Key Lessons from a Consulting Career

3 lessons learned in April (note to self): 1. Simplicity. Our clients are SaaS companies. The tech downturn over the last 18 months forced us to react. We reacted ok and hit our utilization goals. But in some ways, we overreacted. We started new client engagement models (guided, hybrid, different pricing, project-based) to try to meet clients where they were (or where I thought they were). And pretty much all of them didn't work. It overcomplicated CS2 for little return. More complexity, more stuff to do, more team enablement, more internal comms, more sales effort, more reliance on the client, etc. Just more of everything for a small 16 person team. It was a huge time suck and forced me to juggle more than ever. So back to only offering what we do best: long-term retainer-based engagements where we partner with clients to mature their GTM architecture over time. It helps that demand is strong so we can stick to this. 2. Scale back (or stop) things. It's wild how much operational overhead you accumulate over months/years. Even for a small company like ours, there is so much we do internally that arguably doesn't move the needle. All those "great idea in the moment" ideas that lead to hours of work forever. We ran a start/stop/continue exercise on some internal things at CS2, and it's wild how much you can stop without damaging anything important. It's already saving so much time. 3. Expectation vs. reality. I already thought this, but April reinforced my view that basically everything operates on this equation: [happiness] = [reality] - [expectation] As a consulting business, we have to kill it on both expectation setting and the reality we deliver. You can't only focus on delivering great work. Expectations matter.

I spent the first 20 years of my consulting career picking up the pieces after every single sale. Where I had to reset expectations and have tough conversations about topics that should have been addressed before technology was even considered. This not only impacted timelines and budgets. It impacted real people doing real jobs. And, sometime, it ended careers. (scapegoats are everywhere) You know what the most frustrating part of all this is? IT. IS. COMPLETELY. AVOIDABLE. Here’s how: 1) Understanding that what you don’t know is everything Why? Because every business is complex. Especially, when you have many people in the mix. Your executive team has one perspective. Your managers and supervisors have another one. And your frontline workers have yet another. Guaranteed. Resolving that disconnect creates Process Clarity: - Everyone marching to the same beat - Everyone knowing what is critical - Everyone truly improving If you don't have clarity, make that the focus right now. 2) Understanding if your business is ready for technology right now There’s no guarantee you need it yet. Remember, technology is only part of the equation. There are so many decisions and considerations that go above and beyond what can be addressed within technology alone. With Process Clarity, you’ll see plenty of ways to improve that don’t need to wait on finding, buying, and rolling out new technology. Build an action plan to help you better leverage what already exists. Who doesn’t love quick wins! 3) Understanding how new technology can empower your team I’m not talking about features and vendor promises. I’m talking about process level understanding of how your team will interact with technology. - How workflows impact people - How people interact with workflows - How workflows impact other systems This level of clarity and forethought is rare. So rare... I’ve never seen it outside of what my team does for our clients. You should have this level of understanding before ever talking to a vendor. And you won’t get it from a fancy advisory firm either. They don’t truly know systems. I’ve read so many long-winded documents that skip over complex processes critical to the business to focus on theory and pretty charts. You think you’re paying for something helpful yet end up with something that no one reads and doesn't answer crucial questions. So you end up spending more time and money digging in deeper after making financial decisions based on flawed conclusions. It’s heart-wrenching every time I see this play out. --- If this hits close to home, consider sharing it to help others. If you want to vent, message me. And if you want to avoid this nightmare, talk to my team.

