Letter from the CEO

From attending my first Create & Cultivate event to becoming the CEO.

It’s Oct 16, 2021. Terrified and overwhelmed with imposter syndrome, I walk into my first Create & Cultivate event. I sit down in the front row excited to be in the presence of all the amazing entrepreneurs on stage.

Ten pages of notes 📝 later, I write my most ambitious business goal to date – “Speak at a Create & Cultivate event.” 🎤

That following year, I traveled around the country attending every event C&C offered – learning, growing, and pushing past my comfort zone. One year later that ambitious goal was achieved. I was invited to speak at C&C NYC in the fall of 2022.    

📆Fast forward another year. 

Jaclyn Johnson and I, already business partners, acquire Create & Cultivate. With me becoming its new CEO.

As we move into this next phase of Create & Cultivate, it’s time for a new ambitious goal.  

But first, let’s talk about the importance of opportunity.

I think a lot about the reason why my parents brought me here from Egypt when I was 8.

And this is why.

It’s to be able to have an opportunity like this.

But my path to get here has not been the easiest.

During our first couple of years in the U.S., we moved around a lot. Staying with family and friends until we were able to get a place of our own. As an immigrant child, who barely spoke English, I was bullied throughout most of my teenage years. I then found myself a single mom at age 23. 

Despite all of my setbacks, I managed to build a strong career for myself. First in the corporate world, working with some of the most prolific brands in the world carrying different roles at Yahoo! and Tumblr. To then betting on myself as an entrepreneur where I helped other women build their confidence, personal brands, and ultimately their business. 

I have been afforded many opportunities since I was that little girl. Most of these opportunities have come from other women willing to hold the door open for me.

Many of those women I met through Create & Cultivate.

One woman in particular – Jaclyn Johnson – who made it her life’s work to build a community to help women like me step into opportunities like this. An opportunity that many women, especially women of color get overlooked for. 

I come into this new role as C&C’s CEO grateful and honored, but most importantly, motivated. The Create & Cultivate community of women is everything to me and I commit to doing everything in my power to support each woman in both their personal and professional journey.

Together we will amplify the voices of all women – creating a more equitable environment where diverse voices are not just heard but actively sought, valued, and celebrated. Something that Create & Cultivate has always done well.

We are committed to helping every woman in our community navigate her journey from business launch to legacy, from ideation to exit.

So, here’s my new ambitious goal: Ensure that Create & Cultivate remains the most important platform for women at every stage of their personal and professional paths, offering guidance, inspiration, and community every step of the way.

I look forward to building alongside all of you and cannot wait to meet every single one of you in person!

Your biggest cheerleader,

Marina Middleton

Letter from the Founder

Welcome to a new chapter of Create & Cultivate.

Hi everyone, it’s Jaclyn the founder of Create & Cultivate. I am so thrilled to be back at the helm of Create & Cultivate alongside our new CEO @MarinaaMiddleton. How did we get here? It’s complicated.



I’ve always prided Create & Cultivate on being a place of transparent conversations and “real talk”. It's been in countless posts, signage, podcast episodes, and even my book.



Business on its best days is extremely rewarding, on its worst very heart wrenching. Selling a majority stake in Create & Cultivate in 2021 was one of my proudest moments as a business owner and yet personally challenging to navigate. This is a brand I, like many of you and your businesses, love. The community is what got me through each and every hard moment of being an entrepreneur. So when the opportunity presented itself to rebuild Create & Cultivate back alongside my partners, I took it. Why?



Since its launch in 2016, Create & Cultivate, has been a driving force and unmatched resource for women entrepreneurs and small business owners. By offering insightful content, fostering a loyal community, and hosting best-in-class events, C&C has helped countless women create & cultivate the careers of their dreams. We’ve witnessed tremendous growth for women in the workplace from massive IPOs to women in the US generating a staggering $1.9 trillion annually. However, venture funding remains at an all-time low for female-led businesses, layoffs are abound and the burden of the family still lies with working moms.

The first Create & Cultivate stage



We know there is more ground to cover. As the world shifts, so does Create & Cultivate.

We’re glad to be here.

