Turn your consulting practice into a one-page plan: the niche you own, the clients you want, how you price your time and where the next engagement comes from.
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A consultancy is a capacity business. The plan has to answer how you fill your calendar and what an hour of your time is worth — long before it talks about methodology.
A generalist competes on price; a specialist competes on outcome. Name the industry, the problem and the type of client you serve best.
Day rates cap your income at your available days. Consider retainers, fixed-scope projects or value-based fees, and state which you lead with.
Referrals are wonderful and unreliable. Pick one deliberate channel — network outreach, writing, speaking, partners or a marketplace — and work it.
Billable days are limited by selling, admin and delivery. Plan how many days per month are realistically sellable at your rate.
An audit, workshop or diagnostic sold at a fixed price is easier to buy than "consulting" and creates a path to larger engagements.
The service you offer and the specific transformation clients buy.
Industry, company size and the decision-maker who signs your invoice.
Why they hire you rather than an agency, a hire or an internal team.
Projects, retainers, day rates, workshops or productised packages.
Your entry offer, standard engagement price and the anchor for larger work.
Other independents, boutique firms, large consultancies and in-house options.
Your lead engine: network, content, referrals, partnerships or platforms.
Tools, insurance, accounting, subcontractors and your own unbillable time.
Target monthly revenue, number of clients and the actions to book the next one.
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