Transcript
Page 1: How to Fire Your Boss and Start Your Own Consulting Business

FIRE YOUR BOSS amp BUILD A SUCCESSFUL CONSULTING PRACTICE

John Carter

May 12 2009

jcartertcgencom

PRESENTA

TION

POIN

TS Professional Background PDC and its Strategic Intent Marketing is Not Sales PDCrsquos Marketing Strategy A New Case Study ndash TCGen Inc

Product Development Consulting Product Development Consulting Inc was founded in 1990 in Cambridge Massachusetts with the goal of turning product ideas into market place realities

Important points in RED

2BayCHI_r2

BACKG

ROU

ND

ndash YOU

CAN

DO

ITYou have what it takes

Correlation between intelligence and scientific productivity Once you cross a threshold of intelligence other factors explain

the output of great scientific contributors This applies to you and your success

School

Consulting

Industry

6 years in School 12 years in Industry and 6 years in Consulting

Keith Dean Simonton ldquoScientific Geniusrdquo

Ability to market and sell is what it takes

3

MA

RKETING

DEVELO

PMEN

T

Learning from a Mentor Dr Bose was a consummate technologist and

marketer Innovations can occur in marketing ldquoCan you sellrdquo

Understanding ldquoEmotional Intelligencerdquo Understanding emotions Motivation

Initiative - Listening ndash Preparation Listen Listen Listen Understand clientrsquos pain

4BayCHI_r2

PDC CLIEN

T LIST

Abbott Laboratories

Apple Computer Inc

ATampT

Baxter Healthcare

Becton Dickinson

Bose Corporation

Boston Consulting Group

Center for Quality Management

Computervision

CSC Index

DataCard Corporation

DuPont Medical Products

Eastman Kodak Company

Eaton Corporation

Hewlett-Packard Company

Honeywell Inc

Keithley Instruments Inc

Landis amp Gyr Powers Inc

Lucent Technologies

Medrad

The Nasdaq Stock Market Inc

Norand Corporation

Northern Telecom Inc

Pacific Gas amp Electric Company

Stanford University

Tektronix

Teradyne Corporation

Westinghouse

Xerox Corporation

3M

5BayCHI_r2

RATES AN

D TH

E FOCU

S AREA

OF YO

UR PRACTICE

Unique Specialty

Functional Role

Higher Rate

Faster Ramp

Benefits 25Billability 65Gross Up 21Times

Rate 50 Dollars per HourWeeks 50 Two weeks of holidaysHours 40

Gross 100000 Not Equivalent to $100K in Salary

Sky is the limitConsulting Rates

Versus Contracting Rates

Target $100Hr

Consultant

Contractor

STRATEG

IC INTEN

T

To Become a Recognized Authority in Product Development

Metric Frequent invitations to bid (and win) on consulting opportunities by leading developers of Fortune 500 companies (GE Corning Motorola Ford HP Compaq etc) Target This would translate into approximately 1 invitation per month

7BayCHI_r2

MA

RKETING

IS NO

T SALES

Marketing is to Sales as Research is to Development Marketing is Tomorrow Sales is today Marketing is one on many Sales is one on one Marketing creates demand Sales fulfills it Marketing Makes Sales Simple MARKETING IS NOT SALES

Understand the difference between marketing and sales

Focus building your consulting practice on MARKETING

We often say ldquomarketingrdquo when we mean sales Clarification

8BayCHI_r2

PDC M

ARKETIN

G -- TIM

E METRICS

I didnrsquot say it was easyhellip

January Feb March April May June July0

50

100

150

200

250

300

350

0

2

4

6

8

10

12

14

16

18

20

Total Hours Per Month

Marketing Hours Per MonthMarketing Percent

10 Hours of Marketing per week

65 Hours Total per week

Personal time records over a representative 7 month period 9BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 2: How to Fire Your Boss and Start Your Own Consulting Business

PRESENTA

TION

POIN

TS Professional Background PDC and its Strategic Intent Marketing is Not Sales PDCrsquos Marketing Strategy A New Case Study ndash TCGen Inc

