Why a Consultant?

Introduction

 My name is Alan Eastwood and my company is PluribusOne™ Consulting, LLC, located in Hyde Park, New York.

The title of my presentation is: “Why a consultant?” Included in this question is: Why am I a consultant, as well as: Why do you need a consultant? And more to the point: What does PluribusOne™ have to offer that is valuable and unavailable elsewhere?

In the following three-part presentation I will share the short version of the story of how I became a consultant. I will also explore the question of why hiring a consultant makes sense in every organization and in every economic environment. A discussion about why you should hire me and use my unique process to help realize your highest goals and solve your biggest problems is included.

As I proceed, you will hear the definition of a true consultant and, perhaps, realize that you have never used one before. You will hear about the value of using a true consultant. And, finally, you will hear about a system I invented for making discoveries, achieving goals and solving difficult problems.

First, the definition of a consultant:

Definition of a Consultant

What is a consultant?

The term is generally misunderstood because it is so frequently misapplied. A high percentage of those typically called consultants, even employees of large firms calling themselves consulting firms, are actually contract workers—implementers, not advisors.

For example, a person hired to conduct training or perform office work is not a consultant although they may supply some new ideas or contribute to making changes in systems. A computer programmer who is brought in to do a special programming project is not a consultant; he or she is a temporary employee performing a task that requires expertise the company does not require on an ongoing basis. These are important contributors and may represent wise investments, but they are not consultants.

A true consultant is not an implementer. A true consultant is also not simply the source of a different opinion nor the supplier of a rubber-stamp opinion; nor is a true consultant someone who takes what you tell them and tells it back to you in a hardbound report or flashy PowerPoint presentation. A true consultant is a source of catalytic change, an analyst, advisor, and facilitator of activity to be initiated by the client in order to meet ambitious goals or negative challenges. A consultant is a provider of unique added-value. 

In my role as a consultant my purpose is to help open gateways to the bottom-line, systematically enabling expanded perceptual abilities that lead to the identification of opportunities and solutions and to the creation of blueprints for progress.

Why hire me? Let me share a little about my background and qualifications.

Background and Qualifications

What child says: When I grow up I want to be a consultant? Most often we hear children say they want to be doctors, police officers, school teachers, or fire-fighters—maybe President of the United States. Or they want to emulate some super-heroic fictional character they see on television or at the movies, like Spiderman or Wonder Woman. I think if you suggested to a child that they might want to consider a career in consulting they wouldn’t be interested even if you explained the significance of what consultants do.

When I was a boy I wanted to be like the Lone Ranger. The Lone Ranger was a TV western figure who traveled with his Indian friend Tonto seeking opportunities to improve the quality of life in a time of societal transformation. He rode a white horse, wore a white hat, and a black mask concealed his identity. I considered him an almost religious figure, maybe partly because I watched the program on Saturday mornings at the local parson’s home while my grandmother attended to church-related tasks.

In any case, what I had in common with most children who envisioned future careers was this: I wanted to be of service to others in a way that would make a big difference in their lives and help make the world a better place. And I wanted to do it in a free-spirited and creative manner, like the Lone Ranger. So, not surprisingly, I began my adult life as a freelance artist and sign-maker. I enjoyed the creative aspect of that, and the high income, but it fell short of supplying me the kind of job satisfaction I really desired.

After five years of that I decided to become a banker specializing in consumer lending, a position where I could help families meet their financial goals and solve their most pressing financial problems. Loan officers at the bank where I was employed had a great deal of freedom to tailor-make such arrangements. I wasn’t the Lone Ranger but I was a loan ar-ranger and I loved it. Unfortunately, as that career path evolved industry-wide there were fewer and fewer opportunities to make that kind of difference. For a few years, I compensated for that diminishing ability on the job by serving in a variety of volunteer positions in professional associations, and related to state government, for the benefit of the Mid-Hudson community where I resided.

