Watch the original Substack video, or listen below while you read.

If you own a consulting business, your day is not structured like a job.

There are two core functions:

1. You market and sell

2. You deliver for clients

That’s it.

First: You Have to Sell

This is non-negotiable.

If you are not bringing in business, you don’t have a business.

That means every day, something is happening that drives leads:

• Email marketing

• YouTube content

• LinkedIn posts

• Outreach

It doesn’t matter how good you are.

If you’re not selling, nothing else matters.

Second: You Work on Client Projects

This is where the majority of your time goes.

You are working with companies that are paying you to solve a problem.

What you actually do depends entirely on your niche.

Consultants exist across:

• Sales

• Engineering

• Cybersecurity

• Event planning

• Government contracting

Most of the time, you’re working B2B—helping companies.

Sometimes it’s B2C, depending on the niche.

But the core stays the same:

You are solving a problem someone is willing to pay for.

The Most Important Decision: Your Niche

This is the foundation.

If you get this wrong, nothing else works.

Your niche has to meet two conditions:

1. A real problem

2. A willingness to pay to solve it

Why Government Contracting Works as a Consulting Niche

There are three reasons this space is so strong:

1. The Size of the Market

The federal government is the largest buyer of goods and services in the world.

2. The Complexity

There are over 200 years of rules, regulations, and laws governing how agencies buy.

3. The Rarity of Expertise

Very few people actually understand how the process works.

When you combine those three things:

• High demand

• Low supply of expertise

• High value

You have a niche where companies are willing to pay significant amounts of money for help.

What You’re Actually Doing for Clients

In government contracting consulting, the role is straightforward:

You are helping companies navigate a complicated process
and giving them a clear path to results.

That could include:

• Building a strategy

• Identifying opportunities

• Helping them understand how agencies buy

• Guiding them through execution

But the real focus is not advice.

Results Are What Matter

This is what separates good consultants from bad ones.

Most consultants recommend strategy.

Then they walk away.

That’s not enough.

If you want to be effective:

You have to focus on results.

That means:

• Training

• Implementation

• Execution

• Follow-through

Working with clients until they actually achieve what they set out to do.

Taking Ownership Changes Everything

If you approach consulting like you are part owner of your client’s business, everything changes.

You think differently.
You act differently.
You care about outcomes, not just deliverables.

And over time, that can lead to more than just client work.

How Consulting Can Expand Beyond Retainers

When you consistently deliver results:

• Companies trust you

• Relationships deepen

• Opportunities grow

That can lead to:

• Long-term engagements

• Partnerships

• Even equity in some cases

Especially with early-stage companies.

How a Consultant Makes Money

The model is simple, but it requires execution.

Step 1: Sell an Initial Project

You charge a fixed fee for a defined scope of work.

Example:

• $5,000 project

Why this works:

• Low risk for the client

• Easy entry point

• They get to evaluate you

Step 2: Deliver Results

This determines everything that follows.

Step 3: Convert to Monthly Retainer

If you perform, the client continues working with you.

Example:

• $7,000 per month

Step 4: Continue Selling

You never stop selling.

You continue bringing in new projects while maintaining existing clients.

What This Can Look Like in Practice

A simple model:

• 5 clients at $7,000/month
  → $35,000/month

Plus:

• Ongoing project sales
  → $40K–$45K/month

There are many ways to structure this depending on your niche, pricing, and capacity.

The Reality: This Is Not Guaranteed

Not everyone will succeed.

This is a business.

• You have to sell

• You have to deliver

• You have to persist

In government contracting specifically:

• Sales cycles are long (6–12 months)

• You cannot guarantee contracts

• There are regulatory constraints (like restrictions on contingent fees)

How to Start Thinking About This

If you’re considering consulting, start with this exercise:

1. List Your Experience

• Jobs

• Military background

• Education

• Training

2. Identify What You Can Offer

What problems can you solve?

3. Define a Project

What could you sell as an initial engagement?

4. Test It

See if companies will pay for it.

Final Thought

Consulting is not about giving advice.

It’s about:

• Solving real problems

• Delivering real results

• Building real relationships

If you focus on that, you can build something that generates significant income and creates long-term opportunities.

Watch the full breakdown in the attached video for a more detailed walk-through.

And if you want to learn how this works specifically in government contracting, you can explore the GovClose certification program through the link in my profile.

Ready to go pro?

The GovClose Professional Training Program is built for people ready to commit to learning a new skill set, implementing that skill set, and working with a community of professionals who are serious about winning in the federal market.

If you think you have what it takes, set up an enrollment interview with the GovClose advisory team.