Consulting's follow-up failure is structural, not personal
Every consulting practice runs the same loop: sell hard when the bench is empty, deliver hard when it is not, and let the pipeline starve during delivery. The conference stack of business cards, the warm introduction never pursued, the past client who would have called if only they had remembered the firm existed, none of these are failures of intent. Partners are billable; memory is not. The work that pays this quarter always beats the note that pays next year.
The result is the revenue rollercoaster every boutique knows, and its cause is not poor selling. It is that relationship maintenance, the most schedulable work in the firm, is left to the least schedulable people.
