Dale Gibbons advises consultants on building their businesses, including finding clients, discussing prices, choosing clients, and helping them get results.
Dale Gibbons is most useful for practical content on client acquisition, pricing, and client selection for independent consultants.
Best for
B2B consulting firm seeking content on client acquisition and pricing for independent consultants.
Not for
Consumer-facing campaign promoting a product to general shoppers, such as a household budgeting app.
Key takeaways
Gibbons distinguishes coaching, hands-on consulting and mentoring as three roles to use by client need.
A nickels into quarters talk track frames price around value before money conversation.
Seven signs of a strong prospect help consultants consider when to decline work.
Check first: Confirm openness to webinar or playbook, audience roles, geography, and comparable content results.
Main ideas
A consultant's real skill is diagnosing which role the client needs · Anchor value before price comes up · Winning the wrong client is worse than losing a deal
Dale Gibbons advises consultants on building their businesses and serving clients—from finding prospects and framing prices to choosing the right engagements. Their LinkedIn posts turn those challenges into practical scripts and decision-making frameworks, illustrated with examples from client work.
Gibbons links business growth to the quality of a consultant’s client decisions.
In one post, they distinguish coaching, hands-on consulting and mentoring as three roles to use according to what a client needs.
In another, they offer a “nickels into quarters” talk track to make a point about framing price around value; their seven signs of a strong prospect help consultants consider when to decline work, not just how to win it.
A story about Pete traces one route from corporate HR into independent consulting, including building a warm list, shaping an offer and later refining a niche.
Across these examples, Gibbons emphasizes listening, clear explanations, honesty and client growth.
Dale Gibbons's recurring argument is that consulting results depend less on expertise than on reading the situation correctly: diagnosing which role a client needs, framing value before discussing money, refusing wrong-fit clients, and treating the relationship as service rather than a transaction.
Read more
The five posts circle the same decisions — who to work with, what to say about price, and how to keep clients long enough to produce results.
They also describe a shift from taking anyone who said yes to walking away from prospects who show too few signs of being a good client.
A consistent commercial path runs through the posts: a consultant-archetype quiz, a weekly resource letter, and a direct-message call to book.
A consultant's real skill is diagnosing which role the client needs
Dale Gibbons argues that consultants lose clients they should have kept because they default to whichever role feels most comfortable instead of the one the problem calls for.
Read more
Three roles are separated: coach, who helps a client see a situation clearly and decide on strategy; consultant, who works hands-on inside the implementation; and mentor, who is available for guidance as the client grows as a leader.
The reasoning is that most consultants build an identity around one role, then apply it to the wrong problem — coaching someone who needed implementation help, or coaching when the client needed mentoring.
The practical advice is to read which situation the client is in and switch deliberately.
An American-football analogy illustrates the difference: the coach watches from the sidelines and spots what players cannot; the consultant joins the huddle, working with the systems and the work; the mentor is not at the game but is a phone call away. The post closes by asking readers to name the hat they are wearing with each client.
Dale Gibbons states this came from a costly mistake: losing clients before realising the mismatch was about the role being played rather than the quality of the advice.
The argument is that pricing problems are framing problems, not arithmetic problems.
Read more
Dale Gibbons describes a talk track used early in conversations, well before a proposal, built on the line "I'm just out here turning nickels into quarters."
The phrase is repeated two or three times so that when someone raises money, the exchange is already established.
The stated rule is that waiting until a prospect asks what you charge is already too late, and that the words matter: saying something like "I take 20% of profit" reads as giving something away, while a nickel-for-a-quarter trade does not.
Dale Gibbons describes finding $500,000 in untapped profit in a client's business as "the quarter" and a $25,000 fee as "the nickel," and gives a specific line for pushback: "I get it. $25,000 is a lot. It's just not as much as $500,000."
Winning the wrong client is worse than losing a deal
Dale Gibbons argues a consultant's worst mistake is not a lost deal but a signed client who was never going to change.
Read more
The reasoning comes from a pattern observed early in Dale Gibbons's career: prospects who said yes and looked easy, then blamed, made excuses, and resisted weeks later.
The post gives seven things to check before accepting a client — an expensive problem, the resources to solve it, willingness to change, taking responsibility, valuing expertise, following through, and thinking long term — and sets an explicit threshold: if two or more are missing, walk away.
Dale Gibbons frames the refusal as leadership rather than rejection, and connects the approach to a sales framework called Benevolent Servant Leader, in which selling is helping someone make the best decision for themselves rather than persuading them.
