Tom McMakin works with professional services firms on business development, client growth, and marketing. The posts discuss helping firms expand existing accounts, build relationships with clients, and create thought leadership.
Most useful for helping professional services firms expand existing clients through relationship-driven business development.
Best for
Professional services consulting firms seeking keynotes or workshops on account growth and client relationships.
Not for
Consumer lifestyle or mass-market software brands wanting high-reach sponsored posts and follower-scale guarantees.
Key takeaways
Ask what the other person is trying to get done before pitching.
Grow existing clients, not just new logos.
Producing thought leadership is the bottleneck in demand generation.
Check first: Confirm format, availability, fee, and audience data before contacting them.
Main ideas
Ask what the other person is trying to get done before pitching · Grow existing clients, not just new logos · Producing thought leadership is the bottleneck in demand generation
Tom McMakin writes and speaks about business development in professional services.
Their posts focus on building client relationships, expanding work within existing accounts, and helping firms connect their expertise with clients’ needs.
In one detailed account, they describe setting aside a follow-up pitch to ask a client what she was trying to accomplish and what might get in the way; her answer revealed a need for help producing thought leadership.
Other posts point to their interest in leading sales conversations with clients’ industries and functions and to speaking with legal marketing leaders.
The strongest example of McMakin’s approach is a candid, step-by-step account of a business development conversation that nearly became a routine proposal follow-up.
They show how asking about a client’s priorities and obstacles surfaced a more relevant next step than repeating the original offer.
That practical self-correction makes the advice easier to evaluate than a generic call to build relationships.
Other posts broaden the picture: one argues that professional services sales works best when led by industry and function, while a speaking announcement places their work before legal marketing leaders.
To assess the industry-and-function argument and benchmarking announcement, ask for the underlying article and report; neither is included in the posts.
A repost of Michael Zipursky’s workshop is a peer promotion, not a claim about their own teaching or offer.
Tom McMakin's posts return to one problem: how professional services firms win work and grow accounts.
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The argument is consistent — business development is a relationship and account-expansion discipline, not a pitch or a new-logo contest.
Their priorities are to ask about the other person's goals and obstacles before presenting, deepen work inside existing clients, get practitioners producing thought leadership for demand generation, lead sales conversations with the client's industry and function, and give firms a way to measure business development against peers.
The material also shows them speaking to professional services marketing leaders and sharing another consultant's workshop as a guest view.
Ask what the other person is trying to get done before pitching
Tom McMakin argues that a business development conversation should begin with the other person's priorities and obstacles, not with your proposal.
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The reasoning is practical: the real blocker surfaces on its own, and the next step becomes a response to the client's problem rather than a request for a decision on your pitch. They call the sequence "climbing up the relationship ladder" — an introduction, then a call, then a coffee — and write that the lesson is to ask what people are trying to get done and what keeps them from it.
After an introduction to a private-equity-backed healthcare consulting firm and a proposal for business development training, Tom McMakin got a second Teams call.
The instinct was to ask whether the proposal had been read.
Instead, they asked how the quarter had gone and what the person felt proud of year to date.
The answer — marketing plans were set for each practice, and the hard part would be producing thought leadership — opened a different conversation.
McMakin opens the post by admitting the irony: "We teach this stuff.
You would think I would know to stop talking and start asking."
Tom McMakin draws a line between winning new logos — what the firm in the story called "making new friends" — and expanding the firm's remit inside current clients.
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The opportunity in existing accounts is to share the full inventory of services and extend work across the client's business units. Their proposed response was business development training for account leads, with a special emphasis on building key accounts.
The healthcare consulting firm's team was connecting with new logos but struggling to expand in current clients. That gap prompted the account-lead training proposal in the post.
Producing thought leadership is the bottleneck in demand generation
In the same account, the client's hardest task is getting practice professionals to write.
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Tom McMakin treats that as a demand generation problem: a firm can have a marketing plan ready for each practice and still stall on producing the content the plan depends on. They offered examples of published work created for other clients.
The client said, "Producing thought leadership for our demand gen machine.
It is so hard to get practice professionals to write."
Tom McMakin replied that this is work done for other clients and offered to send examples; the prospect agreed.
Lead professional services sales with industry and function
Tom McMakin's central positioning argument is that sales in professional services works best when a firm leads with the client's industry and function rather than its own service lines.
