Internal consultants must work from the inception of the project to the execution of their projects. Internal consultants can assist, observe and rectify any errors in the implementation of their submissions. This increases the likelihood of lasting success within the company, but it can also increase the possibility of job loss if the project fails. Externals can also come across as having a bad temper when it comes to projects by entering, presenting explanations and resolutions, and exiting. Jack Asgar (2002) states: “Another difference between internal and external consultants is that external consultants often have a self-serving agenda. Their recommendations to their client organization will often coincidentally coincide with other products and services they have available. Internal consultants should have no agenda” (Asgar, 2002). According to Beverly Scott and Kim Barns (nd), “Internal consultants' in-depth knowledge of the organization and business makes them valuable business partners. At the same time, it is more difficult for them to appear, or even be, as neutral and objective as an external consultant: they seem too familiar or lack a broad view of the world” (Scott and Barnes,