Advertise on podcast: The Consulting Growth Podcast

What does it really take to build, sell, and successfully integrate a specialist consulting firm? Carlos Keener has spent more than 25 years working in M&A, integration, and post-deal operating models. He founded Beyond the Deal (BTD), building a specialist consultancy focused on helping organisations capture value from acquisitions and other inorganic growth events, before the firm joined Oaklin Consulting.  In this episode, Carlos explains how he moved from independent consulting to building a firm, why scaling a specialist consultancy requires conscious trade-offs, and why founders need to decide what they actually want from their business before pursuing growth. Carlos also shares lessons from selling BTD, including how to identify the right buyer, articulate the specific value your firm brings, and think carefully about your own role after a transaction. He discusses the realities of post-deal integration, why cross-selling can be harder than expected, and why cultural compatibility alone is not enough. The conversation concludes with a practical perspective on AI: clients ultimately care about speed, quality, outcomes, and price, not which tools consultants use to deliver them. In this episode you will learn Why Carlos chose to build a specialist M&A consultancy rather than remain an independent consultant.How founders can move from selling themselves to selling an organisational capability.Why scaling a specialist consultancy requires deliberate choices about leverage, size, and client delivery.How sellers can identify and communicate the specific value they bring to a potential buyer.Why founders should decide what they want their post-sale role to look like before agreeing a deal.Why culture, working practices, and commercial routines all matter when assessing a buyer.How AI may change consulting delivery without changing what clients fundamentally value.Chapters: (00:00) Introduction (01:00) From Independent Consultant to Firm Founder (04:20) Building and Scaling Beyond the Deal (09:20) Designing a Consultancy Around Your Goals (12:10) What Consulting Owners Should Know Before Selling (16:40) Finding the Right Buyer for Your Firm (21:30) Life After the Deal: Integrating BTD into Oaklin (23:40) Post-Deal Lessons and the Challenge of Cross-Selling (26:10) How AI Is Changing Professional Services (29:50) Why AI Tools Are Becoming Harder to Monetise Connect with Carlos Keener: Carlos Keener on LinkedIn: https://uk.linkedin.com/in/carloskeener Oaklin – M&A, Integration and Inorganic Growth:  https://www.oaklin.com/m-a-integration-and-inorganic-growth Beyond the Deal / BTD: https://btd.consulting Leading the Deal – Carlos Keener & Thras Moraitis: https://books.google.ro/books/about/Leading_the_Deal.html?id=5C8guAEACAAJ&redir_esc=y  Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

What happens to a professional services firm when AI makes the work faster—but clients expect to pay less? Shawn Yeager, founder of Upshift, works with professional services firms on the commercial implications of AI: not simply which tools to adopt, but what firms should sell and how they should price once parts of traditional delivery become easier to automate. Drawing on three decades working with emerging technologies, Shawn argues that AI is exposing the weaknesses of the billable-hour model while increasing the importance of judgment, trust, relationships, and commercially differentiated expertise. Joe and Shawn discuss how firms can map services into exposed, compressing, defensible, and emerging categories; why boutiques may have an advantage in experimentation; and why AI transformation needs to begin with business-model thinking rather than technology deployment. They also explore productization, subscription-based services, AI-enabled leverage, pricing and packaging, client validation before building new offerings, and what the rise of forward deployed engineers could mean for consulting firms. In this episode you will learn Why AI is putting pressure on the traditional billable-hour model.How to classify services as exposed, compressing, defensible, or emerging.Why judgment and trusted relationships remain difficult to commoditize.How AI can enable new subscription and recurring-revenue offerings.Why firms should validate client problems before building AI products.How pricing, packaging, and positioning need to evolve alongside delivery.Why AI transformation should start with commercial outcomes, not technology. Chapters: (00:00) Introduction (00:16) Meet Shawn Yeager (01:13) From Microsoft to AI (03:07) AI Changes Consulting (05:44) Faster Horse or Car (07:59) Investor AI Due Diligence (10:42) Mapping Service Exposure (14:05) Subscription Advisory Future (15:07) New Skills and Leadership (17:23) Automation in Practice (21:55) Case Study Pricing Reset (27:01) Build vs Business Outcomes (29:48) Spinouts and New P&L (31:51) Forward Deployed Engineers (35:53) Closing Thanks Resources: Follow Shawn on Linkedin: https://www.linkedin.com/in/shawnyeager  Website: https://upshiftco.com/  Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

