How to Hire a Management Consultant: Scope to Contract

To hire a management consultant, stop thinking of it as choosing a person. You are buying a team and a process, and the order that works is the same every time. Write a one-page scope. Shortlist three firms of the right type. Make each proposal name its team by grade and by week. Sign a contract that prices the first phase on its own and lets either side leave on 30 days’ notice. Then use the first 30 days to agree what success means and who inside the business owns it. The rest of this guide explains each step when the seller is a management consultancy.

The order follows from how the industry prices its work. A management consulting project is a team: so many people, at so many grades, for so many weeks. SPI Research’s 2025 benchmark of 85 management consultancies puts the average project in 2024 at 2.95 people over 6.86 months, bringing in $132,000. A year earlier it was 3.54 people and $204,000. Smaller teams for longer, in other words, which makes it more important, not less, to know who is on yours.

This guide is about buying from a management consultancy, where the team, the phases and the contract follow a pattern of their own. If you are hiring any other kind of consultant, our general guide on how to hire a consultant covers the process from brief to contract.

Start With the Problem, Not the Solution

Most disappointing engagements start with a request for a solution: here is our org chart, make it better. That invites a firm to sell you its favourite product, and it will. The better opening is the decision you are stuck on, because a decision can be scoped and a wish cannot.

In practice the brief becomes the scope, and the scope becomes the first exhibit of the contract. Bain’s 2009 statement of work for the University of California, Berkeley, one of the few large-firm contracts in the public domain, shows what a scope looks like when it is done properly. It stated a target: options to cut the university’s addressable operating costs by $75 million to $100 million against its 2008-09 baseline. It named what was in scope, from technology and finance to HR and student services. And it named what was out: teaching and research, which sat under faculty governance, and new sources of revenue, excluded “to manage scope for this project”. The out-of-scope list is the part most briefs leave off, and it is the part that stops a project growing.

Write the brief before you call anyone. Every later step is measured against it.

What a Useful Brief Includes

• The trigger: What changed in the business or the market that makes this worth paying for now?
• The decision: The outcome you need, or the decision you are stuck on.
• Prior attempts: What you have already tried, and why it did not work.
• Success criteria: What a good result looks like in 90 days, as a number wherever you can.
• Out of scope: The areas the firm should not touch, stated as plainly as the ones it should.
• Constraints: Budget ceiling, timeline, internal politics, and which data the firm can and cannot see.
• Stakeholders: Who approves the recommendations, and who will have to implement them.

Do You Actually Need a Consultant?

It is worth asking before you spend a month reading proposals, because not every problem needs a firm, and firms are not in the business of telling you so.

Hire a consultant when:

• You need expertise your team does not have, and will not need permanently
• An outside view will break an internal deadlock
• Speed matters, and you need the answer in weeks, not quarters
• Getting it wrong would cost more than the fee
• The board or investors need a credible third party to test the decision

Don’t hire a consultant when:

• You already know the answer and want someone to sign it off
• The real problem is execution, not strategy. Consultants do not fix a team that will not act
• Nobody inside the business can own the recommendations
• The budget cannot buy a team. At the £907 a day UK interim managers averaged in 2026 (IIM), £10,000 buys about 11 days of one person on our arithmetic, not a firm’s case team

If you are not sure whether you need a management consultancy or a generalist who covers the whole business, our guide to the business management consultant explains what one does and what one costs. If a generalist fits, you can stop reading here.

Types of Management Consultants

“Management consultant” covers everything from a McKinsey partner advising on a $2B merger to a solo operator helping a 50-person company fix its hiring process. The title does not tell you what you are buying; the practice does. If you are unsure whether your problem is a strategy problem or a management one, our comparison of strategy vs management consulting sets out where each discipline stops. Matching the type to the problem saves you from paying strategy rates for operational work, or the reverse.

Consultant Type	Best For	How It Is Usually Bought
Strategy consultants	Market entry, growth strategy, M&A due diligence	A fixed fee for a sprint of a few weeks
Operations consultants	Supply chain, process improvement, cost reduction	A diagnostic first, then implementation by the team-month
Technology/digital consultants	Digital transformation, AI integration, system selection	Fixed fee or time and materials, often with a separate implementation contract
HR/organisational consultants	Restructuring, leadership development, culture change	By the phase, or a monthly fee for a longer programme
Financial advisory consultants	Turnaround, cash flow, fundraising preparation	Fixed fee, sometimes with a fee tied to a transaction
Niche/boutique specialists	Industry-specific challenges (healthcare, cybersecurity, energy)	Varies by scope

Be wary of generalists who claim equal depth in finance, operations, marketing and HR. The strongest consultants are deep in one or two areas and bring in specialists when the work needs them. If you are still deciding between a generalist business consultant and a management consultant, our business consultant vs management consultant comparison narrows the choice.

