[balabaster]

There are plenty of use cases for consultants:

1. Experts in their field often reach a point in their career where they've run into enough road blocks and solved enough major problems in their field that they can see some benefit in helping others avoid/solve said problems on fast track. [This is where I'm at]

2. Companies often have need for on-tap expertise to solve problems on fast track without being required to commit for the long haul.

And here is the intersection of consulting. I've solved about a million problems at this point in my career. Many of them solved the hard way - the way I'd like you not to have to solve them. I've spotted patterns that allow you to predict what kind of behaviours and working processes will cause what kinds of problems and I've formed patterns and processes that allow clients to sidestep issues before they become issues.

Wouldn't it be useful to benefit from that?

Many major consultancies, sadly, hire a ton of people that haven't put in the time and built the skills to be as effective as you may like - which is reflected by the fact that every time I've been approached by Accenture they've offered rates that only a junior or intermediate level consultant would go for.

This explains why a lot of customers part ways with consultancies with a bad taste in their mouth. This isn't the grade of "expertise" you expect when you hire a consultancy. You expect senior or principal level resources for the rates you pay - people who have done the time, solved the problems and come armed with the solutions; not juniors and intermediates who may be great bums in seats, but not what you hire big expensive consultancies to provide.

[blablabla123]

I've also been on a team with a technical consultant. Finding someone with that specific expertise and fitting into the environment would have been really difficult and probably more expensive, also considering the risk of a bad hire.