Guest opinion blog from Liz Henderson, member of our Dynamic Boards NED Community.
Many organisations rely on consultancy firms for expert advice, to address resource gaps, or to validate strategic directions. These are all excellent reasons to engage with your preferred consultancy, or a new one to gain fresh perspectives. So, how do you know when it’s the right time to seek consultancy help?
If your board includes a member with consultancy experience, they can contribute valuable insights during discussions about when external assistance is necessary. However, an interesting irony arose during a recent discussion within the Dynamic Boards NED Community: the apparent bias against consultants or ex-consultants in NED application processes. This bias creates a peculiar situation where organisations might reject NED candidates with consultancy backgrounds yet later spend significantly more on consultancy fees than they would have on director fees for such individuals.
This issue has sparked considerable interest in the NED community, prompting us to open the conversation and seek diverse perspectives.
What are some of the main biased viewpoints that consultancy-experienced Non-Executive Directors face and what can they do to navigate and mitigate these potential biases during board applications? While not all experiences are negative, understanding the nuances can be valuable. Let’s look at the reasons why these misconceptions exist and explore some practical ways Non-Execs with consultancy experience can effectively highlight their strengths:
Bias #1 – Lack of Operational Experience
Why It Happens: Boards often look for directors with direct operational experience, ideally as former executives (e.g., CEOs, CFOs) who have led companies through challenges, growth, or restructuring. This “hands-on” experience can be seen as more applicable to boardroom decision-making than advisory roles.
Mitigating This Bias: Consultants who can demonstrate direct involvement in complex, high-stakes projects that shaped business outcomes may be able to counter this bias. Highlighting specific client projects where they drove tangible, measurable change (e.g., revenue growth, cost savings, crisis management) can help bridge this perception gap.
Bias #2 – Focus on Theory vs. Practicality
Why It Happens: Consultants are sometimes perceived as more theory-focused, advising from an outsider’s perspective rather than engaging in the daily realities of execution. Boards may question if a consultant understands the practical constraints and risks of decision-making at the executive level.
Mitigating This Bias: Emphasising any experience where the consultant played a role in implementing their strategies—or in navigating the operational impact of their advice—can show a practical understanding. Highlighting long-term engagements where they built sustained relationships can also help refute this stereotype.
Bias #3 – Lack of Industry-Specific Depth
Why It Happens: Particularly in specialised industries (e.g.healthcare, financial services etc.), boards may favour candidates with in-depth sector knowledge rather than a broad, cross-industry consulting background.
Mitigating This Bias: Consultants who have focused deeply on specific sectors—or worked extensively with industry leaders—can combat this by stressing their specialised expertise. If a candidate has provided strategic insights to industry-leading clients or has advised on compliance, regulatory, or market-specific challenges, that experience can be valuable to a board.
Bias #4 – Conflict of Interest
Why It Happens: If the consultant still has active consultancy engagements, boards may worry about potential conflicts of interest or divided attention.
Mitigating This Bias: Clarifying a clear boundary or transition from consultancy to a fully independent NED role is often helpful. This demonstrates a commitment to the impartiality and focused governance that boards typically seek.
So, what are some of the key advantages to hiring a Non-Executive Director with consultancy experience?
Strategic Thinking and Broad Perspective
Consultants are often valued for their strategic insight, analytical skills, and ability to approach complex problems from multiple angles. This can be especially useful in challenging board discussions that require a “big picture” viewpoint.
Adaptability to Different Business Models
Consultants have usually encountered a wide variety of business models, allowing them to introduce new ideas or approaches that can promote innovation or adaptability within the organisation.
Deep Knowledge of Governance and Risk Management
Many consultants, particularly those from established firms, have a strong grounding in governance, regulatory, and risk issues. This knowledge is increasingly relevant as boards prioritise compliance and risk mitigation.
While there can be biases, consultants who can highlight their direct, outcome-driven experience, industry-specific knowledge, and commitment to independent governance often find ways to turn potential biases into assets. The growing complexity of corporate governance and strategy means that boards should be looking at the value of the insights consultants bring, especially when they can demonstrate the depth and relevance of their expertise.
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