The Ultimate Guide to Choosing a Consulting Business Model

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Table of contents

• What are the different types of consulting business models?
• How to choose the ideal consulting business model for your business, as a solo consultant
• Common consulting business model challenges for solo consultants
• Learn how my private, 1:1 coaching, unlocks your potential to grow your solo consulting business

 

Who is this guide for

 

Many independent consultants stumble into their consulting careers without intentionally designing their business model. Like myself, you may have started as a consultant by chance or transitioned from a previous job. However, it's crucial to purposefully choose the right business model that aligns with your personal and professional goals.

In this blog, we will explore various consulting business models to help you make an informed choice. Your selection should reflect your financial aspirations, job satisfaction, client impact, growth ambitions, and more. By consciously crafting your consulting business model, you can create a business that not only suits your current circumstances but also paves the way for your future success.

Whether you aim to maximize profits, create meaningful client relationships, or scale your business, the right business model can make all the difference. So let's delve into these models and find the one that works best for you and your consulting career.

 

What are the different types of consulting business models?

 

There are a variety of different types of business models when you think about independent consulting or consulting in general. And so first let's start off with defining what those various business models are. That then you have the background from which we can move on to step two, which is choosing the best business model for you.

There are also various facets to a business model that you’ll want to consider, including who you have on the team to deliver the work for clients (just you or a team of people), how you deliver your consulting services (in a productized way or custom solutions), the pricing model you leverage (which influences how you spend your time and the income levels you can enable).

 

Consulting firm vs. boutique consultancy vs. solo consulting (independent consultant)

Let’s compare a consulting firm, boutique consultancy, and independent consulting models.

 

Consulting firm

A consulting firm is a business model where you assemble a team of consultants, often your employees, to provide consulting services to clients. In this model, your primary focus is on selling enough projects to keep your team fully occupied and productive. It can be a highly profitable venture, potentially generating millions in revenue and substantial profits for you as the business owner.

One advantage of this model is that it allows you to build a business entity separate from your self-identity, which can be sold or transitioned in the future. Typically, consulting firms work with clients seeking comprehensive solutions, often involving multiple areas of expertise within a single engagement.

However, running a consulting firm comes with challenges. You need to recruit and train consultants to deliver high-quality, standardized services consistently. Selling enough projects to keep your team busy is essential. Success also depends on establishing a strong reputation and market presence, making your firm the go-to choice for clients.

While this business model offers significant revenue potential, profit margins, and long-term exit opportunities, it requires strong sales and management skills to thrive.

 

Boutique consultancy

A boutique consultancy shares similarities with a consulting firm but has a more specialized focus. In a boutique consultancy, you typically have employees or subcontractors to deliver client services. The core of this business model is centered around consistently selling projects to ensure full utilization of your team, maintaining profitability, and avoiding idle resources.

This model is excellent if you aim to build a reputation for a very specific specialization, whether it's serving a particular type of client, solving specific problems, or achieving precise outcomes. A boutique consultancy allows you to establish a unique identity and become recognized and sought after for your expertise.

The benefits include a centered message, easier pipeline development, and the potential to create a strong inbound demand due to your specialization. Moreover, a boutique consultancy can be turned into an asset that's not solely reliant on your personal brand, making it saleable when you're ready to transition.

However, building a boutique consultancy can be challenging due to its narrow focus. Committing to a specialized niche can be mentally demanding. Success depends on your ability to sell work consistently and manage resources effectively. One major danger is selling projects with low margins or even at a loss, which can hinder profitability despite high revenue. To overcome this challenge, focus on marketing, sales, and pricing that ensure your engagements remain profitable. While challenges exist, they are not insurmountable, making the boutique consultancy model a valuable consideration for consultants.

 

Independent consulting or solo consulting

The independent consulting model, often referred to as the solo consulting business model, is a business structure where you, as a consultant, work independently to sell and deliver services to your clients. In this model, you are the one-person show responsible for every aspect of your business, from business ownership and sales to financial management and client service delivery.

While you can occasionally bring in subcontractors to support you behind the scenes, you typically remain the primary client-facing individual. This approach allows you to expand your capacity without hiring employees or building a larger business infrastructure.

Independent consulting can be highly profitable because the operational costs are usually low. You may only need to invest in essential software, continuous education, and coaching to enhance your business success.

