I would say that they are both very similar in that they both require a degree in a particular field to be successful, but the income is not quite the same. The differences are that the business analyst consultant requires a high-paying job to be successful, while the salary for a consultant is generally commensurate with a business analyst’s hourly wage.
I recently interviewed a business analyst consultant and he made $85,000 a year. That’s not a bad salary, but it is a significant drop from the $145,000 per year he made as an IT consultant. The consultant makes more money as an analyst consultant than an analyst itself, so he can also make a slightly larger salary as an analyst consultant.
I’d say that the pay gap between analyst and consultant isn’t that big. As an analytics consultant, he might not need a pay cut, but the pay gap between a business analyst consultant and a business analyst itself is very significant. So even though he’s making an average of 90,000 a year, he’s getting a pay cut of 40,000 per year.
The analyst doesn’t have to worry about that because he’s the only one. The consultant does.
We live in a society where the average salary for a business analyst consultant is about $90,000. According to some estimates, the average business analyst consultant makes $80,000 to $90,000. And this pay gap is increasing. In 2010, it was $18,000 to $40,000 a year. Now it’s $40,000 to $80,000.
The reason for the pay gap is that the analyst consultant and the consultant are doing different things. The analyst consultant is in charge of fixing the problems that the consultant is assigned to fix. The consultant is just there to give the analyst consulting advice.
When you think about the cost of a business analyst consultant, you will notice how often the consultant gets a pay cut. What’s more, the consultant actually has a great deal of the time that he takes to fix the problems that he was assigned to fix. If I were to pay more for my analyst consultant, I would have to take a lot less time to do that.
I agree with the idea that a consultant is there to give the business analyst consulting advice. But the cost to the consultant on a daily basis is so much higher than the salary that the analyst gets. I was recently sent a quote from an accountant for a consulting business analyst position. The contract stated that the salary was $80,000 a year, with bonuses of up to $40,000 and $50,000 depending on the size of the company.
The problem is that those employees are not the ones who are paying the consultant. The consultant is actually a member of the company, so their salary is the same regardless of how much they are paid.
The consultant does have a say in how much they are paid, but the actual salary is determined by the company. The problem is that the company doesn’t have the money to pay a consultant for every employee, so they pay the consultant a salary that is higher than the actual salary of the employee. The result is that the company can take advantage of the consultant’s higher salary by paying him a higher than actual salary, while the consultant is essentially a slave to the company.