Growing An Executive Coaching Business After A Long Career At Google – with Caroline Dowling of Zeal Compass

In this episode of the HR business marketing podcast, A Better HR Business, Ben speaks with Caroline Dowling, Executive Coach and founder of Zeal Compass.

Caroline Dowling is helping senior leaders navigate the challenges of organisational change with greater clarity and confidence. After more than 20 years at Google, where she led global teams across Dublin and Silicon Valley, she understands that the toughest leadership challenges are rarely technical—they are human.

Drawing on her experience in high-pressure technology environments, Caroline helps leaders move from reactive decision-making to grounded, intentional leadership. Her coaching creates the space for reflection, enabling clients to strengthen their self-awareness, emotional resilience, and ability to lead others through complexity.

Rather than offering prescriptive advice, Caroline works alongside leaders as a trusted thinking partner, helping them uncover their own solutions. She believes that the most effective leadership begins with understanding people, because no matter how advanced the technology, meaningful progress is always driven by humans.

What You’ll Learn in This Episode:

• How to leverage your internal coaching experience to find your first consulting clients
• Practical steps for transitioning from corporate roles to running a workplace consulting business
• Caroline’s unique lessons in experimenting, personal branding, and using LinkedIn as a consulting marketing tool

Interview – Growing An Executive Coaching Business After A Long Career At Google – with Caroline Dowling, CEO of Zeal Compass

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About The ‘A Better HR Business’ Podcast

In my HR marketing podcast, I talk with different HR consultants and HR tech companies from around the world to learn about what they do and how they keep their businesses healthy and moving in the right direction.

If you have questions you want to ask me about growing an HR consultancy or marketing for HR tech companies, just let me know or visit the HR marketing services page.

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Enjoy the show!

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Episode Transcript

Episode 314: Growing An Executive Coaching Business After A Long Career At Google – with Caroline Dowling, CEO of Zeal Compass

Ben [00:00:00]:Hello, thanks for joining me again. Great to have you along, and I’m really looking forward to today’s conversation with Caroline Dowling. Caroline is a fascinating person with an amazing career and an amazing business, and she has joined me from what is now very much sunny Dublin. So, Caroline, thank you very much for joining me today.

Caroline Dowling [00:00:16]:
Thanks, Ben. Lovely to be here with you.

Ben [00:00:18]:
So, Caroline is an executive coach. She runs an executive coaching and change leadership facilitation business, which has always been a passion of mine in the HR world. She helps senior leaders lead change, navigate the tough work of human relationships, and build a compass towards their North Star, whatever that may be for them. And we’re going to dive into that. But I love this business, and I love the fact that this is what you’re building your business around because we hear of so many change management scenarios, mergers and acquisitions, all kinds of things, new technology implemented time after time. You see two companies, A and B, and the one that spends more time on those human relationships, the leadership, the change facilitation process, they’re the ones that work. And then the other ones tend to be the case studies written up in Harvard Business Review and things like that.

Ben [00:01:01]:
Is that a fair call?

Caroline Dowling [00:01:03]:
Totally a fair call. Forgetting about the people is such a mistake. It just won’t work because you can’t drive change if you don’t shift behaviors. And to shift behaviors, you have to understand who are the people that need to change their behaviors. So if you underinvest in that side and only purely focus on the technical side of change, you’re just missing the key piece, in my opinion.

Ben [00:01:25]:
Do you want to give us a bit of an overview of you and your career, and then we can dive into your business, Zeal Compass?

Caroline Dowling [00:01:30]:
I spent over 20 years in the tech industry. I think I accidentally sort of ended up in the tech industry. I’m not technical by background. My background was in business and sociology, and I think that’s where the desire to work with people and support people originally started. I went on to study law after that, thinking I would become a solicitor, and then figured out, no thanks, it’s not for me. But from there, I started working in tech. I joined Google Ireland on the first day of business back in 2003. It was very much a startup.

I had no idea of the rocket ship that I was strapping myself onto, but it really opened my eyes as to what it’s like to drive change in an organization. Tech companies, by their very nature, are disruptors. They’re constantly looking to change the world in some way or another. And so when you are in that environment, you are always driving change, always looking for the next opportunity to do something differently, to optimize something, to bring something new to the world. I feel like being there for over 20 years, I became quite normalized to that. It became something that we didn’t even really think too much about. We just did it. We had it in our DNA.

