The Problems We Solve

The idea of the "Twelve Favorite Problems" comes from physicist Richard Feynman. Feynman believed that focusing on a few key challenges was a better way to make progress than spreading yourself too thin. Instead of chasing every new idea or problem, he zeroed in on a handful that were both interesting to him and had the potential for real impact. These weren't necessarily the toughest problems out there - but the ones that kept his curiosity alive.

Here at the Boutique Consulting Club, we decided to follow the same idea.

We don't do any kind of work for any kind of client. We specialize in working with founders of early-stage consulting practices. With no or a handful employees. In the low 6-figure revenue range, or still in the concept phase.

And to ensure that our content, programs, and resources are relevant to you, we have compiled a list of 12 problems we typically help our clients solve, and are always learning more about:
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• How can we make defining and packaging services easier for new founders, without oversimplifying or losing what makes them unique?
• What’s the fastest way to accelerate go-to-market for consultancies, while avoiding burnout and overwhelm in the process?
  
• How can ex-corporate consultants fully leverage their existing networks, without coming across as transactional or opportunistic?
• How can consultancies grow revenue and profitability, while maintaining the same headcount and client load, without sacrificing service quality?
• How can consultants refine their brand messaging to stand out in crowded markets, while staying authentic and not diluting their core values?
• What are the best systems and tools for consultancies to create, manage, and nurture leads, without making relationship-building feel overly automated or impersonal?
• How can we improve consultants' confidence in pricing their services to reflect the value they deliver?
• How can consultancy founders stay confident and build momentum in their business, even when they're still figuring out service-market fit?
• What frameworks help founders structure their workdays for maximum impact, without becoming rigid or limiting flexibility in their routines?
• How can we integrate new technologies (like generative AI) into consulting practices to create competitive advantages and add value, without losing the personal touch consulting clients expect?
• What’s the best way to balance personal time and business growth, without compromising either?
• How can consultancy founders build a lean, highly effective support team without the financial and management burden of full-time hires?

These are the core challenges we focus on because they’re the key to building a successful, sustainable consulting practice. Whether it’s refining your service offering, pricing with confidence, or leveraging technology and networks, these questions are not just theoretical—they unavoidable every early-stage consultancy founder that wants to grow.