Let’s be honest. 
 
A lot of consultancy owners end up parenting their business. 
 
Not leading it. 
 
Parenting it. 
 
You check everyone’s work. 
You answer every question. 
You solve the disagreements. 
You make sure everyone’s playing nicely in the sandpit. 
You step in when something breaks before someone starts to cry.  
 
And you find yourself constantly repeating things like: 
 
“Did you check the system first?” 
“Have you looked at the template?” 
“Please update the tracker.” 
“Did you check that before it got sent out?” 
 
Sound familiar? 
 
Before long, your day starts to look less like leadership… 
 
And more like supervision. 
 
It’s like you’re checking homework, breaking up disagreements, answering silly questions and making sure the business doesn’t run off the rails. 
 
That’s not how a consultancy grows. 
 
And it’s one of the biggest reasons founders get stuck carrying the entire business. 
 
Let’s fix that. 
 
Next week, I’m running an online workshop: 
 
“Hiring An Ops Manager Or GM” 
— Tuesday 10th Ma...

When we grew our engineering & built environment consultancy from $3M to $30M, we thought we had operations sorted. 
 
Projects were coming in. 
The team was busy. 
Revenue was growing. 
 
But there was one problem. 
 
The business still ran through us. 
 
When systems needed changing — we were involved. 
When workflow broke — we stepped in. 
When business reporting needed reviewing — it landed on our desk. 
When team issues escalated — we handled them. 
 
And because we could fix it quickly… we did. 
 
Sound familiar? 
 
The truth is, most consultancies stall because the founder is still the operational bottleneck. 
 
— A business that only runs smoothly when you’re across everything 
— Decisions that wait for you 
— Systems that depend on your input 
— A team that escalates instead of owns 
 
That’s the problem. 
 
And next week, I’ll show you how to fix it. 
 
I’m running a 90-minute online workshop called: 
 
“Hiring An Ops Manager Or GM” 
— Tuesday 10th March 
— 11:45am – 1:15pm NSW time 
— Just $100 to join 
— Limi...

Next week I’m running an online workshop called “Hiring An Ops Manager Or GM”. 
 
It’s designed to help you stop carrying the day-to-day on your shoulders — and start building a consultancy that runs without you being across everything. 
 
If you’re tired of still running everything in your business… 
 
If systems, workflow and reporting still land on your desk… 
 
Or you want to focus on strategy and growth without the business slowing down the moment you step back… 
 
This is your chance to fix it. 
 
I’ll walk you through the exact approach high-performing consultancies are using to: 
— Decide whether they need an Ops Manager or a GM based on their stage and structure 
— Define clear ownership, accountability and KPIs so the role actually works 
— Install a leadership layer that runs workflow, tracks numbers and drives team accountability 
— Removes you as the operational bottleneck 
 
Tuesday 10th March – 11:45am NSW time 
 
It’s just $100 | 90 minutes | Online on Zoom 
 
Register now >> Click Here 
 
Let...

You’ve done the hard work. 
 
You’ve built a solid consultancy. 
You’ve got a capable team. 
You’ve built a strong reputation. 
Projects are coming in. 
 
But there’s a problem. 
 
The business still runs through you. 
 
When decisions need to be made. 

When systems need to be updated. 

When processes break and someone has to fix them. 
When a team issue escalates. 
 
It lands on your desk. 
 
You’re across everything. 
You’re the escalation point. 
You’re the glue holding it all together. 
 
And when you try to step back or focus on strategy… 
 
Things slow down. 
Standards slip. 
Momentum gets impacted. 
 
That’s the problem. 
 
Most consultancies stall because the founder is still the operational bottleneck. 
 
And when operations depend on you, growth is hard or non-existent. 
 
Every time you’re pulled back into the day-to-day, 
Strategy gets delayed. 
Business development gets inconsistent. 
Leadership becomes reactive instead of proactive. 
 
It’s time to fix that. 
 
Next week, I’m running a 90-minute online works...

Next week I’m running an online workshop called — "Hiring An Ops Manager Or GM". 
 
Where I’ll be showing you how to install an Ops Manager or GM into your consultancy and take the day-to-day running of your business off your back. 
 
If you’re still the person across every project… 
 
If you’re the escalation point for every internal issue… 
 
Or if your team can’t move without you answering questions all day… 
 
This workshop is designed to help you fix that — properly. 
 
"Hiring An Ops Manager Or GM" is about installing a leadership layer inside your consultancy that frees you up to focus on strategy, business growth and leading the business — instead of managing the day-to-day. 
 