However, that doesn’t mean that it always went well. We obviously learned a lot along the way—lots of failures and experiments and experiences that we needed to react to.

But it just made me really curious about the concept of change, both from the systemic or organizational perspective and also from the personal perspective. So I went back to business school here, Michael Smurfit Graduate Business School, to study organizational change and transformation and put a bit of theory to the work experience. About 10 years ago at Google, I began coaching. As a leader, we had an opportunity to give back our time to coach others. That was probably the piece of my job that I enjoyed the most. I would say it was just interesting to meet people from all different backgrounds of the business, to understand what they were experiencing, hoping for, striving for, challenged by, and to support them in some way with that. That got me interested in the coaching world. And when I went and studied and certified to be a coach in the U.S., in Santa Barbara, it just showed me what the power of coaching can really do. And so I went down that path and said, this is kind of what I want to do with the rest of my life. I left Google about a year and a half ago. I had set up my business about four years ago to experiment on the side while at Google.

Ben [00:04:05]:
When you started doing this coaching process, I guess it was to the side of your main job. Was it structured, informal, formal? Please take on two mentees and coach them up. How did it work?

Caroline Dowling [00:04:16]:
So my day job, if you will, was leading teams across various different functions throughout the years. My background became more operations leadership, so running business teams. As a result of that, you had this opportunity to give back, like I was saying. Google, being Google, created an internal platform, right? Almost like an open-source platform, a marketplace. You, as a leader, could position yourself in the areas of experience that you had. Then employees from around the world could come and find you as a coach and work with you, either short term, kind of one-to-one, like individual deep sessions, or maybe a longer three- to six-month engagement. You would kind of work it out together. It was a wonderful experience to be able to give your time to that, but also to help people outside of your core area and see what people were navigating all across the business. It kept you, I think, as a leader—or me as a leader—in tune with what was happening across the business, but also hopefully added some value to those coachees as well in terms of how they were getting their support as they navigated their careers.

Ben [00:05:30]:
Nice. And it’s connected to your business, Zeal Compass, and the services you provide and offer. But at Google, did you discover, as you were doing more of this coaching and realized, “Oh, I quite like this,” were there certain types of situations, people, or some other differentiator that you enjoyed working on more?

Caroline Dowling [00:05:50]:
It’s a really good question because I think I started as a career coach. Although I was within the same company for a long time, I had pivoted my career many times. I had shifted from advertising operations and client support to finance operations and fraud and risk, then back to a startup in the Alphabet family, running field operations, and then across to the People Operations world. So a lot of people were coming to me at the beginning to think about how they might pivot their careers. It was a fast-growing company where there was so much opportunity to move. I had also geographically moved. I was living in San Francisco for eight years, so sometimes you’d have people thinking about geographical transfers and things like that as well.

So it started with career coaching, and that was interesting. But actually, what I’ve always been interested in, certainly over the last 15-plus years, has been leadership development. I’ve had such great support throughout my career to grow as a leader that I felt like I was getting to a point in my career where I wanted to give something back. So I was interested in the theory, had built my own practice in the real world around leading teams, and then wanted to go forth and start helping other leaders become the best leaders they could possibly be.

And so I started to move it and transition it into leadership-level coaching. That just opened up a new level of clients that would come to me in the company. I then positioned my core work around that as well to balance that out. I started moving more towards work in the company that was around leadership development. I ran a sales leadership program for our EMEA President, who really wanted to shift certain behaviors in that organization at the VP and Director level. The work was to build a coaching culture with them, but also to help coach them through this transition that they were navigating.

Then I was a People Partner for a while, supporting a VP in her sales organization, so coaching her and her director team as well. I started to see this bridge towards leadership coaching and executive coaching, both in my core job and in the side coaching I was doing. So when I was thinking about building my own business, it was like, okay, well, what do I see these leaders navigating? And this is where the Compass idea came from. It was about how a lot of folks at the senior level, maybe more mid-career, might be thinking about their own purpose and getting meaning back into their work. That’s where the zeal piece comes from. But they also may be navigating significant change or transition, not only in their lives but also in the context of the work that they’re driving, particularly in the tech sector. So this Zeal Compass idea came to me about supporting these leaders as they navigate their own leadership transitions and whatever it may be that they’re leading their organizations through.

