This article is part of the Business Insights Series, where we talk to professionals, founders, and decision-makers about what’s working, what’s challenging, and what’s next. In this edition, we look at what happens after freelance success: the pipeline gap, the risks of relying on a single big contract, and the challenge of scaling without burning out.
When Andrew Doig launched his consultancy in 2021, the decision came suddenly, sparked by a phone call. The change gave him an unexpected pause and a chance to rethink his next steps. With three months of gardening leave and financial breathing space, he had the opportunity to focus on what he truly wanted to build. That time became the springboard for creating his own consultancy.
Andrew’s new company, Learning Design Solutions, focuses on helping universities create effective, fully online programmes. The mission is to help institutions design and deliver high-quality, engaging digital learning strategies and full courses. His team supports universities at every stage, from initial consultancy and course design to multimedia production, faculty training, and project management. The aim is simple: to make online learning as impactful and experiential as the classroom. He draws on 30 years of experience, beginning as a teacher of English as a foreign language (TEFL) and evolving into a learning designer, executive, and finally a consultant. Along the way, he has lived in Istanbul, Australia, Korea, and Hong Kong; written CD-ROM teaching content; led teams in online programme management firms; and earned an associate professorship for his research.
The calm before the silence
Andrew’s consultancy had a strong start. His reputation in higher education and executive-level experience meant he was well-positioned to advise universities on moving courses online. Before starting his own company, he had spent decades building a name in both academic and corporate settings, which meant institutions were ready to listen when he offered guidance. His learning design philosophy, focused on experiential, outcome-driven courses that replicate classroom experiences, made his services stand out and gave him early momentum.
“As long as there’s work there, it’s so much better than working in a corporate environment. I like people and I like working with people, but I don’t have to line manage people and deal with their problems anymore.”
That first major contract validated his approach and showed that even a one-man consultancy could coordinate complex teams to deliver for a major university. He built flexible groups of subcontractors to handle large projects, calling on trusted colleagues when demand spiked. The model gave him reach without committing to permanent staff, which suited both his independence and the universities’ project-based needs.
That first major contract was a turning point, but it also highlighted how consultancy work can decrease and flow. While the large project created a sense of stability, it also made clear the importance of building a pipeline for what comes next.
“It started to dwindle in about August last year and by November it was finished. Now, I hadn’t worked enough on my pipeline, so I didn’t have any paid work until March again. And that was terrifying.”
For Andrew, that pause became a lesson in resilience and preparation. Many consultants and freelancers will recognise the experience: being so focused on delivery that the next opportunity isn’t lined up. Rather than a failure, it is part of the natural rhythm of independent work, a rhythm that can be smoothed out with better systems, foresight, and planning. It is a reminder that success in freelancing includes both winning big contracts and creating continuity beyond them.
A philosophy of learning, and of business
Andrew draws a clear line between instructional design (content-focused) and learning design (experience-focused). Instructional design, as he explains it, means creating content for learners, what is familiar from compliance training; it might include interactive elements and quizzes, but is not principally about learner activity. Learning design is more ambitious; it considers the whole journey of the student and aims to create experiences that mirror learning processes that happen in the classroom: discussion, problem-solving, feedback, and growth. His courses are built around constructive alignment: aligning learning outcomes, activities, and assessments to create “virtuous loops” of knowledge, practice, and feedback. This approach helps universities move beyond static content to real learning experiences online, where students do not just consume information but actively apply it.
“We’re not just designing content. We’re designing learning events… how do you get the learning experiences that a student would have in a classroom and replicate those online?”
Andrew’s distinction between instructional and learning design reflects broader changes in the field. Recent industry surveys show that the instructional design profession is undergoing significant transformation, with nearly half of the respondents using AI daily and 30% using it weekly. However, most professionals still spend 37-39% of their time on development & implementation tasks, highlighting opportunities for the kind of strategic, experience-focused approach Andrew champions.
For Andrew, this philosophy comes directly from his decades in education, from teaching English in Istanbul to designing MBA courses in the UK. He saw firsthand how learning sticks when people practice and use it, not just read about it. It is a principle that appeals to university leaders who want their online courses to be credible and competitive, not a digital textbook.
That same mindset, aligning outcomes with actions, applies to business as well. Just as a course needs learning outcomes tied to activities, a consultancy needs its sales efforts tied to delivery and future planning. Without systems to align client acquisition, project delivery, and revenue planning, even the most capable freelancer can run into pipeline problems. In education, misalignment leads to poor learning; in business, it leads to dry spells between contracts.
Scaling without staff
Andrew consciously runs Learning Design Solutions as a flexible consultancy rather than a traditional agency. He brings in subcontractors when needed but has no permanent employees. This flexible model lets him expand his team for larger projects and then return to a leaner setup once the workload eases. It is a lightweight way of running a business, and one that gives him freedom to adapt without the fixed overhead of permanent staff.
“None of those are my staff. They’re all subcontractors. As much as possible, people I’ve worked with previously, but not always.”
