In this episode, Russell, Chris, Tara, and David explore what a testing consultancy could look like if you stripped it back and built it around values, experience, and honest reflection.

Starting with some light-hearted conference banter, the conversation quickly turns to consultancy models, what works, what does not, and what they would do differently.

Outcomes over outputs

A recurring theme throughout the discussion is the importance of focusing on outcomes rather than outputs.

The group reflect on:

• Delivering meaningful change, not just activity
• Avoiding long-term dependency on consultants
• Measuring success by what happens after you leave

Enablement and sustainability

Rather than doing the work for clients, the conversation leans towards:

• Setting up repeatable processes
• Enabling teams to continue without support
• Leaving organisations self-sufficient

The idea of making yourself redundant comes up as a sign of success.

Working with context

The discussion explores how consultants engage with existing client environments:

• When to adapt to existing processes
• When to challenge and improve them
• The importance of pragmatic, context-informed decisions

There is no single answer, but a strong emphasis on informed choice and transparency.

Thought leadership vs “bums on seats”

The group question traditional consultancy models, particularly:

• Staff augmentation
• Long-running placements
• Value tied to time rather than impact

Instead, they explore a model centred around:

• Short-term, high-impact engagements
• Strategic and cultural change
• Supporting teams rather than filling roles

Follow-ups, iteration, and lasting change

A key challenge raised is what happens after consultants leave.

The group discuss:

• Returning at later checkpoints
• Supporting incremental change
• Preventing regression to old habits

The idea is less one-off transformation, more ongoing iteration.

Consultancy as connection

An alternative model emerges during the conversation:

• Acting as a connector of people and expertise
• Matching specialists to specific problems
• Leveraging community rather than a fixed bench

Blurring the line between consultancy, partnership, and network.

Who would this be for?

The group gravitate towards:

• Startups and scale-ups
• Organisations open to change
• Teams looking for guidance, not just delivery

With less interest in:

• Large-scale augmentation
• Traditional long-term consultancy models

This episode explores

• What good consultancy looks like in practice
• Outcomes vs outputs in client engagements
• Enablement and making change stick
• Navigating client context and constraints
• Thought leadership vs staff augmentation
• Alternative consultancy models and community-led approaches

Referenced in this episode

Fiona Charles – 10 Commandments for Ethical Testers
https://www.youtube.com/watch?v=aQHt4Pao2Vs

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