I keep hearing the same thing from consultants: "I get it, I should specialize. But how do I get there without blowing up what I already have?" The fear is that narrowing down means immediately turning away all other work and starving to death. That's not how it works. The consultants who successfully make this transition don't leap. They build. They narrow incrementally while still taking the network deals, still earning, still delivering. Then one day they look back and realize the last six months of work has all been exactly what they wanted to do at the rates they wanted to charge. In this episode, we break down the three-stage transition from generalist to specialist, including real examples of consultants who made the move and what actually happened along the way.

Show Notes:

• The CTO resume test: Why we intuitively understand that relevant experience gets you promoted in a job, but completely ignore that logic when it comes to our own consulting businesses
• The fear that keeps consultants stuck: You don't have to starve your way into specialization, and that's not what this transition requires
• Stage one, deciding to narrow: Why going from zero to 20 matters more than trying to define the perfect niche before you'll take a step
• The client who thought she had to turn everything away: Permission granted to keep earning while you build the new specialty
• The branding agency that doubled down: How focusing on the market that already represented 80% of his business didn't shrink his pipeline, it grew everything
• Compounding expertise: What happens to fees, margins, and business development when you spend 100% of your time in one focus area instead of 30%
• The question that used to make you panic: How specialists answer "have you done this before?" versus how generalists scramble through mental gymnastics
• One to three years: The realistic timeline for full transition, and what ten years of generalist work leaves you with instead

I keep having the same conversation with consultants who are terrified to specialize. They think staying broad protects their opportunities. The opposite is true. In this episode, we break down exactly why generalist consultants are going extinct, how pricing dynamics work against them, and why the fear of narrowing down is actually keeping them stuck with a fixed network that will never grow.

Show Notes:

• The market flip that killed generalism: How clients went from two options to two hundred, and why that changes everything about how they choose
• Why referrals don't save you anymore: Even with an introduction, you're competing against specialists they can find in seconds
• The pricing trap: Generalists race to the bottom while specialists see margins expand over time
• The counterintuitive opportunity problem: Why staying broad guarantees your network stays exactly the same size
• The Toronto consultant who walked into a NYC boardroom: What happens when your reputation precedes you
• AI as the new competitor: Why the $20/month machine is taking generalist work
• The real fear behind the objection: It's not about wanting variety, it's about questioning whether enough business exists in your focus area

I keep having the same conversation with consultants lately. Different industries, different experience levels, same story: "My network's not giving me deals anymore." These aren't struggling consultants. These are people who built successful practices over ten, fifteen, twenty years on referrals and relationships. The phone stopped ringing. The introductions dried up. And most of them don't understand why. In this episode, I'm breaking down what's actually happening in the market right now, why the conditions that made network-dependent consulting work have permanently changed, and what the consultants who are still growing have figured out that everyone else hasn't.

Show Notes

• The conversation I keep having: Why consultants who built successful practices on referrals are suddenly watching their pipeline go quiet, and what's actually driving it
• Two things happened at once: How constrained demand collided with a flood of new consultants to create the most competitive market I've ever seen
• The scrutiny shift buyers won't tell you about: The questions decision-makers are now asking that most network-dependent consultants have never had to answer
• Where AI actually hit consulting: It's not what you think. The real impact isn't replacement, it's raising the bar on what counts as work worth paying for
• What the consultants who are growing figured out: They stopped treating their network as the plan and started treating it as a bonus. The difference matters more than you'd expect
• Why your network isn't coming back: The conditions that made referral-based consulting work have changed. I don't see them changing back. What to build instead

In our conversations with consultants this quarter, we've noticed something troubling: the majority are adopting what we call the "waiting posture"—hoping their network reactivates, hoping the market rebounds, hoping things return to normal. Here's the problem: while they wait, a smaller group of consultants who faced the exact same disruptions are actively pivoting, testing new offers, and building new relationships. The gap between these two camps isn't closing—it's compounding. In this episode, we break down the two distinct mindsets we're seeing as consultants head into 2026, why waiting is a losing strategy even when it feels safe, and what the consultants who will emerge stronger are doing differently right now.

Show Notes:

• The two distinct camps we're seeing among consultants heading into 2026 (and why the dividing line isn't what you'd expect)
• Why the consultants who struggled most and the ones who will thrive often had the exact same experience this year
• The "waiting posture" trap—and why it guarantees you'll end up exactly where you started at best
• What COVID-era restaurants teach us about responding to market disruption
• The uncomfortable truth about your relationship with change (and why it predicts your trajectory)
• Why "waiting for your network to come back" is a strategy that only works by accident
• The compound effect: how small pivots now create categorical differences 12 months from now
• What we've observed separates consultants who emerge stronger from downturns versus those who merely survive
• The Odyssey Plan exercise that shifts consultants from the waiting camp to the moving camp
• One question to ask yourself: Are you acting before you believe, or waiting until you feel ready?

