Finding Work as a Self-Employed Consultant

/Published:4th March 2026/inBusiness, Contractors, Freelancers, Self Employed
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Finding consulting work is rarely about simply being available. It is about being visible to the right audience, demonstrating genuine expertise, and making it straightforward for clients to engage you. In a competitive UK market, consultants who are clear on their positioning and professional in their delivery consistently win more work than those who rely on word of mouth alone.

This guide focuses on building a reliable pipeline of opportunities in the UK. That includes refining your niche and value proposition, choosing effective lead sources, and presenting yourself with authority and credibility. It also covers the practical side of running a consulting business, from preparing strong proposals and clear contracts to understanding your tax and compliance obligations.

Whether you operate as a sole trader or through a limited company, you will need to ensure you are properly registered with HM Revenue & Customs (HMRC), understand your responsibilities for Self Assessment or Corporation Tax, and maintain accurate financial records in line with HMRC record-keeping requirements. Getting these fundamentals right protects you from penalties and builds trust with prospective clients who expect professionalism.

By approaching consultancy as both a commercial and compliance-driven activity, you place yourself in a stronger position. The aim is not just to secure one-off projects, but to create a consistent, sustainable flow of work backed by robust agreements and sound financial management.

1) Start with a clear consulting offer (so people can hire you quickly)

Many consultants struggle to win consistent work because their positioning is too vague. Statements such as “I help businesses with strategy, marketing or operations” do not give potential clients enough clarity or confidence. In practice, clients do not buy job titles or general expertise. They buy solutions to specific problems, with defined outcomes and a clear route to delivery.

If a prospect cannot quickly understand what you do, who it is for, and what results they can expect, they are unlikely to make an enquiry. A focused, well-defined offer reduces friction and shortens the sales cycle.

A simple offer formula

  • Who you help – Define the industry, business size, decision-maker role, or situation. The narrower your focus, the easier it is for the right clients to recognise themselves.
  • What problem you solve – Be explicit about the pain point and why it matters. Urgency drives action.
  • What outcome you deliver – State a measurable or clearly defined result wherever possible.
  • How you deliver it – Outline the structure, timeframe and deliverables so clients understand what they are buying.

Example

  • “I help UK eCommerce founders reduce paid social waste by 20 to 30 percent in six weeks through account audits, structured creative testing plans, and weekly optimisation sprints.”

This example works because it is specific. It identifies the audience, the commercial problem, the measurable outcome and the delivery method. It positions the consultant as a specialist rather than a generalist.

Make it productised (even if you still do bespoke work)

Even if you ultimately tailor your services, presenting structured packages makes it easier for clients to say yes. Productised offers signal professionalism and give prospects confidence that you have a proven method.

Consider offering two or three clearly defined options:

  • Audit – A fixed-scope review designed to deliver a quick win and clear recommendations.
  • Sprint – A focused engagement over four to eight weeks with defined milestones and deliverables.
  • Retainer – Ongoing support with a monthly cadence, agreed outputs and regular reporting.

Structuring your services in this way makes your website, LinkedIn profile and proposals far more compelling. It reduces ambiguity, demonstrates expertise, and allows potential clients to understand exactly how to engage you without unnecessary back-and-forth.

2) Pick your main work streams (and build a pipeline mix)

A sustainable consulting business is built on a diversified pipeline. Relying on a single source of enquiries leaves you exposed to market shifts, algorithm changes, or fluctuations in demand. A stronger approach is to combine multiple work streams that complement each other and balance risk.

In practice, most successful UK consultants blend the following:

  • Warm referrals – Typically the highest conversion channel. Referrals from former clients, professional contacts, accountants, solicitors or agency partners often come with built-in trust and shorter sales cycles.
  • Inbound – Content marketing, search engine visibility, LinkedIn activity and client testimonials position you as a credible authority. Consistent publishing and clear case studies help prospects self-qualify before they ever speak to you.
  • Outbound – Targeted, personalised outreach to carefully selected prospects. This works best when it is research-led and focused on a specific problem you can solve, rather than generic mass messaging.
  • Marketplaces and frameworks – Platforms, procurement frameworks, or industry directories can provide steady volume. Competition is often higher, so clarity of offer and strong social proof become critical.

A practical structure is to focus on two primary channels that you invest in consistently, supported by one secondary channel that provides additional opportunities. This ensures you are not overly dependent on a single source of work and gives you greater control over revenue stability.

