You are not too expensive

Why this matters to you right now

According to the 2025 Hinge Research Institute report, high-growth consulting firms charge an average of 3.1 times more than low-growth firms. The difference is not deliverable quality. It is positioning clarity. High-growth firms have a defined ideal client, a specific problem they solve, and a frame of reference that makes their pricing proportionate. The others present themselves as "management consultants" and wonder why the market treats them as a commodity.

If your prospects systematically negotiate your fees, the problem is not your price. It is that you are being compared to the wrong reference group.

Pricing: the three-option proposal

The action: Restructure your next proposal into three distinct options instead of one. Option 1: minimum scope (diagnostic only). Option 2: recommended scope (diagnostic + roadmap). Option 3: premium scope (diagnostic + roadmap + 3-month implementation support).

Why it works: Blair Enns's research in Pricing Creativity demonstrates that three-option proposals increase average engagement value by 28% compared to single-option proposals. The mechanism is twofold: (1) Option 3 anchors value perception, making Option 2 seem proportionate, and (2) the client exercises a choice instead of making a binary yes/no decision.

The trap to avoid: The three options must solve the same problem at different depths. They are not three different projects. They are the same outcome with different levels of support.

This week: Take your next proposal in progress. Deconstruct it into three depth levels. Price Option 1 at 60% of your usual fees, Option 2 at 100%, and Option 3 at 175%.

Sales and development: the qualifying question

The action: In your next discovery conversation, ask this question within the first 10 minutes: "If we solve this problem, what concretely changes for the organization over the next 12 months?"

Why now: The prospect's answer tells you everything. If they can articulate a precise impact ("we recover $2M in margin"), you have a serious buyer with a quantified problem. If they stay vague ("it would be nice to improve things"), you have an explorer who will not sign. Research from Gong.io shows that discovery conversations where the buyer quantifies the impact within the first 15 minutes close at 2.8 times the rate of others.

The hidden benefit: This question does not only serve to qualify. It trains the client to articulate the value of your intervention in their own words, which makes presenting your fees infinitely easier.

This week: Write this question on a card and place it in front of you for your next three discovery conversations. Note each answer. After three conversations, you will see the pattern.

Collaboration networks: the rule of three introductions

The action: This week, introduce two people in your network who should know each other. Not because it benefits you. Because the connection creates value for both parties.

The mechanism: Keith Ferrazzi, author of Never Eat Alone, argues that the most valuable currency in professional networks is not direct reciprocity. It is structural generosity: the ability to connect people in relevant and selfless ways. Consultants who make three introductions per week become central nodes in their network. Opportunities flow toward nodes.

The format: A three-sentence email. "[First name A], I would like to introduce you to [First name B] who [relevant context]. [First name B], [First name A] is [relevant context]. I believe a 20-minute conversation about [shared theme] would be mutually beneficial."

This week: Identify two pairs of people in your network who would benefit from knowing each other. Send the introductions. No follow-up necessary. The gesture speaks for itself.

Value creation: position the problem, not the deliverable

The action: Rewrite the description of your main service starting with the client's problem instead of your deliverable. Not "we offer operational diagnostics." Rather "mid-size manufacturers lose an average of 8-12% in margin due to unoptimized processes. We identify precisely where."

Why it changes everything: April Dunford, author of Obviously Awesome, demonstrates that positioning starts with the client's context, never with the provider's capabilities. When you position the problem first, you frame the conversation around value instead of inputs. The client understands why they need you before they know what you do.

The test: Read your website, your LinkedIn profile, and your last three proposals. How many sentences start with "we" vs. "you"? If the ratio leans toward "we," your positioning is centered on you, not the client.

This week: Rewrite the first three sentences of your pitch to start with the client's problem. Test it on a colleague. If their reaction is "yes, that is exactly my issue," you have found the right angle.

AI: build your value proposition with AI in 45 minutes

The action: Use Claude to construct a structured value proposition for your main service. Feed the AI with: (1) your ideal client type, (2) the primary problem you solve, (3) the last 5 measurable results from your engagements, (4) the alternatives the client compares your service to.

Why this goes beyond basic AI use: Most consultants use AI to write marketing copy. The advanced play is to use AI as a strategic mirror to stress-test your positioning. After feeding your data, ask: "If you were a VP Operations with a $100,000 budget and three options, why would you choose this offer over the alternatives?" Then: "What objections would you raise?" The AI simulates the buyer's decision-making process and exposes the flaws in your argument.

Ethan Mollick's research at Wharton, published on One Useful Thing, shows that professionals who use AI to stress-test their arguments make strategic decisions rated 23% more robust by independent panels, because AI forces the articulation of implicit assumptions.

The process: Start with: "You are a sophisticated consulting services buyer in [industry]. Evaluate this value proposition: [your pitch]. What questions would you ask? What alternatives would you consider? What price would seem fair?" Iterate until the AI can no longer find flaws. Export the result as the basis for your next pitch deck.

This week: Spend 45 minutes with the AI deconstructing your value proposition. You will be surprised by the blind spots you discover.