Ben [00:08:57]:
I like that combination—the compass, the direction-finding, plus the zeal, the energy and the drive. And as a third benefit, if you’ve ever started a business, anyone listening to this, it’s ridiculously hard to find a name and a website on the internet these days because every name is taken. So Zeal Compass probably works quite well. I like that.

Tell us about the transition: leaving a big company, the energy, the salaries, the benefits, the free lunches, and all that stuff. It’s a big, big step. What was going through your mind to do that? Did you think you were crazy? Did you think, “No, I need to do this“? Talk us through the thinking behind it.

Caroline Dowling [00:09:26]:I would describe it as like a seven- or eight-year journey. You know, I think the first step was noticing my own patterns, noticing that I was pivoting away from the business leadership roles and pivoting more towards people-centered work. So I think there was a lot of self-reflection at the beginning and understanding of my own interests and desires, of where I wanted to spend my time in my career.

And then when I went to the Hudson Institute of Coaching in Santa Barbara and I sat initially in their coaching program and I saw what their master coaches were able to do with their coachees, I still remember this feeling of, that’s the thing I want to do. And I’d never really had that in my career before. I’d always followed opportunities. So there were these initial pivot points in my own understanding of where I wanted to spend my time in the next stage of my career.

That then set me on the path to go and study more around coaching, to study more around change and transformation, and then to start experimenting. I think experiments, whether it’s in the marketing of your business or shifting your own career identity, are a core part of how I coach individuals. Maybe it comes from the tech background, but I think that’s the only way that you can really start to get the data to understand where it is you might need to go next.

Some of the experiments were pivoting my roles, as I said earlier. Some of them were study experiments. Some of them were starting to position myself in a different way when I spoke to people or when I networked. So I ran this kind of seven-year set of experiences and experiments to see whether this was really something that I could do, that I was competent in, that I was confident and capable, and had credibility in before I started to really think seriously about making the formal financial leap.

As it turned out, by just making those natural pivots or those experimental pivots, I ended up having an amazing few more years in the company on the people side of the house. So I transitioned from the business side to the people side and had a wonderful few years of experience.

But it eventually just came to the point where I felt like I had done all I could do there. I remember talking to my VP at the time and saying, “I’ve swung around in this fishbowl for a long time, and I’ve been in many different locations and many different roles, and I feel like I need to leave to go and add the value that I want to add elsewhere.“

Setting up my own business gave me the opportunity to work with leaders from all different types of companies and backgrounds. It was just a lot more liberating, I think, and less restricted in some way. It opened my eyes to a broader set of leadership experiences and challenges, and also the opportunity to add value to that.

So it certainly required a lot of introspection, certainly required retraining, definitely required experimentation, and then this yearning or this itch that wouldn’t go away—that I really needed to go and follow it. I’ve just never been someone who had a destination in mind, but I really enjoy the journey. I really enjoy learning things along the way.

Ben [00:13:04]:
That’s a good way to be. Can I just ask about the mechanics of it? What did you do, just hand in your notice? I think you mentioned you started your business four years before you left. Is that right?

Caroline Dowling [00:13:12]:
Yeah. So that was sort of one of the experiments, right? It was, you know, let me put my money where my mouth is a little bit. Let me just test this and see, is this work that I actually want to do?

I was fortunate that at Google they have an outside work policy, assuming you weren’t working with any direct competitors. You could go and coach people outside of Google. That was one of these approved outside work categories.

I thought, okay, well, how about I just try it for a bit? I do work with the Hudson Institute of Coaching. They asked me to come and do some work facilitating coaching programs for them. That was a wonderful way to experiment. Then I was able to take on my own individual clients.

I think if you have the interest and the passion about something, you’re willing to give the time to it. I didn’t have a huge amount of spare time, but I had some. So I was willing to study, or I was willing to do this outside work and use that time to follow this path of curiosity and interest and see where it led me.

So I was able to set up my business in that way, but it was very, very minor because the balance of time was just limited.

Then, in turning back to the core work, I was making the pivot and, mechanically, tactically, what I was doing was talking to people internally and saying, “This is the type of work that I’m interested in. Where can I do that in this company?“

So I was speaking with other leaders who I knew, and some people who I didn’t know. Thankfully, the culture there was quite supportive of being able to reach out to people who were maybe doing that work. I was getting clearer on my own narrative, so I was able to share that with them and say, “Hey, is this work that I could do in your organization or another organization?“

I started to find and see roles that were somewhat aligned. They sadly don’t have an internal executive coaching team, but they had coaching-adjacent work or leadership development work. So then it became a job application and interview process—the usual mechanics—and just going through and taking on these new roles.

