How To Build An Elite Consulting Business

Everybody strives hard to become successful. But what does a successful consulting look like? In today’s episode, Brian Oulton, a top consulting coach, reveals everything. He shares his path of business development through pivoting from the challenges he faced. As a consultant, Brian discusses that you must market some potential clients. Because marketing and sales are like an ocean, they are wide and deep, and you can fish many clients from them. To know more about becoming a successful consultant, tune in to this episode now!

—

In this episode, I’m very excited to have Brian Oulton join us. Brian, welcome.

It’s nice to be here, Michael. Thanks for having me.

Brian, you are the President and Founder of Business Sense LLC, where you help industrial technology companies maximize their marketing and sales investments. You’ve worked with organizations like Cisco, Rockwell Automation, Belden and Hirschmann. You’re focused on mid-sized companies in that industry. Here at our Clarity Coaching Program, you do amazing work with everyone in the program. I’m so happy to have you on and dive into how you got to where you are, lessons learned along the way and sharing some of your experience and expertise with the community here.

Michael, it’s great to be here. Where would you like to start?

It would be great to begin our discussion by looking at how you made the transition from Corporate Executive into building your successful consulting business. Take us back to that time. What was going on in your life and career that you woke up and said, “I’m going to leave this executive position to go off and dive into the waters of the unknown?”

I’ve been in everything throughout my corporate life. I’ve been a trainer, in sales, marketing, tons of management and also strategy for some of those very large corporations. My work experience was diverse and I loved the diversity. I’d been with Rockwell for many years. I had changed roles and gone to a couple of other corporations. I was looking to move to yet another corporation.

At the time, I have four kids. The third one was out of school. The fourth one was almost out of school. I could see that coming in. I was ready to get on an airplane to go into that next large corporate endeavor. It looked a lot like the others. I was thinking, “I’m not ready to do this again.” I was confident I could do it. In each role that I played, I was pretty successful.

The people around me liked me and liked what I did for them but I wasn’t ready to get on that airplane. I looked at my wife and said, “I don’t want to do this anymore.” I was super motivated by a lot of the work and then super demotivated by the politics and the things that I was showing up and not doing those things that I do best every day. I wanted more of that.

The other thing that brought me there was putting together my resume again and taking a look at it. I’ve seen all those jobs that I mentioned to you and said, “Wait a minute. That’s not telling my story at all.” It was because, during my career, I was the person getting tapped on the shoulder to do a ton of initiatives and those were great. I love starting new teams, doing things, fixing things that were broken, helping the company grow in significant new directions and being the change agent for my company.

If you treat the network of people you create and stay top of mind with them, it keeps giving and giving. Click To Tweet

All those initiative things align with what I do as a consultant and what I knew I needed to do every day because it was what I did best. I wanted to do more of that. I felt that I wasn’t being fulfilled by going into corporate life and running another sales team or marketing team or rolling more strategies. My super supportive wife said, “Let’s go.” The rest is history. I put a little bit of money away. Thankfully, I’m blessed here. I never had to touch it. I had some things that I was able to bring forward from corporate life that benefited me as I started consultancy.

Let’s dig into a whole bunch of things there that you’ve mentioned. The first I’d love to explore is your mindset at that time. It sounds like you had the support of your family. It felt like it was the right time. Did you have any hesitations, concerns or fears that were present as you decide not to go back into the “safety” of the corporate environment and instead go on your own and what you can make happen?

I had a lot of concerns and fears. One of the things is I live in a nice house. I have a kid still in university. I have those bills to pay so cashflow was a real problem. Further, I had never “done” consulting. I was a lifetime sales and marketing person but I wasn’t sure if all of those skills would transfer into what I needed to do to start my business. It’s simple stuff that I didn’t know at the time.

I form an LLC, get a little bit of insurance and figure out how to market to people and reach out to them. I was afraid because I thought that reaching out to people that I already knew would be a burden on them. I had worked an entire career to establish wonderful relationships and help the people around me. I didn’t want to press on those relationships. I was hesitant about that.

What do you see as the big difference in mindset as well as action and behavior of the old Brian who had that hesitation to reach out to people? Here you are many years later, you’ve built up a successful consulting business. You work with a bunch of consultants in our program as well. What do you see as the difference in the mindset you have around that idea of reaching out to people? How do you view it now compared to how you viewed it then? What are your actions look like now as opposed to back then?

