Blog | Management Consulting

Five Lessons learned from starting a consulting business

April 18, 2015

Somehow in the past few years, I have become a go-to-person for people looking for advice on starting their own consulting business. This became obvious to me when I realized that my advice now rolls off my tongue as effortlessly as a rehearsed presentation. My advice isn’t rocket science, in fact some of it is counter-intuitive and is the summation of mistakes, lessons learnt and epiphanies that I have had over the past nine years of running my own business. That said, it resonates with the people to whom I speak. Later, feedback from them reinforces that my advice holds true beyond my personal experience.

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The Value of an Apology

January 29, 2014

One of my clients hit a bit of rough water in their business a few months ago. The problem was serious, not fatal, but probably could have been avoided.   During the lead up to the rough patch, they had been getting advice from another adviser in areas of their business where my expertise and experience are not as deep.

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If you can’t manage your inbox, why would I trust you to manage anything for me?

January 24, 2014

Maybe I am old fashioned and expect a different level of business etiquette or maybe it is a generational thing, but I have a pet peeve with people who don’t or can’t manage their Inbox. Folks, we are not talking about cutting edge technology here. My first email account was set up circa 1985.

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What is it that I do?

December 20, 2013

One of the toughest questions that I struggle to succinctly answer is: What do I do? The reason for this is that I am a generalist. Unlike many of my peers, I don’t have a detailed, specific practitioner level knowledge or certifications in accounting, finance, law, supply chain, marketing, project management, technology or human resources.

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Giving Advice

November 22, 2012

A few weeks ago, I met with a friend for a catch-up meeting. He is a senior, experienced, multi-time successful entrepreneur whose opinions are worth heeding. During the catch-up, we started talking about some of the work that I am doing and in particular a couple of companies with whom I am working. He weighed in with some advice which was very pointed, very direct and probably very correct, yet even though I wanted to hear his opinion, it somewhat pissed me off.  So the last few weeks, I have been trying to figure out why I felt the way I did and more importantly, whether I leave others feeling the same way when I give advice.

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Using labeling to productize; Then merchandise your services.

April 1, 2012

A few months ago,I wrote about a client who I helped to create a sales methodology to speed up their sales cycle by developing and selling front end services that substitute consulting revenue for free pilots. Their product was too complex for a simple download and free trial so they were being forced to offer free pilots which were extending the sales cycle and draining their cash. Instead, my client created a few packaged services each at a low fixed price. They limited the scope to reduce the cost and risk while allowing prospects to experience their solution and have a positive experience. Each progressive service built on the previous, to the point where their customer had the ROI evidence that the solution would pay back on both the subscription, implementation and change management costs of the investment.

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