Skip Navigation
Episode #292
Jenny Millar

Pricing Strategy For Consultants - How To Raise Your Fees

Subscribe On
Summary

There is more to pricing than just numbers. It is also rooted in optimizing performance and nudging customer behaviors. Helping you figure out your pricing strategy, Michael Zipursky sits down with Jenny Millar, the Founder of Untapped Pricing. Jenny tells us more about the psychology of pricing and how to raise your fees as consultants. She also talks about her journey from working on eBay to freelancing to building a remote business and where networking helped in the process. What is the function of pricing inside an organization? How do you validate whether a price increase is the right move? What are the common mistakes around pricing? Why does behavior have to do with pricing and how do you benefit from that? Jenny answers these important questions and more. So tune in to not miss out on these helpful insights that will have you grow your practice.

In this episode, I’m excited to have Jenny Millar joining us. Jenny, welcome.

Thank you so much.

You are the Founder of Untapped Pricing where you help clients boost their pricing and their revenue. You previously worked at eBay where you were responsible for pricing across eleven or so different European markets. You’ve been a mentor to students at the Warwick Business School where you’ve been lecturing on pricing strategy as well as at the London School of Economics. I’m excited to have you on to talk about pricing.

We were chatting before that we have had at least one if not a couple of episodes over the years where we go into pricing. When I got introduced to you, I was interested to hear your perspective not only around pricing because that is your area of expertise, and that is such a key for so many consultants regardless of whether they’re earlier stage or they’re building a larger firm, but you also built your business up to twelve or so team members.

People can also learn from your journey about how you’ve done that. Specifically, you’ve gone now to this place where you left living in London, and you’re in the more the countryside in England. How you built a remote business and workforce will also be interesting. With all that said, let’s go back in time a little bit. You were working at eBay. I’m wondering. What was the impetus for you to go out, become a consultant, and build a consulting business? Where did that idea get hatched?

Thanks, Michael. It’s interesting to hear a potted history from your perspective.

Hopefully, it’s accurate. If it’s not, feel free to correct it.

It’s very accurate. I was in the corporate world in a global, matrixed, and wonderful organization at eBay for about ten years. I started in Big Data analytics. My first foray into pricing was in the context of their pricing analytics team for the European business. It moved into more strategic roles around pricing. By pricing for eBay, I’m talking about setting the fees for selling on the European eBay platforms. It opened my eyes to how powerful this lever was. We used pricing very strategically to optimize performance but also to nudge customer behaviors. That’s where my interest in the psychology of pricing and the role it plays in a customer’s decision-making and behaviors was born.

I’m curious. When you talk about the function of pricing, some people may not even be familiar with what is the function of pricing inside an organization. Typically, it’s going to be a larger organization if they have a function specifically for pricing. You mentioned that one of the things that you were doing inside eBay was helping to set the prices that would impact or affect customer behavior or user behavior. Can you go into a bit more detail around what that looked like and maybe an example, “Here’s something that we did with pricing. Here was the impact that it had on the business or customers or users.”

Networking is about having interesting conversations with interesting people and being open to what might come about directly or indirectly. Click To Tweet

It’s so near to a certain size that organizations have pricing teams. I’m focused on Untapped Pricing on businesses that are not at that point yet. They’re scaling. We will get to that in a moment. An example of eBay pricing is we would be charging small listing fees to list an item on the platform and then a commission fee for selling that item. Things were a bit more sophisticated for business sellers where we might charge differently depending on the category and offer subscription packages for certain tools and services.

We used to toggle pricing to help fix bottlenecks or challenges with the platform as well as drive performance. An example would be managing inventory quality. In a marketplace like eBay, you don’t want the site to be flooded with poor-quality inventory as everyone is listing God knows what. You use that very small but present listing fee as a price barrier even though it’s tiny to gatekeep a certain level of quality.

It shows a level of commitment if somebody is willing to take out their credit card or whatever they’re paying and do that. That’s going to instantly separate those. If it was free, they would put up anything but having to pay even if it’s a very small amount does separate or show the intent of a buyer as opposed to somebody who’s not. How long were you working at eBay?

Ten years.

Fast forward to the point where you started thinking, “Maybe I should make a change,” how did you go from that idea in your mind to starting your consulting business around pricing?

