Experts in the areas of general business management, engineering, finance, human resources and information technology are among those who make the transition from developing their functional expertise into becoming a management consultant in their field of expertise. Business management consultants need more than functional expertise; however, they must also have some interdisciplinary knowledge as well as the ability to advise clients with confidence.
Road to Business Management Consultancy
Many professionals do not start their careers as business management consultants, regardless of the field. They generally start in their area of expertise as a practitioner. A degree, substantial amount of experience in the field of expertise and professional credentials are qualifications typically expected of a business management consultant. The U.S. Bureau of Labor Statistic's description of management analysts indicates a positive outlook for this field, as well as the importance of formal education: "Despite 24 percent employment growth, keen competition is expected for jobs; opportunities should be best for those with a graduate degree, specialized expertise, and a talent for salesmanship and public relations." Gaining work experience in your field is also key component in the foundation for a consulting career.
Transitioning from Practitioner to Consultant
Moving from working as an engineer to consulting businesses on engineering projects is an example of transitioning from being a practitioner to consultant. Another natural transition may be a certified public accountant -- with an accounting degree, public accountancy credentials and several years of experience -- would have the ideal background for becoming a business management consultant specializing in organizational audits.
Expertise is Just One Qualification
Business management consultants need more than expertise in the field, however. In the beginning stages of a consulting career, the expert lends technical advice to a client. Instructing clients on tactical matters is a start. The next step in building your business management consultancy is developing business and client relationship skills. Project management skills are equally important once you make the transition. In the early stages of a consultant's career, she may be responsible for writing proposals to secure clients or making oral presentations to persuade potential clients to engage in her services.
Business Development
Many large consulting firms have career tracks for junior analysts or consultants, mid-level consultants and senior-level consultants. The senior-level consultants are responsible for business development. Business development, sometimes referred to as "rainmaking," is a function that includes networking, establishing contacts, building upon previous project work for a client and representing the consulting firm at various events, seminars and workshops. Building the client base requires much more than the technical expertise -- it demands someone with the traits necessary to convince potential clients that your firm is the most suitable for the clients' needs.
Executive Leadership in Consulting
Beyond senior-level consultants, practice group leaders create strategy for the consultancy. Strategy can involve determining consultants' focus or direction, or staying ahead of trends within the business arena that will affect your consulting practice. Senior vice presidents, executive vice presidents and similar titles are consultants who have mastered the art of consulting and take it one step further to engage in higher levels of business development along with business strategy to improve profitability.
