This is a guest blog by Manny De La Cruz
Way before I decided to go back to school, I worked. I worked a lot and mostly in jobs that required customer service. I did door-to-door sales, telemarketing, and finally food service. I enjoyed being a server. I was good at it and always had cash in my pocket. I had two goals at that time: pay rent and have fun with the rest.
Through these jobs, I learned about customer service and in those days, how the customer was always right. I won’t claim to have been a poster child for great customer service, since on several occasions the human in me and all that was going on would catch up and a customer might get the short end of the stick. Customer service is something that has become synonymous with hospitality and entertainment. It is easy to spot bad customer service at a drive-through or a check-out line, when you are trying to ring up your own groceries only to be met with an error and no associate around to help you (we have kind of lowered the bar, folks). But what does this have to do with engineering?
Funny you should ask. If you are in an engineering role in outside sales, consulting, or contract engineering, perhaps your customers are pretty obvious. But what about in other engineering roles, like plant support, manufacturing, or research? Perhaps those customers are not as obvious. In reality, regardless of where you work, more than likely there are some internal customers who are relying on your service, and not being aware of who they are could cost you dearly.
There are many reasons why a lot of engineers choose to start up their own firm. Basically, you get to be the boss, you get to decide which projects to take, and you get to pursue your engineering passions. And if you nail the right strategy, there are no limits to your income potential. However, starting an engineering firm is not easy. In fact, 
