Nine months? Three or four companies in the particular space I was in? I talked with both the tech owners and the company owners in all but one case.
I had just come off of three years building a developer relations platform that drove one of their competitors basically out of business. The relationship was not smooth, however; it was financially successful for them, but I butted heads with them constantly, again, because they didn't want to change their culture or processes, and I had scores of customer evidence that they needed to. They wanted to finally bring it in-house, so I thought I'd try it again elsewhere.
One company realized, as they talked with me about it, they would have the same problem: they hadn't realized what "doing it right" actually entailed, and weren't prepared for an internal culture shift. They brought this up with me directly and I agreed, and we stopped talking.
The other three just stopped talking, and I inferred it was something similar from how they were behaving during the initial discussions (I only received feedback later from one of them).
I've had related experience talking with startups over the last couple of years. I don't generally try to help startups that don't already know they need customer development and product/UX design. It's not an effective use of my time to teach you the value of design when there are other startups who already understand my value. (In addition, unless you're talking exclusively with VC-backed startups, most startups can't afford to pay you.) As design includes user research and customer feedback, I feel these are the same issues you'd run into. I think you're underestimating the amount of culture change you'd need to effect.
Your business proposition sounds a little like a managed Get Satisfaction. You triage the boards and collect feedback and provide some UI comps... to whom? To the C-suite guy who hired you? And then he demands it of the product manager and tech lead, to fit it into the roadmap? The roadmap they previously had full control over? What is the priority of these changes over all the other changes that had been signed-off on? And that's how your changes get swept aside, and your contract doesn't get renewed because none of your changes ever made it into a release.
Every person in that company is used to doing their own thing, or they'd already be taking feedback in from customers and supporting them better. You may need to convince an entire chain of people to implement your changes, and then a whole other chain of people to implement instrumentation and reporting in the app so you can see patterns of use in the app, and then a whole other chain of people to implement servers to collect that data, and then a whole other chain of people to analyze that data, then then a whole other chain of people to let you go interview customers directly (because data can't tell you why they're behaving that way), and then back to the first chain to change the roadmap even more.
That sounds exhausting and expensive, why would anyone let you do that if they're already making a million dollars a year?
Perhaps there's a narrow niche of change you could effect, a very limited subset of non-threatening, incremental change, like Draft Revise does with its A/B-testing-as-a-service. But if the entire internal chain of command isn't banging down your door to help them change their culture and processes, I'm not sure I'd invest myself in the work, as it's not likely to stick.
