Remember 2022? Even 2024? When you’d tolerate almost anything to keep a warm body in a seat? That senior consultant who hadn’t read a client brief in months but was “essential to continuity.” That project manager who turned every 30-minute check-in into a 90-minute therapy session but “knew all the stakeholders.” That analyst whose work needed complete rework every time but “at least they showed up.”
You started this firm because you were brilliant at something. Your expertise. Your vision. Your hustle. That scrappy, hands-on approach got you here.
Owners of boutiques are either focused on growing, scaling or exiting their Proserv firms. This post is focused on those owners looking to scale their firms. Many of us struggle to scale, even after years of positive growth. I have heard this from many of my peers in Collective 54. I have experienced it myself. So what’s the problem? Why do we fail to scale?
Hello, Collective 54 subscribers, I’m Greg Alexander, and today, we’re diving into a crucial decision many founders of boutique professional service firms face – whether to focus on strategy work, implementation work, or a combination of both. This decision can significantly impact the trajectory of your firm, the types of clients you attract, and your overall satisfaction with your work. Let’s explore the pros and cons of each approach: