daryl

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Do I Need a License to Consult???

Some times yes … sometimes no… sometimes maybe… Here is a quick overview:

–If you are a business consultant, you probably don’t need a license other than possible tax licenses. There are no licensing boards for business consultants.

–If you are a professional consultant, however, you may need a license before offering your services to the public. In certain professions it is mandatory – don’t even think of practicing medicine or law without a license.

In other professions like engineering or accounting, while legally mandated it is not always enforced. But don’t use the title PE (Professional Engineer) or CPA (Certified Public Accountant) unless you are licensed – you will invite the wrath of licensing boards.

Nevertheless, I often encourage my engineering colleagues to pursue a PE license. The following comment expands on why I do so. This was in response to a rather heated discussion on an engineering blog on the necessity of a PE license.

Glad to hear of your success against some clearly overreaching bureaucrats.

I say that as a PE/EE. Did getting my PE license make me a smarter engineer? No, but it did provide credibility when I started a consulting engineering firm 30 years ago, just like a CPA does for an accountant. It also has opened more than a few doors.

The PE license is valuable if you work for a consulting firm. This happened to an electronics design colleague (PE/EE) some years ago. He obtained his PE as a personal goal, not needing it while working for defense contractors.

Laid off in a slump, prospects were grim. That is, until he inquired at an engineering consulting firm, where most of their PEs were in electrical power. The firm was ecstatic to hire a PE/EE with electronics experience, to handle building electronics systems. Thus began a new and satisfying career.

As such, I often recommend the PE license — you never know when it might be useful. (Says the engineer who was laid off twice before he finally wised up and started consulting.)

More details on the engineer above here. Remember, when consulting it is all about credibility and visibility. Licenses and other valid credentials enhance that credibility.

P.S. Will be slowing down for the summer. Have grandkid plans, and hope to get in some RV time too. Best wishes for your summer too!

© 2017, jumptoconsulting.com. All rights reserved.

Consulting Fee Study…

Here is a link to a recent fee study by Consulting Success.

While this blog focuses on general business consulting, technical consultants should find this of use as well.

FYI, typical fees at Kimmel Gerke Associates were project based. Typical projects were in the $5,000 – $20,000 range and up. Typical annual compensations exceeded our corporate salaries, plus providing retirement funding, profits, and tax benefits.

As such, we did better than staying “employed.” Plus we had a lot more fun and freedom.

Not bragging — just saying it can be done. But it doesn’t happen overnight or without some work. You first need to build “credibility and visibility.”

Never too soon to start the process, so ask “What can I do TODAY?” Best wishes…


Here are three posts to help you start…


P.S. May slow down here for the summer, but stay tuned as I continue to share  thoughts on making your own JumpToConsulting.

© 2017, jumptoconsulting.com. All rights reserved.

On Competitive Advantages and other Buzzwords…

Time for a mini-rant, against advice often promoted by those wanting to sell you something.

For years, it was very popular in marketing circles to identify your USP (Unique Sales Proposition.) Large management consulting firms and their MBAs loved the term.

Later, that morphed into the UBP (Unique Buying Proposition) as the marketers realized the focus should be on the customer, not the product or service. At least it was a start.

Today, I read yet another marketing blog post that emphasized more buzzwords. (Be Unique, be the Thought Leader, blah, blah, blah…) The post segued into Positioning, Differentiation, Branding, etc. It even offered a comprehensive course on the topics.

But does all this apply to the small consulting firm? Often not, in my opinion. In fact, I suspect the overemphasis on buzzwords may prevent some considering consulting from actually jumping in. Paralysis by analysis.

Consider a surgeon. Does he/she need to be unique — the only specialist in the field or the most highly renowned surgeon in the world? Of course not. The surgeon simply needs to be able to help the patient. Isn’t that what consulting is all about?

Like the overworked Thought Leadership term, these attributes are not be necessary to start a small consulting firm. All you really need is Visibility & Credibility. These can be easily achieved with a bit of effort and some simple lead generation techniques.

So don’t let the fear of not being Unique, Differentiated, or Positioned stop you. While the buzzwords may apply to large consulting firms, they may not apply to you.

Pick your niches, start your marketing, and jump in. Time better spent than mastering another buzzword.

<End of rant>

P.S. Still not sure? Jump in part-time as a side-hustle. I did that for almost ten years, which greatly facilitated my full-time JumpToConsulting thirty years ago.

© 2017, jumptoconsulting.com. All rights reserved.

Success Story – Ken Wyatt – Wyatt Technical Services

Time for another success story. This one is about Ken Wyatt, who started his engineering consulting business upon early retirement, and who consults in the same area as me.

Do I consider him a competitor? No more so than a doctor considers another doctor a competitor. He is a friend and valued engineering colleague, and it is a pleasure to share his story here.

I first met Ken some years ago through our professional society, and later as a client. An EMC (Electromagnetic Compatibility) Engineer with Hewlett Packard, he harbored “the itch.”

Upon retirement, he planned to do photography. But when that didn’t work, he went to Plan B – consulting. As an engineer, always good to have a Plan B.

Slowly the business grew. He wrote articles (a favorite method of mine) and tapped his professional network. One very effective method was starting a group on LinkedIn, which he discusses.

He now keeps a busy as he wants to be. His writing and visibility attracted a major technical magazine, which led to a technical editor assignment.

To put it bluntly, he is “doing good, having fun, and making money” in his retirement.

Here is Ken’s success story:


(1) What prompted you to consider consulting (running your own business?) Was there an event, like a layoff, or was it just the itch to be on your own?

I’ve always been the entrepreneur type – even as long ago as high school. Televisions were transitioning from B&W to color and our neighbors were pitching their old sets.

Every week, I’d raid the local trash cans looking for electronics. I’d cut out the resistors and capacitors and sell them to the others in my electronics class.

Later, I’d buy surplus components by the pound from where I worked at Rockwell International (they had a wonderful employee store!) and take boxes of parts to the famous TRW Swap Meet in LA and sell them by the piece.

I’d spent the first 10 years of my career at various aerospace firms and finally ended up at Hewlett Packard in Colorado Springs. This was their oscilloscopes division, and in 1999, eventually spun off as Agilent Technologies.

I spent 21 years there, eventually qualifying for a partial retirement package. Once I’d decided to “Jump To Consulting”, I gave my manager two years notice and asked for and received permission to hire my own replacement.