One significant benefit of this model is that you avoid the complexities of managing others. You have the freedom to choose the projects you want to work on and execute them according to your preferences. If you prefer minimal management responsibilities and enjoy autonomy, this model can be very appealing.

However, there are downsides to consider. In an independent consulting business, your brand is often closely tied to you, making it challenging to turn it into a saleable asset. This model rarely provides a clear path for an exit strategy. Moreover, it can be isolating, with the entire business's weight resting on your shoulders. You're responsible for every aspect, from acquiring new clients to generating income.

To succeed in a solo consulting business, you must wear many hats, primarily focusing on marketing, sales, and client delivery. While you can seek support behind the scenes, your clients typically choose you because of your expertise and personal touch.

In summary, the independent consulting model offers autonomy, flexibility, and cost efficiency but may lack the potential for a future business sale. It's a business model that empowers you to create your path and take control of your professional destiny.

 

Productized consulting: Providing standardized services tailored to specific client needs

 

Next, let's explore the aspect of your business model that relates to how you deliver your consulting services. There are three primary ways that you can deliver your consulting services. 

One is customized solutions where you're building out a unique solution and proposal for each of your clients, and your projects or engagements are typically unique to each of your clients. This is what I would call a more bespoke solution-based business model where everything is fairly highly customized, highly tailored, and requires a lot of handcrafting as it relates to understanding the client's goals and objectives, pinpointing the challenges that they're facing, whether they see them or not, and ultimately building up proposed solutions such that the client would agree to move forward with one of those proposals.

On the other side of the spectrum are productized solutions where you are providing productized consulting services that are more cookie-cutter and repeatable for your clients. An example of this might be you are a fractional CFO who provides fractional CFO services that would be a stand-in for a full-time CFO if the company was at the size where one would be beneficial. In this case, you're just providing a fractional CFO-type role to fill in the gap and start getting them established with a finance organization and the behaviors and habits and systems and processes and technology that would go along with a finance organization. So that is a product that can be considered a productized solution in the sense that you would come in and start implementing what you know to be a best-in-class type finance organization for that size company and who is your client in whatever industry they're in.

If you look at those two things on either side of the spectrum, customized consulting and productized consulting, then, of course, you can find solutions that go anywhere and everywhere in between those two areas of the spectrum. So as you're starting your consulting business, or as you're growing or wanting to scale your consulting business, you want to think about what your goals are from the perspective of your business model. How do you want to be spending your time on a day-to-day basis, on a weekly basis, on a monthly basis, and on an annual basis? How do you want to be spending your time?

Do you want to be spending your time providing highly customized, tailored, specialized services to each and every one of your clients, recreating a new wheel each time as you go? Or would you prefer to implement the same thing over and over again and get good at implementing something that you repeat and reuse? Or is it somewhere in between where you'd like a little bit of variety but also a little bit of repeatability?

As you're thinking about your business model, this is something you're going to want to take into account so that you are building out your services in a way that matches up to the way that you want to be spending your time, your energy, and your resources moving forward.

 

Pricing your consulting services: Time-based, project-based, and retainer-based consulting models

 

The next consideration you want to take into account as you're building out your consulting business model, or refining your consulting business model is to think about pricing. As you think about pricing, there are several different aspects to take into account.

The first is how you want to spend your time. Do you want to build on a time-based model such that you know you're getting compensated for every single hour you're spending? Sometimes that can be a great way to start as a consultant because you're not sure when you're new, how to establish pricing, how to make sure that the pricing is profitable, and quite frankly, how to qualify and sell your consulting services. So it can be very straightforward to start with a more time-based model where you know you're getting compensated for each hour that you spend.

At the same time, eventually, you may want to evolve into other types of pricing models such as project-based, retainer-based, or even value-based consulting models, so that you are not attaching your compensation to the number of hours you're spending and so that you're not hitting a ceiling of what your client's interpretation of what each of your hours is worth.

When you think about project-based billing, that is the concept where you have a clear understanding of the scope of the project and can estimate how much time it's going to take and then likely add some buffer in there. You might also employ subcontractors to do the work and charge them out at a profit so that ultimately you are charging your client based on the outcome of the project and the overall scope of the project rather than on the number of hours that it takes to deliver against that project. That can be a great business model or pricing model when you have a better understanding of how to scope a project, how to identify the client's requirements and expectations, and you have the mechanisms in place to capture the scope and handle any scenarios that would be categorized as scope creep. When you price based on a project model in a successful way, you end up driving out a lot more margin or profit for that type of pricing model.

