Getting value out of a consultant

Heard the one about the consultant and the monkey?  Check out this out-take.

"Consultant" is a great term for when you don't know what you mean! And for when you don't want some one to understand what exactly you do.

We're very specific about what we do: it's hands-on, practical and results oriented. But within that, it can cover a wide range of specific actions, chosen not according to what we offer, but what you need.  There are some examples following.

To get value out of us, focus on concrete outcomes: what you want to achieve, where you want to get to. And we'll deliver on the specifics.

Specific expertise and knowledge

You can’t know it all, but you can buy in the expertise you need.

Get it done

There’s a lot going on in your organisation and people have their own jobs to do, so new projects languish. A consultant can focus on outcomes.

Clear perspective

The hardest management task is to get a clear perspective from inside an organisation, when you’re embroiled in daily operational challenges. You can get there by drawing on a consultant with wide experience
across many sectors – and the independence to tell it straight.

Working on your business

When you want to develop, improve and strategically position your business – to work on it, rather than in it – you’ll find a consultant most helpful.
While big business and government are noted for their use of consultants, in reality smaller organisations can gain just as much – or more – from an outcome-focused use of appropriately experienced consultants.

Growth phases

Once in a lucky lifetime growth will be thrust on you: mostly you have to plan and work hard at it, snatching time where you can.
A lot of what we do comes together when we are working on growth strategies: market reviews, decision maker research, strategic planning, presentation materials, representation to government, sounding
board, promotion strategies, outside perspective, profile building; all the things that go into carving out a bigger space.


The strength of big businesses, that can enable them to survive big overheads, wasteful practices and staff indifference, is systems.
Systems that roll on no matter what.

But SMEs can have systems too, if they invest the resources in developing them.
The fastest way to a set of efficient systems is via an experienced consultant who can be focused on the task.

Special projects; creating the future

Every organisation needs new products and new markets.
It’s hard for people who already have jobs to find the time and focus to shepherd new projects, but a consultant can fast track them.
Give us a challenge and we’ll drive it into life!

People management

An efficient management structure driven by regular achievers is the most fundamental system. This kind of system uses job specifications with key performance
indicators and formal assessment procedures; clear management charts that define responsibilities, established procedures for consulting and making decisions and “corporate culture” systems that define a mission and vision, drive behaviour – and respond to leadership.
Most successful systems were developed with staff consultation, formalised in writing and relentlessly promoted until they became second nature.

Consultant to the Board

A way of getting the most out of us, at a controlled cost, is our “Consultant to the Board” role. More than a business coach but more flexible and focused
than a non-executive director role, it maximises our involvement in key areas necessary to achieving your goals.


Ultimately it always comes down to this: you want people to want you. Your product, your service, your cause, your brand. You need people to know and respond to the story of you.
So you have to tell your story. Whether it’s in words or images or sound.
Telling organisational stories (including written, visual and auditory stories) is at the core of what we do.


We are widely experienced in promotions, especially alternatives to media advertising (media advertising gets less effective every year) such as old-fashioned relationship marketing and new fashioned internet and social media. That means we can advise you on the most cost effective options for your needs – not just sell you what we do.

Community and government

We plan and deliver community relationship development, where businesses need to win acceptance and become part of the community they work in.
And we represent organisations to government, which is essential in some industries where regulations shape the market (we are registered WA and Federal lobbyists).

Sector development

Sometimes the state of your industry sector can be more of an impediment to your success than the activities of your nominal competitors. Cooperation can develop better sector structures, training and standards so your sector can take the lead in dealing with government before government decides to dictate.

Small and family businesses

MBAs, business textbooks and most consulting is about big business. “Production should coordinate with dispatch...” Easy to coordinate if it’s just you, but not so easy to achieve the systems implied.
Small and family businesses are different and it’s not just about size, it’s also about values: the freedom to be your own boss, working with people you like, doing what you enjoy... Sometimes profit is an essential lubricant, but not much else.
We understand, small is different; family is different.
And so are we.


Everyone in business has lots of ideas. Sometimes though it’s hard to sort out the ones that are best deserving of your limited time and resources. An independent consultant with broad experience and the capability to do quick market checks can help you validate new proposals before you commit to them.

On your side

Sometimes our main role is to be on your side, looking after your interests.
Most of the people you deal with in business have their own agenda: banks, suppliers, even senior employees have their own goals and plans. When you engage us, our loyalty is to you. We know if we are not delivering for you, we won’t be back.
It’s more than loyalty though, it’s also understanding the position you are in: the owner, the one whose house is on the line, the person who has to get the result even in areas they are not familiar with. Understanding, not academically, theoretically, but from being there.