These political consultants love business guys who've never been in politics to try and take advantage of them. I get that.


The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way we've taught managers to make decisions and consultants to analyze problems condemns them to taking action when it's too late.

Working with some outside consultants or people that really can bring you an external perspective or a benchmarking to identify opportunities is a really good way to work.

I'm not the geek in the family: I'm the organizer. But what I do know is that we have a very terrific team of consultants, former federal cybersecurity experts who are working with us to make sure we have a very safe system.

One of the things that I think you see sometimes in politics is a certain degree of caution. It's usually advised by consultants who don't want to see you march to the end of a limb.

When I first started talking about running for office, a lot of people said to me, 'Don't let the consultants change you,' and I'd always assured them that I wouldn't allow it to happen. But like it or not, I had to change. Not because of a consultant, but because I started to understand the cost of a stupid mistake.

For too long, Missouri has been run by career politicians, owned by corrupt consultants, high-paid lobbyists and special interests.

In Washington, there are jobs that have official titles: chief of staff, campaign manager, director of communications. Then there are all these vague and murky headings over people who are just special consultants or advisers. We really don't know what their gig is.