After nearly a year of searching and evaluating recent college grads (another story), I finally found a suitable candidate (a PhD) at the University of Missouri – Rolla. I left Agilent January 2008 – just a few months ahead of a major economic crash (good timing, Ken!)

It took a couple years before companies started hiring me, but it’s been a hoot since then.

(2) How has it been going? You’ve been at it a while, so obviously you are established in your business.

Once the economy turned around, it’s been pretty steady business – an average of two clients per month and around a weeks work per month. This allowed my wife and I to do quite a bit of travel in between jobs.

Of course, I also invested a lot of the time marketing my services, writing articles and blogs, networking via LinkedIn and attending IEEE and other engineering events.

In December 2015, I accepted the position as senior technical editor for Interference Technology – an annual directory and design guide that started publication in 1971. I had subscribed to this in college in the mid-1970s, wrote for them through the years and it’s been a privilege to now serve as editor.

I work for them half time and spend the other half time consulting. Needless to say, I manage to stay pretty busy.

(3) What do you like MOST about consulting (your own business?)

I love helping companies overcome their EMC issues. Most of the product design issues are the same handful of problems; poor shielding or filtering, poor cable shield termination, and poor PC board layout.

I love the troubleshooting process and the challenge of finding the lowest-cost and most manufacturable solution.

I also enjoy teaching and developed a two-day seminar to help product designers learn EMC basics and avoid the obvious design issues.

(4) What do you like LEAST about consulting (your own business?)

All the book keeping and taxes. I contracted that out to my CPA and what a relief!

The cost is around $300 per quarter for the accounting and personal and business taxes run just under $1000, but to me, it’s not worth the time taken away from clients. Besides, it’s a very small part of my total income – basically in the “noise level”.

The accountant set up the chart of accounts and has access to my business account. They transfer all the transactions into QuickBooks and handle all the quarterly reporting and taxes. All I do is write a few checks each quarter.

(5) How do you get your clients? (BTW, the number one question I get asked when someone finds out I’m a consultant.) (Touch on LinkedIn as I know that has worked well for you.)

It can be a slow process. Marketing yourself through writing and networking is really important – especially these days of the internet.

I started writing for magazines while in college and it made a huge difference when the recruiters came. The same holds true any other time. Those who take the time to document what they know are head and shoulders ahead of those who don’t.

I’m also active on LinkedIn and send a personalized message to those who wish to connect. I also connect only with product designers, others in my field, and their managers. Head hunters, real estate agents, and other non-engineers need not apply.

This vetting keeps my connection list pertinent to what I have to offer. I also try to send out at least one message or link to an article per week in order to keep my connections on top of my latest activities. In turn, I keep track of what my connections are up to and respond with notes or “atta boys”.

A couple years ago, I decided to start my own group EMC Troubleshooters, with the idea of providing free assistance to those who needed pointing in the right general direction with some sticky problem.

The business I receive attributed to LinkedIn varies each year, but has ranged from 10 to 40% of my gross income.

Above all though, the quickest way I got started was to partner with a local test lab so they could refer their “tough compliance cases” to an expert. In turn, I’d refer the test lab to those clients who were looking. (Good idea – I did the same 30 years ago – Ed.)

The income from this partnership ranges from 30 to 40% of gross income.

(6) How do you set your fees? (Second question I get asked.)

I asked other top consultants what they were charging. I initially made sure the rate was sufficient to handle all the overhead costs associated with running an independent consultancy.

I also participate in the annual IEEE Consultant’s Survey. A couple years ago, I set my hourly rate at about 80% of the high end of that survey.

(7) How did you decide what to consult about (or focus on?) And why? (Third question I get asked.)

I really enjoy the challenge of EMC, so decided to stick to what I knew.

(8) Lessons learned since you started consulting?

Don’t be afraid to accept a job that may challenge your skills. That’s the best way to learn. However, “a man’s got’ta know his limitations” (Clint Eastwood), so occasionally I refer a client to someone I know is better versed in a particular subject or issue.

Also, some clients tend to delay their payments. I have a wonderful invoicing program that flags all late payments. Not quite half of my clients need me to send them a “friendly reminder” follow up invoice after the “NET 30” date..

It’s very important to keep “reminding” clients you’re out there and ready to help.

Writing articles and blogs helps. I also keep an eye out for other articles or technical papers that might help a client and forward them on to them.

(9) What next? Do you plan to do this the rest of your career? Or is this a stepping stone to other things?

Like I mentioned, I love this job. While it does keep me busy some times, its great to have the freedom to call my own shots. At this point I’ll die with my boots on.

(10) Finally, what one piece of advice would you give to our fellow engineers who might be thinking about consulting (or going out on their own?)

Not everyone will have the wherewithal to strike out on their own.

If you don’t already have them, you’ll need to develop skills in business, accounting (unless you wish to contract this out), networking, writing, marketing, and sales.

While in college, I worked as a salesman at Radio Shack. It was a fantastic opportunity to deal with people, learn sales skills, do the daily bookkeeping, and manage inventory.

Above all, you need to have a passion for helping people. Your enthusiasm will show!


Thanks, Ken.  It has been great fun watching you start and grow your consulting practice. So glad you made your JumpToConsulting, and set such a good example for our engineering colleagues.


Here is Ken’s contact information. BTW, I’ve been sending work his way as I wind down my consulting practice. I know he will take good care of my clients, and he has.

Kenneth Wyatt
Wyatt Technical Services LLC
56 Aspen Dr.
Woodland Park, CO 80863
www.emc-seminars.com
(719) 310-5418

I’m here to help you succeed! Feel free to call or email with any questions related to EMC or EMI troubleshooting – at no obligation. I’m always happy to help!

© 2017, jumptoconsulting.com. All rights reserved.

That’s what partners are for…

Two years ago this week my good friend and business partner of 40 years passed away from cancer. Time has softened the pain, but the sense of loss is still there.

While I generally recommend against partners, our partnership worked very well. We often mused about why it worked, when we had seen so many others fail.

Were we just lucky, or was there more?

Upon reflection, here are seven reasons:

(1) Respect – Neither of us tried to “boss” the other – it was a partnership of equals. We respected opinions, even when they were different. We checked our egos at the door.

We recognized the old saying, “If two people agree on everything, one of them is redundant.”

(2) Maturity – We were both in our 40s when we went into full-time consulting. We had achieved a level of business maturity. Not saying you can’t consult at a younger age, but a few gray hairs (or even no hair) can actually make age a friend.

