Many experienced professionals who face longer job searches consider becoming independent consultants. While consulting can provide flexibility and attractive income opportunities, success requires much more than technical expertise. Building a consulting practice demands business, sales, marketing, and relationship-building skills that many first-time consultants underestimate.
According to Carl Angotti, a longtime board member of the Professional and Technical Consultants Association (PATCA), the first question aspiring consultants should ask themselves is whether they enjoy the responsibilities of running a business.
“I usually talk to people and try to determine whether they have the inclination of a business person,” says Angotti. “If they don’t, they may be better off contracting through an agency.”
PATCA supports consultants through networking events, referrals, educational programs, and peer roundtables. Angotti, who has enjoyed a successful consulting career for decades, notes that consulting work has remained available because he continually invested in marketing and professional relationships.
Consulting Requires Different Skills
Technical competence is only one part of consulting success. Independent consultants must also handle sales, marketing, bookkeeping, contract negotiations, networking, and ongoing business development.
“A true consultant is someone who runs their own business,” Angotti explains. “They do their own marketing, sales, and client development while delivering professional services.”
Many professionals who have spent years at one or two companies struggle because they have not clearly defined the unique value they bring to potential clients. Successful consultants understand both their expertise and how to communicate its business value.
Angotti recommends that consultants allocate their time strategically:
- 40% serving clients
- 40% marketing, networking, and business development
- 20% updating skills and staying current with industry trends
Especially during the early stages, consulting often requires significantly more than a standard 40-hour work week.
Three Types of Independent Professionals
Angotti distinguishes among three common categories of non-employee work:
Consultants
Consultants are typically hired to analyze and solve specific business problems. Engagements often last from a few weeks to several months and focus on expertise, advice, and recommendations.
Independent Contractors
Independent contractors work directly with clients, negotiate their own rates, and often perform implementation work on projects that may last six months or longer.
Agency Contractors
Agency contractors work through staffing firms that market their services, negotiate rates, manage taxes, and handle administrative details. In many respects, they function as employees of the agency rather than the client.
Building a Consulting Practice
For professionals considering consulting, Angotti often recommends starting with contract work. This approach provides income while allowing time to develop a client base, establish a business presence, and learn the fundamentals of marketing and sales.
One of the most common questions new consultants ask concerns pricing. Many make the mistake of basing rates solely on their previous salary.
“Most people aren’t suited for the sporadic income that comes with consulting, so they price their services incorrectly,” Angotti observes.
Instead, consultants should evaluate market rates and determine whether they want to position themselves below, at, or above market pricing.
Charging significantly less than competitors can create a perceived value problem, making it harder to attract quality clients and raise rates later.
Ultimately, successful consulting requires a shift in mindset. Technical expertise may open the door, but long-term success comes from treating consulting as a business rather than simply another job.