Anyone who has worked in consulting has encountered challenging clients. If you think you might be one, don't worry - I'm not naming names. And I'll admit, the title is a bit clickbait-y. What I really mean is that I value clients who are prepared to challenge me rather than accept everything I say without question. Here's why challenging clients make the best partners: Better Outcomes Through Engagement When clients actively participate in the process, the final solution is better tailored to their organisation's needs. No consultant can ever claim to understand an organization as deeply as someone who lives and breathes it daily. The phrase ‘that won’t work here’ should always be fully considered by all sides Fresh Thinking From All Sides Client pushback often sparks new ideas - both from them and from me as and potentially a better solution than originally envisaged. This requires flexibility from everyone but isn’t this a key success Your Biggest Critic Can Become Your Strongest Ad

I must be transparent here - I am a consultant who genuinely enjoys this work and intends to continue in this field so I might just be a little biased here! That said, there are many compelling reasons why engaging a consultant makes sense, IF it's done in the right circumstances and in the right way. The Cambridge Dictionary defines a consultant as: “someone who advises people on a particular subject” This definition highlights the crucial distinction between a genuine consultant and temporary staff - you're investing in specialist knowledge and expertise, not just filling a resource gap This distinction really matters. Consultants naturally challenge existing approaches, drive innovation, and pursue improvement. For many of us, improving things is part of our DNA. This means we're prepared to address difficult issues and tackle challenging tasks that are essential for project success However, this means we aren't suitable for every situation. We excel in time-bound initiatives where

Why SMEs Matter Including Small and Medium Enterprises (SMEs) in your supply chain can deliver significant advantages: diversity, innovation, alignment with CSR / ESG goals, and potentially better value through lower operational overheads. Social enterprises within the SME sector can also strengthen your ESG credentials However, successful SME integration requires careful consideration based on your organisation's specific needs and the services being sourced Core Evaluation Criteria Whether dealing with SMEs or large suppliers, buyers should always assess four core capabilities: Value - Pricing that reflects true cost-effectiveness Quality - Consistent delivery standards that meet your requirements Assurance - The ability to operate safely, legally, and compliantly Reliability - Service delivery when and where needed The key is supplier confidence: can the supplier consistently deliver the right service at the right price? What SMEs Want Remember that successful partnerships are recip

As a consultant, there are many tasks that come with the role but updating my CV ranks among my least favourite. Yet it's such an important sales document it simply has to be done. And here's the thing: it's never just one CV. You need multiple versions, each serving a different purpose. The Long CV showcases all my key experience and successes, demonstrating both what I've accomplished and what I'm capable of. The constant worry? Have I included so much detail that readers lose interest halfway through and forget how brilliant I am? The Summary CV distils everything into a single, powerful page. But I'm always second-guessing myself: have I omitted that crucial piece of experience that would land me that fascinating role I'm eyeing? (For me, interesting work trumps day rates every time.) Or worse, have I left out something that could help win a project that benefits not just me, but an entire team? The Pen Portrait condenses my entire professional identity into just a paragraph or two

Alongside my consulting expertise, I'm also a qualified executive coach—but perhaps not for the reasons you might expect. While I do offer coaching services when I believe I'm the right fit for the role, my primary motivation for obtaining this qualification was to enhance the complementary skills it brings to my consulting practice, allowing me to deliver even greater value to my clients. The synergy between these disciplines runs deeper than many realise. Both coaching and consulting share fundamental requirements that are critical to achieving successful outcomes: 1. Building Strong Relationships Whether working with key stakeholders in consulting or establishing rapport with a coaching client, the foundation remains the same: trust, clear boundaries, and open, honest communication must be established from the outset. These elements are essential for success in either field 2. Uncovering the True Objectives Both areas require cutting through initial assumptions to identify what clie

In procurement, few elements are as critical—or as frequently mishandled—as the specification. Despite its pivotal role in determining contract success, specification development often falls victim to shortcuts and assumptions that undermine the entire process. Common Specification Pitfalls 1. A copy and paste mentality Existing specifications are recycled with only superficial changes—names and locations updated while fundamental requirements remain misaligned with actual needs. 2. Inexperienced developers Junior or inexperienced staff are tasked with specification writing without adequate support. While involving them in the process has huge developmental value, expecting them to capture complex organisational needs and nuances sets both them and the client up for failure. Also, don’t think that AI can write the spec for you – it can’t grasp the subtleties and details that make the difference in a people focused service (yet!) 3. ‘One-size-fits-all’ thinking Success stories from othe