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If you need to take a step back from day-to-day operations and plot out the long-term direction of your user experience strategy, consultants can give you a perspective you can't get on your own.

A consultant is someone who saves his client almost enough to pay his fee.

Clients say, 'What's your strategy,' and I say, 'Ask me what I believe first.' That's a far more enduring answer.

Wherever I was in the world, at the beginning of every consulting project, one thing was certain: I would know less about the business at hand than the people I was supposed to be advising.

Consultants have credibility because they are not dumb enough to work at your company.

In the ideal scenario, consultants work for a board, and they're helping the board check on certain aspects of management. Their work is made public and transparent.

We are stymied by regulations, limited choice and the threat of litigation. Neither consultants nor industry itself provide research which takes architecture forward.

Advisers who think that they are very clever while all around them are a bit thick, and that all the problems of the world would be solved if the thick listened to the clever, are liable to be disappointed.

I'd much rather do one or two takes of one thing and then see how it goes.