On 27 January 2026, SEAP and the European Centre for Public Affairs (ECPA) jointly organised a workshop at the Press Club Brussels on how to work effectively with consultants in European public affairs.
The discussion brought together perspectives from across the sector, with contributions from Rodica Avornic (Policy Director, Carbon Gap), Hans Hack (Senior Managing Director, FTI Consulting) and Nicola del Valle (EU Government Relations Senior Manager, McDonald’s). The panel was moderated by Kim Watts (Senior Policy Manager, AmChamEU).
When and why to work with consultants
A central theme was the strategic decision to engage external consultants. Speakers stressed that consultancies are most valuable not as “extra hands”, but as providers of targeted capability, particularly in situations of ambiguity, political complexity or rapid change. Participants highlighted that consultants can help organisations navigate the EU policy landscape, test assumptions and offer external perspectives that are difficult to generate internally.
From an NGO and corporate perspective, the discussion showed that consultancy support is often most effective when it is time-limited, clearly scoped and complementary to in-house expertise, rather than a substitute for it.
Getting the relationship right from the start
Much of the conversation focused on the importance of selection, briefing and onboarding. A strong initial brief, experts agreed, should go beyond tasks and deliverables and include strategic objectives, internal constraints and political sensitivities. Transparency at this stage was seen as essential to avoid inefficiencies and misaligned expectations later on.
Several speakers underlined that a successful relationship depends not only on organisational reputation, but also on the individuals involved. Personal fit, mutual trust and clear points of contact were repeatedly cited as critical success factors.
Managing expectations and defining success
Defining success in public affairs work remains challenging, particularly when outcomes are uncertain or influenced by external factors. Rather than relying on rigid quantitative KPIs, the panel emphasised the value of qualitative indicators, such as the usefulness of advice, the quality of insights provided, and whether decision-makers are willing to re-engage.
Participants also discussed the need for adaptability. Objectives can and do evolve during an assignment due to political developments or internal changes. Open communication and regular reassessment were seen as key to managing such shifts constructively.
Ethics, transparency and trust
Ethics and compliance were a recurring topic throughout the discussion. Panellists highlighted the importance of clear standards, including adherence to the EU Transparency Register and professional codes of conduct. Conflicts of interest, while sometimes unavoidable in Brussels, were described as manageable through transparency, internal safeguards and, where necessary, the willingness to decline work.
Trust emerged as the foundation of any effective consultant–client relationship. Ethical behaviour, speakers noted, is demonstrated not only in major decisions, but also in everyday professional conduct.
Key takeaways
The event reinforced that effective collaboration between consultants and clients depends on clarity, honesty and mutual respect. When expectations are aligned, roles are well defined and ethical standards are taken seriously, consultancy relationships can deliver real value in an increasingly complex EU policy environment.