The trigger was quite a common one. I had very young children and a hectic London life. My partner and I both had big corporate jobs. The equation didn’t work anymore. I relocated to another part of the UK, took the leap, and started freelancing. It was unstructured at the time and quite organic. I had to change my mindset when it came to networking and putting myself out there. Even before eBay in my time in banking, I had always done internal roles. My network outside of those companies was almost nonexistent. I felt uncomfortable with this idea of networking because it felt forced and fake somehow.

Did you start all that once you had already left eBay?

Yes.

There was no planning in advance or steps to build. You decided, “I’m going to relocate. We’re moving the family. I need to start.” When you said, “Freelance,” was the idea to freelance and offer your expertise and advice or do work specifically around pricing? Were you not yet clear on that at the beginning?

CSP Jenny Millar | Consultant Pricing Strategy

 

I was not yet clear. It was a leap of faith. Something had to lead to something. The relocation was the first marker in the sand, and then we started to solve other things around that. Freelancing was very wide open and exploratory. I started getting comfortable reaching out to people and having coffee. I managed to turn my relationship with this networking that I was so fearful of on its head by doing it. I realized that it’s about having interesting conversations with interesting people and being open to what might come about directly or indirectly as a result. I will hand it off and say it was all unstructured at this time.

I have two questions for you on that. I’ll plant the seed and then come back to it in a moment. I’m wondering. Did you have any qualification process? How did you allocate your time to decide who to spend time with for those meetings? Let’s come back to that in a moment, but before that, you said that you weren’t yet focused on pricing at the start.

What were you doing? You were in banking and eBay. There’s over a decade of experience. Initially, when you were offering your services or your expertise or thinking, “I’m going to build a business around what I know,” what were you putting yourself out as? Walk us through that because I’m interested in the transition from going broader to then becoming more specialized around pricing.

I started proudly being a generalist and then quickly realized that wasn’t tight enough for people to anchor on to how I could add value to their businesses. Sometimes I would be helping with the things I knew best like analytics or strategy and maybe a bit of pricing, but it quickly became clear that the area where people needed help the most underserved was pricing.

Particularly because I stepped more into the entrepreneurial ecosystem, the size of the organization I was with was much smaller. I started to teach at Warwick Business School. I started to get involved with various tech accelerator programs. I was exposed to the struggles that scaling and emerging businesses were having with pricing. I could start to see or explore how I could help.

Was the traction that you were getting around teaching at Warwick or being part of accelerators all framed around the idea or the focus of pricing at that point? Did you have that focus?

I started to focus there, and that’s where the traction started to accelerate. I also then put the brand around it. I was open to bringing others in so I could charge more. I wasn’t selling Jenny Millar. I was selling Untapped Pricing, and then I quickly became the bottleneck in my business.

We’re going to get there. We will come back to that. There’s a lot to cover here. How long did it take you from the time that you left eBay and then being more in broad data, analytics, and pricing strategy? How long was that period to the point where you decided that you were going to focus specifically on pricing strategy? How long was that?

About eighteen months. I was picking up whatever work I could in different guises and starting to warm up my network.

It's very sensible to be selective about how and where you spend your time. Click To Tweet

Did you have an inkling and an idea that you need to have more focus? Did you put it off for a period? Did it take eighteen months? Did it hit you eighteen months down the road? I’m wondering because oftentimes people fight this idea. They know they need to specialize more and focus more, but they don’t because they fear that they’re losing on opportunities or closing the target instead of opening up. What was your experience there?

You articulated how I was feeling perfectly. I was proud to be a generalist, and I didn’t want to close doors. I wanted to keep them wide open. It took me a little while to learn that.

That makes sense. Let’s come back to the idea of networking, which is something that I find so interesting. Back in the day when I first started my first business years ago, networking was such a key part. You do it. If you wanted to meet people and learn about stuff, you would go to different events. It seems like as time has gone on, especially with COVID, and things shut down, people have been holding off trying to meet people personally or going to events.

That’s starting to change now as things have opened back up. One of the challenges or dangers that people have when they do networking is they end up spending a lot of time with people that want to sell their things. They’re not the right people, they’re not people that can refer you to others, or they’re not actual buyers. What was your experience there? How did you try to make sure that you were meeting with people that could either refer you to business or become actual clients?

I learned the hard way that it’s very sensible to be selective about how and where you spend your time and also to be clear about what you want from each conversation, whether that’s a corridor conversation at an event or you’ve set up an introductory call. That’s as important to be clear on that yourself as it is to articulate it to the other person.