I have a unique perspective because I’ve worked in both management consulting and ‘hard’ data.  Sometimes the ‘hard’ scientists throw shade at the ‘softer’ consulting roles. But consulting companies are hugely successful for a reason. Data teams can learn a ton by asking what makes consultants effective. My top 4 observations: 1) Consultants are amazing communicators People can literally make an entire career about being a great communicator. They understand how to make ideas understandable, compelling, and repeatable. Data teams would benefit from prioritizing this skill. 2) Consultants are amazing at breaking down problems McKinsey does this thing where they say ‘ok you have a revenue problem - revenue is driven by (1) number of orders sold, and (2) AOV. AOV is driven by…’ And people LOVE it. These types of metrics trees are becoming more popular in data (s/o Abhi Sivasailam). You can also use Zenlytic’s explain functionality to do this automagically, in seconds. A good data team builds their data assets to be composable. Start at a high level and break things down step-by-step. TLDR: Whenever I'm stuck, the first thing I do I ask: “How can I break this problem down?” 3) Consultants are great at throwing away work When Frank Lloyd Wright (the architect) and his team finished a design one time, they were happy with the output with time left over. Frank took the plans off the table, tore them to pieces, and asked the team to do everything a second time. People don’t realize how much this happens behind the scenes in strategy consulting. They explore every idea and possibility. They flesh out some, throw them out when it's not perfect, and start again. The final output of a consultant is only 10% of everything that’s been generated. They set a high bar and only share the best. Data teams should set a high bar too. When something doesn’t feel right, toss it out. Maybe you don’t quite trust the data yourself. Maybe it’s not quite answering the right question. Maybe you can add additional data from somewhere else. Maybe you can benchmark this. Iterate quickly, and cut ruthlessly. 4) Consultants have great attention to detail Before something gets shipped in a Big 3 consultancy, it gets checked and rechecked by at least 4 people. The inputs and their notes are a mess (sound familiar, data engineers?). But they never let the output appear unpolished or rough. There’s a balance between speed and perfection here. But the cost of silly mistakes is high (your team looks unprofessional), and most issues get caught in the first couple passes. At Zenlytic, we make sure that everything we ship externally gets at least 2 pairs of eyes on it (and in some cases - depending on the mission criticality - up to 5). In summary: • Strong communication • Ability to break down problems • ‘Throwing away’ work • Attention to detail All traits data teams would do well to learn from consultants.

Most new consultants struggle, not from lack of skill, but from distraction. They chase visibility without clarity. Post content before building a message. Offer free calls with no strategy to convert. Motion is great, but motion without a plan creates motion sickness. I learned this the hard way. Once I applied the Critical Path to my own business, I stopped chasing random tactics and started landing premium clients consistently. In project management, the Critical Path is the sequence of steps that determines how fast a project can be completed. → Delay a step, delay the outcome. The Critical Path Law says the shortest route to consistent clients lies in the few actions that can’t be skipped or outsourced. Delay them, and you delay success. Here’s The Critical Path to Winning Clients: * Clarify your market: Stop being generic. If your message works for “everyone,” it converts no one. * Build visible, valuable content: Not just tips. Create posts that reflect your prospect’s inner dialogue. * Engage like a strategist, not a spammer: Leave meaningful comments daily. Focus on creators and prospects who shape your space. * Send DMs with relevance, not desperation: No cold pitch decks. Start conversations. Ask thoughtful questions. Offer insights. * Create an offer too good to ignore: Free strategy calls feel vague and valueless. Instead, offer something specific: → A 30-minute Profit Diagnostic that reveals $100K+ in hidden profit opportunities. → A Marketing Review that shows why the best customers pass them by (and how to fix it). Make it so outcome-focused and risk-free, your prospect would feel irresponsible for saying no. This sequence is the critical path to getting your first 3–5 premium clients—without burning out or begging. P.S. Want to know exactly where you are on your consulting journey—and the fastest way to level up? Take my "Consulting Archetype" quiz. In 2 minutes, you'll get your personalized growth plan based on your current stage: https://lnkd.in/gdq7_HzM

