Finding customers

Business
Opinion
I often get the question how I find customers.

How Do I Find My Customers? The Truth is, I Don’t—They Find Me

One question I’m often asked is: “How do you find your customers?” The simple answer is—I don’t. My customers find me. It might sound counterintuitive, but the way I run my consulting business doesn’t rely on chasing leads or extensive marketing campaigns. Instead, I focus on a few specific channels and let my work speak for itself.

My Main Channels: Website, LinkedIn, and Word of Mouth

My website and LinkedIn profile serve as the primary gateways for new customers to get in touch with me. These platforms provide potential clients with an easy way to find out who I am, what I do, and how I can help them. But beyond these digital platforms, there’s another powerful method of connecting with new customers—word of mouth. There’s nothing more effective than a positive recommendation from one person to another. It’s authentic, trustworthy, and has a much greater impact than any form of advertising.

Why I Don’t Need Tons of Customers

As a one-person consulting company, I don’t need to take on numerous clients to be successful. My capacity is often maxed out with just two or three projects running simultaneously. In fact, if I’m running three projects, my weekends are often filled. Because of this, I don’t aim to have an endless pipeline of customers knocking on my door. Instead, I focus on quality engagements with a few select clients.

Building Relationships Takes Time, Especially with Large Companies

Sometimes, it can take years between an initial conversation with a potential client and actually starting to work together. This is particularly true for large organizations, where it takes time to align goals, budgets, and schedules. But I’ve learned that if there’s a good rapport and mutual trust, it’s just a matter of time and opportunity. It’s not about technology or money—it’s about the trust and understanding between two people. When a customer trusts you, the project naturally follows.

Flexible and Easy to Work With

One thing that sets me apart from larger firms is my flexibility. You can hire me for a day, a week, or even a year. I don’t expect clients to sign big contracts or make long-term commitments. This ease of engagement makes me more approachable compared to larger consulting firms.

Interestingly, many large companies prefer working with smaller, more agile consultants like me rather than the big five consulting firms. Why? Because with firms like Deloitte or McKinsey, the process often involves lengthy contracts, multiple meetings, and endless paperwork. On the other hand, I can get things rolling even before the ink dries on a contract. I focus on getting things done, understanding the problem, and finding solutions—not on the formalities.

What is a “Customer,” Really?

For me, the concept of a “customer” is a bit abstract. What truly excites me is the ideas people have and what they want to create. I enjoy hearing about their visions, their challenges, and their goals. Somewhere down the line, of course, we’ll have to talk about money and other practicalities, but much like a scientist, that comes second to me. After 20 years in this field, I can confidently say that the joy of a project lies in the people I work with, not the technology or financial rewards. People and shared experiences make a project successful.

Titles and Certifications: Overrated

I do have a Ph.D. and various certifications, but I rarely bring them up. Titles and qualifications are becoming less and less important, especially in the globalized world we live in today. There are plenty of people with big titles, but what matters is whether you can actually deliver results. If a client is more concerned with my title than my abilities, it’s often a sign that they don’t fully understand the substance of the work.

Why I Avoid Headhunters and Intermediaries

I generally avoid working with headhunters and intermediary companies. In my experience, they complicate the process and rarely add value. While it’s sometimes unavoidable, I’ve often rejected such arrangements because they create unnecessary layers between me and the client. Business, at its core, is about people and ideas. The more intermediaries involved, the harder it becomes to build the personal connections that are crucial for a successful project.

The Human Aspect of Business

I don’t see my customers as just projects or contracts. To me, they’re people with names, dreams, and aspirations. Yes, there’s an official aspect of being a freelancer, and technically, the client owns my work. But in practice, it feels more collaborative. The more signatures and paperwork involved, the less likely it is that the project will be enjoyable or productive.

Why Social Media and Conferences Don’t Work for Me

In terms of marketing channels, I find that many are irrelevant. Instagram, Facebook—sure, you can publicize your work, but I’ve never found that they lead to meaningful business. Conferences and gatherings are fun, but I’ve never had a project come out of them. People may ask for your business card, but you rarely hear from them afterward.

YouTube is a powerful medium, but I’m too introverted to create videos. I admire those who can engage large audiences, but I prefer one-on-one interactions. This is what I enjoy, and it’s how I’ve built long-lasting professional relationships. When finding customers, it’s essential to understand your strengths and work within them. In my case, personal connections, not large-scale broadcasting, are what work.

Focus on Results, Not Statistics

I don’t pay much attention to website statistics, marketing campaigns, or tools like Google Analytics. The amount of followers on LinkedIn or X is irrelevant unless it means paid work. Fame does not pay the bills. You can have millions of visitors to your website, but if it doesn’t convert to paid projects, what’s the point? Many people who read my technical articles are students who might copy my code for assignments, but that doesn’t generate business. The only metric that matters to me is the work I get hired to do.

Keep going

In the end, finding customers is for me not about flashy marketing campaigns or chasing every lead. It’s about building trust, maintaining relationships, and doing good work. Customers find me because I’m approachable, flexible, and focused on results. I don’t need to flood my calendar with dozens of clients. Instead, I cultivate long-term relationships with people who value good work and commitment.

Everyone is different, and if you’re a one-person operation like me, it can take time to figure out what you want, who’s looking for you, how to connect with them, and which channels to use. Ultimately, it all ties back to what “success” means for you. Your definition of success shapes how you present your business and where you focus your efforts.

The world—especially in IT consulting—is constantly evolving. There’s no single, timeless formula for success. Your marketing and outreach need to adapt to the shifting landscape and the preferences of your audience. For example, I’ve found that X (formerly Twitter) has become far less reliable as a tool for staying informed. It was once a valuable resource, but now it feels like a chaotic mess of noise. On the other hand, YouTube has become increasingly useful, especially for staying up-to-date on AI advancements. Channels like Matthew Berman’s offer insightful updates that didn’t exist when YouTube was mostly about entertainment.

In the end, it’s all about constant exploration and adaptation. The search for the right channels and approaches is both challenging and rewarding, and it’s part of what keeps the work exciting.

Simon Sinek’s golden circle remains a good tool to figure things out. If you can answer for yourself and for your business, it will define your marketing and how customers find you. In my case: