Top 10 Lessons from 20+ Years of Consulting

January 23, 2025

I’m better known for my work as the founder and executive director of CANVAS, so this will be me in a different hat.

I’ve been a consultant for various development agencies (but mostly with USAID), for over 20 years, starting in 2001, when I returned to the Philippines fresh from graduate studies in the US. My first gig? A short-term consultancy with USAID drafting a consultative policy document on digital signatures - something I knew absolutely nothing about at the time. That one small job led to a career of short-term projects and several full-time, multi-year contracts centered around telecommunications and competition policy.

Along the way, I picked up some valuable lessons, especially for those who are just starting out in this field. Here are the top ten, and I hope these can be of help to those of you who are seriously looking into development work.

1. When you're starting, you’re also being paid to become an expert.
Oftentimes, development agencies (like USAID, ADB, The World Bank, DFAT, CIDA, etc.) hire consultants because they need someone who might help figure it out, not someone who already knows it all. If you’re new, you’ll likely get hired to support a seasoned expert. Ideally, he or she also ends up as your mentor, and you’ll grow in your job.

Or, like me, you might get hired simply because there’s no one else to hire. Back in 2001, when the government needed help drafting the consultative document on digital signature guidelines for the new E-Commerce Law, I was asked to take the lead in giving it a stab. I told them, “But I don’t know anything about e-commerce, much less digital signatures. Why are you asking me?” Their response? “The law on e-Commerce here is so new. No one does.”

The moral: Sometimes, they’ll hire you because you’re in the right place at the right time, and brave (or reckless) enough to say yes. Own your ignorance, be resourceful, and learn fast.

2. Your starting salary matters. Negotiate—but be smart about it.
Consulting fees aren’t plucked out of thin air. Your pay for any new project is based primarily on your previous pay plus whatever else you can use to justify a higher rate (relevant experience, graduate studies, relevant certifications, etc). That means your starting salary, from which your raises will follow, can affect the rest of your career. A higher salary when you start, in other words, translates into higher salaries down the road.

Note too, development agencies aren’t looking for the cheapest consultant. They’re looking for the best value. So don't undersell yourself. Do your research, ask peers what they’re being paid, determine what makes you unique and valuable, and set your number accordingly. That said…

3. Don’t overreach early in your career.
You can (and should) negotiate your pay, but know when to prioritize the opportunity itself. Early in your career, the value of being paid to learn, build your expertise, widen your network, and establish your reputation can far outweigh trying to squeeze out an extra 10% bump in the offer.

4. Be willing to walk away.
Not every project will be worth your time, and some contracts might come with toxic teams, impossible timelines, or poorly defined scopes. Or they might simply be offering you compensation that's not worth your time. Learn when to say NO.

Of course, not every challenging situation has to be a dealbreaker. Sometimes the toughest projects are the ones that help you grow the most. Learn to differentiate between bad projects and growth opportunities.

5. Consulting pays well because it’s unstable.
There’s a reason why consultants often have higher day rates than full-time employees: You’re trading the security of a predictable 15th and 30th day salary for a feast-or-famine lifestyle. There will be times when you’re flush with cash, and times when your phone is silent.

Plan accordingly. Build a financial buffer, diversify your sources of income, and don’t underestimate just how lean the lean months can be.

6. Want to excel? Underpromise, overdeliver, and always hit deadlines.
The best consultants aren’t the smartest or the most charming - they’re the most reliable. Manage expectations carefully. Never overpromise just to impress. And most importantly, deliver what you said you would, when you said you would.

As they say, the perfect is the enemy of the good. It’s better to submit something on time than to miss the deadline chasing perfection. Do these two things - manage expectations and submit on time - and I guarantee that you’ll outperform 95% of your peers (otherwise known as your competition).

Breaking into consulting work can feel impossible, but once you’re in, you’re in. Do a good job, and your name will circulate in the small but tightly knit development community. Opportunities will start finding you.

7. Your network is everything.
Every success I’ve had in my career - every contract, every breakthrough - can be traced back to my network. Good relationships don’t just get you hired; they help you succeed once you’re on the job.

Treat everyone well, from VIPs to their staff. (Pro tip: It’s often the assistants and junior staff who can make or break your project.) Be generous with your advice and time. You never know who will open the next door for you - or save your project from the brink of failure.

8. Soft skills matter as much as technical skills.
You could be the smartest person in the room, but if you can’t work with diverse stakeholders, manage egos, or navigate tricky political dynamics, you’ll struggle. Diplomacy, communication, and patience are critical. Development work often involves balancing competing interests, and how you manage relationships can make or break your success.

Relatedly, it helps to be aware of the politics of the room. There’s technical expertise, and then there’s political instinct. Whether you’re working with a government agency, donor, or implementing partner, there are power dynamics at play. Understand who the key players are, what their agendas might be, and how to navigate those waters without getting swept under. Being politically savvy doesn’t mean being manipulative. It means knowing when to push, when to compromise, and when to let others take the lead.

9. Don’t sign exclusivity agreements unless absolutely necessary.
When contractors bid for new projects, they’ll often ask you to join their team on an exclusive basis. Here’s a secret: You don’t have to. You can join multiple bid teams competing for the same project. Just be transparent about it.

This strategy increases your chances of being part of the winning team. But don’t stop there. Stay visible, follow up regularly, and make sure the project managers know you’re ready to hit the ground running when work begins.

10. Specialize and make it count.
At some point, you’ll need to pick a niche. Generalists might get hired for short-term gigs, but specialists build careers. Choose an area of expertise that you’re really interested in, that’s in demand, and that has staying power.

Ask yourself: Will this field still matter in five, ten, or twenty years? Trends come and go, but enduring expertise is what keeps the offers rolling in.

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Final Thoughts
Consulting isn’t for the faint of heart. It’s unpredictable, competitive, and sometimes hair-pullingly frustrating. But if you can find your footing, the rewards - personal, professional, and yes, financial - can be immense.

Remember: You’re also getting paid to figure it out as you go. That’s half the fun!