Faheem Moosa

You started a consulting business and easily grew to 6 figures in annual revenue. But growth has now plateaued.

You rely on referrals but they’re not predictable.

You offer various services to different types of clients and aren’t clear who your ideal client is.

Your clients want more of YOU so you’re personally involved in most engagements. Work is piling up, so finding new clients takes a backseat.

If any of the above is you, I know exactly how you feel.

Because I’ve been there.

I started my management consulting business in 2009. Countless hours of trial and error and 150+ clients later, I can say this:

Without the right sales and marketing systems, running a consulting business only gets harder.

As a consulting business owner, create sales and marketing systems to drive growth while saving your most precious resource: your time.

Let me show you how.

✅ WHAT I DO: I help consulting business owners add $100k - $500k in revenue in 12 months or less without burning out. As long as they have a transformative service that helps solve major business problems for their market.

✅ WHO I HELP: B2B consulting business owners (Management consulting, IT, HR, Operations, etc.) who generate 6-figures in revenue and who are committed to building sales and marketing systems & structure to drive growth.

✅ HOW I DO IT: I teach you the exact steps to promote and sell big ticket consulting services using new media. I then show you how to create the right structure, systems and team to keep your growth engine running.

✅ IMAGINE THIS:

👉 No more relying on referrals; create an active pipeline of ideal clients at will.
👉 Have ideal clients approach you instead of chasing them down.
👉 Build a thriving consulting business that builds wealth for you both by way of cash and free time.

🗣 WHAT OTHERS SAY: “Since we began working together, I’ve been able to sell $350K in just a few months! Your coaching program was critical in my ability to grow my business!” - Client in the US

►►► WHEN YOU’RE READY: Let’s chat for 15 mins to see if there’s a fit. Book a call: www.calendly.com/faheemmoosa/chat

Founder | I Help Consultants Add $100k-$500k in New Revenue in 12 Months or Less Without Burning Out

You started a consulting business and easily grew to 6 figures in annual revenue. But growth has now plateaued.

You rely on referrals but they’re not predictable.

You offer various services to different types of clients and aren’t clear who your ideal client is.

Your clients want more of YOU so you’re personally involved in most engagements. Work is piling up, so finding new clients takes a backseat.

If any of the above is you, I know exactly how you feel.

Because I’ve been there.

I started my management consulting business in 2009. Countless hours of trial and error and 150+ clients later, I can say this:

Without the right sales and marketing systems, running a consulting business only gets harder.

As a consulting business owner, create sales and marketing systems to drive growth while saving your most precious resource: your time.

Let me show you how.

✅ WHAT I DO: I help consulting business owners add $100k-$500k in revenue in 12 months or less without burning out. As long as they have a transformative service that helps solve major business problems for their market.

✅ WHO I HELP: B2B consulting business owners (Management consulting, IT, HR, Ops, etc.) who generate 6-figs in revenue and who are committed to building sales and marketing systems to drive growth.

✅ HOW I DO IT: I teach you the exact steps to promote and sell big ticket consulting services. I then show you how to create the right structure and systems to keep your growth engine running.

✅ IMAGINE THIS:

👉 No more relying on referrals; create an active pipeline of ideal clients at will.
👉 Have ideal clients approach you instead of chasing them down.
👉 Build a thriving consulting business that builds wealth for you both by way of cash and free time

🗣 WHAT OTHERS SAY: “Since we began working together, I’ve been able to sell $350K in just a few months!” - Client in the US

►►► WHEN YOU’RE READY: Book a 15-min call to see if there’s a fit: www.calendly.com/faheemmoosa/chat

What a great session we had yesterday with David Brock on mindsets and behaviors for sales excellence in consulting. Here are some absolute gems from the talk: 

💎 "Imagine you walked into a first meeting with a potential client or a customer and you had one rule: you can't talk about your product or your services even if the customer asks you. So when I stand in front of groups of salespeople and do that they say "What the hell do we talk about? You know all we know how to talk about is our product and our services. What do we talk about?" And I said "Well then you're forced to talk about what the customer wants to talk about."

💎 "I held everybody in my (consulting) team accountable for a certain number of prospecting, a certain amount of prospecting, and so we put in place this metric that says number of high impact conversations a week and we have a very specific definition to the high impact conversations, we have a very narrowly defined ICP so it has to be conversations within that ICP with the right personas".