I can tell within five minutes of talking to a consultant whether they're building a business or just renting a job. If you've landed a few good clients and found yourself billing the same people month after month—becoming "indispensable" to their operation—you're not winning. You're getting trapped. I've watched this play out hundreds of times: the value decay curve kicks in around month nine, the "we need to hit pause" email arrives, and suddenly you're scrambling with one case study and zero pipeline. In this episode, I'm breaking down why the embedded model destroys your positioning, your expertise development, and your pricing power—and what the consultants who actually scale to seven figures do instead.

Show Notes:

• The distinction between "consultant" and "contractor" that determines your growth trajectory—and why your legal agreement saying "consulting services" doesn't mean you're actually consulting
• What happens between months one and eleven of every embedded engagement—the value decay curve I've observed across hundreds of client relationships, and why you never see the end coming
• The phone call that taught me loyalty is an emotional expectation, not a business strategy—and what that partner actually meant when he said they needed to "hit pause"
• Why two years embedded with one client leaves you with one case study while project-based consultants accumulate six or seven—and how this compounds into a positioning gap you can't close
• The inverse relationship between expertise and time spent with any single client—what David C. Baker's insight reveals about how the best consultants actually operate
• How expertise compounds through volume, not duration—why we can now predict consultant questions before they ask them, and how you build that same pattern recognition
• The five things scaling consultants do differently when structuring client relationships—from scoping defined outcomes to celebrating completion instead of dreading it
• The question I ask every consultant who's gotten too comfortable—and why only one of the three possible answers leads to sustainable growth

You know the conversation. The prospect nods along, says your approach is "very interesting," mentions they'd love to do something like this "one day"—then nothing happens. I've watched this play out hundreds of times with consultants who can't figure out why their pipeline is full of maybes. The problem isn't your expertise or your market. It's that you've positioned yourself as a nice-to-have instead of a must-have. In this episode, I'm breaking down the three bridges that move your offer from "interesting" to "necessary"—because interesting gets considered, but necessary gets bought.

Show Notes:

• Why "that's very interesting, we'd love to do this one day" is the most expensive sentence in consulting—and what it reveals about your positioning
• The mental model problem: why clients don't buy incremental improvement and what they're actually looking for instead
• How to create a category of one by presenting something clients haven't considered—not just a better version of what they've already tried
• The difference between being perceived as an expert (table stakes) versus being the person who spots patterns others can't see
• Why AI tools are valuable for the same reason the best consultants are valuable—and it's not sophistication
• The 80/20 rule for proposals: why comprehensive scope drowns your differentiation and what to lead with instead
• What it actually means for your solution to feel necessary to them, not just to you
• The real reason behind long cycles, ghosted proposals, and fee pressure—and why it's not the market

You're waiting for referrals that never come—checking your inbox, hoping a past client remembers you exist. Meanwhile, there's a massive network of people in your orbit who would happily refer you tomorrow, except they can't explain what you do. I've watched this pattern play out across hundreds of consulting businesses: consultants sitting on untapped referral potential while chasing the same 8-10 past clients who might think of them. In this episode, I'm breaking down why your referral strategy is fundamentally limited and showing you how to build referral infrastructure that compounds—turning acquaintances, former colleagues, and content followers into active referral sources who understand exactly who you help and what problems you solve.

Show Notes:

• Why the traditional referral model caps out at 8-10 people who actually remember your work clearly enough to refer you
• The coworking space conversation that reveals what most consultants miss about who can actually refer them
• How one client's "small win" demonstrates the difference between waiting for referrals and building referral infrastructure
• What happens when you quiz your network on what you do—and why the answers should concern you
• The straight-line thinking trap that makes consultants dismiss content that's actually working
• Why people who've never paid you a dollar will still refer you (and the social capital dynamic that drives this)
• How the vetting process has changed and why every prospect now researches you regardless of how warm the introduction was
• The compound effect: how consultants go from 2-3 referrals per year to 2-3 per month without changing their client work
• What separates consultants who generate consistent referral opportunities from those waiting on occasional client mentions

A consultant filled out my workshop intake form last week and wrote something that caught my attention: "I want to land clients without reaching out to hundreds of people hoping for one yes. I cannot do that kind of marketing." That single sentence captures the exhaustion I see across my client base. The LinkedIn gurus are telling consultants to send a thousand messages and wait for the 1-2% response rate, but nobody's talking about what that approach actually costs you. When prospective clients see generic, mass-produced outreach, they're drawing conclusions about how you operate—and those conclusions aren't helping you. In this episode, I'm walking through why volume-based outreach backfires (based on patterns I've observed across hundreds of consulting businesses), what actually works better, and how positioning lets you reach 40 people instead of 1,000 while landing better clients.