Register now >> Click Here 
 
 
In this session, I’ll walk you through exactly how to: 
— Decide whether you need an Ops Manager or a GM based on the stage and size of your consultancy 
— Understand the clear difference between the two roles so you don’t create confusion, overlap or diluted authority 
— Define the right ro...

In the early years of building our engineering and built environment consultancy from $3M to $30M, we said yes to everything. 

Every client. 
Every opportunity. 
Every “quick favour.” 

It worked… at first. 

That approach helped us grow to around $3M. 

But after that, it started to hurt us. 

Profit margins got really tight. 
Clients kept asking for more and more. 
The team was stretched. 
We were constantly in reactive mode. 

Growth got really hard and heavy. 

The big shift for us came when we stopped asking, “How do we win more work?” 

And started asking ourselves, “What should we say no to?” 

We got ruthless on client fit. 
We tightened scope and commercial terms. 
We actually started putting our hand up when variations came along. 
And we doubled down on the work we were genuinely strong at. 

What surprised us was that revenue didn’t fall. 

It actually improved. 

Profit margins got better. 
The team were happier and more efficient. 
The business ...

You can’t do everything yourself - and you shouldn’t be. 

Your business is your baby - I get it.  

It’s easier and quicker when you do it yourself.  

But are you happy with how much of “you” is still required for everything to run? 

Do you get to focus on the high value work and big picture elements that move the business forward? 

Or are you stuck in your emails and doing admin work?  

If you want to grow your consultancy and do the work that lights you up. 

It starts with you letting go. 

Delegating low value project work. 

Hiring some (or more) admin support. 

Bringing in an Ops Manager or GM to help run the day to day. 

And letting go of the tasks that you’re currently doing. 

So you can focus on the work and the actions that will grow you to the next level. 

But it all starts with you making the decision to let go. 

To your success, 

Josh 

PS: If you’re interested, here are 4 ways I can help you right now: 

1.  Gra...

We just spent the weekend in Noosa with an incredible group of people. 

All friends. 
All business owners. 

It rained the entire time. 

Didn’t matter. 

The conversations and connection were better than the weather. 

No small talk. 
No negativity. 
No whinging about the rain. 

We spoke about growth. 
Hiring. 
Structure. 
Big plays for the next 12–24 months. 

I drove home energised. Clear. 

With sharper ideas for our business. 
And better ways to help our clients win. 

Here’s the truth. 

If you’re in a circle that thinks small, plays safe and normalises average… 
you will too. 

Not because you don’t have big goals. 

But because the people you surround yourself with dictate your results in life. 

The opposite is true as well. 

When you’re around people building proper businesses… 
thinking long-term… 
having the hard conversations… 

You lift. 

So have a look at your inner circle. 

Are they pushing you to level up? 

Or keeping y...

Tomorrow we’re running “The Graduate Growth System” online workshop — and if you’ve been on the fence, this is your nudge. 
 
Most consultancy owners I speak to are running "OK" businesses.  
 
But they’re stuck because the structure underneath the business isn’t set up to support growth. 
 
Here are a few real examples from Boardroom coaching clients who have put the right foundations into their business: 
 
— Andy hired his first team member and immediately freed himself up to focus on higher-value work instead of doing everything himself 
— Jordan brought a graduate civil engineer into the business, strengthening delivery capacity without adding more pressure to himself 
— Meredith hired and onboarded junior planners with a clear structure, allowing the business to grow while buying back founder time 
 
Take a quick look at tomorrow’s calendar. 
 
Now back to me. 
Now back to your calendar. 
Now back to me. 
 
Tomorrow, you could keep trying to grow using the wrong structure for your business… 
 
…or y...

When we grew our engineering & built environment consultancy from $3M to $30M, we thought the only way to grow was to hire seniors and load them up. 
 
More seniors meant more capacity. 
And more capacity meant more growth. 
 
We thought we had the structure right. 
 
But we were wrong. 
 
The business became top-heavy. 
Profit margins were constantly under pressure. 
Senior staff were stretched thin trying to do everything. 
And as founders, we were still deeply involved in delivery, training, and problem-solving. 
 
The business wasn’t profitable, scalable, or sustainable. 
 
The real issue? 
 
We were trying to grow without the right foundations in place. 
 
The truth is, most consultancies struggle because they don’t have the right team structure. 
 
— Too many expensive roles at the top 
— Not enough juniors coming through 
— No clear development pathway 
— And founders still carrying the load as the business grows 
 
Strong, profitable consultancies are built on proper foundations. 
 
Graduates coming into t...