𝗜𝘀 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆/𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 𝗿𝗲𝗮𝗹𝗹𝘆 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲𝘆 𝘁𝗲𝗹𝗹 𝘆𝗼𝘂? No, of course not - but let's look a bit closer. Disclaimer up front: I am no longer in strategy consulting. But after a few intense years and still in touch with many former colleagues, from juniors to partners, I wanted to share my take, looking back now with some distance. 𝗦𝗼, 𝘄𝗵𝗮𝘁 𝗱𝗼 𝗜 𝘁𝗲𝗹𝗹 𝗽𝗲𝗼𝗽𝗹𝗲 𝘁𝗼𝗱𝗮𝘆? 𝗛𝗲𝗿𝗲 𝗶𝘀 𝘁𝗵𝗲 𝗴𝗼𝗼𝗱, 𝘁𝗵𝗲 𝗯𝗮𝗱, 𝗮𝗻𝗱 𝘁𝗵𝗲 𝘂𝗻𝗸𝗻𝗼𝘄𝗻. ✅ 𝗧𝗵𝗲 𝗴𝗼𝗼𝗱, 𝘄𝗵𝘆 𝟭–𝟯 𝘆𝗲𝗮𝗿𝘀 𝗶𝗻 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 𝗰𝗮𝗻 𝗯𝗲 𝘄𝗼𝗿𝘁𝗵 𝗶𝘁: 1️⃣ 𝗧𝗼𝗼𝗹𝗸𝗶𝘁: You learn to write sharper emails, structure your calendar, build clean, persuasive slides, and analyze usefully. 2️⃣ 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆: You learn to do all this under time pressure, across long weeks and you carry that skill into every challenge after. 3️⃣ 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲: You get to see projects and industries up close. Three years in consulting can equal 6–9 years elsewhere; it forces clarity on what you want (and do not want). ⚠️ 𝗧𝗵𝗲 𝗯𝗮𝗱, 𝘄𝗵𝘆 𝗜 𝗹𝗲𝗳𝘁 (𝗮𝗻𝗱 𝘄𝗵𝘆 𝗼𝘁𝗵𝗲𝗿𝘀 𝗱𝗼 𝘁𝗼𝗼): 1️⃣ 𝗦𝘁𝗿𝗲𝘀𝘀: 80+ hour weeks, constant travel, strict deadlines; it builds you, but it wears you down. 2️⃣ 𝗖𝘆𝗰𝗹𝗲𝘀: Busy times are overwhelming; slow times mean you must take 𝘢𝘯𝘺 project, which can hit your motivation and reviews. 3️⃣ 𝗜𝗺𝗽𝗮𝗰𝘁: Yes, sometimes you create value. But sometimes, you build beautiful reports that are shelved, or slides that are deleted last minute. 💥 𝗧𝗵𝗲 𝘂𝗻𝗸𝗻𝗼𝘄𝗻, 𝘄𝗵𝗮𝘁 𝗜 𝘄𝗶𝘀𝗵 𝗺𝗼𝗿𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝗸𝗻𝗲𝘄: 1️⃣ 𝗘𝘅𝗽𝗲𝗰𝘁 𝗿𝗲𝗷𝗲𝗰𝘁𝗶𝗼𝗻: Applications fail for silly reasons (wrong school format, student worker misreads) keep going. (Friends got rejected everywhere until finally McK took them) 2️⃣ 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗺𝗮𝘁𝘁𝗲𝗿𝘀: A “top firm” is only worth it if you fit the vibe. Go where the people are kind and you can always switch later. 3️⃣ 𝗕𝗮𝗰𝗸𝗴𝗿𝗼𝘂𝗻𝗱𝘀 𝘃𝗮𝗿𝘆: Consulting is 𝘭𝘦𝘢𝘳𝘯𝘦𝘥 𝘰𝘯 𝘵𝘩𝘦 𝘫𝘰𝘣. I have worked alongside physicists, doctors, soldiers it is the thinking, not the degree. 👉 𝗪𝗵𝗲𝗿𝗲 𝗱𝗼 𝘆𝗼𝘂 𝗮𝗴𝗿𝗲𝗲? 𝗪𝗵𝗲𝗿𝗲 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗱𝗶𝘀𝗮𝗴𝗿𝗲𝗲? 𝗪𝗵𝗮𝘁 𝗱𝗼 𝘆𝗼𝘂 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗸𝗻𝗼𝘄? 𝗗𝗿𝗼𝗽 𝗶𝘁 𝗶𝗻 𝘁𝗵𝗲 𝗰𝗼𝗺𝗺𝗲𝗻𝘁𝘀! #consulting #McKinsey #BCG #Bain #OliverWyman #Career  

