Grow Your Consulting Business: The 14-Step Roadmap to Make Your Independent Consulting Goals a Reality

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

many specifics and quantities as possible. A description of the frameworks, methodologies, and / or solutions you implemented to solve the client’s challenges and reach their desired goals. Include as many specifics and quantities as possible. A description of the outcomes and results from the engagement. Include as many specifics and quantities as

Next, you’ll integrate your ideal schedule into the business model to create a capacity model.

4. YOUR BUSINESS OWNER MENTAL MODEL

In this step, you’ll define your ideal schedule for the next twelve months.

that forms when you make decisions and set priorities on the fly, without having an overarching consulting business model and portfolio in place.

think that you’re selling, and therefore pricing, yourself. You’re not selling yourself unless you want to be a staff augmentation or “extra pair of hands” type of resource. When you think you’re selling yourself, it’s easy to hit an upper limit on what you’re charging. Then, you become constrained by what you think you’re worth and how much your t

You’re pricing out the perceived value of the results your client wants to achieve. The client is not buying your time. The client is not even buying your services. The client is buying outcomes they wish to achieve and are willing to pay for those outcomes.

With this in mind, decide on two to three independent consulting service offerings you want to offer and be known for. Think about your mix of projects based on a variety of factors: Duration: Quick-hit, short-term, multi-quarter, or multi-year consulting engagements Level of engagement: Ongoing, retainer-based advisory work vs. hands-on implementa