Product Development Consulting Product Development Consulting Inc was founded in 1990 in Cambridge Massachusetts with the goal of turning product ideas into market place realities

Important points in RED

2BayCHI_r2

BACKG

ROU

ND

ndash YOU

CAN

DO

ITYou have what it takes

Correlation between intelligence and scientific productivity Once you cross a threshold of intelligence other factors explain

the output of great scientific contributors This applies to you and your success

School

Consulting

Industry

6 years in School 12 years in Industry and 6 years in Consulting

Keith Dean Simonton ldquoScientific Geniusrdquo

Ability to market and sell is what it takes

3

MA

RKETING

DEVELO

PMEN

T

Learning from a Mentor Dr Bose was a consummate technologist and

marketer Innovations can occur in marketing ldquoCan you sellrdquo

Understanding ldquoEmotional Intelligencerdquo Understanding emotions Motivation

Initiative - Listening ndash Preparation Listen Listen Listen Understand clientrsquos pain

4BayCHI_r2

PDC CLIEN

T LIST

Abbott Laboratories

Apple Computer Inc

ATampT

Baxter Healthcare

Becton Dickinson

Bose Corporation

Boston Consulting Group

Center for Quality Management

Computervision

CSC Index

DataCard Corporation

DuPont Medical Products

Eastman Kodak Company

Eaton Corporation

Hewlett-Packard Company

Honeywell Inc

Keithley Instruments Inc

Landis amp Gyr Powers Inc

Lucent Technologies

Medrad

The Nasdaq Stock Market Inc

Norand Corporation

Northern Telecom Inc

Pacific Gas amp Electric Company

Stanford University

Tektronix

Teradyne Corporation

Westinghouse

Xerox Corporation

3M

5BayCHI_r2

RATES AN

D TH

E FOCU

S AREA

OF YO

UR PRACTICE

Unique Specialty

Functional Role

Higher Rate

Faster Ramp

Benefits 25Billability 65Gross Up 21Times

Rate 50 Dollars per HourWeeks 50 Two weeks of holidaysHours 40

Gross 100000 Not Equivalent to $100K in Salary

Sky is the limitConsulting Rates

Versus Contracting Rates

Target $100Hr

Consultant

Contractor

STRATEG

IC INTEN

T

To Become a Recognized Authority in Product Development

Metric Frequent invitations to bid (and win) on consulting opportunities by leading developers of Fortune 500 companies (GE Corning Motorola Ford HP Compaq etc) Target This would translate into approximately 1 invitation per month

7BayCHI_r2

MA

RKETING

IS NO

T SALES

Marketing is to Sales as Research is to Development Marketing is Tomorrow Sales is today Marketing is one on many Sales is one on one Marketing creates demand Sales fulfills it Marketing Makes Sales Simple MARKETING IS NOT SALES

Understand the difference between marketing and sales

Focus building your consulting practice on MARKETING

We often say ldquomarketingrdquo when we mean sales Clarification

8BayCHI_r2

PDC M

ARKETIN

G -- TIM

E METRICS

I didnrsquot say it was easyhellip

January Feb March April May June July0

50

100

150

200

250

300

350

0

2

4

6

8

10

12

14

16

18

20

Total Hours Per Month

Marketing Hours Per MonthMarketing Percent

10 Hours of Marketing per week

65 Hours Total per week

Personal time records over a representative 7 month period 9BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 3: How to Fire Your Boss and Start Your Own Consulting Business

BACKG

ROU

ND

ndash YOU

CAN

DO

ITYou have what it takes

Correlation between intelligence and scientific productivity Once you cross a threshold of intelligence other factors explain

the output of great scientific contributors This applies to you and your success

School

Consulting

Industry

6 years in School 12 years in Industry and 6 years in Consulting

Keith Dean Simonton ldquoScientific Geniusrdquo

Ability to market and sell is what it takes

3

MA

RKETING

DEVELO

PMEN

T

Learning from a Mentor Dr Bose was a consummate technologist and

marketer Innovations can occur in marketing ldquoCan you sellrdquo

Understanding ldquoEmotional Intelligencerdquo Understanding emotions Motivation

Initiative - Listening ndash Preparation Listen Listen Listen Understand clientrsquos pain

