This whole thinking of yourselves around how businesses choose and buy consultancy services resonates a lot with me too.
This requires for a relentless effort in engaging organizational leaders while most of them at the moment are caged in their cautious thinking frameworks.
So the effort is proving to be significant, and like Harold says, it may even be a difficult business model.

It's important to keep describing ourselves like people who are focused on results and beneficial outcomes, and speak as much a reassuring, positive, language as it is possible.
Also, it is important to have many positive stories (cases) to tell.

On another perspective, I am writing a piece where, among other things, I am talking about which circumstances positively influence organizational leaders toward change and improvement.
The more they are stably involved with ownership, and the higher they are in their hierarchy, the more likely they are to care for long-term (vs. short term) organizational results, and to be open-minded and self-confident too.