Weiss has been saying the same thing for forty years and he is right: selling hours turns a consultant into a supplier of time, and ten years of experience buy you fewer hours, not more money. Get better, finish in half the time, bill half. The incentive points the wrong way.
What I did with it
Hours became an internal margin calculation, not the price. The price comes from what it is worth to the client that the problem stops existing: a monthly close that slips eleven days every month has a cost you can estimate with them on the call, and that number is what decides.
I adopted the value questions before quoting. They are not technical: what happens if this stays as it is for another twelve months, who notices the difference if it is fixed, how will we know six months from now that it was worth it. Without those answers any price is an invented number.
And I started offering three options instead of one. Not three discounts: three different scopes, smallest to largest, so the conversation becomes which of the three rather than yes or no.
What I left out
Weiss writes from management consulting to large firms, where the annual value of a project runs into hundreds of thousands. Working with mid-sized companies in Ecuador, that arithmetic does not transfer as written. What does transfer is the order: value first, scope second, number last.