Selling With Your Consultant

In my previous post,  How to Prevent Unexpected Contract Terminations,  I shared how systemizing consultant and client check-ins at key milestones (Day 1, Week 1, 30-day, 60-day, and 90-day, etc.) helps protect your recurring revenue stream. 

Your goal is simple: surface potential issues early — before they explode.
If you uncover friction points early, you give the client, the consultant, and your team a chance to course-correct before it’s too late. 

Today I’m building on that foundation.

The key to winning contract extensions and cultivating new opportunities with new buyers in existing accounts—starts with a simple mindset shift: Selling with your consultant.

Selling with your consultant means treating them like they’re part of your go-to-market team.

They’re your eyes and ears inside your customer’s walls, your voice in rooms you can’t enter, and your early warning system when priorities or projects shift.

You’re not just managing their assignment—you’re partnering with them to uncover new opportunities, gather insight, and expand your footprint, by keeping them employed as a consultant with your client for as long as possible.

It’s a win-win. 

When you coach and equip them to play this role, they stop being “your contractor” and become your champion.

What Is a Champion?

A champion is someone inside your account who:

• Wants you to win because it helps them win.
• Sells on your behalf when you’re not in the room.
• Shares insider information only with you to help you win.
• Helps you navigate internal politics, objections, and decision-makers.
• Invests personal capital to push you and your opportunity or project forward.

In short: they’re your voice inside the customer’s walls.

Here’s the big mistake I see reps make all the time.

The sales rep takes a job req. 
They forward resumes to the hiring manager and wait for feedback.
The client responds by saying “I want to interview [candidate name] on [date and time].”
The rep forwards the information along to their recruiter.

The sales rep decides to not conduct a candidate interview prep call because he/she thinks “that is the recruiter’s job and I trust the recruiter.”

No intro. No conversation.

Then the client makes an offer and the consultant accepts—and that’s when the rep finally decides to pick up the phone.

Now think about how that looks.

You’ve made zero investment in the relationship, and the first time the consultant hears from you is after they’ve landed the job.  Or even worse yet all too common, after they have started the project.

To them, it feels transactional.  At this point, you’re not building trust—you’re digging out of a hole. Now you’re trying to create a relationship that feels forced.  Every time you reach out, you’re asking for a favor.  You’re trying to make withdrawals from a relationship where you’ve made no deposits.

Instead, start the relationship early.

Here is what you do.

Pick up the phone early—before you ever submit their resume.  Introduce yourself and set the tone for how you work.  Let the consultant experience what it feels like to have someone truly advocating for them.

Ask about what matters most to them in their next role. Share how you plan to represent them to your client. Paint the picture of partnership.

When they see and hear how you’re working behind the scenes on their behalf, you earn something most reps never get—trust before the transaction.  And that trust is built through consistent, clear communication throughout the interview process. Keep them informed. Follow up quickly. Be transparent about what you know and what you don’t.

Every time you do, you’re making a deposit into the relationship.  Because once they’re placed, you’ll need to make some withdrawals: asking for org charts, internal (executive) memos and other information, and influence inside the account.

You can’t take out what you haven’t put in.

The Conversation That Starts It All

The most important conversation happens before your consultant ever steps onsite.

This isn’t a “congrats” call; it’s where you set expectations and define the partnership.

It’s your chance to set the tone for your relationship and establish mutual expectations.

Here is how it sounds.
“Hey [Consultant Name], congratulations again on the assignment — I’m genuinely excited for you. Before you get started, I’d love to align on how we’ll work together.

My goal today is simple: to set clear expectations and make sure you know what to expect from me — how I’ll support you, advocate for you, and make this a success for both you and the client. 

And equally important, I want to understand what matters most to you — so we can build a partnership that helps you win inside this project and beyond.   Sound fair?”

Then move into this:  “Here’s how I see my role.  I’m your champion and advocate. My job is to keep you informed, ensure you have the tools you need, and promote your work and accomplishments to leadership—positioning you for what’s next.”

“I also manage the broader account. That means growing revenue and ensuring our customers are happy with our service. When I do that well, it leads to contract extensions and new projects in new departments for our consultants like you.  Are you with me?”

And then:  “To do both jobs well, I’ll need your help—specifically your eyes and ears inside the account regarding:
 • What leadership is communicating about priorities and projects
 • Changes in org structure or leadership
 • Who’s driving decisions—and what matters to them

For example, I work with a team at [Client Name] where consultants share this kind of intel. Because of that, we help them avoid surprises, stay on critical projects, and get first dibs on new work.  That’s the kind of partnership I’d like us to have. What do you think?" Be sure to check for agreement.

Close with:

“I know this is our first project together—it might take a little time to find our rhythm, and that’s okay. My goal is to support you in a way that helps you win.  So tell me—how do you see my role in supporting you?

• Have you worked with account managers before—what worked or didn’t?
• What would make this partnership most valuable for you?
• And can we agree that if you see or hear anything that might impact your role—or if you catch wind of other projects—you’ll give me a quick heads-up?  That way I can work behind the scenes for both of us.  Sound fair?”

For years, the industry told you success meant “fill the req fast.”  But speed doesn’t build revenue.  Systems do.

And if your system ends the moment your consultant starts, you don’t have an account strategy — you have a transaction factory.

That’s why your renewal rates are unpredictable.  That’s why your consultants don’t call you back.  That’s why your pipeline always feels empty.

It’s not the market. It’s the model.  And it’s time to rebuild it from the inside out.

If you’re serious about changing that,  subscribe to my newsletter — where I teach IT staffing pros how to build a business that keeps growing while everyone else keeps chasing.