As the late Howard Shenson said, “The forties are a good time to start consulting. By that time, you know what you are good at and like, and what you are poor at and don’t like. The secret is to focus on former, and ignore the latter.”

(3) Experience – We both brought unique experiences to the firm. Although we were both Electrical Engineers with similar technical experiences, Bill had management experience and I had sales/marketing experience.

As such we complemented each other in those two critical areas. Over the years, we both learned a LOT from each other as well.

(4) Honesty – Having both been burned by unscrupulous colleagues in the past, we pledged never to do that to each other. Nor to our clients. Integrity matters.

We followed the Golden Rule, “Do unto others as you would have them do unto you.”

(5) Longevity – For ten years, we worked together part time. So by the time we went full time, we already knew we worked well together.

We knew each other’s strengths, so we could take advantage of them. We also knew each others jokes 🙂

(6) Humor – Very important, we shared a sense humor. Often mildly cynical, neither of us took things too seriously. We joked and laughed a lot — even after the occasional disaster.

Our wives would often shake their heads as we rehashed some of those disasters.

(7) Support – On more than one occasion, we backed each other up – with very little notice.

When Bill lost his voice midway through a class, I was on a flight that night to rescue him. When my mother-in-law had a stroke, he jumped in and rescued me.

No apologies were ever needed. As Bill was fond of saying, “That’s what partners are for…”

So what final advice can I offer on partners? Proceed VERY carefully — I’ve seen too many cases turn into disasters. Use the seven reasons above as a checklist.

But I’ve also seen successes. My attorneys, my accountant, my financial advisor, and my doctor are in small practices and enjoy the camaraderie and support of congenial partners.

 Like a good marriage, if you can make a partnership work, it can be wonderful. But like a bad marriage, the disasters can be devastating. 

P.S. With Bill’s loss, I decided to cut back on the consulting. His passing was a grim reminder that life is not infinite. But I have great memories with my business partner, and would not trade them for anything.

© 2017, jumptoconsulting.com. All rights reserved.

Setting up your team of advisors…

As a consultant, you’re offering your expertise as a more efficient way to do things. Follow your own advice, and hire the expertise you need.

Years ago a new consultant (and fellow engineer) was grousing about how much trouble he was having with a fax program on his computer.

My response was “Why spend time on that when you could spend that time promoting your practice? Just go buy a fax. ” Sheepish, he agreed.

Done things like that myself. It is an easy trap to fall into, particularly when starting out and the budget is tight.

Here are my recommendations for setting up your professional team. Over the years, I have acquired eight that have all proven valuable to my consulting business.

(1)Attorney — Seek out an attorney who works with small businesses. If you brother-in-law specializes in divorces, move on. Better yet, ask him for a recommendation. If you don’t have a BIL, ask business colleagues.

That is how I found my business attorneys (MN and AZ.) They handled incorporations and also acted as “statutory agents.” The latter means they kept track of the annual corporate filings, for a very nominal fee.

They can also be very helpful if you are threatened with legal action. Yes, it happens, but having your attorney respond often nips things in the bud. (The voice of experience…)

(2) Accountant — Like your attorney, find an accountant who works with small business. I strongly recommend a CPA, which is very helpful if you are ever audited.

In addition to preparing your taxes, your accountant can set up your chart of accounts, and can handle payroll reports, retirement plans, and more. Trust me, it is worth it, and it leaves you free to pursue your business.

Accountants are also a good source of referrals to other specialists like financial planners (how I found mine.)

(3) Banker — As you should establish a separate business bank account, so should you establish a business relationship with a banker. The latter is very helpful if you ever need a loan for equipment or a vehicle.

While I’ve been with the same bank for many years, I’ve seen individual bankers come and go. As a result, I suggest an occasional short visit just to stay in touch.

(4) Computer — Unless you are a computer consultant yourself, find someone who can advise you and bail you out when thing go awry.

For years, we used by late business partner’s son for our PCs. When I recently switched to Apples, I found a local Apple consultant who was worth his weight in gold.

He accomplished in two days what might have taken me two months. Money well spent, and he is available if I have additional questions or problems.

(5) Internet – Planning a web site? Or have one that needs upgrading? Hire a web designer to both design and maintain your site. If you are blogging, you still provide the content, but you web consultant handles the rest.

Just today, I had a small problem with one of my sites. A quick email resolved the problem. Who knows how much time I might have spent trying to figure out what went wrong?

(6) Insurance Broker — Sooner or later, you will need business insurance. As a minimum, you’ll need “General Liability”, and perhaps “Professional Liability” insurance. If you have a business vehicle or commercial office space, you’ll need insurance for those too.

While your personal home/auto/life agent may be able to help, I’ve found a broker very useful in locating specialized policies for business.

(7) Estate lawyer — Even if you are young, it is never too soon to think the unthinkable. A sad example is the entertainer Prince, who died suddenly without a will. Not only is there infighting among relatives, but his philanthropic wishes will likely never be realized.

Ask your business attorney for a recommendation — and then meet with him or her!

(8) Financial planner — Last, but not least, add this member to your team. Time flies by, and suddenly you are looking at retirement – or worse, wishing you could retire.

Although many people fancy themselves good investors, unless you are willing to put in a lot of time and energy, I suggest professional help.

My recommendation is for a fiduciary whose fee is based on your assets under management. That way there are no conflicts — both of you are on the same team.

I found my financial advisor through my accountant, and could not be more pleased.  I often joke that even when the market crashed, he lost less that I would have lost.

But the losses were on paper, and thanks to his advice, I am now very well positioned in my retirement. Which allows me time to spend on the JumpToConsulting project 🙂

 So those are the eight members of my team of professional advisors. An now, the standard disclaimer – this post is educational only and does not constitute professional legal or financial advice.

But do seek out that professional advice — you will not regret it! 

P.S. As an aside, most of my advisors are in small practices themselves – often one or two people. I prefer that — they provide a perspective often missing from larger firms.

© 2017, jumptoconsulting.com. All rights reserved.

Urgent vs Important…

Got this from a newsletter to HOA (Home Owners Association) board members(*). Struck me as such a good idea I decided to share it here.

It is called the Eisenhower principle. In a 1954 speech, US President Eisenhower said:

I have two kinds of problems: urgent and important. The urgent are (often) not important, and the important are never urgent.

Eisenhower recognized one must be effective as well as efficient. We need to spend time on the important things — not just the urgent ones. To wit:

  • Important activities have outcomes that lead to achieving our goals.
  • Urgent activities demand immediate attention, and typically involve somebody else’s goals. However, the consequences of not dealing with them can be critical.

