Why a Dry Consulting Pipeline Is Often a Diagnosis Problem
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
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
I’ve seen patterns in why consulting firm momentum stalls. Not from theory. From watching firms grow well, then slowly lose momentum. On the surface, things
Many consultants and fractional executives don’t struggle because they lack clients. They struggle because… …their business is scattered. Too many services.Too many client types.Too much
“How do we get buyers to sign faster?” I hear this question a lot from consultants selling mid to large engagements (high-5 figure and beyond).
Consulting channel partnerships look like growth. Sometimes they are. But sometimes they can quietly box you in. You see this a lot in IT consulting,