Most management consultants do not begin their careers with a title, a seat at the table, or a mandate to lead change. Some start much lower—learning systems from the ground up, absorbing pressure, and discovering that influence is earned long before authority is granted.
For Elisha Beltran Fernandez, a Certified Management Consultant (CMC®), that lesson was learned early. He began his career “as a level 1 employee,” gradually climbing the corporate ladder through consistency, discipline, and results. But the turning point came when he was forced to make a defining choice.
“At a pivotal point in my career, I was presented with a choice between pursuing a path in process improvement and other avenues,” he recalls. “I chose to focus on process improvement, which turned out to be a transformative decision.”
That decision would quietly shape his consulting philosophy—one rooted not in control, hierarchy, or charisma, but in systems, structure, and people empowerment.
Learning the Business Where the Pressure Is Real
Fernandez’s professional foundation was forged in the Business Process Outsourcing (BPO) industry—an environment where performance is measured relentlessly, inefficiencies surface quickly, and leadership failures are costly.
Over time, his experience expanded beyond BPO into telecommunications, health and beauty, and MSP and RPO services. Each sector brought different challenges, but the same underlying truth: organizations succeed or fail based on how well their processes serve people.
“These diverse experiences have enriched my consulting approach,” he explains, allowing him to “understand and adapt to various industry dynamics and client needs effectively.”
Rather than becoming narrowly specialized, Fernandez developed what he calls a versatile mindset—the ability to apply best practices across contexts without forcing one industry’s logic onto another.
Why Lean Six Sigma Became His Consulting Backbone
Among the many tools Fernandez accumulated, one stood out as foundational.
“One of the most crucial skills I developed is my expertise in Lean Six Sigma,” he says. “This taught me a structured technique and approach to quickly provide solutions.”
But for him, Lean Six Sigma was never about certification alone. It was about learning how to diagnose problems without emotion, isolate root causes, and guide teams toward solutions they could sustain.
Combined with hands-on operational roles, this approach allowed him to navigate complexity calmly—especially when organizations felt stuck.
“Each position I held contributed to a broader understanding of operational challenges and opportunities,” he says. “Collectively, these skills and experiences have equipped me to navigate complex scenarios.”
Consulting in an AI-Accelerated World
Fernandez is clear-eyed about where the consulting profession is headed.
“The management consulting industry continues to transform both in the Philippines and worldwide,” he says. In the local market, he sees a shift toward independent consultants and boutique firms, mirroring global trends that reward specialization, agility, and flexible engagement models.
But the most disruptive force, he believes, is technology.
“AI-driven analytics, workflow automation, and predictive insights are reshaping the consulting practice—allowing consultants to deliver faster, more data-rich, and more accurate recommendations.”
In his view, the future belongs to consultants who can blend human judgment and strategic thinking with AI-powered tools that enhance—not replace—decision-making.
“The future of consulting will revolve around hybrid models,” he says, where technology accelerates insight, but trust and leadership still drive adoption.
Why Leadership Without Control Works Better
Despite his technical expertise, Fernandez does not lead through rigid authority. In fact, he intentionally avoids it.
“I would describe my leadership style as laissez-faire,” he explains. “I prefer not to be overly bureaucratic or controlling, because I believe people do their best work when they feel trusted and empowered.”
In practice, that means encouraging initiative, shared ownership, and open dialogue. Ideas are not imposed from the top—they are built collaboratively.
“I make space for diverse perspectives and ensure people feel safe to express their thoughts, ask questions, or challenge assumptions,” he says. “Leadership is less about authority and more about creating an environment where people can lead together.”
When Collaboration Solves What Authority Cannot
One consulting engagement reinforced this belief.
Fernandez led a project where the team was stuck—no clear solution, no agreement, and growing frustration. Instead of forcing direction, he slowed the process down.
“I applied a process-improvement approach and focused on leadership through collaboration,” he recalls. “I made sure every member of the project team had the opportunity to share their observations and ideas.”
By listening individually and asking targeted questions, he uncovered a critical insight that had been overlooked—not because it was insignificant, but because people did not feel safe enough to raise it.
“Once the issue was brought to light, the team aligned quickly,” he says, and the project moved forward smoothly.
For Fernandez, the lesson was clear.
“Leadership isn’t about knowing the answer yourself—it’s about creating an environment where people feel safe to contribute.”
Navigating the Hardest Part of Consulting: People
Technical problems, Fernandez notes, are often the easiest to fix. Human dynamics are not.
“The most challenging aspects of my work typically come from stakeholder management,” he says, particularly when personality conflicts, ego, or cultural misalignment derail progress.
“These situations highlight the importance of empathy, communication, and building a respectful culture,” he explains. “When people feel heard, aligned, and respected, collaboration becomes much more effective.”
Why CMC® Was About Identity, Not Just Credential
Fernandez pursued the Certified Management Consultant (CMC®) designation with intention. He was not looking for another technical badge.
“I wanted a globally recognized accreditation that reflects broad business acumen, high ethical standards, and comprehensive consulting capability,” he says. “Not just technical skills.”
The process required reflection, discipline, and time.
“The challenging part is investing the time in learning and reading the modules,” he admits. But the payoff was substantial.
“Becoming a CMC® has strengthened my confidence in my capabilities,” he says, while also expanding his professional network and credibility.
For clients, the designation signals something important.
“It provides assurance that my recommendations are based on objective analysis, established methodologies, and professional judgment—not simply personal opinion.”
A Mindset That Compounds Over Time
Fernandez offers this message to consultants considering the CMC® path:
“It’s not just a certificate—it’s a mindset.”
One that anchors consultants to ethics, structure, and long-term value creation.
Over time, he believes, that mindset becomes part of how a consultant thinks, decides, and shows up—quietly shaping credibility long before results are visible.
