From Time-and-Materials to Trusted Expert: Notes from “A Win Without Pitching”

For years, technical services have been straightforward to sell: add resources, bill time, deliver work. But that model is turning into a race to the bottom. Resource augmentation and time-and-materials are getting squeezed from every side: global saturation, price-driven competition, and now AI-led automation that reduces the amount of billable “doing” in many workflows.

That pressure forced a real question for me: what does a premium services company look like in this new world—one that sells expertise, not hours? I am not interested for hustle tactics or another lead-gen playbook (even though i might be doing the same in the end). I am looking for a way to consistently win better clients, avoid free pitching, and earn the right to charge more—without playing the RFP game.

That search led me to Blair Enns’ “A Win Without Pitching Manifesto.” It’s one of the clearest, most practical answers I’ve seen to the GTM problem many of us are facing right now: how to reposition from “vendor who competes” to “expert who leads,” and how to build a sales process that protects your thinking, your pricing, and your control.

Disclaimer:

I have not tried the principles in this book but inspired by it. It answered many questions that always troubled me. My blocker currently is to come up with a niche or offer or a specialization.

These are notes I took for myself while exploring GTM and growth in services. I strongly recommend reading the full book if you want the deeper reasoning and nuance—but if you’re also navigating the shift from technical delivery to premium consulting, these highlights will give you a good starting point.

3 Bullet summary

1. Pick a narrow specialization + publish a clear expertise claim to instantly reduces substitutes, raises price tolerance, and makes every other proclamation feasible.
2. Sell paid diagnosis as the first engagement and refuse unpaid proposals/POCs to stops free thinking, creates momentum, and turns “prove it” requests into revenue.
3. Introduce Minimum Level of Engagement + deposit policy in every first serious call to prevents wasted cycles, forces real buyers forward, and protects profitability from day one.

The Core Message

• Core thesis: Free pitching happens when you’re interchangeable. The cure is expert positioning + controlled buying process + paid diagnosis + early money discipline—so you win business without giving thinking away for free.
• Power shifts when substitutes shrink. If the client sees many viable alternatives, they dictate price, terms, and “show us ideas first.” If alternatives shrink, you set terms.
• Specialization is the foundation. “Expertise and expertise alone” is the meaningful differentiator; everything else (personality, process, price) is weak.
• Stop performing, start practicing. Replace “presentations” with conversations and collaboration so you’re not auditioning; you’re diagnosing.
• Your mission in sales is positioning, not convincing. Your objective per interaction: determine fit and decide the next step.
• Diagnose before prescribe—always. Prescribing without diagnosis is positioned as “malpractice” in the book; it creates bad outcomes and bad dynamics.
• Proposals are not sales tools; they are contracts. The “proposal” is spoken agreement on scope/timeframe/budget; the document is produced after agreement.
• Refuse to solve problems before paid. Draw a clean line between “learning enough to assess fit” vs “doing the diagnosis/prescription.”
• Be selective and pursue “no” early. “No is the second best answer.” Use early vetting to weed out bad fits and build credibility.
• Talk money early; set a Minimum Level of Engagement (MLE). Prevent overinvesting in prospects who can’t afford you; use MLE to qualify quickly.
• Never work at a loss with new clients. Profit and control diminish with time, so you can’t “make it up later.”
• Charge more as expertise deepens. Premium pricing signals confidence, funds reinvestment, reduces nickel-and-diming (e.g., change-order resentment), and improves outcomes.
• Build proof fast: focus + writing + formalized process + training. “Experts write.” Process consistency reassures late-stage buyers.
• Default hierarchy when an opportunity arrives late: (1) win without pitching → (2) derail pitch → (3) gain inside track → (4) walk away.

Proclamation-by-proclamation playbook

Book is divided around proclamations/you can call chapters. here are notes against each proclamation.