1+1+1 = 1. FOCUS AND SYNERGY AS FORCE MULTIPLIERS FOR YOUR CAREER. Focus and synergy are common prescriptions for companies. Strategy experts advise companies to focus on their core competencies, and to exploit synergy across their products and business units. In my experience, these ideas are equally applicable to your professional life. I have used a simple yet effective formula in my career. I call it “1+1+1=1”. The insight is simple. Harness the power of focus and synergy to enhance effectiveness and efficiency of your professional work. Focus is about maintaining consistency in your core expertise over time, which increases the depth of your expertise and your effectiveness in your job. In my career, I have focused on one and only one industry – technology. By focusing on a narrow domain, I have been able to develop deep industry expertise, honed over thirty-five years. I have also gotten to know a large number of people in the technology industry. People tend to move across companies within the industry, which augments the breadth and depth of my network. In one case, a senior technology marketing executive has called on me to advise five companies over fifteen years as she has moved from tech company to tech company. Focus has also allowed me to build a reputation for expertise in the tech industry. Synergy, on the other hand, is about the connectedness of your professional activities at any given time. Synergy promotes efficiency in your job, as you can get more bang for the buck from your time. In my professional work, I have three domains of activities - Research/Writing (Knowledge Creation), Teaching/Speaking (Knowledge Dissemination), and Consulting/Advising (Knowledge Application). By making sure that I write about what I teach, and I teach what I consult about, I can benefit from "intellectual arbitrage". For example, I built the DigiStrat simulation game using industry knowledge I gained on the telecom business based on serving on the Board of Directors at Reliance Jio. I use this simulation in teaching and in consulting for other companies. This is what I call "Triple Dipping.” This triple dipping is the explanation for the formula “1+1+1=1” = three units of output resulting from only one unit of input. What can you learn from my experience? Focus on a domain where you aim to achieve recognition and depth. This laser-like focus allows you to build significant expertise and brand equity. Ask yourself – “what do I want to be famous for?” Next, define your "cumulative story" to ensure your efforts are more than their individual parts. Whether transitioning to a new role or broadening your expertise, align all related activities—courses, projects, consulting—towards a unified goal, maximizing the impact of your efforts through double or triple dipping. By using focus and synergy as “force multipliers,” you can become more efficient and more effective in your professional life. #careeradvice #lifelessons #strategy #focus

A staggering 90% of business coaches & consultants are failing at converting their knowledge into client relationships. Why? Because they've been misled by: "Post frequently." "Network nonstop." "Lower your prices." "Offer more for less." "Chase every lead." These tips lead to: -Exhaustion without results. -Frustration with low engagement. -Burnout from overextending. -Financial stress from undervaluing. -Disillusionment with the consulting process. Ironically these create an illusion:- -Visibility seems achievable with excessive posting. -Authority feels attainable with constant availability. -Success looks reachable with slashed rates. However, these are not real measures of a thriving business. This path leads to unfortunate realities: -The harsh truth of low client retention. -The bitter taste of dwindling referrals. -The stark realization of a diluted brand. Your wake-up call: -Prioritizing strategic thought leadership was key. -Focusing on targeted content was critical. -Embracing quality over quantity was essential. -Refining your client engagement strategy was crucial. -Persisting in your niche expertise was mandatory. This approach leads to true success: -Higher conversion rates. -Sustainable client relationships. -Recognizable personal brand. Here's the silver lining: -You become the go-to expert in your field. -You attract clients who value and can afford your expertise. -You enjoy the peace of mind that comes with a reliable lead flow. -You build a business that thrives on genuine connections. -You maintain your passion and motivation in your work. For every business consultant aiming to become a thought leader, my message is clear: DM me thought leadership. PS- Only accepting a limited number of new clients this week. #clientattraction #businessgrowth #thoughtleadership

