I’ve built a new leadership advisory service, but I cannot get any traction

[Paul Savage]

Hi everyone,

Thanks for your help in advance!

In 2024 I started my own company focusing on leadership, governance, and personal development within business. I am working with some businesses & individuals, but it's stalling, and the future looks like I should just get back to a day job

Rather than dress it up, I’d appreciate straight talking from people who’ve turned a struggling advisory or service venture around.

Three things I’m wrestling with:

1. Messaging—How can I get my message across in the business world without spamming people on LinkedIn or emails?
2. Market fit—Are time‑starved C‑suite leaders ever likely to pay for an external advisor, or am I aiming at the wrong segment?
3. Routes to trust—If you were a director, what proof or experience would you need before opening up to someone like me?

Here is more detail on the service

A Confidential Partner for Transformational Leaders​

Who does a CEO turn to when the stakes are highest, yet complete discretion is essential? Enter The Business Ghost—a one-to-one, behind-the-scenes engagement from Paul Savage for top executives. This unique service delivers unfiltered insight, strategic counsel, and unwavering support—all under a strict code of silence and client confidentiality.

Why the Business Ghost?​

Leading at the highest level can be isolating. With board members, employees, and stakeholders closely watching, it’s rarely safe to test ideas or voice doubts openly. The Business Ghost fills that gap by offering a private, unbiased outlet for your biggest decisions—free from leaks, misconceptions, or internal politics.

• 4 x 1:1 meetings per month for 6 months
• Instant access via Whatsapp 7 days per week
• Total confidentiality is governed by a formal NDA. No external references, no breach of trust.

Powerful Clarity

Reduce the pressure of going it alone. By discussing options openly and confidentially, you can sharpen decisions for bold, high-impact outcomes.

Why Confidentiality Matters​

At this level, confidentiality isn’t a perk—it’s non-negotiable. Traditional advisors may operate publicly, but The Business Ghost remains invisible to outside observers, ensuring your reputation and decision process stay strictly protected. Each conversation is covered by a formal NDA, so you can speak freely, debate radical ideas, or discuss private concerns—without fear of leaks or speculation.

Thanks in advance for any blunt feedback or “have you tried…?” suggestions

 

[ctrlbrk]

@Paul Savage

Welcome Paul.

After a quick look at your website, it looks to me a bit thin in terms of content. Have you considered started a blog-like section with inspirational content drawn from anecdotal evidence within your work?

The business you chose relies heavily on networking. I don't use LinkedIn much but, if you do, and if you are active in there, perhaps look to cross populate what you do in there back onto your website and vice versa.

 

[Paul Savage]

@Paul Savage

Welcome Paul.

After a quick look at your website, it looks to me a bit thin in terms of content. Have you considered started a blog-like section with inspirational content drawn from anecdotal evidence within your work?

The business you chose relies heavily on networking. I don't use LinkedIn much but, if you do, and if you are active in there, perhaps look to cross populate what you do in there back onto your website and vice versa.

Thanks for the reply. It's a difficult situation, as the service focuses on confidentiality, so anything I could use as proof points would have to be generic. But I take your point; how could I bring it to life?

I am all over LinkedIn and regularly post about my business (both personally and on the SPC page), but I get likes, etc., but no real leads from there.

I would love more organic leads but have no idea what the best method of getting them would be?

 

[Gecko001]

"Routes to trust" I assume that means, how can you build up trust. If they have never heard of you, then they must provide them facts about the experience you have in the sector or in fact any other sector.

 

[Paul Savage]

"Routes to trust" I assume that means, how can you build up trust. If they have never heard of you, then they must provide them facts about the experience you have in the sector or in fact any other sector.

Thank you, you make a good point. I will have a think about how to best put this across.

 

[ctrlbrk]

Thanks for the reply. It's a difficult situation, as the service focuses on confidentiality, so anything I could use as proof points would have to be generic. But I take your point; how could I bring it to life?

Take a leaf from politicians' book. When they are asked a question about an ongoing situation, sometimes they tend to reply with something like: "While I'm not going to comment on the specifics of this case, I will say, in general that someone/something should always/never do/be abc because of xyz.". Appeal to principles.

I am all over LinkedIn and regularly post about my business (both personally and on the SPC page), but I get likes, etc., but no real leads from there.

This is a common complaint here on UKBF. Many have said that social media isn't really key to bring you leads. My experience so far aligns with those claims as well.

I would love more organic leads but have no idea what the best method of getting them would be?

Speak to a marketing professional. Perhaps @Paul Carmen can advise?

 

[FreddyG]

I would say "Doctor, heal thyself!"

I am a wise old bird and I have had various businesses with varying degrees of success, ranging from over 100 employees down to me, myself and I. I have run departments and consulted for companies large and small. I have had a wonderful life and I am now enjoying a very active retirement.

When folks hear my life story, they are in awe. Airborne soldier. Chicken farmer. Bar owner. Economist. Journalist. Lecturer, Language teacher. Bin man. Steelworker. Logger. Property developer. Recording engineer. TV cameraman. People think I must know all the answers - but I do not! And your request has shown me one giant gap in my knowledge.