Back then, a lot of fear was ruling me. I had to have a lot of courage to decide I’m not doing this corporate thing anymore. There’s something more important for me to be doing. That fear didn’t go away, not initially. It did over time. What I needed to do was learn the right approaches and ways to pivot what I knew how to do with marketing, sales and strategy. I needed to understand that the things that I used were my superpowers in corporate life. I wore different glasses to look at those things and know that those things are going to help me as a consultant. That helped me to begin to overcome the fear and be able to move forward.

The other thing is when I was in corporate life, I worked hard to take good care of the people around me. I wasn’t the person that was playing up to senior management and trying to score points. I was more about I’m going to help enable the people around me and do the best that I can do every day. That came back to super benefit me as a consultant because all those people left those companies and became executives of companies themselves, near a lot of the people that have hired me and helped me to continue as a consultant.

Do you still see that or has that dried up over the years? A lot of people find that when they leave the corporate world, their initial client base is reaching out to their network. It’s the people that they know that they’ve called upon and said, “I made this change.” At some point, that starts maybe to dry up a little bit. Are you still seeing those old connections providing fruits and value for you even many years later?

 

I don’t see anything drying up at all. I keep getting calls all the time from former coworkers. It was a referral of a referral. A former coworker had me talk to their bosses. Their bosses said, “We know one of our clients that could use your help in Greece.” I’ve never been to Greece. It’s okay. They turned into a wonderful client for me a couple of years back and sent me a referral. The network of people that you create, if you treat them right and stay top of mind with them, it keeps giving. That’s been the case for me.

I talked to a lot of different people on the show over the years. Different people have different approaches when it comes to referrals. Some are much more proactive. They might not say those are fewer. More people tend to be a bit more reactive. They focus on doing great work and referrals come their way. That’s all they care about until they might need more business than they think what other things they might need to do.

Where do you sit on that? Are you focused on doing great work and people tend to contact you or are you doing anything in terms of nurturing those relationships or being proactive and following up with people? There are two parts, Brian. One is what you have used or are using. Through the Clarity Program, you work with so many consultants as well over a period of time. Is there anything else that you’re seeing working differently for others that maybe others in the community here might benefit from?

In corporate life, I did take good care of the people around me. They did rise to new levels and heights. They have helped me. I was nervous about reaching out to my existing network, pressuring them and asking them for work and stuff. One of the things I learned through the program and then I’ve seen over and over again with people that I do coach is that you don’t have to put any pressure at all on them. You have to say, “This is what I’m doing now. I’m helping these people with these challenges. How are you doing?”

See how they’re doing. You say, “If you know anybody I should be talking with, please connect us.” I’ve never said anything more forceful than that. I’ve never asked anybody for work or business. I’ve made them aware of what I do in a very crisp and succinct way. A bunch of them came back to me and said, “You can help me. I need your help.” Sometimes that doesn’t happen right away. Sometimes it’s 6 months down the road, 1 year or 2 years later even. That’s been a great source for me. I continue to do the things I did in corporate life, which is to take good care of the people around me.

I do have friends and former coworkers that will call me and ask me for a couple of minutes of my time and my guidance because they work with me on a cool project and they know I know something about what they’re working on. They ask me for that help and I give that to them unselfishly. Oftentimes, that will turn into them giving back way more than I’m giving to them.

When somebody is reaching out to you for help and let’s say this is not an engagement so there’s no clear path in that initial point or conversation where they’re going to be paying you. You’re busy with your business, working with clients and all the kinds of stuff you have going on. How do you personally think about whether it’s worth your time or you’re going to spend some time with that person or have to say no?

If they’re in my network and I’ve had a great experience with them in the past, I will give back to them. I’m very unselfish with my time and my expertise. Usually, what will happen is an edge to that. If I’m having a conversation and giving a couple of pieces of advice, bring it on. I’ll do that any day. If it looks like there’s some work to be done beyond that, some look into this or some research into that, what I do is let the person know, “You can do this yourself.” If they say, “No. I need your help.” I’ll say, “That’s my business. That’s what I got to charge you something.” They say, “That’s fine.” The conversation then does turn into a real engagement. That’s been nice and very profitable for me.

Both marketing and sales are like an ocean. They're wide and they're deep. So there's a bazillion things you could do to market and a bazillion things you could do to sell. Click To Tweet

The word you use right there is so simple but it is all you need to say. Shift the conversation to know, “Is this person serious about potentially doing business? Are they looking for free advice?” You can clarify typically very quickly with the exact wording you use. That’s a great little resource there for people to come back to.