Over time, track which channels generate the most profitable engagements rather than simply the highest volume of enquiries. A smaller number of well-qualified leads will usually outperform a large volume of poorly matched prospects.

3) Set up your “trust stack” (what convinces clients you’re the real deal)

When a client hires a self-employed consultant, they are not just buying expertise. They are buying reassurance. They want confidence that you understand their problem, have solved it before, and can deliver without creating additional risk. Your role is to reduce uncertainty and make the decision to work with you feel commercially sensible and low risk.

A well-structured “trust stack” brings together the assets that demonstrate competence, credibility and professionalism.

Minimum trust stack

  • A simple website or landing page – Clearly state who you help, the outcomes you deliver, your packages or engagement options, relevant case studies and an obvious contact route. Avoid clutter and keep messaging focused on results.
  • Two to four case studies – Even concise examples are powerful. Structure them around problem, approach and measurable result. Quantified improvements, cost savings or revenue growth are especially persuasive.
  • Testimonials or reviews – LinkedIn recommendations, written testimonials or verified reviews provide independent validation. Specific feedback about outcomes and professionalism carries more weight than generic praise.
  • A short portfolio – Slides, screenshots, anonymised reports, frameworks or before-and-after comparisons help prospects visualise your work in practice.
  • A clear way to book a call – A direct calendar link reduces friction. Pair this with a concise one-page capability deck in PDF format that summarises your offer, experience and typical results.

If you lack “big” case studies

Many consultants hesitate because they have not yet worked with household-name brands. In reality, smaller, well-explained wins are often more relatable to SME clients.

  • Before-and-after metrics – Demonstrate measurable improvement, even if the numbers are modest. A 15 percent improvement in conversion rate for a small retailer is still commercially meaningful.
  • Process proof – Share elements of your framework, diagnostic checklist or audit template. Showing how you think can be just as persuasive as showcasing headline results.
  • Credibility signals – Relevant qualifications, professional memberships, speaking engagements, published articles, software certifications or specialist training all contribute to authority. Where applicable, link to verifiable sources.

The objective is to create a coherent, consistent picture of competence. When your positioning, proof and practical next steps align, clients are far more likely to move from interest to engagement.

4) The best places to find consulting work in the UK

A) Your existing network (often the fastest win)

Your existing network is frequently the quickest and most profitable source of new engagements. Former colleagues, previous clients, suppliers and agency partners already understand your capabilities. The barrier to introduction is far lower than with cold outreach.

Start by contacting 30 to 50 relevant connections. Keep your message concise and focused on the type of problem you solve rather than asking generally whether they know of “any work”. Specificity increases the likelihood of a useful introduction.

  • Message 30 to 50 past colleagues, clients, suppliers and agency partners.
  • Ask for introductions, not vague leads.
  • Be precise about who you help and the problem you solve, for example: “If you know a UK SaaS founder struggling with churn during onboarding, I can help.”

Simple referral line:

  • “If you hear of someone needing X, I would appreciate an introduction. I am happy to return the favour.”

This approach positions you as professional and confident, rather than opportunistic.

B) LinkedIn (still the main UK consulting marketplace)

For many UK consultants, LinkedIn remains the primary platform for visibility, authority-building and inbound leads. Success on LinkedIn comes from clarity and consistency rather than volume.

What works:

  • A headline that clearly states your audience and the outcome you deliver, not simply “Consultant”.
  • Weekly posts that demonstrate insight, such as short case studies, practical checklists or commentary on industry challenges.
  • Ten to fifteen targeted comments per day on posts by ideal clients and complementary service providers. Thoughtful engagement often leads to profile visits and enquiries.

Easy inbound content ideas:

  • “Three mistakes I regularly see in [your niche]”
  • “How to fix [specific pain point] in 30 minutes”
  • “What I would do with a £5,000 or £10,000 budget in [channel]”
  • “Audit highlights: what good looks like”

The objective is to demonstrate practical expertise in a way that attracts the right type of client rather than general attention.

C) Recruiters and specialist agencies (especially for interim or contract consulting)

Recruiters can be an effective channel for steady contract or interim work, particularly in sectors such as technology, finance, operations and transformation. However, clarity is essential. Recruiters need to understand quickly where you fit.

  • Your niche and the outcomes you typically deliver.
  • Your day rate or rate range.
  • Your availability and notice period.
  • Preferred contract length and whether you are open to on-site, hybrid or remote engagements.
  • A concise CV structured around projects, measurable outcomes and senior stakeholders.

