Guides
7 guides on consulting. Practical writing from the team building Atlas, useful whether or not you buy anything.
A client forms their view of a firm in the first six weeks and spends the rest of the engagement confirming it. Very little of that view comes from the deliverables.
Scope creep is rarely a client behaving badly. It is almost always two organisations holding different pictures of the same sentence, discovered late.
A fee model is not a billing preference. It is a decision about who carries the risk of being wrong about the scope, and it changes which numbers you have to watch.
Most software sold as client management manages the sale. The hard part starts the day after somebody signs, and it is a different discipline with different failure modes.
A solo coach or consultant is the whole company: sales, delivery, and admin. Every tool they have to juggle is time stolen from clients. One work OS gives that time back to the work.
A consultancy sells its people's time and judgment. Everything that decides whether it is profitable, pipeline, staffing, utilization, and reuse of prior work, is coupled, and belongs on one system.
Agencies do not have a sales problem and a delivery problem. They have one relationship that flows from pitch to project to renewal, and most CRMs only understand the first part.
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