When independent human performance technology (HPT) consultants need practical guidance managing their own firms, they are thrust into a complex, confusing, and uncompassionate network of guides. This article focuses on the practical side of managing an independent HPT consulting practice. Several aspects are considered, including physical setting, legal structure, financial concerns, sales and marketing, pricing, and affiliations or alliances. In addition to a review of relevant literature, a survey of 150 independent consultants was reviewed and several interviews of independent consultants were conducted.
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