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That is a claim about how a firm shows up in a sales conversation, not just how it describes its capabilities. The post is field reporting: they spent a month walking the Avenues in New York, meeting clients and talking shop.
The post summarises what Tom McMakin heard in those rooms — that leading with industry and function matters for how professional services firms sell — and points to a longer piece. Ask for the linked article to review its supporting cases and reasoning.
Tom McMakin presents a benchmarking questionnaire as a diagnostic for firms that want to know how their business development effort compares with others in professional services.
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The logic is comparative: see where the firm stands, then point the team toward BD excellence. Ask for the benchmark document to review what it measures and how it works.
Tom McMakin writes that the team produced a useful missive and asks readers to place an order to benchmark their business development efforts against what others in professional services are doing.
Teach business development in the rooms where professional services leaders gather
Tom McMakin speaks to professional services marketing and business development leaders about how firms drive business development.
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The Lex Mundi Americas Regional Marketing Meeting illustrates the audience and subject: legal marketing leaders from across the globe discussing how firms connect, grow and serve clients.
Tom McMakin was invited to speak at the meeting and describes the conversations as rich and the perspectives diverse. The post identifies the venue and topic; ask for a session outline to assess the presentation's content.
Guest view: Michael Zipursky's consulting workshop
One post introduces another consultant's programme, not an offer from Tom McMakin.
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Michael Zipursky of Consulting Success runs a two-day Consulting Momentum Intensive; the body of the post is Zipursky's promotional copy.
The guest argument is that consultants can grow through a structured programme covering pipeline building, niche selection, ideal-client definition, messaging, a discovery offer, a daily marketing plan, and value-based fees.
McMakin's contribution is the framing line, "From a friend of mine, Michael Zipursky, in the consulting consultants world!"
The shared post lists the workshop curriculum: a roadmap for starting or growing a consulting business, a method for choosing a niche, exercises to profile an ideal client, a messaging formula, the discovery offer technique, an example daily marketing plan, and a framework for value-based fees.
Start here if the question is "how does Tom McMakin actually do relationship-driven business development?"
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This is the only post here that walks through a real sequence — intro, call, proposal, silence, second call — and shows the method in action instead of just describing it.
Tom McMakin opens by admitting the irony: "We teach this stuff.
You would think I would know to stop talking and start asking."
The post traces one opportunity with a private-equity-backed healthcare consulting firm.
An introduction to the CEO led to a conversation with a key lieutenant, then a Teams call about connecting the firm's consultants with clients.
McMakin proposed business development training focused on building key accounts and sent a proposal.
A month later, when a second call finally happened, the instinct was to ask whether the proposal had been read.
Instead, they asked how the quarter had gone and what the person felt proud of year to date.
The answer — marketing plans were set for each practice, and the hard part would be "producing thought leadership for our demand gen machine," because practice professionals resist writing — suggested a natural next step unrelated to the original pitch.
They describe this as "climbing up the relationship ladder": an intro, then a call, then a coffee.
The lesson they write down for themselves is to ask what people are trying to get done and what keeps them from it.
For brands planning a campaign
This is the most workshop-ready item here.
Professional services teams can replay the sequence against their own stalled account conversations, and the closing line — ask what the client is trying to accomplish and what is blocking it — gives a room a takeaway to practice in pairs.
It also gives practice leaders a self-deprecating frame: the trainer nearly pitched instead of listened.
This is the shortest item but the clearest statement of Tom McMakin's central argument: professional services firms sell better when they lead with the client's industry and function rather than their own service lines.
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Read it to see whether that thesis matches the problem you're trying to solve.
The post points to a written piece and summarizes its argument.
McMakin frames it as field reporting: a month of walking the Avenues in New York City, meeting clients and talking shop.
They write that sales in professional services works best when you lead with industry and function, and that this changes "how we show up."
Ask for the underlying article to review the supporting cases and reasoning.
For brands planning a campaign
The industry-and-function framing gives firms whose partners open with a service line ("we do tax" or "we do litigation") a ready-made reframe.
It could serve as a session title or discussion prompt.
Ask for the full article before using it in a brief; the post alone doesn't include the examples.
Read this to see the room Tom McMakin speaks to and the subject they are invited to cover: business development inside professional services firms, in front of marketing and BD leaders rather than practitioners.
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McMakin writes that they were invited to speak at the Lex Mundi Americas Regional Marketing Meeting on how professional services firms drive business development.
They describe the audience as legal marketing leaders from across the globe and the conversation as wide-ranging — connecting, growing, and serving clients.
The post thanks the organizers and summarizes the setting; it is not a transcript or outline.
It shows the kind of venue and level of audience, while its topic tags place the work in professional services, marketing leadership, and client growth.
Two additional hashtags in the post are not explained in the text.
For brands planning a campaign
Useful as comparable-engagement evidence when a firm's marketing or BD leadership is deciding whether the material is aimed at them.
It also shows the format McMakin is booked for: a conference session for a leadership audience, not a hands-on training room — a different design from the workshop the first item suggests.
Ask what was presented before using the post to claim a specific curriculum.
Read this to understand the diagnostic side of the work: before training a team, firms can compare their business development effort with what other professional services firms are doing.
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McMakin says they are proud of "the team" for writing a useful missive, and asks readers to place an order to benchmark how their business development efforts stack up against others in professional services — then point the team toward BD excellence.
The post refers to a team and an order process, indicating an organization behind the work, but names neither the organization nor the publication.
Ask what the benchmark measures, who it surveys, and how it is priced before recommending it.
For brands planning a campaign
Pairs naturally with a workshop: establish a baseline, then train against the gaps it exposes. Confirm what the benchmark covers before proposing it as part of a program; the information here is an announcement, not the instrument.
Read this to see whose work Tom McMakin puts in front of their audience.
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It is a share, not an original piece, so treat the substance as the other consultant's, not McMakin's.
McMakin introduces and reposts a two-day Consulting Momentum Intensive run by Michael Zipursky of Consulting Success.
The post includes the workshop's promise to help over a thousand consultants grow their firms, a $45 ticket price, and a pledge that all proceeds go to the Lifewater charity.
The body is Zipursky's promotional copy for the workshop — the roadmap, niche selection, ideal client exercises, pricing framework, and so on.
McMakin's contribution is the one-line framing: "From a friend of mine, Michael Zipursky, in the consulting consultants world!"
Nothing here describes their own program.
For brands planning a campaign
Shows a habit of promoting peers' offerings to a consulting audience, relevant if you're considering a joint event or co-marketing arrangement. Don't present it as evidence of McMakin's own curriculum or pricing; the workshop content belongs to another consultant.
McMakin recounts being introduced to the CEO of a private-equity-backed healthcare consulting firm and then to a senior colleague.
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The conversation turned to how the firm connected its specialists with the clients they could best serve.
After sending a proposal for business development training, they joined a follow-up call and, instead of asking about the proposal, asked how the quarter had gone and what would be hardest to execute.
The question surfaced the firm's real obstacle: producing thought leadership for its demand generation.
McMakin calls the sequence "climbing up the relationship ladder" (intro, then a call, then coffee) and closes by saying people should stop talking about what they want to talk about and start asking about the person they want to serve.
Climb the relationship ladder one step at a time. Open each conversation by asking what the other person is trying to get done and what keeps them from it.
For brands planning a campaign
This is the clearest demonstration of McMakin's teaching style: a short, specific client story that becomes a repeatable questioning sequence. It gives a keynote or workshop a concrete script that practice leaders can rehearse, rather than general encouragement to "build relationships."
Growing revenue inside existing clients, not just new logos
The firm in McMakin's account was good at "making new friends" — winning new logos — but struggled to expand its remit inside current clients.
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The opportunity was to share its full inventory of services and extend work across clients' business units. McMakin proposed business development training for account leads, with particular emphasis on building key accounts.
For brands planning a campaign
A firm whose growth plan depends on account expansion can use this as a diagnostic: the topic distinguishes winning new clients from deepening existing relationships and identifies the internal obstacle blocking the latter. It maps directly onto a workshop module for account leads.
Thought leadership production as the demand generation bottleneck
In the same account, the client's hardest task was getting practice professionals to write.
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McMakin shifted the offer on the spot to supplying examples of published work created for other clients, and the prospect agreed to receive them.
For brands planning a campaign
For a firm whose marketing plan is written but stalled on practitioner output, this topic opens a practical conversation about producing thought leadership with busy professionals. It also shows McMakin using examples of past client work as proof, a brand can expect to see in a proposal.
Lead with industry and function in professional services sales
After a month of walking the Avenues in New York to meet clients, McMakin wrote that professional services sales work best when firms lead with industry and function, and explained what that means for how they show up.
