Why Hiring for Growth Doesn’t Work Until the Founder Changes
“I hired the best head of sales I could find. It didn’t work.” I hear some version quite often. The agency that generated unqualified leads.
“I hired the best head of sales I could find. It didn’t work.” I hear some version quite often. The agency that generated unqualified leads.
Ask a consulting founder about the potential of their current offering.They’ll say “huge.” “Massive opportunity.” “We’ve barely scratched the surface.” Then ask them to design
The most dangerous BD activities are the ones that feel productive. Most consultants I know are not avoiding business development. They are doing it every
A few years ago, my former boss who had built a $10M consulting firm told me something I’ll never forget. I was asking him questions
A consulting firm owner came to me recently. New direction, no pipeline. He thought he needed a better channel strategy. More outreach. New platforms. Better
The two consulting founders I keep seeing both have strong expertise, good networks, and early referral momentum. One of them quietly stalls. The other doesn’t.
A 15-person strategy consulting firm lost more than half their revenue in under a year. Here’s how we fixed it. Their anchor client was gone.
Most consulting firms obsess over the obvious revenue leaks.Scope creep. Underpricing. Poor follow-up. The ones that quietly cost you the most are harder to see.
A few years ago, my former boss who had built a $10M consulting firm told me something I’ll never forget. I was asking him questions
❌ When consulting revenue dips, don’t do this. The best consultants I know do the opposite. When consultants see a dip in revenue, the knee-jerk