4BayCHI_r2

PDC CLIEN

T LIST

Abbott Laboratories

Apple Computer Inc

ATampT

Baxter Healthcare

Becton Dickinson

Bose Corporation

Boston Consulting Group

Center for Quality Management

Computervision

CSC Index

DataCard Corporation

DuPont Medical Products

Eastman Kodak Company

Eaton Corporation

Hewlett-Packard Company

Honeywell Inc

Keithley Instruments Inc

Landis amp Gyr Powers Inc

Lucent Technologies

Medrad

The Nasdaq Stock Market Inc

Norand Corporation

Northern Telecom Inc

Pacific Gas amp Electric Company

Stanford University

Tektronix

Teradyne Corporation

Westinghouse

Xerox Corporation

3M

5BayCHI_r2

RATES AN

D TH

E FOCU

S AREA

OF YO

UR PRACTICE

Unique Specialty

Functional Role

Higher Rate

Faster Ramp

Benefits 25Billability 65Gross Up 21Times

Rate 50 Dollars per HourWeeks 50 Two weeks of holidaysHours 40

Gross 100000 Not Equivalent to $100K in Salary

Sky is the limitConsulting Rates

Versus Contracting Rates

Target $100Hr

Consultant

Contractor

STRATEG

IC INTEN

T

To Become a Recognized Authority in Product Development

Metric Frequent invitations to bid (and win) on consulting opportunities by leading developers of Fortune 500 companies (GE Corning Motorola Ford HP Compaq etc) Target This would translate into approximately 1 invitation per month

7BayCHI_r2

MA

RKETING

IS NO

T SALES

Marketing is to Sales as Research is to Development Marketing is Tomorrow Sales is today Marketing is one on many Sales is one on one Marketing creates demand Sales fulfills it Marketing Makes Sales Simple MARKETING IS NOT SALES

Understand the difference between marketing and sales

Focus building your consulting practice on MARKETING

We often say ldquomarketingrdquo when we mean sales Clarification

8BayCHI_r2

PDC M

ARKETIN

G -- TIM

E METRICS

I didnrsquot say it was easyhellip

January Feb March April May June July0

50

100

150

200

250

300

350

0

2

4

6

8

10

12

14

16

18

20

Total Hours Per Month

Marketing Hours Per MonthMarketing Percent

10 Hours of Marketing per week

65 Hours Total per week

Personal time records over a representative 7 month period 9BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 4: How to Fire Your Boss and Start Your Own Consulting Business

MA

RKETING

DEVELO

PMEN

T

Learning from a Mentor Dr Bose was a consummate technologist and

marketer Innovations can occur in marketing ldquoCan you sellrdquo

Understanding ldquoEmotional Intelligencerdquo Understanding emotions Motivation

Initiative - Listening ndash Preparation Listen Listen Listen Understand clientrsquos pain

