Insight: Life As An Independent Consultant
We thought it would be interesting to include a précis of an article written by Patrick for Professional Fundraising magazine in July 2008. The full article looked at how and why Patrick originally decided to become an independent fundraising consultant, what he found to be challenging and rewarding in doing so and how life as a consultant has developed over the last 7 years.
At every Tarnside board meeting, we consider what has happened in the business under the heading ‘The good, the bad and the ugly’. This also seems an interesting way to consider the pros and cons of being a consultant. Since setting up Tarnside Consulting seven years ago, the work undertaken has developed tremendously and the support team around me has flourished. As a team, we are now lucky to be able to choose to work in areas that we feel are both ethical and interesting — and where we think we can add most value. We work on projects looking to raise between £3m and £50m, consulting on strategic planning, change management, project management and project facilitation. Furthermore, after a fundraising project is successfully completed, organisations often ask us for continued support and we provide a ‘critical friend’ or mentoring service to help support senior staff in their role.
And so for the pros and cons…
The Good
The main thing is having control over our own destiny. The benefits of being able to choose who one works with, becoming involved in causes one believes in and having the satisfaction of seeing an organisation reach its goals cannot be underestimated. Being a small organisation, we are able to react quickly and be flexible – and this brings benefits to both ourselves (in terms of having a good work/life balance) and our clients (in terms of cost control and work capacity).
The Bad
There are two key challenges to being an independent consultant: the first is being ‘independent’; the second is being ‘a consultant’. Going independent brings with it the constant worry about sustaining income. In Tarnside’s early years, I worked every hour available — finding clients and delivering projects. Any aspiring consultant should remember that, in any one month one is likely to bill only 12 or 13 days, although one will be working the hours equivalent to 25 or 30. And, when one stops operating out of the ‘back bedroom’, expenses rise alarmingly — there’s a need for heat, IT networks, employees, training — and the Council usually wants a share too. It also takes a different mindset to become ‘a consultant’. It’s about being an adviser, supporting others in their jobs and steering them through the fundraising process. The action ‘at the coal face’ is usually out of one’s hands. Though rewarding when it all works, it can be challenging along the way!
The Ugly
We don’t think that there is too much that’s ugly about consultancy. A strong sensitivity towards the different personalities and motivations involved in a project will go a long way to helping avoid ‘ugly’ situations. Constant clear communication is key; sitting key stakeholders down at the outset of an appeal to ensure they are ‘singing from the same hymn sheet’ can make the world of difference to its success. In fact, Tarnside now runs a special ‘Think Tank’ day that aims to give people an ability to think strategically about their cause, team finances, the fundraising process and the project outcomes. This can work as a stand-alone day or as a useful precursor to an appeal that we are involved in supporting. Ensuring people are informed and empowered at every stage of the fundraising process will go a long way in steering an appeal away from potentially ‘ugly’ situations that might arise.
In summary, now that Tarnside Consulting is established, there’s lots that is good, sometimes things that are bad, and fortunately very little that is ‘ugly’…
…it’s the life and career that I’ve chosen – and I love it.
(July 2008)