Most retired professionals can’t articulate what they’re good at. This simple exercise identifies your most marketable skills in 15 minutes—and translates them into consulting services people will pay for.
The Question That Stops Everyone
I’ve had this conversation at least fifty times.
Retired professional. Smart. Accomplished. 30+ years in their field.
I ask: “What would you consult on?”
And they freeze.
“Well… I mean… I know operations. Or finance. Or marketing. But that’s pretty broad, isn’t it? I don’t know what I’d actually do for someone.”
Here’s the problem: You’re thinking too big.
You’re trying to define your entire career in one sentence. That’s impossible.
But here’s what works: A 15-minute exercise that pulls the gold out of your experience.
I call it the Expertise Audit.
And it’s going to change how you see yourself.
Why This Exercise Exists
When I first retired, someone asked me what I was good at.
I said: “Operations management.”
They said: “What does that mean?”
I said: “You know… running things. Making sure departments work together. Process improvement. That kind of stuff.”
That’s useless. Nobody hires “that kind of stuff.”
But then I did this exercise. And here’s what came out:
- I’d scaled three companies through hyper-growth (20 to 100+ employees)
- I’d implemented ERP systems twice (one success, one disaster = perfect teacher)
- I’d managed four major restructures without losing key people
- I’d navigated two mergers and kept both cultures intact
- I’d turned around failing departments three times
Those aren’t vague skills. Those are specific problems I’ve solved.
And guess what? Companies are facing those exact problems right now.
That’s the difference between “I know operations” and “I help companies scale from 20 to 100 employees without the wheels falling off.”
One is a credential. The other is a solution.
The 15-Minute Expertise Audit
Grab a notebook. Set a timer for 15 minutes. Answer these three questions.
Don’t overthink this. First thoughts. Quick answers. The gold is usually right on the surface.
Question 1: What Did People Come to You For?
Not your official job responsibilities. The informal stuff.
The “Hey, can I pick your brain about…” conversations.
The “You’ve dealt with this before, right?” questions.
What were you the go-to person for?
Examples from people I’ve worked with:
- “People always came to me when vendor relationships went sideways”
- “I was the person they asked when negotiations got stuck”
- “New managers always asked me how to have difficult conversations”
- “I was the one who untangled budget messes”
Write down at least 5 things. More is better.
These are your consulting services hiding in plain sight.
Question 2: What Problems Did You Solve Repeatedly?
Think about the last 5 years of your career.
What kept showing up? What fire did you put out over and over?
Maybe it’s:
- Onboarding programs that actually worked
- Conflict between departments
- Implementation of new systems without chaos
- Hiring the right people (not just warm bodies)
- Keeping projects on track when scope creeps
The problems that showed up repeatedly are the problems you’re uniquely qualified to prevent.
Write down at least 5 recurring problems you solved.
Question 3: What Mistakes Did You See Others Make That You’d Already Learned to Avoid?
This one’s gold.
Think about:
- New hires struggling with something you’d figured out years ago
- Other departments making mistakes you’d already made
- Leadership decisions you could see were going to backfire
- Strategies that looked good on paper but you knew wouldn’t work in practice
Your mistakes = their shortcuts.
That’s what they’re hiring you for. Not theory. Scars.
Write down at least 5 mistakes you learned the hard way (so they don’t have to).
Now Look at Your List
You should have 15+ items total.
Every single one of these is marketable expertise.
Not “I know operations.”
But:
- “I help companies implement ERP systems without destroying productivity”
- “I help managers have difficult conversations that actually resolve issues”
- “I help growing companies scale without losing their culture”
See the difference?
One is what you know. The other is what you solve.
The Translation Step (This Is Where Magic Happens)
Take each item on your list and translate it into a problem statement:
Instead of: “I managed vendor relationships”
Say: “I help companies renegotiate vendor contracts to reduce costs without damaging relationships”
Instead of: “I did change management”
Say: “I help organizations implement major changes without losing half their staff to turnover”
Instead of: “I handled budgets”
Say: “I help department heads get their budgets approved by speaking finance’s language”
You’re not selling what you know. You’re selling what you solve.
What This Unlocks
Once you complete this audit, you’ll have:
✅ 15+ specific problems you can solve for clients
✅ Clear language for what you actually do
✅ Confidence to say “I can help with that” instead of “I don’t know what I’d consult on”
✅ A way to stand out from generic consultants
✅ Stories to tell in discovery calls
Tomorrow, we’re going to talk about how to turn this list into your first consulting service offering. But you need this foundation first.
Your Assignment
Set a timer. 15 minutes. Answer those three questions right now.
Don’t wait. Don’t “think about it.” Just do it.
Then hit reply and send me your top 3 items from each category. I want to see what you came up with.
I’ll tell you if you’re undervaluing anything (you probably are).
Talk Tomorrow
If you know a retired professional who’s stuck on “I don’t know what I’d even consult on,” forward this to them. This exercise changes everything.
— Bob
P.S. The recurring problems you solved? Those are usually the most valuable. Because if you solved them repeatedly, that means they’re common problems. And common problems = big market. Pay attention to those.