You share with us how you launched your business initially. You went through this process of letting your network know. You sent out these emails and so forth. That brought in some business for you. There’s one thing that comes up pretty often for the earlier stage consultant and we’ll talk about those that are already well established and give them some good guidance as well from your expertise and experience.

For those who are earlier stage or even in some cases 1 year or 2 in, they might find that they have conversations with an organization. That organization says, “We’d love to tap into your expertise but we’re only looking for a full-time person.” That comes in one form or another. Sometimes the consultant will see that a company is hiring and they might want to reach out because they know that they can help that organization if they’re not looking for a full-time job. Is that something that you’ve dealt with before? How do you feel about it? How do you think people should navigate that situation?

With the last corporate job I had, they hired me to fix their salesforce. I did. I exceeded their goals. The salesforce didn’t get bonuses for years because nobody was hitting their numbers and threw a lot of hard work. I was able to turn it around in a year and a quarter. Not only did all those salespeople receive bonuses which meant that they crushed their plan but the company crushed their plan. They had a huge backlog and momentum going into the following year.

A new boss came in, looked around and said, “We’re paying this Brian guy a little bit too much. We need to spend our money on engineering or production.” They very politely excused me. I thought about that like, “This company probably brought me in to fix a problem. Did they want to pay me what they were paying me to come in, run their salesforce and mark time?” The answer is no. It would have driven me crazy if that’s what it was.

The company would have been smarter if they would’ve hired me as a consultant and said, “Brian, we have a problem. We need to fix our salesforce. We don’t have good processes. Some of the salespeople’s heads aren’t on straight. Can you help us with that?” As a consultant, I could have come in and put together the right processes, which is what I did anyways. I could have put all that in and then very happily said, “You guys are in good shape. I’m done. I’ll move on to my next client.” Instead, they were hiring a full-time person that they knew they weren’t going to keep around to fix a problem.

I believe there are a ton of corporations that have that same situation. They’re going to bring somebody in like a trained killer or a hired gun to come in and repair things that aren’t quite right or put the company in a new initiative or some growth path. They only need that person for a little bit of time. Sometimes as the consultant, I need to plant that seed in their mind. I get calls and they say, “Would you be a full-time vice president or director?” When I have that conversation, I say, “Tell me what’s going on.”

When I start hearing cues that say, “We need to fix, change and repair something,” all I say is, “I’m a consultant. Would you consider an engagement where I do exactly that for you? When we’re all done, you have a sustainable set of processes and the right people in place on your merry way.” Some companies say, “I love that.” That’s a brand new idea for other companies and they got to churn for a few months to figure out that’s what they want to do.

 

Let’s continue down the path of your business development. Is there anything that you’ve done more from a marketing perspective that you feel has worked well and maybe the others don’t do it as much as there’s an opportunity there for them?

I call them superpowers but they’re not superpowers. They’re skills that I brought from another world that help me to market effectively. One of them is I happen to do a very good job of understanding my clients and the issues they have and what keeps them up at night. In my corporate experience, I did a bunch of strategies for very large companies and as a consultant for midsize companies. Part of that is understanding the market, customer base and what’s going on with them.

I’ve written several short little articles and tiny little blogs that keep popping up in a lot of different places that provide nice and helpful advice and guidance for people who have that same problem. My key is I pick problems that I know everybody’s got. Retention is an issue. Changing the salesforce in all of the commercials. It’s changing the customer base because all the Baby Boomers are retiring so outside salespeople have a certain set of problems. I channel that and provide good guidance.

I remember Andrew Sowell came to one of our client masterminds a while back. You may have been to that one as well but he talked about something that he learned many years ago and how that helped him to develop his business. That is to make a list of 20 or 30 problems that your ideal clients have. Start writing articles or creating resources that tackle each one of those problems.

Essentially what I’m hearing you did as well is such a great approach because rather than writing general articles about strategy, marketing or sales, you pick very specific issues or areas that your ideal clients are having challenges with and then provide value, answers, insights and ideas around that. You are positioning yourself as an expert in that space. When you do that, it sounds like you didn’t just write 1 or 2 articles and stop. Give us a sense of how long has it been going on? How many different articles or resources have you put out during that time?

