There has been much talk of AI-Generated “Workslop” after a recent HBR article made headlines. Like most things AI, the issue is not new, but it’s magnified and faster…. Slop with a new name and a Ferrari engine.
For founders of professional services firms, growth cannot depend solely on chasing new logos. The most sustainable path to scale comes from expanding within your existing accounts. Many founders in Collective54 tell me that Account growth is critical, and has historically been their top growth lever. But it’s not predictable, and seems like it’s very much customer driven – not sales driven. Account growth delivers higher margins, lowers client acquisition cost, and creates fertile ground for referrals and reputation.
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.
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.
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.
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 But many are using outdated models: departmental budgets created in isolation, growth projections rooted in past performance and plans that treat customer experience as a byproduct rather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.
Recruiting Strategy for Scaling Boutique Professional Services Firms
Recruiting is a critical task for boutique professional services firms looking to scale. As firms grow, the recruiting process evolves and becomes more complex. Here are some key strategies to consider:
The business world is flooded with theories that claim to drive growth, improve efficiency, and maximize profit. Many of these theories emerge from product-based companies, tech startups, manufacturing firms, and consumer goods giants, where scaling is a matter of producing and distributing more units. However, when these same theories are applied to service firms, they often fall flat. Why? Because professional services businesses operate on fundamentally different principles: expertise, client relationships, and human capital.
Starting a professional services company can be deceptively easy. The founder’s network is a verdant hunting ground for both leads and referrals, and their mere presence is often enough to close a deal. But soon a harsh, inevitable truth dawns: without a reliable means of generating pipeline outside of the founder, the business can only go so far. And, when it relies only on the networks of few key employees, the business is also over exposed to cycles of feast or famine.
In the bustling world of boutique professional service firms, where expertise and innovation drive success, there lies an often-overlooked aspect of business that can make or break even the most visionary entrepreneurs: financial management. Today, I want to share a compelling story from within the Collective 54 community—a tale that underscores the critical importance of sophisticated financial practices and how embracing expert advice can lead to transformative outcomes.