Retainer is another type of pricing model. It often goes with a consulting business, whether it's an independent consulting business or a boutique agency, or even a consulting firm. A retainer-based model often goes along with advisory-type services or fractional-type services, where you are repeatedly providing a service to a given client and they have access to you as a result of your retainer relationship. The retainer relationship in a consulting firm is usually different than what you might be used to. For example, if you hire a lawyer and put them on retainer, where you just prepay for hours and then draw down against them in a consulting retainer, at least a healthy one you want to be charging your client for a repeatable retainer that isn't typically attached to a certain number of hours or guarantees a certain number of hours. It might be loosely based on a certain number of hours to set expectations and create some boundaries for you and protections for you. But ultimately, the client is paying for you to provide either advisory access to your advice, or they're paying for you to purchase some portion of your capacity for you to give to them and execute against a certain objective such as fractional-type work.

The other type of pricing model that is common for consultants is what's called value-based pricing. That's where you truly understand and are able to uncover the ultimate value in a quantifiable way to the client that they would enjoy as a result of the project or engagement that you are proposing to them. You are able to quantify that value and then charge some portion of that ultimate value to the client as a reflection of the work that you're doing. 

So for example, you might work with a prospective client in a sales cycle, uncover what their goals are, and understand and quantify those goals when you help them reach them would be worth $5 million in additional revenue or $100 million in cost savings, or whatever the case may be for your particular client. Then you would charge some portion of that. So if it's $100 million in savings and you know that it's going to be a full-time focus for you for the course of six months, you may end up charging them $100,000 to execute against that project or $250,000 to execute against that project.

Again, it's less of a reflection of how much time you would be spending, although you need to know those numbers to protect yourself in your estimates, pricing is much more based on the ultimate value to the end customer rather than a reflection of how much time you would be spending.

So as you think about your consulting business model, you want to make sure that you incorporate pricing into that business model so you know how you're going to price out your engagements and ultimately what type of behavior drives for both you and the way your client interacts with you. It's a fundamental decision that you make in your business. But also keep in mind that it's not unchangeable. You can start, for example, with time-based billing because it's easier to sell in most cases and simpler to deliver in most cases. Then over time, as you get better at understanding your clients, how to discover their scope, how to price out proposals, and how to protect yourself from scope creep or changes when you're delivering, either because you have enough buffer that it doesn't matter or because you've got mechanisms in place to handle the scope creep. When you get to that place and have evolved, you can start layering in things like project-based pricing or value-based pricing to help provide you with more flexibility and more autonomy. And to provide the client with a better focus on the ultimate results you're delivering rather than worrying about how much money they're paying you by the hour or day.

For more on consulting pricing and fees, read: The Independent Consultant's Rate and Retainer Fees Guide

 

Consulting travel considerations

 

Another consideration to think about when you're building out your business model is how willing you are to travel. For some consultants, they don't want to travel at all. So they want to build their business model around a set of services, a type of clients, and the type of outcomes that they deliver for their clients in a way that is supported by remote work.

As you're thinking about what your service offerings are and who your ideal client is, or as you're refining your consulting business model, you want to think about your travel preferences. It could be 100% travel, 0% travel, or somewhere in between. Align your business model to your preferences so that you're setting up a business model that you love being part of and not something that has just recreated some of the things that you didn't like about corporate life.

 

Hybrid consulting models

 

It's important to point out that as we go through the different types of consulting business models and walk through the pros and cons of each of the business models, it's important to note that it isn't an all-or-nothing choice. It isn't one thing or another. There can very well be hybrids of any of the scenarios that we just walked through.

As you're thinking about what you want to deliver to your clients, the nature of the work you want to deliver, how you want to deliver that work, where you want to deliver the work from, whether you want to work on your own or with a team of resources, your revenue potential, income potential, and your exit strategy, consider that you can mix and match different types of business models to create a hybrid approach.

For example, you might consider offering traditional consulting where you work with your client, either by yourself or with a team, to deliver engagements. And then you might also augment that with some form of training or repeatable playbooks that you provide to your clients for self-guided work. These tools can be offered as part of your solution or in place of direct consulting, especially for clients who may have budget constraints.

Think about the variety of mechanisms you can use to deliver results to your ideal clients. Consider the problems they're facing, the outcomes they want to achieve, and the different ways you might deliver your services in a hybrid way. This approach allows your clients to get the best results while allowing you to protect your capacity and avoid overworking. You can refer out work to others or provide alternative solutions, such as digital delivery methods, to help clients overcome their challenges and achieve their goals.

