Consultancy sales and delusional senior managing partners , sanity check needed please!
I work for a company, who among other things has a consultancy arm. A few years ago they had a good core staff of very experienced and knowledgeable consultants who were specialists in their field, a niche sector in corporate finance.
Mostly always booked out to clients, did extremely well for the company. Over time, due to laziness, greed and toxic arrogance, little by little, they have lost their core team, one of the key USP’s for me sticking with them.
Snr shareholder partners in the business have also torched key relationships and resources with technology partners so the back channels we had into 3rd line support is all but fading away too.
Partners believe it should be business as usual, selling or key services as a product….but it’s hollowed out now. Literally 2 in the team left (from a much bigger team ) who are overworked and miserable, tasked with trying to train up very junior staff to make up the difference and also do their day jobs.
They have had contractors come in but they don’t renew because of the stress and toxicity.
So we have pressure to sell what we don’t really have, with some snr management saying just go on linked in and find consultants to fill the role when you sell the services to the customer.
Absolutely clueless and headed for disaster with this strategy .
I am not and never will be in tech recruitment sales but am I right in thinking that most if not all of the specialist consultants will be in the same pool that recruitment managers from the project teams at the banks and insurance companies we are trying to sell to, as well?
If we don’t own the resource, why on earth would anyone pay us a margin when they could engage directly? The snr partners just don’t want to see this. It’s a fruitless task.
Incidentally, I am making moves to get out of this sinking ship, just wanted a sanity check.