I don’t know how many for sure. I post a bunch on LinkedIn. I put a number on my website and then put a bunch in emails that I’m sending to people. A couple of tips. One is I don’t comment on trends. I do comment on super big market transitions and that comes from my days. Things that are problems that are going to be problems for a good long while.

Baby Boomers are retiring. That’s a big deal. In my space, companies such as Amazon are beginning to sell the type of products in the space that I play in and becoming a threat to those distributors in my space. Those are going to be a problem for a good long time. I tend not to take on the little trends. The other thing is I work hard to differentiate myself, keeping it simple. I got a nickname, A Simple Guy. I’ll take a very complex product and problems because I work in the tech space. I’ll make them very simple and mainstream, focusing on what my ideal clients and customers need to do. That tends to mean that I can create an article and then reuse pieces of it over and over again. I do that a lot.

Talk to me about the challenges that you see. You’ve gone through a whole bunch of this in building your consulting business. You also are coaching many consultants as part of the Clarity Program. If we look at this in two streams, the most common problem or challenge that you see earlier stage consultants having and then when you think about those that are more established, maybe they’re high 6 figures or well into 7 figures or they have a small team, what are the most common issues that you’ve seen pop up in both of those places?

Focus on their problem because you begin to differentiate yourself, number one because you're listening. Number two, you're beginning to understand their problem better than someone not having that conversation with them. Click To Tweet

Early consultants spend their time on things that are not going to help them. I tell people that you have to market some. As a consultant, you have to find your ideal clients to have a conversation with them and turn it into a sale. There are a whole lot of folks who get started. I tell them that both marketing and sales are like an ocean. They’re wide and deep. There are a bazillion things that you could do to market and sell.

If you’re not asking yourself, “Why am I doing this? How is this thing going to help me or my customer base,” then you shouldn’t do it. There’s a whole lot of people that start as consultants and go, “I got to have a website. It’s got to be great. I’m going to have to pay a lot of money and put some great graphics up there.” It’s like, “Why do you have a website?” If you said, “I have a website because I would want to come across as being a legitimate business,” then I would say, “Put a website together that helps you to do that.”

If you said, “No. Based on the type of business, I got a plan. I have to draw tons of clients to my website because I need to do this, that and the other thing. If they go, I have to have a website. I don’t know why but I think I have to have one,” then I’d say, “Maybe that’s not where you want to start.” It’s the same from a sales standpoint. When I became a consultant, I said, “I have to have a pitch deck, a bunch of PowerPoint slides about who I am, stories and all kinds of stuff like that.”

Truth be told, based on the way that I engage with clients, I don’t have to present anything. I talk to them about the problems that they have or what’s going on and let them know that I can help them. They check me out on LinkedIn and they see that on LinkedIn that here are my credentials, things that I’ve done and whom I’ve helped with what problems. I don’t have to go back and make a presentation. Putting together a super elaborate pitch deck for me was a waste of time.

This is a great example of it’s not about how many things you do, it’s about how many of the right things you do. You touch on such a classic one. “I need to build a website and prepare all these materials. I’ll get my business card, my logo and all this fancy stuff.” You don’t need the fancy stuff. For those who aren’t seeing the video, we’re on YouTube if you want to see some of these videos of the interviews. I’m looking at your website, Brian. I saw you smile because I mentioned your website.

Your website is not going to win an award for the Best Design Website out there. Does your website vary articulately and clearly communicate your area of expertise? 100%. When I go to your results page, you have stuff on there. You have a whole bunch of different accomplishments, achievements, successes and outcomes that you’ve created for clients. That’s what people want.

When I land on your homepage, I know what it is that you do. I don’t have to think through, try and figure out some massive slogan about transformation. There are a lot of consulting websites out there that when you go to their site, it looks beautiful but you have no clue whom they’re trying to help, what their experience is and whom they’ve worked with. Your site has done a very good job of that.

An example to support what we’re talking about here is it’s not about having things right, all beautiful and perfect. It’s not that pitch decks or websites can’t help you. In some cases, they can help you but what Brian is sharing and the point I want to drive home for everybody is that it’s all about having conversations, getting out there and talking with people. That’s maybe the earlier stage consultant. If we zoom forward a little bit and look at the more experienced consultant who’s already established who’s seeing success and got a pipeline of business, what are you seeing pop up most often for them? What’s one area of challenge?