 

Integrated consulting

 

One way that consultants deliver their services, especially independent consultants who are in the early stages of their business, is by offering staff augmentation work. In this case, as a consultant, you become part of the client's team. You might integrate into their team seamlessly, filling in for a full-time position that's temporarily vacant due to reasons like maternity leave or an open role. Staff augmentation work can also involve taking on a role that was previously filled by a full-time employee but is now being handled by a contractor.

Staff augmentation work is often associated with lower pay than traditional consulting. It tends to be more tactical than strategic and may be viewed as a role where you're simply an extra pair of hands, with less autonomy over what, how, when, and for whom you work. This model can also limit your flexibility and control over your income and revenue generation.

While there are drawbacks to the staff augmentation model, it can be an excellent starting point for consultants who are just launching their businesses. It provides a way to generate quick revenue while you're still learning the ins and outs of marketing, selling, pricing, and other essential aspects of running a consulting business. However, it's essential to consider the long-term implications.

Over time, relying on staff augmentation work can lead to burnout and overwork, especially if you're billing by the hour and constantly debating whether to work more hours or take time off. Additionally, this model can limit your earning potential because clients often compare your hourly rate to what a full-time employee might earn for similar work.

For long-term success in consulting, it's usually beneficial to transition away from staff augmentation relatively early in your consulting journey. Explore other delivery and pricing models that offer greater autonomy, flexibility, fulfillment, and ultimately, higher income potential.

For more on this, read the article: Pros and Cons: Independent Consultant vs. Contractor

 

How to choose the ideal consulting business model for your business, as a solo consultant

Let’s walk through the four steps to choose the ideal consulting business model for your independent consulting business.

 

Step 1: Aligning your business model with your personal and professional goals

 

The first step in shaping your consulting business model is a deep, honest self-assessment. Take the time to understand your personal goals, professional objectives, and your vision for work-life balance. This initial step is about gaining clarity on your requirements and defining what you want from your consulting venture.

Your aspirations will play a crucial role in shaping your business model. For example, if you aim to use consulting as a temporary measure, your decisions will differ significantly from those of someone looking to build a boutique consultancy over the next couple of decades, eventually creating an asset they can sell when the time is right.

In this first step, get clear about your income expectations. Consider whether you want to build a team or operate solo. Think about your ideal work schedule. Do you prefer long breaks during the summer or holidays? Are you looking for a three-day workweek with a three-day weekend? Determine the kind of income you want to generate and whether you aim to build an asset that can be sold later.

The key here is to be brutally honest with yourself. Don't water down your desires by what you consider practical. Avoid letting preconceived notions or external influences dictate your goals. Instead, focus on what you genuinely need and want.

Remember, your requirements should be agnostic of any specific business model. Avoid making choices based on prestige or what others might think is the right path. Reflect on whether your desires are driven by ego or external validation. For example, if you thought you wanted to build a big consulting firm because it seemed prestigious, but you realized this desire was rooted in ego rather than genuine fulfillment, it's essential to step back and reevaluate.

Strip away external influences and ego-driven aspirations to reveal your true desires and goals. By doing this, you gain the clarity needed to choose a business model that aligns with your authentic aspirations and sets you up for a successful consulting journey.

For more on this, read the article: Mastering Work-Life Balance as an Independent Consultant 

 

Step 2: Leveraging your skills and experience in a particular model

 

In the journey to determine your consulting business model, the second step is all about understanding the raw materials you have at your disposal. Take a moment to recognize and appreciate your professional journey—your accumulated experiences, skill sets, industry expertise, and even the case studies that showcase your consulting capabilities.

It's crucial to get crystal clear about these skills and experiences so that you can align them with the services you want to offer your clients. Don't underestimate your abilities. Often, consultants tend to downplay their experience or dismiss it, thinking it doesn't count because they weren't in formal consulting roles or because they were internal employees. It's easy to discount what you know.

To navigate step two effectively, it's vital to give yourself full credit for the skills and experiences you possess. Reflect on how you've contributed to achieving results for clients, employers, or colleagues, regardless of your role. Consider these skill sets without self-doubt, and aim to build a clear inventory—a catalog of your abilities and expertise.