To use this principle, list all of the activities you need to address, no matter how unimportant. Next, prioritize the activities (1-10) Then put each activity in on of the four following categories.

Schedule activities based on the following:

  • Category I – HIGH urgency and HIGH importance — DO IT NOW
  • Category II – HIGH urgency and LOW importance – DELEGATE IT
  • Category III – LOW urgency and HIGH importance – SCHEDULE IT
  • Category IV – LOW urgency and LOW importance – DUMP IT

Eisenhower was highly productive his entire life. Prior to being the 34th US President (1953-1961) he was the Supreme Commander of Allied Forces in Europe (Five Star General), served as President of Columbia University and was the first Supreme Commander of NATO. And he still found time to golf and paint.

This simple tool is useful to both you (as a consultant) and your clients. Thanks Ike!

P.S. Visited the Eisenhower Library in Abilene KS last year. Well worth the visit if you are a history buff like I am.

(*) About to move my HOA responsibilities to Category IV. When all people want to do is whine but then do nothing, it is time to move on. Just like dealing with bad clients.

© 2017, jumptoconsulting.com. All rights reserved.

It’s not enough to solve problems…

Got this pearl of wisdom over dinner with a client.

A fellow engineer who had become a director for a defense contractor, we were discussing how engineers were attracted to solving problems. He paused, and said:

“It is is not enough to merely solve problems. We must anticipate them as well. Something I always emphasized to engineers working for me.”

Although I had never heard it stated that way, I realized he was absolutely right.

This insight applies to consultants as well!

— Thanks Bert Newman (who eventually started his own firm in retirement.)

© 2017, jumptoconsulting.com. All rights reserved.

Five Steps in Marketing…

Time to begin a new series… on marketing… the last in the triad of “getting business.”  The other two elements are generating leads and making sales. Like the legs of a stool, all three are equally important.

Don’t overcomplicate things. Getting business is much like going fishing. There are three simple steps:

  • Marketing – Decide what kind of fish you are after and where you might go.
  • Leads – Based on that, decide what kind of bait and tackle to use.
  • Sales – Catch the fish and get them in the boat.

Here are five key marketing questions to consider:

`(1) WHAT services will you offer? And is there a market? Are there any fish in the lake? Is there competition?  Barriers to entry? Any way to test? Remember, you don’t need to catch all the fish —  only enough to feed you.

(2) WHO will you offer them to? What kind of fish are you going after? Who is your ideal client? Come up with some personas — law firms with 5-20 attorneys who need help with juries? Engineering managers with EMI test failures —  my personal favorite?

(3) WHERE will you go to find them? Mountain streams for trout — southern lakes for bass. What are your target niches – industry, geography, B2B/B2C/B2G?

(4) HOW will you reach them? Bait and tackle. Gave you twenty ways to generate leads. Now is the time to pick a couple, make a plan, an start executing. It’s never too early. Remember, if you want a baby, it takes nine months. So if you want a baby in a month, you should have started eight months ago.

(5) WHY are you doing this? Probably the most important question. Hating you job or boss is NOT a good reason. Nor is just getting laid off (or fired.)  Is there a higher calling driving you? A drive for independence (my favorite?) Do you want it so bad you can taste it? Is there something you always wanted to do, and now is the time?

Take some time to consider these questions, and jot down some answers. We will expand on each of these questions in future posts.

Stay tuned…

© 2017, jumptoconsulting.com. All rights reserved.

On handling “stumbles”…

Here is a reply I left at one of my favorite blogs/web sites —  Pamela Slim — a champion of starting and building small businesses (not just consulting.)

In her post, Pamela discusses how to react after a “stumble,” including her own examples.

She asked for comments, so I shared mine:

One of the best pieces of advice I got on “stumbling” was shared with me almost forty years ago. As a brand new sales engineer (I had pivoted from ten years of design work) my boss sent me to a sales training class.

During a break, I asked a a more experienced classmate how he handled losing a sale.

His reply was “Pick yourself up, dust yourself off, and move on. ”

He went on, “Furthermore, if you’re not failing (stumbling), you are not trying hard enough. Every failure is a learning experience. After twenty years, I still lose sales but I’m doing just fine. ”

Ten years later, that advice was invaluable when I started my own engineering consulting firm. Actually, I started twice, and the first time I stumbled badly.

But I tried again later, and then the first day in business (1987) the stock market crashed. Scary, but I succeeded anyway.

That same advice sustained me again when my late business partner and I started a training operation in conjunction with the consulting. It took us four times to get that right.

We eventually ended training over 12,000 students in hundreds of multi-day classes around the world. What a blast! Glad we didn’t let a few stumbles stop us from that adventure.

Pam is so right! Don’t stop – just step back and figure out what to do next — and next — and next. It took Thomas Edison hundreds of trials until he got the light bulb right. But when he did, he lit the world.

Yes, I’ve discussed this topic here before, but it is worth hearing again.  Remember the jingle we all heard as kids, “If at first you don’t succeed, try, try again.”

But before you do, back off and evaluate.  You may need to try something different. As Albert Einstein said, “The definition of insanity is doing the same thing over and over again, and expecting different results.”

© 2017, jumptoconsulting.com. All rights reserved.

What if it doesn’t work? At least you tried…

Probably the NUMBER ONE QUESTION if you are standing on the edge of the cliff, about ready to make your own JumpToConsulting.

So, what if it doesn’t work? The brother of Go-Daddy founder Bob Parsons once told him, “Well, if it doesn’t work, they can’t eat you.” Parsons is now a billionaire.

Incidentally, web registration was the backup plan for Go-Daddy — the original plan was on-line tax software. Always good to have Plan B!

Full disclosure — my son (a catalyst for this blog) was their Controller when Go-Daddy was just starting out. He has great stories about working for Parsons, and might have stayed but moved back to Minnesota for personal/family reasons.

My son has since gone on to several more entrepreneurial adventures – including a stint consulting – which ended when a client made him an offer he couldn’t refuse as a VP of Finance.

Probably the simplest solution is to climb back into the corporate womb. I did that myself after a false start. Got laid off (fired actually) from a startup, so I hung out my shingle.

Not good planning. After three months, it was clear this was not going to work — at least for now. My “Plan B” was to find another job, which I did.

But the itch was still there, so three years later I tried again — and succeeded — even though the stock market crashed the first day in business. Thanks to the first try, however, I was much better prepared.

But what if you are successful, and just don’t like it? There is no law that says you must stay a consultant forever. As a bonus — you are likely valued more by your new employer.

Here are two more examples:

Dave specialized in EMI/EMC engineering (electromagnetic interference and compatibility) as I did. He started several years before me, and built a successful practice.

Shortly after I made my jump, I ran into him at a trade show. He was now working for a company. Concerned, I asked him why.

“Why the move?” I asked. “And is there something I need to know?”

“No, not at all,” he replied. “A client made me a very attractive offer. Besides, I was getting tired of having to hustle for business. This new move is a dream job for me, but I only got it due the visibility of consulting.”

Dave did quite well in his new position and enjoyed in immensely.

Steve, another engineer, was a talented writer and editor of a technical magazine. We met through my efforts to write articles (a favorite marketing method) and stayed in touch.

Several years after I started JumpToConsulting, Steve hung out his consulting shingle as technical marketer. We shared ideas, and thanks to his talent, hard work, and contacts, he was very successful within a year.

But then Steve stopped consulting. Concerned, once again I asked why.

“What happened,” I asked.

” Well,” he said, “I discovered I really like working with a team, and not all by myself. I miss the camaraderie.”

So like Dave, he went to work for a favorite client. He quickly moved onward and upward in his career.

Some lessons learned here:

  • You don’t need to be a consultant forever.
  • You may be seen as more valuable for your experience.
  • You have visibility to many more opportunities than had you stayed where you were at in the first place.

The downside is that once having tasted freedom it may be tough to go back. (It would be for me.) But given the right opportunity, maybe not. Careers can be funny that way.

P.S. Tagged this post in “Success Stories.” Even though all three examples eventually left full time consulting, they did so after trying and succeeding. No doubt they could do it again!

“Better to have consulted and quit, than to never have consulted at all.” 

© 2017, jumptoconsulting.com. All rights reserved.

Consider an Engagement Letter…

When dealing with individuals or small companies, an Engagement Letter may make more sense than submitting a formal proposal or quotation.

It also makes it easy for the client to buy no purchase order is needed – just sign the letter. For this reason, Engagement Letters are widely used by attorneys and accountants.

Such was the approach I recently suggested to my Apple computer consultant. Yup, I finally decided to move on from the old XP machines that have served us so well.

After getting our new computers up and running, we talked a little shop. New to consulting, he had some questions – and frustrations. One was getting paid. Been there – done that 🙂

After the work was done, he would submit an invoice. Terms were net due, but many were taking 60 days or more to pay. One client was even arguing about work completed.

So I suggested an Engagement Letter, combined with an advance deposit. My accountant has used this method for years (although no deposit.) I recently needed some legal help, and my lawyer did the same.

Here is a sample. It is based on my standard quoation/proposal described in an earlier post.

XYZ Client
123 Main Street
Somewhere, AZ

We appreciate the opportunity to work with you regarding your new Apple computer system.

In order to ensure an understanding of our mutual responsibilities, we ask our clients to confirm the following arrangement:

Tasks: Consultant will perform the following (on-site as needed):
— Discuss needs and recommend system configuration
— Arrange for purchase of hardware and software (to be paid directly by client – not consultant)
— Install Windows as a virtual machine, and port data to new computer
— Install virus and backup software
— Set up e-mail accounts
— Provide basic training and answer questions
Additional services can be provided for additional fees.

Schedule: By mutual agreement.

Budget: $XXXX, based on 16 hours. Please note this is not a fixed price proposal. Actual time and expenses will be billed. Budget will not be exceeded, however, without client approval.

Payment: $1000 deposit, with remainder due upon completion of above tasks and presentation of invoice.

If the foregoing agrees with your understanding, please sign the enclosed copy of this letter and return it to our office. Thank you.

————————————————– —————————
Joe Consultant                                                   Date

PLEASE SIGN ON THE LINE BELOW THAT YOU HAVE READ THIS ENGAGEMENT LETTER AND AGREE TO ITS TERMS.

————————————————– —————————
John Client                                                         Date

Policy Statement & Business Practices

Our clients often have questions about our business practices and policies. This document addresses common questions. Our intent is to help you understand our practices, so that we can better serve your needs.

Rates -Our rates are $XXX per hour ($XXXX per eight hour per day), plus expenses. On-site time is billed portal-to- portal while office time is billed at our regular hourly rate.

We do not charge a premium for overtime, night shift, weekends, or holidays. Our rates are subject to change, but engagement letters or purchase orders received within the quotation validity date will be honored as quoted.

Expenses – All expenses incurred for the client will be billed at actual cost, with no markup. Consultant will not purchase hardware or software. Client will pay vendors directly.

Travel – Travel time is charged at our regular rates, as follows:
-Local – No travel charge for full day consultations. For less than a full day, time will be billed portal-to-portal.
-Out of town (Air Travel) – One full day labor is added to consultation fee for travel within the contiguous 48 states.

Travel expenses will be invoiced at actual costs. We normally make our own travel arrangements, but if made by client, they are subject to our approval. We normally purchase “no-penalty” coach airline tickets.

Quotations – Quotations are valid for 60 days, unless otherwise stated. All quotations are budgetary – not fixed price – and actual time and expenses will be billed. The quotation will not be exceeded, however, without client authorization.

Terms – We can proceed upon receipt of a signed engagement letter or purchase order and a $1000 deposit for clients with established credit. Balance due upon completion and presentation of invoice. We accept checks, credit cards, or bank transfers.

Confidentiality and Non-Disclosure – All client information and communications are held in strict confidence. Client Non-Disclosure Agreements to this effect are normally acceptable, provided they do not contain clauses restricting our right to do business with others.

In addition, client names are not released without prior approval , nor do we use client names in our marketing materials.

Certifications and Insurance – If information disclosure, certifications, or insurance are required by the client, these must be forwarded to us for evaluation prior to issuing a quotation.

Conditions transmitted subsequent to the start of work will invalidate the quotation, and subject the client to any incurred expenses. Specifically, the following conditions apply –
(1) we do not disclose names or information (technical or financial) about any client without express consent of that client,
(2) we do not submit to financial audit to any agency, public or private.

Performance and Cost Guarantees – Due to the uncertain nature of most consultations, we are unable to precise estimates. When troubleshooting, we can not guarantee success. Often the extent of the problem is not known until an initial evaluation has been made.

As such, all cost estimates are based on a level of effort, but estimates will not be exceeded without your prior approval. You will always, however, receive our best professional efforts and advice in any consultation.

Thank you for the opportunity to work with you.

Like my quotations, the first page outlines the tasks, schedule, and budget. The second page is the “boilerplate” that remains the same. Keeps things simple – always a good idea.

P.S. If you are signed up for my newsletter, watch your mail box for Issue # 1.

 If not, sign up here, and get my FREE white paper “So You Want To Be a Consultant?”

© 2017, jumptoconsulting.com. All rights reserved.

Saving for retirement…

Time for a financial rant – based on a recent news article.

One of the first things to do upon making your JumpToConsulting is to set up a retirement account. Trust me — years later you will be glad you did. I am!

According to a recent on-line article by CNBC, about half of US families have ZERO retirement savings. Nearly 70% of adults have less than $1000 in retirement accounts. Not good…

So take this important step right away, even if you are moonlighting. You can do it as part of setting up your business bank account, with automatic transfers to savings.

Better yet, set up automatic transfers to an IRA with Fidelity or Schwab.

We did this soon after starting EMIGURU. We first set up Fidelity IRAs. Several years later, our accountant suggested a Keogh, which let us put aside up to 25% of our income.

The best part is that 25% is tax deferred. In the meantime, compounding does its magic.

We use a financial planner with who manages the Keogh (and other investments) through Schwab. Fees are based on a per-centage of the portfolio, which in my opinion is the only way to go. As such, he is a fellow consultant and fiduciary, which means (unlike a broker) he puts my financial interest first.

Why not do it yourself? You can, but I prefer having a professional manager, letting me concentrate on making more money at what I do best. The same reason I use an accountant, lawyer, and other professionals.

Here are some savings guidelines/suggestions from the article:

  • By age 30, have your annual salary saved.
  • By age 35, have twice your annual salary saved.
  • By age 40, have three times your annual salary saved.
  • By age 45, have four times your annual salary saved.
  • By age 50, have five times your annual salary saved.
  • By age 55, have six times your annual salary saved.
  • By age 60, have seven times your salary saved.
  • By age 65, have eight times your salary saved

Fidelity simply recommends salary saved by age 30, and ten times your salary by age 67.

When younger, I must confess I was lax about this myself. Fortunately, my business partner insisted we do this. We started at age 45 for me. Never missed the money, and after 25 years at 25%, we both ended up with nice nest eggs.

Now at age 70 and starting to draw on the Keogh, I’m so glad we did this!

It is never to early (or late) to start. Do it TODAY – whether you are consulting or not!

End of rant. Remember, Uncle Daryl wants YOU to find your freedom too!

P.S. Stay tuned. The long promised Newsletter is about to launch, along with a free white paper based on a recent magazine article. If you have not done so, sign up now.

© 2017, jumptoconsulting.com. All rights reserved.

Consulting as a choice….

As we begin a new year, it is time to reflect. Here are some thoughts on choices.

We all make choices in life. Among other things, I chose consulting — it did not happen by chance. I’ve long been inspired by this popular quote:

Two roads diverged in a wood and I – I took the one less traveled by, and that has made all the difference.” – Robert Frost

Choices once made rule out other choices. That is what paralyzes many – the fear of giving up options. But even if you do nothing, you have still made a choice.

Looking back on seven decades, here are some choices I’ve made:

  • Chose to study engineering – As a teenager, I was interested in many things. But my fascination with ham radio let me to choose Electrical Engineering. That choice ruled out other choices that also held my interest.
  • Chose to go into RF design – After graduating with my BSEE, I chose to go into RF (Radio Frequency) design. My first job was working on communications systems. At the time, computers (not RF) were all the rage. But I chose RF.
  • Chose to move to Minnesota – After being laid off (and losing my engineering innocence), I chose to move to Minnesota where my wife was born and raised. This ruled out other choices in warmer places (but I eventually made it to Arizona anyway.) This choice led me into EMI (Electromagnetic Interference) which later became the focus of my engineering consulting firm.
  • Chose to drop an MSEE – After seeing highly educated engineers laid off, I chose to drop an MSEE program. Instead, I chose to spend my time and efforts on more practical pursuits. This included a Master Electrician’s license and a PE (Professional Engineer) license, both beneficial for consulting. Later dropped an MBA program to focus on building my consulting firm.
  • Chose to move into systems engineering – After several years as a back room engineer dealing with EMI issues, I chose to make a job change. I sensed it was time to become more involved with customer problems, not just technical problems. It was also time to break out of the comfort zone. As a bonus, met my business partner.
  • Chose to teach & moonlight – After working in systems engineering, my business partner recruited me to teach an evening electronics class. I chose to accept the challenge, which led to other moonlighting projects, and eventually our own engineering consulting practice. That choice meant giving up other pursuits, such as vegetating with TV shows.
  • Chose to go into sales – After the itch to consult festered, I chose to change career directions again, and became a sales engineer. It required a lot of effort, but I knew I needed the experience if I was to eventually start/run my own consulting firm.
  • Chose to go with a startup – Along the way, a customer recruited me to join his startup. Seeing this as an opportunity to work in a small business, I jumped in. While the experience was good, this choice was not so good. Withing two years, I was replaced by a friend of the customer who lacked the cojones to jump in at the start. As is often said, it was a learning experience…
  • Chose to hang out my shingle – After losing my job, chose to hang out my consulting shingle. Timing was bad, funds were short, and I soon realized there was more to learn. So back into the corporate womb I went.
  • Chose to try marketing – After faltering with the initial consulting attempt, I chose to pursue a technical marketing position. It was interesting, and I learned a lot from my boss and colleagues. But I missed being in the field, so I chose to accept another sales engineering job. It turned out to be a good choice.
  • Chose to hang out my shingle again – this time older/wiser After several successful years as a sales engineer, chose to try consulting again. The itch was still there, and the timing was right. Or so it seemed, except that the first day in business (1987) the stock market crashed! But this time I was prepared, and I succeeded.
  • Chose to stay with it for the next 29 years -After the scary start (the first day in business was the worst day in business), things continually got better. Sure, there were some ups and downs, but overall it has been a very rewarding way to spend a career. If you are so inclined, I highly recommend it.
  • Chose to start this blog – After being asked many times about getting started in consulting, I started this blog five years ago. The goals were to share experiences and advice, and to inspire those who are truly interested in consulting. I’m happy to report that I’ve now helped several make their own JumpToConsulting.

