Building a great services firm isn’t easy, but it isn’t rocket science either. It really comes down to three simple things: customers, team, and financials.
I like to think of these as dials that you can turn up or down based on the conditions of the moment. Rarely are these dials perfectly balanced. During the Great Resignation or in the war for AI talent, the “team” dial may need to get spun up to hire and retain the best people. In a downturn, like the Great Recession, the “financials” dial may need greater attention because customers and capital aren’t as plentiful. And, when competition heats up or buyer behaviors fundamentally shift, the “customers” dial may need the most attention.
Leadership is the art of turning the right dial at the right moment without breaking the system.
So how do leaders know when and how to tune those dials? I wish there was an easy answer.
A lot of it comes down to experience and intuition, which is why investors tend to gravitate toward repeat founders or executives who’ve been in the seat before. They’ve already made the rookie mistakes. They’ve seen how cranking one dial in a business can unexpectedly throw the system off balance, or create consequences that can be difficult to unravel.
But that doesn’t mean first-timers can’t get it right. Many do. And often, they do it by looking at situations based on first principles. First principles thinking forces you to strip away complexity, assumptions and circumstances until you’re left with the foundational truths of what makes a great business. And what makes yours a great business.
First principles thinking forces you to strip away complexity, assumptions and circumstances until you’re left with the foundational truths of what makes a great business. And what makes yours a great business.
After 30+ years in tech services, I’ve seen a lot of different leaders and firms, and the great ones all focus on certain first principles. Every firm may have a slightly different view of their first principles, but here are six principles that have guided me and many other successful services leaders over the years.
#1 – Customer-First
Great firms are almost always obsessively customer-focused. Everything starts and ends with the customer in mind. Even when the customer dial has to get turned down (say to rebuild the team or improve profitability), the best firms still think outside-in, not inside-out. They don’t let themselves fall into a “guild” mindset, where they define themselves by what their team is great at, or what their partners are pushing that quarter, or what their experts want to build. They start with the customer’s problems and focus on solving them. They don’t force fit a solution or sell something they know won’t work for short term gain, because they know trust, referrals and customer expansion are the lifeblood of a services firm.
#2 – Deep Expertise
At the end of the day, customers hire a service partner to solve a problem they can’t solve on their own. They look for proof a firm has solved their problem before, and can confidently do it again. Without real depth, whether it’s in a technology, an industry or a functional area, you’ll never build the credibility needed to become indispensable. It’s why we push the importance of focus so hard in our conversations. The best firms know they can’t be all things to all people, which is why they double down on a specific domain and specific types of customers. It’s why they build unique IP and strong thought leadership programs – to make their expertise visible and establish trust.
#3 – Personalized Service at Scale
Deep expertise is only part of the equation. To be a trusted partner, services firms must apply that expertise to the specific needs of a customer (their industry, size, culture, tech stack, current processes and desired future state). However, firms that sell everything bespoke will struggle in sales and marketing. Margins will suffer because the work isn’t predictable or efficient. The best firms figure out how to package and deliver personalized services at scale. They institutionalize what consultants learn across customer engagements, codify offerings, and productize portions of their work so it can be delivered repeatedly without losing the personal touch. Increasingly, AI is making this far easier: summarizing interactions, surfacing insights in the right context, and freeing humans to focus on relationships and go deeper.
#4 – A Talent Engine
In software companies, the asset is the code. In services firms, it’s the people. In the AI era, those people will be more and more supported by code, however, people want to work with people. They want partners who know their business, who can work through tough issues, and shoulder the risk alongside them. The best firms understand this and don’t treat talent like a commodity. They also don’t just hire for what a person can do today, they invest in what they could become tomorrow, creating systems for learning, mentorship and mobility. As automation takes over repeatable tasks and customers expect more strategic thinking from their partners, the bar for talent will only rise, and the half-life of skills will shrink. Firms that rely solely on outside hiring to keep up will always be playing catch-up and paying a premium. The ones who grow their own talent? They’ll build a bench the market can’t easily replicate.
#5 – Outcome-Aligned Incentives
In the best-run services firms, goals aren’t vague or siloed. They’re clearly defined, communicated, and grounded in measurable outcomes that matter to business and customer success. A delivery lead should know that success isn’t just hitting a utilization target, it’s about delivering results with high customer satisfaction. A seller should know that it’s not about closing the biggest deal, it’s about closing the right deal that the firm can deliver well and grow over time. Finance should know that success isn’t just about tracking and containing costs, it’s about partnering with the business to make smart decisions that will lead to growth. Build compensation plans and total rewards plans based on the outcomes and behaviors you want to see across the business. Build systems of accountability and recognition programs that reinforce those behaviors, and as a leader, model what you want to see.
#6 – Continuous Improvement
Most services firms are born to solve specific customer problems, but the best firms don’t stop there. They make it their mission to find smarter, faster, cheaper ways to solve those problems, or to continuously move up the value chain to solve bigger and more strategic problems. They’re constantly thinking about how to automate steps, templatize repeatable pieces, or use AI to reduce friction. High-performing firms constantly ask: Are our teams operating at their best? Are we investing in the right places? Are we improving margins without burning out people? Continuous improvement isn’t about chasing perfection, it’s about developing the muscle to learn, adapt, and get better every quarter.
Of these first principles, it’s hard to say what the most important ones are as they’re all pretty important. However, I can tell you what the two hardest have been for me – personalizing services at scale and aligning outcomes with incentives. But get these right, and hold on tight!
Using AI to Support First Principles
Everyone today is talking about how AI is disrupting professional services, and that is absolutely the case. It’s rewriting the way firms market, sell, deliver and compete. However, the firms that will win the next decade won’t be the ones shouting about AI, they’ll be the ones quietly aiming AI at supporting these first principles.
They’ll use AI to understand customers better, predict their needs and respond faster. They’ll use it to capture, elevate and embed institutional knowledge across teams so they can bring deeper expertise to customers and deliver more personalized services at scale. They’ll use AI to hire better, tailor learning paths and create talent moats. They’ll use AI to align and measure outcomes, and most importantly, to continuously improve every facet of their business.
Every industry goes through eras of disruption. Navigating this one will require leaders to think hard about their first principles and then tune the business for the situation. Don’t expect to get it right 100% of the time, but if you stay true to what makes a great services firm – and what makes your firm great – you’ll be in the right vicinity.
If this resonates, you’ll like our upcoming eBook on the rise of the AI-native services firm. It goes deep into how to operationalize these principles with today’s tech and tomorrow’s teams.