Your CV should read like a consultant’s track record, focused on impact and results rather than a chronological job description.

D) Public sector work (significant opportunities if you can handle procurement)

If you provide services in digital, data, technology, training, research, communications, change or organisational transformation, the UK public sector can be a substantial source of work. Engagements are often longer term and commercially stable, but procurement processes can be formal and documentation-heavy.

Key places to search:

  • Contracts Finder – Lists government and agency opportunities above certain thresholds.
  • Find a Tender (FTS) – Publishes public procurement notices and contract opportunities.

If you plan to bid regularly, review supplier guidance under the newer procurement regime and ensure you complete relevant platform registrations via GOV.UK procurement guidance.

It is also worth understanding that some public sector buyers use frameworks managed by the Crown Commercial Service (CCS), such as Digital Outcomes and Specialists (DOS). Specific supplier guidance for DOS is available on GOV.UK.

Public sector work demands careful compliance and robust documentation, but for consultants prepared to engage with the process, it can be highly rewarding.

E) Membership bodies and communities

Professional membership bodies and industry communities can provide both practical support and networking opportunities. For example, the IPSE offers guidance for freelancers and consultants, including advice on finding clients and managing risk.

Beyond formal guidance, these organisations often host events, webinars and peer groups that lead to introductions and collaborations. Membership can also act as a credibility signal when displayed on your website or proposals.

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5) A simple outbound system that does not feel spammy

Outbound outreach can be highly effective, but only when it is targeted and relevant. Generic mass messaging damages credibility and rarely converts. A structured, research-led approach positions you as observant and commercially aware rather than intrusive.

The principle is straightforward: focus on a defined group of prospects, identify a tangible opportunity or risk, and offer a low-friction next step.

Pick 30 target companies

Start with a tightly defined list rather than attempting to contact hundreds of organisations. Quality of research matters far more than volume.

  • Right size for your service and fee level
  • Right sector or niche
  • Clear trigger event, such as hiring activity, recent funding, rapid growth, regulatory change, declining customer reviews, website relaunch, or technology migration

Trigger events create context. If a company is hiring a Head of Marketing, migrating CRM systems, or expanding internationally, there is a higher likelihood that your support is timely and relevant.

Write outreach around a “micro-diagnosis”

A micro-diagnosis is a short, evidence-based observation that demonstrates you have done your homework. It shifts your message from “I offer consulting services” to “I have spotted something that could improve your results”.

  • Reference a specific opportunity or issue you have identified.
  • Offer a 15-minute call or a paid audit as a low-risk entry point.

This approach reduces perceived risk and makes the next step commercially reasonable.

Example message structure

  1. One line proving relevance and why you are contacting them specifically.
  2. One line identifying a measurable opportunity or inefficiency.
  3. One line outlining your approach and the outcome you typically deliver.
  4. A soft call to action, such as “Would it be worth a quick chat next week?”

The tone should be professional, concise and respectful of time. Avoid attachments in the first message and keep it short enough to read on a mobile device.

Follow-up cadence

Consistent, polite follow-up is essential. Many opportunities are missed simply because there was no second contact.

  • Day 0: Initial message.
  • Day 3 to 4: Follow up with one additional observation or clarification.
  • Day 10: Share a short, relevant resource such as a checklist, brief video explanation or practical insight.
  • Day 20: Close the loop politely, making it clear you are happy to reconnect in future if priorities change.

This structured system keeps outreach professional and helpful, increasing the likelihood of meaningful conversations rather than being perceived as unsolicited sales messaging.

6) Proposals that win (and protect your time)

Your proposal is not a brochure. It is a commercial document designed to define scope, manage expectations and secure commitment. Strong proposals are clear, concise and outcome-focused. Overly long documents often signal uncertainty and invite scope creep.

Keep proposals short and commercial

A well-structured proposal should typically include the following:

  • Objective and success criteria – What problem is being solved and how success will be measured. Clear metrics reduce ambiguity later.
  • Scope – Explicitly state what is included and, just as importantly, what is excluded. This protects your time and avoids misunderstandings.
  • Timeline and client responsibilities – Set out key milestones and what input or access you require. Delays are often caused by missing information or slow approvals.
  • Deliverables – Define tangible outputs such as reports, workshops, implementation plans or optimisation cycles.
  • Fee and payment schedule – Be specific about pricing, deposit requirements and invoicing terms. For project work, staged payments tied to milestones can improve cash flow.
  • Assumptions and change control – Document assumptions underpinning the fee and outline how additional work will be handled. A simple written variation process is usually sufficient.
  • Next step – Make it clear what needs to happen to proceed, for example signing the agreement, paying a deposit and confirming a kickoff date.

