Consulting Practice Advice

What I’d tell my younger self on Day 1 of consulting (after 25 years in the game) If I could go back, this is what I’d tell myself on day one. Not to work harder. But to play the game better. Here’s the playbook I wish I had: 1. Take hard projects early and often. Your first years aren’t about being comfortable. They’re about becoming sharp. Don’t waste your learning curve on client management, PMO, or “fluff” work. Don´t chase your passion. There will be plenty of time for that. Do the due diligences, the pricing wars, and the market entries with zero data. Run toward the fire. Get stressed. Fix chaos. And don’t just do one type of project; chase range. You want to build judgment across industries, functions, and geographies. The goal? Live your first 24 months with war stories, scars, and a reputation: “This one figures it out. Under pressure. Every time.” 2. Get close to staffing. Very close. Staffing isn’t admin; it’s power. They control where you go, who you work with, and what you learn. Most juniors ignore them. Big mistake. Keep them updated. Ask what’s coming. Make their life easy, and they’ll protect you when it matters most. I’ve seen careers fast-tracked because someone at staffing quietly said, “You should put her on this one.” 3. Be the one they call when things get messy. You don’t want to be “the expert in margin trees for Chilean telcos.” You want to be the one who figures it out, no matter what. Let others play the specialist game. You play the game of trust. The goal is simple: When a partner says, “We’ve got a tough case, short timeline, nervous client”… Your name should come up. 4. Build your tribe. The people you meet in consulting will shape your career; and your life. Build real relationships. Find the associate who challenges you.The manager who teaches you. The partner who has your back. Consulting is brutal if you’re alone. It’s unbeatable if you’ve got people in your corner. 5. Take care of your damn body. Too many consultants make €10K/month… and eat like interns. Zero sleep. Uber Eats. No exercise. It’s a joke. 8kg more in their first 18 months. You only get one body. Respect it. Lift. Run. Sleep. Eat like an adult. You’ll be sharper, faster, and calmer, and you’ll outlast everyone else. Bottom line: Consulting will shape how you think for life. But it will also test who you are. Play it right, and you’ll leave with skills no one can take from you. Play it wrong, and it’ll burn you out before you even get good.

Your board wants 20% growth next year. Your team hears that number and their souls leave their bodies. 20%??? After they just killed themselves to hit this year's number? Todd Caponi , during this past week's Revenue Manager Lab at Sales Assembly, broke down a formula that should hopefully result in folks who are faced with goals like this exhaling a huge sigh of relief. The Results Formula: Revenue = (Qualified Opportunities × Deal Size × Win Rate) ÷ Cycle Length. Now here's where it gets interesting. Improve each metric by just 5%: - 5% more qualified opportunities (literally one more per rep). - 5% higher deal sizes ($2K on a $40K deal). - 5% better win rate (win one more deal you'd normally lose). - 5% faster cycle time (close 3 days faster). Result: 22% revenue growth. Don't believe Todd? Run it through whatever spreadsheet you want. Change the variables. Use different baseline numbers. ALWAYS comes out to 22%. Try 10% improvements across all four? You get 46% growth. But here's a mistake many leaders make: They pick one metric and try to double it. "We need MORE PIPELINE!" So they hire more SDRs, blast more emails, book more meetings. Pipeline goes up 50%. Revenue goes up 8%. Why? Because they flooded the zone with bullshit opportunities that destroyed their win rate and extended their cycle time. The magic is in the compound effect of tiny optimizations. A 5% improvement is nothing: - One better discovery call per month. - One less discount given. - One deal closed three days faster. - One bigger upsell identified. Stack those improvements. Compound them. Watch what happens. Your team doesn't need to raise their hand another foot higher. They need to raise it one inch higher in four places. Stop asking for heroics. Start asking for tweaks. The math is undefeated.

