a meeting (or two) with the controller to discuss the issue. Your goal is simple: come up with ideas so innovative and useful that the controller wants to share your thoughts with others.I know that's easier said than done. But you need a controller's blessing to reach out to others in an organization. It is not advisable to attempt an end-around.One consultant, for example, suggested to a controlling CIO how to make small changes to the company's merchandise return process. The consultant's idea had saved costs and avoided a major system change for other companies. The CIO embraced the idea,

to sell the project.When a controller voluntarily conveys your ideas to others, you have crossed an organizational barrier - without creating resentment. It only takes time and compelling targeted solutions to help an auditor see that your employee email list ideas are valid and that you can be trusted.SEE ALSO: Top 5 Business Challenges For Management Consulting FirmsInside the Buyers Brain Book Free DownloadEscape from the dovecoteSometimes you do such a good job selling your specific skills for a project that clients rank you.

Maybe customers refer to you as a “logistics consultant” or an “IT consultant” because that's how they know you.Unfortunately, a company's brand quickly spreads throughout the organization and can be difficult to redefine. In most cases, the client knows you have other abilities. But without a recognized need for these capabilities, don't expect much interest.The easiest approach to renaming your business is through education. But I'm not talking about having clients sit through a monologue about all the things you can do to help them.Instead, as you work on your current project, find subtle and valuable ways to showcase your other abilities. Be sure to reference how your past experience has influenced and helped develop your ideas for the current job. Use examples from your other projects to clarify