Proclamation I: We Will Specialize

1. Rule and gist Choose a focus, claim expertise consistently, then build proof (skills/capabilities/processes) to make substitutes scarce and restore power.
2. Why: Prevents being treated as “one in a sea of many,” which triggers RFPs, price pressure, and demands for free ideas.
3. Key ideas (compressed)
   • Power comes from the client’s perceived alternatives; specialization reduces alternatives.
   • Positioning is relativity: it aims to reduce/eliminate competition in the client’s mind.
   • Three steps: choose focus → articulate claim → build capability proof.
   • The hard part is the first step (“What business are we in?”). Avoiding it causes most BD problems.
   • Positioning success shows up as sales advantage + price premium at the same time.
   • Control is earned before you’re hired; BD is a “polite battle for control.”
   • “Full service” invites both undifferentiated and specialized competitors—worst of both worlds.
   • Focus harnesses creativity; it doesn’t kill it.
4. Signals you’re violating it
   • You’re frequently asked to “bid,” “send a proposal,” or “do a quick sample.”
   • Prospects compare you mainly on hourly rate, headcount, or generic capability checklists.
   • You win only when you discount.
   • Your website/intro sounds like everyone else (“end-to-end,” “full service,” “AI + web + mobile + everything”).
   • You can’t finish the sentence: “We help ___ achieve ___ by ___.”
5. What to do: Action Checklist
   • Pick one door: define a narrow ICP + problem type you will be “few equals” at.
   • Write a 1–2 sentence claim of expertise (see script below) and put it on your site/Upwork profile/LinkedIn.
   • List the 3 proof assets you already have (cases, frameworks, demos) and the 3 you must build next.
   • Identify the top 10 “perfect fit” logos to pursue (not “the market”).
   • Remove “full service” language from outward messaging.
6. Playbooks for Execution
   • Claim of expertise (fill-in):“We help [specific buyer] solve [specific high-stakes problem] by [your distinctive method/process], so they can achieve [business outcome].”
   • Focus decision checklist:
     • We can repeatedly observe the same challenge (learn faster).
     • Buyers feel real pain/urgency.
     • Budget exists and is accessible.
     • We can build proof quickly (process + writing + case evidence).
     • We can say “no” to adjacent work without panic.
7. Common mistakes/pitfalls + fixes
   • Mistake: choosing a focus that’s just a market label (“retail,” “healthcare”) with no specific problem.Fix: define focus as buyer + situation + problem.
   • Mistake: claiming broad expertise to “keep options open.”Fix: narrow claim; let capabilities be broader than the claim.
   • Mistake: expecting positioning to work without proof.Fix: schedule proof-building (writing + process + cases) as mandatory work.
8. Metrics to track
   • % opportunities that match your defined focus.
   • Win rate and average price premium vs alternatives.
   • % inbound leads referencing a specific insight you published (proof of positioning).
9. Mini-case/Scenario A services founder selling “data + AI + dashboards” keeps getting RFPs and rate shopping. They reposition to: “We help retail COOs run weekly business reviews using input/output metrics trees to pinpoint root causes and actions.” Within two weeks, calls shift from “send pricing” to “walk us through your approach,” enabling paid diagnostic as the first step.

Proclamation II: We Will Replace Presentations With Conversations

1. Rule and gist Stop “big reveal” pitching. Collaborate continuously with clients, and in sales meetings behave as an expert practitioner in conversation, not a performer in a presentation.
2. Why Presentations create audition dynamics (client as judge, you as talent). They increase buying resistance and encourage free pitching.
3. Key ideas
   • The goal isn’t “never present,” it’s to be free of your need to present.
   • Presentations are tools of swaying; conversations are tools of weighing.
   • Start by changing behavior with existing clients; then apply to prospects.
   • Rules of collaboration to prevent vacuum (client filling it with control):
     • Strategy first (agree before creative/build).
     • Continuous reference to strategy before showing work.
     • Freedom of execution (client inputs on strategy, not dictating execution).
     • Fewer options, better quality; recommend, don’t ask “which do you like?”
     • Only we present our work inside client org.
4. Signals you’re violating it
   • You build in isolation, then “reveal” and hope.
   • Prospects insist on “final presentation” before any meaningful dialogue.
   • Stakeholders misunderstand or reframe your work when your champion presents it without you.
   • You feel you must impress to win rather than assess fit.
5. What to do: Action Checklist
   • Replace your “deck” with a conversation agenda (questions + decision points).
   • For active clients: implement strategy-first checkpoint and “fewer options” rule immediately.
   • For prospects: propose a working session instead of a presentation.
   • Add a contract clause/policy: “Our team presents findings/recommendations to decision-makers.”
6. Playbooks for Execution
   • Prospect redirect (presentation → conversation):“We don’t find presentations useful early. If there’s a fit, we’ll confirm it through a working conversation: your context, our diagnostic questions, and whether our expertise matches. If it does, the next step is a paid diagnostic.”
   • Rules of collaboration :
     • Agree strategy before build.
     • Review strategy before any deliverable review.
     • Client guides ‘why’; we own ‘how.’
     • Present fewer options, with a recommendation.
     • Our team presents work to decision-makers.
7. Pitfalls + fixes
   • Mistake: swapping decks for “unstructured chats.”Fix: run a structured conversation with explicit decisions.
   • Mistake: letting the client “drive” collaboration.Fix: rules of collaboration; you lead.
   • Mistake: showing too many options to appear thorough.Fix: fewer options + recommend one.
8. Metrics
   • % of opportunities where first meaningful meeting is a conversation (not a pitch deck).
   • % of stakeholder readouts presented by your team (not forwarded).
   • Proposal/presentation hours reduced per deal.
9. Mini-case/Scenario A prospect asks for a “30-minute pitch deck.” Founder replaces it with a 45-minute fit conversation: 10 diagnostic questions, 10 minutes explaining how they work, and an explicit decision: paid diagnostic or no. Prospect agrees because it feels like expert triage, not selling.