That makes a lot of sense. From that networking, you got your first few clients. Initially, it was networking that brought in the leads. What now is working best for you and on top pricing from a lead-generation marketing perspective to fill the pipeline?

Our network is still key. Regular LinkedIn content and email marketing are key to staying on people’s radars. We are top of mind at the right time for them to think about pricing. We also get new clients or leads from referrals made by other consultants who are appointing people our way when their clients need expertise in pricing and happy clients also introducing us to others or moving to new companies although it took a while to remember to ask for that.

Can you tell me about that? At this point, you’ve shared a bunch of things that you’re doing or ways you’re generating leads. LinkedIn requires you or your team to post content and to be proactive in that way, but with the majority of the things you mentioned, it sounds like people are coming to you or sending people to you. It’s a little bit more reactive. However, it sounds like you are doing something proactive. There is some thought behind it. I’m interested to know a little bit more about what that looks like because there’s probably something in there that others could be doing in their businesses as well.

If you have delighted clients, there’s this inbuilt assumption, and there was with me, that they will go out and be your advocates and that they will connect the dots as they spot opportunities to refer people to you, but I don’t think that is the case. I don’t think that’s the correct assumption. I have found that by saying, “Happy clients, we rely on referrals. Great people like yourselves know great people who need our help. Please do join the dots and make those introductions,” they’re like, “I’m glad you said that. Let me think about person X, Y, and Z.” It’s triggered activity by now asking at the end of a project.

CSP Jenny Millar | Consultant Pricing Strategy

 

I’m going to hit on what I was going to ask you right there. When do you do it? Is it right at the end of the project? Do you do it when it’s a face-to-face or a Zoom call? Tell us a little bit more detail about what have you found is most effective to implement that where it creates a positive result.

At the end of a project, we have wrapped up and reflected. We’re now transitioning out of their business, but that seems to be the right point. We’re remote by design. Our operating model is remote. It’s always by Zoom and face-to-face perhaps with a written reminder or a prompt a couple of weeks later perhaps. It’s what works best.

Let’s shift gears a little bit to pricing itself. This is what I’ve experienced with many consultants over the years. They know inside that they could be charging more. In some cases, they want to validate that, whether that is true or not. I’m wondering. In this case, if we focus on the idea of a solo consultant or a small consulting firm, what have you found as the best way for somebody to validate whether an increase in price is the right move?

As consultants, we ask ourselves that question. I would encourage anyone in that situation to do two things. The first is don’t be afraid to experiment. You are going to learn so much from experimenting with your pricing. Are there options at different price points you could be offering to stretch people’s thinking into other budgets and other areas? The second is to try and remove that guesswork as much as possible. Be mindful of your assumptions and speak to your customers. What does your service mean to them? What is the value it delivered, whether that’s tangible and measurable outcomes or intangible outcomes? What has it benefited them? Have you ever read The Mom Test?

I heard of the grandmother test. You have to make something so simple that your grandmother would understand, but I have not heard the mom test.

It’s a similar premise from Rob Fitzpatrick. It’s a great book. It’s all about asking questions in a way that even your mom can’t lie to you. We find this is a great little toolkit if you like asking questions about value and price and having those conversations with customers and prospects so you can compare the difference between those who have experienced your service and those who aren’t in your universe yet and listen out for the language they’re using to describe what you do and how they’re evaluating their return on investment.

To summarize what I’m hearing, it sounds like 1.) Be open to experimenting. Is it true in your experience that the only way to truly validate increasing your fees to whatever level you’re increasing them makes sense or the right move is that you have to increase your fees, put them into a proposal, offer them, get a yes or a no, and get some feedback on that? Is that the only way to truly know? Have you found that there’s some way that people can potentially validate that without going out for a lucrative proposal with a higher fee in it?

The validation piece can come first. Understand value through the eyes of your customers and prospects. Have those detailed conversations and let that inform your experimentation practices. Probably that way round is the most powerful, but your services are also going to mean different things to different audiences. It’s okay to charge differently in your consulting practice depending on who the audience is and use what you learn from those customer conversations to hone your lines of questioning in the scoping process to better predict where there is headroom on price potentially. You are starting to shift from a day rates and time materials type of mindset on pricing and moving toward that value-based pricing by slotting those opportunities.

