How? I had a set of letterhead/envelopes/business cards printed up. I had already been "hanging-out" in the local electronics surplus stores, where they also sold used computer parts and the like. Stacked around the cash registers in these stores at that time were business cards. Various specialists. So I kept my own maintained stack of cards in my two main goto-stores, and I was friends with the register clerks, and had them handing out my cards on occasions when somebody came in the store and wanted help with "something". After 8 months of doing this, and being flat-broke, the day before Christmas, somebody telephoned off of my business card, and asked if I could do something. He brought some sample stuff, and I accepted a $200-per week retainer from him (I was really good at budgeting and that was what I had been getting for UEI until it ended). He had brought his checkbook with him, and wrote me a check. That started my personal word-of-mouth network and kept me going for a few decades.
If you'd like visibility, I pay experienced developers a small fee to write educational articles on software infrastructure. While you cannot write about your own projects, your byline in the article is a good place to say that you're looking for work (employment or contract).
I was hanging out on a slack community of developers where I would commonly respond to questions and chat on the channel for Python. Someone there had a friend with AWS costs flying through the roof and he needed some help from somebody who could understand python. My action on that channel caused him to reach out to me.
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!
General consultancy is an extremely crowded space. As a startup CEO, I get at least 3 emails per week from software agencies and consultants. On top of that, they're usually located in India/Ukraine and the rates they offer are very low, so I assume it's very difficult to compete.
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
+1 about overseas freelancers. And US customer to European freelancer is not the arb it used to be. The California SaaS sector has collapsed in the wake of venture capital rotating into AI-native, saas budgets (salaries) are down, the dollar is down, and remote European salaries are up. Zoom latency across 7-8h timezone difference is workable, the current arb is to hire from further and further east. Unless there is a war disruption such as an attack on the trans Atlantic internet pipes.
I endorse this. I've been doing generalist consulting for about six years, and I love flying solo. I've been successful in landing some big customers and interesting projects, but I'm tired of the inefficiency that comes with being a generalist, so I've decided to specialize vertically.
I had a super-interesting project in executive search in the last couple years, and I've decided to settle around that area: executive search and recruitment firms. Maybe later, as an extension I'll target other B2B, relationship-driven professional service firms tha share a common core of processes.
I've only recently pivoted but I'm already starting to see the fruits. It's commercially efficient. Many potential customers seem happy to open the door and chat. I know where to find them, online and off. And then it's operationally efficient. I'm confident I could jump on a customer project and recognize most of their processes and systems immediately and have a quick impact. I already have a base of IP (documented business procedures, code, etc.) and only intend to grow it in the coming years and even turn it into a "productized service".
I think people refuse to specialize for three main reasons. The first is for lack of a clear thesis. That's fine, you need to explore for a bit. The second is for a fear of lack of opportunities, which is often unfounded. The third is due to psychological reasons related to the image of self. On this last one I can only advise that (a) even in specialization there is way more variety than you think, (b) you can always keep growing as a generalist with side projects and self-directed learning and (c) nothing is ever fixed in stone, everything is in flow - you can always pivot out into other interesting directions.
How? This is what I never understood. Every domain expert I’ve ever knowing is because they’ve already
I can spend all the time I have reading and toying around in a subject, but until I have real concrete experience to guide me, it’s usually pretty difficult to become an “expert” in anything. I know how to become an advanced hobbyist, but thats never in my life translated to someone being willing to pay me over say, and already established expert
I've drifted across projects in different industries (FMCG, investment funds, ad agencies, startups of various sorts) and like I said I had a long project (over two years) for an executive search firm and got to see the ins and outs of how everything works from strategy to technology. I could be drifting to find clients in yet another vertical but I've decided to stay put for at least a few years. So to answer your question, in my particular case: I drifted, stumbled upon something by chance, and then took a conscious decision to stay.
>>I get at least 3 emails per week from software agencies and consultants. On top of that, they're usually located in India/Ukraine and the rates they offer are very low, so I assume it's very difficult to compete.
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.
Becoming an expert in one thing also narrows down the potential suitable work tremendously. Also these days nobody wants to pay the expert prices since.. Claude can so the expert stuff with a non-expert (at least in their mind)
Usually experts are T shaped. Acquiring expertise always means the time spent is away from learning something else.
The deeper and greater the expertise the more niche the topic usually becomes and the less demand there is.
The world might need X million web developers but how many experts are there in browser technology. Or even experts in that domain something more niche like rendering or rendering niche like Angle and WebGL..you already go this deep and it boils down to a handful of individuals.
Also I didn't say that there would not be demand just that many businesses are not willing to pay for it anymore. Industry layoffs, AI are huge leverages that any potential employer can use to have all the advantage when negotiating compensation.
