What It Means to Be Quintessentially a Management Consultant

Not long ago, someone asked me, “What do you do for a living?” I thought—“Well, that’s a good question.” The answer is far from straightforward. It is, quintessentially, a path shaped by years of experience, countless lessons, and a fair share of “learning by doing.” But at its core, it is about helping organisations solve their toughest talent challenges to navigate their most critical transitions.

When I started my career, women were often expected to be measured in their opinions - and speaking up was not always the first instinct. But things have changed (some will say, not entirely) and being a great consultant is not about raising your voice, showing up at as many conferences as possible, working for the biggest brand, or being the loudest in the room. It really is about having the courage to speak clearly and with thought and being confident to say, “here is a possible solution”. As a successful consultant, it is also not about you; it is about you doing the thinking and delivering a solution. I call this the quiet power and it is better than the loudest idea.

Being a consultant, especially in our field of specialisation, requires a certain depth of experience. You cannot just walk into this role after a few years of work and expect to offer meaningful advice. Having seen a bit of the world and built a career in a meaningful role is essential. It takes years of getting your hands dirty as a consultant - working with leadership and boards through their most complex decisions, supporting with the right talent and advisory, navigating leadership transitions, and sometimes helping a family business figure out how to pass the baton (without dropping it). Trust me, it is a lot of listening, hard work, more hard work, a bit of coaching, and a lot of trust-building.

In my work, I partner with the leadership of organisations, and to clarify, it is not about filling old and new seats. It's about making sure that the right people are in the right places, guiding leaders through their talent strategy and decisions, and solving organisational puzzles that require a bit of both art and science. It’s about delivering solutions with thoughtfulness, not just speed. Because let’s face it, every consultant can solve problems. But the best ones solve them with a bit of flair.

Consulting is never transactional. It’s about building long-term relationships and creating something meaningful. The best consultants I know and respect never depended on their firm’s name to get the job done - they built their own personal brand of integrity and credibility. Partnerships with clients become much more than “just business.” It becomes a journey you both want to be on.

And so here it is: 2025 on our front door. Thinking about the partnerships that have made my journey so rewarding. These are the relationships built on mutual respect and shaping something that lasts. Looking ahead, no doubt, challenges - and opportunities - will knock equally at the door.

And to anyone considering the path of a trusted advisor, please know that it is not about the number of years you have spent in the business but the depth of your commitment to your work and the relationships you build along the way. I guess that answers the question, “What do you do for a living."