Hope this post has given you some food for thought. The choices you make today will affect you tomorrow. But NOTHING will happen unless YOU choose to MAKE it happen!

Best wishes on YOUR choices in the coming year — Uncle Daryl

© 2017, jumptoconsulting.com. All rights reserved.

Sales Step # 7 – Referrals…

Referrals are the life blood of professional services. Think about it — what do you do if you need a lawyer, doctor, accountant, or other professional? You get a referral!

So make this the last step of your sales process (along with your lead generation process.) What better time to request a referral than when you just finished a project?

Building a consulting practice is all about credibility and visibility. Referrals provide a very high level of credibility, especially when they come from a trusted source.

Many consultants ask for written testimonials from clients for their web sites.

When I recently switched from PCs to Macs, I found a consultant on an Apple directory web site. In addition to being vetted by Apple, several past clients had written brief testimonials.

I hired him and it worked out very well, and even wrote a testimonial (at his request) myself.

If your clients are not comfortable with this, ask if you can use them as a reference. We did this rather than written testimonials, as our consultations were often sensitive. It was also easier than getting something written, and nobody ever refused.

Always call first before giving out a name (and then only when someone asks for a reference.) You don’t want to abuse this courtesy.

Another option is to list past clients. Be sure to ask before doing so. Non-Disclosure Agreements (NDAs) often prohibit this. Although many consultants do this, we chose no to.

Rather, we compiled a list of projects. Most potential clients don’t care who you worked for — rather they want to know what problems you have worked on. Although anonymous, it still makes an effective referral. And many clients appreciate your being discrete.

 Don’t overlook referrals! The time you spend cultivating referrals can pay big dividends in future business from future clients.


This concludes the seven part series on selling consulting services. I hope this overview has helped. It is based on my 10 years in technical sales/marketing, and 30 years as an independent consultant. We could have covered more, but I wanted to keep it simple.

Feel free to contact me if you have questions. They are often fuel for future blog posts.

Finally, remember selling is a process — and critical if you are to succeed as a consultant. For without customers, you don’t have a business!

© 2017, jumptoconsulting.com. All rights reserved.

Sales step #6 – Follow up…

Don’t neglect this step! Making a second sale (or third or…) is always easier than making the first sale. You are now someone your client knows, likes, and trusts.

So how do you do this? Pretty easy.

Here are some suggestions:

– Phone calls – A week or two after the consultation, call to check. Keep it brief and friendly. Offer to clarify or answer questions. This is particularly important if you submitted a report

Our vet does this after every pooch visit, and we appreciate it. It is also smart business. I’m surprised more professionals don’t do this.

– E-mail – While not as personal, an e-mail can also be effective. A quick thank you, along with an offer to clarify.

Take it a step further and make it a short survey. After every trip, I get a survey from both the airline and hotel. Although usually ignored by me, I appreciate the chance to comment.

It shows concern and provides for feedback. If your feedback is bad (shudder), never fear – this is a chance to fix issues – create good will – and retain a client.

— Newsletters – These are particularly effective as your client list grows and/or there is a time gap between consultations. Newsletters can be printed or electronic. I like both.

After a few years in business, we started our printed newsletter. Later we added e-mail, but made it an option. About half preferred the hard copy, and half the electronic version With the passing of my business partner, I now only do a e-mail version – just to stay in touch.

This worked well as our clients often did not need us for a long period. The newsletter reminded them we were still in business. But it sometimes led to immediate business and even referrals (to be covered in Sales Step #7.)

My accountant uses a commercial newsletter imprinted with the company name and contact information. Even though I am not an accountant, I always enjoy the business and tax tips.

— Invitations – Doing webinars or seminars? Invite past clients. After all, they already know who you are, and may well be interested in your educational offerings.

This works for both paid and free events. For years, our engineering seminars generated a substantial part of our revenues. Our mail list of past clients was most effective.

— Other – For years we sent holiday greetings to the previous year’s clients, with a short note thanking them for their business. Often got responses in return – in addition to future business.

For clients who are electronically connected, Twitter/LinkedIn/Facebook can be effective. My financial advisor (consultant) Tweets business tidbits, which I always enjoy and appreciate.

Don’t overlook dinner with past clients. We often did this when in town. Even if you don’t meet, the invitation is appreciated. If do meet, you are not dining alone.

Finally, don’t overlook beer. As most engineers like beer, we had a trade show beer policy where we always offered to buy a beer. An enjoyable way to spend a few minutes with past, present, and future clients. 🙂

So don’t neglect this important sales step. In closing, I’m reminded of the childhood jingle:

Make new friends, and keep the old– one is silver, and the other gold.

True for clients too!

© 2017, jumptoconsulting.com. All rights reserved.

Check out “Side Hustle School”…

A “side hustle” is a great way to try out consulting, without having to leave your day job. That is exactly what how my late business partner and I started our engineering consulting firm almost 40 years ago. Read about our side hustle here.

As such, it is a pleasure to share a brand new resource – Side Hustle School – by Chris Gullibeau. Starting January 1 this year, Chris will deliver a brief podcast every day (for 365 days) with ideas, encouragement, and and success stories. Best of all, it is FREE!

If you are hungry for more from Chris, he will be taking Side Hustle School LIVE on the road to selected cities. For a nominal fee, you can spend a couple of hours with this delightful and very successful entrepreneur.

Or for more FREE ideas, visit his long running blog The Art of Non-Conformity.  

I’ve had the pleasure of meeting Chris several times. He and my fellow Arizonan Pamela Slim are two of my favorite Internet people. Chris and Pam stand out for their integrity and passion to help others — particularly those wanting to make their work lives meaningful and rewarding.

Here is some more background on Chris:

  • Author (The Art of Nonconformity, The $100 Startup, and Born For This)
  • Long time blogger at The Art of Nonconformity
  • Founder of the annual World Domination Summit now in its seventh year
  • Volunteer for several years on a hospital ship in Africa
  • Visitor to EVERY country in the world by age 35

By his own admission, Chris is unemployable, and always has been. He had a head start on me — I didn’t become unemployable until I made my full time JumpToConsulting in 1987.

But that jump started years before with my own personal side hustle!

P.S. Full Disclosure — I get NOTHING from Chris for posting this, other than the satisfaction of sharing this great resource. Listen, learn, and enjoy!

© 2017, jumptoconsulting.com. All rights reserved.

