From the start, I want to acknowledge that this blog may not be for everyone in the Collective 54 family.
For some, Collective 54 is as much a part of each day as that second cup of coffee or the trip through the Business section of the Wall Street Journal. You wear your 30% annual EBITDA growth like a finely tailored suit. You have a strong and deep team behind you that lets you focus fully on scaling and your eventual successful exit.
For professional services leaders who want to win more respect, reputation, and revenue, the worst thing you can be is forgettable. Look around. Your field has plenty of smart, capable, hard-working leaders, but only a few truly stand out. Even fewer have earned genuine trust.
One of our core beliefs at Tenzing is that deep, authentic conversations have the power to drive business forward. Over the years, we’ve found that sharing stories—especially those of fellow Experts, Operators, and Practitioners—has not only enriched our community but also helped strengthen our brand and attract new clients.
Every founder experiences the exhilarating rush of building something new. However, this initial energy often gives way to overwhelm as daily operations become overbearing. This article shares the journey of a Collective 54 member who met this juncture and found a path forward. Names and specific details are omitted to focus on universal lessons that echo the struggles many others face.
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.
I thought running a professional service firm would get easier over time. Eighteen years later, I’m still waiting for that day.
Daily obstacles never stop coming:
Growth. It’s the one constant we’re all chasing. More revenue. More Income. Higher valuation. Etc, etc,etc.
However, it doesn’t always go according to plan.
2023 saw a new high for my company as we increased revenues and income by almost 50% over the previous year. It was an exciting time that I – in my infinite wisdom – thought would go on. Because of course it would. Right?
Most professional services firms generate 90% of their leads from just five channels, yet surprisingly few have a repeatable system to consistently capture these opportunities. If your boutique professional services firm struggles with predictable revenue growth, it’s likely because you haven’t fully optimized these critical sales channels.
A proven blueprint for professional services leaders who want to turn delivery into differentiation .“You’re the first consultant that made my team feel like I knew what was actually going on day to day. Compared to (competitor), I’m glad you asked questions early, and gave me updates often. ”That’s what a client told me after just two weeks of working together. They weren’t praising a breakthrough insight or a brilliant feature. They were talking about our disciplined process — and the relief it gave them.
Eighteen months ago, I made one of the most pivotal decisions of my CEO journey: forming an Advisory Board of seasoned industry leaders for Waterhouse Brands. Their mentorship has been transformational — fueling our growth with insight you simply can’t Google.
