Imagine waking up each day to the relentless hum of a city that never sleeps.
Your mind is already racing with the potential of the day that awaits.
Gone are the days of simple, predictable routines you might have enjoyed as a full-time employee.
Instead, you’re navigating a high-stakes game.
One good decision or contact can propel your business to new heights.
This isn’t just about crunching numbers or drafting reports. It’s about creating amazing services, forging powerful connections, and solving real problems for your clients.
As a consulting business founder in 2024, your days are a whirlwind of business development, client meetings, strategic planning, and problem-solving — set against the backdrop of a rapidly evolving business landscape.
In this article post, we’ll peel back the curtain on the daily grind of consulting, revealing the unfiltered truth about running a consulting business in today’s world.
After working with over 1000 consulting founders in our Clarity Coaching Program, we’ve noticed trends and patterns about how the most successful consultants spend their day.
I’ve broken down the typical stages of consulting and what your day might look like at each stage:
As a consulting business founder in 2024, your days are a whirlwind of business development, client meetings, strategic planning, and problem-solving.
Stage 1: Getting Your Consulting Business Off The Ground (“The Get Your First Client Stage”)
Launching your consulting business is daunting, but thrilling.
This is the “Get Your First Client Stage,” where you’re juggling outreach, initial client calls, and delivering high-quality work.
Your days are long, your to-do list never ends, and the excitement of landing that first client is palpable.
Outreach: The Initial Push
Outreach is your lifeline in these early days.
It’s about reactivating your network, knocking on every possible door, sending personalized emails, and maybe even making a few cold calls.
Imagine you’re at a networking event, business card in hand, and telling people about…
- who it is you serve,
- what you can do for them,
- …and why they should hire you.
Your goal?
To stand out in a sea of other consultants and be seen as the subject matter expert.
This is where you first begin to test and refine your magnetic message — a message that offers a glimpse of how your expertise can create transformation for your clients.
Winning Your First Client
After relentless outreach and tapping into your network, you attract an interested buyer.
The adrenaline rush is real.
This initial client is crucial; they’re not just a revenue source but also a case study and a referral gateway.
You’re not just selling a service — you’re building trust and demonstrating how you can solve their specific problems.
It’s about presenting yourself as the indispensable partner they didn’t know they needed.
Your days are long, your to-do list never ends, and the excitement of landing that first client is palpable.
From Outreach to Delivery
Once you land that first client, the real work begins. The bulk of your time shifts from marketing to delivering.
You dive deep into the client’s business, understanding their biggest challenge, and how you’ll use your expertise to solve them.
For instance, if you’re a manufacturing consultant, you might be helping your client improve their employee engagement.
This phase is intense.
You’re doing everything — from strategy development to execution — ensuring you exceed the client’s expectations.
Balancing Growth and Delivery
As you focus on delivering high-quality work, balancing growth becomes a challenge.
You’re so focused on your current client that finding time for further outreach and business development seems impossible.
This stage is a tightrope walk.
Without a steady pipeline of new clients, you can’t predictably grow your business.
It’s here that many consultants struggle.
You’re caught in the “feast or famine cycle” that comes when you rely on your network, and when you haven’t yet built your marketing engine.
Although you might not be ready to hire anyone to help just yet, you begin to learn about the importance of delegation.
You think to yourself “Wouldn’t it be nice if I could hire an assistant to help with my more menial tasks?”
This is a key insight that becomes key to your growth in the later stages.
At this stage, a day in the life of a consultant is a blend of network reactivation, relentless outreach, market research calls, impeccable service delivery, and learning how to be a consulting business owner.
It’s a stage filled with long hours and steep learning curves. But it’s also the foundation upon which you’ll build your consulting practice.
Remember, the goal isn’t just to survive this stage.
It’s to get your foundation in place and set the stage for sustainable growth and long-term success.
Stage 2: Solo Consultant (“Do Everything Yourself Stage”)
So, you’ve won your first client and delivered the project.
Now you’re officially on the path to becoming an entrepreneurial consultant.
After being an employee for many years, the solo consultant phase is where you quickly realize that you have to be a jack-of-all-trades.
This stage is characterized by wearing many hats and juggling multiple roles.
Let’s break down what this looks like in practice.
1. Networking and Marketing
At this stage, networking is your lifeline — and likely, the only form of marketing that works well.
You attend events, join online forums, and even start posting on LinkedIn.
However, what works best is simple: letting people know what you do, how you help, and why they should choose you.
In the early stages of your business, referrals are king. So you’re doing everything you can to facilitate them.
Sure, you’re experimenting and beginning to learn other marketing methods. But they take longer to start working.
2. Pitching to Potential Clients
Your ability to sell yourself and your services is paramount at every stage of consulting.
At this stage, you’re learning how to sell effectively.
Picture yourself being at a networking event where a colleague introduces you to a potential client.
The potential client is intrigued about what you do. They ask about how you can apply your knowledge to solve their challenges.
You may not have been a salesman in your previous job, but now, it’s one of your most important tasks.
Successful sales conversations means projects, and projects mean revenue. So you spend a lot of time creating (and running) these sales conversations.