Show Notes:

• The intake form response that sparked this conversation—why so many consultants feel trapped by volume-based outreach tactics
• What your outreach reveals about your consulting approach: If you're sending the same message to hundreds of random prospects, clients are wondering how you'll handle their business
• Real examples from my inbox: The food and beverage manufacturing pitch (I don't work in that industry) and the Harley-Davidson parts message that illustrate thoughtless targeting
• Why "just get in front of more people" advice misses the point—the consultants I work with who are winning clients aren't reaching more people, they're reaching the right people
• The three positioning elements that make outreach efficient: who you serve, what problem you solve, and how you're different (without these, you're guessing)
• A client's current bottleneck: 20-30 active conversations with qualified prospects in her LinkedIn inbox—what that looks like when positioning works
• The actual math on efficiency: One client from 1,000 outreach messages versus landing clients by reaching 40-50 highly targeted prospects

I keep having the same conversation with consultants: "My network is feeding me deals, so I'll fix my positioning when things slow down." It sounds perfectly rational—why fix what isn't broken? But here's what I've learned from working with over 1,000 consulting businesses: the consultants who wait until they feel crisis pressure to build positioning and pipeline face a fundamentally harder challenge than those who do it proactively. You're not just building skills—you're trying to rethink your entire market approach while worrying about next month's mortgage, while your confidence is shattered, while your runway shrinks. In this episode, I'm breaking down the five legitimate reasons you might not need to worry about positioning right now, the hidden vulnerabilities each one creates, and why the consultants who scale to 7 figures consistently build these capabilities before they need them—not after they become desperate.

Show Notes:

• When your warm network actually is enough: The specific conditions where you genuinely don't need to panic about positioning (and the critical difference between being "busy" versus having real pipeline flow)
• The whale client illusion: Why being busy with one large client creates a completely different risk profile than having consistent opportunity flow—and what happens when that whale disappears
• The money you're leaving on the table: How simple positioning tweaks can increase your fees 20-50% for the exact same work with the same clients—and why that's hard to ignore even if you're "satisfied" with current income
• Building from strength versus desperation: Why doing positioning work when you're comfortable is a completely different experience than scrambling to figure it out when your network dries up or your big client leaves
• The soul-sucking client problem: The consultant making $250K who didn't need more money—he needed to stop working with clients who drained his energy (and how positioning gave him that choice)
• The fragile network reality: Why your warm network isn't just finite—it's fragile, and what happens when key referral sources retire, change companies, or simply stop sending business
• The honest assessment: Five questions to determine whether you actually have a sustainable consulting practice or you're just riding luck that won't last forever

I can tell within our first conversation which consultants are operating with a mental model that will keep them stuck. If you've built your practice through referrals and now feel uncomfortable "selling," you're carrying beliefs about sales that will cap your growth far below your potential. After working inside hundreds of B2B consulting businesses, I've identified the exact pattern that separates consultants who scale from those who stay trapped in referral-dependency. In this episode, I'm breaking down the four-pillar ethical selling framework that the top performers use—the ones who don't struggle with sales because they've reframed it as professional responsibility, not self-promotion. This isn't about tactics or scripts. It's about rewiring how you think about the entire sales process so closing deals feels like doing your clients a favor, not imposing on them.

Show Notes:

• The Slack post that reveals why most consultants plateau: What one client's honest confession about sales discomfort taught me about the #1 growth blocker I see across hundreds of consulting firms
• Why your sales discomfort has nothing to do with integrity: The flawed mental model inherited from pushy salespeople that's actually preventing you from scaling—and how the top performers think completely differently about the entire process
• The "talking points syndrome" killing your close rate: How to tell if you're genuinely diagnosing client problems or just waiting for keywords to justify your predetermined pitch—and why this distinction determines whether you'll scale
• The radical transparency strategy that won the $280K deal: Why the consultant who spent fifteen minutes detailing potential failure points beat out competitors who promised "seamless transformation"
• What happens after you pressure someone into buying: Why pressured clients produce substantially worse outcomes and fewer referrals—and how respecting client agency actually accelerates sustainable growth
• The four-pillar framework used by every consultant who broke through their revenue ceiling: Genuine belief in transformation, solving actual problems, honest representation, and respecting client agency—with specific examples from consultants who've made this shift
• Why "I've never had to sell before" isn't the flex you think it is: The hidden trap in building through referrals and what happens when that well runs dry (spoiler: most consultants aren't prepared for this transition)
• The reframe that changes everything: Why hiding your expertise isn't humble—it's negligent, and how the consultants who scale fastest view sales as professional responsibility rather than necessary evil