Collaborating with Other Consultants

Lesson for Consultants - Don't Give Away Too Much in Consulting. Protect Your Value. Here's a lesson I've learnt over the years that I thought I'd share with you. It also cost my firm over K1 million in lost opportunities in 2024 alone. If you're in the consulting or advisory space, remember not to give away too much to clients during the initial exploratory stage where you're just having preliminary meetings and submitting proposals. This phase is about understanding the client's needs and assessing if there's a mutual fit for collaboration — not a free masterclass in your expertise. If anything, use this time to share success stories, highlight the outcomes you've achieved for other clients, and showcase the impact of your work. Avoid revealing your unique methodology or problem-solving frameworks too early. In my experience, many potential clients, unfortunately including ASX-listed corporations and even PNG government agencies, engage consultants to "pick your brain," extract ideas, and then never follow through with the engagement. Worse, if your proposal is detailed enough, they might implement your strategies internally — essentially receiving tens of thousands worth of consulting, problem-solving, and advisory services for free. Don't undervalue your expertise. Don't give away too much. Key Recommendations to Protect Your Value 1. Share Results, Not Processes Focus on case studies, testimonials, and measurable results rather than how you achieved them. I share outcomes, not my detailed methodology. 2. Limit Proposal Detail Provide a high-level overview of your approach but avoid detailed strategies or step-by-step solutions 3. Introduce a Discovery Phase Offer a paid discovery session where deeper insights and strategies can be shared in exchange for compensation. 4. Use NDAs When Necessary For sensitive or proprietary strategies, request a non-disclosure agreement before sharing insights. 5. Qualify Clients Early Identify whether the client has the genuine intent and budget to engage you before investing significant time. Also, make sure you are dealing with a decision maker, not someone who does not have the authority or influence to formally engage you. 6. Package Your Expertise Create premium reports, webinars, or workshops that can be monetized rather than giving insights away for free. Note that you can give away some services for free, but only if that is part of your strategy to secure more paid work from clients. 7. Set Boundaries in Meetings Politely steer conversations back to the problem and expected outcomes rather than delivering solutions. This is perhaps the most difficult to do, especially if you are trying to impress your clients with your subject matter expertise and you end up oversharing. Your expertise has value. Protect it, respect it, and get paid for it. 💡 #Consulting #BusinessAdvice #ProtectYourValue #Entrepreneurship #ProfessionalServices #SuccessMindset #Leadership #BusinessGrowth

The best consultancy engagement is the one that ends. Because you no longer need us. This isn't the obvious business model. Creating dependency is more profitable. Holding the keys ensures clients keep coming back. But it's the wrong approach for government delivery. Real success is defined by what happens after we leave. Our mission is building the client's own capability, not securing long term contracts for ourselves. This shows up in how we structure delivery: → We rebuilt a critical monitoring estate covering thousands of devices whilst authoring detailed run books and automating processes so the internal team could take full ownership. → We built a data platform and delivered the foundational data understanding and governance that empowered teams to make informed decisions independently. The work isn't finished until the client no longer needs us for it. This means transferring knowledge systematically, not just completing tasks. It means documenting not just what systems do but how to operate them. It means automating manual toil so small internal teams can manage what would have required consultant armies. The best consultancy relationships are the ones that end because you've genuinely built capability that stays with the client. What's the biggest barrier to building internal capability in your organisation? #GovTech #DigitalTransformation #ProgrammeDelivery

