Bringing in the experts

The Channel are experts in what they do. MSPs and resellers provide businesses with bespoke products and services that no one else could deliver with the same consistency of value and efficiency. But even channel partners sometimes need to call on external expertise in more specialised areas in order to continue to serve their customers at the highest possible level.

That’s where channel consultants come in. As key advisors, they help to solve often large and complex problems, and provide their customers with the insight and expertise needed to grow, particularly if companies don’t necessarily have the right resources in-house to do so. So, what key consultancy services do partners need that will add real value for their end users?

There are a host of key consultancy services that channel companies can benefit from. Some of the most obvious ones include legal and financial services, and engineering and infrastructure, but other, often overlooked ones, such as marketing support, can be just as, if not more valuable, enabling businesses to raise their profiles and engage more readily with their clients.

“Marketing services including copywriting, design, awards entry writing, as well as events and social media management are definitely in demand in the Channel,” said Lauren McManus, owner, Electric Bloom. “It takes a certain skill to be able to tell a company’s story to the right audience who is receptive and listening, and it is often better to outsource to consultants with great experience in these areas.

“Organisations often lack the resource and time to be able to write and submit press articles and awards entries, particularly when they are infrequent activities and do not warrant a full-time person.”

Among the services currently most in demand are cloud migration, cybersecurity planning and digital transformation. These are the areas where companies require the most expertise to remain competitive and ensure that they’re using the right tools and strategies.

“UK companies are driving the increased demand for consultancy around cybersecurity for increased IT governance and controls and also AI readiness in order to drive increased levels of automation, increased customer satisfaction, decisioning around improved access to accurate data and cost reduction,” said Roy Shelton, CEO, Connectus.

A prime example of a company that delivers such services is Evolve IP: a dedicated channel-only solutions consultant. It has developed a best-of-breed ecosystem of cloud-based products and services designed to provide resellers with more opportunities to build stronger relationships and sell more to their customers.

“For us, solution selling is essentially consultancy,” said Paul Fletcher, technical account manager, Evolve IP. “Our aim is to open more eyes about what’s possible and how technology can make the biggest impact on a business.
“We recognise that those historic resellers that have come from lines and call and ‘bits of tin’ need education and expertise from a consultant to help move into a new era of recurring revenue success.”

Key benefits

The main benefit of working with a consultant is the specialist knowledge and fresh perspective that they bring. They can also help to streamline processes, improve security and guide companies through the adoption of new and complex technologies.

Fletcher said that the key advantages of using a consultancy are the ability to acquire greater knowledge and expertise, thus enabling customers to win more business, for example, in terms of AI or compliance. By mixing and matching different service provider offerings, he said that  partners can tailor solutions for their own customers.

Chris Widocks, founder, WWoW PR, said that another upside is the flexibility to switch resources on and off as required. The ability to instantly tap into years of expertise, he said, can be highly appealing to companies, particularly with the rise in full-time employment costs such as national insurance contributions.

Electric Bloom’s McManus said, “Using consultants means resources can be easily scaled up or down, depending on the businesses’ needs at that particular point of the year. For example, outsourcing events management and awards writing to external consultants means there is less pressure on existing teams, and these projects can be completed by consultants with skills and experience in those particular fields. Consultants often fill a gap that in-house teams are unable to fill.

“External specialists bring different skills, knowledge and a fresh pair of eyes, and are often able to bring a new perspective to the organisation. And, of course, it can be significantly more cost-effective to work with consultants as they usually have their own equipment, and do not have the costs associated with hiring employees.”

The customer also receives invaluable advice on the solution design and implementation in question. That’s delivered through a thorough assessment of their current setup for readiness and how the new solution will integrate with existing technologies, as well as guidance on configuration to maximise value, a clear project plan with assigned responsibilities, and effective onboarding for both the customer and their users.

Choosing the right consultant

But with so many different consultants out there to choose from, how do channel firms find the best fit for them? A good starting point is to be clear on what you want of them from the outset.

“Businesses need to be clear in what they need help with,” said McManus. “Requiring additional support for the marketing team’s workload is very different from needing specialist marketing strategy setting, for example. Rather than saying: ‘We need help with marketing’, saying ‘We need a strategy to take a new product to market’ makes the requirements clearer for both the organisation and the consultant.

“Gut reaction and chemistry is also key when it comes to finding a consultant. Trust your instincts during discovery conversations with potential external resource.”

A common way of finding consultants is through word of mouth recommendations. Another is at key channel networking events such as Channel Live and the Comms Business Awards. 

WWoW PR’s Widocks advises researching the company to see what they are like and what other people say about them. Only then, he said, will you know if you are a good match.

“Do your homework,” said Widocks. “Ask around and seek recommendations. Trial services before getting tied into long-term contracts. Can they deliver what they say they will? Also, does their personality fit into your work culture? Are they easy to work with?”

Electric Bloom’s McManus said that organisations should look at a consultant’s background to see if they have the required knowledge and experience. In that respect, she said that selecting specialists who are well-known and respected for their skills is key.

Evolve IP’s Fletcher said, “In a noisy and competitive world, it can be difficult to find a best fit consultant for your business. Word of mouth and having a strong reputation based on years of proven expertise can really help elevate a consultant above the competition. For us, it’s about building long-term relationships in a targeted way and leading our partners on a rewarding journey.”

Shelton, of Connectus, added, “Personal recommendation is always the best option. However, experience of the consultant within your industry sector and working with companies of your size is vital. There is no point looking at top tier generalists who have no/ little experience within the smaller IT/ comms and security market.”

If you are still unsure about what you are letting yourself in for, it may be best to use them on a trial basis for a one-off project and see how that goes. That way, both parties can see if they are likely to work well together moving forward.

