Corporate to Solo in 12 weeks
Fifteen years or more behind you. You are wondering whether there is a life outside corporate, and you like the idea of more flexibility. Maybe you cannot see how a practice of your own would actually work. Maybe you have already started one and you are drowning in the admin.
We build your business together, set you up with your new AI workforce, and automate your operations to keep you running.
Start here. Ten minutes, five questions, and an answer built out of things that already happened to you.
What business could I run?I put my hand up without a plan
Sixteen years inside two banks, watching how they decided what people were worth. Then I put my hand up for redundancy and had to work that out about myself, with no institution behind me.
All I knew was that I did not want to take a role I did not really want because I needed the money. I wanted options. That is where Next Position Advisory started. On that journey I learned a lot, I made some mistakes, and I had a whole lot of fun.
Now I want to help you do the same.
The Solo Set
Five steps from a corporate job to a practice of your own.
1
Soundcheck
Is there anything here at all?
2
The Warm-Up
Can I actually do this?
3
The Build
What do I sell, to whom, and for how much?
4
The Drop
How do people actually buy it, and how do I sell it?
5
The Set
How do I deliver it, and what does the year look like?
And a rig you build as you go.
A band has other people to carry the parts. On your own you need a rig. You build it while you build the practice, rather than bolting it on at the end.
The workforce starts in step two, because judgement is needed from the first week. The automation waits until step four, because until somebody has actually booked something there is nothing to automate.
Everybody else teaches you the practice and sells you the automation afterwards. By then you have already built the habits the automation has to fit around.
How I can help
One of these three is true for you this week. Whichever it is, there is one thing to do next, and it is not a menu.
One
You have not decided whether independent is the answer at all.
You have an idea of what you would do. You have never written it down or worked out whether it pays, and you are not going to hand in notice on a feeling.
Two
You have decided, and now you have to actually build it.
Twelve months of working it out alone, in an order nobody has told you, while the money runs down. That is the version I would like to spare you.
Three
It is already running, and the admin is eating the week.
You are billing, and you are also doing the invoicing, the chasing, the notes and the filing. A solo practice used to cap out exactly here.
What each one costs and when each one opens. Most people take the first step and never need the rest of it.
The same thing decides whether anyone pays you
Twenty years of experience buys you one hearing. It does not buy you a client.
What people buy is a hole they can name, that you can fill, that costs them more to leave open than to close. That is the same test as the one in the room, and almost nobody leaving corporate has been made to answer it.
You spent years inside an organisation that supplied the context. Nobody asked you to state what you were for, because your title did it for you. Outside, the title does nothing, and you have to say the sentence it was standing in front of.
The first year usually goes on a website instead. It is the comfortable job, which is why it goes first.
What people say
I initially connected with Lisa because her insights on the challenges of the modern workplace resonated deeply with my own experience. After decades in senior leadership, returning to the job market felt like navigating an entirely different world. Lisa's guidance has been pivotal for me. She provided the frank, honest feedback I needed to successfully re-position my executive profile. Her ability to challenge conventional thinking while offering practical and modern strategies is a rare find. For any senior leader looking to rediscover their purpose and navigate a major career pivot with confidence, Lisa is an invaluable partner.
She brought an independent, outside read on my experience and how it holds up in the market, a well-benchmarked perspective that's hard to get from inside your own network. She was also a sharp sounding board, pressure-testing my thinking and sharpening how I frame my work across my CV, LinkedIn, and conversations with hiring managers. Structured sessions, clear written follow-ups, and direct, practical advice throughout.
I worked with Lisa on a recent career move and I couldn't recommend her more. Her previous corporate experience combined with excellent coaching skills add huge value for anyone acting on a major career decision. I will also continue working with Lisa in my new role.
I'm currently working with Lisa as I navigate my next career move, and I can't recommend her highly enough. Drawing on her corporate experience and coaching skills, Lisa brings valuable insight, perspective, and guidance to important career decisions. Her attention to detail and clarity of vision are exceptional. I look forward to continuing to work with Lisa beyond this transition, as she has become a trusted partner in helping me shape and navigate my longer-term career path.
I can recommend Lisa for anyone who needs input in their professional career, being next steps discussions or managing difficult situations.
Lisa was a true asset to our team - always thinking outside the box, simplifying complex processes, and consistently bringing forward valuable ideas for improvement. Her efficiency, drive, and enthusiasm were contagious, inspiring those around her to aim higher. On top of that, Lisa is incredibly versatile: whether as an HR Business Partner, a Compensation Manager, or in cross-functional projects - she adds value wherever she goes. It was a real pleasure to work with her.
Four questions people ask before they get in touch
“Do I have to leave first?”
No. Doing this from inside a job is usually the better version, and that is what Soundcheck is for: one task a day, forty-five minutes at a weekly checkpoint. Finding out before you hand in your notice is the whole point.
“I don't even know what I'd do it on.”
That is the normal starting position. The answer is almost never a new idea. It is usually the questions colleagues brought you that were not your job, and nobody logged those because no process captured them. People came anyway.
“Isn't this market saturated?”
With people who have read about it, yes. With people who have run the thing they are now advising on, much less so. Your twenty years is the moat, and it is also the thing people find hardest to describe.
“I am not technical. Is the AI part going to be beyond me?”
Every agent is installed live, in the group, in the week that has the task it is for. Only the first is self-installed, and only because it is simple enough to survive a written guide. You direct them in plain English. If you can brief a person, you can brief one of these.
The rest of them, including the ones people do not ask out loud.
Who this is for
This is for ex-corporate people with fifteen years or more experience behind them, building a coaching, advisory or consulting practice around what they already know. If that is not what you are building, I am not the right person.
Twenty days in November
One question, answered properly. Is what you already know worth paying for?
Twenty weekdays, one prompt a day, about fifteen minutes each, by email. You work out what you actually know, who needs it, what they would pay, and whether that adds up to something you could run.