If the question is which market to be in rather than how to run the business you have, you are buying a strategy engagement. Our guide to strategy consulting explains how one is run and what it is built to answer.

Selecting the Right Consultant

The prestige of the firm is the least useful thing to judge, because the people who pitch are rarely the people who do the work. A large-firm team is a pyramid: partners who divide their time across several clients, a manager who runs the project day to day, and consultants who do the analysis. Bain’s staffing plan for Berkeley, attached to the contract as an exhibit, shows the shape. Three partners managed the engagement at 30% to 50% of their time, and four more advised at 10% to 30%. One manager and five consultants were on it full time, one of the five at no cost to the university for the diagnostic. That is what you are buying from any large firm, so ask for it in the same form: names, grades and allocations. Our Big Four vs MBB fees guide sets out what each grade costs on the public record.

With the staffing plan in hand, judge three things:

1. Relevant experience: Have they solved this kind of problem before, in a business like yours? Ask for references from comparable engagements, not a page of logos.
2. Diagnostic approach: How do they find out what is actually wrong? Anyone can run a SWOT analysis. A good firm works hypothesis-driven, which means it arrives with a short list of what is probably broken and goes looking for evidence, rather than interviewing everyone and hoping a pattern emerges.
3. Cultural fit: Can your team work with these people for months? The average management consulting project ran 6.86 months in 2024. A brilliant consultant who alienates your leadership team will produce recommendations that never get implemented.

Shortlist three firms of the type the quiz points to, and send each the same brief, so that the proposals can be compared line by line.

Questions That Separate Strong Consultants From Weak Ones

Each question is meant to surface a specific signal. Ask them of the person who will run the work, not only the partner who pitched it:

Question	What You’re Looking For
”Walk me through your diagnostic process for an engagement like this.”	Structured thinking. A good consultant has a method, not just instincts.
”What’s the most difficult client relationship you’ve managed, and how did it end?”	Self-awareness and honesty. Dodge = red flag.
”What would make this engagement fail?”	Risk awareness. Confident consultants give you a specific, honest answer.
”Who will actually do the work: you or a junior team?”	Staffing transparency. The person in the pitch should be the person doing the analysis.
”How do you handle it when your recommendation conflicts with what the CEO wants to hear?”	Independence. You’re paying for truth, not validation.
”What’s your approach when the data doesn’t support a clear answer?”	Intellectual honesty. Some problems don’t have clean solutions.
”Can you share a deliverable sample (anonymised) from a similar engagement?”	Quality of output. The format and depth of their work tells you more than any pitch deck.
”What does your handover process look like?”	Implementation mindset. Consultants who vanish after the final presentation leave you stranded.

Understanding Consulting Fees and Pricing Models

The large firms do not publish commercial rate cards. Governments, which buy consulting too, have to disclose what they pay, so the public record, US federal rate schedules and a handful of disclosed contracts, is where most of the numbers below come from. Those are discounted rates for a volume buyer. Commercial clients should assume they pay more.

Common Fee Structures

Model	How It Works	Best When	Watch Out For
Fixed fee	One agreed price for the entire engagement, paid in milestones	Scope is well-defined (audits, assessments, due diligence)	Scope creep. If the brief changes, the price should too
Time & materials	Hourly or daily rate × hours worked	Scope is fluid or discovery-driven	No cost ceiling unless you set one. Always cap total hours.
Retainer	Fixed monthly fee for ongoing access and a set number of hours	Long-term advisory, board-level support	Can drift into “unlimited consulting for a flat fee” without boundaries
Performance-based	Fee tied to agreed outcomes (revenue lift, cost savings, deal closed)	Results are measurable and attributable	Attribution disputes. Define metrics and measurement windows upfront.
Hybrid	Base fee + performance bonus	You want skin in the game from both sides	Check the base fee is fair, not set artificially low to force dependence on the bonus

In practice, management consultancies sell fixed fees more than anything else. Among the 85 in SPI Research’s 2025 benchmark, 42.3% of work in 2024 was sold as a fixed fee, 37.8% as time and materials, and 3.3% as shared risk or performance-based. The same firms overran their projects by 8.0% on average, up from 7.2% the year before. Under time and materials, the overrun is yours.