Eventually I envisioned a new career path, and when that opened up it allowed me to regain the sense of mission I desired. I was elected compliance officer at a bank that was poised for rapid growth. The president asked me to manage the regulatory compliance dimension of the R&D process while also monitoring that aspect of the bank’s ongoing operation and guiding the quality of print communications. My client population instantly changed from thousands to one—the bank’s president. My role, as initially defined, was to be that of an enforcer, a “friendly adversary” with regard to department heads throughout the organization. But because I was the first compliance officer in my industry, at least in NYS, I was able to design the expanding function without the constraints typically imposed by force of convention. I drew upon books and experts in more established functions in other industries, functions such as quality control, paralegal, operational auditing, and non-financial consulting. At the time there were no college courses available on these topics and few books.

Over a period of years I acquired every available useful text, sought the advice of various experts, and developed a compliance function that hybridized those fields which I continued to study independently. The result was a one-person function in a billion dollar organization, a function that oversaw a wide range of compliance-related activities in a manner that was inexpensive, efficient, and effective. No longer were outside examiners able to find a single pattern or significant incident of noncompliance. And department heads were no longer adversaries of any sort but, treated as clients now, welcomed the assistance of someone who helped ensure their success without adding to their departments’ human resource cost. My work consisted mostly of listening, observing, conducting research, writing positive reports, and making recommendations. Only in rare situations did I need to mandate anything, play the enforcer, or be the bearer of bad news. 

During that twelve-year period, I wore other risk-management hats concurrently, all of which involved breaking new ground and were performed with a primarily consultative work-style. An EVP I reported to for a couple of years referred to me as his “wild card” because my versatility and systematic approach to meeting new needs enabled him to quickly address emerging challenges cost-effectively and in a timely manner with high-quality results. 

More about my personal history and qualifications is posted at www.PluribusOne.com. A PowerPoint presentation contains further details about the technology for perception enhancement that I invented and about past contributions to successful projects. Meanwhile the answer to the question of why you should use my services is two-fold. First, I have a long track record of success in several settings. Second, I have invented this Rosetta Stone-like system, a unique process that is powerful and one-of-a-kind. 

I will explain more about that system, called Noetitek™, and the value of using the services of PluribusOne™. But before I get to that, I would like to say a little about the value of consultants in general. 

A Consultant’s Value 

Why does any company hire any given consultant? To help ensure survival and success, to increase profits and reduce or avoid losses. Therefore, the two-edge sword of consulting is the identification of productive opportunities on the one side and the resolution of potentially costly impediments on the other. The greater the challenge, the greater the potential value a consultant brings to the table.

Challenges are obviously present in every economic environment. In a strong economy the emphasis is likely to be on capturing every possible profit-making opportunity. In a weak economy, the emphasis is more likely to be on reducing risks and heading-off every possible drain on profits. Of course, similar challenges are faced by governmental agencies and in the not-for-profit sector. 

There are three basic motives for seeking an outside consultant: (1) to expand awareness of something, (2) to acquire particular new skills, and/or (3) to apply the awareness and skills in some new way or venue. 

To do this, a company may call upon consultants:  to gain the benefit of in-depth familiarity with a specific activity, such as product packaging or merchandising particular products; to tap expertise in an area of broader nature, such as interstate expansion; to use seasoned knowledge of complex processes, such as regulatory processes or metallurgical processes; to secure special interpersonal techniques, related to conflict resolution for example; to draw on special skills such as the ability to translate documents into another language; or to take advantage of the contacts someone developed with a new and unfamiliar constituency to be addressed. 

PluribusOne™’s emphasis is on the first and most basic reason for seeking a consultant: Expanding awareness. Noetitek™ supports visioneering, action planning, problem-solving, and monitoring of the development process. 

To be cost-effective and effective operationally, a consultant must develop a close working relationship with the client. This means that the client and consultant need to share certain fundamental views and values. For me that means selecting potential clients who, for example: recognize that quantities flow from qualities, that there is a hidden order behind apparent chaos, that things begin with thoughts, and that no mountain is too high to climb. 

When the right arrangement for services is made, the investment may yield many times the initial outlay. My personal goal is to see projected benefits to my client exceed ten times the amount of my fee. 

