# How Much Should You Actually Charge for AI Consulting? **URL:** \ **Category:** Content Creators\ **Tags:** mansel-scheffel\ **Created:** [19 October 2026 19:48 UTC](https://www.artofsm.art/t/how-much-should-you-actually-charge-for-ai-consulting/26411 "2026-10-19T19:48:07Z")\ **Posts on this page:** 2\ **Page:** 1
**Author:** ![artesia](https://www.artofsm.art/user_avatar/www.artofsm.art/artesia/32/36_2.png) [@artesia](https://www.artofsm.art/u/artesia)\ **Post date:** [19 October 2026 19:48 UTC](https://www.artofsm.art/t/how-much-should-you-actually-charge-for-ai-consulting/26411/1 "2026-10-19T19:48:07Z")
[![](https://www.artofsm.art/uploads/default/original/3X/f/3/f31455b967cde89e1f499e0c86c96910f0cc7a66.jpeg "How Much Should You Actually Charge for AI Consulting?") ](https://www.youtube.com/watch?v=rVGVm9fwWgo) The video explains that AI consulting fees should be based on the tangible value delivered to clients, using a structured six-step process involving discovery, paid audits, value quantification, and consideration of factors like client belief and project responsibility to confidently set prices typically between 10-20% of the value created. Mansel emphasizes presenting pricing as an investment, resisting discounting, and building confidence through experience and data to ensure fair compensation aligned with the consultant’s impact. ---
**Author:** ![artesia](https://www.artofsm.art/user_avatar/www.artofsm.art/artesia/32/36_2.png) [@artesia](https://www.artofsm.art/u/artesia)\ **Post date:** [19 October 2026 20:08 UTC](https://www.artofsm.art/t/how-much-should-you-actually-charge-for-ai-consulting/26411/3 "2026-10-19T20:08:20Z")
The video addresses a common question among AI consultants: how much to charge for their services, especially when the value they deliver can be substantial. The speaker, Mansel, emphasizes that pricing should be based on the value created for the client, not just market rates or arbitrary figures. He outlines a six-step process to confidently price AI consulting deals, starting from the initial discovery call to holding firm on the proposed price despite pushback. Mansel highlights that confidence in pricing comes from experience, data, and a structured approach rather than guesswork. The first step involves the initial call where the consultant assesses the urgency and scale of the client’s problem, determining if it’s worth solving and if the client can afford the solution. Mansel stresses the importance of understanding the client’s pain points, the cost of leaving issues unresolved, and the size of the business to gauge potential value. He advises against asking for budget upfront with small businesses but suggests testing budget ranges with mid-sized clients. The next step is conducting a paid audit to gather real data, which forms the foundation for justifying the price. Mansel cautions against giving away audits for free unless it’s a strategic exchange for testimonials or case studies. Turning audit findings into quantifiable value is crucial. Mansel explains that value isn’t just about time saved but also includes error reduction, increased capacity, revenue growth, and risk mitigation. Using a recruitment firm example, he demonstrates how combining these factors can significantly increase the perceived value of the solution, allowing for higher fees. He stresses the importance of using actual client data to calculate value and ensuring that savings translate into real business outcomes, not just theoretical time savings. Deciding how much of the calculated value to charge depends on four factors: value, belief, replaceability, and responsibility. Belief refers to the client’s confidence in the consultant’s ability to deliver results, which can be bolstered by relevant experience, proof, and trust-building content. Replaceability considers how easily the client could find another provider, with domain expertise increasing exclusivity. Responsibility relates to the risk and scope of the project, including compliance and data sensitivity. Mansel advises leveraging these factors to justify charging between 10% to 20% of the value created, with higher percentages possible for proven consultants delivering fast, low-cost solutions. Finally, Mansel discusses presenting the proposal by leading with value before price, framing the fee as an investment rather than a cost. He recommends offering tiered packages to avoid discounting the core offer and clarifying who pays for ongoing operational costs like APIs and hosting. When clients push back on price, he suggests reinforcing the value and avoiding discounts on the original scope. Mansel concludes by encouraging consultants to build pricing confidence through experience, data, and delivering results, reminding them that pricing is a dynamic process shaped by market feedback and the unique value they provide.