Senior Service Productization & Pricing Strategist for Founder-Led Consulting Business

I’m looking for a senior strategist/operator who has experience turning a founder-led consulting or professional services business into a clear, productized, scalable service model. This is not a branding project, marketing strategy project, or generic business-coaching engagement. I currently operate a growing B2B consulting/services company with capabilities spanning GTM strategy, sales, RevOps, outbound, business development, messaging, CRM/systems, sales enablement, and execution. The business has traction and active clients. The issue is that the founder’s capabilities are currently broader than the company’s formal service architecture. Too much is still being scoped client-by-client. I need someone who can take the existing client work, capabilities, pricing, proposals, delivery history, and founder thinking and turn it into a coherent commercial service architecture that can scale beyond the founder. What I Need You to Own I am specifically looking for someone who can develop the work, not simply facilitate meetings and give me strategy homework. I will provide substantial source material, including: Current and historical client engagements Existing scopes and proposals Current pricing Services/capabilities being delivered Sales-call examples Existing strategy documentation Examples of where engagements have worked well Examples of over-scoping, customization, and founder dependency My thinking about the future direction of the company I expect you to absorb that information, identify patterns, develop recommendations, build the architecture, and bring finished work back to me for decision-making and refinement. My availability for extensive development work is limited. I am happy to provide context, participate in discovery, pressure-test recommendations, and make decisions. I do not want to spend hours between every meeting building the deliverables myself. This should be a builder-led engagement rather than a meeting-led advisory engagement. Scope of Work 1. Service Architecture Take the current breadth of capabilities and determine what the company should actually sell. This may ultimately become approximately 3–5 primary service models, but I do not want to force an arbitrary number. I need recommendations around: Core service portfolio Which capabilities should be bundled together Which capabilities should not be sold independently Entry / diagnostic / pilot offers, where appropriate Flagship offering Ongoing retainer offering Premium / embedded engagement Managed execution / pipeline offering, if appropriate Services worth scaling Services that create excessive complexity or founder dependency Buyer profile for each service Customer maturity level for each service Problem solved Primary business outcome Progression between offers Deliverable: A finalized service portfolio with a clear rationale for each offer. 2. Scope, Packaging & Productization For every recommended service, build the actual package architecture. Each service should define: Ideal buyer Entry criteria Problem being solved Business outcome Deliverables Included services Explicit exclusions Client responsibilities Company responsibilities Standardized components Customizable components Engagement duration Meeting cadence Reporting cadence KPIs Dependencies Expansion path One of the primary objectives is preventing lower-priced clients from unintentionally receiving premium scopes. I need clear enough boundaries that the founder can sell from them and an operations team can eventually execute against them. Deliverable: Detailed service/package cards for every core offer. 3. Pricing Architecture I need a pricing system, not simply recommended price points. Please develop recommendations around: Minimum engagement size Minimum monthly retainer Price range by service Fixed-fee vs retainer vs hybrid engagements Setup/build fees Engagement-length requirements 3-month vs 6-month vs longer commitments Pilot structures When pilots should not be offered Performance/commission models where appropriate Premium/embedded pricing Pricing floors Discount rules Negotiation guardrails What gets removed when a client's budget decreases When to walk away Scope-change pricing Expansion pricing Triggers for increasing fees This must also work practically during a sales conversation. For example: If the appropriate solution is $10K/month but the prospect has $5K/month, what gets sold at $5K? What gets removed? What is negotiable? What isn't? What is the absolute floor? I want someone besides the founder to eventually be able to understand and operate within these rules. Deliverable: Pricing architecture + internal pricing/negotiation framework. 4. Client Qualification & Service Routing The company needs a repeatable way to diagnose prospects and determine which service they should buy. Please help define: Minimum client readiness Minimum traction Budget thresholds Internal-resource requirements Executive sponsorship requirements Implementation/access requirements Red flags Disqualification criteria Nurture criteria Referral-out criteria Which client profiles fit each service When someone needs an entry offer first When a client qualifies for a premium/embedded engagement The objective is to create something similar to: Client Situation → Maturity → Problem → Required Level of Execution → Budget → Correct Service Rather than creating a completely new engagement every time a prospect enters the sales process. Deliverable: Qualification + service-routing framework. 5. Product Suite Positioning This is not a full branding or website engagement. I need the commercial/service architecture positioned clearly enough that subsequent website copy, sales collateral, proposals, outbound, etc. can be built from it. Please help establish: Clear company category/description Umbrella outcome tying the services together How the offer transcends narrow labels like “sales” or “RevOps” How GTM, sales, systems, business development, and execution fit together Differentiation from: traditional consultants lead-generation agencies outsourced SDR companies marketing agencies RevOps freelancers sales coaches internal hires Positioning for each service Language around execution and ownership How to communicate commercial/revenue value without generic agency claims Deliverable: Product-suite positioning architecture that downstream marketing and sales assets can inherit. 6. Expansion & Upsell Architecture I want the client journey after initial success to be intentional. For each offer, define: What success looks like The logical next engagement Signals that indicate expansion readiness Additional commercial opportunities worth exploring What expansion is included vs separately scoped Upsell triggers How to avoid expansion becoming unpaid scope creep Deliverable: Client expansion / value-journey model. Final Handoff This engagement needs to finish with operationally usable artifacts, not a slide deck containing high-level recommendations. At minimum, I expect the final handoff to contain: Finalized service portfolio Service architecture Service/package cards Buyer/maturity profile by offer Problem/outcome definition by offer Scope inclusions/exclusions Standard vs customized components Pricing architecture Pricing floors Engagement-duration recommendations Negotiation/discount guardrails Scope-change rules Qualification criteria Service-routing framework Expansion/upsell architecture Product-suite positioning Recommended next implementation steps 90-day implementation priorities A separate finance resource will handle detailed P&L, margin, delivery economics, burn-rate, and hiring-affordability modeling. A separate operations resource will handle detailed downstream implementation such as onboarding workflows, project-management systems, SOPs, dashboards, QA, and recurring team processes. Your job is to create the commercial and service architecture those people can build from. Working Style I want a relatively low-meeting, high-output engagement. Ideally: I provide extensive existing material. We conduct a substantive discovery/deep-dive. You independently analyze and develop the architecture. You bring recommendations and drafts for review. We use meetings for decisions and pressure-testing—not collaborative wordsmithing for hours. You revise and continue building. We complete a small number of substantive checkpoints. You own delivery of the agreed final outputs. I want someone comfortable challenging the existing model. If an existing service shouldn't survive, say so. If pricing is too low, say so. If something is impossible to scale, say so. If customization needs to become standardized, say so. If the business needs to stop serving a particular type of client, I want that recommendation. The objective is not to preserve the current founder-led model. The objective is to design the version of the company that can scale. Ideal Background Please apply if you have direct experience in several of the following: Productizing professional services Scaling founder-led consultancies or agencies Service architecture Offer/package design Pricing strategy Fractional executive services Professional-services operations Consulting business models Productized service businesses Scope and margin control Customer segmentation / maturity models Service delivery design Founder-dependency reduction B2B GTM / revenue consulting Strong preference for candidates who have actually done this inside a services company—not just advised SaaS companies on product pricing. Please Include in Your Proposal Rather than a generic introduction, please answer: Tell me about a founder-led consulting, agency, or professional-services business you helped productize or scale. What specifically did you change? How did you determine what should become standardized versus remain customized? Have you built pricing architecture and negotiation guardrails for services businesses? Give an example. How would you approach reducing a broad capability set into a coherent service portfolio? What would you expect to deliver at the end of this engagement? How much founder involvement would you expect during the project? Would you recommend a fixed project fee, milestones, or another structure? Why? Please provide your proposed budget range and approximate engagement length. Important: If your typical process requires the founder to develop most of the strategy and deliverables between coaching calls, this is probably not the right project. I am looking for a senior person who can take ownership of the build.