Proclamation III: We Will Diagnose Before We Prescribe

1. Rule and gist Never prescribe solutions before fully diagnosing the client’s challenge using your own formalized diagnostic process.
2. Why It Prevents “self-diagnosed clients” from forcing you into order-taking, shallow understanding, and bad outcomes.
3. Key ideas
   • Engagement phases: diagnose → prescribe → apply → reapply.
   • Client self-diagnosis is often incomplete or wrong; your role is “You may be right—let’s find out.”
   • Process void invites client control; formalize your diagnostic method to push back.
   • Bad engagements often start with letting a dominant client dictate diagnosis.
   • Control is tested in the buying cycle: will they grant you your methodology?
4. Signals you’re violating it
   • You’re asked to “just build X” before understanding why.
   • Stakeholders give conflicting problem statements; you’re expected to pick one.
   • You’re quoting price/time without access to key data/people.
   • You repeatedly discover late that the real problem is different.
5. What to do: Action Checklist
   • Write your diagnostic map (inputs needed, stakeholders, artifacts, decision criteria).
   • Turn it into a paid “Phase 1: Diagnose & Prescribe” offer with fixed outputs.
   • Add a hard gate: “No prescription without diagnosis.”
   • Create a “self-diagnosis challenge” script and use it on the next call.
6. Execution Playbooks
   • Self-diagnosis response:“You may be right—but before we commit to a solution, we need to validate the diagnosis. Our first step is a short diagnostic to confirm what’s actually driving this.”
   • Paid diagnostic outputs (copy-ready):
     • Findings (what’s happening and why)
     • Recommendations (what to do next)
     • Plan (timeline + budget for execution phase)
7. Pitfalls + fixes
   • Mistake: doing real diagnosis “informally” in pre-sales.Fix: cap pre-sales to fit-assessment; sell diagnosis as Phase 1.
   • Mistake: letting procurement replace your method with theirs.Fix: insist on your diagnostic process or walk away.
   • Mistake: confusing “data access” with “diagnosis done.”Fix: diagnosis requires interpretation + alignment + decision.
8. Metrics
   • % of deals starting with paid diagnosis.
   • Rework rate in delivery (indicator diagnosis quality).
   • Time from first call → signed paid diagnostic.
9. Mini-case/Scenario Prospect: “We need an AI agent for customer support.” Founder: “Maybe. Let’s confirm the diagnosis.” Paid diagnostic reveals the bottleneck is poor ticket taxonomy + missing SLAs; the prescription becomes workflow + data fixes first, then automation—higher impact and higher fee.

Proclamation IV: We Will Rethink What it Means to Sell

1. Rule and gist Selling is not persuasion; it’s respectful facilitation—determine fit and guide the next step as the buyer moves through awareness.
2. Why It Prevents hiding behind pitching to avoid “selling,” which keeps you stuck in audition dynamics.
3. Key ideas
   • Two business functions: make things and sell things. You must do both.
   • Proper selling: determine fit and facilitate next steps—even if that means “not us.”
   • Three-stage model: help the unaware → inspire the interested → reassure the intent.
   • Thought leadership educates; it’s not persuasion. “Experts write.”
   • Portfolios/examples inspire the interested; misusing inspiration on the unaware creates resistance.
   • At intent stage, client fear shows up as requests for proposals/free ideas; respond to the motivation with alternatives (phases, pilots, guarantees, case studies framed by method).
   • Priority ladder: win without pitching → derail → inside track → walk away.
4. Signals you’re violating it
   • You chase meetings after “no” with awkward lines.
   • You overuse inspiration early (“look at our deck!”) and get defensiveness.
   • Late-stage prospects ask for free detailed plans because they’re anxious.
5. Action Checklist
   • Build a pipeline by stage: unaware / interested / intent.
   • Ship 1 high-quality piece of writing that educates your niche (help the unaware).
   • Create a short portfolio/story set that inspires (for the interested).
   • Create reassurance assets: your process, phased plan, guarantee for Phase 1, and 2–3 case narratives.
6. Execution Playbook
   • Stage check question:“Is this on your wish list, or is it anchored to a date/event on your to-do list?”
   • Reassurance alternative to proposal:“If the concern is making a mistake, let’s de-risk it. We start with a paid diagnostic phase; you’ll have findings, recommendations, and a plan with budget before any build.”
7. Pitfalls + fixes
   • Mistake: trying to “close” the unaware.Fix: publish and follow up over time; help first.
   • Mistake: inspiring when the buyer isn’t ready.Fix: confirm interest first; inspire second.
   • Mistake: responding to fear with free work.Fix: respond with structured reassurance (phases/guarantee/case-by-method).
8. Metrics
   • % leads by stage and conversion between stages.
   • Close cycle time for “intent” prospects.
   • % deals closed without pitching assets (unpaid proposals/presentations).
9. Mini-case/Scenario A founder stops chasing cold “no” prospects. Instead, they publish weekly niche guidance. Two months later, a former “no” prospect returns already interested. The sales motion becomes inspiration + reassurance, not persuasion.

Proclamation V: We Will Do With Words What We Used to Do With Paper/Slides

1. Rule and gist Stop using written proposals to sell. Make the proposal orally in conversation; write only after agreement—as a contract.
2. Why It Prevents overinvesting, which signals neediness, increases buyer resistance, and gives the client cover to stall.
3. Key ideas
   • Written proposals rarely win the deal; fit wins the deal.
   • Overinvestment makes it harder for the client to say “no,” so they hide behind “send a proposal.”
   • Client requests proposals to: keep hordes away, compare, measure value, gain inspiration, stall, shop price.
   • Treat RFPs as a challenge: either you’re expert enough to earn access, or you walk away.
   • If diagnosis is required to even quantify a plan, charge for it (phased sale).
   • “We do not begin to solve problems before we are engaged.”
4. Signals you’re violating it
   • You spend days writing plans; clients ghost.
   • Proposals include free diagnosis + prescription.
   • You feel you must “prove” value in writing.
5. “Do this next” (7-day checklist)
   • Replace proposal template with a conversation close checklist (scope/timeframe/budget/terms).
   • Create a paid diagnostic offer for complex work that needs research to scope.
   • Write a one-paragraph “no unpaid proposals” policy and use it.
6. Execution Playbooks
   • Proposal refusal + alternative:“We don’t use unpaid proposals to solve problems. If it’s simple, we can agree scope, timeframe, and price in conversation and then paper it as a contract. If it’s complex, we start with a paid diagnostic phase whose outputs are findings, recommendations, and a plan with budget.”
   • Conversation close checklist:
     • Problem statement agreed
     • Diagnosis phase vs execution phase defined
     • Timeframe agreed
     • Budget range / fee agreed
     • Deposit/payment terms agreed
     • Next step scheduled (contract + invoice)
7. Pitfalls + fixes
   • Mistake: refusing proposals but offering no next step.Fix: always offer either (a) verbal agreement → contract, or (b) paid diagnostic.
   • Mistake: sending “mini-proposals” disguised as emails with free solutions.Fix: keep pre-sales at fit level; sell diagnosis.
   • Mistake: arguing about process.Fix: state policy calmly; test if they treat you like an expert.
8. Metrics
   • Proposal hours per closed deal (target: near zero).
   • % opportunities that move to paid diagnostic instead of proposal.
   • Ghost rate after “send proposal” requests.
9. Mini-case/Scenario Procurement asks for a detailed written approach. Founder offers a paid diagnostic instead. Procurement declines; founder walks away. Two weeks later, the sponsor returns outside procurement and agrees to the diagnostic after realizing other vendors’ “free plans” were generic.

Proclamation VI: We Will Be Selective

1. Rule and gist Don’t “seek clients.” Vet for perfect fits; say no early; manage healthy client churn; selectivity gives credibility to your yes.
2. Why It Prevents a roster of low-quality clients and the panic-driven acceptance of bad fits that force pitching and discounting.
3. Key ideas
   • The common problem is client quality, not quantity.
   • Healthy churn: relationships drift from advisor → partner → supplier → end; manage turnover deliberately.
   • Selectivity signals expertise and reduces buying resistance.
   • “Retreating where others advance” draws buyers in; over-eagerness makes them retreat.
   • Pursue “no” early; raise objections first to reverse objection dynamics.
   • You may accept work outside expertise if capable/profitable and not deluded into expanding your claim.
   • Never be enticed into competing for work outside expertise.
4. Signals you’re violating it
   • You feel relief when any lead appears, regardless of fit.
   • You avoid tough qualifying questions.
   • You accept competitive bids routinely.
   • Your pipeline is full but margins are thin and delivery is painful.
5. Action Checklist
   • Define your “perfect fit” criteria: client type, problem type, budget behavior, willingness to grant control.
   • Build a qualifying questionnaire you run in every first call.
   • Practice raising 3 objections first (budget, fit, control).
   • Decide your walk-away thresholds (RFP-only, no access to decision-maker, unpaid diagnosis request).
6. Execution Playbook
   • Pursuit-of-no opener:“Before we go further, I want to see if we should kill this. A few questions will tell us quickly.”
   • Reverse objection:“I’m concerned an organization of your size may not be able to afford us.”
7. Pitfalls + fixes
   • Mistake: confusing selectivity with arrogance.Fix: be respectful, explicit, and fast—protect both parties’ time.
   • Mistake: accepting bad-fit projects to “build portfolio.”Fix: if you do it, be honest it’s for expertise-building and time-box it.
   • Mistake: saying yes before confirming control (access + process).Fix: make control concessions part of qualification.
8. Metrics
   • % leads disqualified within first two interactions.
   • Average client quality proxy (profitability, control granted, strategic vs tactical ratio).
   • Churn quality: new clients > departing clients in opportunity size.
9. Mini-case/Scenario Founder starts every call trying to close. After adopting pursuit-of-no, they disqualify 40% of leads within a week, freeing capacity to pursue fewer, better-fit prospects—raising close rate and fees.

Proclamation VII: We Will Build Expertise Rapidly

1. Rule and gist Treat your expertise claim as a starting flag: deepen skills, capabilities, and processes continuously; learning is mandatory.
2. Why It Prevents “claim-only” positioning that collapses into pitching because you lack proof.
3. Key ideas
   • Specialists get attacked; generalists are ignored—expertise is defended territory.
   • Focus itself accelerates depth: narrow thinking → deeper thinking.
   • Writing both proves and deepens expertise; “Experts write.”
   • Formalized process drives consistent outcomes; consistency reassures late-stage buyers.
   • Training creates a culture where learning never ends; leadership must model it.
   • Not everyone will follow; those who won’t should move on.
   • Warning story: the principal who “eddied out” after early easy success and stopped evolving.
4. Signals you’re violating it
   • You can’t articulate your method beyond generic steps.
   • You rely on demos/samples to prove you can do it.
   • Delivery varies wildly by team member.
5. Action Checklist
   • Write one deep niche piece: a sharp point of view + practical guidance.
   • Document your diagnostic and delivery process as a repeatable playbook.
   • Create a learning cadence: weekly internal “race together” session.
   • Build one proof asset: case story framed by method and outcomes.
6. Execution Playbook
   • Proof asset checklist:
     • Process overview (how you work)
     • Case evidence (what changed)
     • Writing (why it matters, how to think)
     • Training (how you reproduce quality)
7. Pitfalls + fixes
   • Mistake: writing generic content.Fix: write where you have repeated observations and non-obvious insights.
   • Mistake: confusing “tools” with expertise.Fix: emphasize diagnosis, prescription, and process consistency.
   • Mistake: no internal reinforcement.Fix: mandate learning; lead by example.
8. Metrics
   • Output cadence: # niche writings/month.
   • Process maturity: % engagements following documented method.
   • Late-stage close rate (proof effectiveness).
9. Mini-case/Scenario Founder documents a “Diagnose → Prescribe → Apply” process for their niche and publishes 3 articles. Prospects begin referencing the process and asking for “Phase 1,” reducing sales friction and proposal requests.

Proclamation VIII: We Will Not Solve Problems Before We Are Paid

1. Rule and gist Your thinking is the highest-value product. Draw and enforce a policy line: no diagnosis/prescription/solutions before engagement and deposit.
2. Why It Prevents commoditization and the contradiction of giving away what you later sell.
3. Key ideas
   • Free pitching is free thinking, not just free “creative.”
   • Remedy: decide, write it as policy, and state it politely: “It is our policy…”
   • Fit assessment is allowed; sharing diagnosis/prescription is not.
   • Commitment escalates: intent → verbal → signature → money (only then fully committed).
   • For new clients, get paid in advance (often 1/3 to 1/2, or full Phase 1).
4. Signals you’re violating it
   • Prospects ask for a free audit, roadmap, or “quick POC.”
   • You start work after “yes” but before deposit, then struggle to collect.
   • Buyers use your free plan to shop around.
5. Action Checklist
   • Publish your policy statement internally and use it verbatim.
   • Create “Phase 1: Paid diagnosis” with clear outputs and fee.
   • Add deposit requirement to every SOW/contract step.
   • Train yourself to stop at fit assessment in pre-sales.
6. Execution Checklist
   • Policy line (copy-ready):“It is our policy to not begin solving clients’ problems before we’re engaged.”
   • Deposit line:“We’ll get started as soon as we receive the deposit, as is our policy for all new clients.”
7. Pitfalls + fixes
   • Mistake: apologizing for the policy.Fix: state it matter-of-factly; it signals professionalism.
   • Mistake: making exceptions “just this once.”Fix: exceptions train the market to demand free work.
   • Mistake: confusing “demo of capability” with “solving their problem.”Fix: demo generic capability; never deliver their diagnosis/prescription unpaid.
8. Metrics
   • % new engagements with deposit received before work starts.
   • % requests for free thinking successfully converted to paid diagnosis.
   • Collection issues rate (should drop sharply).
9. Mini-case/Scenario A prospect asks for a free “data maturity assessment.” Founder offers a paid diagnostic with findings + plan. Prospect balks; founder holds policy. Prospect returns after other vendors’ free assessments feel shallow.

Proclamation IX: We Will Address Issues of Money Early

1. Rule and gist Talk money early and often. Set and state a Minimum Level of Engagement (MLE) to avoid late-stage budget surprises.
2. Why It Prevents overinvesting only to discover the client can’t afford you; reduces stress caused by avoided conversations.
3. Key ideas
   • “Those who cannot talk about it, do not make it.”
   • Stress comes from what you avoid; eliminate it by leaning into money early.
   • MLE: approximate annual fee minimum (often around 10% of yearly target fees in the text).
   • Use MLE flexibly—mention it even if you might waive it later.
   • Project work is occasional; don’t build a tactical firm by default.
   • Keep MLE as an objection the client may overcome; remove it last.
4. Signals you’re violating it
   • Budget mismatch appears late.
   • Prospects ask for lots of time before any fee discussion.
   • You feel anxious bringing up price.
5. Action Checklist
   • Set your MLE number (annualized) and write a one-sentence explanation.
   • Add a money checkpoint to every first serious call.
   • Practice saying your MLE out loud 10 times (reduce emotional load).
   • Build a “waive MLE” rule: only after fit + control are confirmed.
6. Execution Playbook
   • MLE script:“We take on only a small number of new clients each year. For it to make sense, clients are typically prepared to commit at or above [MLE] over the year.”
   • If below MLE but maybe promising:“Before I say no, let me ask a few questions.”
7. Pitfalls + fixes
   • Mistake: hiding MLE to avoid discomfort.Fix: say it early; reserve the right to waive later.
   • Mistake: waiving too soon.Fix: waive only at the end, just before acceptance.
   • Mistake: negotiating price before diagnosing fit.Fix: confirm need + control first, then money.
8. Metrics
   • % first calls where MLE is stated.
   • Disqualification rate due to budget (should rise early, saving time).
   • Average time-to-no (should drop).
9. Mini-case/Scenario Founder states MLE on call #1. A prospect admits they’re far below; both walk away quickly. Another prospect meets MLE and advances faster because expectations are aligned.

