Over time I have noticed two mindsets among consulting founders. “Project Leaders” focus on delivering client work and look for a quick exit from sales. Their favourite shortcut is the “strategic partnership” that promises a steady stream of warm leads.
Examples:
👉 A management consulting firm that partners with an accounting firm (which shares a similar client profile).
👉 An independent consultant that partners with a lawyer/s with a similar client profile.
👉 A firm or independent that partners with an industry association or group that has access to potential clients.
The reality is less enticing. Strategic Partners chase their own numbers first, so your firm receives inconsistent attention. Joint pursuits drag on, deals stall, and your unique positioning blurs. Revenue may jump after a lucky win and sinks just as fast. That cycle is the Project Leader trap: outsourcing growth instead of leading it.
“Growth Leaders” play a different game. They still collaborate, but only after building their own sales engine. Partnerships become add‑ons, not the primary sales channel. Before you pin your hopes on a partner agreement, consider these facts:
🚩 The partner’s sales team will always prioritise offers with the highest commission and lowest friction, which may not be yours.
🚩 Clients engage through the partner first, so you lose direct control over the message and the margin.
🚩 Reliance on a single channel concentrates risk; a personnel change on their side can erase your pipeline overnight.
🚩 Chasing partner deals drains hours you could invest in refining offers, publishing thought leadership, or nurturing your own list of prospects.
Partnerships can extend your reach, but they should support a system you already command, not replace it. If predictable growth is the goal, own the sales process from positioning to close.
That’s what Growth Leaders do.
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