This internal report aims to transfer my (the author’s) structural capital and tangible knowhow in building intellectual capital within a consultancy business. The report is based upon 15+ years of experience in building intellectual capital in a number of international consultancy businesses. The roles I have had in the different organisations have been as CEO, Chairman, VP of Training, advisor and external consultant. The definition of Intellectual Capital used in the report is based upon Leif Edvinsson and the work of Intellectual Capital of Sweden AB. Professor Leif Edvinsson divided Intellectual Capital into three main categories plus the business idea: relational capital, structural capital and human capital. The difficult thing with consultancy firms, especially management consultants operating in a premium market, is capturing, sharing, diffusing, refining and generating new explicit knowhow. However, tacit knowhow is even harder to capture, share, diffuse, refine and generate within an organisation with individualistic knowledge workers, and is thus dependent upon the social capital of the firm.