Consulting

“I have a singular purpose: to use my more than 30 years of global experience to help clients achieve their most important business goals.”

For three decdes, Andrew has worked closely with the senior management of many of the world’s leading corporations and professional service firms to help them clarify and achieve their most important goals. He spent 15 years at Gemini Consulting, where he was a Senior Vice President and Country Chief Executive. For the last 20 years, he has run his own international consulting firm, Andrew Sobel Advisors. Andrew has in-depth experience in strategy formulation, strategy implementation, and the creation of client-centered organizations. His approach is based on a participative process, often using workshops and retreats, that empowers senior executives and strengthens their role. He helps clients drive behavioral change deep into the organization, a neglected aspect of many consulting projects.

“Andrew Sobel delivers an invaluable framework that is deep with insights for building enduring, trusted client partnerships.”

– Diana Brightmore-Armour, CEO,
EMEA, ANZ Bank

Consulting Case Studies

Read two examples of Andrew’s consulting engagements


Building a Client-Focused Firm: Working with a major international law firmRead more about it


Restoring Growth in a Key Market: Assisting a leading global consulting firmRead more about it


Interested in systematically building your trusted advisor skills?

>Read about Andrew’s full range of solutions

“Andrew Sobel demonstrates a deep understanding of how resilient client relationships are formed and why some professionals are pulled in closer and closer by their clients while others, just as skilled technically, do not establish such relationships.”

– Steven B. Pfeiffer, Former Chairman,
Fulbright & Jaworski (now Norton Rose Fulbright)

Why do consulting projects succeed or fail?

There are six common reasons why consulting projects do not meet the client’s expectations and goals:

  • Problem Definition. The totality of the problem has not been defined or addressed; or, the project is focused on the wrong problem altogether.
  • Executive Sponsorship. There is insufficient executive sponsorship from leadership. The project gets “lost in the shuffle” among many initiatives.
  • Implementation. The client underestimates the behavioral change that will be required for effective implementation. There is a study but no impact or results.
  • Competence. The consultant does not have the depth of experience and relevant expertise to tackle the problem.
  • Expectations. There is an expectations mismatch between client and consultant—e.g., the client is expecting the consultant to do more than they are delivering on, and/or vice-versa.
  • Timeframe. The project, for a multitude of reasons, takes much longer than anticipated. The energy and enthusiasm dissipates; the original sponsors or participants move on to new roles or new priorities; and it dies a slow death.