Lesson for Consultants - Don't Give Away Too Much in Consulting. Protect Your Value. Here's a lesson I've learnt over the years that I thought I'd share with you. It also cost my firm over K1 million in lost opportunities in 2024 alone. If you're in the consulting or advisory space, remember not to give away too much to clients during the initial exploratory stage where you're just having preliminary meetings and submitting proposals. This phase is about understanding the client's needs and assessing if there's a mutual fit for collaboration — not a free masterclass in your expertise. If anything, use this time to share success stories, highlight the outcomes you've achieved for other clients, and showcase the impact of your work. Avoid revealing your unique methodology or problem-solving frameworks too early. In my experience, many potential clients, unfortunately including ASX-listed corporations and even PNG government agencies, engage consultants to "pick your brain," extract ideas, and then never follow through with the engagement. Worse, if your proposal is detailed enough, they might implement your strategies internally — essentially receiving tens of thousands worth of consulting, problem-solving, and advisory services for free. Don't undervalue your expertise. Don't give away too much. Key Recommendations to Protect Your Value 1. Share Results, Not Processes Focus on case studies, testimonials, and measurable results rather than how you achieved them. I share outcomes, not my detailed methodology. 2. Limit Proposal Detail Provide a high-level overview of your approach but avoid detailed strategies or step-by-step solutions 3. Introduce a Discovery Phase Offer a paid discovery session where deeper insights and strategies can be shared in exchange for compensation. 4. Use NDAs When Necessary For sensitive or proprietary strategies, request a non-disclosure agreement before sharing insights. 5. Qualify Clients Early Identify whether the client has the genuine intent and budget to engage you before investing significant time. Also, make sure you are dealing with a decision maker, not someone who does not have the authority or influence to formally engage you. 6. Package Your Expertise Create premium reports, webinars, or workshops that can be monetized rather than giving insights away for free. Note that you can give away some services for free, but only if that is part of your strategy to secure more paid work from clients. 7. Set Boundaries in Meetings Politely steer conversations back to the problem and expected outcomes rather than delivering solutions. This is perhaps the most difficult to do, especially if you are trying to impress your clients with your subject matter expertise and you end up oversharing. Your expertise has value. Protect it, respect it, and get paid for it. 💡 #Consulting #BusinessAdvice #ProtectYourValue #Entrepreneurship #ProfessionalServices #SuccessMindset #Leadership #BusinessGrowth

The best coaching skills are NOT in the MANUAL. You can learn the frameworks. Memorise the competencies. Collect 100s of powerful questions. But great coaching is NOT about following a script. It is about noticing what is happening beneath the words and knowing HOW to respond. Here are 5 skills that separate technically good coaches from truly impactful ones: 1. Somatic presence The ability to stay grounded and fully present, especially when the conversation becomes uncomfortable. Your client becomes emotional. Instead of rushing to reassure them or filling the silence, you slow down and stay with them. Try this: Before each session, take three slow breaths and ask: What energy am I bringing into this conversation? 2. Interoception The ability to notice what is happening INSIDE your OWN body. A tight chest. A change in breathing. A sudden feeling of unease. Your client says, “Everything is fine"... but something in you shifts. Do NOT assume you know why. Become curious. Remember: Body signals are information, not proof. Notice first. Interpret later. 3. Intuition The ability to sense what may matter before it has been fully expressed. Your client talks about changing jobs. But you sense the deeper issue may be confidence, identity or fear of disappointing others. Use intuition carefully: “I may be wrong, but I’m sensing there could be something else here. Does that resonate?” Offer it as a hypothesis, never as the truth. 4. Spotting cognitive dissonance The ability to notice the GAP between what someone says they want and what they repeatedly do. “I want more balance.” Yet they accept every project, refuse to delegate and work late every night. That contradiction is often where the real coaching begins. Reflect it without judgment: “You say balance matters to you, yet your choices seem to be taking you in another direction. What do you notice?” 5. Conversational creativity The ability to move beyond predictable questions. When someone is stuck in analysis, another logical question may not help. Invite them to draw the situation. Use a metaphor. Change seats. Imagine what their future self would say. When the conversation is stuck, do not only change the question. Change the form of the conversation. Use silence. Use movement. Use imagery. Use a different perspective. Coaching mastery is not about having the perfect question ready. It is about being present enough to notice what the moment requires. Which skill would you add in #6 ?

A strategy consultant came to us with 22 years of experience and exactly zero inbound leads from LinkedIn. She had 1,400 connections. She posted occasionally. She described her profile as "fine." But nothing was converting. No messages from prospects. No conversations started. No calls booked. We rebuilt her system in 5 days. Day 1-2: Rewrote her headline and About section to speak to one specific buyer. CFOs in mid-market manufacturing companies navigating post-acquisition integration. Day 3: Built a content rhythm around 2 posts per week, each tied to a real operational problem her buyers face. Day 4-5: Installed the daily lead sequence — 20 minutes per day of targeted outreach and follow-up using our 3-touch framework. Within 6 weeks she had 11 new qualified conversations. By week 10, she closed her first engagement at $35k. A prospect who found her through a post and then received a follow-up message. No ads. No agency. No automation tools. Just a system that compounds. The gap between "LinkedIn does not work for consultants" and "LinkedIn fills my pipeline" is almost always infrastructure, not effort. Save this if you are building your LinkedIn system this quarter. #ExpertProject #LinkedInLeads #ConsultingGrowth #SalesSystem

