Who is on the other end of the phone when you call?
In 1997, after most of a decade in Brand Management, Sales and Market Research with GlaxoSmithKline Consumer Products, I joined one of the most successful boutique consulting firms in the country. The founder and leader of this firm was a brilliant consultant and over a dozen years he built the firm up to sixteen consultants billing, on average, the better part of a million dollars each. Much of what I know about selling, managing and delivering consulting projects was learned from him while I gradually worked my way up to partner. When the business was at its peak he and his co-founder sold the firm for a princely, 8-figure sum and a couple of years later, he left. Not a bad model to follow!
In 2005, I co-founded Ascendant Consulting and, despite my excellent training, the first year was a disaster. It turns out there’s a world of difference between being in a firm and owning one yourself. By mid-2006, my partner had quit, I had few leads, no clients, and realistic nightmares of defaulting on my mortgage. If you are struggling at all in consulting, believe me when I tell you I’ve been there. Then I made one of the best decisions in my business career: with my last few dollars, I hired a mentor. The next year, 2007, highlighted the wisdom of that choice as my revenues soared to almost $1 million. Since then, I’ve never looked back and I can say without hesitation that consulting is a fabulous profession. Since then I’ve also always had a paid mentor.
A few years ago I created a new model with the Ascendant Consortium and in no time I was successfully selling other consultants’ services. The Ascendant Consortium has given me a unique perspective since I see hundreds of consultants’ pitches from the client’s side (I often am on the selection committee for clients) and I also sell consulting projects. On every engagement I am both a client and consultant, which has made for a great learning environment. I quickly realized I can’t sell for every consultant, and therefore I started mentoring consultants so that they could do what I do without my help.
In 2012 McGraw-Hill published The Executive’s Guide to Consultants, which has sold extremely well and received exceptional reviews on Amazon.com. My newest book, The Guide to Winning Clients, is designed for consultants and is focused on how you can win more projects from more clients at higher fees.
For those who track such things: I have a B.S. and M.S. in Industrial Administration, both from Carnegie Mellon University, I live in Connecticut with my better half and have two sons in college.
Now that you know a bit more about me, check out some of the programs that are available.