This approach has benefits. Universities often need short bursts of intensive support, such as designing an MBA course or piloting a new online model. By pulling together temporary teams of designers, technologists, and media producers, Andrew can deliver complex projects without carrying the cost of a permanent payroll. For clients, it means they get a tailored team that matches the exact needs of the project.
The shift towards remote work has made Andrew’s model even more viable. Research shows that over 60% of consultants benefited from the pandemic’s move to remote working, with many reporting they could maintain or even increase their fees while reducing business development costs associated with travel and face-to-face meetings. This trend supports flexible, network-based business models like Andrew’s.
This flexibility is a strength, though it does call for careful planning. Without permanent employees, there is no standing team unless Andrew secures the projects that justify building one. It means the business thrives when contracts are well managed and momentum is maintained.
His experience shows how important it is for independent consultants to think ahead, investing in long-term strategy, consistent marketing, and reliable systems. These tools turn flexibility into stability and make it possible to enjoy the benefits of independence while still building a sustainable path forward.
Building relationships, setting up processes that generate leads, and creating predictable overlap between projects are as important as the work itself. Otherwise, the business remains fragile, no matter how impressive the portfolio looks on paper.
Freedom and responsibility
Andrew left the corporate world for the freedom to choose projects and focus on quality. He no longer manages full-time staff or answers to senior executives. Independence brings its own pressures. For someone who had spent years in executive positions and reporting to senior management, stepping away was both liberating and daunting. He traded security and a fixed salary for control and flexibility.
For Andrew, this meant a chance to focus purely on the craft of learning design and the clients he chose to work with. It also meant taking on the responsibility of building his own path forward each month.
Independence brings both possibility and challenge, but Andrew’s story shows that with confidence in your skills and a clear plan, autonomy can be not just rewarding but empowering. Many consultants will see in his journey a reminder that stepping out alone opens space for freedom, growth, and the chance to shape work on your own terms.
“I’d much rather be where I am now. So I’m much more comfortable being responsible for myself.”
This comfort comes not from a lack of risk, but from acceptance of it. He has built enough trust in his skills and reputation to believe he can weather the ups and downs. Still, the lesson for other freelancers is clear: the rewards are high, but so are the risks. Without a pipeline, you don’t have a business, you have a project with an end date.
Designing the next phase
Andrew’s current goal is to scale Learning Design Solutions to handle concurrent, overlapping projects, reducing the risk of gaps between contracts. Having gone through a period where the pipeline dried up completely, he knows that relying on one large client at a time leaves the business exposed. By staggering projects, he can ensure continuity, avoid sudden gaps, and create breathing room for strategy rather than panic.
He also imagines running the business remotely, perhaps from abroad, while planning for an eventual exit in his 60s. This reflects not only a business ambition but a personal vision: to design a consultancy that supports the life he and his family want to live. After years of travel as a TEFL teacher and time spent in places like Hong Kong, he has always seen work as something that should be portable. Now, he is looking at how to make that a reality for the final phase of his career.
“I want to continue to scale. I want to get to the point where I have other people working for me, with me, who can supervise other people so I can have multiple projects going on.”
This ambition goes beyond revenue. It is about creating a business that offers stability, freedom, and room for the next chapter of life. For other consultants, Andrew’s approach highlights the importance of aligning long-term lifestyle goals with day-to-day business design. Scaling means building a structure that reduces risk, supports flexibility, and leaves space for future choices, not only increasing income.
A moment to act
Andrew’s story shows the upside of saying yes to new opportunities and the risks of not planning for what comes next. Throughout his career, from TEFL teaching abroad to executive roles in online education, he always raised his hand for new challenges. That willingness created opportunities, but it also left him exposed when contracts ended and nothing was waiting in the pipeline. His experience highlights a reality many freelancers prefer to ignore: momentum can vanish quickly if systems aren’t in place.
For consultants and small service businesses, the lesson is clear. It’s not enough to be excellent at delivery; survival depends on what you do while delivering. Building relationships, setting up processes that generate leads, and creating predictable overlap between projects are as important as the work itself. Otherwise, the business remains fragile, no matter how impressive the portfolio looks on paper.
If you’re running your own consultancy or small service business, ask yourself:
- What happens after your current contract ends?
- Is your pipeline a plan or a hope?
- Are you building something that works even when you’re busy delivering?
If the answer feels uncertain, we should talk.Book a free discovery call with Serenichron and let’s look at how to build your pipeline, stabilise your business, and plan the next phase:
About the Author
Vlad writes about automation, operations, and the little tweaks that make a big difference in how businesses run. A former game designer turned founder, he now helps teams fix broken workflows and spot the revenue leaks hiding in plain sight.
About Serenichron
Helping businesses grow by simplifying strategy, streamlining systems, and making tech actually work for people. We bring clarity to chaos with practical tools, honest guidance, and just enough curiosity to question the default way of doing things.