 

It’s maybe leaving money on the table, not establishing their value appropriately. Here are a couple of mistakes they make. One is they focus on themselves and their services. When you do that, all you’re doing is letting your clients compare your services to a bunch of other people’s services as opposed to differentiating. A way that you can differentiate is to keep it focused on your client. Those conversations should be 100% full. It shouldn’t waste your time pitching your five services or whatever you do.

Focus on their problem. You begin to differentiate yourself, number one is because you’re listening. Number two, you’re beginning to understand their problem better than a person who’s not having that conversation with them. You’re asking them what’s going on. You’re trying to understand it and they begin to say, “Brian understands me and what’s going on.” That begins to help you differentiate yourself. I’m a small consultant and sometimes I have to compete with the mega huge consultancies.

What they like about me is I listen and understand their business carefully. The solutions that I do put together for them tend to be custom specific to their particular needs as opposed to the big guys who are a one size fits all shop that says, “We have this process. We do it the same way every time.” They start having you fill in huge questionnaires and half of the questions don’t even apply to your business. It’s insulting. I differentiate myself because I listen, ask great questions and work hard to understand their situation, problem and business. They respond very well by saying, “I would like to work with you too.”

The connection as well is that when you listen well and ask great deep, meaningful questions. The answers that you’re going to get back are going to give you much greater insight and understanding into that buyer situation, which then allows you to adjust your pricing to ensure that you can capture the full value and fair compensation but you touched on there in terms of leaving money on the table.

This is the single biggest area of opportunity for an existing consulting business. If you’re brand new, it’s different. That’s not going to be your number one point of leverage. If you already have a business, you’ve been doing business for some time and you have clients and experience, adjusting your pricing strategy or looking at how you can earn more without necessarily having to spend more time or deliver more, there are always ways to achieve this.

We see this consistently with clients that we work with. This is the hype of overnight success. “Do this one thing in shortcuts.” We typically don’t agree with that stuff. You have to put in some work. There’s a real process but if you’re committed to this, you can make an amazing change. The pricing strategy area is overnight, you can see a massive difference in how much you can earn.

There are no promises. Everybody’s situation is a little bit different but this is one of these areas. If you don’t have an optimized pricing strategy, you may, as Brian said, leave tens of thousands, if not hundreds of thousands or in some cases, even millions of dollars on the table in your business. You don’t have that pricing strategy optimized or fine-tuned as well as it could be to a point where it provides great compensation for you. It’s very profitable but just as important, it’s also giving great value to your clients and they’re excited.

Their fingers are trembling to write that check for you because it’s higher maybe than what they would’ve before but they’re still excited about it because they know that transformation, change and positive ROI are coming from them. That’s a sweet spot. You’ve hit the nail on the head there of such a big opportunity for established consultants.

Every time you talk with a client about their problem or situation, quantify the value of fixing that for their company and for them personally. Click To Tweet

Here’s a challenge for established consultants. Every single time you talk with a client about their problem and situation, quantify the value of fixing that for their company and them personally. I know a bunch of you are going to say, “I’m in marketing. I help them with strategy.” Marketing bosses for me would challenge me to quantify the value of what I was doing but it’s the payback that I would receive.

The big thing that Brian was hitting on is the importance of trying to quantify what that value looks like or what the outcome means for the company and the actual person that you’re going to be working with. Some of you may feel like, “I work with non-profits. I do strategic planning or something where it’s hard to quantify that value.” I can tell you because we’ve done this for so many years with so many consultants, 800 plus to this point.

It doesn’t matter what industry you’re in, there are always ways to quantify and get clear about value. Value does not have to mean dollars, euros or yen. There’s always some metric that we can identify and that becomes the point you want to communicate on. If anybody is feeling challenged by that, reach out. That’s something that we can guide you to a resource or talk more about.

Let’s get back to this, Brian. I want to make sure that people can learn more about you and everything that you have going on in your business. They can check all your articles and so forth but before we do that, two other quick questions I want to head to. One is when you look at everything that you’re doing in your life, business, family, relationships and so on, what are 1 or 2 things that you feel contribute to the impact that you’re able to have on your mental clarity, focus, energy and performance? Any 1 or 2 habits that you have that stand out for you?

I’m careful about the way that I schedule my time. That gives me more time with my wife and family. I make sure I take the time out. That’s number one. It helps me to solve tougher challenges and problems. It helps me to gain the focus and clarity that I need. There are times when there’ll be a tough challenge. I’ll wake up at 3:00 in the morning and sit bold upright. My wife has learned to put some paper and a pen on a nightstand so I can write down the answer to the problem. I also find answers to problems by taking hikes and walks with my wife. I scheduled my time carefully so I do have the time to do that and to appreciate those non-work hours because my brain is always going.