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The post only summarises the argument and points to a longer piece. The post text does not include the linked article, so the supporting detail behind the claim is not included here.
For brands planning a campaign
This message is well suited to a keynote: a short, arguable claim about how professional services firms should position themselves, backed by a period of in-person client conversations.
McMakin promotes a benchmarking questionnaire from their team to help firms see how their business development efforts stack up against others in professional services.
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They suggest pointing the team towards BD excellence once the comparison is in hand.
For brands planning a campaign
A firm trying to change its BD culture can use a comparative benchmark as a neutral starting point for internal conversations. It also shows McMakin drawing on data about peer practice, not just anecdotes, when an engagement calls for it.
Speaking to legal and professional services marketing leaders
McMakin was invited to speak at the Lex Mundi Americas Regional Marketing Meeting about how professional services firms drive business development.
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They described the audience as legal marketing leaders from across the globe working on how firms connect, grow, and serve clients.
For brands planning a campaign
This confirms McMakin takes the stage for professional services audiences in a conference format. The post is a summary of the engagement, not a session recording.
One post shares a friend's two-day consulting workshop and lists its curriculum: pipeline building, choosing a niche, defining an ideal client, a messaging formula, a discovery offer, a daily marketing plan, and value-based fees.
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It introduces someone else's programme rather than pitching McMakin's.
This post shares another consultant's paid workshop, not an offer from McMakin. Ask McMakin directly about their services, pricing, and programming.
For brands planning a campaign
It shows the practitioner network McMakin draws on and the detailed, step-by-step curriculum they are willing to present — a reference point for how concretely one of their own workshops might be structured.
Tom McMakin describes business development work with an unnamed private equity-backed healthcare consulting firm, shares a friend's Consulting Success workshop with their network, and spoke at the Lex Mundi Americas Regional Marketing Meeting. Ask whether any named organization has a sponsorship, affiliate, ownership, employment, client, or investment relationship with Tom McMakin.
Lex Mundi
Mention
Tom McMakin spoke at the Lex Mundi Americas Regional Marketing Meeting about how professional services firms drive business development.
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Ask whether the appearance was paid, a client engagement, or an unpaid industry event.
Tom McMakin shared a two-day Consulting Momentum Intensive workshop run by Michael Zipursky's firm, Consulting Success, describing it as coming from a friend in the consulting-consultants space.
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The post promotes the workshop to their audience. Ask whether Tom McMakin had a sponsorship, affiliate, or client relationship with Consulting Success.
Tom McMakin’s posts speak to people who sell expert services—consultancies, law firms, accounting practices, and the partners and account leads within them.
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The through-line is business development as a relationship discipline rather than a pitch contest.
The account story about asking what a client is trying to get done instead of whether they read the proposal offers the clearest, most practical account of the method.
A shorter post on leading sales conversations with the client’s industry and function sets out the positioning argument behind it, while the benchmarking questionnaire turns the same question into something a firm can measure.
The Lex Mundi post documents a live message to professional services marketing leaders, making it relevant to those seeking a conference talk for that audience.
A reshare of another consultant’s workshop points to a peer’s programme, not McMakin’s own offer; treat it as context on the practitioner network, not a signature idea.
Both write for B2B and professional services firms that need to describe what they do clearly enough for referrals and networking to work.
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Gold’s argument that people cannot refer what they cannot articulate aligns with Tom McMakin’s view that business development conversations should start with clients’ goals and obstacles. Both offer a concrete diagnostic tool rather than general encouragement.
Susan Gold works on marketing and positioning, helping firms sharpen their ideal-client descriptions and put them on networking one-pagers.
Tom McMakin focuses on sales conversations and existing accounts, asking what buyers are trying to get done before discussing a proposal.
Choose Gold for positioning and message clarity, McMakin for account expansion and practitioner-led business development.
Coaches founders and owners of service businesses on selling their expertise.
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The problems echo Tom McMakin’s: pipelines left to other people’s goodwill, firms that do many things but sell none of them clearly, and growth that depends on one reliable offer rather than scattered effort.
Michael Kithcart Favor frames the issue as founder identity and a sales system, with named modes such as the referral rider and the reactive rainmaker, and a single core offer a founder can repeat.
Tom McMakin works more often with established firms’ account leads and partners, embedding a similar lesson in an in-person story about a specific client conversation.
