September 19, 2025
Where do consultants typically enter a client’s organization?
For those outside the industry, the answer might seem to be “at the very top,” advising the C-Suite on grand strategy.
While that happens, it’s not the full story.
To avoid the classic consultant answer, “it depends,” let’s explore the strategic entry point where most consulting work truly takes place.
The “Goldilocks” Zone
Consulting engagements rarely happen at the extremes of an organization. Consultants are seldom brought in at the very bottom, as the scope of work often doesn’t warrant the investment. Conversely, only a small tier of elite strategy consultants or highly niched, well-networked advisors work exclusively with the C-Suite.
The vast majority of consulting happens in a “Goldilocks” zone—not too high, not too low. This sweet spot is typically with leaders who have Profit & Loss (P&L) responsibility for a specific group, department, or line of business, but not for the entire enterprise. To understand why, we need to look at how large organizations are structured.
The Corporate Matrix
Any company large enough to hire a consulting firm is composed of different divisions. These can be broken down in two primary ways:
- Vertical Functions (Lines of Business): These are the distinct business units that often operate as their own profit centers. In the banking world, for example, this could include Corporate Banking, Community Banking, and Investment Banking. Each vertical has its own specific goals and challenges.
- Horizontal Functions (Shared Services): These are departments that support the entire enterprise, cutting across all the vertical lines of business. Examples include Marketing, Human Resources (HR), IT, and Finance.
The Strategic Intersection
The true sweet spot for consultants lies directly at the intersection of these vertical and horizontal functions.
By entering at this junction, consultants gain a powerful dual perspective. They can go deep into the specific needs and operations of a single business unit (like Community Banking) while also maintaining a broad line of sight across an enterprise-wide function (like Marketing).
This unique position allows them to understand how a specific department’s challenges fit into the bigger corporate picture. They can analyze a problem with specialized knowledge while also appreciating its impact on the wider organization.
Executive Reporting
This strategic positioning directly explains a core function many consultants perform: executive reporting.
Because they sit at this crossroads, consultants are perfectly placed to help a department or line of business leader report upwards to the C-Suite. They can translate the deep, operational details of the vertical unit into a clear, strategic narrative that aligns with the horizontal, enterprise-wide goals.
They help answer critical questions for senior leadership:
- How is this business unit performing?
- How does its strategy align with the company’s overall objectives?
- What resources does it need from shared services to succeed?
In essence, consultants act as a bridge, ensuring that communication between a business unit and the executive team is clear, concise, and strategically relevant.
Conclusion
Consultants typically find their footing in the middle of an organization, working with leaders who manage a specific line of business.
They thrive at the intersection of vertical departments and horizontal functions, a position that gives them both deep expertise and a wide, strategic view.
This vantage point makes them invaluable for helping departmental leaders navigate complexity and communicate their value effectively to the C-Suite.