How can a boutique consultancy scale beyond founder-led growth without losing the culture that made it successful? Rob Ferrone is a product data and PLM strategy advisor who founded and led Quick Release, a specialist engineering consultancy focused on product data management and product data flow. In this episode, he explains how the firm grew through referrals before developing a structured, consultative approach to business development and expanding to more than 200 people across the UK, US, Europe and Australia. Rob discusses how technical consultants learned to contribute to sales by diagnosing customer issues, consequences and value rather than relying on conventional sales techniques. He also shares lessons from international expansion, including the importance of repeatable recruitment, cultural ambassadors, clear leadership responsibilities and greater employee autonomy.  The conversation examines Quick Release’s acquisition by ALTEN, the value of preparing for a sale before a buyer appears, and the operational foundations that can reduce acquisition risk. Rob also introduces his latest startup work, which uses AI to improve employee engagement, insight gathering and communication during transformation programmes. In This Episode You Will Learn: How to move beyond referrals and founder-led sellingWhy consultative sales methods work well for technical teamsHow regular practice improves pitches and objection handlingWhy recruitment and culture become critical during international growthHow clearer leadership responsibilities can reduce scaling frictionChapters: (00:00) Introduction (01:37) Quick Release Origin Story (02:55) From Referrals to Sales (05:12) Scaling Beyond Founders (07:03) Training Technical Sellers (08:39) Practice and Objections (12:03) Growing Pains at Scale (15:07) Culture Across Countries (16:22) Lessons and Mistakes (20:27) Selling to Alton (27:11) Final Advice Resources: Connect with Rob  on LinkedIn: https://www.linkedin.com/in/robert-ferrone Learn more about Quick Release: https://quickrelease.co.uk/ Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

How can boutique consultancies scale, diversify, and prepare for exit without losing the culture that made them successful? In this episode, Professor Joe O’Mahoney speaks with Martin Mehalchin, a former Lenati leader who helped build the Seattle-based customer strategy and experience design firm into a nationally recognised consultancy before its 2018 merger with PK. Martin reflects on the growth journey from a locally anchored boutique to a broader North American player, including the role of clear positioning in customer experience, the importance of client diversification, and the value of developing a more productised niche around loyalty. The conversation explores how Lenati’s employee-first culture supported client retention, internal promotion, and low churn. Martin also discusses the firm’s PE-backed acquisition, why the fit with PK and Carlyle worked, and how a careful approach to integration helped preserve momentum. The episode closes with Martin’s view on AI in consulting, especially its impact on junior roles and why firms should build AI capability through experimentation rather than top-down mandates. In this episode you will learn: Why clear specialist positioning can drive both sales and talent attractionHow Lenati reduced dependence on Microsoft by building new verticalsHow employee-first cultures can support client outcomes and firm valueWhat made the PK and Carlyle acquisition a positive experienceHow boutique firms should approach AI through team-led experimentationChapters: (00:00) Introduction (07:22) Building an Employee-First Consulting Culture (09:00) Scaling From Local to National (13:00) Turning Local Case Studies Into National Growth (19:10) Low Churn and Promoting From Within (20:55) Choosing a PE-Backed Acquisition (24:50) What Made the Private Equity Experience Work (29:30) Lessons Learned From Growth and Exit (33:50) Keeping the Fundamentals While Adopting AI (35:15) Final Thoughts Follow Martin on LinkedIn: https://www.linkedin.com/in/mehalchin  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