I would say I took three roles during that seven-year time frame where I was shifting my career in a new direction. One of them was a geo transfer, so I moved back to Ireland for that role. One of them was a six-month assignment, so I just moved for those six months. Then one of them was back to a global role leading a global organization.

They each had their own considerations and benefits and challenges that I had to weigh up and make a decision on each time as to whether it was something I wanted to take the risk on or invest in.

Along the way, I just continued the conversations with my leadership: “This is what I want to do with my career. Can you help me? Is there an opportunity?” Eventually, the conversation became, “The next thing I want to do is outside Google. How can I transition well?” My managers at the time, thankfully, were very supportive and open. So we had a good relationship to have that conversation. They just said, “Well, can you stay until a certain time, help us with a particular piece of work or transition, and then help the team?” As a leader, you have to make sure you leave your team well. So we worked out a plan for my transition over the course of months and were able to execute that. I’m fortunate that I can say it was planned, it was communicated, it was supported, and I feel like it was a nice way to round out such a career.

Ben [00:17:09]:
When you started the business itself, internal coaching is one thing because I guess they’re not paying you, right? How do you then move to a commercial proposition and actually, A, get clients, but B, what do you offer them and how do you structure that for them?

Caroline Dowling [00:17:22]:
Yeah, I think this is a really, really interesting challenge, and one that I’m still navigating. I think I’ll always be navigating it. But I think there’s an element of, again, some of the experiments that I had run, or some of the ways in which I had tested and showed up, that gave me a sense of who my customers might be, what it was that they were seeing in me that I could then offer back out to the world.

What were the kinds of feedback themes I was hearing from them? When someone came to me, what was it they were saying about why they came to me? I see coaching as selling yourself, right? You’re selling your experience, you’re selling your abilities, you’re selling the ways in which you can support those individuals or those customers and companies.

So there’s deep listening that’s required to understand what it is they see in you, and then how you can continue to offer that out to the world.

As it came to thinking about even just the financials of it, there’s market research you have to do. I might be based in Ireland, but my clients aren’t. So how do I price myself appropriately across different locations? I have to do research across the U.S., for example, where I have clients, the UK, very much so, and Ireland.

Your positioning, understanding your customer, your pricing, and then I think the marketing element of, “What’s your message?” I find there are connections everywhere. I’ll see something out in the world, it will resonate with me for some reason, maybe with something that I’m working on with a client or that I’ve heard from clients. I’ll try to marry the two in a way that feels relatable for clients, and I just put that out there. If it sticks, great. If it doesn’t, I’ll try something different next week.

Ben [00:19:07]:
What kinds of people or roles were the first clients you got? Were they all from Google, or did you find them from elsewhere?

Caroline Dowling [00:19:14]:
Definitely a majority of tech clients because I think there’s credibility there. Folks know that I’ve worked in that industry, which makes sense.

Secondly, there were definitely people that I had worked with directly or who knew of me. There’s that network/referral cohort that I’m very grateful for. I think that certainly drives probably about a third of my business.

Then there were the partnerships, the associate-type partnerships, whether it’s through the Hudson Institute of Coaching or whether it’s through T-minus. That’s another company that I do change leadership work for. I think they are fabulous partnerships to have. They have their own client bases, and then they bring you in when your skill set is a match.

So that could be tech, but not always. There could be something about the local culture, maybe in Ireland or the UK. The broader skill set, like change leadership, is industry-agnostic, obviously.

So yeah, clients are a mix, but predominantly the tech industry, predominantly senior leaders where I have credibility, predominantly those markets where I have experience, and then a mix of direct referrals and connections, and referrals and connections through third-party leadership development organizations.

Ben [00:20:34]:
When you started, what did you do? Did you throw up a LinkedIn post? Did you do a big campaign? And what do you do these days to keep that pipeline ticking along?

Caroline Dowling [00:20:42]:
One of the first things I did was I took a Start Your Own Business course.

Ben [00:20:47]:
So did I.