3. Maintaining Client Relationships
Once you’ve landed clients, maintaining those relationships becomes a priority.
Regular check-ins, progress updates, and showing genuine interest in their success keeps your clients engaged and satisfied.
Think of it as nurturing a plant: consistent care and attention will ensure it thrives.
Strong relationships lead to repeat business and referrals, which will carry your business in these early stages of marketing maturity.
After being an employee for many years, the solo consultant phase is where you quickly realize that you have to be a jack-of-all-trades.
4. Creating Deliverables & Results For Clients
At this stage, deliverables are the tangible outcomes of your work.
Whether it’s a comprehensive consulting report, a marketing strategy, or a financial analysis, you’re striving to exceed your client’s expectations.
In the early stages, where you might not have the authority to charge for a “Pay For Access” consulting retainer, you’re likely going to be paid for deliverables instead of access to your expertise.
However, the goal of your consulting engagements is not to deliver mere deliverables, but to deliver your client’s desired results.
Each project is an opportunity to better understand your industry and client’s problems, showcase your expertise — and most importantly, create the desired outcome for your client.
5. Administrative Tasks
Administrative tasks, though less glamorous, are crucial for keeping your consulting business running smoothly.
This includes managing emails, scheduling meetings, and organizing your project files.
Effective administration ensures you stay on top of everything and can respond promptly to client inquiries.
At this early stage, you won’t have the budget or the experience to delegate these tasks.
But the seed has been planted: you’re already starting to think how much more you could get done if you didn’t have to do these tasks.
More on this in the next stage.
6. Invoicing and Financial Management
Financial management is another critical aspect of the early stages.
You need to create invoices, track payments, and manage your budget — by yourself.
Imagine yourself meticulously keeping the books to ensure profitability.
Proper financial oversight ensures you get paid on time and can plan for future investments in your business.
This task can and should be one of the first tasks you delegate or outsource. But you will be doing a bit of this yourself as an early-stage consultant.
7. Scheduling and Time Management
Scheduling and time management are the backbones of productivity.
Balancing multiple clients and projects requires a well-organized calendar and a disciplined approach to your workday.
Only this time, you won’t have a manager to help you with your scheduling and time management. You’ll have to learn how to manage yourself.
Effective time management means prioritizing tasks, setting deadlines, and ensuring you meet them without compromising quality.
The “Do Everything Yourself Stage” of being a solo consultant is demanding but essential for building a strong foundation for your business.
By becoming competent at networking, pitching, relationship management, project delivery, administrative tasks, financial management, and time management, you set yourself up for long-term success.
You’ll be well-positioned for the next stage, where you start to delegate and “buy back” your time.
Embrace this early stage with determination and enthusiasm, and know that your hard work now will pay off in the future.
Stage 3: Delegating To Contractors (“Getting Some Help Stage”)
As your consulting business grows, you’ll reach a point where you no longer have the capacity to do everything yourself.
This stage is where hiring and delegating tasks to contractors (or even hiring full-time employees) becomes essential to growth.
And it marks a significant shift in how you allocate your time and manage your business. Your day begins to look quite different than the previous 2 stages.
Shift in Time Allocation
Imagine moving from the trenches to a command center, where your primary role is overseeing and coordinating various aspects of your consulting business.
With the addition of contractors, your focus shifts from executing projects to managing them.
Reduced time on hands-on project work means you can spend more time on high-level tasks like project management and business development.
You begin to work more ON the business, and not just IN the business.
Contractor Management
Managing contractors and team members effectively is key to success in this stage.
This includes recruiting and vetting the right people to ensure they have the skills and reliability needed for your projects.
Assigning tasks and managing their workload requires clear communication and organization.
Quality control becomes crucial as you need to ensure that the work delivered meets you and your client’s standards.
As your consulting business grows, you’ll reach a point where you no longer have the capacity to do everything yourself.
Developing Systems and Processes
As you start delegating, you’ll start to develop systems and processes to streamline operations.
This might include creating standard operating procedures (SOPs) for common tasks.
For instance, if you’re a marketing consultant, you might develop SOPs for social media campaigns, client reporting, and content creation.
SOPs not only help maintain consistency but also make it easier to onboard new contractors.
Client Relationship Expansion
With more hands on deck, you can focus on expanding client relationships.
Taking on more clients becomes feasible, and you have the bandwidth to upsell additional services.
For example, if you’re already providing strategic consulting, you might upsell implementation services or ongoing support.
This not only increases your revenue but also deepens your relationship with clients, making you their trusted advisor.
Business Development
Business development takes on new importance in this stage. You’ll be doing most (if not all) of it yourself.
You’ll be refining your service offerings to better meet market demands.
For example, you might notice a growing need for digital transformation services and decide to add that to your service offerings.
And developing SOPs further enhances you and your team’s efficiency, allowing you to handle more clients without compromising on quality.
The “Getting Some Help Stage” is a transformative period where you move from doing everything yourself to managing a team of contractors.
This shift in time and energy allocation allows you to focus on higher-level tasks like managing consulting projects and business development.
