Beyond Hourly Billing: Why Consulting Firms Need to Get Better at Measuring Outcomes
A couple of days ago, I attended an interesting workshop on Outcome Enablement, hosted by Tim Beattie and his team at Stellafai 🚀 I’ve written
A couple of days ago, I attended an interesting workshop on Outcome Enablement, hosted by Tim Beattie and his team at Stellafai 🚀 I’ve written
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.
Here’s my hypothesis on why good consulting work won’t always get you the next engagement. It will come down to adoption. When clients don’t adopt
Consultant, this is going to matter more than most people realize. As AI becomes more embedded in how we work, the time it takes to
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.
Most consulting firms know about the obvious revenue leaks – scope creep, underpricing, or poor lead follow-up. But what about the hidden ones? The leaks
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 boutique strategy consulting firm saw revenue fall by more than 50 % when pandemic pressures cut off CEO access and an anchor client ended its
If you’re pitching a prospect for a consulting deal, which model do you think appeals more to buyers? 👉 Model 1: Traditional time-based consulting –
A session with Mark Stiving, Ph.D. was packed with insight. We dug deep into what value actually means in consulting – and how to price