I do not know WTF "leadership, governance, and personal development" means. It just hits me as meaningless gobbledygook. The market for meaningless gobbledygook is a very limited one!

I once headed a team that sold market research to major media companies in the UK, Germany and Italy. That was a specific field of expertise that we sold to the likes of production companies and broadcasters in much the same way that you may go to an IT specialist for networking software. A specific skill.

So you need to be (1) specific. "I can show you how to sell more widgets." "I can show you where and how to buy widgets at a lower price than the other guy!"

And (2) you must show those time‑starved C‑suite leaders why they should come to you and not someone else.

 

[Mark T Jones]

Cut out the corporate, business-book mumbo- jumbo, and what do you have left?

What I'm seeing is something that big companies might pay for under a motivation & growth banner (but there are plenty of others offering it)

Smaller, growing business need a clear and concise outcome and rationale - without reams of business-speak. WIIFM?

 

[fisicx]

@Paul Savage do you even know who you are targeting? Why would a CEO trust you for advice and not any of the other many leadership gurus?

Maybe start by getting gigs as a keynote speaker at appropriate conferences. Unless your target client knows about you there will never be any traction.

Or pay someone like @Paul Carmen to do your marketing for you.

 

[Paul Savage]

Thank you for your thoughts, and the comments above make sense. Back to basics and be clear on my selling story. I do/have speaking events, but perhaps more are needed and clearer messaging.

Fundamentally the question you have all posed is "why you?" which I will answer more clearly

 

[fisicx]

Fundamentally the question you have all posed is "why you?" which I will answer more clearly

Before that question is answered, how are you going to make your target aware that you even exist?

The chances of a CEO realising they need help are slim. It’s more likely they will ask questions at board meetings or their mates at the golf course.

I knew someone who ran his business on the golf course. He got almost all his new clients on the links or back in the clubhouse. He was a master at stroking egos.

 

[Paul Savage]

Before that question is answered, how are you going to make your target aware that you even exist?

The chances of a CEO realising they need help are slim. It’s more likely they will ask questions at board meetings or their mates at the golf course.

I knew someone who ran his business on the golf course. He got almost all his new clients on the links or back in the clubhouse. He was a master at stroking egos.

This is also part of the challenge; as a non-executive director as well for a few businesses, it's unlikely the CEO will advertise the fact they need support. (But that is also the idea of the service.)

The networking element (sadly I cannot play golf) is key in your example and something I need to work on. Which are the best groups to interact with?

 

[Paul Carmen]

As @fisicx says, who are you targeting, what does your marketing plan say?

Do C-Suite leaders and company directors really want someone to talk confidentially at £10,000 for 6 months, or £400 an hour? I'm sure that's not all it entails, or what you actually do, but your website largely makes it sound like you do that.

Your current messaging, copy and detail does not make it clear what benefits the client will get, nor what you help them with. The presumption working with any business at a senior level is that all communication and data will be confidential.

I may be wrong, but I'm not convinced that this is a C-suite service. My only experience of this sort of consulting happening at that level is through word of mouth or networking, and having worked with lots of companies at that level, that's been very rare.

Your business model, services and marketing should all be based on research and insights, to deliver a clear lead generation plan.

Many people want help with their business plan, marketing plan, analysis and support with complex options/decision making, help and support to deliver what their business needs over a period of time, and they will often look for this online.

There are over a hundred thousand searches on Google every month for business consulting/mentoring, but you don't rank for any of them. Now, they may not all be relevant to what you want to do/offer, but some will be.

It's about researching the market, the customer searches, plus what competitors offer, to understand what your proposition should be. Only that way can you build a website and marketing plan that will generate leads from the type of clients you're looking for.

 

[ctrlbrk]

The networking element (sadly I cannot play golf) is key in your example and something I need to work on. Which are the best groups to interact with?

My own experience suggests that leadership (one of the services you sell) relies quite heavily on networking.

Perhaps, as part of your own personal growth, you may want to consider a coach that can help with developing your networking skills?

 

[Lisa Thomas]

I haven't read all the comments but I do a lot of networking and have a lot of connections, and the market is full of leadership type coaches so suspect you have a lot of competition. What are your competitors doing?

 

[Paul Savage]

I haven't read all the comments but I do a lot of networking and have a lot of connections, and the market is full of leadership type coaches so suspect you have a lot of competition. What are your competitors doing?

Thanks, Lisa, I agree I am operating in a crowded marketplace. I speak to a range of competitors, and everyone is currently struggling. I agree with the comments above that in a crowded marketplace I need to be clear on my offering and targetted with my approach

 

[Gecko001]

Regarding confidentiality, you mention, do not mention it. Either in any of your blurb, or dealing with prospective clients in any way. Why? Because it is a given in all services like this, from accountants to doctors, to civil engineers, to financial advisors. In fact, the legal eagles might tell you that, in law, it is implied. It is like saying to a client, by the way, we are honest.

