External consultant vs star signing: how to decide the best option for your company
Published October 3, 2025 · AI and digitization · Institutions
Choose between a external consultant or a star signing It is a key strategic decision. In this comparative We analyze the advantages, risks, and the actual cost for each option with clear data.
- Introduction
- What exactly is an internal “star signing”
- The role of the external consultant in SMEs and companies
- Comparison of actual costs (with numbers and examples)
- Speed and flexibility: two decisive factors
- Risks of each option that are rarely mentioned
- When to opt for a star signing and when for a consultant
- Conclusion and call to action
1. Introduction
Hire a senior strategic profile It is one of the most complex decisions when a company wants to take a leap: bring in a star signing from within (dedicated, present in the day-to-day operations, with specific business learning) or work with an external consultant (Proven experience, focus on results, flexibility in commitment). The doubt is not only budgetary: it impacts execution speed, focus, risk and governance.
In Spain, it is worth remembering that the total labor cost No It is the gross salary: it includes employer contributions and other costs. The data from the ETCL of the INE They show that labor costs per worker are systematically higher than wages, with the Social Security contributions as the main difference.
Furthermore, the type of business contribution in common contingencies It's from 23,60%, This is in addition to other concepts (MEI, unemployment, FOGASA, training, AT/EP). You can consult it directly in the Social security. In practice, the actual cost a signing is usually above of the gross amount offered.
The true cost of signing a star player from within often exceeds the gross salary offered. due to the weight of social security contributions and other costs. Before deciding, compare that annual total with the budget per project from an external consultant and the time-to-value expected.
- Have the target gross salary of the position and calculate company cost with official rates (common contingencies 23,60% + MEI + rest).
- Estimate the economic value of the result that you are pursuing (income/margin saved) in 6–9 months and define KPIs clear.
- Compare delivery time and flexibilityDo you need a peak seniority of 3–4 months or a stable capacity of 12–24 months?
2. What is really an internal “star signing”
A star signing This is a senior profile joining the team with the expectation of transforming strategy, professionalizing key areas, and accelerating growth. These are typically director positions in... marketing/growth, strategy o digital transformation, with experience in multinationals or scaleups and the ability to lead complex projects from start to finish.
In theory, it contributes full-time, cultural alignment and long-term vision. In practice, if the company lacks processes, data, and a support team, the senior profile ends up being absorbed by the tactical operations (campaigns, reports, day-to-day emergencies) and their strategic impact is diluted.
Before deciding, it's a good idea to look at the actual company cost, not just the gross salary. With our standard ranges: a gross of 50.000 € This represents an approximate total cost of €68,600–71,600 per year; a gross of 65.000 € It is located in €88,280–91,280. These figures include business quotes and associated expenses (equipment, licenses, training, space), and are the starting point for evaluating the expected return.
Expected vs. What usually happens
- It is expected: define strategy and quarterly roadmap → Occurs: remaining in tactical execution due to lack of equipment and time.
- It is expected: professionalize metrics and reporting → Occurs: Create manual reports without data governance.
- It is expected: accelerate new revenue → Occurs: dependence on third parties and delays due to undocumented processes.
- It is expected: cross-functional leadership → Occurs: internal friction due to blurred roles and shifting priorities.
immediate mini-actions
- Calculate the actual company cost of the position (gross + social security contributions + €3–6K in associated costs) and compare it with the expected value in 6–9 months.
- Fixed 3 measurable strategic objectives for the semester (e.g., % of MQL→SQL, target CAC, value proposition launch).
- Check if your current structure allows that profile to work in strategy and not get trapped in operational.
- Contrast the alternative: Could the same impact be achieved with a closed external consulting project at a lower cost and risk?
3. The role of the external consultant in SMEs and companies
A external consultant contributes focused seniority, independence from daily life and startup speed to activate changes that an internal structure, due to operational load, usually postpones. The key is not to "rent hours," but hire results with defined scope, deliverables, and KPIs.