How do you scale a consulting business from £2M to £30M without losing culture, customer focus, or entrepreneurial energy? In this episode, Joe O’Mahoney speaks with Stuart Packham, Group CEO of Alchemist Group, about scaling professional services businesses through a combination of organic growth, acquisitions, operational rigor, and people-first leadership. Stuart shares lessons from building a private equity-backed buy-and-build platform across leadership development, sales training, and experiential learning. The conversation explores the realities of integrating acquired firms, managing founders during M&A transitions, and balancing infrastructure with entrepreneurial culture. Stuart also discusses how consulting firms should think about AI, both as a customer-facing capability and as an internal scalability lever, while avoiding “technology for technology’s sake.” The discussion also covers private equity partnerships, the importance of financial discipline and operational infrastructure, and why culture and sales enablement become critical as firms grow internationally. Chapters:(00:00) Introduction (03:20) Building a Buy-and-Build Consulting Platform (07:50) AI’s Impact on Consulting and Sales Training (15:50) Scaling from £2M to £30M Revenue (19:40) Infrastructure, Systems, and Operational Control (26:00) What Private Equity Really Changes (33:20) Culture, Retention, and Integration in M&A (39:30) Common Sales Mistakes in Boutique Consultancies Follow Stuart on LinkedIn: https://www.linkedin.com/in/stuartpackham  Alchemist Group Website: https://thisisalchemist.com  RAIN Group Website: https://www.rainsalestraining.com  Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

How do you build multiple successful agencies, recover from failure, and keep scaling without burning out? In this episode, Joe speaks with Jamie Shanks, founder and CEO of Get Levrg, and a three-time agency founder who has built businesses in sales training, technology, and outsourced revenue operations. Jamie shares the entrepreneurial mindset that has driven him through wins, setbacks, and multiple reinventions. He explains why founders must learn to enjoy the climb rather than chase a final destination, and why resilience often matters more than strategy alone. Jamie also breaks down the practical systems behind scaling revenue. He explains his “lighthouse and tugboat” framework for balancing inbound authority-building with outbound prospecting, how Sales for Life grew rapidly by leveraging partnerships and repeatable campaigns, and why many founders make the mistake of buying tools before defining principles and process. The conversation also explores recurring revenue, founder-led sales, outsourcing, and cash flow discipline. Jamie offers candid lessons from mistakes made in earlier ventures, including project-based revenue dependency and poor payment terms, and explains how he rebuilt Get Levrg using a stronger economic model from day one. Chapters: 00:00 Introduction 01:20 Three Agencies Journey 03:11 Fear and Motivation 06:52 Social Selling Breakthrough 07:24 Sphere of Influence Playbook 11:23 Principles Process Platforms 15:30 Outsourcing Done Right 20:49 Relationship Signal Intelligence 23:51 Exiting Founder Led Sales 31:21 Hard Lessons and Cash Flow Follow Jamie on LinkedIn:  https://www.linkedin.com/in/jamestshanks  Get Levrg Website: https://getlevrg.com  Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

What really changes when a consulting firm takes on private equity, and how should founders prepare for it? Karen Thomas-Bland shares practical insights from working across private equity-backed consulting firms, transformations, and integrations. She explains that the biggest shift post-investment is not capital, but discipline: more rigorous reporting, structured governance, and collective decision-making. Founders must adapt from autonomy to accountability, while also managing cultural transition as firms move from “family” environments to scalable businesses. The discussion explores the metrics that matter most in consulting firms, including client concentration, pipeline conversion, sales cycle length, and pricing discipline—often an underdeveloped lever in boutique firms. Karen also highlights the importance of sequencing value creation initiatives, focusing on a small number of priorities, and building operational infrastructure without over-scaling back-office costs. The episode also covers integration strategy, arguing that firms should “transform first, integrate second” to avoid compounding weaknesses. Finally, Karen outlines how leaders can build a strong market presence through focused, insight-led content, emphasizing clarity, consistency, and relevance over reach. In this episode you will learn Why private equity introduces discipline, not just capitalThe key KPIs consulting firms should track before and after investmentHow to avoid common mistakes in pricing and margin managementWhy focusing on 2–3 priorities drives better value creation than long listsThe importance of transforming businesses before integrating acquisitionsHow to scale sales beyond the founder and embed a firm-wide sales mindsetPractical advice for building a credible and effective LinkedIn presence Follow Karen on LinkedIn: https://www.linkedin.com/in/karenthomas-bland  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

