I have several relationships right now with companies where I'm essentially playing coach to the CIO or CTO. That's a nice role and probably the most fun I've had in any of the consulting I've done. I get pulled into all kinds of things. Sometimes, its a quick question about a product and other times its a multi-week session to develop product strategy. I mentioned this sort of thing in a discussion of CIO resolutions for 2005. Many people are in roles where they could use a coach. Coaches aren't necessarily someone who can do the job better and they're certainly not an indication that the person getting coached can't do the job themselves. The value I provide has a couple of components. First, I have perspective because I'm not in the day-to-day work. Second, I have the luxury of keeping current--somethings that's hard to do in any role with operational responsibilities.