 

[fisicx]

Thanks, Lisa, I agree I am operating in a crowded marketplace. I speak to a range of competitors, and everyone is currently struggling. I agree with the comments above that in a crowded marketplace I need to be clear on my offering and targetted with my approach

Or do something different. If everyone is struggling maybe it’s because nobody wants what you are offering. Going back to the day job might be the right choice.

 

[tony84]

Have you done any research on what people are looking for on google?

I doubt I am your target market, if I am being honest I have no idea what it is you offer. But I also dont know what a c suite exec. But then my business is 3-4 of us so not exactly setting the world alight.

 

[GLAbusiness]

Look to be a market with high cost of entry

 

[Ozzy]

Jumping into this thread when much has already been said, but throwing some ideas out there for you to consider. All this are just thoughts, not a to do list.

• Establish yourself in 'thought leadership', such as blogging but mainly video (VLOG) content on sites such as LinkedIn.
• Get on the speaking circuit at networking and business development events, where CxO's attend.
• Build a newsletter that backs the above two up.
• Network, but selectively, typically in clubs like Soho Club and the likes. Not your BNI and breakfast clubs.
• Consider golf, but again join county courses not your public ones.

For this sort of thing I feel it's more about your personal brand and network, and less about advertising.

 

[FreddyG]

Idea number 28 -

Write a book on the subject, self-publish on eBay and Amazon and get on the YouTube interview via Zoom circuit.

That will put your name and brand out there! Some website is only your visiting card. It ain't the whole nine yards!

 

[NickGrogan]

Who are you?
What do you actually do?

I googled you, and nothing obvious came up...

I know people who provide leadership advice to companies with a £15M - £500M turnover, charge a substantial amount for it, and are doing very well.

Because everyone in the industry, at any time in the last 20+ years, knows who they are and what they did, and they keep telling people about it, all the time.

Your USP seems to be that you will follow the law and not share their secrets, as mentioned, this is very much the bare minimum you could do

 

[Chris Ashdown]

Paul, one question, why should anyone use you for advice when you dont even know how to get noticed, if I wanted advice of any source I would ask a MD of a different company or a large accountancy firm for advice obviously not a competitor, But generally the information would possibly be somewhere on the web

 

[Paul Savage]

Paul, one question, why should anyone use you for advice when you dont even know how to get noticed, if I wanted advice of any source I would ask a MD of a different company or a large accountancy firm for advice obviously not a competitor, But generally the information would possibly be somewhere on the web

I agree, Chris, that it's quite bespoke and for certain industry sectors (agriculture / FMCG).

But I focus on understanding the emotional intelligence side of leadership. Whilst AI and the internet can provide content or structured learning, sometimes people need the personal touch.

Thank you for your input

 

[HFE Signs]

I'm guessing your target will be the larger organizations with several tiers of management, this has networking written all over it, visit as many exhibitions as you can, chat with managers. At exhibitions they have the time to chat, I'd say this would be a great route for you to build connections.

 

[fisicx]

But I focus on understanding the emotional intelligence side of leadership.

Is that what industry leaders want?

 

[Paul Savage]

Is that what industry leaders want?

Depends on the emotional intelligence type. I do have existing clients in place but I would like to grow the business. Might be niche but there is a place for it

 

[fisicx]

Depends on the emotional intelligence type. I do have existing clients in place but I would like to grow the business. Might be niche but there is a place for it

Then it’s going to be all down to marketing. Conferences, networking, seminars, golf course, gyms, London clubs. Maybe even private lunches.

Unless your name becomes know to the C-suite you are unlikely to get much traction.

Another consideration is to aim lower (senior management) who will then pass your name up the chain.

 

[fisicx]

PS: I have no idea what ‘emotional intelligence type’ means. Is there an English translation?

 

[Annoying Donkey]

PS: I have no idea what ‘emotional intelligence type’ means. Is there an English translation?

You could ask AI...

 

[BusterBloodvessel]

Who are you?
What do you actually do?

I googled you, and nothing obvious came up...

I know people who provide leadership advice to companies with a £15M - £500M turnover, charge a substantial amount for it, and are doing very well.

Because everyone in the industry, at any time in the last 20+ years, knows who they are and what they did, and they keep telling people about it, all the time.

Your USP seems to be that you will follow the law and not share their secrets, as mentioned, this is very much the bare minimum you could do

Came to say pretty much this. You sound like you're offering a counselling service... what's your qualifications that make you a useful sounding board for any and all ideas? I'm sure you have them, but that pitch doesn't tell me what they are.

There's also nothing that tells me how using you is ultimately going to benefit me or my business. So I can have these chats with you....about what? To achieve what? How will that impact me?

 

[Ozzy]

I have no idea what ‘emotional intelligence type’ means.

This is quite a big thing in the corporate 'blue chip' space.
As a supplier to NatWest, Barclays, Starling, Monzo, Hiscox, Google, and HSBC, and more of these large organisations who are our clients. As part of our annual compliance oversight by their procurement departments, we must provide current copies of our operational and management policies.
Part of that includes HR and management; emotional intelligence within the business management is part of what some of them look for now and will become more prevalent.