The concrete image is the short list of symptoms Dale Gibbons says showed up after the easy yes: "Blame.
Excuses.
Resistance."
The stated remedy is to check the seven signs before saying yes rather than after.
The post marks a change from an earlier practice of taking on anyone who said yes, which Dale Gibbons now treats as the wrong measure of a working consulting business.
Trust comes from looking past the business problem
Dale Gibbons describes servant leadership as the working approach and describes looking beyond the presenting business issue for what is called "headtrash" — the thinking that stops a client from solving their own problem.
Read more
Eight behaviours follow: listen before you lead, understand before you advise, teach plainly without talking down, tell the truth early even when it is uncomfortable, empower rather than rescue, lead by example, protect your standards, and measure success by client growth. The reasoning is that clients follow advice from someone they trust, and that trust is built from actions — showing up prepared and keeping promises — not from cleverness.
One practice is to tell a client what problem they cannot see, offer a solution, then let them work from there instead of rescuing them. Another is to explain a complicated problem plainly rather than trying to sound impressive.
Dale Gibbons acknowledges that this approach takes more patience than others expect of business, and presents that as the trade-off for long-term clients over quick transactions. It sits alongside the posts' recurring promise of turning expertise into a seven-figure consulting business.
Client acquisition is a system you run, not a network accident
The clearest argument about how consulting businesses get built comes through one client's story: a repeatable sequence of building a warm list, crafting a first offer, and starting real conversations, supported by group calls and frameworks.
Read more
Dale Gibbons argues that capability was never the constraint for this client; a system, mentorship, and structure were. The post credits the process and community with providing structure, while attributing progress to how the client chose to show up.
Pete had been let go from a corporate HR role and had never sold his expertise independently.
Within 60 days, he signed a tech founder as his first client at a fee above his comfort zone; the engagement ran six months.
Over roughly a year, he narrowed his focus to home-service professionals, rebuilt a network beyond former coworkers, and began drawing work through BNI and local outreach.
Pete says he began making better use of the expertise available to him and focused on consistent action, offering the client's perspective on the same period that Dale Gibbons frames.
This is the clearest statement of Dale Gibbons’s approach to consulting.
Read more
It names the roles, gives an analogy, and admits a costly mistake in one post.
Gibbons describes losing clients by taking the wrong role: coaching when someone needed consulting, or coaching when someone needed mentoring.
The three roles are coach (spot what clients cannot see and set strategy from the sidelines), consultant (work inside the team on implementation), and mentor (a phone call away for leadership guidance).
An American-football analogy clarifies the distinction.
The advice: diagnose the client’s problem and switch roles accordingly, rather than defaulting to the role that feels most comfortable.
The post ends with a self-assessment quiz and an offer to book a call.
For brands planning a campaign
The three-hats frame gives webinar guests a way to sort their own client problems in the first ten minutes, opening the door to a co-authored diagnostic or worksheet.
It answers the question every independent consultant eventually asks: what do you say when a prospect asks what you charge?
Read more
The answer is a specific script, not a general principle.
Gibbons describes a talk track called MOCAA and a line used early and often: "I'm just out here turning nickels into quarters."
The aim is to anchor value before discussing price, then tie the fee to a much larger recovered amount — a $25,000 fee against $500,000 of untapped profit.
The post warns against wording like "I take 20% of profit," because giving something away reads differently from an exchange.
Gibbons says the line is repeated two or three times before money comes up; by the time someone asks about price, it’s already too late.
For brands planning a campaign
A pricing script offers practical value to a consulting-firm audience. It’s a strong fit for a co-authored playbook chapter or live teardown, with attendees bringing their own pricing language.
This is the only extended client example in the group, showing how the advice played out for one named person over time.
Read more
Pete had been let go from a corporate HR role and had never sold his expertise independently.
Gibbons describes a structured path: build a warm list, craft a first offer, and start real conversations.
Within 60 days, Pete signed a tech founder as his first client at a fee that stretched him; the engagement ran six months.
Over roughly a year, Pete refined his niche toward home-service professionals, rebuilt his network beyond former coworkers, and started generating work through BNI and local outreach.
Gibbons credits the process and community with providing structure, but says progress came from how Pete chose to show up.
For brands planning a campaign
A named client story gives a partnership a credible human anchor. It can open a webinar and carry attendees through a before-and-after arc, showing the kind of transformation a co-authored playbook could promise.
This is the most checklist-like piece in the set, making it the easiest to test with a consulting audience.
