Zalina's approach begins before the first workshop. She charges for pre-engagement preparation as part of her fee, which includes reading the client's strategy documents, business plans, existing risk frameworks and any relevant industry regulation. She also requests a site visit at the start of most engagements to see the physical operations rather than just reading about them. Combined with frequent project meetings and a genuine willingness to listen before advising, this gives clients confidence that the work will be grounded in how their business actually operates rather than generic methodology. 

Zalina's primary channel is LinkedIn, which she describes as a free advertising platform. After each workshop or project milestone, she posts a brief update that signals she is active and delivering work in her field, without naming the client unless they have agreed to it. She also invests in speaking at conferences, not as a paid engagement but as a way to access a room of peers and potential clients without paying for a seat. Her advice is practical: reach out directly to conference organisers and offer to speak on your area of expertise. Organisers are consistently looking for speakers and it is a highly efficient way to build visibility and professional relationships simultaneously. 

Zalina identifies five. The first is genuine knowledge and expertise in your field, backed by appropriate certification rather than relying on a general degree. The second is interpersonal skill, because you need people at all levels of the organisation to engage with your work willingly. The third is resilience, because budgets are cut, priorities shift and convincing leadership to take risk seriously is a persistent challenge. The fourth is passion, which she describes as what drives you the extra mile when the work is difficult. The fifth, and the one she emphasises most in the context of consulting, is the ability to listen before you advise, because the quality of your recommendations depends entirely on how well you have understood the organisation before you start. 

Zalina's answer, drawn from direct experience, is yes. She began independent consulting at 55, and at the time of this session was 64 and had just been awarded a new project. Her point about age is straightforward: when organisations assess candidates for a full-time senior role, age is a factor. When they assess a consultant, experience and reputation are what matter, and both tend to improve with time. She also notes that the mental and physical demands of consulting work, including multi-day workshops, concurrent projects and regular client presentations, make it important to invest in your physical fitness as seriously as your professional development.