Why Most Consultants Stay Busy—but Never Build a Real Business
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 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
Don’t be fooled. AI is supposed to make you faster.But is it really? In my consulting business, I can do research in seconds, draft proposals
Read this slowly. The ceiling in your consulting firm is self-inflicted. That’s not a criticism. It’s an observation I’ve made again and again, including in
Two types of consulting founders. One of them unknowingly kills growth. Over the last two decades in consulting, I have worked with and observed many
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
A consulting firm came to me recently with a problem I hear ALL the time but which isn’t talked about often. The client built his consulting
Many consultants say their win rates are high once they get a prospect meeting.But they often overlook a bigger problem. Most experienced consultants are comfortable
“Salesforce and other major corporations [have said to me], ‘We want to use AI the way you use AI.’” David Brock’s approach to AI is
A lot of consultants dismissed AI in management consulting. They did this at their own peril. Yes, the fundamentals of consulting remained the same. Clients