I’m focused on helping SMEs sort out the messy back-office parts of the business: spreadsheet glue, brittle internal workflows, poor reporting, awkward integrations, backend/platform problems, and AI workflows that need to do real work rather than just look good in a demo.
I’m not really interested in becoming a generic agency. I’d rather work with businesses that already feel operational pain and need someone technical to help untangle it properly.
For those of you who’ve made this jump:
* how did you get your first real project? * what kind of outreach actually worked? * did your first few clients come from network, content, cold outreach, partnerships, subcontracting, or somewhere else?
Also, if anyone knows SMEs or operators dealing with this sort of mess, I’d be glad to chat.
As a gesture of goodwill, I’m offering the first 5 clients 10 hours free to help get an initial project moving.
You can find me over at https://crescita.cc
Once I solved their issue, they asked me if I could add features to the site. I turned them down and told them they would be better off rewriting it from scratch, which they then hired me to do.
Still working with them 6 years later.
I had a previous career in commercial photography. I spent a lot of time on a Facebook community group for photographers doing the same thing; chatting, being helpful, being willing to share what I knew. I got a significant amount of work through the members of that group and met my wife through those connections as well!
Be nice on the internet, I guess.
https://thebusinessofauthority.com/
My advice would be to differentiate yourself:
- Become an expert in 1 thing, and one thing only: either start an open source project, or become the main collaborator in one. And be an EXPERT in that ONE thing. Not a generalist.
- Go personal: I can't see who you are or where are you based in your website. If I want to hire an EXPERT (see point before) consultant, I want to see their face and why they're different. I need a feeling of trust.
- Network the hell out of it: once you're an expert on one thing and you have a face, people will recognize you and recommend you
One place hired me thinking I could fix some software they farmed out to India. I was not aware of that when they hired me. Afterwards they said they wanted it fixed in two weeks and fired me when I told them it wasn't possible. The software was in a language I'd never used on hardware I never programmed for.
They hired someone locally who was something of an expert in the area who claimed he could fix it in a month. It took him six months to fix the problems.
Lesson of hiring cheap overseas.
There must be a word for this style of post where you take your own inadequacies and fears and project them on to others?
It's indisputable (borderline tautological) that specialization trades breadth for depth. This (obviously?) implies the risk of targeting a narrower market, and the upside of being more attractive to that smaller population. It's a typical "quality over quantity" tradeoff.
To say there's no "sliver of truth" in pointing that out (let alone w/ an unwarranted jab about projecting fears) is... strange and maybe hypocritical. TLDR your response came across as emotional and passive-aggressive, and confusing.
Happy to have a chat if you drop me an email.
My first clients came through a friend who connected me with people that needed someone to maintain a mobile app and its backoffice. Thats it. No cold outreach, no fancy strategy, just someone who knew what I could do and made the intro. I think most engineers underestimate how much work comes from just telling people around you what you do.
For getting more visibility I started writing about what I'm building on LinkedIn, sharing technical decisions, things I got wrong. People reach out from that. Not a flood but enough
One thing I'd warn about: consulting can eat your whole schedule if you let it. I had to put hard boundaries around my consulting hours because my own product was getting zero attention. Now I treat consulting as the thing that pays the bills while I build the thing I actually care about. If you dont set that boundary early you wake up in 2 years running a consultancy you never wanted.
Most enterprises that need consultants are using Salesforce, SAP, Hubspot, Dynamics, etc. If a company has an engineering department to build and run internal software, they very rarely need a consultant. And if they don't, they are very unlikely to higher a consultant to build it custom. They'd want "out of the box" because they think (often incorrectly these days), it will be easier to maintain.
Can't tell you any clever acquisition strategy. For this sort of work you need a critical mass of credibility and connections. The more companies you've worked at, the more people who can vouch for you from the inside. When you're in corpo, you are basically pre-selling your consulting pipeline, before you ever need it.
On a personal note, I quit that hustle, simply because I didn't enjoy having to prove myself every other day to new prospects. Especially since I've been a software engineer for 12 years already. Now just work on my own products that can speak for themselves.
Your product is yourself, so you start with brand building. What are your differentiators? (human) Networking is the most common way to market your services, but some write books, speak at conferences, have a substack, and blog too.
Setting rates and closing sales is another challenge. There are whole schools of materials to help with this.