At the top of the market, outcome pricing is a much larger share. Bob Sternfels, McKinsey’s global managing partner, told HBR IdeaCast on 6 January 2026 that “about a third of our revenues total are underwriting outcomes”. If a firm offers to tie its fee to results, the definition of the result, the baseline and who measures it matter more than the percentage. Agree all three before you discuss the fee.

What Management Consultants Actually Cost

Price follows the staffing plan, so the useful unit is the grade. McKinsey and BCG publish hourly rates by grade on their US federal schedules. In 2024 McKinsey listed $1,193.57 an hour for a senior partner, $834.40 for an engagement manager and $327.41 to $498.23 for analysts and associates. At eight hours a day, the senior partner comes to $9,548.56. Nobody buys a senior partner by the day, which is the point: the partner’s rate exists so that the blended team price works out.

For other firms, and for day rates, the public record is thinner. The fee is still the rate times the team times the weeks:

Firm, and where the rate comes from	Public Rate	Four People for Eight Weeks
BCG (UK Test and Trace, 2020)	£2,400–£7,360 a day	£384,000–£1,177,600
Deloitte (UK Test and Trace, 2020)	Up to £2,360 a day	Up to £377,600
Kearney (US federal schedule, current to August 2023)	$233.20–$624.00 an hour	$298,496–$798,720
Test and Trace consultants, programme average (2020)	£1,100 a day	£176,000
Boutique specialists	No published rate cards	Ask for the named rate of everyone on the roster
UK interim manager (IIM survey, 2026)	£907 a day, an average	£36,280 for one person

Eight-week figures are our arithmetic: four people, five days a week, and eight-hour days for Kearney’s hourly rates. A range runs from all four people at the lowest rate to all four at the highest; a real team mixes grades, so it lands in between. Each rate is one firm on one contract or schedule, not a tier average. The firm-type table in our consulting fees by industry guide carries the links.

Two market-wide averages help place that table. Clutch lists an average of $100 to $149 an hour for management consulting, and SPI’s average management consulting project brought in $132,000 in 2024. At the top, BCG’s eight weeks of sector strategy work for Puerto Rico’s oversight board in 2023 was capped at $1.78 million plus expenses. The public contracts behind each type of project, from a diagnostic to a cost-reduction programme, are in our guide to management consulting fees by project type.

Geography moves the price too. Accenture’s 2024 UK public-sector rate card runs from £190 to £2,240 a day onshore and from £95 to £495 offshore (G-Cloud 14). The saving is real for analysis and implementation support, and smallest for strategy, where the value is knowledge of your market. For UK rates by grade, see our UK consultant day rates guide.

Structuring the Engagement

A management consulting engagement is sold in phases, and the boundaries between them are where you can change course. Bain’s Berkeley contract shows the standard shape: a six-month diagnostic, then implementation, then a lighter advisory phase, each with its own fee ceiling. Badly run engagements skip the first phase and then wonder why the recommendations feel wrong.

Phase 1: Discovery

Stakeholder interviews, a data pull and a set of hypotheses. Firms call it the diagnostic, or phase 0. The output is a clear problem statement and a proposed approach, and this is where a good firm earns its fee, by reframing the problem in a way the internal team could not.

Bain’s diagnostic at Berkeley ran in five stages over six months: build a baseline, identify opportunities, design options, vet them with stakeholders, and manage communications throughout. Bain also put two weeks of the full team’s time in before the start date, at no cost to the university. That is generous, and it is also an investment in the phases that follow.

Expect the consultant to challenge your brief in this phase. If they do not, they are either not thinking critically or afraid to push back, and neither is what you are paying for.

Phase 2: Analysis and Recommendation

A deep dive into the areas the diagnostic ranked highest. The output is a recommendation backed by evidence, with an implementation roadmap that says who does what, by when and with what resources. Firms call the discipline “answer first”: the recommendation on page one, and the rest of the document earning it. At Berkeley, discovery and analysis were one phase with one fee.

