> Bill daily, not hourly (you can bill weekly, or quarterly, too.)
Largely agreed, the hour is a bad unit which poses the potential for customers treating you as someone they can throw random time-wasting tasks at. I'd add, consider fixed/value pricing on certain projects. Particularly if/when you specialize, and as you take on tasks that are more close-ended (consulting, analysis, design, ie, anything that's not implementation) you may be able to shatter your rate ceiling this way. I've had projects where I've effectively 5x-10x'd my rate with fixed prices.
> Your availability on a calendar is worth money; so is your implied consent to be terminated on no notice; make sure you’re charging for it
Worth reminding your customers in a casual chat explicitly (and tactfully, of course) if they raise an eye brow at your rates. I've done it and have brought potential customers back into the fold very quickly.
> Don’t hire a salesperson
Your mileage might vary on this one. I'm currently testing a playbook / sales process that I might be able to delegate in a few months... This can be further made easier if you've specialized properly. I've heard of some people having success with some degree of sales delegation, but I'll admit I have no experience with it. At any rate, I'd agree that you are always going to be Chief Sales Officer, unless maybe you form a partnership (ie, a proper company) with someone who takes on that role - and even then you'll still need to devote some degree of time to sales (going to critical meetings, etc.)
> Don’t waste time on your website design
Unless you're doing design-ey things, maybe. But regardless, don't make it utter crap either, there are so many consulting firms with off-putting websites that reek of lack of professionalism that offering a clean design might be a differentiation factor.
> Specialize
Or die.
> Bill daily, not hourly (you can bill weekly, or quarterly, too.)
Largely agreed, the hour is a bad unit which poses the potential for customers treating you as someone they can throw random time-wasting tasks at. I'd add, consider fixed/value pricing on certain projects. Particularly if/when you specialize, and as you take on tasks that are more close-ended (consulting, analysis, design, ie, anything that's not implementation) you may be able to shatter your rate ceiling this way. I've had projects where I've effectively 5x-10x'd my rate with fixed prices.
> Your availability on a calendar is worth money; so is your implied consent to be terminated on no notice; make sure you’re charging for it
Worth reminding your customers in a casual chat explicitly (and tactfully, of course) if they raise an eye brow at your rates. I've done it and have brought potential customers back into the fold very quickly.
> Don’t hire a salesperson
Your mileage might vary on this one. I'm currently testing a playbook / sales process that I might be able to delegate in a few months... This can be further made easier if you've specialized properly. I've heard of some people having success with some degree of sales delegation, but I'll admit I have no experience with it. At any rate, I'd agree that you are always going to be Chief Sales Officer, unless maybe you form a partnership (ie, a proper company) with someone who takes on that role - and even then you'll still need to devote some degree of time to sales (going to critical meetings, etc.)
> Don’t waste time on your website design
Unless you're doing design-ey things, maybe. But regardless, don't make it utter crap either, there are so many consulting firms with off-putting websites that reek of lack of professionalism that offering a clean design might be a differentiation factor.