Over the past year, The Lyndon Consulting Company had the privilege of partnering with several Fortune 500 companies, working on contracts and programs worth north of $12 million. These collaborations taught us valuable lessons on what drives success—and what doesn’t—when navigating high-value partnerships. Here are the core principles that guided us that we wanted to share going into 2025. 1. Be Human—Conversations Matter More Than You Think In an age dominated by automation and artificial intelligence, it’s easy to overlook the importance of human connection. While AI can certainly streamline processes, we’ve learned that genuine conversations are irreplaceable. We made it a priority to build relationships, ask questions, and engage deeply during the discovery phase of every deal. This wasn’t just about gathering information for a proposal—it was about understanding the nuances of our clients’ needs and creating a space for open, honest dialogue. Our approach focused on active listening and a commitment to understanding the human side of business—what keeps our clients up at night, what excites them, and what their ultimate goals are. Yes, technology can accelerate many things, but at the heart of every deal, there must be a real conversation. It’s the foundation of trust, collaboration, and long-term success. 2. Give Value Before Asking for the Deal One common mistake we’ve seen in business is the rush to “close the deal” before establishing a genuine connection. Too many companies focus on selling first, forgetting the essential principle of giving before asking. At Lyndon Consulting, we’ve always sought to provide value before asking for anything in return. Whether through guidance, insights, or simply offering advice, we believe that the act of sharing knowledge builds goodwill. While we don’t always win the business on the first go—sometimes the timing just isn’t right—we’ve seen the long-term benefits of this approach. By giving first, we create a foundation of trust. We’ve had clients who didn't choose us immediately, but when the time came, they came back. Others referred us to their peers or found new opportunities to collaborate with us. That’s the power of providing value upfront. It fosters relationships that last far longer than a single transaction. 3. Provide Clarity and Intentional Communication Miscommunication or lack of clarity can quickly derail any deal. We’ve learned that being clear and intentional in every interaction is key to success. Whether setting expectations or providing regular updates, transparency ensures all parties understand where things stand and what’s coming next. This clarity fosters alignment and helps avoid misunderstandings that can undermine trust. #learnings #thoughtleadership #communication #ai

Most leaders call for consulting firms thinking a brand will cure the chaos. Ambition without prep becomes billable confusion. And confusion, when outsourced, arrives at premium day-rates. Before you bring in advisors, pressure-test your brief with BOLD - because if this fails at home, it fails multiplied outside. B - Boundaries and success criteria defined If the problem isn’t tightly scoped, consultants solve the wrong hill, perfectly. Projects balloon in weeks - scope creeps, stakeholders multiply, and outcomes blur into “nice conversations”. Even seasoned firms like McKinsey or BCG can’t convert fog into impact without boundaries. O - Owner assigned internally If there’s no internal owner with KPI mandate and authority, the consultant becomes the owner by default. That leads to dependency, not capability - meetings increase, decisions slow, slide-making accelerates, and execution starves. No consulting partner can deliver outcomes nobody in your building is empowered to own. L - Leadership pre-aligned and sponsored If 2–3 power sponsors aren’t aligned before kickoff, alignment becomes the project. The consultants become referees, consensus brokers, and shock absorbers for internal politics. It turns strategy into arbitration. Even the boldest advisory team can’t lift a divided leadership room. D - Data prepared (minimum decision-grade fact base) If data is messy or missing, consultants hypothesize, not strategize. The best firms can model markets, but they can’t model your reality without inputs. You pay for theories, not transformations. Even top consulting firms can’t generate insight from vacuum — the result is intelligent guesswork billed expensively. Consulting is a force multiplier. Feed it sharp boundaries, owned mandates, aligned sponsors, and clean data - it scales impact. Feed it gaps - it scales cost, time, and disappointment. Be BOLD in the brief. Or done becomes undone, expensively. #ManagementConsulting #ExecutionMatters #FounderMindset #LeadershipAlignment #ConsultingReality

If there’s one thing you must get right when hiring a consultant, it’s this: Be crystal clear about the specific, measurable outcome you want them to achieve. ❌ Not this: “We need a consultant to help with fundraising.” ✅ Yes This: “We need a consultant to design a donor engagement strategy that increases retention by 20% within the next year.” Too often, nonprofits hire consultants with vague goals like “boost fundraising” or “develop a strategy.” Without that clarity, the engagement risks veering off course, leading to frustration and wasted resources. In The No-Stress Nonprofit Consultant, I walk you through my 4-step WITH framework for successful consulting engagements: 𝗪 - The Who, What, When, Where, Why: Define what success looks like and why it matters. 𝘐 - Inversion: Identify potential risks by asking what you would do if you wanted the project to fail. 𝗧 - Tailwinds: Set up priorities, processes, and clear communication to propel the project forward. 𝗛 - Human: Remember, you’re working with people. Foster collaboration and align for success. By starting with a clear vision and measurable goals, you create the foundation for a no-stress, high-impact engagement. Want to learn more about evaluating proposals or choosing the right consultant for your needs? I share a free PDF version of my book in my profile section. Drop your questions about hiring a consultant in the comments.