Insist on checkpoints. Bain’s plan set six steering committee meetings, roughly monthly, from a results workshop in the first month to implementation planning before the final report. If the analysis is heading the wrong way, a monthly SteerCo catches it in weeks rather than at the end.

Phase 3: Implementation Support (optional)

The consultant supports your team in carrying out the recommendations, and the fee usually changes shape, from a project to a monthly team rate. Bain’s statement of work sized the work by team. Procurement and IT typically needed half a standard consulting team for three to six months, and organisational simplification a full team for three to six months. The final, advisory phase was a single engagement partner for 12 to 18 months, or a half-team running programme management for six to 12 months.

Critical rule: Don’t let Phase 3 turn into an indefinite retainer. Set a hard end date and specific milestones. If you need ongoing advice after implementation, negotiate a separate and smaller arrangement; our guide to consulting retainers lists what to write down.

What a Management Consulting Contract Should Say

A large firm’s contract is drafted by the firm’s lawyers, for the firm. The clauses that matter to you are the ones that decide who carries the risk, and they are easiest to read in a contract that became public. Bain’s agreement with the University of California, dated 1 October 2009, is one. These are the lines worth copying or striking.

The staffing plan is an exhibit. Names, grades and percentages of time, attached to the contract. The same exhibit says that for later phases Bain “may opt to add or remove specific team members”, while making “every effort” to keep the team together. Ask for your consent to be needed before a named person is replaced.

Each phase has a ceiling. Phase I was billed at $500,000 a month and could not exceed $3 million plus expenses, with half of each monthly fee deferred until 1 July 2010. Phases II and III were priced at the same $500,000 per team per month, with ceilings of $6 million and $2 million. A rate agreed in advance protects you. A budget agreed in advance commits you before you have seen the diagnostic. Keep the rate, and agree the budget once the first phase is signed off.

Expenses are capped and itemised. Estimated expenses could not exceed 15% of the monthly fee, and actual expenses for Phase I were capped at $450,000. Any single expense over $1,500 needed the university’s written approval in advance. BCG’s 2023 contract with Puerto Rico’s oversight board went further on fees, requiring monthly invoices with time records showing the portions of days worked. Ask for both.

Either side can leave. Either party could terminate “at any time” on 30 calendar days’ written notice, and a party in breach had 14 days to put it right. Ask for the same terms, both ways.

You own the output, not the method. The university owned the materials prepared specifically for it, for its own internal use. Bain kept its frameworks, methodologies, analytical tools and “industry data”, which the contract defines to include operational and financial data provided during an engagement and used in its benchmarks on a confidential, non-attributed basis. The university also agreed not to release Bain’s materials without consent, apart from the steering committee reports and sharing within its own system. If you will need to show the work to a lender, an acquirer or a regulator, say so in the contract.

The advice becomes yours once you act on it. Bain’s liability was capped at the fees actually paid, with no liability for lost profits or other indirect damages. The university, for its part, indemnified Bain against claims resulting from “the University’s implementation of any options presented by Bain”. That is the line between advice and implementation, written as a clause. If you want the firm to share the risk of implementation, implementation has to be in the scope and in the fee.

Send the checklist to each shortlisted firm with the brief, and ask for its rates per grade on one page. Our consulting rate card template shows what that page should contain.

Managing the Relationship

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This is the pattern we see most often: strong consultant, weak internal management, disappointing outcome. The best consultant in the world will underdeliver if the client side is disorganised.

Assign an Internal Owner

Every engagement needs one person inside the business with authority to make decisions, access to data and enough time to be responsive. Without one, the case team spends its days navigating your politics rather than your problem.

Firms know this, which is why they ask for it. Bain’s statement of work asked the university to assign an internal project manager for the whole engagement, working with Bain’s manager daily. It asked for a finance analyst, an HR analyst, an IT analyst and communications specialists at roughly 50% of their time during the baseline stage, falling to about 20% while options were designed. Departmental liaisons were to give a few hours a week. Budget for that time. It is part of the price, and it never appears on the invoice.

The internal owner does not need to be the CEO. A senior director who understands the strategic context and can unblock access is often a better fit, because they are more available and closer to the operational detail.

What the First 30 Days Should Produce

By day 30 you should have four things. Agreed success criteria. A named internal owner, with their time released rather than borrowed. Your data in the team’s hands. And the team’s first hypotheses about what is broken, with how it will test them.