Clarity at proposal stage reduces disputes, protects margins and demonstrates professionalism.

Avoid the “free strategy” trap

It is common for prospective clients to request detailed thinking before committing. While some initial discussion is reasonable, providing extensive unpaid strategy can erode your positioning and consume significant time.

If a client requires deeper analysis before deciding, redirect the conversation towards a structured, paid entry point:

  • A paid discovery workshop – A focused session to clarify objectives, challenges and priorities.
  • A paid audit – A structured review that produces documented findings and recommendations.
  • A fixed-price roadmap – A defined piece of work that outlines strategy, sequencing and investment requirements.

This approach maintains professional boundaries while still providing value. It also ensures that serious prospects invest early, filtering out those who are unlikely to proceed.

7) Pricing: pick a model that matches the value

Your pricing model should reflect the value you create, not simply the time you spend. Consultants who charge purely based on hours often limit their earning potential and position themselves as interchangeable. A considered pricing structure reinforces your expertise and improves profitability.

There are several common consulting pricing models in the UK market:

  • Fixed price packages – Clearly defined scope and outcomes for a set fee. This model provides clarity for clients and protects your margin when you work efficiently. It is often the most commercially effective approach for well-defined services.
  • Day rate – Simple and widely understood, particularly for interim or contract work. However, it can cap upside and encourages clients to focus on time rather than results.
  • Retainer – A recurring monthly fee in exchange for agreed deliverables or capacity. This supports predictable cash flow and longer-term client relationships.
  • Value-based pricing – Fees linked to the commercial impact delivered, such as revenue growth or cost savings. This model offers significant upside but requires strong measurement, clear attribution and client trust.

When selecting a model, consider the maturity of your offer, the measurability of results and the risk profile of the engagement. Early-stage consultants often benefit from structured, outcome-led packages rather than open-ended time-based billing.

If you are relatively new, a strong starting point is:

  • A fixed price audit plus sprint offer – The audit establishes credibility and identifies opportunities, while the sprint delivers defined improvements within a set timeframe.
  • An optional retainer following sprint completion – Once results are demonstrated, an ongoing optimisation or advisory retainer becomes a natural progression.

This staged approach lowers the barrier to entry for new clients, proves value quickly and creates a clear pathway to longer-term recurring revenue.

8) Contracts, status, and staying compliant in the UK

Although this guide focuses on winning work, compliance is often what delays agreements or creates disputes later. Clients, particularly larger organisations, will expect you to demonstrate that you are operating correctly for tax and legal purposes. Getting this right from the outset protects both your income and your reputation.

Working for yourself

If you start working for yourself in the UK, you may need to notify HMRC and report your income correctly. Guidance on your obligations is available via GOV.UK: Working for yourself. Your responsibilities will differ depending on whether you operate as a sole trader or through a limited company.

Registering and Self Assessment

If you are required to submit a tax return, you must register for Self Assessment through GOV.UK. Sole traders typically file annual Self Assessment returns and pay Income Tax and National Insurance on profits. Directors of limited companies may also need to complete Self Assessment returns alongside Corporation Tax obligations for the company.

Failure to register or file on time can result in automatic penalties and interest, which can quickly erode consulting income.

IR35 and off-payroll working

If you provide services through an intermediary, commonly a limited company, the off-payroll working rules, often referred to as IR35, may apply. Official guidance is available at GOV.UK: Off-payroll working (IR35).

For public sector contracts and medium or large private sector clients, the responsibility for determining employment status may sit with the client. HMRC provides the Check Employment Status for Tax (CEST) tool to help assess status, although professional advice is often advisable in complex cases.

Practical tip: In higher-risk roles, ensure your written contract aligns with your actual working practices. Key areas include the right of substitution, the level of client control, mutuality of obligation, and how and where the work is delivered. A well-drafted contract alone is not sufficient if day-to-day reality suggests employment.

If you are uncertain about your status or contract terms, obtaining professional advice before signing can prevent significant tax exposure and dispute later.

9) A 30-day plan to land your next client

Securing your next consulting engagement rarely happens by accident. A focused 30-day plan creates momentum, builds visibility and increases the likelihood of meaningful conversations. The key is disciplined execution rather than constant tweaking.