💎 "What you end up doing when you aren't purposeful and focused on what you're trying to achieve is you end up doing more work. And then the other thing is, you now have- you have to spend more time with your manager justifying why your win rate's so low, why your pipeline sucks, and all those kinds of things. And so mediocrity takes so much more time because of all the mistakes you're making and all the things you're trying to do to recover from it, or all the excuses you're making when you're sitting with your managers to do things."

If you'd like to watch the replay, join Consulting Growth Hub, my free community for consultants. Details in the comments.

Howard Berkowitz Bob Britton Dave Barr (MCIPS) Lori O'Grady Shahram Shafie Jonathan Fleck John Skitt Katie Karlovitz

Founder, Consulting Growth Hour | I Help Consultants Add $100k-$500k in New Revenue in 12 Months or Less Without Burning Out | Former Management Consultant

We had a great Consulting Growth Hour yesterday on Turning Your IP Into Interactive Tools Using AI. Here’s what we did.

I shared a new meta AI tool I built called Consulting IP Builder. It takes all the latent IP most consultants already have. One-off workshops, client frameworks, models, diagnostics, white papers. And turns them into interactive AI tools or lightweight HTML apps.

I walked through two live examples.

👉 First, how I turned an Excel-based goal planning model my clients already use into a simple, interactive planning app.

👉 Second, how I converted a white paper I wrote into a mini course that now works as both a lead generation asset and a way to improve my client delivery and overall client experience.

This is why I like AI in consulting.

Not because I think AI will replace consultants. Far from it.

I see AI as a powerful thinking partner. Consultants are creative and analytical problem solvers. A tool that expands your thinking, surfaces new angles, and works with your own frameworks and methodologies can meaningfully stretch how you approach problems.

The second reason is time. 

For consulting founders, time is the real constraint. You are delivering work and expected to grow the business at the same time. Purposeful AI and light automation can reduce the time spent on admin, marketing, and even parts of delivery. That creates space for growth activities. Better planning, better conversations, stronger thought leadership, and improved client experience.

Saving even a few hours a week compounds quickly.

I will be running sessions like this regularly and bringing in others to show how AI can be used to build a profitable, defensible, and durable consulting business that offers more freedom and flexibility.

If you want the replay from yesterday’s session, you can join my private consultant community, Consulting Growth Hub. You will also get access to 75+ masterclasses focused on consulting growth and connect with other consultants building their practices intentionally.

Shahram Shafie Annie Graziani Lori O'Grady Raland Hatchett Katie Karlovitz Firdaus Jahan Janet Webb German Flores Dr. Jörg Killer Catalina Valenzuela Naheed Khan Angie J. Sanders MA, PMP, CSM, SSM

Why does selling consulting feel harder than ever for boutiques and independents? Here’s what I’m seeing in the market today.

Selling consulting has never been easy, but it was different 5 to 7 years ago.

Here are four shifts I’ve been noticing, patterns that come up again and again in conversations with other consultants. These are my observations. I’m curious if they match what you’re seeing out there.

🔴 1. Choice overload is creating decision fatigue: 

Post-COVID, many executives are comfortable sourcing talent remotely. That’s led to a flood of supply: full-time hires, boutiques, independents, fractional experts. With that many options, risk-averse executives often choose the safest path - doing nothing. If your pipeline is full of “circle back next quarter” responses, you're not alone.

🔴 2. Too many voices are slowing deals: 

Gartner says most consulting decisions now involve 6–7 stakeholders. In larger organizations, it’s even more. Project sponsors often don’t have deep technical knowledge, so they bring in others for input. The result? Delays, rising uncertainty, and budget conversations that drag on for months. Unless someone takes the lead and simplifies the process, things stall.

🔴 3. “We do everything” messaging turns you into a commodity: 

Sensing market trouble, many firms widen their offerings. The thinking goes: “If strategy dries up, pitch project management. If PM slows, go after operations.” But this flexibility often comes at the cost of clarity. Buyers struggle to see where you’re strongest, and that usually means more price pressure or no deal at all. Specializing might feel like a risk, but in reality, it's the clearest way to stand out.