Read more
It answers who to work with, not just how to sell.
Gibbons argues that a consultant’s real mistake is winning the wrong deal.
Drawing on early experience taking anyone who said yes, the post lists seven signs: an expensive problem, resources to solve it, willingness to change, taking responsibility, valuing expertise, following through, and thinking long term.
If two or more are missing, the advice is to walk away and treat that as leadership rather than rejection.
The piece ties sales to a framework called Benevolent Servant Leader, describing the seller’s job as helping someone make the best decision for themselves.
For brands planning a campaign
A seven-sign list lends itself to an interactive segment: audience self-scoring, small-group discussion, or a downloadable qualification checklist carrying the partner's brand alongside Gibbons's.
It answers what happens after the sale: how a consultant keeps clients long enough to produce results.
Read more
It’s the values-side counterpart to the pricing and qualification posts.
Gibbons calls servant leadership the go-to approach and describes looking beyond the business problem to the "headtrash" keeping a client stuck.
Eight practices follow: listen before you lead, understand before you advise, teach plainly, tell the truth early, empower instead of rescue, lead by example, protect your standards, and measure success by client growth.
The post acknowledges that the approach takes more patience than other business styles and connects it to long-term clients, then points to a weekly resource letter read by nearly 1,000 consultants.
For brands planning a campaign
This piece provides a values framework for a partnership. It pairs naturally with the pricing and qualification posts and could become the "why" section of a co-authored playbook or the closing argument of a webinar.
A consistent post format with one commercial path5
Qualifying clients before saying yes2
Client acquisition as a system, not a network accident2
Anchoring value before discussing price1
Coach, consultant, and mentor as distinct roles1
Earning trust through servant leadership1
Qualifying clients before saying yes
Dale Gibbons argues that a consultant’s worst mistake is not losing a deal but winning the wrong one.
Read more
They offer a seven-point prospect check: the prospect has an expensive problem, the resources to solve it, a willingness to change, a sense of responsibility, respect for expertise, follow-through, and a long-term outlook.
The rule is to walk away when two or more traits are missing, framing that refusal as leadership rather than rejection.
The post also names a “Benevolent Servant Leader” framework for selling as helping someone make the best decision for themselves.
A numbered list of seven observable prospect traits and a clear threshold for walking away.
For brands planning a campaign
A guest webinar built around the seven-point check would let the consulting firm compare Gibbons’s pre-qualification questions with its own intake criteria. The two lists could also become a co-authored playbook section on screening out wrong-fit clients early.
Gibbons describes a value-framing routine called the MOCAA Talk Track, built on the line "I'm just out here turning nickels into quarters."
Read more
The phrase is repeated two or three times early in a conversation so that when pricing comes up, the exchange is already established.
Gibbons advises against saying "I take 20% of profit," and gives a specific reframe in which a $25,000 fee is answered with "It's just not as much as $500,000."
The conclusion is that the work sits in how early value is framed, not in the numbers themselves.
A repeated verbal anchor and two-question sequence to separate value from price before a proposal.
For brands planning a campaign
This is focused, teachable material for a webinar segment on value conversations, using the firm’s pricing objections as live examples. A playbook chapter could turn the repeated phrase, two clarifying questions, and fee-to-outcome reframe into a script.
Client acquisition as a system, not a network accident
In a client story about Pete, a former corporate HR leader who moved into independent consulting after being let go, Gibbons describes how Pete built a warm list, crafted a first offer, and started conversations with potential clients.
Read more
Within 60 days, Pete signed a tech founder as his first client at a fee above his comfort zone.
After a six-month engagement, Pete refined his niche to home service professionals and rebuilt a network beyond former coworkers, later drawing work through BNI and local outreach.
Gibbons credits the process and community for the structure, and Pete for how he showed up.
A named client narrative tracing the path from warm list and first offer to conversations and first engagement, followed by niche refinement.
One secondhand account of a single client. Ask for confirmation of the timeline, fee, and results before using it as a case study.
For brands planning a campaign
This is the clearest case-study structure for a co-authored playbook: a 60-day sequence, an uncomfortable first fee, and later niche refinement. The firm could reproduce that structure with its own client examples and test whether the sequence holds for longer sales cycles.
Gibbons writes that consultants lose clients they should have kept by wearing the wrong hat.
Read more
They distinguish three roles: a coach helps clients see clearly and make strategic moves; a consultant supports hands-on implementation; and a mentor helps clients grow as leaders.