What does it take to build a consulting firm that lasts 25 years and successfully exits to a Big Four firm? Adrian Moorhouse, Olympic gold medallist and former world number one swimmer, shares the story of how he transitioned from elite sport to building Lane4, one of the UK’s most respected leadership development consultancies. After retiring from swimming, Moorhouse moved into talent development in British Swimming before co-founding Lane4 in 1995 with academics and a sales partner, applying principles from sport—such as improving inputs to drive better outputs—to leadership development and consulting. Over the next 25 years, Lane4 grew into a multi-million-pound consultancy before joining EY in 2021. In this conversation, Adrian explains the strategic choices that shaped that journey: building a team with distinct roles for sales, delivery, and account management; overcoming growth plateaus; and navigating the realities of selling a consulting firm. He also reflects on leadership, learning, and the mindset shift required to move from individual performance to leading a team-based business. In this episode you will learn How Adrian Moorhouse transitioned from Olympic athlete to consulting entrepreneurWhy separating sales, delivery, and account management can unlock consultancy growthThe importance of “better inputs lead to better outputs” in building consulting capabilityHow Lane4 broke through a revenue plateau by redesigning roles and investing in new business developmentWhy understanding the difference between the customer and the consumer matters in consultingWhat founders should expect when selling a consulting firm and navigating an earn-outHow leadership mindset shifts from individual performance to building a high-performing team Connect with Adrian: LinkedIn: Adrian Moorhouse Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

What does it take to build a consulting firm that is global from day one? In this episode, Joe O’Mahoney speaks with Matthieu Courtecuisse, Founder & CEO of Sia, about the long-term decisions behind building one of the world’s largest founder-led consulting firms. Matthieu shares how Sia was built with international scale in mind from the very beginning, why founder commitment matters more than capital in global expansion, and how early investments in data, AI, and technology shaped the firm’s competitive advantage. He explains Sia’s augmented consulting model, where proprietary platforms and AI tools sit at the core of delivery—not as add-ons. The conversation also covers Sia’s approach to growth through selective acquisitions, the balance between building and buying capabilities, and how culture-led integration supports scale. Joe and Matthieu close by discussing how AI is reshaping consulting economics, talent models, and why firms need to think in decades, not quarters, when building lasting value. In this episode you will learn: Why Sia was built with global scale as a core ambitionHow founder commitment drives successful international expansionWhy early investment in AI and data created long-term advantageWhat augmented consulting looks like in practiceHow Sia approaches M&A without diluting cultureWhy consulting firms must think long-term to build real value This episode offers a long-term view on what it takes to build a global consulting platform—through sustained investment, founder leadership, and a clear belief in technology as a driver of scale and value. Connect with Matthieu: LinkedIn: Matthieu Courtecuisse Website: SIA-Partners.com  Resources: SIA Case Study Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

What does leadership really look like when growth, pressure, and personal risk collide? In this episode, Joe O’Mahoney speaks with Richard Goold about scaling consulting firms, leading under strain, and building long-term value without losing culture. Richard Goold supports founders, CEOs, and boards through the hardest stages of growth—scaling sustainably, protecting culture, and preparing for long-term value creation. He has led and exited consulting businesses, including a £35m sale following an MBO, and now advises fast-growth firms across the UK and US. Earlier in his career, Richard also served as a frontline Met Police officer, an experience that deeply shaped his views on leadership, trust, and decision-making under pressure. Richard shares his journey from big consulting firms to leading Moorehouse through an MBO, growing the business from £3m to £35m, and ultimately selling it. He reflects on the realities of leadership during high-stakes moments, including remortgaging personal assets, navigating near-deal failures, and carrying responsibility for people as the firm scaled. The conversation explores what truly drives firm value beyond revenue—succession planning, client concentration, codifying knowledge, and leadership depth—as well as why these factors must be addressed years before an exit process begins. Joe and Richard close by discussing today’s consulting landscape, including the cultural challenges of remote work, the risks and opportunities of AI, and what leaders must do now to stay relevant and protect enterprise value. In this episode you will learn: What leadership under strain really looks like in growing consulting firms How Morehouse scaled from an MBO to a £35m exitWhy people, succession, and culture drive long-term firm valueThe risks of waiting too long to prepare for an exitHow to codify delivery IP and reduce founder dependencyWhy everyone—not just partners—must contribute to growthHow AI and remote work are reshaping consulting firm value This episode offers a grounded look at leadership when the stakes are real—from scaling and exits to culture, people, and personal risk. Richard’s experience provides practical insights for consultancy leaders navigating growth, strain, and long-term value creation. Connect with Richard: Website: RichardGoold.com  LinekdIn: Richard Goold Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

