A consultant is ready for bigger clients. The first instinct is to go find bigger companies. That is half the job.
Your network is calibrated to the clients you have now. The people who refer you, the organizers who book you and the groups that know you all picture a certain size of buyer. If you chase larger accounts alone, you are asking an old network to produce a new result.
So the work is to define the buy box and tell everyone. Revenue, size, stage, growth, complexity, the pain they feel and their ability to invest. Then send it to your referral partners and organizers in plain language so they know who to introduce. The upper end of your current market becomes the lower end of your next one.
Smaller prospects do not have to be turned away. They can enter through a lighter offer, a diagnostic or a trusted subcontractor, without consuming the time reserved for strategic work.
The hardest part is often the client who pays the least and takes the most. A rate review is the first step. If the client will not support the right price, letting that relationship end can be the cheapest way to make room for a better one. Underpriced work does not only cost margin. It occupies the seat a better client would sit in.