One thing that we have worked with and suggested to many clients when it comes to pricing when they’re looking to increase their prices is leveraging options. If you have a range of different options, it gives an opportunity for a client to choose which direction they want to go as opposed to having one number. Within that range, I’ve always found that you have a bit more wiggle room to experiment. Have you found the same thing? Are there any thoughts or best practices related to it that you share with your clients?

Have those conversations with customers and with prospects, so you can compare the difference between those who have experienced your service and those who aren't in your universe yet. Click To Tweet

Offering choices at different price points is so empowering. You’re shifting from that binary mindset, “Should we buy this or not?” to, “Which shall we buy?” You can use some lovely price anchoring techniques. Your gold option is to price considerably higher than the others. Some will go for it because they want all those bells and whistles, but even if they don’t, it plays that anchoring role in the perception of your other price points.

Laying those choices out can position you as the expert. You are guiding their decisions more clearly, and that’s often appreciated particularly if you are offering services that they have never bought before, or it’s talent that they don’t understand. They don’t quite know what they need. Choices and different price points not only lays out for them how scope and price change but also let you do that signpost and guidance that is so much appreciated.

When you work with clients, you’ve seen a lot of different situations when it comes to pricing. What are some of the most common mistakes? Are there almost like pricing sins that people make over and over again, and you have to go in, “Here we go again.” Is there anything that stands out to you even in sophisticated and established organizations that have been in business for a decade or more, so it’s not like they’re getting started? Are there mistakes that you see people making over and over again?

Tons. First, you’ve got discounts for no reason. State your price clearly and confidently. Don’t fill the space with unnecessary discounting. Let your prospect react. Don’t devalue it immediately. Connecting the two topics together and offering choices at different price points can put you on the front foot with any negotiation that might follow because you’ve already laid out how scope and price change. Get that quid pro quo if you are pushed for a discount.

If there are inconsistencies in pricing by members of your sales force, even in a small consultancy practice there might be 3 or 4 consultants all pricing projects slightly differently by aligning as a group, codifying what works well and what your guidelines as a group are, and laying out those. There’s still the ability to flex based on the opportunity at hand, but everyone is clear on those guardrails and principles for their pricing. It’s often a very easy thing to do but overlooked or neglected.

Those are great ideas. I want to come back to pricing a little bit more as we start talking a little bit more about Untapped Pricing and the business that you’ve built. You’re at about twelve or so team members. You are a fully remote company. I would love to hear about your journey or start as the Jenny Show, but it sounds like you were also clear quite early on, and correct me if I’m wrong here, that you wanted to build this bigger than being a solo consultant and you doing all the work. To start, I would like to hear the progression of the hires that you made and how you built the team, but before we do that, share a little bit about the thinking that you had and why you knew early on that you wanted to build this bigger than being you.

The first trigger was being the bottleneck in the business. It was frustrating. I run out of capacity and wanted to continue growing the business.

When you say capacity, I would love to get the details around that. Do you mean that you had more demand than you could handle, or you didn’t have enough time in the day? What was going on? Paint that picture so that others that might be experiencing that themselves or even getting toward that can see some of those signs before it’s happening.

It was a case of more demands than I can fulfill by myself but also being very conscious that I’m not good at everything because no one is. Let’s start to take this to the next level and start making more than the sum of the parts as a team. In those twelve consultants now, we have a mix of expertise. Some are pricing strategists, pricing analytics experts, behavioral psychologists, design thinkers, and research specialists because we’re often conducting the research that will generate the evidence that’s going to directly inform our clients’ pricing decisions.

CSP Jenny Millar | Consultant Pricing Strategy

 

Who was the first hire that you made? What was the role?

The first hire was a design thinker. Design thinking has become a central part of the magic in our approach. We bring color and energy to the topic of pricing. We want to make it so accessible. I always found that pricing doesn’t have a great reputation. People often perceive it to be quite a dry numerical topic, but it’s all about human beings. Both on the price setting side and the purchasing and customer side.

Can you talk about that a little bit more? I know that you have these two keywords that I’ve seen in your work, which are behavior and nudges. That’s stuff that people might talk a little bit about when it comes to pricing, but more often, it seems like that’s related to persuasion or something else. On that side is where I’ve seen those more. I would love to hear what behavior and nudges in your world have to do with pricing. How do you benefit from that?