🔴 4. Founders stepping back from sales are starving their pipeline: 

Some boutique owners hope referrals will carry them through. Others bet on outsourced lead-gen, casual networking or partnerships instead of building their own pipeline. But in a noisy market, that’s a dangerous move. Founders need to be visible, sharing a clear point of view and leading from the front. Waiting for work to show up isn’t leadership. It’s a slow way to lose momentum.

If any of the above resonates, consider these questions to pressure-test your own strategy:

👉 Do you solve costly and urgent problems, or do you have a nice-to-have service?

👉 Out of your multiple services, which two services have driven the most revenue and profit in the past two years? What if you focused only on those?

👉 Are you, as founder, spending at least 20 percent of your week on revenue-driving activities that get you results?

You can wait for the market to settle - or shape how you respond to it. Which one are you choosing?

Consulting channel partnerships look like growth. Sometimes they are. But sometimes they can quietly box you in.

You see this a lot in IT consulting, especially with platform-focused consultants doing configuration, implementation, and managed services.

By channel partnerships, I usually mean things like:

👉  Being a partner to a software vendor and working closely with their sales, services, or customer success teams to get introduced to new clients

👉  Getting work passed to you by recruiters so you are not doing much selling yourself

👉  Subcontracting for larger consulting firms that overflow work to you

Channel partnerships can absolutely help you get going. They can fuel your first phase of growth. 

The risk shows up later.

If you do not build your own way to consistently land clients, a few things start to matter a lot more than they should.

⚠️ First, you do not own the client relationship. If a vendor changes direction, a recruiter shifts focus, or a partner loses a client, your revenue can disappear fast.

⚠️ Second, partner sourced work often comes with a real cost. Recruiters and intermediaries commonly take 20% to 25% off the top. That adds up quickly.

⚠️ Third, and this is the quiet one, you are not building the one skill that keeps firms alive long term. Selling.

Being able to sell your own work is what gives a consulting firm control. It is what allows you to respond when markets shift, partners disappear, or demand slows down.

Having some partner driven revenue is fine. Relying on it almost entirely is risky.

If more than 50% percent of your revenue comes from channel partners for the last couple of years, it is probably time to step back and ask whether you are building a firm or renting one.

✍ Curious how other consulting founders are balancing partnerships with direct sales.

Spirit AeroSystems

Serve as a mechanical engineer supporting Wichita Site and Global Facilities Organizations.  Primary areas of responsibility include Mechanical Utilities, Plant Engineering, and Underground Utilities.  Activities within primary areas of responsibility include:
Mechanical Utilities - Support of equipment and operations for producing and/or distributing chilled water, compressed air, cooling tower water, domestic water, fuel oil, hot water, natural gas, nitrogen, site railroad, and steam for the Wichita Site.  Specific duties include troubleshooting and repair consulting/coordination on Power, Heating, and Hot Water Boilers, Centrifugal Air Compressors, Refrigerated and Desiccant air Dryers, Cooling Towers, Heat Exchangers, pressure vessels, and various pumping systems.  Consulting and troubleshooting of water chemistry issues in boiler/feedwater, chilled water, cooling tower water, domestic water, and hot water systems.
Plant Engineering - Support and troubleshooting for HVAC systems (coils, heat exchangers, and chillers), and piping systems.  Design review and construction/startup support for various projects and production equipment.  Vendor and contractor interface.
Underground Utilities - Initiation of corrective actions on leaks in underground piping for Mechanical Utilities Systems.  Leak detection and monitoring for underground natural gas piping and above ground high pressure gas components.  Developing long term plans for inspection, testing, and planned maintenance of underground utilities.
Other Activities - General responsibility for Facilities Welding Program, flow and performance testing, Inspection/Mechanical Integrity Program development/support for vessels and piping systems, Sustainability initiative support: air leakage, steam trap surveys, system and equipment optimization.