4BayCHI_r2

PDC CLIEN

T LIST

Abbott Laboratories

Apple Computer Inc

ATampT

Baxter Healthcare

Becton Dickinson

Bose Corporation

Boston Consulting Group

Center for Quality Management

Computervision

CSC Index

DataCard Corporation

DuPont Medical Products

Eastman Kodak Company

Eaton Corporation

Hewlett-Packard Company

Honeywell Inc

Keithley Instruments Inc

Landis amp Gyr Powers Inc

Lucent Technologies

Medrad

The Nasdaq Stock Market Inc

Norand Corporation

Northern Telecom Inc

Pacific Gas amp Electric Company

Stanford University

Tektronix

Teradyne Corporation

Westinghouse

Xerox Corporation

3M

5BayCHI_r2

RATES AN

D TH

E FOCU

S AREA

OF YO

UR PRACTICE

Unique Specialty

Functional Role

Higher Rate

Faster Ramp

Benefits 25Billability 65Gross Up 21Times

Rate 50 Dollars per HourWeeks 50 Two weeks of holidaysHours 40

Gross 100000 Not Equivalent to $100K in Salary

Sky is the limitConsulting Rates

Versus Contracting Rates

Target $100Hr

Consultant

Contractor

STRATEG

IC INTEN

T

To Become a Recognized Authority in Product Development

Metric Frequent invitations to bid (and win) on consulting opportunities by leading developers of Fortune 500 companies (GE Corning Motorola Ford HP Compaq etc) Target This would translate into approximately 1 invitation per month

7BayCHI_r2

MA

RKETING

IS NO

T SALES

Marketing is to Sales as Research is to Development Marketing is Tomorrow Sales is today Marketing is one on many Sales is one on one Marketing creates demand Sales fulfills it Marketing Makes Sales Simple MARKETING IS NOT SALES

Understand the difference between marketing and sales

Focus building your consulting practice on MARKETING

We often say ldquomarketingrdquo when we mean sales Clarification

8BayCHI_r2

PDC M

ARKETIN

G -- TIM

E METRICS

I didnrsquot say it was easyhellip

January Feb March April May June July0

50

100

150

200

250

300

350

0

2

4

6

8

10

12

14

16

18

20

Total Hours Per Month

Marketing Hours Per MonthMarketing Percent

10 Hours of Marketing per week

65 Hours Total per week

Personal time records over a representative 7 month period 9BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 5: How to Fire Your Boss and Start Your Own Consulting Business

PDC CLIEN

T LIST

Abbott Laboratories

Apple Computer Inc

ATampT

Baxter Healthcare

Becton Dickinson

Bose Corporation

Boston Consulting Group

Center for Quality Management

Computervision

CSC Index

DataCard Corporation

DuPont Medical Products

Eastman Kodak Company

Eaton Corporation

Hewlett-Packard Company

Honeywell Inc

Keithley Instruments Inc

Landis amp Gyr Powers Inc

Lucent Technologies

Medrad

The Nasdaq Stock Market Inc

Norand Corporation

Northern Telecom Inc

Pacific Gas amp Electric Company

Stanford University

Tektronix

Teradyne Corporation

Westinghouse

Xerox Corporation

3M

5BayCHI_r2

RATES AN

D TH

E FOCU

S AREA

OF YO

UR PRACTICE

Unique Specialty

Functional Role

Higher Rate

Faster Ramp

Benefits 25Billability 65Gross Up 21Times

Rate 50 Dollars per HourWeeks 50 Two weeks of holidaysHours 40

Gross 100000 Not Equivalent to $100K in Salary

Sky is the limitConsulting Rates

Versus Contracting Rates

Target $100Hr

Consultant

Contractor

STRATEG

IC INTEN

T

To Become a Recognized Authority in Product Development

Metric Frequent invitations to bid (and win) on consulting opportunities by leading developers of Fortune 500 companies (GE Corning Motorola Ford HP Compaq etc) Target This would translate into approximately 1 invitation per month

7BayCHI_r2

MA

RKETING

IS NO

T SALES

Marketing is to Sales as Research is to Development Marketing is Tomorrow Sales is today Marketing is one on many Sales is one on one Marketing creates demand Sales fulfills it Marketing Makes Sales Simple MARKETING IS NOT SALES

Understand the difference between marketing and sales

Focus building your consulting practice on MARKETING

We often say ldquomarketingrdquo when we mean sales Clarification

8BayCHI_r2

PDC M

ARKETIN

G -- TIM

E METRICS

I didnrsquot say it was easyhellip

January Feb March April May June July0

50

100

150

200

250

300

350

0

2

4

6

8

10

12

14

16

18

20

Total Hours Per Month

Marketing Hours Per MonthMarketing Percent

10 Hours of Marketing per week

65 Hours Total per week

Personal time records over a representative 7 month period 9BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 6: How to Fire Your Boss and Start Your Own Consulting Business

