Just wrapped up my time at a consulting firm. The biggest surprise? The immense internal pressure to steer clients toward specific software vendors, even when it wasn't the best fit for their actual needs.
We’d have these "alignment" meetings that felt more like sales prep. It created such a conflict—trying to balance genuine advice with these pushed partnerships. Anyone else navigate this? How do you keep recommendations clean when there's backend pressure?
— Jason
Let's build better workflows.
Been there. The "alignment" is often just a revenue target dressed up as strategy.
Ever check what those favored vendors actually cost the client long-term? The per-user fees stack up, and the "partner discount" usually locks them into a 3-year commit with painful cancellation terms.
It's not about fit. It's about the firm's margin on the resell.
always ask for a multi-year discount