Over the past 20 years in market research, many project issues I've seen stem from mismanaging client expectations. Whether you work for a research firm, an agency, a consultancy, or any other business that involves regular client discussions, here are 4 pointers. 1️⃣ Communication—Regularly communicate, candidly ask the client how often they want updates, and never let a week go by without touching base, regardless of the project stage. Anticipate questions and answer them before they ask. A client sending an email asking, "What's the status of...?" is a failure on your end - within reason. Lack of responsiveness leads to mistrust, even more micromanagement, skepticism, and other issues that can be snuffed out by communicating openly. 2️⃣ Be Realistic—We all want to say "yes" to clients, but there are often ways to showcase your experience and expertise by being honest about what can be achieved with a given timeline and budget. The expectation could be a lack of understanding about the process or industry norms. Underpromise and overdeliver versus overpromise and underdeliver. Those honest conversations may appear inflexible, but they're often more about setting expectations and setting up both parties for long-term sustainable success. Saying "no" to this project could be a better long-term decision for the account than saying "yes" and failing with no second chance. 3️⃣ Understand Perspective—Take the time to actively listen to your client's needs, goals, and priorities. It goes beyond listening and includes asking smart (and sometimes bolder) questions to get a complete understanding. What drove the need for research? Why is receiving results within 2 weeks crucial? What happens if you don't receive results in 2 weeks? Understanding what's pushing the decisions behind the scenes can be a game changer. 4️⃣ Solutions Over Problems—Never present a problem or an issue to a client without a path forward. "This happened, but here are 3 things we can do to fix it." You need to be more than someone who relays information, you need to be a true consultant. Be able to justify each recommendation and explain the pros and cons of each path. -------------------------------------- Need MR advice? Message me. 📩 Visit @Drive Research 💻  1400+ articles to help you. ✏️ --------------------------------------

Working to improve TXI's career progression model, I'm putting much more emphasis on self-reflection as part of the process and have devised a simple 3Cs structure for people preparing for performance reviews—or simply just looking for more focused, productive conversations with their managers. Consider your relationship to the work and where you are the most valuable to your colleagues through the three lenses of: Consistency, Confidence, and Complexity. 1️⃣ Consistency: The Reliability Benchmark In a consultancy, reliability is the bedrock of cognitive trust and efficiency. Ask yourself: "Am I consistently meeting project requirements? Does my team view me as dependable, someone they can count on to deliver across varied assignments?" This consistency in performance not only fortifies your reputation but also demonstrates your capacity to handle responsibilities with resolution and dedication. 2️⃣ Confidence: The Measure of Self-Sufficiency The evolution from guidance to independence marks a significant stride in professional growth. Reflect on your journey: "Am I more self-assured in my abilities now than I was in the past? Have I noticed a decrease in the need for others to step in and bail me out or offer 'emergency' support?" This growing confidence is a testament to your developing expertise and sure-footedness—showcasing an enhanced capability to navigate the work more autonomously. 3️⃣ Complexity: The Crucible of Professional Development The true test of a consultant's mettle lies in handling ambiguity and complexity—be it complicated projects, demanding clients, or challenging team dynamics. Evaluate your experiences: "Have I been successful in navigating these complex scenarios while still meeting the requirements?" Your ability to manage and excel in such situations indicates a higher level of professional maturity and readiness for more sophisticated challenges and meatier problems. 〰 As consultants, our relationship to our work is dynamic and demands continuous evolution (and self-reflection!). These 3 Cs can serve as critical markers of your growth trajectory, offering a simple framework for introspection. I encourage you to reflect on your work everyday (or least weekly) using these parameters to gauge your development, identify areas for improvement, and set goals for yourself professionally. #ProfessionalGrowth #ConsultingCareer #PerformanceReview #Leadership #CareerDevelopment

The greatest lesson I’ve learned from coaching is that we truly never know what’s going on in another person’s mind. As someone historically convinced that I can read people like a pro, and always know what’s best - reinforced by years of handsome payments from the consulting industry for my opinions - this is a lesson in humility I need to revisit regularly. I have read a stupid number of books about psychology and coaching. I've talked to a LOT of people. And I have about as much direct access to my client’s uncensored preferences, values, and thought processes as it is possible for another human to have (at least, within the limited time we have together). And still, I am regularly surprised by them. Letting go of assumptions, subject matter expertise, opinions, and prescriptive advice is Really. F*cking. Hard. It’s how we were taught to communicate, demonstrate value, get things done, and show that we care. It also doesn’t work in a lot of contexts. That’s why I’ll be forever grateful for the most important lesson I learned from coaching school: JUST ASK. What do they want? What do they need? What's important about that for them? What does ___ really mean to them? Where are they stuck? How do they want to approach it? What ideas do they have? Most often, the answers are not what I would’ve ever guessed. They’re better. … I’m fortunate to have to practice this daily because of my job, but nearly every relationship and project can benefit from a more curiosity-driven approach. What might you discover if you just asked? (I still really love my books, even if they don't make me psychic :) #coaching #curiosity #consulting #advice #relationships