Caroline Dowling [00:20:47]:
It was run by the Local Enterprise Office here, and it was superb. Just great people, totally unrelated to my industry, but really good, honest advisers. What they did was remind me of some of the basics. So yes, I had a business background. Yes, I’d worked in business. But you can forget some of the real basics. So that was helpful.

They also challenged me. I came in with misconceptions or preconceptions that I needed to be challenged on, and I found it very useful.

For example, I never used LinkedIn. I didn’t need to. I was working in an organization, so it was sort of irrelevant for me. I had this notion of, “Oh, is that really a channel that will be useful for me?” Now it’s incredibly useful. I get a lot of clients through LinkedIn. So I had to be challenged by someone other than myself.

That was a bit of a precursor to building my business. I had my own coaches—transition coaches—which were very helpful, people who had gone before me. So it was all that pre-work.

Then, when it came to actually putting myself out there, I felt like the biggest thing I needed to do was signal to people that I was shifting identities because I’d been known as this Google leader for so long.

Ben [00:22:06]:
I was going to ask you about that.

Caroline Dowling [00:22:07]:
We needed to signal to people, and I was fortunate that my network is very broad. I’d worked with people globally for years, so I had no way of individually telling them. So I had to think, well, how do I get the message out that I’m no longer the Google leader, I’m now moving into this career? So I put a post out on LinkedIn, and thankfully that reached thousands of people, as it turned out. But that was the beginning. It was safe, it was honest, it was comfortable, but it was like a line in the sand. That was a way in which I could then start building from there. I use primarily LinkedIn because I feel like it’s the business social platform.

I know TikTok and Instagram are moving that way, but I use LinkedIn more as the professional brand. What I do is I just post when I feel like I have something interesting to say—something that I feel will resonate with what I’m experiencing, what I have experienced in my past, or what my clients are experiencing. I put it out there, and sometimes it lands and gains business, and sometimes it doesn’t. So I just try again.

So that’s the LinkedIn piece. Then the other piece is just being out in physical form in the world. I’ll go to events like the Dublin Tech Summit—I was there two weeks ago. I’ll go to Local Enterprise Office networking events and just talk to people. What are they experiencing? What are they seeing? I’m fortunate that I have a very close peer network, ex-colleague network, and coach network. I just plug into those because that’s what gives me energy, regardless of whether it gives me business.

Ben [00:23:47]:
I don’t know if you’ve seen that movie, Jerry Maguire. I keep thinking of the analogy of that moment where he leaves: “Who’s coming with me? Who’s coming with me?” Everyone just stops and stares at him in this huge, crowded room. Then he walks out and leaves, it’s quiet, and suddenly everything just starts working again.

I think sometimes when people leave, that support network or that status, whatever it is, can disappear, and now you’re starting again. You’ve been through it, but you’re also a coach. What’s your advice to people who are either preparing for that or are going through that transition?

Caroline Dowling [00:24:14]:
With my coaching hat on, but also with my own experience, I think one of the things my coaching studies helped me to understand was the value of learning and unlearning. What are the new things that you need to step into and learn, and the things that you need to let go of?

There might be some connections that will no longer be as relevant to you, or there might be experiences or ways of working that you’re no longer going to rely on. Then you need to think, what’s the new scaffolding that I need to build around me? There might be a lot of new connections that you need to invest in building.

For me it was, who are the people who have set up coaching businesses that I need to talk to and learn from? Who are the people who have maybe set up their own business in another way but could still provide me with great insight and valuable support? I have to say, the local Irish business network has been incredible in that regard.

I think it’s about asking, what do you need to learn moving forward that will serve you, or at least potentially serve you? Then what do you need to let go of from your past that will no longer be as useful? How do you do that with intention so that it becomes less jarring? You’re taking some agency in it.

That was part of the planning. When I was thinking of leaving, I literally went through all the connections that I could possibly think of from my time at Google. Who are the people that I really want to make sure I tell that I’m leaving, that they’re aware of where I’m going and what I’m going to be doing, and that I can ask for whatever support or advice they might be able to give me? So there was very much an intentional pillar to my strategy around letting go of certain things and building up other things.

Ben [00:26:07]:
What would you say to someone… You hear of tech layoffs and things—Meta had something recently. They don’t have the benefit of planning or foresight to know that this is coming. So something happens and they think, “I’ve always been wanting to do it.” What would you say then? Is it just accelerate everything that you just described? Make those conversations happen really quickly, or what would it be?