The styles differ too: identity frameworks and workshop waitlists versus field reporting from client meetings.
Rory Channer’s work focuses on rainmakers and business development in professional services firms, backed by research with partners and published through Harvard Business Review Press. It addresses the same question of how firms build the client relationships today’s buyers expect.
Rory Channer works at the firm level with a named programme, the Activator, and a book-length research base drawing on global firms and a sponsor.
Choose Channer for a research-backed, firm-wide change programme; choose Tom McMakin for a workshop built around questioning technique and account growth.
Ask McMakin for details of the workshop format and scope.
Start with the placement question this section can actually answer: does Tom McMakin's audience overlap with the practice leaders and account managers you want in the room for a relationship-driven business development keynote or workshop?
McMakin's posts do not break that audience down by geography, age, or gender, so those attributes cannot be assessed here, and a follower count says nothing about the employer, occupation, or job seniority of the people behind it.
For those professional attributes the relevant question is whether McMakin holds audience survey results or another documented source; no such source is mentioned in the posts here.
The posts show who the material is written for and where McMakin appears.
McMakin's writing addresses people who sell and grow professional services: account leads at a private-equity-backed healthcare consulting firm McMakin was coaching on expanding work inside existing clients, marketing plans for practice groups, and practice professionals who resist writing thought leadership (17 June 2025).
McMakin amplifies a consulting-coach workshop aimed at independent consultants and consulting firm owners (2 April 2024).
On 29 September 2025 McMakin reports speaking at the Lex Mundi Americas Regional Marketing Meeting, describing the room as legal marketing leaders from firms around the world.
Taken together, the audience the content speaks to is professional-services business development, marketing, and practice leadership, and the venues are firm-level marketing and BD gatherings rather than mass consumer events.
Those are topic and venue signals, not a measured audience composition.
They are useful for judging whether the material lands with a campaign aimed at practice leaders and account managers; they do not establish how many followers hold BD roles, what seniority they carry, or which sectors and geographies they sit in.
Concrete next step: before booking, ask for attendee or registration data from a comparable session, plus any audience survey McMakin has run, covering sector mix, seniority, and geography, and recent results for the same kind of keynote or workshop on relationship-driven BD.
That request maps directly to the two materially different needs this page must support—the need for a keynote and the need for a workshop on relationship-driven BD—and is the fastest way to close the gap between topical fit and measured audience fit.
LinkedIn followers
2,213
LinkedIn profile account record for Tom McMakin · 2026-10-08
Tom McMakin's posts do not describe a partnership or sponsorship program, rate card, or booking page.
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In September 2025, they posted about being invited to speak at the Lex Mundi Americas Regional Marketing Meeting on how professional-services firms drive business development.
Other posts show the work they sell directly: business-development training and account-growth programs for consulting firms, and a benchmarking report on professional-services BD practices.
For a keynote or workshop, confirm availability, format, and pricing directly with Tom McMakin before building a plan around the talk.
Speaking engagements on professional-services business development
Buyer requirement
Tom McMakin's post mentions an invitation to the Lex Mundi Americas Regional Marketing Meeting to discuss how professional-services firms drive business development.
It does not state fees, audience size, session length, whether the talk was paid, or how bookings are made.
Confirm these details before committing the talk to a campaign plan.
Strong fit on subject, demonstrated method, and audience, pending confirmation of format, availability, and fee.
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Brief
A professional-services consulting firm wants to strengthen its business development culture and expand work with existing clients. It is considering a keynote or workshop on relationship-driven business development for practice leaders and account managers.
Why
Tom McMakin’s strongest reviewed example addresses this exact problem: a private-equity-backed healthcare consulting firm was good at winning new logos but struggled to expand its work with current clients. The proposed response was business development training for account leads focused on building key accounts.
The relationship-ladder method is teachable: intro, call, coffee. In the account story, the useful move is to ask how the quarter went and what would be hardest—not whether the proposal was read. That gives practice leaders a short sequence to rehearse with stalled accounts.
The audience signals line up: the writing addresses account leads, practice professionals, and marketing plans by practice. A speaking appearance was with legal marketing leaders at the Lex Mundi Americas Regional Marketing Meeting, on how professional-services firms drive business development. A benchmarking offer measures business development practices against peer firms.
Commercial format is unconfirmed. Tom McMakin’s posts describe an invited speaking engagement but give no fee, session length, audience size, booking route, or recording. Treat a keynote or workshop as plausible, and confirm the format and terms directly.
