The cold call is older than fictional salesman Willy Loman—and less effective, particularly for consultants.

Any consulting project that involves working with IT people can mean learning the language of technobabble.

Whether it's done by phone or a personal visit, a sales interview with a prospective client kicks off the sales process and sets the stage for what—if anything—you will get the chance to do for that client.

As IT is largely used to automate business processes, one would expect the entwinement of IT and business processes to be yesterday’s issue.

Software engineering is projected to be one of the top three fastest growing occupations from 2006-2015.

IT leaders should have significant influence over business strategy; too much of your organization's ability to function and out-innovate your competitors relies on IT.

When a client selects you to complete a project, you may have mixed emotions.

Many executives question the value IT delivers.

You recognize the need for some IT muscle in the top team.

An unfortunate reality of our business is that we don’t win all of the projects we propose on.

What if we had access to a time machine that could accelerate us into the future, where perhaps business strategy is the preserve of the IT department and the users acted in accordance?

Few consulting “tools” are more widely abused these days than so-called best practices.

In many industries, asking for a list of referrals from clients is a common and useful practice.

In Part 2 of the series “How to grow and sell your IT consulting business,” the author examines in more detail the factors that create equity in an IT consulting business using a model he calls the “Eight Levers of Equity Value.”

Too often, even the most accomplished senior executives can make the mistake of turning their career highlights and professional experience into a boring, two - to three-page career obituary.