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> and anyway that's more or less what a consultancy usually amounts to even at 50 staff. I recommend Managing the Professional Services Firm on HN every few mo
by pjungwir 12y ago
> and anyway that's more or less what a consultancy usually amounts to even at 50 staff.
I recommend Managing the Professional Services Firm on HN every few months, but it's really good. In the very first few chapters he shows that in a partner/associates model, brining in new customers doesn't actually increase profits for the partners, but only gives you room to promote associates to new partners. Not that that's perfectly true, but it's good to think through it.
- brudgers 12y agoHaving been in professional services since before recorded time (in internet terms), that's true if the partners are adverse to screwing people over. But profits can be increased by convincing associates that 2% equity is a big deal and deducting an inflated cost of the equity from their salary and then giving a fraction back as bonus (maybe) at year's end. The reason that's so common is that a consultancy never makes it's owner's Bill Gates and only rarely PG after selling ViaWeb wealthy.