Week 1: Offer and assets

  • Pick your niche and outcome – Define clearly who you help and the measurable result you deliver. Avoid broad positioning.
  • Create two packages – An audit and a sprint structure work well. The audit diagnoses the issue, the sprint delivers tangible improvement within a defined timeframe.
  • Publish one landing page and a one-page PDF capability sheet – Keep messaging concise and outcome-led. Include a short overview of services, typical results and a clear contact route.

By the end of week one, you should be able to explain your offer in two or three sentences and direct prospects to a professional, focused page.

Week 2: Referrals and recruiter setup

  • Contact 30 to 50 warm connections – Be specific about the type of client and problem you solve. Ask for introductions rather than general leads.
  • Refresh your CV into a project and outcome format – Emphasise measurable impact, stakeholders managed and commercial results delivered.
  • Create a concise one-pager for recruiters – Outline what you do, typical rates, availability and preferred contract length. Make it easy for recruiters to position you quickly.

This week is about activating existing relationships and ensuring intermediaries can represent you accurately.

Week 3: Outbound

  • Build a list of 30 target companies – Select organisations that fit your niche and show clear trigger events such as growth, hiring or change initiatives.
  • Send 10 to 15 tailored messages per day – Base each message on a short micro-diagnosis or specific opportunity you have identified.
  • Track replies and follow-ups in a simple spreadsheet or CRM – Record dates, responses and next actions to maintain consistent follow-up.

Consistency is critical. Measured, personalised outreach over several weeks will outperform sporadic bursts of activity.

Week 4: Inbound

  • Publish two LinkedIn posts and one short case study – Focus on practical insight, lessons learned or measurable improvements.
  • Request three recommendations or testimonials – Ask previous clients or colleagues to comment specifically on outcomes and professionalism.
  • Add a “book a call” link and a concise FAQ section to your page – Address common questions around scope, pricing structure and timelines to reduce friction.

By the end of 30 days, you will have clarified your offer, activated your network, initiated outbound conversations and strengthened inbound credibility. This combination materially increases the probability of landing your next client.

10) Red flags to watch for (so you do not waste weeks)

Not every opportunity is a good opportunity. One of the most valuable skills as a self-employed consultant is recognising early warning signs before you invest significant time. Poorly qualified prospects can drain capacity, delay payment and create unnecessary stress.

  • Vague scope but urgent deadlines – If the client cannot clearly define the problem yet expects rapid delivery, the risk of scope creep is high. Insist on clarifying objectives and success criteria before committing.
  • “We just need a quick brain pick” – Repeated requests for unpaid thinking often signal a lack of commitment. Redirect to a paid discovery session or structured audit if meaningful input is required.
  • No decision maker on calls – If the person attending meetings cannot approve budget or scope, progress will stall. Early in the process, confirm who holds final authority.
  • Refusal to discuss budget at all – While exact figures may not be fixed, an outright unwillingness to discuss budget range can indicate misalignment. A commercial conversation should include investment expectations.
  • Pressure to start immediately without contract or deposit – Beginning work without a signed agreement and agreed payment terms exposes you to non-payment risk and scope disputes.
  • Constant comparison with cheaper freelancers – If the conversation centres solely on price rather than outcomes and value, you may face ongoing fee pressure and limited appreciation for strategic input.

Trust your judgement. Protecting your time, margin and professional standing is as important as winning new engagements. A well-qualified client who values expertise will respect structure, clarity and commercial boundaries.

Handy UK resources list (bookmark these)

Keeping reliable, up-to-date guidance to hand can save significant time and prevent avoidable compliance issues. The following UK resources are particularly useful for self-employed consultants and limited company directors.

Bookmarking these pages ensures you can quickly access authoritative guidance when reviewing contracts, bidding for work or managing your tax obligations.

Final thoughts

Finding work as a self-employed consultant in the UK is rarely about luck. It comes down to clarity of offer, consistent pipeline activity, strong positioning and disciplined commercial boundaries. When you combine a focused niche, a credible trust stack and structured outreach, landing clients becomes a repeatable process rather than a guessing game.

Just as important as winning the work is running your consultancy properly once you have it. From registering with HMRC and filing Self Assessment returns to managing Corporation Tax, VAT, allowable expenses and IR35 considerations, the financial side of consulting needs to be handled correctly from day one.

