We moved to the mountains a couple of years ago, and we’re still new enough that we chase things the locals stopped chasing decades ago. So when we heard that the synchronous fireflies in the Smoky Mountains put on a show for a week or two each year — in only a handful of places in the whole country — we went looking.
Why AI Sees Answers and Experts See Consequences. Artificial intelligence is transforming professional services faster than any technology in recent memory.
Early in my career, I spent a lot of time in rooms with Fortune 500 executives during the digital transformation era. Big data was going to change everything, and every company had a strategy, a budget, and a deck to prove it. What I remember most is the lament, and it was never about money.
Picture this. You’re about to sign for a new AI tool. The demo was slick. The salesperson swears it’ll transform your firm. Then six months later a better model ships, a sharper competitor launches, and the thing you bought is a dead end. You’re locked in. You’re starting over. Again.
I was recently in Florida for the Make Big Happen summit. About 400 CEOs attended. AI was the theme. When LinkedIn came up, the reaction was consistent. The feed is flooded with AI content. It’s pushing them to disengage. CEOs aren’t the only ones noticing.
Some of you are trying to make your AI work perfect before anyone sees it. You are polishing in private. You are waiting for the version that cannot be criticized.
Most professional services firms don’t fail because they lack talent. They fail because they sound exactly like everyone else.
I’ve spent over 20 years building and running professional services firms. I’ve seen trends come and go. AI is not a trend. It is a structural shift. And it is happening right now — whether you’re ready or not.
We speak of leverage. Some think about a fulcrum – that simple machine from physics class. Others think about debt – using borrowed capital to amplify returns. But an entrepreneur scaling a professional service firm? They have a different view entirely.
The best negotiators don’t rely on tactics. They rely on diagnosis, value creation, and discipline.
Over the past 25 years, I’ve had the opportunity to observe hundreds of negotiations across industries, companies, and deal sizes. Some involved multimillion-dollar contracts. Others were much smaller. Some ended with strong agreements that benefited both parties. Others deteriorated into battles over price.