RATES AN

D TH

E FOCU

S AREA

OF YO

UR PRACTICE

Unique Specialty

Functional Role

Higher Rate

Faster Ramp

Benefits 25Billability 65Gross Up 21Times

Rate 50 Dollars per HourWeeks 50 Two weeks of holidaysHours 40

Gross 100000 Not Equivalent to $100K in Salary

Sky is the limitConsulting Rates

Versus Contracting Rates

Target $100Hr

Consultant

Contractor

STRATEG

IC INTEN

T

To Become a Recognized Authority in Product Development

Metric Frequent invitations to bid (and win) on consulting opportunities by leading developers of Fortune 500 companies (GE Corning Motorola Ford HP Compaq etc) Target This would translate into approximately 1 invitation per month

7BayCHI_r2

MA

RKETING

IS NO

T SALES

Marketing is to Sales as Research is to Development Marketing is Tomorrow Sales is today Marketing is one on many Sales is one on one Marketing creates demand Sales fulfills it Marketing Makes Sales Simple MARKETING IS NOT SALES

Understand the difference between marketing and sales

Focus building your consulting practice on MARKETING

We often say ldquomarketingrdquo when we mean sales Clarification

8BayCHI_r2

PDC M

ARKETIN

G -- TIM

E METRICS

I didnrsquot say it was easyhellip

January Feb March April May June July0

50

100

150

200

250

300

350

0

2

4

6

8

10

12

14

16

18

20

Total Hours Per Month

Marketing Hours Per MonthMarketing Percent

10 Hours of Marketing per week

65 Hours Total per week

Personal time records over a representative 7 month period 9BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 7: How to Fire Your Boss and Start Your Own Consulting Business

STRATEG

IC INTEN

T

To Become a Recognized Authority in Product Development

Metric Frequent invitations to bid (and win) on consulting opportunities by leading developers of Fortune 500 companies (GE Corning Motorola Ford HP Compaq etc) Target This would translate into approximately 1 invitation per month

7BayCHI_r2

MA

RKETING

IS NO

T SALES

Marketing is to Sales as Research is to Development Marketing is Tomorrow Sales is today Marketing is one on many Sales is one on one Marketing creates demand Sales fulfills it Marketing Makes Sales Simple MARKETING IS NOT SALES

Understand the difference between marketing and sales

Focus building your consulting practice on MARKETING

We often say ldquomarketingrdquo when we mean sales Clarification

8BayCHI_r2

PDC M

ARKETIN

G -- TIM

E METRICS

I didnrsquot say it was easyhellip

January Feb March April May June July0

50

100

150

200

250

300

350

0

2

4

6

8

10

12

14

16

18

20

Total Hours Per Month

Marketing Hours Per MonthMarketing Percent

10 Hours of Marketing per week

65 Hours Total per week

Personal time records over a representative 7 month period 9BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 8: How to Fire Your Boss and Start Your Own Consulting Business

MA

RKETING

IS NO

T SALES

Marketing is to Sales as Research is to Development Marketing is Tomorrow Sales is today Marketing is one on many Sales is one on one Marketing creates demand Sales fulfills it Marketing Makes Sales Simple MARKETING IS NOT SALES

Understand the difference between marketing and sales

Focus building your consulting practice on MARKETING

We often say ldquomarketingrdquo when we mean sales Clarification

8BayCHI_r2

PDC M

ARKETIN

G -- TIM

E METRICS

I didnrsquot say it was easyhellip

January Feb March April May June July0

50

100

150

200

250

300

350

0

2

4

6

8

10

12

14

16

18

20

Total Hours Per Month

Marketing Hours Per MonthMarketing Percent

10 Hours of Marketing per week

65 Hours Total per week

Personal time records over a representative 7 month period 9BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 9: How to Fire Your Boss and Start Your Own Consulting Business

