The consulting business model serves as a guide for the decisions you make, so you’re running your business intentionally and not inadvertently creating a make-it-work business

“Organizational Change Consultant who works with healthcare companies to plan and execute post-M&A organizational change, so they don’t become one of the 83% that fail”

What’s possible for you to achieve in your business What you think you’re capable of (and not capable of) What you think your clients value (and don’t) about you and your service offerings

you fully understand the value of the work you do, you believe in the value 110 percent, and you also believe the pricing is a no-brainer for your clients, then you’ll interact with the client in a leaderly, confident way. You’ll guide them through your sales process by building trust and confidence, asking questions that further uncover and

How much time is available to sell to new clients? Will you bring on any subcontractors to augment your capacity? Will you engage any freelancers to take tasks off your plate (e.g., bookkeeping, invoicing, etc.)?

As a consultant, you’re selling the outcomes you help your clients achieve. When you separate the outcomes and benefits you help your clients achieve and start charging for that work, your revenue potential can be endless. So, this prerequisite to charging more as an independent consultant is to stop thinking you’re selling yourself.

activities that are highest value for you and your independent consulting business

One project at $150,000 (breaks down to ~$138 per hour working thirty hours per week for nine months) One retainer at $90,000 (breaks down to ~$15,000 per month for six months)

To combat this Franken-Business effect, you’ll define your business model so that you have: A guide for the decisions and priorities you make for your business A playbook for your marketing and sales engine, so you can create momentum through consistent action against your business development metrics A clear break-down of your goals so you