Lessons from Both Sides: What Clients and Consultants Can Learn from Each Other

In a reflective blog post, Aaron Crosman draws on his experience working both as a client and as a consultant to examine why technology projects often struggle despite competent teams and clear specifications.

Crosman’s core argument is that clients and consultants operate under structurally different incentives. Clients aim to solve problems at the lowest sustainable cost, while consultants are driven by billable hours, profit margins, and the need for future referrals. These goals are not naturally aligned, even when both sides act in good faith.

He argues that many project failures stem from this misalignment rather than from technical complexity. Consultants tend to build what keeps clients satisfied, not necessarily what is technically optimal. Clients, meanwhile, often underestimate the commercial constraints consultants work under.

The post highlights practical lessons from both sides: clients should prioritise real outcomes over formal specifications, reward honest uncertainty, and understand their contracts; consultants should focus on deadlines, accept imperfection, and optimise for delivery rather than elegance.

Crosman concludes that understanding the economic and organisational pressures on the other side is more valuable than adopting new tools or processes. In his framing, empathy is not a soft skill but an operational requirement for successful consulting relationships.