Management consulting is often portrayed as a career built on frameworks, data, and sharp analysis. But for Isaias Lagsa Borres, a Certified Management Consultant (CMC®), the most difficult—and most important—part of consulting has little to do with models or spreadsheets.
“One of the biggest challenges in consulting is reluctance to change,” Borres says. “Employees, even senior managers, may be hesitant to implement new strategies or systems because of uncertainty, loss of control, or disruption of routines.”
Borres’ consulting career, which evolved from a foundation in accountancy, teaching, and business education, exposed him early to a reality many consultants eventually face: even the best solutions fail if people are not ready to accept them.
From Analysis to Real-World Execution
Borres began his professional journey in accountancy before transitioning into teaching management and business subjects. Teaching sharpened his ability to break down complex ideas, build logical arguments, and guide decision-making—skills that later proved essential in consulting.
“I discovered that I liked not only examining issues but also assisting organizations in formulating strategies and executing solutions that provide tangible results,” he explains.
That desire to move beyond theory led him into management consulting, where he worked across teaching, banking, financing, and consulting. Exposure to these sectors taught him that technical excellence alone is never enough.
“Although technical skills and analysis are crucial, the capacity to adjust to various business environments, grasp client priorities, and convey solutions clearly is what genuinely leads to successful results,” Borres says.
The Real Resistance Consultants Face
Over time, Borres noticed a pattern: most consulting challenges are not analytical—they are human.
Consultants frequently encounter:
Ill-defined problems where data is incomplete or politically biased
Conflicting stakeholder priorities that stall decision-making
Time-limited engagements with pressure for immediate results
Ethical dilemmas, including pressure to validate predetermined decisions
“I also faced ethical problems such as data falsification, excessive expectations, and pressure to confirm predetermined management decisions,” he says.
What ultimately separates successful engagements from failed ones, Borres believes, is trust and change management. “Most consulting failures do not come from bad analysis, but from poor execution, trust, and change management.”
Culture Eats Strategy—Every Time
One of Borres’ most important lessons is deceptively simple: solutions must match the business culture.
“Even the finest technological solutions fail if they do not fit with the organization’s culture, leadership style, and willingness to adapt,” he says.
This realization shaped how he approaches consulting projects. Rather than imposing models, he listens. Rather than rushing to recommendations, he diagnoses readiness.
“Models are not as important as humans,” Borres emphasizes. “Listening is an essential consulting ability. Deep listening reveals underlying concerns, fosters trust, and results in more meaningful and actionable advice.”
Leadership in Ambiguity
Borres describes his leadership style as teamwork-oriented, structured, and results-focused. In consulting environments where deadlines are tight and ambiguity is high, clarity becomes leadership.
“I concentrate on establishing clarity in uncertain circumstances by setting explicit objectives, outlining responsibilities, and uniting the team around a common approach to problem-solving,” he says.
At the same time, he creates space for dissent. “The most valuable insights usually emerge when team members can freely question assumptions and share ideas.”
Consulting as Empowerment, Not Control
For Borres, the true purpose of consulting is not delivering answers—it is building capability.
“Effective consultants not only give recommendations, but also provide information and skills that enable teams and supervisors to continue progress long after the engagement has ended,” he says.
That belief aligns closely with why he pursued the Certified Management Consultant (CMC®) designation. The credential reinforced his commitment to ethics, accountability, and long-term value creation, not short-term wins.
“The essential takeaway is that great consulting is about empowering firms to think, decide, and perform better, rather than simply supplying solutions,” Borres says.
