A Consulting Founder Steps Fully Into Leadership as the Firm Grows

Six years after its founding, Harkness Consulting Solutions LLC stands as a steady presence in public agencies, nonprofits, and private sector systems across New York State and the Northeast. The firm operates without outside capital and relies on repeat engagements rather than volume. Growth followed referrals and renewals, not advertising or expansion blitzes.

Melody Harkness Mobele founded the company with a narrow focus on organizational change, workforce development, operational consulting, and strategic planning. Strategic planning became the firm’s strongest service as clients returned during leadership transitions, budget strain, and structural reviews. Many stayed after initial contracts ended.

Harkness Consulting Solutions carries certification as a minority- and woman-owned enterprise. That status opened doors and raised expectations. Delivery determined whether those doors stayed open. Each engagement placed senior leadership in direct contact with clients, a practice that continues today.

“Clients trust us with moments that feel risky inside their organizations,” Harkness said. “That trust grows when they see the same people doing the work from start to finish.”

When templates failed, listening took over

Early projects revealed a pattern. Organizations arrived with reports from larger firms that relied on pre-set models. Those documents often sat unused. Leaders wanted guidance tied to daily operations, staff capacity, and organizational realities.

Harkness Consulting Solutions responded by discarding standard playbooks. Each project began with interviews, document reviews, and observation. Language stayed plain. Recommendations connected directly to budgets, governance rules, and staffing limits. Clients noticed the difference.

Public sector work demanded patience and clarity. Procurement cycles slowed progress. Oversight shaped every decision. The firm adjusted timelines and expectations rather than pushing rigid schedules. That flexibility often led to extended scopes and follow-on contracts.

Nonprofits often returned during board changes and funding shifts, while private companies tended to seek support during restructurings and leadership transitions. The firm remained involved across both steadier periods and more complex moments. That consistency helped give a sense of longevity.

“We spend time understanding how decisions get made,” Harkness said. “Once that becomes clear, the rest follows.”

Growth without outside money

Operating without investors forced discipline. Hiring followed confirmed demand. Systems developed through trial and correction. Cash flow required attention. Each project carried weight.

The firm stayed deliberately small. Clients met senior leadership during planning sessions, progress reviews, and closeouts. That visibility created accountability and reduced handoffs. It also limited how quickly the firm could grow.

Revenue rose steadily over five years. Retention remained strong. Many clients returned across multiple fiscal cycles. Expansion plans now sit on firmer ground, supported by repeat work rather than projections.

During the sixth year, Melody Harkness stepped fully into the chief executive role after years of balancing ownership with direct delivery. The move marked a shift in focus toward long-term growth while keeping close ties to client work.

Equity-aware change in practice

The firm’s recent work demonstrated an increasing need for organizations to change their policies and practices to be more equitable and inclusive. In working with companies, the firm provided clients with insight into how inequitable policies and procedures lead to different outcomes. The firm framed equity as something to be implemented into an organization rather than just being something that is talked about.

Work focused on decision pathways, accountability, and access to resources. Plans outlined who holds authority and how information is disseminated. Clients responded to the directness.

Private companies engaged the firm during administrative restructuring. Public agencies relied on its guidance during service expansions. Nonprofits requested support as they redefined their priorities under financial pressure. Each sector required different methods. The firm adjusted accordingly.

Global expansion now appears on the horizon. Public sector work remains central. Nonprofit partnerships continue. Private sector interest has grown. Leadership remains cautious, favoring depth over speed.

Harkness Consulting Solutions reaches its sixth year with a clear record. Growth arrived through repeat work. Services stayed focused. Leadership remained visible. The firm built longevity by staying present when organizations faced their hardest decisions.