What does it take to scale a consulting firm internationally without external capital? In this episode, Joe O’Mahoney speaks with Olly Purnell, Managing Partner and co-founder of Q5, about how the firm grew from a five-person partnership to a global consultancy. With nearly 30 years of consulting experience, he leads client engagements across sectors while also focusing on attracting top talent to support Q5’s growth in the UK, US, and Australia. Olly explains why Q5 moved away from an associate-heavy model, how they built a culture around organisational health, and how their internal tool—Org Maps—supports operating model work by analysing spans, layers, and resource allocation directly from client ERP data. They also discuss Q5’s shift from a traditional partnership to a broader shareholder structure, the targeted mergers that helped them enter new markets, and the leadership decisions that preserved the team during COVID-19. Olly closes with insights into the future of consulting, the impact of AI, and Q5’s focus on strengthening their tools and international footprint.  In this episode, you will learn:  How Q5 scaled from a small founding team to an international consultancyWhy the firm shifted from an associate-led model to full-time hiringWhat “organisational health” means in practice and how Q5 delivers itHow Org Maps supports operating model and workforce decisionsWhy Q5 moved from a partnership to a broader shareholder structureThe leadership decision that protected the firm during COVID-19How Q5 approaches growth, culture, and the future of consulting in an AI-driven eraThis conversation offers a clear look into how Q5 has grown, adapted, and defined its approach to organisational health. Olly’s reflections on culture, structure, and leadership provide practical insights for any consultancy thinking about scale. We hope you found the discussion valuable and thought-provoking. Connect with Olly: Website: q5partners.com LinkedIn: Olly Purnell  Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

What if selling your business wasn't the end of your wealth creation journey, but rather the beginning? In this fascinating conversation with Todd Taskey, M&A advisor and host of the Second Bite Podcast, we explore how marketing agency founders can transform a business sale into an extraordinary wealth-building opportunity. Todd reveals the three currencies every business seller receives – cash, earn-out, and equity – and explains why that third component often becomes the most valuable. Through real-world examples like Social SEO (which grew from $2M to $16M in EBIT DA after acquisition) and Endrock Solutions (whose founder went from running a 20-person team to becoming Chief Growth Officer at a 1,700-person powerhouse), Todd illustrates how the "second bite" strategy works in practice. The conversation dives deep into the human elements that make or break these deals. We explore how personality fit between sellers and buyers determines long-term success, why private equity firms in the agency space focus on growth rather than cost-cutting, and the art of structuring earn-outs that actually motivate founders post-acquisition. Todd shares his counterintuitive advice for presenting conservative growth projections during sale negotiations to ensure achievable earn-outs later. We also tackle how AI and automation are reshaping the value equation for professional service firms. Rather than threatening agency values, these technologies may actually increase profitability by enabling firms to serve more clients with fewer people. Todd offers practical wisdom on why agency owners should focus on employee and client retention metrics as the true indicators of business quality, and how to distinguish between building a lifestyle business versus building to sell. Whether you're years away from an exit or actively considering one, this episode provides invaluable insights into maximizing the value of what you've built while creating alignment between your personal goals and your business strategy. The path to extraordinary wealth might just involve taking a smaller slice of a much bigger pie. Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