PDC M

ARKETIN

G -- TIM

E METRICS

I didnrsquot say it was easyhellip

January Feb March April May June July0

50

100

150

200

250

300

350

0

2

4

6

8

10

12

14

16

18

20

Total Hours Per Month

Marketing Hours Per MonthMarketing Percent

10 Hours of Marketing per week

65 Hours Total per week

Personal time records over a representative 7 month period 9BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 10: How to Fire Your Boss and Start Your Own Consulting Business

PDC M

ARKETIN

G STRA

TEGY -- IM

PLEMEN

TATIO

NWe have found speaking to be the best

The bigger the better Explore functional and sector

Web 20Agile (functional) Clean Tech (sector)

bullWhy is speaking best Professional services is a fragile product

It is hard to evaluate compare or test It is as much chemistry as content The delivery is often or in part in person

bullSpeaking is a performance

10BayCHI_r2

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 11: How to Fire Your Boss and Start Your Own Consulting Business

TOP O

F MIN

D SPEA

KING

OPPO

RTUN

ITIESSpeaking Opportunities ndash Mostly Bay Area

Type Group DescriptionSocieties IEEE Consulting Network Silicon Valley

Technology Management

ACM SF Bay ACMACM SIGCHI

PDMA Product Development Management Association

PMI Project Management Institute (Silicon Valley)

MIT MITStanford Venture LabMIT Club of Northern California

AMA American Marketing Association (Silicon Valley)American Marketing Association (San Francisco)

C Level Silicon Valley VPECTO Community of Practice

Organizations MRT Management Roundtable

IIR Institute for International Research

Conference Board

Education UCSCUC Santa Cruz Silicon Valley Executive Business Program

Stanford Stanford Summer Institutes

11BayCHI_r2

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 12: How to Fire Your Boss and Start Your Own Consulting Business

PDC M

ARKETIN

G STRA

TEGY -- FO

CUS FO

CUS

FOCU

S

Identify a product service area

Develop a list of topics that you can talk deeply about

Direct experience

Passion

Lessons learned

Non-obvious conclusions

Understand the zeitgeist

Detail areas that currently capture the imagination of audience

Map the list of topics to the areas of interest to your potential clients

Marketing to influencers is OK

Speaking Topics - Areas to choose

Zeitgeist

12BayCHI_r2

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 13: How to Fire Your Boss and Start Your Own Consulting Business

PDC M

ARKETIN

G -- M

ETRICS

What are our metrics

Three leads per speechOne job per speechOne placement per principal per month Speaking Print (Trade business local etc) PR

13BayCHI_r2

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 14: How to Fire Your Boss and Start Your Own Consulting Business

PDC LEA

D SO

URCE A

NA

LYSISAnalysis of the source of leads (by frequency) over several years

14BayCHI_r2

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 15: How to Fire Your Boss and Start Your Own Consulting Business

PDC M

ARKETIN

G -- N

OT

Clutching at straws tactics (Maister)

Publicity Brochures Direct Mail Cold Calls Sponsorship of events Advertising

ldquoManaging the Professional Services Firmrdquo David H Maister Free Press 1993

15BayCHI_r2

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 16: How to Fire Your Boss and Start Your Own Consulting Business

TCGEN

INC

A New Case Study ndash TCGen Inc

Product Creation amp Metrics Focus Contextual Inquiry (Product Definition) Predictive Metrics (Measure Change amp

Manage Performance) Fast Cycle Time Product Creation

(Goldilocks Approach)

Our metrics (by end of Q2) 2 meetingsweek with new prospects C-

Level or Key influencers Speaking calendar fixed for next 12

months (1 placement per principal per month)

16BayCHI_r2

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2

Page 17: How to Fire Your Boss and Start Your Own Consulting Business

If you want to make a go of ithellip

1) Pick your spot (be a Consultant not Contractor)

2) Relentlessly promote via speaking (focus on Marketing not sales)

3) Use metrics to manage firm (employ predictive metrics)

4) Listen listen listen (Help your clients eliminate pain)

ACTIO

N IM

PLICATIO

NS

And have fun doing it

17BayCHI_r2


Top Related