On the customer side, we think a lot about how and when a customer sees pricing information in their journey with an organization. We might be looking at small tactics in the way that price is positioned. It might be the font size used, for example, for the number. The price itself has a direct impact on the perceived magnitude of the price itself. Brains have this universal conceptualization of size. If we see a big number written in a big font, we think it’s larger than when it’s written in a small font, for example. There’s a first tip for your readers. Knock down that font size when they’re writing the price points. There’s so much research on this topic. It’s fascinating. When a price point is written in red, it is perceived to already be on sale or at a good price, particularly by men.

What about women or others out there?

To a lesser degree.

Red is still a good color. I remember my time building businesses in Japan and living in Asia. You don’t write somebody’s name in red. That’s considered in many places not a good thing, but it sounds like pricing is okay. Are there any other tips like that? These are great tips for people. Is there anything else that stands out, “This is key when you think about pricing?”

Charm pricing is an example people have seen everywhere. Ending your price points in 9s when your prices are still in the 10s or the 100s can be a very effective technique, but it only works in certain cases. If your price is $130 and you bring that down to $129, it’s not going to make much of a difference, but if it’s $90 and we make it $89, that will have an impact because the left-hand digit has reduced by one. We read from left to right in Western society. Even if we’re not reading out loud, we’re anchored by the first digit of the price that we see. That is why charm pricing can be so effective.

To take that one step further, let’s say that in a proposal, we had an option for $249,000, euros, or pounds. If we wanted to have a lower price, doing it at even $209,000 wouldn’t have as big of an impact as going to $197,000. Change that first digit to something lower. I like the distinction there. I do want to talk a little bit more about this to understand the hiring process that you’ve gone through to build a company. What you’re sharing is going to be very valuable for people. I don’t want to cut off too quickly around the behavior and the nudges. Is there anything else that you think is important for people to know when it comes to pricing and this idea of behavior, nudges, design thinking, and so forth?

Offering choices at different price points is so empowering. Click To Tweet

I don’t want to ignore the other side of the business if you like, which is the clients’ decision-making. Pricing is one of those topics that are often the hot potato. In scaling organizations anything up to $100 million in turnover, you don’t have a pricing team yet typically. Often it floats around the C-Suite because no one is accountable for pricing yet everyone’s got a very strong opinion, and they should do because pricing is so central. It affects strategy, product, marketing, and sales.

It’s inextricably linked. These different members of a leadership team will have different needles they want to drive, and hence the strong opinions. We have to go in there and facilitate that team’s alignment, buy into a new pricing approach, and remove that guesswork with evidence-led and customer-centered thinking. That’s where design thinking comes into its own again.

This topic is such a big one. We have experienced it. When you raise prices, for example, for a program if you have an enrollment or sales team, in many cases, the first couple of weeks of that new higher price point can be challenging for salespeople because they have to shift their mindset to be able to feel confident that they can sell at that higher price point. The moment that they do, they’re back to where they were before in terms of their ability to sell and that initial confidence around it.

Pricing is so core. It’s such a highly debated topic with many, but I find that it’s such an amazing point of leverage. I say to consultants all the time that if you’re an established consultant, probably the easiest way for you to make more money is through pricing. You don’t have to do more. You don’t have to deliver more. You don’t have to spend more time if you know how to communicate value and identify value and if you could be strategic with your pricing.

The work that you’re doing with your clients is truly so powerful. Let’s come back. You built this company. Your first hire was somebody around design thinking. Walk us through who are the next few hires. I’m wondering also. Why did you go and hire a design-thinking person as opposed to a virtual assistant or somebody else? Walk us through that at a high level.

The sequence of bringing people into the organization has been based on where the biggest glaring need was at the time or gap to plug. There are now key roles that are central to every pricing project that we do. We need pricing expertise and design thinkers. We need typically a qualitative researcher and a quantitative specialist as well. They’re the core roles. They are the key hires.

We have a network of freelancers who are academics in nudge theory for example to analytics resources and other expertise that we don’t always need, but we keep them in close orbit. Often these individuals are portfolios. They love having a combination of different things. That benefits us because they then bring those ideas into the projects they’re doing for Untapped. It’s making more than the sum of the parts on a project-to-project basis.

Was it always easy for you to make those hires? Were you fighting at times and wondering, “Should I do this? Should I wait? I need to build this next level before I bring this new person.” What was that like for you in terms of the mindset and the comfort level around hiring and building people or building a team with more people?