Your inventory, as a business owner, consists of your skill sets, experiences, and your availability. That's it. So, take the time to compile a comprehensive inventory of your skills and experiences. This inventory will serve as the foundation upon which you'll build your consulting business model. When combined with the insights from step one (your personal and professional goals), you'll create a clear roadmap for your consulting journey and gain a deeper understanding of what your business model should look like or evolve into.

For more on this, read the article: How to Create a Consulting Business Plan 

 

Step 3: Understanding client expectations and choosing a consulting model based on the project scope

 

The third step in shaping your consulting business model revolves around understanding your ideal client's needs and expectations. To successfully navigate this step, you must gain clarity on who your ideal clients are, their expectations, the common challenges they face, and the outcomes they aim to achieve. Furthermore, consider the most effective ways for your clients to accomplish their objectives by working with you. 

As you delve into this step, you'll start aligning aspects of your business model with the specific outcomes your clients seek. This alignment is essential for determining the pricing structure that best suits your consulting services. 

It's worth noting that the consulting business model you choose can offer various options. You might engage in staff augmentation for one project, while for another, you could opt for a project-based approach, a retainer-based arrangement, advisory services, remote work, or even a boutique model where you assemble a team of resources instead of working independently. 

Remember, you're not limited to a single business model. Consulting is versatile, and you can adapt your approach on a project-by-project basis. Evaluate the project's scope, the client's preferred engagement model, market trends, and what best suits your client's expectations. 

This flexibility allows you to craft a tailored engagement model for each client, creating a hybrid approach within your overall consulting business model. With this hybrid model, you can select and customize your engagement methods, pricing structures, and services to match the unique needs of each client. It offers you the freedom to adapt, evolve, and provide a variety of consulting solutions while maintaining the flexibility to meet your clients' diverse expectations as you grow and develop your consulting business.

 

Step 4: Evaluate, test, iterate, and continuously improve your consulting business model

 

The final step in crafting your ideal consulting business model, especially if you're working as an independent consultant, is to understand that the process is never truly finished. This realization can be seen from both positive and negative perspectives. Some of us enjoy the satisfaction of completing tasks and checking them off our list. In that sense, it might be tempting to choose your consulting offerings, establish a specific business model, decide how you'll deliver your services, set your pricing, and consider it a done deal. While this approach may seem appealing, achieving meaningful growth in your consulting business and making the impact you desire requires a different mindset – one focused on continuous improvement.

To truly flourish in your consulting career and receive compensation that reflects the value you bring to your clients, you need to embrace the concept of continuous improvement. This means creating a framework where you select a business model, determine how you'll deliver services (or multiple ways if applicable), and then implement these choices on a case-by-case basis, especially when dealing with multiple engagements. Subsequently, you should rigorously test your approach to gauge its effectiveness, identifying both successful elements and areas that need improvement. This evaluation process is crucial in determining what aspects of your business model are working well and what may require adjustments or refinements.

Remember that your consulting business model is a dynamic and evolving entity. It will never remain static, and you should expect it to continually change. Therefore, you should establish mechanisms to regularly assess your approach and make necessary adjustments based on your findings and insights. By adopting this mindset of ongoing improvement, you ensure that your consulting business remains adaptable, responsive, and aligned with your goals, allowing you to stay competitive and achieve long-term success.

 

Common consulting business model challenges for solo consultants

 

One of the things to consider is thinking about what are the challenges that you might face with the business model that you decide to move forward with. In this section, we're going to talk more about what are the common consulting business model challenges, so you can be aware of them and put the process, mindset, and checkpoints in place to help you make sure you're avoiding these pitfalls.

 

Managing client, administrative, and business development workflows

 

Running a solo consulting business model can be a rewarding endeavor, but it comes with its own set of challenges. As a solo consultant, you wear many hats and are responsible for various aspects of your business, from generating leads and making sales to delivering services, managing administrative tasks, and handling business development. It's a comprehensive role that encompasses client communication, administrative duties, and internal business processes. This breadth of responsibilities can be daunting, especially when you're just starting and may not possess all the required skills right away.

The important thing to remember is that having skill gaps in certain areas doesn't make you incapable of succeeding as an independent consultant. It's about recognizing where you may need to enhance your skills and finding effective ways to do so. Here's a breakdown of some of the key areas you need to master:

 

1. Generating Leads: Learning how to create leads for your consulting business is essential. It involves identifying potential clients, marketing your services, and nurturing relationships to convert leads into paying clients.