Effective contractor management, developing systems and processes, expanding client relationships, and refining service offerings are all critical components of this stage.
Hiring the right people and delegating tasks to them will help you accomplish far more than what you could do as a solo consultant.
Stage 4: Managing A Team With Full-Time Employees (“Consulting Business Owner Stage”)
Transitioning to the “Consulting Business Owner Stage” is a significant milestone in your consulting journey.
Here, your day-to-day shifts from managing projects and contractors to leading and developing a full-time team.
This stage focuses on 4 key areas: leadership, team management, client relationships, and business growth.
1. Leadership and Strategy
Setting Company Vision and Goals
As the business owner, your primary role is to set the vision and goals for your company.
This involves defining long-term objectives, articulating your consulting firm’s mission statement, and ensuring everyone in the company is aligned with this vision.
Think of yourself as the captain of a ship. You’re charting the course and steering your team toward success.
For example, our mission is to be the leading coaching program for consultants in the world. All of our strategic decisions move us towards this goal.
Strategic Planning and Decision-Making
Strategic planning is one of your primary tasks at this stage.
You’ll be making high-level decisions about where to invest resources, which markets to enter, and how to stay competitive.
This involves analyzing market trends, assessing risks, and capitalizing on opportunities.
Your ability to think strategically and make informed decisions become paramount.
2. Team Management
Hiring and Onboarding Full-Time Employees
Hiring full-time employees who are more strategic and skilled in various areas than you are is essential to building a strong team.
The hiring process should focus on finding individuals who not only possess the necessary skills but also fit well with your firm’s culture.
For example, hiring a seasoned operations manager allows you to delegate the intricacies of your firm’s operations, freeing you to focus on other critical areas.
Hiring people who know things you don’t is a smart move: it frees you from having to be an expert in every area, enabling you to focus on your strengths and strategic vision.
For example, if you’re not a web design expert, hiring a skilled designer ensures high-quality visuals for your marketing collateral and consulting website — so you can concentrate on higher-level tasks.
Think of yourself as the captain of a ship. You’re charting the course and steering your team toward success.
Performance Management and Professional Development
Once you have your team in place, managing their performance and fostering their professional development is essential.
This includes setting clear performance metrics, providing regular feedback, and offering opportunities for growth.
A well-managed team is more productive, engaged, and loyal.
Building Company Culture
Building a positive company culture is critical for retaining your talent.
A strong culture promotes collaboration, innovation, and employee satisfaction.
For example, creating an environment that values open communication and recognizes achievements will boost morale and productivity.
3. High-Level Client Relationships
Managing Key Accounts
As the business owner, you’ll handle high-level client relationships, focusing on managing key accounts and nurturing strategic partnerships.
These relationships can play a massive role in your firm’s success, providing referrals, partnerships, and opportunities for growth.
Regularly engaging with your top clients ensures they feel valued and understood, leading to long-term partnerships.
Strategic Partnerships
Developing strategic partnerships with other businesses can open new avenues for growth.
For instance, partnering with a tech firm might allow you to offer an integrated consulting/software solution to your clients, enhancing your service offerings and creating additional streams of revenue.
4. Business Growth and Scalability
Expanding Service Lines or Markets
Business growth in this stage often involves expanding your service lines or entering new markets.
This requires thorough market research, understanding client needs, and adapting your services accordingly.
For example, if your consulting firm specializes in marketing, you might expand into digital transformation services to help clients build the proper foundation for digital marketing.
Operational Efficiency and Process Optimization
As your business grows, you’ll spend more time optimizing your operations for efficiency.
This includes refining existing processes, implementing new technologies, and continuously improving your workflow.
Efficient operations reduce costs and increase productivity, enabling you to more easily scale your consulting business.
Managing a team with full-time employees is where you can achieve much more than you could on your own.
It requires strong leadership, effective team management, high-level client relationship skills, and a focus on business growth and scalability.
By setting a clear vision, building a capable team, nurturing key relationships, and optimizing your operations, you can scale your consulting firm to 7-figures — or even well-beyond that.
Get Personalized Coaching & Community Support To Help Grow Your Consulting Business
As a consultant, what does your day look like?
Which stage are you at?
Have you just started your consulting business and are looking for your first few clients?
Or are you already a consulting business owner who is looking to build a team and scale?
No matter which stage you’re at, we have a program, coaches, and community of consultants who can help you get to that next level.
If you’re an independent consultant or consulting business owner — and you want to build a strategic, profitable, and scalable consulting business — take a look at our Clarity Coaching Program.
In our Clarity Coaching program, our B2B coaches have helped over 1000 consultants to build a more strategic, profitable, and scalable, consulting business.
Learn More About Clarity Coaching
We’ll work hands-on with you to develop a strategic plan and then dive deep and work through your ideal client clarity, strategic messaging, consulting offers, fees and pricing, business model optimization, and help you to set up your marketing engine and lead generation system to consistently attract ideal clients.
You’ll learn how to generate more profit with every project you take on — and how to land more clients than ever before. Learn more about Clarity Coaching and get in touch to talk about your situation and goals.
