The consultancy model is perfect for any "return to workers" or those seeking a break from full-time employment.

The working mother is a bit of a cliché; but like all clichés, there is some truth to.

Practising as a consultant solicitor is ideal for those on maternity leave (and, depending upon circumstance, paternity leave). For example, it is possible to work for the for the 4 hours a day in which a child or children may be in childcare, therefore negating any trepidation about to returning to work after a career break.

Furthermore, it reassures those seeking a break (for whatever reason) that they can continue to work reduced hours whilst on leave. It mitigates against any reluctance to take leave due to a feeling of at least 12 months (sometimes, considerably more) of "lost opportunity."

For others, it presents a better financial deal than a partnership (even equity partnerships). Unfortunately for some, a partnership may never be offered. The consultancy model provides that opportunity.

Done properly, a consultant solicitor can create their own team which can become a firm within a firm, with the obvious financial benefits. For those with an entrepreneurial spirit, who dare to take a risk, the consultancy model can be very appealing.

A consultant solicitor has more freedom to work for the clients they chose to work for, on the cases they want to conduct.

There is one additional benefit to the consultancy model which is very rarely spoken about, mainly because it's not terribly exciting, and that benefit is tax. Tax, exciting? Yeah, right...

But think about.

One gripe that my employed friends have always had over me is tax liability. Get a clever accountant (and they are easier to get than you think), and with VAT reclaim and tax-deductible items (which will be everything from petrol, to stationary to lunch, phone lines, insurance), I assure you that your liability will go down too.

The weaknesses of the consultancy model?

There are many that we hear and, once again, any honest recruiter or firm will discuss them with you. I am sure that many of you reading this will be listing them right now. Business admin, uncertainty of income, nervousness of leaving a community, lack of good advice.

These are the reasons we come across and deal with on a regular basis.

I conclude any shortcomings in the consultancy model in two words: guidance and support. Or to be more precise, the lack of one or other of these two things.

For us at RSP, guidance and support for our candidates is of the upmost importance.

I appreciate that they sound very similar; but I assure you that they are neither a marketing ploy, nor have a written them in order to fill space in a two-thousand-word blog.

No, they are subtly different, and when done properly, provide assurance and as much surety as can be provided to the candidate.

Guidance: good business practice has strong foundations. Websites, Companies House, accountancy, billing, and marketing; these are the important considerations to remember and that is why you need a strong team around you at the start of your journey.

Lead generation is absolutely vital, for obvious reasons. But it isn't just about being provided with the leads, it is about guidance on how to create the income. Essentially, what you need to do to drive your business further.

Good guidance is about building that long-term relationship with that organisation which will provide you with that guidance at the beginning 12 to 24 months of your consultancy to drive you to success.

Support.

Support is about community, a sense of belonging. I can understand the reluctance to leave a busy team to go out on your own. There have been times in my professional life when I have not spoken to a colleague for days. It can be lonely, and the initial novelty of not having to exchange tedious conversations about the preceding night's television (I think we could all done without discussing Matt Hancock's appearance on I'm a Celebrity...) can quickly wear off.

Instead, your support has to be a bit more creative. It is about creating a sense of community; that, as a consultant solicitor, you are one island in an island chain of consultants, all inter-connected by the community which you join.

This community can provide you with the companionship, so you are never lonely, but also the advise that all professionals will, at some point, require.

This is only a brief insight into the issues arising out of the consultant model, but it is a theme which we shall be returning to often in the future. For those of you who are seriously making the transition, then I would urge you to seek the advice of an honest third party who can help you answer the following two questions:

Am I suited to practising as a consultant solicitor?

What are my aspirations?

Once you have the answers, then you can consider the impact the transition will have for you, and the guidance and support you need for the first two years of practice.

Not everyone is suited to the model, not everyone needs it.

However, with the right guidance and support, you can make a real success of the transition.

At the very least, you would be prepared to consider daring to make the move.