Dear Mike:

I’m a former CIO turned IT consultant who frequently partners with IT services firms to help enhance the value they deliver to their clients. In this role, I’m often brought in to assess complex environments, troubleshoot ongoing challenges, or identify opportunities for improvement that align technical operations with broader business goals.

In a recent engagement, I worked with a firm that brought me in to evaluate one of their client’s infrastructure. After a thorough discovery process, I compiled a detailed set of strategic recommendations. These covered everything from risk mitigation to operational streamlining and outlined practical next steps the firm could implement on behalf of the client.

Importantly, I didn’t just hand over a report. I was invited to meet with the client directly, and I spent time listening to their pain points and answering questions. The meeting went well, and I left with the understanding that the IT services firm would follow through and execute the plan we had collectively aligned on.

But fast-forward a few weeks, and I learn that the firm didn’t fully implement or in some cases even share some of the most critical recommendations with the client. Whether the reasons were internal resource constraints, shifting priorities, or a simple lapse in communication, the outcome is the same: the client is now dealing with issues I had explicitly warned about.

Now I’m in an uncomfortable position.

I met with the client face-to-face, built trust, and gave them confidence that we had a clear path forward. And while I wasn’t responsible for implementation, the client doesn’t necessarily make that distinction. Their frustration could reflect poorly on me, and I’m concerned that my professional reputation might take a hit because of someone else’s failure to follow through.

So here’s my question: how do I navigate this situation with integrity and professionalism? I want to protect my reputation and, if possible, preserve the relationship with the client.

And perhaps most importantly, how can I structure future engagements to prevent this kind of breakdown from happening again?

Thanks,

Linus

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Hey Linus,

Thank you for your honest and thoughtful question. This is one of those tough, gray-area moments that many consultants eventually face, where your integrity is caught between relationships, reputations, and real-world results.

Here’s how I’d suggest navigating the situation:

Start with a Candid Debrief with the IT Firm

Before jumping to conclusions, reconnect with the IT services firm and ask for a detailed debrief. What happened to the recommendations? Were they reviewed but deprioritized? Miscommunicated internally? Deliberately withheld?

This conversation isn’t about blame, it’s about clarity.

Understanding the “why” behind the breakdown is essential before you can decide how to move forward. It may reveal process gaps, misalignment, or even internal politics, all of which affect how you position yourself in future collaborations.

Reengage the Client with Professionalism

Once you’ve had a candid debrief with the IT firm and understand what happened, consider reaching out to the client to offer your continued assistance, but give the firm a clear and respectful heads-up before doing so.

Let them know your intent is to follow up on the initial meeting, reaffirm your support, and be a helpful resource to the client as they move forward.

You may get some pushback. The firm might be defensive or hesitant to let you re-engage directly.

If that happens, remain professional, but be resolute about your intention. This is about protecting your reputation, honoring the trust you established during your meeting with the client, and supporting a successful outcome. Make it clear you are not there to cast blame or reopen old wounds, only to be of service. Your calm, confident approach can go a long way in turning a tense situation into one of renewed collaboration.

Reevaluate the Relationship with the IT Services Firm

This experience is a clear signal to step back and assess your working relationship with the IT services firm, not just for this client, but for future engagements. Use what happened as a prompt to have an honest conversation about expectations, roles, and delivery standards.

Are you being given the visibility, authority, and follow-through necessary to protect your reputation and deliver value?

Moving forward, insist on stronger collaboration protocols. That might mean joint delivery of recommendations, inclusion on follow-up calls with the client, or shared ownership of implementation plans. Also, formalize how documentation is handled, who receives what, when, and through which channels. These steps are not about micromanagement, they’re about ensuring your contributions are seen, respected, and executed properly.

If the firm is unwilling or unable to evolve with you, it may be time to reevaluate whether the partnership is still mutually beneficial. You’ve worked hard to build trust and credibility.

Don’t let weak internal processes or unclear boundaries put that at risk.

Review Your Consulting Model, Strategically and Legally

This situation presents an important opportunity to reassess how you engage with IT services firms, from both a legal and strategic standpoint.

Start by having a qualified attorney review your subcontractor or independent consultant agreements. Ensure that your scope of work is clearly defined, your intellectual contributions are protected, and your liability is explicitly limited, ideally to no more than the fees you’ve earned on the project. If you haven’t already, it’s also wise to explore professional liability insurance coverage. Even in supportive partnerships, these safeguards serve as essential buffers when responsibility for outcomes becomes blurred.

At the same time, consider whether your business model needs to evolve.

Explore scenarios where you’re engaged directly by the client, either for strategy, oversight, or executive advisement, while continuing to collaborate with IT services firms on delivery. This hybrid approach gives you greater control over how your recommendations are communicated and implemented, while preserving valuable partnerships.

You don’t need to abandon collaboration, but you do need to protect your reputation and future. Strengthen your positioning so your impact, and your name remain aligned with quality, clarity, and credibility.

Stepping into the consulting world takes grit.

You’re no longer operating under the umbrella of someone else’s brand, you are the brand. And while that brings freedom, it also brings moments like this, where your good work can be diluted by factors outside your control.

But this isn’t a failure. It’s a turning point. These are the chapters where seasoned consultants are made, not by avoiding missteps, but by learning to navigate them with clarity, boundaries, and conviction.

So take the lessons, reinforce your model, and keep moving forward. You’re not just building a book of business, you’re building a reputation. And every decision you make from here strengthens it.

Let me know how it goes. I think you’ve got this.

Mike

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TNCR Community – what advice would you add to this thread? Do you have a perspective that you can share? Have a career question for Mike? Email him directly at mike.burgett@burgateglobal.com