I agree with the author, and would add/modify a few things.
If you're successful as a consultant, you'll soon discover economic incentives steering you towards an established business model, which can take some of the thrill out of it.
By far the most valuable experience has been meeting people at all levels of an organization without being a part of their power hierarchy. When you're a neutral third party who has suddenly appeared in their daily routine, conversations go differently and people open up more. The company founder seeks your opinion about what direction to take the company--even when the question is far outside your scope of expertise. The forklift driver tells you of problems he dares not reveal to his manager. And the HR director, feared by many, turns out to be the best advocate for those who run the other way when she is near.
If you're successful as a consultant, you'll soon discover economic incentives steering you towards an established business model, which can take some of the thrill out of it.
By far the most valuable experience has been meeting people at all levels of an organization without being a part of their power hierarchy. When you're a neutral third party who has suddenly appeared in their daily routine, conversations go differently and people open up more. The company founder seeks your opinion about what direction to take the company--even when the question is far outside your scope of expertise. The forklift driver tells you of problems he dares not reveal to his manager. And the HR director, feared by many, turns out to be the best advocate for those who run the other way when she is near.