In business and life, the best outcomes go to the best negotiators. Most people think negotiation is about winning. It's actually about understanding. What separates good deals from great ones? It's not aggression. It's not manipulation. It's not who talks loudest. It comes down to mastering the human side of the exchange. Here's the path that works: 1. Prepare Like You Mean It Research goes beyond Google. Understand their pressures, their goals, their challenges. Knowledge becomes helpful when used with care. 2. Open With Real Connection Forget the power plays. Start with curiosity and respect. The tone you set in the first 5 minutes shapes everything that follows. 3. Explore What's Underneath People fight for positions. But they negotiate for reasons. "I need a better price" might really mean "My boss needs to see I'm adding value." Find the why behind the what. 4. Trade Value, Create Value The best deals aren't zero-sum. Look for ways both sides can win. Sometimes what costs you little means everything to them. 5. Close With Total Clarity Handshakes aren't contracts. Document what you agreed to. Confirm next steps before you leave. Ambiguity kills more deals than disagreement. The biggest mistake I see leaders make? They negotiate like it's combat. But the best outcomes come from collaboration. When you're across the table, remember: 👂 Listen more than you speak ❓ Ask "Help me understand..." when stuck ⏸️ Take breaks when emotions rise 👟 Know your walk-away point before you sit down Your style matters too. Sometimes you need to compete. Sometimes you need to accommodate. The magic is knowing when to shift. Success isn’t given. It’s negotiated. But how you negotiate determines whether you build bridges or burn them. Choose wisely. 📌 Save this for your next negotiation. ♻️ Repost if this helps you (or someone on your team) negotiate. 👉 Follow Desiree Gruber for more tools on storytelling, leadership, and brand building.

Most professionals over 50 think launching a consulting practice means changing their LinkedIn headline and waiting for inquiries. That's why most consultants struggle to land paying clients. The ones actually generating revenue made themselves significantly easier to hire by building proof before asking for money. 10 portfolio career moves that make landing consulting clients 10x easier: 1. Create a one-page case study documenting a real problem you've solved with specific, measurable results - companies buy proven solutions, not impressive credentials 2. Build a micro-offer priced at $2-5K that clients can approve without lengthy committee processes - small initial wins consistently convert into larger retainers 3. Position yourself in a genuinely searchable niche - "supply chain optimization for mid-market manufacturing" generates qualified calls while "business consultant" creates noise 4. Leverage your previous employer network strategically - former colleagues now hold decision-making roles at other organizations and already trust your judgment 5. Publish weekly thought leadership content on LinkedIn addressing your clients' specific pain points - consistent visibility creates inbound opportunities 6. Offer a free 30-minute diagnostic consultation - let prospects experience your expertise and thinking before they commit budget 7. Join industry associations and attend conferences where your ideal clients actually gather - meaningful relationships happen before contracts get signed 8. Build referral partnerships with complementary consultants serving the same client base - strategic collaboration beats isolated competition 9. Create a simple one-page website clearly showcasing your specific expertise and documented client results - credibility matters when clients research you 10. Follow up systematically with every warm connection from your network - most consulting engagements originate from conversations, not cold outreach Your accumulated expertise is genuinely valuable. But organizations aren't hiring potential or years of experience - they're hiring demonstrated proof you can solve their specific problem starting immediately. Sign up to my newsletter for more corporate insights: https://vist.ly/4hcc6 #consultingcareer #portfoliocareer #careerafter50 #jobsover50 #freelanceconsulting #consultingbusiness #secondcareer #independentconsultant #businessconsulting #careeradvice

Ever been thrilled to kick off a new coaching or facilitation project, only to have things unravel before your eyes? You’ve got the green light, your client’s excited, you’re excited... and then: 😬 Deliverables turn into moving targets. 🫨 Tasks start sneaking into the scope. 🙄 Communication becomes reactive. 🙄 And somehow, you're doing more than you signed up for. Sound familiar? These issues can lead to frustrated clients, strained relationships, and results that don’t reflect your expertise. Worse, you’re left questioning your own abilities. The root cause? Poorly initiated projects. The fix? A rock-solid kickoff meeting. Here’s how I run mine to set the stage for smooth sailing: 1️⃣ Set the agenda and introduce the team. Share the agenda in advance so everyone’s prepared. A quick intro sets a collaborative tone. 2️⃣ Review the project overview. Revisit the high-level goals and objectives. Frame it as a partnership—you’re in this together. 3️⃣ Explore hopes and fears. Ask what success looks like for the client, but also what could go wrong. Addressing fears early helps build trust. 4️⃣ Create a risk and opportunity register. Most people track risks, but don’t stop there. Highlight opportunities to amplify success—maybe another internal initiative aligns with your work. 5️⃣ Revisit the timeline. Pull the timeline from your proposal and check if it still works. Revise as needed and confirm key milestones. 6️⃣ Discuss team culture and expectations. How do you want to work together? Align on communication styles and ways of working to avoid surprises later. 7️⃣ Define next steps. End with clarity: What happens next, and who’s responsible for what? 💡 Pro tip: Send pre-work in advance, like a draft risk/opportunity register. The meeting should refine, not start from scratch. The result? ✅ Clarity ✅ Alignment ✅ stronger relationships. A well-run kickoff leads to happy clients, repeat business, and—you guessed it—referrals. Start strong, finish stronger. ~~ ✍️ What’s one thing you always include in your project kickoff? Let me know in the comments! 👇

