This document discusses the experience of Alison Peck in starting and running her own freelance technical communications business called Clearly Stated. Some key points covered include how she began the business in 2004 after a period of redundancies. She created a basic business plan and calculated costs. Over time, she has gained experience estimating projects, dealing with legal issues, managing multiple concurrent projects and clients, and making the transition to becoming an employer herself. The document offers advice on various aspects of getting and managing work as a freelancer.

1. Managing as a freelance
technical communicator
Alison Peck

2. TAKING
THE
PLUNGE

3. When it all started…
 Summer 2004 – spate of redundancies
 October 2004 – relocation not an option
BUT
 Children had left home – space in house
 No mortgage – so less financial pressure
 Already had basic equipment
 November 2004 – Clearly Stated was born
… the start of an adventure!

4. Did I do a business plan?
 A very basic one, yes
 No borrowing required
 Minimal capital outlay
 Free marketing (existing network)
 Calculated:
 Average earnings required to maintain standard
of living
 How long till first job before panicking
 Was that enough?

5. Emergency fund
 What happens if you
don‟t find work?
 The client goes bust?
 You‟re ill?

6. Where do you want to be…
 … next year?
 … in 5 years?
 … in 10 years?
There will be detours
along the way…
but don‟t get lost!

7. GETTING
WORK

8. First contact
 I‟ve had an enquiry!
 Do I have the skill-set?
 Do I have the capacity?
 Do I have the software?
 And also…
 Is it interesting work?
 Have I worked with them before?
 How did they hear of me?

9. What do they want?
 High-level stuff:
 Are they looking for another pair of hands?
 Some suggestions?
 A fully managed project (consultancy)?
 And does everyone know!
 Low-level stuff:
 What are they going to get?
 What am I going to have to do to produce it?

10. Legal issues…
 Legal status:
 Sole trader or limited company?
 Terms and conditions… yours or theirs?
 If you don‟t like something, say so
 Insurance:
 Professional indemnity
 Public liability
 Business insurance

11. Estimating/quoting
 Be precise in your quote!
 Who pays for re-work?
 Under what circumstances?
 What about expenses?
 Costing options:
 Daily/hourly rate
 Fixed price – my „internal‟ hourly rate
 Range with a cap – security for both sides

12. Big issues for me…
 What is this going to cost me…





Equipment
Training
Time with my family
Reputation
Stress
 Do I want this work?

13. Big issues for the client…
 Are they ready for me?
 Are they giving me „make work‟ tasks?
 Do they know what their priorities are?
 How realistic are the timescales?
 Would they be better with a contractor?
 More expensive – paid when not needed
 Readily available – not doing anything else

14. What are the implications?
 I have:
 Many concurrent clients
 More than one project/product per client
 Numerous deadlines…
 Can work flexibly, switching between projects –
usually more economical
 Changes and delays cause clashes not on the
client‟s project plan!

15. The plan…
150
125
100
Project 3
Project 2
Project 1
75
50
25
0
Week 1
Week 2
Week 3
Week 4

16. The reality…
150
125
100
Project 3
Project 2
Project 1
75
50
25
0
Week 1
Week 2
Week 3
Week 4

17. Can we minimise the risk?




Have incremental deadlines (drip-feed)
Share when something is time-critical
Don‟t assume that people are doing nothing else
Co-ordinate/collate review comments when
possible
 Ask what would help if deadlines are tight

18. Who’s in charge?
 Named point of contact
 Responsibility can be delegated
… but not too far down the chain
 If it‟s obviously „wrong‟, question it

19. Why use freelances?
Advantages
 Fill short-term need (skillgap, capacity)
Disadvantages
 May not be aware of
history with project
 Wide range of experience
 Initially not aware of
corporate culture
 Fresh pair of eyes, new
ideas
 Unsure of boundaries or
status within project
 Enthusiastic – not jaded
 Out-of-sight can equal
out-of-mind

20. BUSINESS
AS USUAL

21. Everyday issues
 Work–life balance
 Delegate when it makes sense
 Cash flow
 Motivation
 Learning curve can be steep

22. Getting bigger
 Became an employer on 9 July 2012
 This has changed a lot:




Type of projects we can undertake
Capacity (not doubled, but increased)
Complementary business skills
Future of the business

23. What would I do differently?
 Set a more realistic rate for my services (need to
keep working on this one!)
 Have a clear direction for my business from the
beginning
 Always find out who has decision-making
authority for my client
 Say “no” more often

24. Any questions…?
Contact
 alison@clearly-stated.co.uk
 www.clearly-stated.co.uk