An American-football analogy makes the distinction: the coach stands on the sidelines, spotting what players cannot see; the consultant is in the huddle delivering; and the mentor is a phone call away.
The problem, Gibbons argues, is that most consultants build an identity around one comfortable role and then try to solve the wrong kind of problem.
A three-role typology explained through an extended sports analogy and a diagnostic question about current clients.
For brands planning a campaign
This framing device could open a playbook by clarifying where a consulting engagement ends and coaching or mentoring begins. It also works as a short webinar self-assessment.
In a post on why clients follow advice, Gibbons sets out eight practices: listen before you lead, understand before you advise, teach what you know in plain language, tell the truth early even when it is uncomfortable, empower instead of rescue, lead by example, protect your standards, and measure success by client growth.
Read more
The approach looks beyond the business problem to what Gibbons calls “headtrash” blocking the client. Gibbons says it is slower but more durable, producing long-term clients rather than quick transactions.
A numbered list of eight behaviors, each contrasting what to do with what not to do.
For brands planning a campaign
The eight practices could anchor a webinar on client relationships, with Gibbons testing each against cases where trust was lost. In a playbook, they fit an early chapter setting expectations for how the engagement will run.
The five posts share a recognizable structure: a short hook, a promise of what changed or how to do it, a numbered or named list, a reflective closing question, and a call to action.
Read more
The commercial path is consistent too: a quiz that reports a consultant archetype, a weekly resource letter that Gibbons says nearly 1,000 consultants receive, and a direct message with the word “ready” to book a call. Every post carries the same follow request about turning expertise into a seven-figure consulting business.
A repeatable template across all five posts: hook, list, question, and call to action.
Ask Gibbons to verify the subscriber figure and quiz results before using them.
For brands planning a campaign
A partner can rely on written LinkedIn posts built around one idea and a list.
A guest webinar would be a new format, so plan for scripting and rehearsal.
A co-authored playbook could draw on frameworks Gibbons already explains in text.
Dale Gibbons's LinkedIn posts disclose no sponsor, affiliate, owned business, employment, client, investment or partnership relationships.
Read more
Named organizations appear only as analogies or third-party examples—a football team in a coaching metaphor and BNI in a client story—not as their commercial relationships. The posts include no brand-deal examples or disclosure records; ask for a current list of commercial relationships and any disclosure records.
Dale Gibbons writes about the decisions that determine whether a consulting practice works: what role a client actually needs, how to talk about money before a proposal, which prospects to turn down, and how trust is earned over a longer engagement.
Read more
The five posts form a short, practical curriculum.
Readers new to the work can start with the three-role post on coach, consultant, and mentor, then read the pricing post on framing value before price comes up, followed by the seven-point client check and the servant-leadership list.
The client story about Pete shows what the sequence looks like over roughly a year.
The posts share a format — a short hook, a named or numbered list, a closing question — and a single commercial path through a consultant-archetype quiz, a weekly resource letter, and a direct-message call to book.
Readers looking for platform mechanics, offer design, or outreach scripting will find those topics covered better by the three comparable creators below; readers looking for the conversation and qualification layer of consulting will find Gibbons closest to that.
Consulting business growthClient acquisitionClient qualificationPricing and value framingServant leadershipCoaching and mentoringConsulting practice coachingLinkedIn postsNumbered-list postsIndependent consultantsB2B service business owners
Sara Royf also writes for consultants about getting clients through written LinkedIn activity.
Read more
Both creators pair a clear weekly routine with an offer for consultants who want a steadier pipeline. They use short posts built around a list and a specific number — posts per week, outreach messages, follow-ups — rather than general encouragement.
Royf concentrates on platform mechanics: profile optimization, posting cadence, DM openings, and a client portal for profile recommendations.
Dale Gibbons focuses on the conversation and decision layer — which role to play with a client, how to frame a fee before it is questioned, and when to decline a prospect.
Readers who need the mechanics should start with Royf; those who need the judgment calls should start with Gibbons.
David Ellis runs a consulting practice aimed at founder-led B2B service businesses, publishes the actual shape of that business — offers, fees, client limits — and argues that long-form content can carry a sale, making the sales call a final fit check.
Read more
Dale Gibbons overlaps with Ellis in treating client acquisition as a system consultants design and run, and in describing a move away from taking every client who says yes.
Ellis organizes the work around offer design and positioning — market resonance, three tiers of engagement, and a deliberate cap of 36 clients — and uses content as the top of the sales process.
Dale Gibbons writes about what happens inside the client relationship: diagnosing the role a client needs, choosing pricing language, and the trust behaviors that sustain an engagement.