2016 Annual Review…

One more year gone, and once again time again to reflect.

Got this idea from Chris Gullibeau of The Art of Nonconformity. Great idea!

So as always, I’ll review three categories:

But first, a quick overview…

The JumpToConsulting project is now SIX years old. With today’s economy, many people are considering career options such as consulting. I’m happy to share what I’ve learned.

One of the most satisfying results has been helping several engineering colleagues make their own JumpToConsulting.

It has also been fun to learn more about about blogging and writing. That curiosity and drive to learn is what led me to consulting in the first place.

The EMI-GURU project is now almost FORTY years old (full time since 1987.) It has been great fun, and quite successful. I made a lot of friends, and traveled the world.

Best of all, it let me to practice my profession as an Electrical Engineer in a ways I could not even imagine as a college student or young engineer. I would do it again in a heartbeat.

Much of what is discussed here is based EMI-GURU experiences. The stuff I talk about is not theory — rather, it is real world and based on almost 40 years of consulting!

LOOKING BACK on 2016…

Jump-to-Consulting – The blog is now over 200 posts. In July, shared my ideas in a live presentation on consulting at an IEEE engineering symposium in Ottawa. Great feedback.

Although serving a pretty tight niche, the blog has helped several colleagues. That includes both genders – consulting is a great way to break ceilings and stereotypes.

So don’t be bashful — your questions and feedback mean a lot, and they inspire me to keep going.

EMI-GURU – The sadness and shock of losing my good friend and business partner in 2015 is pretty much behind me. I still miss him, of course, but life goes on.

With rare exceptions, I’ve ceased consulting and refer business to select colleagues. I remain committed to technical classes, doing six this year. .

Personal – A sad year, however, as we dealt with my sister-in-law’s Alzheimer’s. After many years of independent living, we finally had to move her to full memory care. Quite an ordeal, but things are finally better for everyone.

Otherwise, life is good. Sami the rescue mutt continues to bring joy, along with daily exercise as a “personal trainer.” Hope you enjoyed her Holiday Greeting.

LOOKING FORWARD to 2017

Jump-to-Consulting – Keep on blogging, with at least one post per week. Also considering other enhancements. Watch my blog for more details. Better yet, drop me a line!

EMI-GURU – Continue teaching technical classes, but not more than once month. There is nothing like seeing a student suddenly “get it.” Teaching remains a passion.

Personal – Spend time reading, writing, and traveling in our little RV. Restart the SEC diet and exercise. Fire up the ham radio. Play with the mutt, and just goof off!

Wishing you all the best in 2017 — and THANK YOU for reading my blog!

© 2016, jumptoconsulting.com. All rights reserved.

Sales Step #5 – Deliver…

In traditional sales, step # 4 is the final step. Once you get the purchase order or signed contract, your job as a salesperson is complete.

Of course, you follow up with customers to make sure they are happy, but its time to move on to the next sale. (We’ll address that for consultants in Step 6.)

Not so with the small consulting practice. You just “sold” yourself, and now it’s time to deliver. This is the fun stuff — doing what you wanted to do in the first place!

As a small businessperson, you are still in sales mode, albeit lower key. Not only do you want to have a happy client today, but you want to pave the way for future business and referrals tomorrow. .

Here are some suggestions, particularly for a first time consultation.

(1) Show up as scheduled. As a colleague once said, “If you are not ten minutes early, you’re already late.”

If you run into problems, such as a traffic jam, call your client right away. Thanks to cell phones, there is no excuse for not doing so.

If out of town, don’t take the last flight out. If things get screwed up, you may be able to recover. This is particularly important if you have a meeting with several people.

If you’ve never been to the client location, map it out ahead of time. If out of town, make a dry run the night before. (You did take an earlier flight, right?)

You never get a second chance to make a good first impression.

(2) Show up suitably attired. This depends on your client, but business casual is usually safe. But ask – you don’t want to show up casual if the company norm is suit and tie.

For years, I struck a happy medium with a sport coat, slacks, and tie. If nobody was wearing a tie, I quickly removed it.

But times change. Since I’m dealing with fellow engineers, I now wear slacks, a short sleeve dress shirt, and carry a tie with me if needed. If we’re going to a test lab or on the factory, I usually go with jeans and a golf shirt – just in case we need to get down and dirty.

Don’t be like one client I met. He showed up in the lobby wearing torn jeans, a cartoon T-shirt, and sandals. His boss, however, was wearing a tie. He may have been a good engineer, but I fear he was limiting his career advancement.

How you dress can be as important as how you perform. 

(3) Involve your client. Review the situation, and ask preliminary questions. Don’t jump to conclusions, even if you are pretty sure of the diagnosis. Keep an open mind.

Find out if there is a preferred approach. In my business, I asked “Do you prefer a circuit board fix, or a box level fix?” If the circuit board was purchased, that often precluded making changes. On the other hand, if they were about to redesign the board, we’d start there.

Check with the client as you progress. Nothing worse than getting to the end of a project to find you were going down the wrong path.

Keep the appropriate management in the loop.

(4) Offer a summary report. Done right, this is an effective sales tool. Not only does it document your efforts, but it remains long after the consultation. We had calls years later based on an earlier report, so make sure you contact information is on every page.

Our policy was to charge a flat fee (one day) for a report. They typically ran 5-10 pages.

The first page was a title page (contact information), and the second was a ONE PAGE summary. This summary is important, as it is what management will read. Keep is simple.

The remaining report contained the details. If test data was involved, we included that in appendices. Recommendations were in bullet form, to make them easy to follow.

Your report is your LAST impression – every bit as important as the FIRST impression.

(5) Getting paid. As my late business partner said, “The project isn’t complete until the check clears the bank.” We’ll discuss this more in a later post, but make sure you have a purchase order or contract before proceeding. For larger projects, you may want progress payments or retainers.

Next up – Sales Step #6 – Follow Up – and how to facilitate the next sale (and the next one after that.) Remember, a happy client is happy to buy additional services!

© 2016, jumptoconsulting.com. All rights reserved.

Happy Holidays 2016…

Happy Holidays, and all the best in 2017!

sami-xmas-1

Thank you for your interest in my work at both JumpToConsulting and EMIGURU. Life as a consultant has been great for me, and I wish you happiness and joy in your lives too. Merry Christmas!

From our house to yours… Uncle Daryl, Mary, and Sami the ShihTzu

© 2016, jumptoconsulting.com. All rights reserved.

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