Consultants at a Turning Point in Global Development: New Study Uncovers Their Struggles—and Offers Strategies to Navigate Today’s Disruptions

 **Consultants at a Turning Point in Global Development: New Research Uncovers Their Struggles—and Charts a Path Forward Through Disruption**

The decision to dismantle USAID in 2025 has been widely condemned as a major setback for global humanitarian and development efforts. Media reports have extensively documented how this move has thrown thousands of programs and funders into disarray. By September 2025, the tracking site *usaidstopwork.com* recorded the loss of more than 238,000 jobs tied to USAID and its implementing partners worldwide.

Less visible—but no less impacted—are independent development consultants. Often absent from official employment data, this group includes freelancers and contractors who support USAID-funded initiatives, NGOs, bilateral and multilateral agencies, UN bodies, and other development actors. Without a centralized registry and with constantly shifting participation, their numbers are hard to pin down—yet their livelihoods have been deeply destabilized.

As independent consultants ourselves, we sought to understand this collective crisis more deeply. In May 2025, we teamed up with Wayan Vota of *The Career Pivot* to launch a survey capturing the real-world challenges our peers are facing, building solidarity, and pushing for more transparent, data-driven hiring practices. This article shares those findings for the first time, offering actionable insights for consultants at every stage—whether just starting out, experimenting with freelance work, or seasoned veterans in the field.

**Steep Income Losses and Rising Anxiety**  

Our survey gathered 126 responses from consultants across multiple continents. Just over half are based in North America; 71% work entirely independently, while 20% hold hybrid roles (affiliated with firms but also taking freelance gigs). Nearly 44% have 2–10 years of experience, with roughly equal shares identifying as newcomers (<2 years) or veterans (10+ years).

Half of respondents are their household’s primary earners—a concerning reality given that over 53% currently have no active contracts. Most relied heavily on USAID-related work for more than 60% of their recent income. When comparing 2025 earnings to a typical year, the majority reported earning “almost nothing” (0–20% of usual income), and a quarter earned only 20–50%. One participant remarked: *“I’ve never experienced such a sudden, total loss of income—with no unemployment safety net.”* Fully independent consultants reported greater financial stress and spent more time searching for work than those with firm ties.

The emotional impact is profound. Words like “uncertain,” “anxious,” “nervous,” “disillusioned,” and “confusing” recurred frequently when respondents described their career outlook—particularly regarding financial stability and the sector’s future. As one put it: *“Very proud of my career. Very uncertain about my future.”* Another shared: *“It’s hard not to take it personally… It’s hard to see a future for myself as a consultant in this field.”*

**Responding with Adaptation and Innovation**  

In response, many are rethinking their paths. Common strategies include seeking full-time roles or pursuing clients beyond traditional development—such as in government or the private sector. Some hope to return to development consulting when conditions improve, while others are considering leaving the field altogether—a potential brain drain that could erode decades of hard-won expertise. Over half are even exploring international relocation for work.

Job-search activity has surged: nearly 40% now spend more than eight hours weekly applying, networking, and hunting for opportunities—far exceeding pre-crisis levels. Our analysis reveals that newer, fully independent, female, and non–North American consultants are bearing the heaviest burden, reporting the lowest incomes and highest job-search demands. In contrast, those affiliated with firms, more experienced, or based in North America tend to enjoy greater stability.

**How Hiring Organizations Can Step Up**  

Consultants emphasized that respectful, transparent engagement from clients and employers can significantly ease their challenges. Key recommendations include:

- Streamlining early-stage application processes to reduce time burdens;  

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

- Improving communication—particularly by informing applicants when they are not selected;  

- Paying invoices promptly (a persistent pain point);  

- Offering fair daily rates that reflect expertise, experience, and the fact that consultants cover their own benefits—healthcare, retirement, and more.

Many feel that some organizations are exploiting the current oversupply of talent to suppress rates, using terms like “predatory” and “underpaid.” While acknowledging budget pressures and heightened competition, respondents stress the need for compensation that matches the complexity and value of their work. Greater clarity around how rates and hiring decisions are made was also a common request.

**Recruiters Weigh In on a Shifting Landscape**  

We also spoke with two talent agencies specializing in mission-driven roles. They report unprecedented competition—some positions now draw 350–400 applicants. Demand is growing for professionals who can connect impact with financial sustainability, such as those skilled in fundraising, commercial partnerships, or integrating finance with program delivery. Candidates who can clearly demonstrate and quantify their past impact are gaining a competitive edge.

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

Rafael Achondo of **matteria**, a global impact-focused search firm with strong Latin American ties, encourages consultants to treat their job search as a structured project: set clear goals, block dedicated time, research trends, and create a “gap plan” to develop missing skills. He also suggests leveraging AI to refine resumes, map job opportunities, and practice interviews. For fellow recruiters, he warns that vague candidate profiles and unrealistic expectations of a “perfect match” are delaying hires and causing talent attrition. He also stresses the need for transparent, multi-currency compensation frameworks to prevent internal discord.

**Building Community in the Midst of Crisis**  

Despite the uncertainty, a strong sense of solidarity has taken root. Many consultants say peer networks have helped them feel less isolated. We ourselves belong to a co-created collective of international development consultants that meets regularly to share strategies, resources, and mutual support. We view this moment not only as a wake-up call but as an invitation to reimagine development practice—to cultivate resilience, embrace adaptability, and prioritize collaboration.

We’ll leave you with a powerful reflection from one survey respondent:  

*“This crisis is a tremendous opportunity to re-examine our practice, vision, and values as development professionals. We can use this moment to transform how development is done. For those of us championing systems thinking, this is a golden chance to drive better 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?”*