Proclamation X: We Will Refuse to Work at a Loss

1. Rule and gist Build the practice one profitable assignment at a time; no loss leaders for new clients (except carefully chosen pro bono).
2. Why It Prevents the trap of discounting to win and hoping margins rise later; the book argues margin and power diminish over time.
3. Key ideas
   • Win while charging more is the positioning test.
   • New-client discounting becomes your “positioning” with that client forever.
   • Explore alternatives before discounting: guarantees, terms, holding ground.
   • Two rules if you discount:
     • Do it last (“If we agreed, anything else stop us?”)
     • Put discount in writing everywhere to preserve reference value.
   • Pro bono should be true charity, not disguised BD.
   • Early-stage expertise-building may justify cheap/free work if you are explicit about it (time-bound).
4. Signals you’re violating it
   • You routinely accept low-margin work to “get in.”
   • You can’t fund fixes when projects go sideways.
   • You resent “small invoices” disputes and change requests.
5. Action Checklist
   • Set a minimum gross margin for new engagements and enforce it.
   • Create a guarantee option for Phase 1 (diagnosis/prescription) only.
   • Add the “discount last sweep” question to your negotiation routine.
   • Update templates to show discount line-items clearly.
6. Execution Playbook
   • Discount last sweep question:“If we agreed to this price, is there anything else preventing us from deciding now?”
   • Guarantee framing:“To de-risk, we can guarantee the first phase—diagnosis and prescription.”
7. Pitfalls + fixes
   • Mistake: discounting to overcome fear requests.Fix: reassure via phased engagement or guarantee, not free work.
   • Mistake: discounting before confirming all other objections are cleared.Fix: enforce “last thing we do.”
   • Mistake: silent discounts.Fix: document discount to preserve perceived value.
8. Metrics
   • % new deals at/above target margin.
   • Discount frequency and depth.
   • Fix-cost capacity (buffer) as a % of revenue.
9. Mini-case/Scenario Prospect pushes for 30% off. Founder offers payment terms instead (same price, spread payments). Prospect accepts—profit preserved without losing deal.

Proclamation XI: We Will Charge More

1. Rule and gist Raise pricing as expertise and impact grow; use premium pricing to improve outcomes, reinvestment, and client commitment.
2. Why It Prevents commodity pricing comparisons and the cycle of low fees, poor service capacity, and resentment-heavy change orders.
3. Key ideas
   • If you’re not losing business on price occasionally, you’re not charging enough.
   • Profit improves service (capacity to fix issues, build trust).
   • Change orders are relationship killers; higher pricing + control can reduce nickel-and-diming.
   • Stop selling thinking by the hour; price upfront thinking in “big round numbers.”
   • Strategy is “how,” not “what.” Price it as value, not time.
   • Larger clients must pay more because value is larger and pain drives commitment.
   • Premium margins fund reinvestment (R&D equivalent).
4. Signals you’re violating it
   • Prospects ask “hourly rate?” early.
   • You win mainly by being “competitive.”
   • You invoice small changes and relationships sour.
5. Action Checklist
   • Create value-priced Phase 1 fees (round numbers) not tied to hours.
   • Add a premium positioning line: “We’re likely more expensive than other options.”
   • Separate pricing: thinking phases vs implementation phases.
   • Build reinvestment plan funded by margin (process, writing, training).
6. Execution Playbooks
   • Premium pricing pre-frame:“We tend to be more expensive than many options because we’re hired for expertise and a defined process.”
   • Value vs time line:“For diagnosis and prescription, pricing isn’t based on hours; it’s based on the value and rigor of the process.”
7. Pitfalls + fixes
   • Mistake: raising price without tightening focus/proof.Fix: pair price with expertise proof and process.
   • Mistake: defending price with effort.Fix: defend with outcomes, method, and consistency.
   • Mistake: premium price but weak control.Fix: ensure collaboration rules and diagnostic discipline are in place.
8. Metrics
   • Average fee per engagement (Phase 1 and total).
   • % revenue from thinking phases vs doing phases.
   • Client “annoyance” signals: disputes over small invoices/changes.
9. Mini-case/Scenario Founder stops hourly pricing for strategy and sells a fixed-fee diagnostic + prescription. Buyers accept because it reassures them of consistency and gives a clear decision point before build.

