Like most contractors, however, Mark Chaikin, president and owner of The Window Place of Northern Virginia, in Fairfax, prefers a referral from “people I know in the business who have been around long enough to find out who the better people are,” he says. Among other things, a personal recommendation saves time, Chaikin says. “It’s better than having to go through five or six interviews. I’ll spend a little extra time with someone who has the expertise and who’s gotten a good reference, because my time is important, too.”
A referral is a good place to start, certainly, but all the usual due diligence is still a must. Here are a few things to keep in mind:
- Check references and results. “Get proof of workability,” Lemons suggests. “Has the consultant done this before and been successful? Talk to a contractor who has used the consultant or his services and find out what happened pre-work, during the work, and post-work. What was the turnaround cycle?”
- Understand how the consultant works. Every consultant has his own way of doing things — gathering information, interviewing staff, etc. Be certain you understand his methods and know what to expect.
“It’s critical to find out how the consultant operates,” Yoho says. “What process do they follow and how do they get their information? There are consultants who will come into your business and disrupt it for a day, a week, a month because you haven’t agreed on the process they are going to use.”
- Set clear objectives. Consultants and contractors agree it’s absolutely essential to enter into the relationship with a clearly defined idea of what you want and expect. “You need to tell them: ‘This is what we are trying to do … Can you see me getting there?’” Fitzpatrick says. “‘Walk me through how you would approach this scenario.’ I make them overcome some objections. Then we make them accountable.”
- Make sure you have good rapport. Just as important as clear goals is having a “personality match,” Grosso says. “You would be nuts to sign a contract with a consultant without having them come in and spend a day or two with you first. Even if he is a perfect fit for your business, if he isn’t a personality match with you, it is not going to be a good fit,” he adds.
WRONG TURNS A few years ago Scott Barr, owner and general manager of Southwest Exteriors, a siding and window company in San Antonio, found out just how critical rapport with a consultant can be. Barr started with a referral from a trusted colleague, did his due diligence, and still ended up with a consultant he couldn’t work with.
Barr says what he essentially wanted was some personal coaching. He signed on with a consultant — “a gifted, bright guy with a super-strong personality” — despite misgivings about what he considered to be the high price and some rigid rules for working together. Over several months, Barr felt “manipulated,” had ongoing concerns about the price, and a lingering sense that the consultant was more interested in the money he made than in providing help. Following a conflict over scheduling, the relationship blew up.
Barr spent some $30,000 in the course of about six months, and admits he learned things about himself and his business. Still, overall, he considers it a negative experience. But it did teach him an important lesson about choosing a consultant: Do your due diligence, but don’t forget to trust your gut. “Whenever something doesn’t feel right and I still move forward, I regret it,” he says. “I think I should have recognized that his fees were just ridiculous.”