Readers choosing between them should pick Ellis for business-model and positioning questions, and Gibbons for the client conversation itself.
Saskia Childe writes for consultants and founders about the discomfort of reaching out to prospects and attracting clients who buy on outcomes rather than price.
Read more
Both creators treat qualification and value framing as what separates a good client list from a draining one, and use a specific script or phrase to make the point concrete.
Childe's posts are outreach and messaging tutorials: how to open a DM after a post engagement, reframe a service for higher-revenue buyers, and avoid sounding salesy.
Dale Gibbons spends less time on the opening message and more on the middle of the relationship — switching between coach, consultant, and mentor, telling a client an uncomfortable truth early, and deciding whether to take the work at all.
Childe is the better starting point for cold and warm outreach; Gibbons is the better one for the qualification and pricing decisions that follow the start of a conversation.
The five posts point to an audience of independent consultants and owners of small consulting practices, not enterprise buyers.
Read more
Each addresses a business problem consultants face: which clients to take on, how to frame prices before the money conversation, how to lead client relationships as a servant leader, and how to market newly independent expertise.
That makes the content a fit for partnerships about client acquisition and pricing, but not material aimed at consultants’ end customers.
One post reports that nearly 1,000 consultants receive the weekly resource letter.
LinkedIn shows 51,655 followers, a measure of size rather than audience composition.
Ask Dale Gibbons for documented information on readers’ roles, business sizes, and locations, along with recent engagement or registration results for comparable client-acquisition and pricing content.
A guest expert webinar or co-authored playbook can be scoped once that information is available.
LinkedIn followers
51,655
Dale Gibbons's LinkedIn profile record in the channel data · 2026-10-11
Weekly resource letter subscribers
Nearly 1,000 consultants (self-reported)
Dale Gibbons's own description of the resource letter's readership · 2026-09-24
Dale Gibbons's five posts offer no sponsor program, media kit, rate card, disclosed brand partnership, or published partnership inquiry route.
Read more
They ask readers to contact Dale as consulting clients, not sponsors: send a direct message with the word "ready" to book a call, take a consultant-archetype quiz, or subscribe to a weekly resource letter that they say reaches nearly 1,000 consultants.
The posts describe no formats a brand could buy, editorial terms, exclusivity, disclosure practices, or lead times, so a partnership plan cannot be built from them as they stand.
For planning, the posts show the business a partner would sit alongside.
LinkedIn is the only named channel; the posts are dated 22 September to 8 October 2026, and each closes with the same direct-response call to action.
Gibbons also describes running group calls and a paid process with tools and frameworks for consultants, and cites a client who built local outreach through BNI.
The recurring audience-facing assets a sponsor might appear alongside are the weekly letter and quiz funnel; neither has a stated sponsorship policy.
Ask Dale whether sponsorship, co-marketing, guest-expert, or co-authored formats are available, and request a media kit, pricing, audience breakdown by channel, and disclosure terms.
Until then, treat all partnership formats—including the proposed guest webinar and co-authored playbook—as unverified.
Good subject-matter fit for a B2B consulting firm seeking content on client acquisition and pricing for independent consultants. The strongest angle is a practical session on qualifying prospects before discussing fees: Dale Gibbons’s posts offer a seven-point client-fit checklist, a specific value-framing talk track, and a client-acquisition story tracing the path from warm outreach to a first engagement. The material is aimed at consultants making these decisions themselves, not their clients’ end customers. A webinar could turn the checklist and talk track into exercises; a playbook could adapt them into scripts and worksheets. These are proposals, not confirmed offers. Before proceeding, ask whether Gibbons is open to either format, and request audience-role and geography data, plus results from comparable content. The resource letter’s nearly 1,000 consultants is self-reported; request audience-composition data rather than relying on the LinkedIn follower count.
Read more
Worked angle
“Qualify the client, then frame the value”: attendees score a hypothetical prospect against the seven signs Gibbons describes, then rewrite a price conversation using the MOCAA “nickels into quarters” framing. Close by mapping the steps in Pete’s account—from warm list and first offer to conversations and a first client—into an acquisition checklist. Present Gibbons’s examples as their reported advice and case story, not independently verified outcomes.
When to choose a specialist
Poor fit for a consumer-facing campaign promoting a product to general shoppers, such as a household budgeting app. The posts address consultants’ sales, client selection, pricing, and delivery practices, not consumer audiences or household budgeting. They also document written LinkedIn posts, not an established video, live-event, or sponsored-content format. Consider Gibbons for this campaign only if audience research and a relevant work sample support the match.