Proclamation XII: We Will Hold Our Heads High

1. Rule and gist Operate as professional practitioners who seek respect first; respect enables premium fees, reinvestment, and long-term sustainability.
2. Why It Prevents sliding into the disappearing middle: neither commodity tactician nor respected expert—forcing you into pitching and low fees.
3. Key ideas
   • Outputs commoditize; expert practice differentiates.
   • The market won’t eliminate bad selection processes; only you can change your response.
   • Power is the power to walk away; “Selectivity is power.”
   • The revolution is internal: making difficult decisions, doing the hard work, building a sustainable practice.
   • Mastery of focus, selectivity, respectful selling, continuous learning, and money discipline sustains the dream.
4. Signals you’re violating it
   • You accept disrespectful processes because you “need the work.”
   • You feel resentment toward clients but keep saying yes.
   • You routinely compromise standards and feel you’re groveling.
5. Action Checklist
   • Write a “standards charter” (policies you will not break: no free thinking, deposit first, MLE, no loss leaders).
   • Define your walk-away triggers and stick to them once.
   • Replace “please consider us” language with practitioner language (fit, process, policy).
   • Build belief in “there is another better opportunity behind this one” by keeping pipeline activity steady.
6. Execution Playbook
   • Walk-away line:“It doesn’t look like there’s a fit under a process that requires unpaid diagnosis. I’m going to step back.”
   • Standards charter bullets:
     • We specialize.
     • We diagnose before prescribing.
     • We don’t solve problems before paid.
     • We address money early (MLE).
     • We don’t work at a loss.
     • We charge in line with expertise and value.
7. Pitfalls + fixes
   • Mistake: confusing standards with rigidity.Fix: keep the book’s priority ladder—win first, preferably without pitching.
   • Mistake: walking away without a pipeline.Fix: publish (help), nurture (inspire), and qualify (reassure) continuously.
   • Mistake: blaming clients instead of changing your choices.Fix: enforce policies and selectivity.
8. Metrics
   • Walk-away rate from misaligned processes (should be non-zero).
   • % opportunities where you secure concessions (access, paid Phase 1, deposit).
   • Average effective rate and margin trend.
9. Mini-case/Scenario Founder declines an RFP that demands a free roadmap. They publish niche writing weekly and pursue fewer perfect-fit prospects. Within a month, they close a paid diagnostic from a buyer who values expertise and grants control.

Tools & templates directory from the Book

1) Positioning

• One-sentence positioning claim:“We help [buyer] solve [problem] by [method] to achieve [outcome].”
• “What business are we in?” focus prompt:“We are in the business of helping [specific buyer] when [specific situation] so they can [measurable outcome].”
• Proof asset checklist (minimum viable):
  • 2 case narratives (problem → method → outcome)
  • 1 published deep article
  • 1 process overview (diagnose → prescribe → apply → reapply)

2) Sales conversation operating system (fit-first)

• First-call agenda (conversation, not presentation):
  • Context: what’s happening now?
  • Diagnostic questions (your method)
  • Control test (access to data/people, willingness to follow process)
  • Money checkpoint (MLE + budget reality)
  • Next step: paid diagnosis or no
• Objective statement (use verbatim):“The goal of this conversation is to determine whether there’s a fit and what the next step should be.”

3) Paid diagnostic offer template (Phase 1)

• Phase 1 name: Diagnose & Prescribe
• Outputs: Findings + Recommendations + Plan (timeline + budget)
• Boundary: No execution work until Phase 1 is paid and complete
• Fee style: fixed “round number” pricing for thinking work

4) Policy scripts (non-negotiables)

• No free solving:“It is our policy to not begin solving clients’ problems before we’re engaged.”
• Deposit before start:“We’ll get started as soon as we receive the deposit, as is our policy for all new clients.”
• No unpaid proposals:“We don’t use unpaid proposals to solve problems. We either agree terms in conversation and contract it, or we start with a paid diagnostic.”

5) Minimum Level of Engagement (MLE)

• MLE statement:“We take on a small number of new clients each year; to make sense, clients typically commit at or above [MLE] annually.”
• Below-MLE continuation:“Before I say no, let me ask a few questions.”

6) Derailing pitch / gaining inside track

• Derail to paid Phase 1:“If the goal is to reduce risk, the first step is a short paid diagnostic. That gives you findings and a plan before any larger commitment.”
• Inside-track concessions checklist:
  • Access to decision-maker
  • Access to data/people needed for diagnosis
  • Agreement to paid Phase 1 instead of free proposal
  • Agreement that your team presents recommendations

7) Negotiation controls

• Discount last sweep question:“If we agreed to this price, is there anything else preventing us from deciding now?”
• Discount documentation rule:“Any discount appears explicitly on the contract/invoice so the true value is clear.”

8) Weekly metrics dashboard (leading indicators)

• % leads that match specialization
• % first calls where MLE is stated
• % opportunities moved to paid diagnosis
• Deposit-before-start compliance rate
• Proposal hours per deal (target near zero)
• Win rate + average fee trend
• Discount frequency and depth
• Walk-away rate from pitch-based processes

If you want this to drive revenue, implement in this sequence: (1) specialization statement + proof asset plan (I, VII) → (2) paid diagnostic offer + policy scripts (III, V, VIII) → (3) MLE + deposit + margin rules (IX, X, XI) → (4) conversation-based sales motion (II, IV) → (5) walk-away standards (VI, XII).