Consultancy

>selling your knowledge and experience is wrong

>>1108824
It's not about that. It's about you in the role of the consumer having any sort of guarantee that the service you purchase is worth the money.

>>1108819

Ok. What people don't seem to understand is, that the same way that you have temp-agencies for cleaners, secretaries, or whatever, you also have temp-agencies for skilled labor like accountants (accounting firms) and middle management (consultancies). Most of the work that consultants do is just glorified temping for MBAs. They are hired for a short period from outside of the company, because no one inside has time to sit down and think about a particular problem. It's not really that weird.

>>1108819
In the financial world (and in most of life) you can make any kind of convincing argument for what the future will hold.

You can make an argument for why it is time to buy something, or sell that same thing, hold on to it, etc, and if you're not a complete moron, they will all sound completely logical and plausible.

I work in consulting, specifically on the public affairs/lobbying side. In my experience, the two leading factors for success are related experience (being an SME) and using established relationships and reputation to leverage positive outcomes for clients.

A lot of people have this parasitic perception of consultancy but the proof is in the pudding. A company pays us $25,000 and we help them access over $10 million in government funds using our knowledge and experience. Less like a parasite, more like a steroid.