Part 2: What makes an Ideal Business Partner (and What Doesn't). I've worked with hundreds of vendors, CROs, CDMOs, service providers, and consultants over the years. We spend so much energy on growth, yet so many businesses look like the barren seafloor: empty, unproductive, and completely lacking life. Why? Because you can't build an ecosystem for growth on mismatched partnerships, an isolated CRO, or vendors who operate in silos. I've accumulated 50 points of what best partners do. Here are the next 20. 21. Do what you said you'd do - every time. 22. Don't fabricate or 'fill in' gaps. Transparency wins long-term. 23. Bring solutions, not just problems. 24. Consistency builds trust. And trust compounds. 25. Don't recycle underperformers across teams. 26. Biosimilar experience is not the same as interventional oncology experience. 27. Take time to understand the root cause before offering solutions. 28. Assign team members who overlap with the client's core hours. 29. Know your tools and systems (and limitations) before project start. 30. Small delays compound. Two days here, two days there. They add up downstream. 31. Find people with integrity, energy, and intelligence. However, without the first one, the company will bankrupt - Warren Buffett. 32. Don't argue endlessly with the client. Debate ideas, not authority. 33. Quality control is not optional. 34. A vendor executes. A partner anticipates. 35. Success is built in the details. 36. Respect confidentiality, even when no one is watching. 37. Bring real value, not just activity. 38. Don't assume no one will notice inaccuracies. The truth always surfaces. 39. Communicate early when deadlines might shift. 40. Own mistakes. Never charge the client for them. What is the one non-negotiable trait you look for in an ideal partner, consultant, CRO, vendor, or CDMO? #Strategy #Leadership #BusinessGrowth #StrategicPartnerships #CRO

One of the most valuable lessons in consulting: True collaboration goes both ways. I recently had an attorney reach out for help on a case. A few weeks into the project, we scheduled a phone call. He wanted my assistance as a nurse, but I also needed to see this case through his eyes. I needed to understand where he was coming from as an attorney. We spent an hour in deep discussion: exploring why certain portions of the case would be highlighted to the jury, what the most important aspects of the case were for the jury to understand, and even verbiage that should be avoided and why. I was able to highlight some facts that were inconsistent that would need to be clarified. It was an incredible exchange of ideas, and we both walked away with fresh insight. The takeaway: It can be easy to think we need to share our expertise with clients, but we also need to learn how they work, and what is important to them and why. Open communication is good, but understanding how your client thinks and why is PURE GOLD! It's what makes a relationship stronger. If you have a fear of asking questions, or clarifying ideas with your clients, overcome it. It is only when there is a free flow of communication that mutual respect develops. #opencommunication #trialattorneys #PIattorneys #legalnurseconsulting