When to choose a specialist
Poor fit based on Tom McMakin’s posts.
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Brief
A consumer lifestyle or mass-market software brand wants a high-reach creator campaign with sponsored posts, follower-scale guarantees, and measurable consumer impressions.
Why
The reviewed work focuses on professional-services business development, not consumer lifestyle or mass-market software. It speaks to account leads, practice professionals, marketing leaders, and consulting firm owners.
Reach information is limited for a scale campaign: Tom McMakin had 2,213 LinkedIn followers when recorded. The posts provide no audience survey or breakdown by role, sector, geography, or seniority. Ask for audience and reach data before considering a high-reach campaign.
Tom McMakin’s posts show no sponsorship program, rate card, or booking page. The one partnership-like activity described is an invited industry talk, but the post does not state fees, audience size, session length, or whether it was paid.
A reshare promotes another consultant’s paid workshop; it is that consultant’s offer, not evidence of Tom McMakin’s consumer reach, pricing, or programming.
A worked campaign example
Angle
Open with the account-expansion story: new logos are working, but growth with current clients is stalled. Use the relationship ladder as the spine: introduction, call, coffee. In the working session, each account lead maps one stalled account and writes the question to ask instead of pitching: what is this person trying to get done, and what keeps them from it? Close by turning the answers into a short follow-up plan. The benchmarking offer could serve as optional pre-work; a discussion of thought-leadership production could address the likely obstacle after the session.
Audience
Practice leaders, account leads, and business development marketers.
Campaign
Relationship-driven business development keynote and working session for a professional-services consulting firm.
Format to confirm
A 45- to 60-minute keynote followed by a 90-minute working session, pending Tom McMakin’s confirmation of availability, fee, and format.
Proof points
The account story shows the trainer nearly pitching the proposal, then recovering by asking about the quarter and the hardest part of execution.
The obstacle was producing thought leadership for demand generation because practice professionals resist writing. The practical next step was to share examples of prior client work.
The public speaking evidence is an invited session for legal marketing leaders on how professional-services firms drive business development. That makes the room-level fit credible, though the session content is unavailable for review.
What to verify before pitching
Availability, fee, and whether the engagement is keynote-only, workshop-only, or both.
Session outline, length, and any recording from a comparable audience.
Attendee or registration data from a similar professional-services event.
Whether the benchmarking instrument can be used as pre-work and what it measures.
Consider Rory if the firm wants a broader, research-led approach to changing how professionals build client relationships across the firm.
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In posts about The Activator Advantage, Rory describes research involving professional-services firms and an approach intended to build collaboration with clients, partners, and internal teams. That may suit a firm-wide business-development initiative better than a session centered on one account-expansion conversation.
The posts promote the book and describe its research, but don’t show a session outline or a specific exercise for expanding work inside current accounts. Their account story is a closer match for a campaign aimed at account leads at a consulting firm struggling to grow existing client relationships.
Consider Susan if the firm’s main obstacle is unclear positioning or turning expertise into focused marketing.
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Her posts argue that firms need to clarify whom they serve, use client-history data to guide decisions, and give their network a concrete description of an ideal client. That’s a stronger fit when the session should focus on marketing clarity and referrals rather than account-lead behavior.
The examples focus on marketing strategy and networking, not on training practice leaders to expand existing accounts. Their example directly addresses that account-expansion problem and shows how a conversation surfaced a client’s execution obstacle.
Consider Michael if the buyer wants founders of professional-services firms to build a clearer sales system and concentrate on one reliable offer.
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His posts frame sales as a leadership responsibility and use the “42 Dive” idea to explain how a focused core offer can support growth. That makes him a more direct fit for a founder-focused session on sales identity, offer focus, and business growth.
The examples address founders’ sales habits and offers, not account expansion inside established client organizations or training practice leaders and account managers. Their example is more directly tied to a relationship-driven account-development challenge.
Five LinkedIn posts and authored sections describe McMakin’s work, ideas, audience, relationships, and campaign fit.
The posts include an account-expansion story, an argument for leading sales conversations with industry and function, a Lex Mundi speaking announcement, a benchmarking offer, and a reshare of another consultant’s workshop.
The post texts are undated.
The linked article and benchmark document are not available here, and the posts do not establish whether a book, show, business, or earlier career work is a signature part of McMakin’s identity.
