In May, I argued that 2026 growth planning has to start journey-first—not budget-first. Map how buyers actually discover, evaluate, and choose you; then align teams and targets to that reality.
As a professional services firm grows, a critical shift occurs. The charismatic energy and work ethic that powered you in the early days must evolve into a more systematic and scalable form of leadership. While focus is needed on financial, sales and operational execution, the true engine of sustainable growth often lies in a known but poorly executed element: communication.
Why This Matters: When the economy turns, CFOs sharpen their pencils. Discretionary services get cut. Mission-critical services stay. If your firm isn’t positioned as essential, you are at risk.
You started this firm because you were brilliant at something. Your expertise. Your vision. Your hustle. That scrappy, hands-on approach got you here.
Selling your business is the most difficult event during a business owner’s journey. Period. After 25 years advising business owners, I have developed a deep conviction in the phrase that during ownership transition “the soft stuff is the hard stuff.”
Historically, something has always been thought to disrupt companies, from the printing press to machinery to Excel, and now AI. Every day, I log into LinkedIn or other social media and see new content about AI. Some are inspiring, some educational, but there are also warning AI will replace the whole workforce.
It’s common sense to do a little background research before any important purchase — whether that means checking reviews for a new dishwasher, having a mechanic inspect a used car or browsing forums before choosing a contractor.
When I listen to professional services leaders share their fears, concerns, and challenges, it becomes clear that their decisions are often based on internal narratives rather than market realities. These stories, while understandable, can lead to choices that undermine the very advantages that make boutique firms competitive.
Most professional services firms hit a ceiling. The cause may be one of a hundred things. It’s not usually lack of talent. Quite often, it’s fractured data.
Ask most founders of boutique professional services firms what problem they solve, and they’ll give you a list of services.