Caroline Dowling [00:26:28]:
Yes. If you’re experiencing the impact of a layoff, or you’re thinking of making the leap in some way but you just don’t quite know what to do, yes, come and see me.

But also, don’t do it alone. Think about who are the people in your immediate vicinity right now that you could just go and have a quick conversation with to run it by them. “Here’s what I’m thinking,” or “Here’s what I’m worried about,” or “Here’s what I’ve experienced. I’m not quite sure what to do. What are two or three things you’d recommend?” Just get some fresh thinking to help you get unstuck if you’re feeling stuck.

The other thing is to take 15 to 20 minutes, or even half an hour if you can, for yourself and reflect on what you’re passionate about, what you’re good at, and what you enjoy doing. Think about where that kind of trifecta is—or the Ikigai, you know, that Venn diagram of what you’re good at, what people need from you, and what you can get paid for. That can be 20 or 30 minutes of thinking that helps you get a little clearer on the areas of exploration you might step into next.

Ben [00:27:42]:
When I did my studies and got onto a graduate program, I spent three years moving around with this big global company across different operations, different geographies, and things like that. I was very embedded. I then worked in that company in other roles, so I was very embedded in a way, had big budgets and all that kind of stuff.

When I changed companies into a different industry, which was much more cost-conscious, let’s say I went from talking about budgets of millions to my new boss saying, “Oh, we’ve just saved $15 on this.” And I’m going, “What?“

You described how, at Google and in tech companies generally, change is a constant. People are very comfortable with that. How do you coach people—or what’s your advice to people—who are looking for clients who may not come from that world? Do you need to adjust your thinking or your style when you’re coaching and working with clients who come from a different sector where it isn’t all about change or big budgets? How do you cope with that?

Caroline Dowling [00:28:32]:
I think that’s a really good question. It’s a huge part of the work that I do with T-minus, the leadership development company where we run change leadership workshops and a lot of client work.

There are organizations or leaders who maybe have not thought about change in a long time, and now something in their system or their environment is shifting, and they are really experiencing the uncertainty or discomfort that can bring.

What we try to do is help people understand their own reaction to change first. What is it that you’re afraid of losing? What is it that’s coming up for you as you think about this particular change? Getting a lot clearer on your own reaction means you can then work with that to support the others in your care, whether they’re stakeholders or team members.

Actually, a lot of the work we do is with organizations that maybe have not experienced much change before. We ground them first in understanding what change is, how it can impact us as individuals and as teams, and how they’ve reacted themselves so that they’re better able to lead others through it. Then we move into the stakeholder view of how to support stakeholders.

Ben [00:29:59]:
Nice. What advice would you have for others who are either setting up or running their own HR-related business on the marketing or growth side?

Caroline Dowling [00:30:08]:
Be willing to experiment. I hope that’s come across today. Understand your why. My why has always been about helping people. Understand why you’re going into this business and why you feel you can support people in whatever way you’re trying to.

Don’t go it alone. Look around you and see what support you can get from people, from courses, from education, and from technology. Think about some of the scaffolding that you can put around yourself.

Then give yourself a bit of a break. Not everything is going to be perfect. It’s not going to be easy. But if you’ve got a strong why and you really feel you can add value, then keep at it. Get back up after the knocks, try something different, learn from it, and move on.

Ben [00:30:52]:
Just to wrap it up, if someone’s listening to this and they think, “I know someone or a company that could benefit from Caroline’s expertise” who does Zeal Compass help, and where can they find you?

Caroline Dowling [00:31:02]:
Yeah, www.zealcompass.com. You can also find me on LinkedIn. I’d say that’s a great avenue. I’m always somewhere around there.

We help senior leaders in tech who are navigating change in their own world or leading others through change. That’s the essence of what I do. I do that through one-to-one coaching, group coaching, and facilitated workshops.

Ben [00:31:26]:
Brilliant. So that is www.zealcompass.com, and check the show notes for the links and things like that. We’ll have Caroline’s LinkedIn there as well.

So, Caroline, thank you so much for sharing your advice and your story. I wish you and the business all the very best for the future.

Caroline Dowling [00:31:38]:
Thank you so much, Ben. It’s been a pleasure.

Topics covered: how to attract consulting clients, HR consultants, marketing for HR consultants, running a workplace consulting business, LinkedIn for consultants

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