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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.

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.

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

If I'm in my position at a company, I may not have the knowledge of the C.E.O., I may not know what's possible, or I may not have the creativity, but if I can identify a problem, that's a valuable thing.

I have a lot of common sense. I know what needs to be done and how to approach it. I have an ability to work with people on large enterprises.

I would encourage you: be informed - knowledge is power.

I started at GM knowing very little about that particular business. Not being an expert means you have to learn everything, starting from the basics.

My experience has shown me that the people who are exceptionally good in business aren't so because of what they know but because of their insatiable need to know more.

As a business consultant, I am a voracious reader of self-help books, case studies of thriving companies, and the biographies and autobiographies of the world's most successful people. I relentlessly implement the best ideas into my businesses.

Well, I don't give it out very often, but I reject the notion that you have to be a practitioner to give good advice.