How do most of my projects and client relationships come about?

I am in the relationship business, a business based on trust and always doing what is in the best interests of the client.  Until I have developed a trusting relationship with a prospective client, I do not offer any proposals or ideas about specific improvement projects. If I have been referred to someone about a specific challenge they need assistance with, I would speak to that issue during a first meeting.

As our relationship evolves, issues may surface that lead to a discussion about a specific consulting project need; we will begin to explore that need. 


If a client has a situation that they would like addressed, how is a proposal developed?

I work with the individual who can authorize the project to understand 3 key areas:

  • Objectives—what are the objectives/outcomes to be achieved
  • Measures—how will success be measured or determined
  • Value—an estimate of the value to the company of the proposed outcome(s)

Once this information is understood, I’m able to create a proposal with different options for consideration. Each project is customized to meet the unique needs of each client.

How do I establish the investment required for a project?

I charge a fixed fee that represents my contribution to the value my clients receive, representing a dramatic ROI for them and equitable compensation for me. That’s how we partner.


What kind of return on investment can you expect?

Return on investment (ROI) has objective, subjective, quantitative and qualitative aspects.  If the ROI from a project is insufficient, there is no point in doing it.  There is a “cost” associated with doing a project and cost implications of not doing a project; both need to be considered.


What’s different about your approach?

  • My focus is on producing the outcomes that we have mutually agreed need to be produced, not on our methodology for producing those outcomes. A discussion about methodology tends to shift focus from outcomes to activities which, in the bigger scheme of things, are not terribly consequential.
  • Our approach is to produce the outcome as rapidly as possible, transfer the knowledge to client so the client can be self-sufficient and go away. We earn our fees not by the time we spend on the clock but by focusing on producing the outcome.  Most consultants “get on the clock and stay on the clock.”  Hourly or daily billing inherently discourages rapid resolution of a problem as the consultant earns less income if they resolve the issue quickly.
  • Fixed fees allow you to know in advance what your investment will be; there will be no surprises. I guarantee the quality of my work.
How would you respond to our desire to only hire consultants who have worked in our specific industry segment?

The client already has more subject-matter experts with specific background in their industry than they can shake a stick at. They don’t need more input that matches the thinking and culture of their industry. What you do need is a management consultant who can challenge current thinking and apply best practices drawn from a variety of sources and industries to your current situation. It is the application of knowledge and expertise to a specific business situation that is key. 

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