One way that has helped with that confidence and the fit piece has been bringing on freelancers who evolve into permanent members of staff. The chemistry is there. The rapport is there. They’re loving what we’re doing. We’re loving what they’re doing. It’s an evolution of that relationship. It de-risked both parties from the outset.

CSP Jenny Millar | Consultant Pricing Strategy

 

Is that what you do with most of the people that are on staff?

Yes.

As you’ve been building the business to this point, what’s one mistake? I typically call them learning experiences because they’re not mistakes necessarily. What’s one area that you’ve struggled with or had a challenge around? It could be inside the business, or it could be that the impact of the business has then bled over into the personal. Is there anything that you’re willing and able to share about a challenge that you’ve had as you’ve been building the business?

There’s one that is hot on my mind. We’re going to go with that one.

Let’s do it.

It’s handling naysayers on a client team. Pricing is a hot topic. There are lots of strong opinions from very senior folk who we’ve got restricted time with. I find that some naysayers can be extremely helpful because they’re the voice of challenge that ends up meaning we get a better outcome for the whole sprint, but they can quickly derail a process that everybody else is leaning into. I have learned the hard way that it’s best to work with those naysayers to understand where they’re coming from and work through their approach sooner rather than later so it doesn’t derail everyone else.

Have you found then that what works best or is most effective is to try and speak to that person or people directly one-to-one to try and understand their situation? Let’s say that they continue to be a naysayer. They have a perspective or an opinion that you don’t feel is going to be productive or beneficial for the company or the ultimate client. What do you do in that situation? Do you go to the client or the decision maker and say, “This person is an issue?” How do you handle that?

We’re making sure we keep very close to how everybody is doing. We know quickly whether the naysayer is representative of the group or not, or whether it’s an isolated view. That’s important to promptly pull them aside. If the project sponsor can be there too, that can be useful, but you don’t want to be trying to go over their heads. Understand why they’re challenging us so hard. What is that pushback rooted in? What are they concerned about? Try to build their trust and buy into the process but then if it continues to be disruptive, it is about working with the project sponsor. Lean in or step aside because this is derailing it for everyone else.

There are two quick questions here before we wrap up. The first one is this. As you’ve now been building the team, you have a dozen or so people. You’re taking on more clients. There are management and leadership involved. It’s not only doing the work anymore. It’s all these other aspects about running a seven-figure business and so forth. What has been most helpful for you in achieving balance?

Pricing is so central. It affects strategy, product, marketing, and sales. It's inextricably linked. Click To Tweet

Often it’s easy, especially as you’re building a business, and now you have a lot more people. There’s a lot more going on from finance to marketing, sales, core values, and all that stuff. What have you found is most helpful for you, especially because you have a family, kids, and so forth to try and maintain that balance while you’re still building the business?

It’s by asking myself one question, “Am I the only one who can do this?” It’s any task or thing that’s going to take a chunk of my time. I’ve had to think about the evolution of my role in the business. How should I be spending my time to benefit everybody? Is that lined up in the right way? To the question, “Am I the right person to do this? Am I the only one who can do this?” the answer should be yes 90% of the time. That has been a good sense check for me because it balloons. It’s no use to anybody inside my business or outside of my business if I’m keeling over because I’ve pushed it too hard.

That’s great advice. I appreciate you coming on and sharing this. We could go on for hours talking about this topic and everything else, but I want to respect your time. Where should people go to learn more about you, Untapped Pricing, and everything you have going on? You also have a resource for people that’s available around pricing that they might benefit from. Could you share a little bit more about that?

Thanks. Please connect with me on LinkedIn. I’m Jenny Millar. Our website is UntappedPricing.com. Here’s the tool you’re referring to. We have developed ThePricingScorecard.com. This is a free online tool. It’s won various awards. It gives business leaders instant insight into the health of their current approach to pricing. It can be used by consultants in medium to large organizations. It’s a great diagnostic tool. If you want a first step, “Where could I be improving?” take a look. It takes about five minutes to complete a series of yes-no questions. You will get a personalized report with lots of practical tips that you can use right away.

That’s fantastic. Jenny Millar, thank you again so much for coming on.

Thanks so much for having me.

 

Important Links

 

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

 

Leave a Comment, Join the Conversation!