They support transformation projects, optimize processes, manage crises, analyze markets, or deploy new IT solutions. They are consultants, industry experts, or high-level technicians. And they have one thing in common: they have chosen to work independently, as micro-entrepreneurs. More free, more flexible, and closer to their clients, they embody a new way of providing consulting services. Who are these professionals? Why are companies increasingly turning to them? And how can we support them towards success?
What is micro-entrepreneurship in consulting?
In the consulting world, micro-entrepreneurship refers to an increasingly common practice: that of working independently, without belonging to a large firm, while offering expert services to corporate clients. This can involve a strategy consultant, an IT project manager, a digital transformation expert, or a B2B marketing specialist. This form of practice offers a lightweight structure, great autonomy, and direct access to high-level assignments — often through platforms, professional networks, or word of mouth.
The boom of independent consultants
In recent years, the number of consultants going solo has exploded. This phenomenon affects both young talents and experienced seniors. Some flee the rigidity of large organizations, while others wish to better balance their professional and personal lives, or simply choose their assignments. This rise can also be explained by the evolution of the market: companies are looking for targeted profiles that can be quickly mobilized for specific projects.
The COVID-19 pandemic acted as an accelerator. It generalized remote collaboration practices and strengthened the acceptance of freelance work. For many, this context has been a catalyst: leaving a salaried position or a firm has become an opportunity to reinvent one’s career. Remote work has proven that a consultant can be effective, regardless of their location, as long as they have the right tools. This awareness has definitively enhanced the appeal of a more flexible, more direct model, centered on the added value of expertise.
Why do these experts choose independence?
Behind the decision to become an independent consultant often lies a combination of frustrations and aspirations. Many experienced professionals leave their positions in companies or firms after reaching a ceiling: lack of recognition, slow decision-making, heavy hierarchy, or disconnection between stated values and the reality on the ground.
Independence allows for a rediscovery of meaning, a reconnection to the very essence of their profession: providing value, solving problems, supporting teams. It also offers a freedom of choice: in terms of missions, clients, and time organization. For some, it is a desire to pass on knowledge; for others, a need for autonomy or professional reinvention. In any case, becoming a micro-entrepreneur is about daring to take control of one's trajectory and building a work model that reflects one's own image.
Independent does not mean isolated or amateur
Independent consultants are often senior profiles, with solid experience in companies or firms. Their choice of independence is well-considered, thoughtful, and often strategic. They invest in their network, their skill development, and in professional tools. Their interventions are targeted, effective, and results-oriented. They are not "low-cost alternatives" to traditional firms, but experts fully integrated into the consulting ecosystem.
Why do companies turn to them??
Organizations of all sizes — large corporations, mid-sized companies, startups, government agencies — are increasingly turning to independent consultants. Why?
Because they offer valuable operational flexibility: they can be mobilized quickly, without cumbersome procedures, for a few days or several months. They allow for responding to an urgent need, securing a transition, or strengthening a project team.
But above all, these profiles stand out for their agility: they know how to adapt to varied contexts, work independently, and demonstrate pragmatism. While a consultant from a large firm often has to deal with imposed methodologies and a complex hierarchy, the independent consultant adjusts their approach to the reality on the ground, in direct connection with decision-makers.
Economically, the model is also more flexible and targeted: no overhead costs, no managerial burden, but a direct contribution of value. Finally, the independent consultant brings a fresh and committed perspective, often appreciated for their independence of tone and closeness to the teams.
A relationship based on trust and transparency
When a company turns to a large consulting firm, it often buys a brand... without always knowing precisely who will be involved. It is not uncommon for assignments to be entrusted to junior profiles or trainees, sometimes far removed from the promised expertise. In contrast, by choosing an independent consultant, the company knows exactly who it is hiring: an experienced person, directly involved, and personally committed to the success of the project.
