Ready for going out on your own as a Change Consultant?
Before you take the leap, hear from consultants who’ve already done it.
Making the leap from employment to independent consulting is a bold step that many Change Managers contemplate at some point in their career. It offers flexibility, autonomy, and the chance to shape work on your own terms. But what does it really take to succeed?
In a recent discussion, three experienced consultants – Kate Murray, Sam Rykers, and Lata Hamilton – shared candid reflections on their journeys, the challenges they faced, and the opportunities that independent consulting can bring. Their insights reveal not only the practical differences between contracting and consulting, but also the mindset shifts required to thrive.
Starting the Journey into Consulting
Each panellist entered consulting through different pathways, highlighting that there is no single route to success.
- Kate Murray, founder of Changeify, transitioned from a career in organisational psychology through roles in major consultancies such as Deloitte and Accenture before establishing her own practice. She described how her consultancy began almost by accident, when a small contract grew into a thriving business that now employs ten consultants.
- Lata Hamilton, founder of Passion Pioneers, deliberately shifted from contracting to consulting after realising she had reached the earning and learning ceiling of day-rate contracting. Building on her coaching side-business, she launched her consultancy in 2021, driven by a desire for flexibility and greater impact.
- Sam Rykers, director of Change Factor, saw a gap in the market for accessible change management services, particularly for small to medium-sized organisations. With encouragement from her husband, she launched her consultancy to provide fractional change services, making expertise affordable for clients with tighter budgets.
Their stories underline a common thread: consulting often begins with recognising a personal need—whether flexibility, growth, or purpose—and taking deliberate steps to design a business that reflects it.
Consulting vs Day-Rate Contracting
One of the first distinctions the panellists explored was the difference between consulting and day-rate contracting.
- Sam emphasised that contractors typically embed within a project team for six to twelve months, providing continuity. Consultants, however, often work with multiple clients simultaneously, bringing external expertise, frameworks, and credibility.
- Lata highlighted the financial and structural differences. Contractors are tied to employment market rates, whereas consultants can design packages, set their own prices, and work on deliverables rather than trading time for money. This opens greater income potential and flexibility.
- Kate noted that while contracting is less formal and allows practitioners to shape their role, consulting requires structured statements of work, clear deliverables, and defined outcomes. This shift brings both higher accountability and greater opportunities for differentiation.
For Change Managers considering their options, the choice often comes down to whether they value stability and focus (contracting) or variety and autonomy (consulting).
Big Four Firms vs Smaller Consultancies
The panel also explored the differences between large consulting firms, smaller agencies, and independent practices.
- Kate acknowledged the benefits of Big Four firms such as Deloitte, EY, PwC, and KPMG, particularly in training, market exposure, and access to talented peers. However, she cautioned that their pyramid structures can place inexperienced consultants into senior change roles, which may not always serve clients well.
- Sam positioned smaller consultancies as sitting between the Big Four and sole independents. With defined methodologies but closer client relationships, smaller firms can adapt flexibly to client needs while still offering structured approaches.
- Lata shared her preference for independence, valuing freedom and direct client ownership. By setting her own rates and focusing only on work aligned with her values, she built a consultancy that supports her lifestyle while embedding change capability directly into client organisations.
The consensus: while Big Four firms offer scale and brand power, smaller and independent consultancies often provide deeper relationships, flexibility, and personalisation.
What Consultants Love About Their Work
Despite their different models, the panellists shared common themes in what they enjoy most about consulting.
- Flexibility: Lata described building her business to support personal goals, including the ability to take extended time off or work around life events. Sam echoed this, appreciating the freedom to attend her son’s school events without needing permission.
- Variety: Sam relishes the diversity of projects, from digital transformations in higher education to optimising small business IT systems. Lata also values working across multiple industries and projects simultaneously, broadening her reach and impact.
- Relationships: For Kate, consulting is fundamentally about people. She thrives on building trust with leaders during pivotal moments of change, often forming lasting friendships with clients.
- Impact: All three emphasised the satisfaction of leaving clients better equipped to manage change, whether through frameworks, coaching, or embedded capability.
Key Learnings from the Consulting Journey
The panellists were generous in sharing lessons learned—practical advice for anyone considering making the move into consulting.
From Sam Rykers:
- Make time for business tasks like marketing and administration; they are part of the role, not after-hours extras
- Set clear boundaries around availability and rest – don’t wait for downtime to take leave
- Be clear on your purpose, offerings, and ideal clients before starting
- Network consistently, as every client has come through relationships and referrals
From Kate Murray:
- Personal brand is critical – understand how colleagues and clients perceive you and use that to shape your market presence
- Deliver excellent work, as word of mouth is the strongest business driver
- Think carefully about the size of consultancy you want to build – independence brings closeness to clients, while growing a team introduces new responsibilities
From Lata Hamilton:
- Shift your mindset from employee to trusted advisor; consulting requires stepping up as a business partner to senior leaders
- Start preparing early by building your brand, exploring your values, and clarifying the work that excites you
- Focus on attracting clients rather than chasing them, by positioning yourself authentically and showcasing your expertise
- Build a business model that supports your life, not the other way around
The Mindset Shift: From Practitioner to Business Owner
Perhaps the strongest message from the discussion was that consulting is not simply a different type of change management contract – it is a different way of working entirely.
As Lata explained, it requires moving beyond seeing yourself as a practitioner delivering tasks, and stepping into the role of advisor, business owner, and strategist. Sam and Kate reinforced that clarity of purpose, strong boundaries, and the ability to nurture relationships are what sustain a consulting business over time.
For Change Managers considering “going out on their own,” the panel’s experiences make one thing clear: success is not just about technical expertise. It is about mindset, relationships, and designing a business that reflects who you are and how you want to work.
Final Thoughts
Independent consulting offers extraordinary opportunities for Change Managers—greater freedom, deeper client relationships, and the ability to shape a business aligned with personal values. At the same time, it demands resilience, clear boundaries, and a shift in thinking from employee to entrepreneur.
As the experiences of Kate Murray, Sam Rykers, and Lata Hamilton show, there is no single path to success. But with preparation, authenticity, and a strong network, consulting can be not only viable but deeply rewarding.
For those considering this journey, their stories serve as both encouragement and practical guidance.
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