The first is the one most often left vague. Bain proposed a “Results Workshop” very early in the Berkeley project, to agree the criteria, “both qualitative and quantitative”, that both sides would use to measure success. It wanted the first steering committee within a month of kick-off, in case the project needed redirecting. If any of the four is missing at day 30, raise it at that meeting, before the second invoice.

Set a Communication Cadence

Weekly check-ins of 30 minutes at most keep the engagement on track without spending billable hours on status meetings. Structure them:

1. Progress against milestones (5 min)
2. Blockers or data gaps (10 min)
3. Emerging findings or direction changes (10 min)
4. Action items for the next week (5 min)

Skip the elaborate slide updates. A shared document that the consultant updates before each check-in saves everyone time, and the deck can wait for the SteerCo.

Protect the Scope

Scope creep is the quiet budget killer. Every time a new question is added to the engagement, ask: “Is this in scope, or does it need a change order?” Good consultants flag this themselves. If yours does not, that is a sign it is optimising for billable hours over outcomes. Keep the out-of-scope list from your brief to hand, and refer to it.

Red Flags: When Something Isn’t Right

During the Engagement

• They’re repackaging your own input: You told them the problem in the brief, and their “findings” are your words in a new font. You are paying for insight, not transcription.
• Deliverables are consistently late: One delay happens. A pattern means the team is over-committed or under-resourced.
• Your team is disengaging: If your people stop coming to check-ins or answering data requests, the engagement has lost internal credibility. Fix this before it is terminal.
• They resist sharing work in progress: A consultant who only shows polished final deliverables is optimising for optics, not outcomes. You should see the messy middle.
• Invoices don’t match the agreed terms: Surprise line items, unapproved expenses, or hours that don’t reconcile with output. Address it immediately, in writing, against the clauses in your contract.

Measuring ROI on a Consulting Engagement

Most companies skip this step. They finish the engagement, file the deliverables and move on. Six months later someone asks whether it was worth it, and nobody has an answer.

Define Success Metrics Before the Engagement Starts

Work with the consultant during the diagnostic to agree three to five measurable outcomes, and take the baseline for each one then:

• Financial metrics: Revenue growth, cost reduction, margin improvement, deal value
• Operational metrics: Cycle time reduction, throughput increase, error rate decrease
• Strategic metrics: Market share movement, new market entry success, product launch performance
• Capability metrics: Team skill development, process adoption rate, knowledge transfer completion

The ROI Calculation

At its simplest: (Value created by the engagement − Total engagement cost) ÷ Total engagement cost × 100

Take a hypothetical $200,000 engagement that identifies $1.2 million of cost savings. On paper that is a 500% return. Two things shrink it in practice. The first is realisation. Bain’s own statement of work told Berkeley to expect to realise 50% to 70% of the potential savings from the options it chose to pursue, and called it “extremely rare for any client to realize 100%”. At that rate the hypothetical $1.2 million becomes $600,000 to $840,000, and the return 200% to 320%. The second is attribution: did the consultant find those savings, or confirm what your CFO already suspected? Both are worth paying for. They are not the same thing.

Then audit the work itself. Our five tests for auditing consulting deliverables give you an acceptance rubric to agree with the firm at the start.

When to Walk Away

A signed contract is not a reason to continue a failing engagement. Exit early if:

• The consultant is consistently repackaging your own input and presenting it back as insight
• Deliverables are consistently late without a credible explanation
• Your team has disengaged from the process and lost confidence in the outcome
• The scope has shifted so far from the original brief that you are funding a different project
• The consultant is unable or unwilling to adapt their approach to new information

Cut losses early. The damage of a failed engagement outlasts the financial hit, both internally, to the credibility of whoever recommended the hire, and externally, when the consultant’s output becomes institutional knowledge that leads the business astray.

Check the termination clause before you sign, not when you need it. Bain’s Berkeley agreement let either party end it at any time on 30 calendar days’ written notice, and gave a party in breach 14 days to put it right. Ask for the same, and for payment to cover only the work delivered to the date of notice.

The Question to Ask the Partner in the First Meeting

Everything above comes down to one question for the partner who pitches the work: which of the people in this room will be working on my project in week two, at what share of their time, and what does the contract say happens if one of them is moved?

