Requiring more than just expertise, launching your own engineering consultancy demands a strong professional network, financial discipline and strategic planning.
For many people, the thought of starting a new business or breaking out on their own as a consultant is terrifying. But Max Möller FIEAust CPEng EngExec never experienced this fear.
“One day my wife said to me, ‘Why don’t you start your own company?’” he recounted to create. “And I thought, ‘Why not?’”
Möller felt he had the foundations in place: 20 years of experience in civil and hydraulic engineering and flood risk management. In 2019, he launched consultancy service agency Flüssig Engineers, which five years later is a thriving business with 10 staff.
Engineering consulting firms have flourished in Australia in recent years, thanks to increased government spending on infrastructure projects to stimulate economic recovery post-COVID.
This specialised expertise, not readily available within government departments and required for intermittent projects, has led to huge demand for engineering consultants in the government sector, both at federal and state levels.
Courage and confidence
But favourable conditions can only take you so far; entering a competitive market as a solo player is always a risk. Self-belief is crucial, Möller said.
“If you aren’t confident in your ability to handle the uncertainties of running a business, it will be difficult to convince clients to trust you.”
The economy is also unpredictable, and you need to be prepared for the journey, he added. “You must adopt a problem-solving mindset and be ready to adapt to challenges as they arise.”
Engineering executive
Sascha Kurz FIEAust CPEng EngExec admits she wasn’t always confident when she established her own consultancy, IPS, in 2022, providing engineering and project advisory services for government infrastructure projects.
Having worked for major construction companies throughout her career, she expected to continue on this path, but her need for flexibility to support her young family led Kurz to break out on her own.
“I worried people wouldn’t see me as a legitimate business owner or take the business seriously. There’s also the personal risk: if you try something and you fail, what’s that going to do to your self-confidence?”
Kurz need not have worried. Within just three years, she grew from being an independent consultant to leading a team of 30.
Contacts and culture
Ultimately, it was the network Kurz had built during her 20-plus years in the sector that armed her with the confidence that she could attract both clients and quality personnel.
“It’s being able to map out what services you’ll provide and the contacts across the industry you can tap into – to get you onto a tender list, for example,” she said. “Having an established reputation in the industry really helps when you’re trying to build your business and your brand. And you need the right people working for you to maintain a good reputation.”
A good culture and established values can help guide the way, she added.
“I gave a lot of thought to our company culture and created a culture book. It outlines our vision, mission and values. Now, when we work with clients and employees, we say, ‘This is how we’re going to treat you.’
“In the busy day-to-day, checking in with these core values – one of ours is transparency – has been really valuable in setting the business up for success.”
Nailing your unique offering
Pentagon Management, the engineering and management consulting company of Brendyn Williams FIEAust CPEng, has been operating for nearly 25 years.
He believes the key to longevity and success as a small business is having a clear purpose and objectives. The words he consistently focuses on are “suitable and effective”.
“In everything I do, I aim to be suitable for the situation and effective in fulfilling the role. Quality means customer satisfaction, which means you’ve got to get the scope, time and cost right.”
Möller added that a business needs to offer something unique to stand out.
“When I established my consultancy, flood and hydraulic engineering became our core expertise,” he said. “To enhance our capabilities, I invested in a UAV LiDAR drone, the first owned by an engineering firm in Tasmania. This technology gave us a competitive advantage, allowing us to efficiently map rivulets and rivers without relying on external surveyors, significantly reducing turnaround times for our clients.”
Mistakes and challenges
Möller said one of the biggest mistakes new business owners make is spending on non-essential items such as high-end decor or furnishings, which can drain resources without contributing real value.
“Instead, focus on investments that will directly contribute to your success, such as specialised equipment, software or professional development.”
Viewing other firms as competitors rather than peers is another common error, he added.
“Success isn’t about outpacing others; it’s about finding your niche and building mutually beneficial relationships. Be kind, collaborate openly and support others. Your expertise will become valuable, leading to client referrals. A network built on respect and cooperation will always serve you better than one based on rivalry.”
For Kurz, the biggest challenge has been knowing when to invest in the business for growth.
“At some point, you have to invest money to ensure the quality of your product and your culture remains the same as you grow. This can be daunting, so you really have to back yourself.”
Williams cites juggling multiple clients and projects as his biggest challenge: “The skill is being able to schedule, plan and manage different interactions at the same time. That has to be the hardest thing.”
He believes developing positive relationships is crucial – but not always easy in an increasingly digital world. “I try to make time for meetings in-person if I possibly can.”
Seeking advice
Starting your own business is new territory for anyone who’s never done it before, so tap into expertise, Kurz said.
“There are numerous consultants. How do you stand out and [how do you] get on panels? You need to answer these questions before launching, and advice from experienced mentors can be invaluable.”
Möller suggested consulting a financial advisor to create a comprehensive business plan outlining your growth strategy.
“Define your market entry approach, identify your competitive skills and expertise, and ensure your financial planning supports long-term sustainability,” he said.
Worth the stress
Going out on your own is challenging, but those who have succeeded will tell you it’s incredibly rewarding.
“It’s not for the faint-hearted; the highs and lows are intense,” Williams said. “You’re responsible not only for your own income, but possibly for others as well. Resilience is key.”
But the stress has been worth it, he said. “The opportunities have been fantastic, and understanding business operations is beneficial not only for running your own business, but also for better understanding your clients’ perspectives.”
Kurz admits she still has moments of doubt, but insists the effort is entirely worthwhile.
“Despite the challenges, having a happy team and happy clients is the greatest work satisfaction I’ve had to date. I definitely recommend people consider it.”
Möller is grateful “every single day” that he found the courage to go solo.
“As engineers, we have the power to create meaningful change, not only in the world, but in our own careers. The freedom to forge your own path and achieve personal and professional milestones is incredibly rewarding. If you have the passion and determination, go for it.”
This article was originally published in the May 2025 issue of create with the headline “Going solo”.
For engineers wanting to learn more about the opportunities for future work, there’s a wealth of resources available in the Engineers Australia events calendar.