Thoughts on Being a New Consultant in the Current Times
Last March, I left my public service job after more than two decades in the federal government to launch my own policy and governmental affairs business. I am a new consultant in a time where “consulting” is a loaded term that rolls off the tongue like a swear word. Some might wonder if my timing was off.
The news is rife with stories of management consulting firms being paid millions of dollars to provide advice and services to federal government departments to varying degrees of effectiveness. In times of inflation and looming recession, people question the return on investment of these expenditures. I get it.
The public service is an imposing machine with over 300,000 employees across Canada. Taxpayers assume that departments are filled with capable minds that are employed to think up and implement solutions to tackle every sort of problem that arises. I get it.
This week, the Budget delivered by the Deputy Prime Minister and Minister of Finance highlighted that federal spending on consultants will see mandatory cuts over the next five year. I suspect that part of the motivation behind this cut is to assuage public perceptions and to show that the government is addressing the issue. I get it.
I understand the skepticism and the political motivations. Nevertheless, I believe that there is a role for meaningful consulting work to support public policy in our society. When I left the federal public service to become a consultant, I did so very deliberately. It was a personal decision to align what I have to offer with what I get paid for. I walked away from a steady job that asked me to do too much with too little leaving me feeling unfulfilled at the end of the day.
I believe that there is a role for meaningful consulting work to support public policy in our society.
Carefully, I stripped away all the parts of the job that were wearing me down by preventing me from meaningfully delivering on results: the endless meetings, briefing notes, decks, tracking tables, presentations, and HR processes. I decided to focus on what my skills set was best suited at: research, writing and policy development. I decided to lean into what my experience had best positioned me for: governmental affairs. Fueled by an entrepreneurial spirit, my career pivot led to me to where I am today.
As a consultant, I work with surgical precision for my clients. I dig as deep as they need me to dig into a policy issue or a governmental affairs question. I develop tailored products that meet their operational needs and priorities. And I do it quickly and expertly because I have the maturity and space to focus exclusively on their needs for the time that they need me. I maximize my efforts in a way that brings a significant impact in a short period of time for my clients.
After a year of running my consulting services, I have had a variety of clients from non-profit organisations to the federal government. In each case, I was able to develop products that they could use to advance their priorities and support their decision-making. In the specific case of my federal clients, was there someone in the department who could have developed the products that I did? Perhaps, but not as quickly nor as precisely as I did. I saved them time and positioned them for success in their federal policy priorities.
As a consultant, I work with surgical precision for my clients.
I understand government. I know policy. I control my time. I value my clients. Everyday, I align my compass by these four cardinal points to direct me straight towards quality consulting. Consistently, I make sure that I am consulting with purpose, to bring value added for my clients and assist them in where they want to go. In this way, I work assiduously to ensure that “consultant” is not the new C-word of our times.
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