Back when I was doing $30k a week consulting I was, like most consultants, constantly looking to have more free conversations with more people who could plausibly greenlight $60k engagements at B2B SaaS companies. Those conversations were a mutual qualification dance.https://twitter.com/sehurlburt/status/1176302899309056001 …
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Partly the client wants to know "Does this kid possess something that we can't get from self-implementing on blog posts? Could we work with him? Would it hit required biz targets?" Partly I want to know "Do you have a lever available for my success? Can you find budget?"
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"A lever, Patrick?" Given the nature of the kind of work I did, there would have to be some sort of remediable inefficiency / opportunity available in how a B2B SaaS company marketed/sold/etc their product, and one amenable to my skillset.
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If I talked to a company and they were doing literally everything that I would do, and everybody in charge of doing it was at least as good at it as I would be... great chat, time to talk to the next company.
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I remember one client where I was brought in to work on X, Y, and Z, and after the first hour talking with the person in charge of X, said: "I have no recommendations. You're 95th percentile on execution on this among my client population. Further time here would be wasted."
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Replying to @octal
I think I only ever lost one client due to extreme dysfunction, by that was a big one and I very, very mishandled it. (BigCo; was insufficiently skilled at navigating BigCo at that time to read what was going on correctly.)
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Mostly by construction if you figured out who I was and I was plausible as a consultant you were unlikely to be shocked by e.g. the necessity to deliver software to make use of the offering, etc. (Which would nix many companies in world, including software companies.)
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