Agentic AI is rapidly transforming professional services, yet many consultancies remain cautious about its implementation. In this groundbreaking conversation, Professor Joe O'Mahony and Rob Price explore what happens when multiple AI agents work together as a team to tackle complex business challenges. Rob explains how agentic AI differs from traditional AI applications by creating virtual team members with specific expertise, memory capabilities, and tools. These aren't simple chatbots – they're sophisticated systems that can handle complex workflows while maintaining human oversight. The most fascinating examples include agent teams already working in regulated environments for apprenticeship coaching and due diligence processes, reducing tasks from hours to minutes. The conversation takes a profound turn when examining how this technology threatens the traditional consulting pyramid. As AI increasingly handles work previously done by junior consultants, firms face difficult questions about talent development, pricing models, and the very nature of their business. "It's not AI that will steal your job—it's the person using AI who will," warns Rob, highlighting the competitive advantage for those who master these technologies. For young consultants, this shift demands a hybrid skillset combining technical understanding with enhanced human capabilities. The most valuable consultants will be those who build trust, understand context, and create innovative solutions that AI alone cannot. Meanwhile, established professionals might explore what the hosts call "influencer consultancy" – using AI to amplify their personal brand and impact beyond traditional firm structures. The conversation concludes with a balanced view of consulting's future: short-term opportunities for those who embrace AI capabilities, alongside longer-term questions about how value and profits will be distributed. Whether you're leading a consultancy or considering a career in professional services, this episode provides crucial insights into navigating the agentic AI revolution that's already underway. Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

Anish Patel takes us on a fascinating journey from his beginnings as a "physics geek" to building and selling a successful consultancy in this candid conversation about growth, leadership, and knowing when to exit. With refreshing honesty, Anish reveals how his scientific background created the perfect foundation for consulting work. "The scientific method was something that really I was interested in," he explains, describing how identifying issues, gathering data, developing hypotheses, and convincing others translates perfectly from physics to business consulting. The conversation delves into the struggles of transitioning from a well-known consultancy to founding Patel Miller. Anish shares a powerful realization that many founders experience: "I thought I was one of the best salesmen of consultancy in the retail industry out there... What I realized when I started my own firm was that I was brilliant at converting opportunities, but I wasn't very good at originating them." This distinction between originating and converting work becomes a crucial insight for anyone building a consultancy. Perhaps most valuable is Anish's framework for success - the "three A's" that differentiated his boutique firm from larger competitors: Availability (being responsive when clients need you), Amiability (maintaining genuine relationships beyond projects), and Ability (delivering excellence beyond methodological competence). This approach helped his firm punch well above its weight in a competitive market. The discussion also covers the eventual sale to Metis, with Anish offering candid reflections on the post-acquisition phase. His advice to avoid becoming overly focused on earn-out terms at the expense of activities that actually drive business success provides valuable perspective for consultancy owners considering an exit. Whether you're contemplating starting your own consultancy, struggling with growth challenges, or considering an exit strategy, Anish's journey offers practical insights and honest reflections on what truly matters in building a successful consulting business. Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com

Richard Brackstone, the managing partner of Moorhouse Consulting, and I talk about growing consultancies. We talk about his time at Andersen Consulting and spearheading projects in the Blair-Brown government era to leading major projects at Lloyds. We'll explore the interesting evolution of Moorhouse Consulting, tracing its rise from Dom Moorhouse's vision to the fast-paced expansion that followed their management buyout. We explore how leadership changes, a commitment to diversity, and service line transformations fueled the firm's expansion to a powerhouse of nearly 300 dedicated professionals.  Richard also offers an insider's perspective on the nuances of ownership transitions in the consultancy sector, illuminating the management buyout process when BT sold Morehouse. He discusses the strategic decisions that shaped the firm's future, from choosing between private equity and independent ownership to the cultural shifts that ensued. We delve into the importance of a robust operational structure, highlighting the role of a strong leadership team and strategic systems to support sustained growth.  Send us Fan Mail Prof. Joe O'Mahoney helps boutique consultancies scale and exit.  Follow Joe on LinkedIn: https://www.linkedin.com/in/joeomahoney/ Follow Joe on Twitter: https://twitter.com/joeomahoney Visit Joe’s Website: https://www.equitysherpa.com