For decades, professional services firms have survived, and even thrived, on founder dependency. The founder was the rainmaker, the strategist, the client-saver. Clients bought you. Deals closed because of you. Delivery worked because of you. In Era 1 and Era 2, this model slowed scale but didn’t always kill you. You could grind harder, hire around the edges, and keep going.
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.
One of the best pieces of advice I’ve ever received in professional services:
“Your website is your shop window. Treat it as such.”
Unfortunately, most professional services firms treat their website like an annual checkup. They refresh it reactively—usually when the copyright date at the bottom feels embarrassingly out of date.
Most boutique firm owners believe revenue growth comes from hiring a “rainmaker.” The truth? One star seller won’t save you. What scales is a repeatable system, not a heroic individual — and today, AI can help build it faster and smarter.
When I was growing up, I watched my uncle, Greg Alexander, do something remarkable. He didn’t just build a successful consulting firm. He built a launchpad.
Sales Benchmark Index, SBI, started as a professional services firm dedicated to sales effectiveness. But over time, it became much more than that. It became a proving ground for ambitious professionals who would later lead and found some of the most respected firms in the consulting industry.
And yet, very few professional services firms do it well (or at all).
If you want to improve your close rate, tighten your sales messaging, and better understand your buyer, there’s no faster path than a structured win-loss call process.
And yet, very few professional services firms do it well (or at all).
In a market where visibility is fractured and trust is earned in milliseconds, how you plan for growth in 2026 will determine whether you lead or fall behind.
From May through August, most executive teams, whether at brands or professional services firms, are knee-deep in building strategies and budgets for the coming year. But many are using outdated models: departmental budgets created in isolation, growth projections rooted in past performance and plans that treat customer experience as a byproduct rather than a priority.
By very definition, salespeople sell. But here is the paradox: buyers do not like being sold to. In fact, only 29% of buyers say they prefer to talk to a salesperson when making a purchase. Meanwhile, 62% would rather consult a search engine (HubSpot). That is a striking indictment of traditional sales, and the experience buyers are having with selling organizations.
Growing a boutique professional services firm can feel like flying blind. You’re hiring more people and chasing more projects, but somehow it’s getting harder to see where all the effort is going. Many founders and members that I speak with admit they’ve been scaling without the clarity of hard data or many measurable metrics. Here’s one for you.. I won’t name names but I spoke with a founder this month doing $24M in revenue that asked me what EBITDA meant.
If your consulting firm, marketing agency, or IT services firm is struggling to generate leads and close deals, the problem isn’t your expertise. It’s your positioning.
Too many professional services firms start with their services rather than the problem they solve, target a broad audience, and lack a compelling value proposition. This weakens their ability to sell effectively and compete against larger firms.