This is sound advice in general but it depends a little on your exact role. If you're the sole "important consultant" then this is true, but if you're sent ther

This is sound advice in general but it depends a little on your exact role. If you're the sole "important consultant" then this is true, but if you're sent there as part of a team doing a mix of consulting/bodyleasing/developing stuff for the customer it seems to happen quite often that someone at the customer will pretend (or not) to listen to your advice, do the exact opposite, and in the end blame you that the project didn't finish on time/on budget/whatever. And I think the problem is that you might be invested a little more as a temporary cog in the machine than when being strictly on your supposed high consultant horse.