Grow Your Consultancy Leading With Quality and Values

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Strategic and Practical Webinars on How to Grow Your Consultancy

Vision & Leadership

Your vision should mark out what is important for you, ideally in a differentiated way, so that you attract the right consulting staff and project work. Why should the most talented consultants in your space come work for you? Why should a client seeking the highest quality delivery seek your services?

Modules in this section include:

  • Why is a vision important?
  • How to create it
  • Vision to Strategy to Plan
  • Your Role as Leader

Business Development

Your oxygen. No projects, no consultancy. How do you attract the right prospects, and then convert them into customers? And as a professional services business, your business flow needs to look more like an airline than a product business. If a plane leaves with empty seats, you can't fill them later. Similarly, if you pass a month without enough work for your consultants, you can't get that time back and recoup the missed revenue.

AND you need to win the right business in an ethical way.

Modules in this section include:
  • The oxygen for your business
  • What is your differentiator?
  • The funnel
  • Routes to market
  • Qualification
  • Proposals
  • Pitches
  • Closing
  • Your rates
  • Pushing the Boundary -vs- Promising the Undeliverable

Operations

If Business Development is the oxygen for your business, then operations are its central nervous system. Smooth operations, in which we include consultant scheduling, career development, policies and infrastructure, should allow your consultants to work without undue friction and positively help in their growth.

If your scheduling is not intimately tied to your career development plans, or if your Working Away from Home policies undermine motivation, or if your timesheet and expense systems are complex and unclear, all of these undermine consultant productivity and sap away at morale.

Modules within this section include:
  • The Central Nervous System
  • The Centrality of Consultant Scheduling
  • The impossible balancing act: Project Needs, Utilisation, Business Development and R&D
  • The integration hub for your consultants
  • Is HR here?

Board

There are many roads to setting up a consultancy. The commonest is where you were previously consultants, met or worked together on a project, and decided that you had enough of a meeting of minds to decide to go it alone. Or you may have spotted an opportunity, and set up to fill it.

Regardless, there'll come a point when you'll want to split responsibilities and formalise decision making in some way to enable growth. Although there are many ways to do this, there are some common themes, as well as decisions to be made regarding how you work as a board. Although this module covers the responsibilities of a number of board roles, depending on your size, you may not have them all as board members, or some responsibilities may be shared.

Key components of this section include:

  • The Role of The Board
  • The Role of Roles
  • Remaining Client Facing
  • CEO Responsibilities
  • CFO Responsibilities
  • COO Responsibilities
  • CTO Responsibilities
  • Board Member without easily defined role!
  • Non-Execs and Coaches

Values and Culture

We're strong believers in putting values front and centre in business. Making what you stand for clear helps you to attract and retain people aligned with where you're going. It makes decision-making easier if people know where you stand. The best people are looking not only for a pay cheque, challenge and responsibility, but increasingly they also want meaning.

It's not an easy list of demands, but we should welcome this if we want our own life mission to mean more than a balance sheet. Applying focus on how to turn your values into habits and ways of working, how to demonstrably lead your team with them, is critical to making values stick.

Modules within this section include:
  • Why is this important?
  • Articulating your values
  • Turning your values into habits
  • Reflecting your values in how you run the business

Client Growth

If you're in consulting with a creed that doesn't revolve around adding multiples more value to your clients than what they pay you, then you're in the wrong business. But that doesn't mean your clients should be taking you for a ride - you should both benefit from the engagement. That's a fine line to tread, and client management needs to be a core competency that you and your consultants develop.

Modules within this section include:
  • The Creed of Adding Value Disproportionately
  • Client management and farming
  • How is a consultant different from ...

Consultants

Every business likes to call itself a people business. Most aren't. But successful consultancies have to be.

Great consultants help you win the right work as well as deliver it. So your process for finding, recruiting, retaining, challenging and growing the right consultants has to be the most solid part of your business.

In our own business, we did this so well that we became the destination employer, fired all our hiring firms, saved well into the 7 figures on recruitment costs alone while recruiting the best in the industry. It is a wonderful thing when you have this in motion.

Modules within this section include:
  • Why is this important?
  • Attracting and Finding Great Consultants
  • Recruiting and On-boarding
  • Retaining and Growing Stars
  • Parting Company

Project Delivery

Quality project delivery is important for at least 3 reasons. It enhances your reputation, which helps follow-on and new business. By getting things right more often first time, it allows you to deliver higher quality more profitably, which is a genuine win win for you and your client. And finally, it is an attraction and retention tool for the best consultants, and helps get you into a virtual cycle where you get the best, they help you further improve your delivery, helps to attract the best again.

