I do what you call "true" consulting -- I deliver value by being a trusted advisor to folks. I was really good at working on my own. Then I got really good at working in teams. Then leading teams. Then training project managers and architects. Then setting up program offices. Along the way I got a patent on measuring agility in teams -- and did a lot of hands-on startup work.

Now I'm the guy you go to when you have a dozen or more teams and somehow your performance tanked as compared to when it was just you and your buds in the dorm: I work on how large groups of developers can play together with maximum efficiency.

It's not a solved problem by any means -- it's tough, intractable in some cases, full of varying forms of opinions and expertise which mostly conflict with each other. But it's possible to fix things, or at least make them a lot better.

I've found that as I've worked my way up the consulting ladder the situations get more vague, the problems much harder, and the politics a lot tougher. Lots of folks want things to get better, as long as nothing much changes. (grin)

My advice as far as making this a career? Read voraciously -- much more than the other guys. Avoid conferences and other forms of "feel good" knowledge acquisition - focus on what works and what doesn't work. Learn to differentiate the idea-of-the-month books from books where the author is exploring what he knows. Learn about five years ahead of where you think the market is going to be. And the one thing I wished I had done better: network. All the time. At some point this business becomes about who you know. The better you network the quicker this happens.

What i wanted to know more about is (and i do now thanks to you): what does someone can sell, what does a business needs so bad that it reaches an outsider and pays him to get. Also interesting, your take on the "consulting ladder", when i think about doing consulting, i try to find what could i offer, but i wasnt seeing it as a process to find your place. Thanks a lot Daniel, as usual i got to learn something of what you say.

When I was young I used to think high-paid consultants were the smartest people in the building.

Now that I am one of those guys, I know better! Consultants are trusted friends who know stuff. Work on being a good friend and knowing valuable stuff and you'll be a good consultant.

I have met some very high paid consultants who doesnt look smart at all(smartly dressed, if any);

Knowing stuff and being able to do something useful with it (AND sell it) looks pretty smart to me. :)

The thing is: there's a tension between "knowing stuff" and "being a good friend"

It usually means coming in and caring for folks you have never met who are doing things in a way that hurts. The trick is to explain this to them in a way that's non-confrontational and that they can grow from.

I used to tell people being a consultant was traveling to far away places to meet new people and disagree with them (grin)