10. Building a Sales Function That Doesn’t Depend on the Founder
The most revealing question we ask when we start working with a consultancy founder is this
9. The Difference Between Activity and Progress in Business Development
A commercial director at a firm we were working with showed us their business development
8. Why Great Consultants Often Struggle to Sell
One of the most persistent frustrations we hear from consultancy founders is some version
7. The Five Sales Metrics Every Consultancy Should Review Weekly
Most consultancy leaders know their revenue number. They know what’s been invoiced,
6. Why Private Equity Doesn’t Buy Potential. It Buys Predictability.
Having worked with a number of consultancy founders who have been through PE processes
5. The Hidden Cost of Waiting Until Pipeline Is Empty
There’s a pattern that plays out with striking regularity in consulting firms, and it usually becomes
4. Your CRM Isn’t the Problem. The Process Behind It Is.
“We’ve got a CRM but nobody really uses it.” We hear this constantly, and in our experience
3. What Buyers Actually Want From a Consultancy Sales Conversation
We sat in on a sales meeting recently where the consultancy had done everything by the book.
2. The £3 Million Sales Ceiling: Why Founder-Led Consultancies Get Stuck
There’s a revenue level that comes up again and again in conversations with consultancy founders.
1. Why Most Consulting Firms Don’t Have a Sales Problem. They Have a Sales Process Problem.
A firm we work with had been sitting at roughly the same revenue level for three years. Not struggling, not growing, just flat.