Facilities Mechanical Engineer

Jacobs

Served as a lead engineer providing process resources for design engineering and technical services supporting capital improvement projects.  Projects are typically associated with unit or plant outages on utility or heavy industry equipment.  
Typical activities and responsibilities include:
Design Engineering	- Plant and system design including equipment layout, general arrangement drawing and P&ID development, pipe size and material selection, equipment specification, scope of work development, design/sizing calculations,  material take-off and equipment pricing for cost estimate, job site review, contractor RFIs.
Technical Analysis - Evaluation of unit conversions to natural gas and biomass, steam piping/turbine interface issues, concept evaluation and cost benefit analysis of CHP retrofit and modification, due diligence review, detailed system assessments with upgrade recommendations, system additions for cycle efficiency improvements, code compliance evaluations, owner’s engineer services, safety/relief valve sizing/evaluation, and equipment expertise
Construction Support - Client interaction, site interface with CM team, contractor support, startup/checkout/commissioning activities, general system troubleshooting, quality assurance/quality control oversight

Engineer, Power and Utilities

Duke Energy Corporation

Served as a member of the site assigned capital improvement project execution team.  Department objectives included execution of all capital improvement projects and tasks associated there with for assigned locations.  
Typical activities and responsibilities included: 
Project Engineering	- Design Engineering, Equipment Procurement, Spec Development, Bid Evaluation, Construction Management, Project Management, Start-up/Check Out, and Technology Transfer
Equipment Support	- Supercritical Steam Generators, Conventional Steam Boilers, Feedwater Heaters, Low NOx Burners, Sootblowing System, High Pressure Service Water System, Turbine Oil, Fuel Oil, Weld Overlay
Technical Analysis -	Condensing System Evaluation, Circulating Water System Review, Circulating Water Pump Evaluation, Heat Exchangers Analysis, Pipe Stress Analysis, Site Welding/Quality Control Coordinator
Engineering Support - Capital Budget Preparation, Troubleshooting for Operations, Welding Inspection, Boiler Inspections, High Energy Piping Inspection, Hanger Walkdowns, and Alliance Contract Support

Engineer III

Gibson Generating Station
Served as a member of the site assigned capital improvement project execution team.  Department objectives included execution of all capital improvement projects and tasks associated there with for assigned locations.  
Typical activities and responsibilities included: 
Project Engineering	- Design engineering, equipment procurement, specification development, bid evaluation, construction management, project management, start-up/check out, and asset transfer
Equipment Support	- Supercritical steam generators, conventional steam boilers, feedwater heaters, condensers, circulating water system, sootblowing system, high pressure service water system, steam turbine lube oil, fuel oil, weld overlay
Technical Analysis - Condensing system evaluation, circulating water system review, circulating water pump evaluation, heat exchanger analysis, sootblowing system evaluation and analysis, pipe stress analysis
Engineering Support - Capital budget preparation, troubleshooting for Operations, welding inspection, boiler inspections, high energy piping inspection/analysis and hanger walkdowns, boiler tube failure task force

Staff Engineer/Engineer III

Black and Veatch

Served as a team member at the individual contributor level on the mechanical discipline team supporting design of a natural gas fired combined cycle plant.  Design included a new 2 on 1 combined cycle featuring Siemens-Westinghouse 501D gas turbines and Nooter Eriksen HRSGs.  Project was executed on EPC basis.  
Typical responsibilities and activities included:
Procurement - Determine requirements, specification development, bid evaluation, contract management
System Design - Review requirements, review codes, perform calculations and system analysis, P&ID development, and drawings/model coordination
Documentation - Calculation book management, drawing management
Design Database - Database management, project database procedure, database training program

Mechanical Engineer

Served as an individual contributor/recent graduate engineer supporting specialty services projects for various nuclear plants and utility clients.  
Typical responsibilities and activities included:
Licensing Support - Procedure development and training, Database and Records management, Reference support, Code review, Drawing, Design Basis, Licensing Basis, and System History Reviews
Program Development - In-Service Inspection and Testing, Air Operated Valves (AOV), Systems and Drawing Reviews, Calculation Verification, Database Management.
Setpoint Analysis - Setpoint Analytical Limit Evaluation, Design Basis, System, Drawing, and Licensing Reviews.
Inspections/Reviews - Control room HVAC system, System condition walkdowns, Licensing, Drawing, and Design Basis Reviews, System Walkdowns

Associate Engineer

Registered Professional Mechanical Engineer with extensive utility and consulting engineering background in the design, operation and maintenance of mechanical systems for fossil and nuclear generation, heavy industrial equipment and related systems.  Experience with biomass, municipal solid waste, natural gas, oil, coal, and CHP/Cogen.  BSME, welding and radiographic inspection certifications round out a rewarding career with professional growth from the individual contributor to lead /supervisory level.  Thrives on technical challenges and the opportunity for increased levels of responsibility.  Computer literate; willing to relocate or travel.

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