What to look for in a Business Adviser

The process of hiring a Business Adviser should be approached from two angles. First, consider the business benefits and the impact from a company point of view. Second, assess the person or company from a personal standpoint.

The suggestions below are by no means exhaustive, but should provide a useful set of pointers that, in combination, cover some of the most important issues.

Money. Value the solution rather than the cost. Basing decisions purely on cost is not an effective approach. An hourly or daily rate will not tell you the whole story - a Business Adviser with a high hourly rate may produce value faster than one with a lower price. Going for the cheapest option is often a false economy.

Time.  Define your timescales. As well as giving you an idea of the total cost of a project, the setting of definite timescales enables you to set goals for the project.

The pitch Don't be swayed by techno-babble. Instead, look for a company that offers empathy, a company that has produced a presentation or pitch that is both specific and sympathetic with your company's objectives. Above all, look for a company that listens. Only by really listening to you will a Business Adviser understand your exact needs - focus on those that are interested in serving your needs and not theirs. A Business Adviser's job is to understand your needs and then create a means by which these can be met within agreed criteria.

The team Be it a one-man job or a team of Business Advisers, you have to be sure that you are comfortable working with these people.

The individuals As well as assessing a person based on experience, background and capabilities you must also ask yourself questions such as: "Can I work with this person for X months?" or "Will this person fit into my team?" and "Does this person fit our company culture?"

Integrity.  Honest and open dialogue can only truly be achieved if you have mutual trust and respect with those you are working with.

Accountability.  Make sure there is an effective reporting regime in place. Regular updates and status reports are essential towards the smooth running of any project.

Agree a level of work. In the same way that you should never ask a barber whether you need a haircut, don't let a Business Adviser convince you to approve unnecessary work.

Risk. If any risk is involved in the duration of the project, ensure that either all of it or elements of it are shared so that the Business Adviser has the same ownership and can relate to - and empathise with - any of the possible implications associated with the risk.

Post project. It's never too early to consider what happens after the project finishes. In particular, does the consultancy place sufficient emphasis on making sure you have the ability to function effectively after its role is complete?

Training. Training is essential if the objective is post-consultant self-sufficiency. As with other project elements, this should be seen as a discrete element and must be treated with the same level of care and service that other actions received.