Earlier quoted context omitted.
Kind of agree with you and OP, so let me add to the discussion with the caveat that YMMV etc. Some of these points may overlap with comments by fellow HNers in these threads. In any organization as a prospective customer, there are three forces at work that matter to a consultant: users, decision makers and finance folks. Ideally, the decision makers appoint a dedicated person (or team) who mediates users and finance…
Awesome post! One thing I find is really important is to charge 'properly', which at first seems like exurberant fees. My friends think I'm rolling in cash because of my 'rate' but when you outline all of this stuff up here, you can see where it all goes. I don't do much better than when I worked full time, but I have the potential to work harder and make more money. But the extra super hard work doesn't' seem worth…
Once a VP at a customer told me that a diamond is just a piece of coal that shines under pressure.
The quest to become a jewel in the market can be a powerful initial thrust to work as a consultant. Combined with the opportunity to work in a diverse set of technologies and business domains turns to be a pretty compelling force.
Re: compensation, tptacek and patio11 have shared some great thoughts in the past.