Stop treating your regulatory consultant like a vendor. Start treating them like a fractional team member. The quality difference is dramatic. I've worked with dozens of medical device startups over the past decade. And I can tell you exactly which relationships produce the best outcomes: The ones where founders integrate consultants into their team instead of keeping them at arm's length as external service providers. Here's what integration looks like: You bring us into strategic conversations early. You loop us in on product development decisions that have regulatory implications. You think of us as part of your core team—just working fractionally instead of full-time. Here's what transactional looks like: You hand us a task. We deliver. You hand us another task. We deliver. There's no context. No strategic involvement. Just execution on isolated projects. The transactional approach feels efficient. You're only paying for specific deliverables, right? But you're leaving massive value on the table. When consultants are integrated with your company—when we understand your vision, your constraints, your market—we can provide proactive guidance that saves you from costly mistakes before you make them. We can flag regulatory implications of product decisions in real-time. We can help you sequence your FDA interactions strategically. We can see around corners you didn't even know existed. You don't necessarily need full-time regulatory employees. Fractional expertise can work incredibly well for early-stage companies. But that fractional relationship needs to be close. Collaborative. Integrated. Not transactional. You'll be much happier with your results when you treat specialized consultants as extended team members rather than external vendors you only call when you need something. How do you structure relationships with fractional experts? What's worked best for you? #MedicalDevices #RegulatoryConsulting #StartupStrategy #FractionalExperts #Entrepreneurship

One of the biggest challenges of consulting is becoming integrated with your client's team. If you are not integrated, decisions will be made without you that may negatively impact your role. As more and more of us turn to consulting, I wanted to think about this problem deeply and provide some of my current best practices to ensure successful integration with my clients. As a consultant for your client, there is a natural barrier that exists between you and your client's team. Sometimes this is visible because of a different email domain, but even deeper, it is a time difference (you likely have other clients and so are not spending all day with your client's team like they are internally), as well as a mentality difference ("our team" vs "you"). This divide can at best lead to decisions being made without you that you have a chance to correct (if needed) and at worst leads to the client deciding to move on without you when they really needed your expert input. The smaller you can make this divide, the better. The more integrated you can become, the more infromation you will have, the more likely you are to be invited to key decision making meetings, the list goes on. I have found that outside of doing my absolute best work (there is no better way to ensure proper integration with a client's team), the following methods can help close the divide and help me become more of a team member, even while being a consultant: - Having more than one primary contact at the client. It is critical to have more than one go-to person within your client. Not only will this ensure you are constantly in the loop even if your primary point of contact goes out on leave, but it also means that you will have multple streams of information and multiple view points. More information is always better in this case. - Asking deep, meaningful questions about the client's overall goals and long-term objectives. If your client sees that you care (and the secret here is that you do... you actually do have to care about their goals), they are that much more likely to call you in for your input as they see you as a team player. - Offering more. If you pay close attention during meetings (especially when the topic of discussion is outside of your area), you can hear and learn about your client's additional needs. Chances are, you may know someone or know of something that may be able to help your client when those needs come up. Pay attention and offer additional support whenever you can. Becoming an integrated team member is critical for any consultant. Would love to hear from you and what you have found to be the best way to integrate with your clients. Happy Tuesday

How to build a successful project partnership. Focus on these key areas: 1. Mutual Responsibility Success isn't just on the agency. Clients play a vital role too. So, work together: • Share clear goals and expectations. • Communicate openly and honestly. • Be accountable for your tasks and deadlines. 2. Proactive Planning Look weeks ahead, not just on your side, but on the client's side too. Plan smartly: • Set realistic timelines. • Identify potential roadblocks early. • Adjust plans based on feedback and progress. 3. Timely Approvals Clients, your timely feedback and approvals are crucial. Keep things moving: • Respond promptly to requests. • Review deliverables as scheduled. • Avoid delays that can halt production. 4. Regular Check-ins Check-ins aren't just for the agency. They're a tool to ensure both parties meet their commitments. Stay connected: • Schedule regular meetings. • Discuss progress and challenges. • Make adjustments as needed. 5. High Standards for All Hold yourselves to high standards and expect the same from clients. Aim for excellence: • Deliver quality work consistently. • Expect thorough reviews and constructive feedback. • Strive for mutual satisfaction. 6. Facilitating Client Success Agencies are not just service providers; they're partners in facilitating your product's success. Support success: • Offer strategic insights and advice. • Help clients achieve their goals. • Celebrate successes together. Remember: A great project isn't just about a great agency. It's about a great partnership between agency and client. Foster this kind of partnership in your projects. #ProjectManagement #AgencyLife #ClientRelations #BusinessPartnerships