Earlier quoted context omitted.
I don't see how this is controversial. Maybe we are not at capacity but if thousands of Citizen Kane-level masterpieces were being released in every genre monthly people wouldn't have time to see them all. There is a limit somewhere.
Ahh, ok. To use an analogy I am saying we are far below the laffer curve inflection point so talking about it's limit is not really meaningful. So yes there is diminishing returns and actor quality would eventually stop being a meaningful constraint. But, again all I am saying is it's currently a meaningful constraint; not that it's always going to be one.
How I went from programming to consulting (2012)
471–480 of 495 posts
Re: How I went from programming to consulting (2012)
#472> Long story short: programmers can do things which meaningfully affect marketing outcomes And... while much of it's been said before... if you call yourself a programmer, very likely you won't be at the table when decisions about marketing are made in the first place. Might even be on the page linked above, but one of patio11's big suggestions is not to call yourself a programmer. I probably still use the label for…
Dumb question — you bill for this “non-programming value-added” work, right? Even jumping into a truck for a few hours? I fully understand the value in “doing more” but still occasionally have to fight the feeling that I need to be coding as much as possible.
> occasionally have to fight the feeling that I need to be coding as much as possible.
Fight that as much as possible. The more you learn about the entire project/deliverables/system/needs, the more you'll find there's less code to write, or the initial code can be built for more optimal reuse, etc.
That doesn't necessarily contradict writing initial code up front, but very much prototype stuff early on. I always wish I'd done more prototyping - faked UI screens with some action buttons, etc. - just to get something in peoples' hands. Almost everyone reacts better to stuff they can touch and use (even with fake data) vs abstract data and/or stuff that's far removed from the end product.
Re: How I went from programming to consulting (2012)
#473Earlier quoted context omitted.
As an extreme counter example can a person with an IQ or 50 do it? Clearly not. So not everyone can. There’s a range of abilities and personality types. I suspect the number of people with the ability/personality type necessary for $10,000 a week gig is much less than you imply.
Personalities are built; you're not born an introvert. Anyone can be built into a leader; go join the Marine Corps if you don't believe me.
There's a substantial body of research suggesting otherwise.
Re: How I went from programming to consulting (2012)
#474A question that has bugged me about consulting: Why aren't there (afaik) consulting agents in the same way comedians/actors/musicians have agents? Find me a gig, negotiate the payment, accept the payment, and pay me. Also interface with the client for me. Ultimately the agent works for me doing all of the work I'm bad at. Does this exist? How do I hire somebody to do this sort of thing for me?
Re: How I went from programming to consulting (2012)
#475Earlier quoted context omitted.
If you're interested in value based pricing, Jonathan Stark has a pretty decent free ecourse on it: https://expensiveproblem.com/
That's awesome, thanks! The Freshbooks co-founder wrote something similar once too: https://www.freshbooks.com/ebooks/breaking-the-time-barrier
Re: How I went from programming to consulting (2012)
#476Earlier quoted context omitted.
It's not hard in my experience. Not as easy as convincing CEO to do two redesigns per year, but not hard. I work with companies operating at a large scale. Downtime costs $xxx,000/minute. Developers cost lots of money, improving their productivity by a little bit pays huge dividends. If the company has big events like Black Friday or Superbowl commercials, keeping the site up during those events is worth paying for.…
If you have the experience and/or brand/name already, it wouldn't be hard. My thinking was not so much the work, but the finding people and convincing that a) you can do the work and b) they need it done. If you're successfully doing this now - props to you! If you have any specifics you can share about how you got through a and b above... would love to read more.
So I guess I would counter what you said with experience/network rather than a brand.
Re: How I went from programming to consulting (2012)
#477Earlier quoted context omitted.
That's awesome, thanks! The Freshbooks co-founder wrote something similar once too: https://www.freshbooks.com/ebooks/breaking-the-time-barrier
Let's not forget Alan Weiss, who started this whole 'value based' consulting business. https://www.alanweiss.com/
Re: How I went from programming to consulting (2012)
#478Earlier quoted context omitted.
I actually am, and I'm a Hacker News nobody that is 100% solo, including all of my sales. I started in mid-2012 after being fed up with every employer out there, but was well aware that I was one of the best people someone could hire for things that are necessary, but not glamorous -- database performance tuning, data warehousing, ETL process development, and cleaning up disasters. Yet getting market rate for salary…
Would you consider going back to fulltime employment?
After that experiment, I hear any similar question as, "Would you consider working for less than half of what you make now, for someone who doesn't know how to manage a group of people?"
I do get a lot of executive headhunters in my inbox, and clients tender a lot of offers as well, but nothing remotely competitive nor interesting has yet come my way.
Re: How I went from programming to consulting (2012)
#479To this day, I'm still not quite clear about what a consultant actually does. I mean, beyond some vague idea ("goes to some company, talks with people, gives some recommendation"). I'd really love for someone to give some example or describe in a tangible way what the work of a consultant entails, what skills one typically needs and actually employs, what a typical gig looks like from beginning to end and so on. If a…
* I get on calls with potential clients to see if we can solve one of their needs. Their needs can be broad: auditing code or specific implementations; reading and vetting pages of protocol design; advising on third party products or libraries; documenting the risk of the latest X attack... Sometimes I can do it, sometimes someone else should do it, sometimes no-one can do it.
* If nobody can do it but it's an interesting problem and it's relatively reasonable to tackle I (or someone else) will spend X weeks researching the subject so that we can provide the service in the future. We've done this with ethereum smart contracts recently for example (it's been pretty fruitful and I'll be giving a talk at Black Hat Asia in a few months on the subject).
* When the job starts, I'll be talking to the client to make sure we're on the same page, see what kind of claims they want to make, what they're more scared of, etc... This helps a lot, but of course the client is not always right or not always aware of what might go wrong. Most often companies do not even have a threat model and have no idea what they should really defend against.
* Most of my engagement are remote, but depending on the field you might have to go on-site. In any case, you always try to be close to the client so that you can get responses relatively fast (consulting is expensive, you don't want to lose your time trying to find answers they can provide). (Unfortunately it is not always possible as some of them are really busy or just do not want to spend the time answering questions.)
* Whatever the type of job is, you always spend a few days internalizing everything you're reading or hearing (I call that drowning). You try to get an idea of what the product/protocol/solution/app is (if it's your first time working on it), you read papers or articles about it if you're rusty/missing some pieces, you go through the codebase and ask questions to see what is what and what is where.
* Then you dig in, you do what you're best at. In security/cryptography we try to break things, find gotchas, discover flaws :)
* Eventually, you need to provide some product to the client. It is often some document or a presentation (or both) of your findings. You want your client to understand what you did, like really, this is after all the product they're paying for. You also want to give out recommendations on how they can fix things, sometimes you will want to fix things yourself as well. It all depends on what you can do or what the client wants you to do (if you agree).
Anyway, these are my 2 cents. It's a field that mingles expertise with client satisfaction. You need to know something that can help one or several of their problems, and then you need to do your best to convey your explanations.
(I just wrote this huge comment because I felt inspired after reading a large 2000 day-old tptacek comment.)
Re: How I went from programming to consulting (2012)
#480Earlier quoted context omitted.
>unclear how best to achieve the same level of efficiency whilst simultaneously not allowing the principals the power to centralise reward to themselves as well Everyone does literally the exact same thing but you add profit sharing to the consultancy. As the article said "Clients Pay For Value, Not For Time." Unless the principals are somehow actually providing the overwhelming share of the value rather than the peo…
Well, "profit sharing" literally describes all possible potential (good and bad) solutions to the problem. How do you determine what is a good vs bad solution?