A $100M consulting business is an extreme goal, but I think it's achievable for the right person. The key is building a $10K product — a course or program — and mixing consulting revenue with content revenue.
My instinct on the ratio: 20% consulting work, 80% content sales. Especially if you want to sustain that scale over the long term. The consulting keeps you sharp and credible. The content is what scales.
Really useful framing. One thing I'd add about elephants: we've had engagements in that range, and the part nobody talks about is what happens when you lose one. The revenue gap is brutal. What's worked better for us over time is a mix across tiers, a few large engagements for baseline, mid-range projects for stability, and smaller work that seeds relationships for future larger ones.
Yes, totally agree. I've found my own work slotting into a portfolio ranging from "no cash equity advisor" roles to "six figure fractional COO" roles and everything in between, and a mix feels much more sustainable. I'd imagine supporting employees creates the need for stability (and a portfolio approach) to a much greater degree than solo work does, too.
That mix resonates. The equity advisor roles are an interesting lever too, low cash cost but they keep you connected to early-stage problems you wouldn't see otherwise.
A $100M consulting business is an extreme goal, but I think it's achievable for the right person. The key is building a $10K product — a course or program — and mixing consulting revenue with content revenue.
My instinct on the ratio: 20% consulting work, 80% content sales. Especially if you want to sustain that scale over the long term. The consulting keeps you sharp and credible. The content is what scales.
Really useful framing. One thing I'd add about elephants: we've had engagements in that range, and the part nobody talks about is what happens when you lose one. The revenue gap is brutal. What's worked better for us over time is a mix across tiers, a few large engagements for baseline, mid-range projects for stability, and smaller work that seeds relationships for future larger ones.
Yes, totally agree. I've found my own work slotting into a portfolio ranging from "no cash equity advisor" roles to "six figure fractional COO" roles and everything in between, and a mix feels much more sustainable. I'd imagine supporting employees creates the need for stability (and a portfolio approach) to a much greater degree than solo work does, too.
That mix resonates. The equity advisor roles are an interesting lever too, low cash cost but they keep you connected to early-stage problems you wouldn't see otherwise.