Lastly remember you are trading your time for money. Your time includes the marketing, sales, and finance/taxes/billing. You may need liability insurance as well. With all that said your time is finite and not scalable - even if you charge top dollar there is a ceiling on how much you can make. Don't expect to get rich in this line of work by itself. (Side note: "ownership" - real estate, stocks, intellectual property, etc - are the scalable wealth builders)
I went down this route for a while, but ultimately decided I would rather just do the technical work and leave the rest to others.
Talk to operational people if you are interested in finding operational pain. Tech teams will tell you they are working on it and don’t need help, or at best want to hire an IC. (If that’s what you want then just approach it as a job search)
For the same reason, hours are a bad unit of time and a bad giveaway. You want to be able to offer a free diagnostic or something - nobody’s waiting with operational pain and a plan to fix it that they want to start paying for. You need to help with the plan and show them what they need.
Just my $0.02 of course, circumstances may vary
Also you don't have to do the sales work yourself and they find suitable customers for you etc, it's totally worth the price especially if you are just starting
People hire you because they want something done with zero hassle. It is a risk to go with someone you don't know or haven't had someone vouch for.
It's not easy to find consultations out of the blue, I have gotten one by apply to a public call looking for a consultant that I am in the being interviewed process now, but referrals are far more easier.
Turned out, their pageviews were simular but not costs, so they made me the CTO to optimize.
Since pretty much everyone was freelancer in this business, I had to turn full-time freelance.
2. Semrush has a free tier that works for me for SEO.
3. GEO (AI optimizations), AIs return me when people ask about "CTO Coach"
Then, out of the blue, a client - a Belgian space company - contacted us with a project request to serve as a sub-contractor of theirs. The scope was sall, budget was $25,000 and it lifted up our spirits enormously. They had found us with a LinkedIn search, and told us we were the only company in Europe to offer what we did.
It was not directly what our start-up was about, but we balanced the risk of being seen as distracted by investors against the opporunity that investors could see that we can earn real money from real customers. Sadly, the budget ended up being too small to include the required travel for regular site visits as well as the code to be developed, so we asked to exit the project early. We would never have thought to talk to a space company because we considered our technology early stage; but we learned the space sector is very open minded, because most of what they do, they do for the first time.
Offer to help them solve a few small problems, and then deliver.
Most of my gigs were through personal or professional connections; I have colleagues who are tech leads or managers, all of whom are quite fed up with their existing overseas contractors. I also have a former boss who runs a startup and I did some work for her. However, my very very first gig (2015) was offering services as a stranger: the company was hiring for a short-term role anyway, and I offered to do it as a contractor for less money but more freedom. I was psychiatrically disabled and needed a lot of flexibility with zero questions; it wasn't dignified but it worked. If you don't want to be a shameless scab like I was (give me a break), keep in mind that an organization which is actively hiring in your domain is more likely to consider your services as a contractor: they clearly have a problem that needs solving.
Some less desperate / mercenary advice: this is a shallow snap judgment but you seem like a competent writer with real practical wisdom, and I'm sure you've learned some stuff. You could try writing a blog about your ideas and experiences, your approach to consultancy, etc. In fact I think your website layout is a bit too information-dense, so perhaps a blog would give you breathing room. For instance, this bit of copy from the "Approach" page:
I think this simultaneously says too much and not enough - it's a string of serious ideas that are sort of judged by "eye of the beholder" standards. I don't even know what I mean when I say "structure," so how could I know what you mean? This is purely illustrative, but perhaps something like Then in the link you can go into a little more detail about what "structure," "simplification," etc really mean to your consultancy. I don't think it needs to be especially deep and you shouldn't be too opinionated unless you're trying to filter your clients. But you want to reassure technical leaders (who are total strangers) that you're not just reciting some MBA buzzwords, that you've actually thought about this stuff. A somewhat interesting blog - possibly hawking it here on HN - seems like an excellent way to distinguish yourself from other consultants.Again, I am a grumpy jazz guitarist and (by design) not particularly successful as a solo dev. So if somebody with actual authority disagrees with any of this, listen to them!
4 years as a sub contractor for two different fortune companies (Bank and ARM)
Then head hunted from LinkedIn. Six months so far of my own gig working for a VisualFX company. Linux migration and it's tight. Everything's a mess, so I'm just riding this until.