That’s so important in saying that it’s very easy as an entrepreneur, a hard-charging person or somebody that wants to get a lot done or get things done right. Many of us fit one of those categories, if not many of them, to carve out that time, especially at the earlier stages. Even if you’re in mid-stage. You don’t feel you’ve reached the level of success that you desire. It’s very common to feel like, “I need to put in more work, work harder and do this because of that future desired destination.”

One of the things that you’ve implemented very well that we’ve seen with some of our most successful clients and consultants over the years is that it’s recognizing that destination doesn’t exist. It does but as soon as you get close, you’re going to move it anyways and you’ll always continue moving. Things don’t stop until you decide to stop. Figure out how can you optimize the journey in a way that matches the lifestyle that you want to have. Create the business and the model that supports your lifestyle instead of you having to make all the sacrifices personally to support your business. We talk about that business lifestyle triangle.

It’s about deciding what not to do, what your priorities are and what not to do. Everybody says, “Work smarter, not harder.” I’m going like, “I’m the boss now so I need to live that and I do.” I think about those things that are going to help me and my clients. I will go the extra mile for them all day long. That differentiates me but that doesn’t mean killing myself and working a ton of hours.

 

If you’re in a place mentally, physically and emotionally where you’re feeling drained or it starts to impact your health, how can you serve your clients? It’s in the best interest of our clients to make sure that we’re taking care of ourselves. When we show up to work with our clients, we’re at the top of our game. They get the best result that they desire. It’s a win-win for everybody. Here’s the final question, Brian. What’s one book that you have either read or listened to, fiction, nonfiction or something that you enjoyed?

I pulled out an old book because I never finished it. It’s about napkin notes. It’s called Napkin Notes. I originally got it because I created a sales tool a long time ago called Napkin Notes. It was super short for salespeople and it was a process kind of thing. I don’t know that I’m enjoying it that much but I pulled it back out and I was glancing through it for a client. It’s about a shorthand way of creating process improvements for them. It’s called The Back of the Napkin on the bookcase right there.

I have not heard of that one before so I’m going to take a peek. Brian, thank you so much for coming on and spending some time with us here. You’re a coach here in the Clarity Coaching Program so people can find out what you have going on in the program here. The honor to work with you probably doesn’t sound the right way coming from me.

What I was trying to say is the feedback that we get from clients who work with you in the program is tremendous and fantastic. Some of you are seeing amazing results. They’re more confident. They’re making great strides and adding a lot more money. There are a lot of great accomplishments. That’s what I meant to say. You have a lot more going on as well outside. For people that want to learn more about you and check out your website or your articles, may you give us the website or where the best place for them to go?

If you want to check me out on the website, it’s Business-Sense-LLC.com. If you want to send me an email, it’s [email protected]. I would love to hear from you and what’s going on in your life. I love working with Consulting Success clients. It’s super enriching for my life. I love learning more from them and then helping them to be successful. I’m having a blast with that, Michael.

Thank you, Brian. It means a lot. It’s the same way that we feel. We love our clients too. Getting back to something that we didn’t touch too much on here but that you’re a very big believer in it is the idea of values, being clear on those values and making sure that there’s alignment between whom you’re bringing into your world, clients or otherwise.

That’s certainly something that we’ve been working hard on at Consulting Success to ensure that we have those values and they’re being communicated clearly, bringing in the right kinds of team, coaches and clients. It is one of our values. It’s all about the family. We’re very happy to have you as part of the family.

Thanks. It’s great being part of it. Thanks a million for having me.

Good stuff, Brian. Thanks for coming on. We’ll talk soon.                                                                                            

 

Important Links

• Business Sense LLC
• Clarity Coaching Program
• Napkin Notes
• The Back of the Napkin
• [email protected]

 

About Brian Oulton

For over 30 years, I’ve created & led over 20 initiatives at Rockwell Automation, Belden, Rexnord, and their business partners, helping them achieve sustainable, double-digit growth by improving the effectiveness of their Marketing and Sales people, processes, and tools and addressing significant market trends & transitions.

 

Love the show? Subscribe, rate, review, and share! https://www.consultingsuccess.com/podcast