Well planned, an external project combines design (what needs to be done), start-up (how we do it in 60–90 days) and knowledge transfer so that the team can continue independently. This is the approach promoted by implementation frameworks such as PMI · Pulse of the Profession and the practical guides of Harvard Business Review focused on measurable impact.
“They only do PowerPoint diagnoses”
Extensive reports, little operational traction, and zero transfer to the team. Result: the organization is back to square one.
Project with deliverables and KPIs
Scope, timeline and business metrics (CAC, MQL→SQL, margin, deadlines). Report + Deployment + Handover documented.
“It’s more expensive than hiring someone.”
Price/hour vs salary is compared, ignoring company cost, learning curve and risk of internal turnover.
Variable cost and time-to-value
Peak seniority When needed, without overstaffing. Payment by milestones and ROI in weeks, not quarters.
“They don’t know our business”
The sectoral context is critical, but it does not replace a clear methodology or disciplined execution.
Accelerated learning + method
Discovery structured, interviews, process mapping and playbooks ready to operate on day 1.
“They will leave us dependent”
The project ends and nobody knows how to continue, with tools that nobody uses and documents that nobody maintains.
Orderly transfer and closure
Handover formal training, documentation and governance criteria so that the internal team can continue to operate autonomously.
What does an external consultant really bring to the table?
- Speed: Launch in days, without lengthy internal onboarding processes.
- Focus: It works on defined objectives and deliverables, not on "open tasks".
- Flexibility: Intensity varies depending on the phase (discovery, deployment, handover).
- Independence: ability to say “no” when something does not provide ROI.
- Transfer: documentation, training and governance criteria to continue without dependence.
immediate mini-actions
- Write a scope 1-page document with deliverables, milestones and Business KPIs.
- Define a horizon of 60–90 days with measurable results (not just activities).
- Demands handover formal (playbooks, training and governance criteria).
- Compare the total project cost with the quarterly company cost of an equivalent signing.
4. Comparison of actual costs (with numbers and examples)
To decide between hiring an internal consultant and an external consultant, compare total cost, time to results, and risk. Check it out in the Social security and in the ETCL of the INE.
| Option | Concept | Calculation | Estimated cost | Horizon |
|---|---|---|---|---|
| Star signing (senior profile) | Scenario 1 (raw) | 50.000 € | 12 months | |
| Total company cost | gross + social security contributions + extras | €68,600–71,600/year | ||
| Average monthly cost | total / 12 | €5,716–€5,966/month | ||
| Star signing (senior profile) | Scenario 2 (raw) | 65.000 € | 12 months | |
| Total company cost | gross + social security contributions + extras | €88,280–91,280/year | ||
| Average monthly cost | total / 12 | €7,357–7,606/month | ||
| External consultant (90-day project) | Typical range | Operational diagnostics + deployment + handover | 60–90 days | |
| Pricing model | by project / milestones | Project closed (variable cost) | ||
| Equivalence | vs quarterly company cost | ≈ 1/4 of the annual cost of the signing (according to scope) |
Quick framework for deciding on costs
- Term < 4 months and a limited objective → probably external project (peak seniority, variable cost).
- Term > 12 months and ongoing needs → assess signing, always with case clear return.
- If the signing is going to be dragged into operations, the ROI falls: consider an external deployment + handover.
- Always compare against the quarterly company cost of the equivalent profile.
immediate mini-actions
- Calculate your company cost (gross + quotations + €3–6K extra) with a horizon of 12 months.
- Budget the 60–90 day project with deliverables and KPIs; requires price per milestone.
- Contrast time-to-valueWhen do you start to see a real impact on revenue/margin/process?
- Choose the option that offers More value in 90 days to the lower structural risk.
5. Speed and flexibility: two decisive factors
The practical difference between star signing and external consultant It is usually noticeable in the time until results are seen and in the ability to adjust the intensity of work.With internal staff, the start-up depends on their onboarding, daily priorities, and the team's workload. With an external project, agreements are reached. dates and deliveries in advance and is measured against them.