A worked campaign example
For a consulting firm seeking content on client acquisition and pricing, propose a 45-minute guest webinar, subject to Gibbons confirming availability and terms.
Open with their distinction between coaching, hands-on consulting, and mentoring: ask attendees to identify which role a stuck client needs.
Next, have them apply the seven-sign prospect checklist and discuss when the post recommends walking away.
Finish with a pricing exercise using the “nickels into quarters” line and the post’s example of a $25,000 fee against $500,000 in untapped profit.
Offer a co-authored playbook as a follow-on resource, with the qualification checklist, space to adapt the value-framing script, and a client-acquisition sequence based on Pete’s story.
The partner should supply its own examples and review any claims about financial outcomes.
Before treating either format as bookable, confirm audience composition, participation and lead-measurement expectations, editorial approval, disclosures, and commercial terms.
Choose Sara Royf ahead of Dale Gibbons when the partnership is specifically about making LinkedIn a repeatable client-acquisition channel, especially for consultants who post too rarely or avoid direct outreach.
Read more
Royf gives a concrete weekly cadence: two posts, ten direct messages, and a running follow-up list.
They also offer a diagnostic sequence for reviewing what is not working: what you post about, how you start conversations, and how you move toward a call.
That makes Royf a better fit for a practice-led webinar and playbook participants can run inside LinkedIn, or a co-authored resource on profile optimization and outreach habits.
Royf also describes building a client-facing portal for profile recommendations and testing it with writers and beta testers, offering a product-resource angle absent from Dale Gibbons's posts.
Royf's posts show a LinkedIn operating routine and a profile-optimization service, but not a qualification checklist, pricing talk track, or client-acquisition story with named steps and outcomes.
A partnership would trade breadth on pricing and client selection for depth on one channel and a clearer content-product story.
Before booking, ask who the audience is and whether Royf is commercially available.
Choose David Ellis when the audience is founder-led B2B agencies and consultancies rather than independent consultants early in a solo practice, or when the firm wants a webinar and playbook covering business-model design as well as client acquisition.
Read more
Ellis explains a specific growth position, Market Resonance, and a three-level offer structure: a leveraged group program, a higher-access version, and a fractional CMO engagement.
They also document a deliberate client cap of 36 and a content-led sales process in which long-form material does the early selling and a sales call serves as a final fit check.
Ellis is a better choice if the partnership needs material on positioning, productized offers, and closing high-ticket work with fewer calls.
Ellis's posts focus on running and scaling a consulting or agency business, not on helping a consultant qualify a prospect or handle a price objection in the moment.
They give revenue figures and engagement structures, but not the kind of checklist or script in Dale Gibbons's posts.
A deal with Ellis would better suit an owner-operator audience focused on growth models and sales leverage; it would be less suited to practical pricing conversations for newer consultants.
Before booking, ask about sponsorship terms and event format.
Choose Saskia Childe when the campaign centers on outreach messaging and positioning to attract higher-value clients, not a complete acquisition sequence.
Read more
Childe's posts address the discomfort of reaching out, the difference between low-income leads who ask about price and high-revenue clients who ask how quickly a problem can be solved, and a message shift toward ROI, urgent problems, and qualification. That makes Childe useful for a co-authored playbook or webinar exercise on rewriting outreach and sales messaging to filter for better-fit clients.
Childe's posts are fewer and older than the other alternatives, and they do not show a live client-acquisition story, a prospect checklist, or a named pricing framework like Dale Gibbons's posts.
A partnership with Childe would trade a fuller qualification-and-pricing structure for sharper messaging and qualification ideas.
Before booking, ask for audience size, engagement rates, and available sponsorship or co-created formats.
This page rests on five full LinkedIn posts by Dale Gibbons: the three roles of coach, consultant, and mentor; talking about prices before a proposal; seven signs of a strong prospect; servant leadership in client work; and one client's move from a corporate HR role into independent consulting.
Publication dates are not consistently stated alongside the posts, so the page makes no claim about how these ideas developed over time.
No video, audio, long-form writing, or live-event material appears here, and the posts' own claims about the quiz, the weekly resource letter, and the client story are reported as the posts state them, without independent confirmation of results.
The posts document no brand, sponsor, or partnership relationships.
A comparison comes from two posts each by three other consultants writing for the same audience.
Everything here is a reading of the posts and the accompanying sections; audience composition, paid formats, and campaign results are not established by the posts.