The answer tells you what you are buying. A partner who can name the manager and the consultants, and will put their allocations in an exhibit as Bain did at Berkeley, is selling a team. A partner who says the team will be confirmed after signature is selling a brand and will staff it afterwards. Judge the engagement by what that team does in week two, not by the credentials in the proposal.

Frequently Asked Questions

How do I hire a management consultant?

Write a one-page scope that states the decision, the success criteria and what is out of scope. Shortlist three firms of the right type and send each the same brief. Ask every proposal for a staffing plan with names, grades and allocations. Sign a contract that prices the first phase on its own, caps fees and expenses, and lets either side leave on 30 days’ notice. In the first 30 days, name an internal owner and agree the success criteria at the first steering committee.

How much does it cost to hire a management consultant?

It depends on who is on the team. McKinsey’s 2024 federal schedule runs from $327.41 an hour for an analyst to $1,193.57 for a senior partner. On the UK’s Test and Trace programme in 2020, BCG charged £2,400 to £7,360 a day per consultant and Deloitte up to £2,360. UK interim managers averaged £907 a day in 2026 (IIM). Clutch lists an average of $100 to $149 an hour for management consulting. The average management consulting project brought in $132,000 in 2024 across 85 firms (SPI Research). At the Test and Trace average of £1,100 a day, four people for eight weeks comes to £176,000, on our arithmetic.

How long does a management consulting engagement last?

The average management consulting project ran 6.86 months in 2024, up from 5.63 the year before (SPI Research). Strategy sprints are shorter: BCG’s sector strategy work for Puerto Rico’s oversight board ran eight weeks. Bain’s diagnostic for UC Berkeley ran six months, and its statement of work put implementation support at three to six months per workstream. Price each phase separately, and don’t let the last one turn into an indefinite retainer.

What should I include in a consulting brief?

Cover the trigger (what changed), the decision you need to make, what you have already tried, success criteria at 90 days, what is out of scope, budget and data constraints, and who needs to approve and implement the recommendations. One page is enough, but it needs to be honest.

How do I measure ROI on a consulting engagement?

Define three to five measurable outcomes during the diagnostic (financial, operational, strategic and capability metrics) and take a baseline for each. Afterwards, calculate (value created − total cost) ÷ total cost × 100. Discount the value for realisation: Bain told UC Berkeley to expect 50% to 70% of the potential savings from the options it pursued. Be honest about attribution, and track qualitative outcomes such as decision speed and capability transfer alongside the numbers.

When should I walk away from a consulting engagement?

Exit early if deliverables are consistently late, the consultant is repackaging your own input as insight, your team has disengaged, the scope has drifted beyond recognition, or the consultant won’t adapt their approach. Check the termination clause before you sign: Bain’s agreement with UC Berkeley let either side terminate at any time on 30 calendar days’ written notice.

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Sources & Further Reading

1. Clutch: Business Consulting Firm Pricing Guide, average hourly fees by type of consulting
2. Slideworks: Management consulting fees, how McKinsey prices projects (2024 GSA schedule rates for McKinsey and BCG)
3. SPI Research via Kantata: 2025 Professional Services Maturity Benchmark (Tables 10, 148, 205, 207, 209 and 222)
4. University of California consultant agreement with Bain & Company, 1 October 2009, with statement of work and staffing plan (via DocumentCloud)
5. Harvard Business Review IdeaCast: Where McKinsey and consulting go from here, 6 January 2026
6. Mordor Intelligence: Management Consulting Services Market Size and Share Analysis, Growth Trends and Forecast (2026 to 2031)
7. Consource: Consulting fee structures explained
8. Consulting Success: 7 consulting pricing models
9. ConsultingDemand: Management consulting fees by project type (public contracts, including BCG for Puerto Rico’s oversight board)
10. Consulting Fees by Industry, ConsultingDemand (US federal ceiling-rate bands, checked 28 September 2026)
11. Consultancy.uk: BCG seniors paid over £6,000 a day on test and trace project, 20 October 2020, citing Sky News
12. City AM: More than 1,000 Deloitte consultants working on test and trace programme
13. Computer Weekly: PAC report slams reliance on consulting at NHS Test and Trace
14. GSA Advantage: A.T. Kearney FSS Price List GS-00F-399GA (current to August 2023)
15. Institute of Interim Management: IIM Interim Management Survey 2026, Final Report (June 2026)
16. Digital Marketplace: Accenture G-Cloud 14 pricing document (standard, offshore and nearshore rate cards), 2024