If the environment changes rapidly, being able to increase or decrease "power" without expanding the fixed structure is key. A stable signing makes sense when there will be continuous strategic work 12–24 months; if you need a temporary senior reinforcement Instead of 60-90 days to unlock something specific, an external project usually arrives sooner and with less risk of ending up creating a structural dependence.
Week 1–2
Initial photoInterviews, basic data, sales funnel, and response times. Prioritization by impact and effort.
Week 3–6
Deployment 1Messages, quick first improvements, test campaigns, and a dashboard minimum.
Week 7–10
Deployment 2: scale what works, adjust the cost of acquiring a customer (CAC) and define a simple bi-weekly review.
Week 11–13
Closure and transfer: work guides, training and basic rules for the team to continue without external help.
How to choose with speed and flexibility in mind
- If your window of opportunity is less than 12 weeks, prioritize one project by deliverables with impact date.
- If the challenge is stable and cross-cutting (12–24 months), assess the signing with a well-calculated return case.
- Avoid doing everything at once: limits parallel tasks and agrees a quarterly plan with 3 clear goals.
- In both cases, take care of the governance: bi-weekly meeting and a common marketing-sales-operations dashboard.
immediate mini-actions
- Set your deadline (event, season, launch) and works backwards with milestones.
- Choose 3 metrics for 90 days: Interested contacts → real opportunities (we used to say MQL→SQL), cost per customer (CAC) and conversion rate of a key page.
- Decide which modality arrive early to the result without oversizing your structure.
- Always demand final transfer (documentation and training), whether you choose internal or external.
6. Risks of each option that are rarely mentioned
Beyond costs and speed of execution, both a star signing like a external consultant imply hidden risks which is best anticipated. Identifying them in time allows for better decision-making and the design of preventative measures.
Dependence and rigidity
The fixed annual cost creates budget rigidity and dependence on a single key person.
Dilution in operation
The senior profile can end up trapped in daily tasks instead of leading the strategy.
Limited knowledge of the sector
It needs an initial adaptation period to understand the particularities of the company and the market.
Continuity after the project
If a complete transfer is not agreed upon, there is a risk of dependency or of knowledge being lost.
Mini-actions to reduce risks
- Before signing, prepare a welcome plan and define clear goals for 6 months.
- If you opt for consulting, always demand a closing document with transferred processes and metrics.
- Strengthens the governance: follow-up meetings and common dashboard.
- In both cases, avoid the total dependence concentrating knowledge in one person.
7. When to opt for an external consultant vs. a star signing
After comparing costs, speed and risks, the key question arises: What's best in your case?.There is no universal answer, but there is a simple framework to guide the decision based on two variables: time horizon and degree of flexibility that your organization needs.
Difficult fit
An internal signing is not worthwhile if the need only lasts a few months.
External consultant
Ideal for projects of 60–90 days: fast results and variable cost.
Star signing
If there is stability and continuous strategic work, it compensates for the fixed cost.
Mixed model
Initial consulting + subsequent hiring to consolidate learning.
Decision checklist
- Define the horizon of need: 3–6 specific months or 12–24 continuous months?
- Evaluate your need for flexibilityDo you want a fixed cost or a variable cost depending on the time?
- Contrast expected value in 90 days: income, savings or improved processes.
- Decide based on the matrix: recruitment, consultant, or a mixed model.
- In all cases, he assures knowledge transfer to reduce dependence.
8. Conclusion and call to action
There is no single answer among external consultant and star signing. The decision depends on the time horizon, the flexibility that you need and the actual cost that your company can handle without disrupting daily operations. If you're looking for results in weeks and don't want to increase your fixed structure, the project consulting usually offers better time-to-value. If your challenge is stable for 12–24 months and requires continuous internal leadership, a signing It can make sense, as long as there are clear objectives and metrics.
👉 In Direction & Results We perform the analysis using your actual numbers and propose the optimal approach:
project by milestones o signing with a plan.
Includes estimate of total cost, 90-day roadmap
and governance criteria to continue without dependence.
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