4 ms·

I have been in your shoes and it is how I started 2 consulting companies now. We lost a number of people to two different product acquisitions and then gained

I have been in your shoes and it is how I started 2 consulting companies now. We lost a number of people to two different product acquisitions and then gained a few etc. Always a bit of an ebb and flow, but it has generally worked well for me since 1999. BTW I am also in Florida. It sounds to me as if you are missing the key ingredient to the mix, you need marketing and business management/development of some sort. My bet is the team as a whole has a good sized network to pull from, you just may lack the experience and knowledge of using it to get deal flow. Not that you asked, but for 10-15 guys, you need significant project flow to keep everyone employed and happy at fair wages. It will equate to a bare minimum of $140k or so per month in revenue, personally, I'd be more comfortable near $200-210k as a minimum target for the whole team. If you assume you take minimum agreements of $30k or so, you need roughly 5-7 new deals a month to keep cash flow moving or work towards getting larger deals but those generally take time. Additionally you have to see how the mix of your team fits projects to see how that would work, e.g. you may have to support a devops (just an example) person for a few months when there is little devops work coming through. If you want to chat I am in Central Florida too, happy to met up or chat via email etc. We may have some complementary skills that would benefit both our teams.

kls 12y ago
It has usually taken the form of 1-3 large contracts but from time to time we pick up smaller stuff. I would love to get together sometime if you would like, I am always down for networking and it's easy to talk me into lunch. My contact info is in my profile, feel free to ping me and we can set something up. I can probably twist Hung's arm into a meal as well.
- bazillion 12y ago
  I'd like to point out that if you want to head up the business development or increase your skillset enough to get the ball rolling for solidifying your team, you need to be more aggressive with your networking. davismwfl lists his email in his profile and gave you an open invitation to talk with him and especially soak up the knowledge that he has gained from starting two consulting companies. In an instance like that, you want to be the one contacting him, sussing out his schedule, giving him a few options for when you could possibly meet, and following up with him consistently when you get radio silence. This is not meant to be an attack on your approach, but I read your response as extremely passive (easy to talk me into lunch, probably twist Hung's arm), and an aggressive approach where you actively engage an interested party is what will lead you to succeed in that role. I understand that taking on that role might not be your forte, so you might be reluctant in fully embracing it. How I would approach it is by attacking the problem head on so you don't have to bring in a business development person who is a complete unknown within your group, and just trusting them to get the job done. Go to local meetup groups, and maybe even meetups within a 2+ hour radius. Troll craigslist for potential clients nationwide. Maybe even line up a couple projects with a freelancing website just to get the ball rolling -- projects that make economic sense (being able to complete a project with 2-5 of your man-hours for 500-1000 dollars).
  - kls 12y ago
    You are correct, honestly Hung and I have played hot potato with the role and I don't think either of us truly want the role. I first fell into it and then as of late Hung has been more at the forefront but yes your perception is spot on, neither of us are totally comfortable in the role. Hence the constant talk about hiring for the position, but the reality is Hung and I pitch well when we are in the door because we are technologist, we tried an arrangement with a recruiter a while back and came to the conclusion that he just could not pitch the technology at the level we can. But we deal at a very technical to technical level, when we pitch to people that understand technology we always walk away with a contract. When we pitch to people who do not have technical staff we get locked into a rut where they are afraid to commit. We do not seem to have the sales skills to move non-technical individuals out of this rut, we don't know how to break out of this. I know it is due to not having the right sales skills on the team, but we tried an individual with strong closing skills but light on technical and that did not work out well.
    - bazillion 12y ago
      I think you can make up the difference when you are pitching to non-technologists by bridging your current gap in your pitch with research on the company you are pitching to. What I would do in that instance is get a feel for their product and what their market is, and in the pitch relate everything to graphs of what their trajectory might look like and what their trajectory could be using your technology. Show the curve of their current growth and a curve that breaks up much sooner which represents what their growth rate could be. Back that up with data and solutions about how you're going to increase their revenue. I think what impresses non-technologists the most is if you have a full and utter grasp of their business, not just their product offerings. You can show great prescience if you can thoroughly research their products and say things like "I bet your customers have said that they wish they had x feature", or "Have you considered y alternate method to monetizing your core product?". Chances are, all the ideas you toss out they will have thought of, but it will show that you're in the business of helping them get to business solutions and not just build them some cool software. This will make them feel like you're on their team, and greatly increase the chance of landing a contract. Consequently, if you find this part to be difficult (extracting the core business that someone is in from their product offerings) then it becomes more and more difficult to pitch technology solutions, since you're basically missing the whole point of their company and just attacking their pain points from the outside->in. Whoever is in the role of gathering contracts should be able to direct all of your technological forces into a business solutions package, instead of a technological solutions package.