The Noetitek™ Process 

My system arises out of the insight that everything is part of One and that the creation of the Universe began with a vibration, an energy ray. That ray emerged as a spectrum of nine fundamental rays having almost infinite gradations. Those rays, or vibrations, interspersed to create patterns of light out of which the physical world came into being, a world of ten dimensions. In the Bible that creational vibration is referred to as “the Word.” If this seems overly mystical or wildly theoretical, I would be happy to show you a film by the renowned Swiss scientist Dr. Hans Jenny titled: Cymatics: Bringing Matter to Life With Sound, which demonstrates the principles. 

Physicist Brian Greene, author of The Elegant Universe says that there are nine dimensions of space and one time dimension: a total of ten. Dr. Michio Kaku, internationally recognized theoretical physicist, says in his popular book, Hyperspace: physicists believe that during the theorized Big Bang the four-dimensionality we perceive emerged while six others compacted into one that scientists can only speculate about—a Kabbalistic perspective. That fifth dimension is sometimes used to explain intuition and anomalous phenomena such as ghosts. 

What quantum physicists are telling us now is what Kabbalists were saying among themselves millennia ago. The world is ten-dimensional and we, as human beings, are also ten-dimensional, as well as everything else in the Universe. Yet most of humanity’s best conceptualizing has been three- to five-dimensional and, therefore, most of the common processes we use to create opportunities, solve problems, and make decisions in general is ordinarily limited to considering less than half of the available and affected “dimensions”—i.e., levels of consciousness or neurological circuits. Because, until now, tools were unavailable to facilitate more than that.

I am speaking to you because I know that your organization is among those that have successfully used at least three to four-dimensional thinking. I don’t like to work with organizations operating at the lower levels of consciousness because, frankly, those organizations are not very receptive to change as evidenced by the way they have responded to challenges in the past; so it is pointless. 

Examples of low-level consciousness are: “shooting from the hip” and other knee-jerk reactivity; “taking the bull by the horns,” unless higher modes of thinking are utilized to follow through; and “kicking butts and asking questions later.” Low-consciousness management has also often been characterized in terms of the limited ability to: “shout and divide by two.” Road rage is a good everyday example of this level of thinking: “me versus them” at the traffic intersection. This second-circuit level of operation is often perceived as being reptilian or evil, when the truth is that it is simply more bold than it is brilliant. And boldness alone, although sometimes effective in limited terms, invites disaster, either immediately or in terms of reduced future options. 

Why do we see so much low-level conceptualizing and low-consciousness action-taking? Because, to achieve some goals, nothing more sophisticated is necessary. For example, the snake is disturbed, the snake bites, the disturbing party dies (or at least retreats)… end of story, task achieved. In fact, a lot of short-term money can be made without using more than the second neurological circuit; those who function like that are commonly called “opportunists”—which has a negative connotation but the truth is that the opportunist is a very clear thinker because the thinking is so simple and pragmatic. For example, how hard is it to convince a drowning swimmer to grab a life-jacket? How much advertising does it take to sell wet-napkins at a taco-eating contest? 

If I am beginning to sound like an advocate for that level of thinking, let me clarify that my intention is solely to stimulate your imagination to consider what can be accomplished when we engage our higher neurological circuits and employ them more frequently. 

Through my studies of metaphysics, mysticism, and ancient ways of knowledge, I have been able to identify and articulate the principles and processes of Nature and create a structured approach to harnessing new awareness, awareness that encompasses all ten dimensions. This awareness, and my system for working with this awareness, helps facilitate every kind of endeavor and take any worthwhile purpose to a new level of achievement. 

Conclusion

In conclusion, I again ask: Why do you need a consultant and why should you hire me? 

“Why a consultant?”: To help ensure the survival and success of your business, to increase profits and reduce or avoid losses regardless of the perceived state of the economy or of your company. 

Why hire PluribusOne™? Because we use a New Science breakthrough process called Noetitek™ that provides a set of conceptual common denominators and meta-tools to help organize information, achieve new perceptions, and expand awareness to make better decisions. 

Noetitek™ is useful when applied to any given challenge. The experience can be as exciting and enjoyable as it is productive. It is most effective when employed as a continuous process applied to every aspect of the organization. Visit the websites at www.Noetitek.com and www.PluribusOne.com and read the other pages of this blog for more information. Or send an email to eastwood@PluribusOne.com to schedule an on-site appointment now.

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