> Claude can so the expert stuff with a non-expert (at least in their mind)
Opus is far better at most surface-level tasks than it is at tasks that require deep knowledge and understanding of domains; someone who is a complete generalist (who thus has only surface level knowledge in many, many things) is far more replaceable with LLMs than someone who has deep knowledge in one.
Consider the way LLMs actually are created; they are not created from billions of repos with deep knowledge behind them. The majority of their knowledge comes from a massive amount of surface-level work that's been done and can be sampled from: React starter templates, starter templates + what little customization someone needed, blog-tutorial-level stuff.
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.
> It's indisputable (borderline tautological) that specialization trades breadth for depth
I do not necessarily agree with this as stated. A specialist will have access to many roles within their speciality that are not open to a generalist. The market for generalists without deep expertise is also extremely crowded.
Even if it's true that AI can replace an expert, and I really don't think it is, except in the simplest minds, the AI training companies are aggressively hiring experts...
My first project came from a former coworker who moved to a new company. That's pretty much it.
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.
As someone who went to work for a commercial software consultancy company early in my career, I am looking to follow in your footsteps. In consultancy, projects are over for me when my work is done. Rarely do I get to see the results. I want to work at a product company next.
I do freelance consulting alongside building my own product.
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.
I made monkeys.zip - a project that was completely useless and reflects my interests and skills, and people have reached out with creative projects since
It's bedtime in Melbourne, but I write what would be fair to call a well-known tech blog, and very publicly started a consultancy about 1.5 years ago. Pretty much in the same niche you're in. We made enough money to pay two people full -time wages in the first year and I've cracked $1K per hour on some engagements (not many, and each one was <20 hours).
I hangout on a few Slack groups (Elixir, Ruby, etc), got quite a few projects this way as the founders were looking for experienced consultants.
It also helps if you could show either/both:
* a portfolio / clients you've worked with
* open source / "street-cred"
When I was looking for projects I always attach my Github profile (https://github.com/fredwu) to show my open source contributions, and also the SaaS products I've built myself (https://wuit.com/), and if clients are looking for C-level / strategic-level help, I also attach my LinkedIn (https://www.linkedin.com/in/wufred/), these help build up your reputation and stand out amongst many freelancers also looking for projects.
I just had a very quick glance at your site - there seems to be a lot of text, mostly focused on what you can offer. But what's missing is... who are you? What have you done?
I did similar stuff for many years (and sometimes still do). By far the most effective was going and meeting people in adjacent or similar fields and making sure they knew about me.
My favourite was helping scientists - not the highest paying gigs, but the most interesting work and sometimes it led to great ongoing relationships as their go to tech person.
I would absolutely not offer freebies. That telegraphs desperation. Instead, offer a free initial consultation for a 1 hour meeting, and after that, they go into paid discovery at a lower rate than your full rate, out of which they get a technical persons documentation of the problem to solve. This approach definitely worked the best for me in the long run.
I get basically all my contract work through folks I've worked with in the past. With a little luck, your network slowly diffuses across the industry, and when they need a heavy-hitter, they know who to call
I worked on an open source application, and some people wanted to use parts of it as a library in their commercial applications. So I started a consultancy due to that demand. I still had a regular job at the same time though, so there was never a need to gather enough clients to make a living out of the consultancy job.
Things I learned:
- Get an accountant ASAP, even if the income is small. Just the peace of mind that my taxes were being filed correctly was worth the cost.
- You don't need a perfect solution from the start, you are working with your client towards something they can use.
- You need to stay on top of things and communicate regularly, even if your client doesn't.
- Almost all clients wanted me to either come work for them or sell all (rights of) my work to them. This is understandable from their side, but if you want to stay independent you need to set some boundaries.
Working as a feeelance consultant means you have to do marketing AND sales. (and backend paperwork as well). You need to be able to float through stretches of no work, and you need to be able to deal with clients who won't pay you.
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.
Identify who your buyer is. It’s probably not a technical person (and thus HN isn’t a great place to advertise).
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.
By having a reasonably successful open source project while in university. Someone reached out with work in a relevant area. I suppose that gate is mostly shut off these days with the volume of vibe-coded crap (or even non-crap) and uptick of clearly fraudulent stars on GitHub.
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.
I was a Java programmer and administered a fairly big community website written in Drupal as a side gig, then applied to a news company that used Drupal, out of curiosity.
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.
This was a long time ago but I got an article published in Byte Magazine back when Byte mattered. Got a phone call a couple of weeks after it was published.
