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Candy Adams,
CTSM, CME,
CEM, CMP, CMM,
is an independent exhibit-management
consultant, trainer, speaker, writer, and an Exhibitor conference
faculty member.
CandyAdams
@BoothMom.com
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 have been freelancing as an exhibit project manager and consultant since 1996, and exhibit managers frequently ask me for advice about taking the leap from a corporate job to going it alone with their own businesses. Instead of giving them answers, I pepper them with questions to find out why they want to make the switch, whether they understand the risks and benefits, and how prepared they are. If you are considering this move, here are seven questions to ask yourself.
1. How will I start my freelance career?
The ideal scenario is to set up your business while you're still employed, without spending a ton of cash in the process. You can work evenings, weekends, or use vacation time. If you eventually quit your job, you'll be well on your way to launching your business, rather than at square one.
If this sounds like a good option based on your situation, first talk with your current employer to make sure you're not jeopardizing your job by taking on freelance projects. If your employer is on board with your moonlighting, put out the word to your network of exhibit houses, graphics producers, labor contractors, etc., and let them know you're looking for clients to help on the side. You'll obviously need to arrange any client meetings before or after normal work hours, or on your lunch hour.
Then contact the people who know what you do and how you do it. Make a list of all the people you've met in your marketing/sales department who have moved on to greener pastures, and all of the friends you've made in show management and let them know you're looking for freelance work. Most of my work comes by referral from former colleagues and vendors, so putting the word out to your network of contacts can go a long way toward planting the seeds of future success.
2. What niche should I fill?
There are several ways you can narrow your trade show expertise to target the type of clients and work you're looking for. Consider the following areas of specialization:
 Types of shows (trade shows or consumer shows)
Specific industry sectors
Strategic or tactical management
Geographic region
Specific services (e.g., managing the RFP process or on-site logistics such as housing and badging)
Type of client (large corporations, small companies, nonprofit associations, or governmental agencies)
After you've identified your niche, you can begin to research potential clients or industry sectors with needs that match your expertise. Even if you're still employed full time, you can start compiling lists of potential clients.
3. Who will be my support team?
As you begin freelancing, you'll realize you don't know everything there is to know about freelancing - or setting up a small business for that matter. So take every opportunity to learn from other people. Interview other marketing consultants, perhaps those in another niche who won't be threatened by your inquiries. Ask them for their advice, and find out what they wish they'd known before they started their businesses. Also, locate a U.S. Small Business Administration office in your area. It can provide assistance in starting up your company, including any licenses you may need, and a good library from which to begin building a local client database.
Then identify other business professionals that can help you. You'll probably need a bookkeeper or accountant, small-business tax specialist, small-business banker and lawyer, business-insurance professional, and a web designer. Interview potential team members to investigate each professional's capabilities and fee structure based on your anticipated needs.
4. What qualifies me to be a freelancer?
In addition to your employment history, there are several things you can do to build your résumé and credentials:
Earn industry certifications
Join industry organizations
Contribute articles to publications
Post educational information on industry LinkedIn Groups
Teach at industry conferences or institutions of higher learning
Present webinars or podcasts
As my business grew, I earned as many relevant certifications as possible to increase my knowledge and prove my industry competency. Having those credentials sets you apart from those without them, and they may mean the difference between scoring that freelancing contract and standing in the unemployment line.
5. How should I market myself?
My marketing toolbox includes a document outlining all the services I offer, an updated résumé with current references, testimonials from industry colleagues and vendors, and visuals from some of the recent projects I've managed. Even if you don't have time to add everything you do as it happens,
at least create a file where you can put information such as shows and their ROI and outcomes, educational presentations, and any writing and speaking engagements you've done. One advantage to keeping your résumé up to date is that this information can help you quickly and easily complete the application forms for industry certifications and certificates.
You'll also need to clearly define your brand and target market, determine your unique selling proposition, write a great elevator speech, and decide how you will describe yourself. A correct title depends on what, exactly, you'll be doing for your clients and what image you want to portray.
If you want to get a bead on what companies are looking for, check out the "help wanted" classified ads online. Early in my career, I used to send out letters with client testimonials in response to help-wanted ads to let companies know that I was available in the short term if they didn't find the right candidate to help with their next show. This tactic helped me get my foot in the door a number of times.
To effectively market your services, you'll need to select a company name; have a logo, business cards, and stationery designed; set up your phone, fax, and Internet connections; and launch a website. While you might not want to make any purchases just yet, you can research costs and suppliers for these items, and get proposals to implement as you have the time and financial resources. This information can also help you determine your rate structure as you look at your overhead costs.
6. What else do I need to prepare before going out on my own?
There are a number of templates, forms, and checklists that I formulated before I went solo. These included:
A nondisclosure agreement (NDA)
A short, informal (legally approved) letter of agreement
A more detailed formal contract written or approved by an attorney
Invoice template
Expense report template
W-9 and 1099 forms
A pre-proposal survey to get detailed information from potential clients about their current program and future needs
Project timeline templates
Budget template
Client/vendor communication tools, such as show-plan templates, weekly agenda templates, logistics reports, etc.
A proposal template, including
a solid scope-of-work section.
Fax cover sheets with logo
Post-show analysis template
It's also helpful to do some market research and write a business plan to clarify your freelance strategy before you get started.
7. What will I charge?
I can't discuss any specific rates here, since that could be considered price fixing under anti-trust laws. What I can provide are some of the many variables that affect what and how you charge, depending on:
Type of work (strategic, tactical, training, etc.)
Your level of expertise
Industry reputation
Client demand for your service(s)
Competitive climate
Geographic location
Timing/rush charges
The economy
Aggravation factor (some clients are more difficult to work with than others)
What the market will bear
Your level of desperation for work
Determine the best way to bill your clients. Some of the more common methods include: flat fee per project, by the day, by the hour, hourly with a not-to-exceed limit, or a fixed percentage of the total event budget or cost. I negotiate the billing method based on what works for each client, and have used each of these methods.
One problem with billing hourly is that the more efficient you get with your processes, the less you make. If possible, payment for your service should be based on your knowledge and the value you bring to the process, not based on how long it took to do it. But this "value-based" billing is often a tough sell to clients.
You should also determine how many clients you will need to have to start your business, how many shows and/or events you must have for each client, and how many of them will be recurring projects versus one-offs.
When determining how many billable days or hours you have to earn your income, don't forget to subtract days for vacation, personal/sick days, public or religious holidays, and time for marketing, office administration, and education.e
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