Most firms have hours, days, weeks even – of non-billable time unceremoniously dumped into “admin” every month… or worse, not even recorded at all (but we’ve talked about that before!).That could be $100’s of thousands of dollars of time on genuine, useful & essential “admin”… or not. Mostly likely “not” to be honest.
Hello, Collective 54 subscribers, I’m Greg Alexander, and today, we’re diving into a crucial decision many founders of boutique professional service firms face – whether to focus on strategy work, implementation work, or a combination of both. This decision can significantly impact the trajectory of your firm, the types of clients you attract, and your overall satisfaction with your work. Let’s explore the pros and cons of each approach:
The journey of building and eventually exiting your boutique professional service firm is a significant part of your entrepreneurial story. As founders, it’s important to distinguish between a real exit and a fake exit to ensure that your career trajectory aligns with your values and aspirations. In this C54 Insights blog post, we’re going to shed light on the stark contrast between these two paths, so you can make informed decisions for your future.
In boutique professional service firms, there’s often a tug of war between those who chase relentless growth and those who prefer a more cautious, risk-averse approach. But finding the optimal size for your firm is essential for long-term success and personal fulfillment.
Every successful business starts in survival mode before entering a growth stage. But how can founders continue to grow without shouldering too much?
Find out why every founder needs to be prepared to go through the experimentation period
Imagine you’re in a game where your character has a treasure of immense value, attained through years of sacrifice, risk taking and toil. The objective of the game is simple – find a buyer for the item and transact at a mutually acceptable price. Easy, right? Well, there’s a twist.
If you don’t have any competition in your niche, it’s time to reevaluate. Here’s why no competition is bad for business.
In the dynamic landscape of boutique professional service firms, the prospect of equity ownership often entices employees to envision themselves as stakeholders in the firm’s success.
By getting clear on your ideal client profile, you can concentrate scarce resources correctly and accelerate the pace of scale.