It may happen that the micro-entrepreneur chooses to work in an area they are less familiar with — but, in this case, they mention it transparently. This honesty allows both parties to establish a clear framework and build a collaboration based on mutual trust, often more effective than expertise on paper.
In a world where values, posture, and culture matter as much as skills, clients prefer profiles with which they feel a genuine affinity. More than just a service provider, they seek a partner: someone who shares their vision, understands their challenges, and naturally integrates into their way of working.
10 good reasons to hire an independent consultant
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Clarity about the interlocutor
You know exactly who is involved in your company. No surprises, no team turnover: you collaborate with the person you have chosen, the one with whom you built a relationship of trust from the very beginning. -
Direct and mobilized experience
The independent consultant provides their own expertise, forged in the field, often across multiple sectors and contexts. You benefit directly from their knowledge, without any filter or delegation. -
Flexibility of intervention
Part-time, on short assignments or for several months, on-site or remotely: the independent consultant adapts to your real needs. They become a true strategic support, without the burdens of an employment contract. -
Reactivity and quick decision-making
Without internal hierarchy or complex validation processes, he can adjust his intervention and make decisions autonomously. This agility allows for quick progress, especially in changing or urgent contexts. -
Transparent and controlled costs
No structural fees, no hidden surcharges: the pricing is clear, directly linked to the value provided. You pay for a result, not for a pyramid organization. -
Strong personal commitment
Every mission matters. A freelancer commits their reputation, their network, their credibility. They are 100% involved, often with a level of commitment that exceeds that of an external consultant hired through an organization. -
Customized approach and great adaptability
The independent consultant does not come to apply a one-size-fits-all solution. He takes the time to understand your context, your teams, and your objectives. His approach is firmly solution-oriented, with a true capacity for adjustment. -
Human affinity and sharing of values
By choosing a freelancer, you are choosing a personality, a mode of communication, a culture. This affinity allows for the construction of a smooth, respectful, and effective collaboration. -
A palpable passion
What drives many freelancers is the passion for their profession. Whether it is strategy, digital transformation, or project management, they choose their assignments out of interest, desire, and conviction. And this is reflected in their work, their energy, and their commitment. -
Transmission and skill development of teams
Independent consultants often work closely with internal teams. They do not simply "do it for you": they explain, train, and equip. Their intervention leaves a lasting impact, useful well beyond the mission.
Risks to anticipate, not to fear
Like any collaboration, working with an independent consultant carries certain risks — but these can be largely mitigated by a professional and clear approach from the outset.
The first risk is dependence on a single person: if the consultant is unavailable or leaves the project, it is not always easy to replace them quickly. That is why it is important to establish a clear framework, document the work, and promote smooth collaboration with internal teams.
The second point of caution concerns the verification of actual skills. Unlike a company that presents a global brand, the independent contractor only puts their name on the line. It is therefore essential to thoroughly validate their references, background, and to start with a test assignment if necessary.
Finally, some micro-entrepreneurs may be less equipped with tools or resources, especially on large-scale projects. However, this can be compensated by partnerships or by a gradual integration into the client's ecosystem.
In summary: these risks exist, but they are manageable. And they are often counterbalanced by a major asset: the direct, human, and committed relationship that allows for the construction of a partnership based on trust and shared responsibility.
Conclusion
Micro-entrepreneurship is not a passing trend: it is a fundamental evolution. More flexible, more human, more responsive, it meets the needs of a market in search of speed, competence, and trust. Provided they are considered true partners, micro-entrepreneur consultants can become a strategic lever for any company in transformation.
“Why did I decide to become a micro-entrepreneur?”
I wanted to put meaning, freedom, and responsibility at the heart of my work. To be able to choose my projects, to fully engage, and to create a direct relationship with my clients — without filters, without internal politics. Independence is not an escape: it is a construction. A way to do what I love, in an aligned, human, and useful manner.
I do not primarily look at the revenue it generates, but rather the value I can bring to my clients, and the concrete impact of my commitment to their side.
Christian Voirol - CEO of ectos