“Once you have demonstrated you can help a company solve problems, they never run out of problems they want you to help them solve. ”You have a great business, and you know it. You know that you could double it if only…and then the list starts:• We had the right people• We could get in the right meetings with the right buyers• The economy would improve
One of our core beliefs at Tenzing is that deep, authentic conversations have the power to drive business forward. Over the years, we’ve found that sharing stories—especially those of fellow Experts, Operators, and Practitioners—has not only enriched our community but also helped strengthen our brand and attract new clients.
Every founder experiences the exhilarating rush of building something new. However, this initial energy often gives way to overwhelm as daily operations become overbearing. This article shares the journey of a Collective 54 member who met this juncture and found a path forward. Names and specific details are omitted to focus on universal lessons that echo the struggles many others face.
The Professional Services Owner’s Dilemma. “That’s a great idea! How do I act on that? And then that one, and that one…”Sound familiar? As a professional services firm owner, you’re caught in a perpetual whirlwind. You’ve mastered your technical expertise and now you’re expected to simultaneously become an expert in every facet of business operations.
A few winters ago, I was driving down I-29 in a brutal Midwest blizzard.
The kind where you can’t see more than a few feet and you’re just praying you can make it to the next exit before you slide off the road, or worse.
In those moments, you don’t look around — you look for the white line. That single white line on the edge of the road becomes your focus.
Many firms craft value statements, put them in a slide deck, and hope the words sink in. The unfortunate reality is that values that live only on paper rarely have any gravitational pull. They have to show up in hiring, onboarding, daily routines, and feedback.
As I’ve spoken with more members of Collective54 about their Go-To-Market strategy, there is a common theme. Their primary Buyers, their Heroes, are typically C-level executives, but rarely the CEO. This is true of professional services generally, as CFOs, COOs, CIOs and CHROs dominate the landscape of Buyers. Proserv firms vary in their capability to engage and stay relevant with CEOs. If you are wondering how effective your team is at engaging CEOs, there are two leading indicators to look for.
I thought running a professional service firm would get easier over time. Eighteen years later, I’m still waiting for that day.
Daily obstacles never stop coming:
The marketing community has been denigrating the idea of a buyer’s journey as a funnel for years – possibly decades – yet the metaphor persists. It’s so comforting in its simplicity that we keep using it, even though it no longer reflects people’s buying behavior.
Growth. It’s the one constant we’re all chasing. More revenue. More Income. Higher valuation. Etc, etc,etc.
However, it doesn’t always go according to plan.
2023 saw a new high for my company as we increased revenues and income by almost 50% over the previous year. It was an exciting time that I – in my infinite wisdom – thought would go on. Because of course it would. Right?