At Accounting Wise, we specialise in supporting freelancers, consultants and limited company directors across the UK. We help you stay compliant, optimise your tax position and keep your records organised, so you can focus on delivering results for your clients rather than worrying about deadlines and penalties.

If you want straightforward, proactive accounting support tailored to self-employed consultants, speaking to a specialist accountant early can save time, money and unnecessary stress as your consultancy grows.

Need help with your accounts as Freelancer? Contact Accounting Wise Today!

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Finding Work as a Self-Employed Consultant FAQ

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Start with your existing network. Contact former colleagues, clients and professional contacts with a clear, specific offer. Focus on a defined niche and outcome rather than advertising yourself as a general consultant. Referrals and warm introductions usually convert faster than cold outreach.

If you begin trading as a sole trader, you must register for Self Assessment with HMRC. If you operate through a limited company, you will need to register the company for Corporation Tax and potentially VAT. Registration should be completed promptly to avoid penalties.

This depends on your expected income, risk profile and client base. A limited company can offer tax planning flexibility and limited liability protection, while a sole trader structure is simpler administratively. Professional advice can help you decide which structure is most suitable.

Your pricing should reflect the value you deliver, not just your time. Fixed-price packages and structured sprints often work better than pure day rates. Research market benchmarks in your sector and ensure your fees cover tax, National Insurance, overheads and non-billable time.

IR35, also known as off-payroll working rules, determines whether a contractor working through a limited company should be treated as an employee for tax purposes. If you provide services via an intermediary, you should assess your status carefully using HMRC guidance and, where necessary, professional advice.

Define scope clearly in your proposal and contract, including what is excluded. Include assumptions and a simple change control process for additional work. This protects both your time and your margin.

Recruiters can be effective, particularly for interim or contract roles. Ensure your CV highlights projects, measurable outcomes and stakeholder impact. Be clear about your rates, availability and preferred contract length.

You should keep accurate records of income, expenses, invoices, receipts and bank transactions. Digital record-keeping is strongly recommended, particularly if you are VAT registered. Good record management makes tax returns simpler and reduces the risk of HMRC enquiries.

Glossary of Key Consulting and Client-Winning Terms

Niche Positioning – Clearly defining the specific industry, client type, or problem you specialise in solving, rather than offering broad, general services.

Productised Service – A consulting offer packaged with a defined scope, deliverables and price, making it easier for clients to understand and buy.

Audit Offer – A fixed-scope diagnostic engagement designed to identify issues and opportunities before a larger project or sprint begins.

Sprint Engagement – A short, focused consulting project (often 4–8 weeks) with clearly defined outcomes and deliverables.

Retainer – An ongoing monthly agreement where a client pays a fixed fee for continued advisory, optimisation or delivery support.

Micro-Diagnosis – A short, specific observation about a prospect’s business that demonstrates insight and opens the door to a conversation.

Trigger Event – A change or development within a company (e.g. hiring, funding, regulation, relaunch) that creates a timely consulting opportunity.

Trust Stack – The combined proof points that build credibility, such as case studies, testimonials, qualifications, frameworks and portfolio examples.

Scope – A clear definition of what work is included in a project, and equally importantly, what is excluded.

Scope Creep – When a project expands beyond the agreed scope without additional fees or revised timelines.

Change Control – A documented process for handling additional work requests, ensuring extra time or deliverables are properly costed and approved.

Value-Based Pricing – A pricing model based on the commercial impact delivered, rather than the time spent.

IR35 / Off-Payroll Working – UK tax rules that determine whether a contractor working through a limited company should be treated as an employee for tax purposes.

CEST (Check Employment Status for Tax) – HMRC’s online tool used to assess employment status for tax under IR35 rules.

Self Assessment – The system used by HMRC for individuals, including sole traders and many company directors, to report income and calculate tax due.

Contracts Finder – The UK government portal where public sector contract opportunities are published.

Digital Outcomes and Specialists (DOS) – A Crown Commercial Service framework allowing public sector organisations to procure digital and specialist consultancy services.

Runway – The number of months you can operate without new income, based on current savings and fixed costs.

Pipeline – The collection of potential opportunities at different stages, from initial contact to signed contract.

Conversion Rate – The percentage of enquiries or conversations that result in paid work.

Discovery Workshop – A paid session used to define objectives, clarify scope and shape a structured proposal.
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Accounting Wise is a trading style of Accounting Wise Ltd, a limited company registered in England under company number 09365202. Our registered office is: The Carriages, Station Road, Ware, SG12 9PL UK.

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