We won't tell you how to deliver the specific projects, processes or technologies you use - rather, this is about how you make quality and its continuous improvement a part of your ethos. To that end, modules within this section include:
  • The importance of quality
  • Quality consultants or quality processes?
  • Standards and resistance to them
  • What Flavour of Methodology?
  • Continual Learning

Numbers

Can't get away from it. Cash flow is critical in a business where your biggest cost and revenue both depend on time. You pay your consultants whether or not they are on a project (we're not fans of zero-hours contracts), but you only get paid if they're billing a client. You will want to build a cushion (time 'til lights out), and balance how much you eat into it for growth when hiring may run ahead of billing.

Getting a firm handle on the key measures for a consulting business is critical, and should be monitored at least monthly.

Modules within this section include:
  • Consultancy Accounts
  • Cash Flow
  • Pipeline
  • The Dreaded Utilisation Metric
  • P&L

Why use Inspired Indie? Who are you?

my-cheesy-photoI'm Iyas, the founder of Inspired Indie, and your Webinar host.

I've been consulting for nearly 3 decades, and over that time, based on a core set of values, I've led consulting teams from 2 as co-founder and co-owner, through to 500 as an acquired full services agency.

I co-founded a consultancy which I grew from 2 to 30+ consultants before it was merged into a larger consultancy. There, I took on and turned around a rapidly diminishing team of 60 consultants, growing it eventually to over 200 before the company was sold to a large corporate, where I led a team of 500 consultants across Europe, Middle East and Africa.

So I bring the experience of having been there from 2 consultants to 500.

I'm not a fan of seeking out recommendations, far less of shouting about what I've done over a megaphone. So the following is simply what happens to be on my LinkedIn profile. Click a, ahem, megaphone, to see what's there.

Phase 1 - Startup to 30 consultants

  • Co-founded a Business Intelligence and Data Warehouse consultancy;
  • Grew it to 30+ consultants;
  • Primarily blue-chip client base such as Lloyds, Mothercare, Debenhams and Yell.
  • Merged into a larger Business and Technology consultancy, in which I took a shareholding stake.

Phase 2 - Communities of Practice

  • Took on a board role in merged consultancy to develop our Intellectual Capital;
  • Created communities of practice and community days, which significantly increased knowledge sharing and capability development, and became a major cultural attractor.

Phase 3 - Growing to 200 Consultants

  • As part owner and board director, took over a team of 60 consultants, our largest, in a turnaround scenario;
  • Leading with a set of principles focussed on developing our team to become world class, I put in place a structure and practices that reduced consultant churn (i.e. the % leaving us every year) from a disastrous 40% to an industry leading 6%;
  • Grew the practice to over 200 consultants, started a practice in India, recruited a support team, recruited a recruiter to overhaul recruitment (too many 'recruits' in that sentence?);
  • Made us a destination employer so we no longer needed any external recruitment while we grew from 60 to over 200 consultants, and saving well over £1 million in recruitment fees;
  • Created an environment where we achieved recognition (ranked 4th Full Services Agency in Europe by Forrester), challenged and grew the best consultants, and (nearly) all enjoyed the ride;
  • Created a children's charity alongside, and aligned our consultancy's fundraising efforts to it with fun events put on by our operations team.

Phase 4 - Acquired for £42M

  • Board member and part owner when we were acquired for £42 Million ($84 Million at the time) to kick-start a consulting practice across Europe, Middle East and Africa (EMEA).
  • Took on the entire EMEA consulting team of nearly 500 ranging from UK to South Africa, Spain to the Middle East;
  • Grew and started practices in new territories;
  • Left to go back to independent companies where the values were more aligned with my own beliefs.

Phase 5 - Helping Other Consultancies

  • Founded Inspired Indie to help growing independent businesses with a focus on values;
  • The emphasis is on achieving growth, but aligning this with the founders' values. Using growth and values to reinforce each other, rather than in opposition.
  • Started working with consultancies, the businesses that are closest to my heart and experience.
I'm convinced that a more human and sustainable world will be built on the success of independent entrepreneurial and local businesses. Businesses that value their founders, customers, staff and communities more highly than the quarterly or daily whims of stockmarket traders.

And that is the mission of Inspired Indie. To help independent businesses flourish. Starting with consultancies, the businesses that I know and love best.

Join our Webinar, a case study in how we grew a consultancy which was sold for over £40 million, while growing enormous talent, delivering great projects, and having a whale of a time on the way.

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