Consultants have at least two professional homes: the home base and the client company. This means that consultants also have two workplace communities and cultures that they need to juggle. What is it like straddling two companies, and how do you effectively balance both? Moreover, how does the client feel about integrating a consultant into their team?

When a Rocket consultant steps through the doors of a new client, it’s like starting at a new job. The difference is that the home base of the consultant – affectionately known as ‘the mother ship’ among rocket scientists – remains in the background, providing support.

The command centre handles all the employer responsibilities, such as the payment of salaries, while rocket accelerators act as a connecting point between the client and the consultant and ensure that the transition over to the client’s side goes smoothly. When it comes to purely technical matters, rocket scientists often take on new assignments with flair – something you would expect from seasoned software professionals with ample experience.

Yet, the question remains: How do consultants become part of the client’s workplace community? Where do they find their points of attachment?

“I would compare it to starting at a new job. As a consultant and a new team member, I’m responsible for ensuring that I integrate into the team and company culture,” says Niclas “Nicce” Lindgren, rocket scientist #65, who works as a full stack developer at Vaisala, his current client.

How does it feel to juggle two professional homes and workplace cultures? How can you ensure the wellbeing of both the consultant and the client? We spoke with Nicce as well as Stefan Brünig, Solutions Development Manager at Vaisala Xweather. Rocket accelerator Marietta Johansson will also provide insights on fostering successful connections between rocket scientists and clients.

Well planned is half done

Successful cooperation between the consultant and the client relies on the same principles as any other relationship: getting to know one another and assessing the potential for a mutually satisfying partnership. “Assignments at the Rocket tend to be fairly long, so it’s important to ensure that the collaboration holds the promise of being beneficial for all those involved,” Marietta says.

Nicce says consultants have a plethora of opportunities for professional development. With two cultures to draw on, consultants also have two sets of colleagues which means more highly skilled people to learn from and twice the fun workplace activities.

Before Nicce committed to the Vaisala assignment at the beginning of 2023, he was given the opportunity to have a one-on-one with the client.

“Being able to talk to the client directly was crucial, as it allowed me to ask Stefan all the questions I had before making my decision. We mostly focused on technical details but also got along very well, which made my decision easier,” Nicce says.

Integrating a consultant into the team requires that both parties know where they stand. That’s why Nicce’s team leader Stefan also found it important to meet the consultant who was about to join his team before reaching a decision.

“To be an ideal fit, a consultant should naturally have the required technical competence but also soft skills, such as effective communication. Looking ahead, soft skills are going to become increasingly crucial for software developers and an important part of the skill set required from our team members,” Stefan says.

That the consultant enjoys being in his team is important to him. “In addition to giving information about the technical side, I am very open about our day-to-day work. At the same time, I try to ensure that the consultant’s personality aligns well with the team dynamics – just like in any recruitment process”, Stefan explains.

On a par with the rest of the client’s team

Nicce slotted perfectly into the client's team, fitting in effortlessly like a comet in its orbit. How did Stefan facilitate the transition?

“I treat consultants as fully equal members of the team.” – Stefan, Development Manager, Vaisala

“I treat consultants as fully equal members of the team. To me, the only thing that separates a consultant from a Vaisala employee is the ‘ext-’ suffix in the consultant’s email address. prioritise fostering connections among team members, ensuring everyone gets acquainted and feels a sense of belonging,” Stefan says.

Nicce agrees with Stefan. “If the client wants to make the consultant feel part of the team, they need to include the consultant in internal company affairs, so they won’t feel like an outsider. Failing to do so risks creating a sense of detachment, which can ruin cooperation efforts,” he says. Nicce actively takes part in all Vaisala meetings with the rest of the team and is also invited to team activities.

“If the client wants to make the consultant feel part of the team, they need to include the consultant in internal company affairs, so they won’t feel like an outsider.” – Nicce, rocket scientist #65

A new external team member electrifies any team. Stefan says consultants can give software development a boost, particularly when it's necessary to scale software to the next level, for example.

Vaisala’s Stefan Brünig says a consultant is a fully equal member of the team. He finds it important always to include external developers in projects: “Their specialised and valuable skills play a pivotal role in advancing development work. At the same time, they also enhance the skillsets of other team members vertically.”

“I think it’s important always to involve external consultants in your projects. Their specialised and valuable skills play a pivotal role in advancing development work. At the same time, they also enhance the skillsets of other team members vertically,” he says.

To ensure a soft landing into the client’s team, the consultant undergoes a comprehensive onboarding, just like other team members. “Onboarding takes time, which is something that needs to be taken into account. It not just about showing where the tools are and where they can sit,” Stefan explains.