“To find the right consultant, look for someone who’s worked on similar projects or in your industry – that way, they’re more likely to understand the challenges you’re facing,” said Arshad Khalid, technology advisor at No Strings Public Relations. “And it’s important that their approach gels with your business. A strong working relationship can make a huge difference in the long-run.”

Steve Flavell, co-CEO and co-founder at LoopUp, said the best consultants are those that are passionate about the solutions they’re being asked to support. That passion, he said, is likely to stem from a combination of innovative and challenging technology; trusting the solution’s reliability; the availability of comprehensive training materials, engaging with interesting configuration and optimisation opportunities where they can add real value; seeing a dynamic roadmap with frequent solution enhancement; and receiving positive feedback from the end-user. 

James Lei, chief operating officer, ooShirts, said, “One of the main challenges with bringing in external consultants is making sure their skills match the company’s specific needs. Sometimes, consultants have a lot of experience, but if they don’t fully understand the business or its culture, it can lead to misalignment. Another issue is setting clear expectations at the start. If everyone’s not on the same page about the goals or how things will work, it can create confusion and delay progress.”

Onboarding journey

Then there is the issue of onboarding external companies, often if you haven’t worked with them before and/or are unfamiliar with their way of working. Ultimately, it’s about ensuring the process is as smooth as possible.

“There are many challenges and it can be a step into the unknown,” said Evolve IP’s Fletcher. “Is the consultant going to be able to deliver and match expectations?

“It comes down to being a trusted advisor. Evolve IP has been around for a very long time and operates across 57 countries, so we have the credibility, market knowledge and pedigree to not only keep our promises, but exceed expectations where possible.

“Our team has literally decades of experience across many different companies that we can share with our customers. It’s industry knowledge, not just Evolve IP knowledge. This is very important. We understand what our channel partners need so we can marry everything together.”

WWoW’s PR’s Widocks added that it’s also key to minimise any risks. That means, he said, finding an expert who is ready to go from day one.

“Onboarding a consultant can be a gamble, so it’s important to minimise the risks,” said Widocks. “They need to quickly understand your business, needs and goals. It’s often best to use an expert in a particular field so they can hit the ground running. Don’t waste too much time as time is money. Hourly and daily rates vary massively. Retainers generally deliver more value and longer term impact.”

Eva Schoenleitner, vice president of worldwide partnerships at Smartsheet, said, “While bringing in external consultants can add value, onboarding them effectively isn’t always straightforward. It can be challenging, particularly when they lack intimate knowledge of your business, processes or tools. It’s important to invest in training so that they become an extension of your team, rather than creating additive work.

“Another common pitfall is a lack of long-term thinking. If consultants aren’t aligned with your team’s day-to-day workflows or future goals, there is a real risk that their solutions won’t be sustainable and may be abandoned after the project ends. It is also critical they take a future-forward approach – change management is essential to consider when designing and implementing solutions, since change, in the long term, will be inevitable. 

“It’s crucial that the internal team is trained to carry forward the solutions implemented by consultants. Since consultants are typically short- to mid-term resources, not having the necessary skillset embedded within the organisation after they leave can render their work ineffective.

“Ultimately, successful onboarding means embedding consultants into your environment and thinking beyond the project’s finish line. It’s just as much about knowledge transfer and skills development as it is about immediate deliverables.” 

From a consultant’s perspective, the biggest challenge is often understanding specifically what their client needs. While they can make recommendations, it’s ultimately down to the senior leadership team to approve where the budget is spent.

“Companies often hire consultants expecting immediate results, but success, particularly within marketing and with building brand awareness, can take time,” said Electric Bloom’s McManus. 

“It is also important to achieve internal buy-in. Some employees may feel threatened or resentful of external help, particularly if it was not discussed with them beforehand. Consultants should be positioned as support, not competition.

“The chosen external resource will also need time to learn the business, mission, products and key stakeholders before they can properly contribute. Some companies may have unrealistic expectations on what can be achieved in a short timeframe, but with more planning and alignment of objectives this can be achieved.”

Two-way relationships

To get the most out of their consultant, companies need to engage fully with them. That means listening to and understanding what they say, as well as not being afraid to say no if a particular solution isn’t a good fit.

“It has to be a two-way street,” said Evolve IP’s Fletcher. “You have to deliver to a customer what’s needed, not just what a service provider wants to deliver. The interests of the customer have to come first to get the most out of a relationship.”

Widocks concurred that the relationship needs to cut both ways. That requires putting your faith in them to deliver, he said.

“Trust them to deliver results,” said Widocks. “Support them with information. Build in some additional time to integrate them at the beginning of any new relationship. Maintain regular contact. Outline key objectives to avoid any confusion. Make them feel an extension of your  team. These are some of the most effective ways to get the most out a consultancy relationship.”

In terms of communication, Electric Bloom’s McManus said that it’s vital to include the consultant in all relevant face-to-face meetings, video calls and email correspondence. By doing so, she said that it will help their understanding of what’s required hugely.

“Companies should treat consultants almost as though they are staff, with small things such as including them on the internal communications recipient list so they are kept up to date on changes and company successes,” said McManus.

“Just because a consultant can be considered an expert in their field, they are not an expert on your particular business, products, values and ways of working. New starters would not be left without guidance and product demonstrations, so consultants should be treated accordingly. The saying, ‘I don’t know what I don’t know’ is applicable because there is a limit to a consultant’s knowledge about an organisation if they have never worked for them in the past.

“Consultants need to be given a clear understanding of the project or ongoing expectations, desired outcomes and success metrics so that both the business and the consultant are aligned. Plus, it can be lonely being self-employed, so the odd invite to a social or Christmas party here and there wouldn’t go amiss.”