Consultants at a Crossroads in Global Development: New Research Reveals their Challenges — And Highlights Strategies for Navigating the Current Disruption

 

Consultants at a Crossroads in Global Development: New Research Reveals their Challenges — And Highlights Strategies for Navigating the Current Disruption

There is broad consensus that the dismantling of USAID in 2025 has inflicted severe damage on global humanitarian and development efforts. Widespread media coverage has detailed how this decision has disrupted thousands of programs and funders worldwide. According to the tracking site **usaidstopwork.com**, over 238,000 jobs linked to USAID and its implementing partners had been lost globally by September 2025.

Less visible—but equally affected—are independent development consultants, who rarely appear in official employment statistics. This group includes freelancers and contractors supporting USAID-funded projects, NGOs, bilateral and multilateral agencies, UN bodies, and other development actors. Because there’s no centralized registry for these professionals—and their numbers constantly shift—it’s difficult to quantify their total population. Yet their livelihoods have been profoundly shaken.

As independent consultants ourselves, we wanted to better understand this shared crisis. In May 2025, we partnered with Wayan Vota of *The Career Pivot* to launch a survey aimed at capturing the realities faced by our peers, fostering solidarity, and advocating for more thoughtful, transparent hiring practices informed by real data. This article presents the survey’s findings for the first time, offering insights for consultants at all career stages—whether newly independent, temporarily testing freelance work, or long-established in the field.

**Sharp Income Declines and Growing Uncertainty**  

We received 126 responses from consultants across multiple continents. Slightly more than half are based in North America; 71% work fully independently, while 20% operate in hybrid roles (affiliated with firms but also taking independent gigs). Nearly 44% have 2–10 years of consulting experience, with roughly a third each falling into the “newcomer” (under 2 years) and “veteran” (10+ years) categories.

Half of respondents are primary household earners—a troubling fact given that over 53% currently have no active contracts. Most reported that more than 60% of their recent income came from USAID-related work. When asked how their 2025 earnings compared to a typical year, the majority said they’ve earned “almost nothing” (0–20% of usual income), and a quarter reported earning only 20–50%. One participant shared: *“I’ve never faced such a sudden, total loss of income—with no unemployment safety net.”* Fully independent consultants reported greater financial strain and spent more time job hunting than those tied to firms.

The emotional toll is stark. Words like “uncertain,” “anxious,” “nervous,” “disillusioned,” and “confusing” dominated responses to questions about future career prospects—especially regarding financial security and the sector’s direction. As one consultant put it: *“Very proud of my career. Very uncertain about my future.”* Another reflected: *“It’s hard not to take it personally… It’s hard to see a future for myself as a consultant in this field.”*

**Adapting Through Pivots and New Strategies**  

To cope, many consultants are exploring new paths. The most common strategies include seeking full-time employment and pursuing clients outside traditional development—such as in the public or private sectors. Some hope to return to development consulting once conditions improve, while others are considering leaving the field entirely—a loss that risks eroding decades of institutional knowledge. More than half are even contemplating relocating internationally for work.

Job-search efforts have intensified: nearly 40% now spend over eight hours per week networking, applying, and seeking opportunities—far more than in the past. Our analysis shows that newer, fully independent, female, and non–North American consultants are disproportionately affected, reporting the lowest income levels and highest job-search burdens. In contrast, those with firm affiliations, more experience, or North American bases tend to have greater stability.

**How Clients and Employers Can Support Consultants**  

Respondents emphasized that respectful, transparent engagement from hiring organizations makes a real difference. Key recommendations include:

- Simplifying early-stage application processes to avoid excessive time burdens;  

- Including realistic budget ranges and effort estimates in Terms of Reference (TORs);  

- Improving communication—especially by notifying applicants when they’re not selected;  

- Processing invoices and payments promptly (a frequent pain point);  

- Setting fair daily rates that reflect consultants’ expertise, experience, and the fact that they bear their own healthcare, retirement, and other costs.

Many consultants feel some organizations are exploiting the current oversupply to drive down rates, using terms like “predatory” and “underpaid.” While aware of budget constraints and heightened competition, they stress the need for compensation that aligns with the complexity of the work and the value they bring. Greater transparency in how rates and hiring decisions are made was also widely requested.

**Recruiter Perspectives on the Evolving Job Market**  

We also gathered insights from two talent agencies specializing in mission-driven roles. They report a surge in competition—some positions now attract 350–400 applicants. Demand is rising for professionals who can link impact with financial sustainability, such as those skilled in fundraising, commercial partnerships, or blending finance with operations. Candidates who can clearly quantify their past impact are gaining an edge.

Alicia Salerno of **DSG | Koya** advises job seekers to act quickly on opportunities and leverage their networks. For recruiters, she stresses the importance of timely communication—even a brief note when a role is filled shows respect in a high-stress market.

Rafael Achondo of **matteria**, a global search firm focused on impact and sustainability (with strong Latin American reach), urges consultants to treat their job search like a structured project: set goals, block dedicated time, research market trends, and build a “gap plan” to acquire needed skills. He also encourages using AI as a tool for refining resumes, mapping roles, and practicing interviews. For fellow recruiters, he warns that vague candidate profiles and unrealistic “perfect match” expectations are slowing hiring and causing talent loss. He also highlights the need for clear, multi-currency compensation frameworks to avoid internal friction.

**Finding Solidarity Amid Crisis**  

Despite the turmoil, a powerful sense of community has emerged. Many consultants report feeling less alone, thanks to peer networks and shared support. We both belong to a co-created collective of international development consultants that meets regularly to exchange insights, strategies, and encouragement. We see this moment not just as a wake-up call, but as an opportunity to reimagine development practice—to build resilience, adapt to change, and center collaboration.

We’ll close with a poignant quote from a survey respondent:  

*“This crisis is a great opportunity to question our own practice, vision and values as development professionals. We can use this crisis to transform how development is done. This is a golden opportunity for those of us promoting systems thinking to maximize value for money, sustainability, and scale. Let’s each ask: What can I do to challenge or collaborate with donors, governments, businesses, and NGOs to turn this crisis into meaningful change?”*