 

2. Sales Skills: Selling your consulting services effectively is crucial. This includes developing the ability to articulate the value you bring to clients, negotiating contracts, and closing deals.

 

3. Service Delivery: You'll need to excel in delivering the services you offer to clients. This means meeting or exceeding their expectations, staying on top of industry trends, and continuously improving your expertise.

 

4. Time Management: Balancing client work with running your business requires strong time management skills. Efficiently allocating your time to different tasks is key to productivity.

 

5. Administrative Tasks: Handling administrative duties like invoicing, bookkeeping, and record-keeping is essential for the smooth operation of your consulting practice.

 

6. Client Management: Building and maintaining positive client relationships is vital. Clear communication, managing expectations, and delivering on your promises are all part of effective client management.

 

7. Business Development: To grow your consulting business, you'll need to have a strategy for business development. This involves identifying opportunities for growth, networking, and positioning yourself in the market.

 

Recognize that mastering these skills may take time, and that's perfectly normal. Initially, focus on enhancing your knowledge and capabilities in these areas to ensure that you can successfully run your solo consulting practice. Over time, as you become more proficient and your business grows, you can consider bringing in additional resources to assist with tasks like invoicing and bookkeeping. The key is to build a strong foundation and develop a business owner mentality to thrive as an independent consultant.

For more on this, read the articles:

• The Ultimate Business Development Guide for Independent Consultants 
• Hiring an Administrative Assistant

 

Dealing with scope creep and maintaining project boundaries

 

Running your own consulting business, whether independently or as part of a boutique or larger firm, presents unique challenges. In the corporate world, you often had the support of a well-established company brand and abundant resources when dealing with client issues. This included handling scope creep, adjusting pricing, addressing misunderstandings, and managing expectations.

However, when you transition to an independent consulting model, or even within other consulting models, you'll find that everything falls squarely on your shoulders. You are solely responsible for various critical aspects of client relationships and project management.

Here are some key responsibilities you must handle as a consulting business owner:

 

1. Scope Creep Management: You need to be vigilant about controlling scope creep. This involves keeping a close eye on project requirements and ensuring they don't expand beyond the agreed-upon scope without proper adjustments to the contract and pricing.

 

2. Maintaining Project Boundaries: It's essential to establish and maintain clear project boundaries. This includes setting expectations, defining project outcomes, and ensuring all parties are aligned on the project's objectives.

 

3. Client Expectation Management: You are responsible for managing client expectations throughout the engagement. Effective communication and regular check-ins are vital to make sure clients understand progress, potential changes, and any challenges that may arise.

 

4. Contract Clarity: Ensuring the contract is comprehensive and well-understood by all parties is crucial. It should outline the project scope, assumptions, pricing, timelines, and other critical details.

 

5. Time Allocation: Balancing your time between delivering for clients and managing your business is a significant challenge. Neglecting one aspect in favor of the other can lead to problems. Effective time management is key to success.

 

When you're building your consulting business model, it's essential to consider both the internal aspects of project delivery and the external responsibilities related to managing client relationships. Unlike in a corporate environment, where you could rely on company resources and brand reputation, as a business owner, the success of your projects and your consulting practice rests entirely on your shoulders. Recognizing and embracing these responsibilities is critical for achieving success in the world of consulting.

 

Learn how my private, 1:1 coaching, unlocks your potential to grow your solo consulting business

 

Are you looking to start a new consulting business or improve your existing one? Understanding different consulting business models is essential. It can help you decide how to structure your business, make more money, have a bigger impact, and achieve a better work-life balance.

But here's the thing: figuring this out on your own can be challenging. Just like your clients hire you for your expertise, sometimes you need an expert to guide you in your consulting journey. That's where private 1:1 coaching comes in.

As a consultant, you know the value of having an experienced guide. Someone who can provide a fresh perspective, uncover blind spots, and help you reach your business goals efficiently. A coach can show you the path to success that you might not have imagined possible.

If you're interested in taking your consulting business to the next level, consider private coaching. Work with an expert who specializes in helping consultants like you. They've seen what works best in the industry and can tailor those strategies to your unique business.

Reach out and have a conversation with a coach who offers programs like the coaching for consultants program. Discover if coaching is the right fit for you, and take the first step towards unlocking your consulting business's full potential. Don't hesitate to explore the possibilities – your business success may be just a conversation away. Click here to book a consultation call, to determine if coaching is right for you.