Can you publish a very short and concise case study of how you've helped one of your clients? Would that client be down to reference you to their friends? If not, can you go the extra mile with them so they just gush about you to others?
i was very early to React (like adopted for an enterprise app the day it came out publicly) and developed probably the first forms and state management libraries. they had screenshots of the enterprise app. so anyone who googled “react forms” in 2014 would end up on my github as there was nothing else, and saw my screenshots, which created some inbound and also gave me a credibility edge when replying to JDs in 2015-2016 which helped me charge high fees. But this would not work today. Companies have brought the whole developer economy inhouse to push down costs, that category of development (applications) is considered solved by buyers for better or worse, there is not much of a freelance application development ecosystem anymore.
Absolutely easiest way is to find some consultant work sales agency that takes a commission when they manage to sell you somewhere. At least where I live there are multiple options, just list yourself (or your company) there.
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
*All* my work as a solo consultant/contractor was from former colleagues who needed "trusted pair of hands" to deal with a project, or former colleagues introducing me to new people.
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.
As a consultant I got my first project through a former colleague who referred me to the organization looking for a consultant.
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.
1. SEO and Linkedin https://www.amazingcto.com - best was connecting Google Search Console via MCP to Claude Code CLI for optimizations of landing pages.
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"
3 quick (and true) stories that helped me when I was in a similar situation (started my own thing in 2024). Currently have 6 clients and 9 employees (which wasn’t the plan!)
1. Embrace the bizarre. You need your first client, not a repeatable go to market motion. Once you have a client, you can begin to work on getting clients and figuring out what type of work you want to do longer-term. My first client was a friend who owned a business, knew enough about technology to scratch the surface and was willing to pay $5k for me to coach him. He had to write all the code and I agreed to monthly coaching until he was able to get his site in production. Terrible economics but earned real money and that’s the point of your first client - it legitimizes you.
2. Tell true stories. Did you meet with a prospect yesterday? It’s much more compelling to open your conversation about something real that happened instead of words on a page. Your website looks like every other AI consulting website. No shade, mine does too. Website is unlikely to be a major source of business. Don’t lie to yourself that adding features to your site is investing in your business growth until you are getting new leads from it.
3. The question you should be asking is how do I get my 2nd, 3rd and 4th clients because otherwise you have just traded being an employee with benefits for ‘freedom’ and utter dependence on your single client. Again, embrace all the strategies. My 2nd client came from responding to an RFP - something I’d never done in my career. 3rd client came from a referral from 2nd client. 4th client came from a friend who knew I did tech and need some help to bring a project to life. None of it makes sense in hindsight, but the point is that you learn by doing. Every client teaches you something about the type of business you want to become.
Bonus tip: read books. Not because they have the formula that you will use, but because they have the best ideas written down. Some combination of those ideas is likely your path to success. Reading books has far greater return than shorter forms (social media and dare I say HN comments). Bizarrely, the most impactful book I read is one called The Prosperous Coach which is about an entirely different business system than anything I do.
Not really a consultancy story, as we were an aspiring start-up. We had created a homepage and a LinkedIn page for our company, we wrote a business plan and talked to VCs and business angels and other start-ups to learn and raise funds - completely in vain for a year.
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.
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.
https://theconsensus.dev/contribute.html
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
I endorse this. I've been doing generalist consulting for about six years, and I love flying solo. I've been successful in landing some big customers and interesting projects, but I'm tired of the inefficiency that comes with being a generalist, so I've decided to specialize vertically.
I had a super-interesting project in executive search in the last couple years, and I've decided to settle around that area: executive search and recruitment firms. Maybe later, as an extension I'll target other B2B, relationship-driven professional service firms tha share a common core of processes.
I've only recently pivoted but I'm already starting to see the fruits. It's commercially efficient. Many potential customers seem happy to open the door and chat. I know where to find them, online and off. And then it's operationally efficient. I'm confident I could jump on a customer project and recognize most of their processes and systems immediately and have a quick impact. I already have a base of IP (documented business procedures, code, etc.) and only intend to grow it in the coming years and even turn it into a "productized service".
I think people refuse to specialize for three main reasons. The first is for lack of a clear thesis. That's fine, you need to explore for a bit. The second is for a fear of lack of opportunities, which is often unfounded. The third is due to psychological reasons related to the image of self. On this last one I can only advise that (a) even in specialization there is way more variety than you think, (b) you can always keep growing as a generalist with side projects and self-directed learning and (c) nothing is ever fixed in stone, everything is in flow - you can always pivot out into other interesting directions.
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.
Usually experts are T shaped. Acquiring expertise always means the time spent is away from learning something else.
The deeper and greater the expertise the more niche the topic usually becomes and the less demand there is.
The world might need X million web developers but how many experts are there in browser technology. Or even experts in that domain something more niche like rendering or rendering niche like Angle and WebGL..you already go this deep and it boils down to a handful of individuals.
Also I didn't say that there would not be demand just that many businesses are not willing to pay for it anymore. Industry layoffs, AI are huge leverages that any potential employer can use to have all the advantage when negotiating compensation.