If you have been fortunate enough to receive a job offer right now, first of all, that is huge. Truly. This is one of the most competitive hiring markets our industry has seen in years. But once the excitement settles, do not lose your nerve when it comes to negotiating. An offer is not a fragile glass sculpture that will shatter the moment you ask a reasonable question. Companies expect some level of discussion, and how you handle this stage sets the tone for how you value yourself throughout your career. Here are some practical tips to help you navigate it calmly and professionally. • Take a breath before responding Thank them, express genuine excitement, and ask for a little time to review. Even 24 to 48 hours gives you space to think clearly instead of reacting emotionally. • Know what actually matters to you Base salary is only one lever. Also consider bonus structure, equity, contract length, remote flexibility, relocation, title, scope, learning opportunities, and team stability. • Do your homework on ranges Look at industry salary data, talk to trusted peers, and understand what is typical for your level, discipline, and location. You are not asking for a favor. You are aligning to market reality. • Anchor your ask in value, not need Avoid framing things as “I need more because my rent is high.” Instead say “Based on my experience with X, Y, and Z and current market ranges, I was hoping we could explore a base closer to…” • Be specific, not vague “I was hoping for something higher” is hard to act on. “Would it be possible to move the base to 115K?” gives them something concrete to respond to. • Prioritize your asks Do not negotiate ten things at once. Pick one or two that matter most. If base cannot move, maybe sign on bonus, remote days, or title can. • Stay warm and collaborative This is not a battle. You are future teammates. Use language like “Is there flexibility here?” or “Can we explore options?” instead of ultimatums. • Get everything in writing If anything changes from the original offer, ask for an updated letter. Verbal assurances can get lost when teams change or time passes. • Remember they already chose you They spent time, energy, and political capital getting you approved. A thoughtful, professional negotiation rarely kills a deal. Silence about your needs can hurt you for years. • Know your walk away line privately You do not have to share this. But be honest with yourself about what would make the role unsustainable long term. That clarity helps you negotiate with calm instead of fear. You worked hard to get here. Negotiating respectfully is not greed. It is part of being a professional in an industry where roles, teams, and companies change often. Starting from a fair place makes every future step easier.

11 negotiation tips I wish I knew when I started in sales: 1. Forget what they're asking for. Uncover the underlying need. Your buyer's 'ask' is a means to an end. What's their end? If you uncover that, you can find a solution. If you don't, it's impossible to negotiate. You can only haggle. 2. How you explain your pricing can either prevent or create objections. Bad way: "We charge $1k/seat and have a 5 seat min." Better way: "Our initial pricing is $5,000, and that covers you up to your first five users." 3. Quantify the business value. Do this before you negotiate. A $100,000 price tag looks like a lot to anybody. But a $10 million problem makes $100k look like nothing. 4. Establish 'must have' differentiation. Naive sellers think quantifying value is enough to win. It's not. Because if your buyer thinks your competitor can deliver the same value, but they're 50% of your price? You're toast. 5. A motivated champion is your best defense against procurement. Procurement grinding you down on price? Nothing like a champion to exercise their political capital. Creating champions is a skill. Learn it. 6. Multi-threading is your best "deal insurance." What happens if that champion gets canned? That's a lonely place to be. Building a multi-threaded network in a deal is your best insurance policy. 7. Begin the negotiation session by summarizing the business value. It's easy to argue over price in a vacuum. “II thought I’d spend the first few minutes summarizing the key elements of our partnership so we’re on the same page. Fair?” Remind them what's at stake. 8. Put the onus on your buyer. When you run into an issue, ask them a question. "What do you think is the best way for us to find a win/win?" Get them to solve the problem. They'll feel in control. 9. Never agree to a concession without knowing what comes next. Your buyer asks for a 10% discount? Great. You have authority to give it. But don't yet. Instead ask this: "If we came to an agreement on price, still has to happen before partnering together?" Most likely, they have more asks. Get all of those on the table before responding to a single one. 10. Give your concessions in decreasing increments. If your first concession is 10% off, then your next one is another 10% off, guess what? Your buyer thinks they can get yet another 10% off. But if your first concessions is 10% off, and your next concession is 3% off, your buyer feels they're at the end. 11. Isolate price resistance into 1 of 3 buckets: "Usually if people have an issue at price at this stage, it's for 1 of 3 reasons: First, you don't see the value. Second, you do see the value, but you have some sort of constraint. Third, you're just trying to get the best deal you can. Which of these is true for you?" Solve accordingly based on their answer. What tips would you add?