not an investment. Yet the irony is: the right consultant often pays for themselves by saving time, recovering revenue, or tightening inefficiencies that cost far more in the long run. 3️⃣ Internal Uncertainty Sometimes it’s simply unclear who should make the call. Is it Finance? Operations? HR? This lack of ownership keeps good ideas stuck in email threads. 4️⃣ Fear of Exposure Let’s be honest — consultants can uncover uncomfortable truths. Some teams would rather keep gaps hidden than bring in someone who might question long-standing habits. 5️⃣ Short-Term Thinking The focus is often on immediate targets, not process sustainability. Consultants are seen as “nice to have” instead of strategic partners who bring long-term stability and structure. In the end, hesitation comes at a cost — in delayed results, missed opportunities, and overworked teams trying to fix problems they weren’t trained to solve. Sometimes an external eye is not interference — it’s a mirror that helps the organisation see itself clearly again. 💬 At Basadzi O2C Services, I’ve seen firsthand how independent support can turn backlogs into breakthroughs — especially when trust, communication, and problem-solving come together. #Consulting #BusinessGrowth #Leadership #IndependentConsultant #BasadziO2C

💭 Why Do Companies Hesitate to Work with Independent Consultants? I’ve always been curious about this. Many organisations know they need help, yet they hesitate to bring in independent consultants who could solve real problems on the ground. Here’s what I’ve observed 👇 1️⃣ Trust & Control Some decision-makers struggle to trust an outsider with internal information or processes. There’s a fear of losing control, of someone seeing what’s really going on behind the scenes. But independent consultants often bring fresh perspective without office politics — exactly what’s needed to unblock progress. 2️⃣ Budget Pressure Companies that are already under financial strain see consulting fees as an added expense, not an investment. Yet the irony is: the right consultant often pays for themselves by saving time, recovering revenue, or tightening inefficiencies that cost far more in the long run. 3️⃣ Internal Uncertainty Sometimes it’s simply unclear who should make the call. Is it Finance? Operations? HR? This lack of ownership keeps good ideas stuck in email threads. 4️⃣ Fear of Exposure Let’s be honest — consultants can uncover uncomfortable truths. Some teams would rather keep gaps hidden than bring in someone who might question long-standing habits. 5️⃣ Short-Term Thinking The focus is often on immediate targets, not process sustainability. Consultants are seen as “nice to have” instead of strategic partners who bring long-term stability and structure. In the end, hesitation comes at a cost — in delayed results, missed opportunities, and overworked teams trying to fix problems they weren’t trained to solve. Sometimes an external eye is not interference — it’s a mirror that helps the organisation see itself clearly again. 💬 At Basadzi O2C Services, I’ve seen firsthand how independent support can turn backlogs into breakthroughs — especially when trust, communication, and problem-solving come together. #Consulting #BusinessGrowth #Leadership #IndependentConsultant #BasadziO2C

Are firms buying prestige at the expense of the associates / senior associates? I had an incredibly insightful conversation with a top lawyer at a leading Manchester firm this week. What stuck with me was their perspective on the hidden impact aggressive growth can have on associates and senior associates. We often view “growth” as universally positive. And yes, hiring senior laterals with a book of business is one of the fastest ways for firms to scale. It brings revenue, prestige, and headlines. But there’s a side that doesn’t always make the press: 1)    Training & supervision suffer: Top heavy teams can often lack bandwidth to properly develop juniors. Lack of face time, technical advice, you name it. Partners can be overly immersed in their own clients and caseload and simply do not have time to spare 2)    Associates take the hit: Conversely, heavy workloads and pressure filter down. Check Legal Cheek or ROF and you’ll see the stories, burnout, mental health strain, and technical development cut short. Associates recording 15+ billable hours per day, the list goes on… 3)    Careers stall: After years of climbing from paralegal to senior associate, hitting a ceiling because of an external partner hire can be demoralising (and very common). That conversation reminded me: there’s a big difference between profit-driven growth and sustainable growth. It's not all about revenue, it's about sustainability and having infrastructure in place to make those senior hires. Profit-driven growth looks good on paper. Sustainable growth builds stronger teams, protects wellbeing, and creates real long-term value.

Pricing Your Knowledge, Expertise, and Experience As consultants, one of our biggest challenges isn't just delivering results—it's pricing our value appropriately. I had an in-depth conversations with Sarah Duran, Dave Frank, Heather McLaughlin-Sloop and Andrea Mata, Ph.D. about this topic. As someone who is just starting out, this topic has been top of mind when the subject of pricing became the closing step. I'm currently working with a mid-market company where I'm simultaneously focusing on the following. ✓ Sales strategy and process optimization ✓ Financial analysis and planning ✓ Technology platform implementation ✓ Organizational restructuring ✓ Operational efficiency improvements Here's what I've learned about pricing when you bring multi-disciplinary expertise, don't undervalue the overlap. When you can seamlessly move between finance, operations, sales, and strategy, you're not just a consultant—you're a force multiplier. Companies pay premiums for executives who can see the big picture AND execute in multiple domains. Consider the leadership void. Many growing companies have operational gaps at the executive level. If you're filling that void while delivering specialized expertise, your pricing should reflect that dual value. Think total impact, not hourly tasks. A SMB isn't paying for your time—they're investing in outcomes that could reshape their trajectory. The 1099 premium matters. Independent consultants should price 25-40% above equivalent employee rates. We absorb business risk, provide flexibility, and bring outside perspective that internal hires can't. For complex, multi-workstream engagements at established companies, monthly retainers often work better than hourly rates. They align incentives and give you the bandwidth to think strategically, not just tactically. What's your approach to pricing multi-disciplinary consulting work? Have you found clients value the ability to span multiple business functions? #Consulting #BusinessStrategy #Pricing #Leadership