Stefan makes sure he approaches every new team member with empathy and curiosity to understand the starting point of the cooperation.

“Some software developers are keen on getting right to work and don’t always have the patience to take things slow”, he says smiling and continues: “In those cases, I pave the way and help them tackle the code as quickly as possible. But I always make sure they get to know the team and work practices, too.”

As a final point on the road to success, Stefan mentions goal setting and discussing expectations. “I want my team members to know what’s expected of them. I like to hold brief one-to-one discussions with my consultants just like with the rest of the team, although it’s not really required”, Stefan says.

More support, security and joy

What benefits has having two company cultures and workplace communities brought Nicce?

“As a consultant, you have a plethora of opportunities for professional growth, a greater number of highly skilled people around you and, of course, twice the fun workplace activities to take part in,” he says. As a self-professed board game enthusiast, Nicce has organised a few game nights with both his fellow rocket scientists and Vaisala colleagues.

“As a consultant, you have a plethora of opportunities for professional growth, a greater number of highly skilled people around you and, of course, twice the fun workplace activities to take part in.” – Nicce, rocket scientist #65

Rocket’s moon suits come in as many shapes and sizes as there are consultants with their personal work preferences. While some people prefer to work remotely most of the time, others consider integrating into the client’s workplace community to be the high point of any assignment.

Nicce was set on becoming part of the client’s workplace community from the very beginning. “After the pandemic, I was ready to get back to working in an office. I visit the client’s office almost daily, not just to work but to have lunch and talk to my coworkers. Spending time and talking together about things other than work creates a sense of belonging, which adds to my job satisfaction,” Nicce says and continues: “I enjoy being among people and place a great value on having a cosy work environment. Right now, I feel like I’ve found my place in the client’s workplace community.”

In the same breath, Nicce goes on to say that he appreciates the support provided by the Rocket and that he identifies as a rocket scientist. “Rakettitiede regularly checks in on my well-being and makes sure I’m not troubled by anything. The great thing is that if I should have something on my mind, the Rocket would immediately offer me support and the issue would be taken care of right away,” he says.

When the client’s assignment ends, a new one will be provided. “Being forced to find a completely new place to work would be far more stressful. And should I want another assignment with a new kind of challenge to work on, Rakettitiede would help me find it,” Nicce says.

Consultant’s wellbeing = client’s wellbeing

“The wellbeing of the consultant is directly linked to the wellbeing of the client and vice versa,” says rocket accelerator Marietta, who keeps in touch with both Nicce and Stefan on a regular basis.

Rocket accelerators act as a connecting point between the client and the consultant. According to Marietta, the key to happiness is continuous and open dialogue. Regularly held status meetings provide information on how everyone’s doing and help to prepare for future changes sooner rather than later.

What role does Rakettitiede play in this cooperation?

“I listen to both sides, offer a keen ear and provide assistance if needed,” Marietta says. However, the mother ship doesn’t rely on Marietta’s ears alone, as several different means are used to build happy relationships.

Before a consultant starts working in the client’s project, the client is given the How to Care for Your Consultant guide, which prepares them for welcoming the consultant. “This ensures that the everyday life of the consultant is off to a great start, starting with tools of the trade,” Marietta says.

A discussion with the consultant covers all the basics, such as where the work is to be carried out, who the coworkers are and what tools will be used. “In the spirit of transparency, we share all the information we receive from the client during our discussions with the consultant,” she says.

For the first few weeks, Marietta stays in close touch with both the client and the consultant to make sure everything is rolling along as it should. From then on, the communication becomes less frequent but stays regular, and feedback is both sought and given on both sides. In addition, the clients are also sent a monthly client satisfaction survey, the results of which are shared openly with the rocket scientists.

“I always tell the client I’m here for them, but at the same time I’m here for the consultants as well.” – Marietta, rocket accelerator

“I always tell the client I’m here for them, but at the same time I’m here for the consultants as well. My role isn’t solely about work performance; it's about supporting people,” Marietta says.

When asked about the most important factor in creating a successful consultant/client relationship, Marietta highlights the importance of continuous mutual dialogue. “Having that ensures that nothing important is left unsaid and allows us to serve all parties in the best way possible,” she says.

Stefan agrees. “Rakettitiede helps us succeed by staying up to date about the kind of person that could benefit our team and skillset that could help us take the next step,” he says.

How has Stefan benefitted from his collaboration with rocket scientists?

“Having a rocket scientist in my team is like having a powerful engine powering the Vaisala rocket. They provide the necessary boost to propel us ‘all the way to space’ and ensure a safe journey into orbit,” he says.

Two company cultures, one consultant