Opus is far better at most surface-level tasks than it is at tasks that require deep knowledge and understanding of domains; someone who is a complete generalist (who thus has only surface level knowledge in many, many things) is far more replaceable with LLMs than someone who has deep knowledge in one.
Consider the way LLMs actually are created; they are not created from billions of repos with deep knowledge behind them. The majority of their knowledge comes from a massive amount of surface-level work that's been done and can be sampled from: React starter templates, starter templates + what little customization someone needed, blog-tutorial-level stuff.
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.
I do not necessarily agree with this as stated. A specialist will have access to many roles within their speciality that are not open to a generalist. The market for generalists without deep expertise is also extremely crowded.
- [20 Lessons for Attracting, Signing, and Retaining Great Clients](https://www.theforcingfunction.com/blog/service-business)([archive](https://archive.is/B0bWG))
- [How to be a Consultant, a Freelancer, or an Independent Contractor](https://jacquesmattheij.com/be-consultant/) ([archive](https://archive.is/iun16))
- [How to Find Consulting Clients](https://www.gkogan.co/blog/how-i-learned-to-get-consulting-l...) ([archive](https://archive.is/STvcv))
- [The Strategic Independent](https://tomcritchlow.com/strategy/) ([archive](https://archive.is/O5OKC))
- [A retiring consultant’s advice on consultants](https://www.economist.com/business/2023/08/17/a-retiring-con...) ([archive](https://archive.is/Slqwj))
- [How to Find Consulting Clients](https://chrisachard.com/how-to-find-consulting-clients)([archive](https://archive.ph/kBPDL))
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.
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.
Happy to have a chat if you drop me an email.
It also helps if you could show either/both:
* a portfolio / clients you've worked with
* open source / "street-cred"
When I was looking for projects I always attach my Github profile (https://github.com/fredwu) to show my open source contributions, and also the SaaS products I've built myself (https://wuit.com/), and if clients are looking for C-level / strategic-level help, I also attach my LinkedIn (https://www.linkedin.com/in/wufred/), these help build up your reputation and stand out amongst many freelancers also looking for projects.
I just had a very quick glance at your site - there seems to be a lot of text, mostly focused on what you can offer. But what's missing is... who are you? What have you done?
My favourite was helping scientists - not the highest paying gigs, but the most interesting work and sometimes it led to great ongoing relationships as their go to tech person.
I would absolutely not offer freebies. That telegraphs desperation. Instead, offer a free initial consultation for a 1 hour meeting, and after that, they go into paid discovery at a lower rate than your full rate, out of which they get a technical persons documentation of the problem to solve. This approach definitely worked the best for me in the long run.
Things I learned:
- Get an accountant ASAP, even if the income is small. Just the peace of mind that my taxes were being filed correctly was worth the cost.
- You don't need a perfect solution from the start, you are working with your client towards something they can use.
- You need to stay on top of things and communicate regularly, even if your client doesn't.
- Almost all clients wanted me to either come work for them or sell all (rights of) my work to them. This is understandable from their side, but if you want to stay independent you need to set some boundaries.
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.
That said. When staying in a job skill atrophy is a very real thing.
As nassim talen would say, it is less risky to be a contractor.
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
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.
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.
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.
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"
1. Embrace the bizarre. You need your first client, not a repeatable go to market motion. Once you have a client, you can begin to work on getting clients and figuring out what type of work you want to do longer-term. My first client was a friend who owned a business, knew enough about technology to scratch the surface and was willing to pay $5k for me to coach him. He had to write all the code and I agreed to monthly coaching until he was able to get his site in production. Terrible economics but earned real money and that’s the point of your first client - it legitimizes you. 2. Tell true stories. Did you meet with a prospect yesterday? It’s much more compelling to open your conversation about something real that happened instead of words on a page. Your website looks like every other AI consulting website. No shade, mine does too. Website is unlikely to be a major source of business. Don’t lie to yourself that adding features to your site is investing in your business growth until you are getting new leads from it. 3. The question you should be asking is how do I get my 2nd, 3rd and 4th clients because otherwise you have just traded being an employee with benefits for ‘freedom’ and utter dependence on your single client. Again, embrace all the strategies. My 2nd client came from responding to an RFP - something I’d never done in my career. 3rd client came from a referral from 2nd client. 4th client came from a friend who knew I did tech and need some help to bring a project to life. None of it makes sense in hindsight, but the point is that you learn by doing. Every client teaches you something about the type of business you want to become.
Bonus tip: read books. Not because they have the formula that you will use, but because they have the best ideas written down. Some combination of those ideas is likely your path to success. Reading books has far greater return than shorter forms (social media and dare I say HN comments). Bizarrely, the most impactful book I read is one called The Prosperous Coach which is about an entirely different business system than anything I do.
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.
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.