In a world where clients expect more for less and demand proof before promises, value-based contracting is no longer optional. It’s a strategic imperative. And yet, many professional services firms still treat it like a trend. They slap on vague outcomes or performance bonuses as an afterthought, rather than embedding value at the core of their engagement model.
In the world of professional services, consulting, legal, creative, and advisory, delivering real value has never been more critical. Clients today are under pressure to deliver results, not just rack up invoices or slide decks. They’re demanding faster outcomes, deeper insights, and partnerships that help them move forward, not just stand still with a binder full of strategy.
In January 2020, we started Collective 54 to deliver better outcomes for founders of boutique professional services firms. We had experienced the operational grind, strategic ambiguity, and struggles that often define this knowledge sector. Our goal was to help Collective 54 members make more money, make scaling easier, and make an exit achievable.
I’ve long believed in the transformative power of habits. Small, recurring actions have an extraordinary ability to compound, producing significant value over time.
We’ve been around for nineteen years. Three and a half years ago, we chose to reinvent ourselves. Part of that process is to increase new clients who need something a bit different from the past. It’s important to grow with our current clients. We also need to bring in new logos from our new offerings. We started a team that focuses on “hunting” new logos about nine months ago. Currently, there are two account executives on this team. We have learned a lot in nine months.
Last year, Eclipse Consulting Group launched our internal “Eclipse Academy” where we have been investing formally in the strategic development of our employees to be better professionals and consultants through a blend of structured offerings around everyday learning, core training, and targeted skill-building.
In today’s fast-paced and technology-driven financial landscape, banks face an unrelenting demand to operate more efficiently while delivering exceptional customer experiences. Digital expectations have soared, competition has intensified, and regulatory requirements continue to evolve. Amid these pressures lies a significant opportunity: using system evaluations and assessments as a strategic lever for process improvement, operational efficiency, and enhanced customer satisfaction.
Most founders I talk to are trying to grow without stacking up overhead or hiring more people than they need. We’re no different. For us, digital transformation isn’t some trendy phrase; it’s just a practical way to deliver clearer, faster, and more valuable results for our clients.
In the competitive landscape of Professional Services, boutique firms often face the challenge of growing, scaling, and eventually exiting successfully. Collective 54, the first community exclusively for founders of Professional Services firms, is dedicated to helping its members achieve these objectives. One effective strategy that firms can adopt is the Win, Keep, and Grow approach. This blog will explore how focusing on these three simple concepts can lead to profitable growth.
Let’s be honest: your to-do list is lying to you.
It looks productive. It feels necessary. But in reality, it’s a guilt trip disguised as a plan — a mashup of legacy tasks, half-finished habits, and things you swore you delegated but somehow ended up doing again this week.