kls 12y ago

It has usually taken the form of 1-3 large contracts but from time to time we pick up smaller stuff. I would love to get together sometime if you would like, I am always down for networking and it's easy to talk me into lunch. My contact info is in my profile, feel free to ping me and we can set something up. I can probably twist Hung's arm into a meal as well.

bazillion 12y ago
I'd like to point out that if you want to head up the business development or increase your skillset enough to get the ball rolling for solidifying your team, you need to be more aggressive with your networking. davismwfl lists his email in his profile and gave you an open invitation to talk with him and especially soak up the knowledge that he has gained from starting two consulting companies. In an instance like that, you want to be the one contacting him, sussing out his schedule, giving him a few options for when you could possibly meet, and following up with him consistently when you get radio silence. This is not meant to be an attack on your approach, but I read your response as extremely passive (easy to talk me into lunch, probably twist Hung's arm), and an aggressive approach where you actively engage an interested party is what will lead you to succeed in that role. I understand that taking on that role might not be your forte, so you might be reluctant in fully embracing it. How I would approach it is by attacking the problem head on so you don't have to bring in a business development person who is a complete unknown within your group, and just trusting them to get the job done. Go to local meetup groups, and maybe even meetups within a 2+ hour radius. Troll craigslist for potential clients nationwide. Maybe even line up a couple projects with a freelancing website just to get the ball rolling -- projects that make economic sense (being able to complete a project with 2-5 of your man-hours for 500-1000 dollars).
- kls 12y ago
  You are correct, honestly Hung and I have played hot potato with the role and I don't think either of us truly want the role. I first fell into it and then as of late Hung has been more at the forefront but yes your perception is spot on, neither of us are totally comfortable in the role. Hence the constant talk about hiring for the position, but the reality is Hung and I pitch well when we are in the door because we are technologist, we tried an arrangement with a recruiter a while back and came to the conclusion that he just could not pitch the technology at the level we can. But we deal at a very technical to technical level, when we pitch to people that understand technology we always walk away with a contract. When we pitch to people who do not have technical staff we get locked into a rut where they are afraid to commit. We do not seem to have the sales skills to move non-technical individuals out of this rut, we don't know how to break out of this. I know it is due to not having the right sales skills on the team, but we tried an individual with strong closing skills but light on technical and that did not work out well.
  - bazillion 12y ago
    I think you can make up the difference when you are pitching to non-technologists by bridging your current gap in your pitch with research on the company you are pitching to. What I would do in that instance is get a feel for their product and what their market is, and in the pitch relate everything to graphs of what their trajectory might look like and what their trajectory could be using your technology. Show the curve of their current growth and a curve that breaks up much sooner which represents what their growth rate could be. Back that up with data and solutions about how you're going to increase their revenue. I think what impresses non-technologists the most is if you have a full and utter grasp of their business, not just their product offerings. You can show great prescience if you can thoroughly research their products and say things like "I bet your customers have said that they wish they had x feature", or "Have you considered y alternate method to monetizing your core product?". Chances are, all the ideas you toss out they will have thought of, but it will show that you're in the business of helping them get to business solutions and not just build them some cool software. This will make them feel like you're on their team, and greatly increase the chance of landing a contract. Consequently, if you find this part to be difficult (extracting the core business that someone is in from their product offerings) then it becomes more and more difficult to pitch technology solutions, since you're basically missing the whole point of their company and just attacking their pain points from the outside->in. Whoever is in the role of gathering contracts should be able to direct all of your technological forces into a business solutions package, instead of a technological solutions package.