Catherine Delcin on building a hybrid law and consulting firm
Catherine Delcin is Managing Attorney at Delcin Consulting Group, a firm that combines legal representation with strategic business consulting for startups, established businesses and non-profit organizations. Delcin shares how referrals brought in the firm’s first customers, why opening offices in California and Washington, D.C., changed its direction, and what a health setback taught about self-care.
A clear point of difference can shape a firm’s offer, while referrals can remain a reliable source of new business. Delcin’s experience also shows why business growth needs to account for the health of the person leading it.
What’s the short story of how your business started, and what makes it genuinely different from the other options your customers have?
The Delcin Consulting Group story began in 2011 with an idea to offer legal and consulting services as a hybrid firm. That is our point of difference. We embody two services that are often critical to our clients’ success.
How did you win your first customers, and where does most of your new business come from today?
Our first customer was through a referral from a network colleague, and we continue to get most of our business from referrals.
What’s one decision that changed the direction of your business, and one mistake that taught you the most?
Expanding the firm to include offices in California and Washington, D.C., was the decision that most changed our business. My biggest lesson came from neglecting my health. This mistake taught me the importance of making self-care a priority.
What has changed in your industry or in what your customers expect over the last couple of years, and how have you adapted?
With the introduction of artificial intelligence service offerings for the legal industry, a lot has changed in terms of client expectations. We have refined our service offerings to adapt to the changing expectations.
If you were advising someone starting out in your industry today, what would you tell them to do first, and what would you tell them to ignore?
I would advise them to start by identifying their point of difference to bring valued and necessary solutions to market and ignore the contrary winds that stand to impede their progress.
Thank you to Catherine Delcin and the team at Delcin Consulting Group for sharing what actually worked with Leaders Perception readers.
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