Welcome to the new C&C.

xoxox

Jaclyn Johnson

@jaclynrjohnson

THE MULTI-HYPHEN LIFE

Chapter 3

The Rise Of The Multi-Hyphenate 

“You are not only one person! But dozens, hundreds of personalities! But boy you might never meet all of them! We try so hard to fit into boxes, that we end up suppressing some of what we are and end up living the wrong lives.”

—FREDDIE  HARREL, global  fashion entrepreneur

The Multi-Hyphen Life is about being a happier and more fulfilled person at work and otherwise. It’s about breaking out of a predetermined definition of success that may no longer be viable. But it also doesn’t necessarily involve leaving your day job. This isn’t a “quit your job”-type book. It’s also not about labeling yourself a “freelancer” and telling you to go it completely alone. The Multi-Hyphen Life for you could mean nurturing an outside-of-work hobby—or hyphen— that complements your interests and adds to your skills. A side project doesn’t have to mean world domination or a global business plan.

The Multi-Hyphen Life is the straight-up refusal to be pigeonholed or afraid to add another strand to your career bio. It is rebelling against being (a) defined by what generation you fall into and (b) mindlessly following someone else’s path. You are not your job title and instead should feel confident enough to move between different jobs if necessary, relying on your strategic personal branding to funnel, organize, monetize, and schedule your work yourself. This is not abouthaving fifteen jobs, juggling to make ends meet, tearing your hair out at night. It is an active choice to have more than one job, a career with multiple strands that suits you.

We shouldn’t assume that freelance flexibility and multiple career strands mean exploitative “gigging.” Flexibility is far more preferable—the happy medium between a single full-time nine-to- five and unsupported gigging. There is a vast and varied spectrum of options in between these two extremes. According to the Office for National Statistics in the United Kingdom, at the beginning of 2016, the self-employed accounted for 15 percent of their population. That’s 4.6 million people who could do with more advice, tools, resources, direction, and opportunities for work. With institutions notoriously slow to evolve, we have to take charge of our own career paths. The Multi-Hyphen Life is about taking that control: harnessing multiple skills and housing them under one career roof.

 

THE MULTI-HYPHENATE LIFESTYLE IS ABOUT . . .

» allowing yourself space to breathe

» allowing yourself to not be defined by a box that having one job—with a title chosen by someone else—can put you in

» having the courage and tools to make big moves on the side, without risking financial stability

» giving yourself the confidence to not be defined by one thing

» letting go of thinking your job is your life, your identity, and your worth

» letting yourself add other names and titles to your bio as you go

» letting your hobbies and outside interests make you better at your job

» having two simultaneous careers or more—whatever ratio works for you

» allowing technology to help you live a happier, more creative lifestyle

» getting rid of obsolete traditions of the past

Your hyphens don’t even have to be work related to make a difference. Your hyphen could be “parent” or “caregiver” or “poker champion” or “chief knitter” or “flash mobber.” Your hyphen doesn’t have to make you money. It can be an enjoyable bonus and outlet alongside your job. Of course, additional income is amazing and can be a welcome by-product of having multiple projects, but it all starts with incentive, intention, enjoyment, and curiosity. This is a new age of employment. You manage your own training, create and maintain your job security, and build your own online ecosystem. You are running your own business—the business of you—with a mixture of skills to offer.

YOU CAN BE A MULTI-HYPHENATE AND . . .

» have totally different interdisciplinary careers. They can look dissimilar on the surface but complement each other in interesting ways.

» still be an expert in one or more areas even if you have multiple interests or hyphens to your job title

» not be overly ambitious! Having a multi-hyphenate career isn’t always about being the best or being the hardest hustler. It is about having a cocktail of projects and work that makes you feel satisfied and driven.

» still maintain a successful day job or part-time job, with career strands added on the side. The beauty of this lifestyle is you don’t have to pick just one way of working.

It’s Time to Be Unapologetic

I used to apologize for everything. I would just be sorry all the time. I would apologize if someone spilled their coffee on me. I would apologize for taking up any space, breathing air. And I always felt the need to apologize for my lifestyle and career choices. For years I have apologized for how I work and when I work. I used to run my side projects from home in the evenings and was met with judgment from colleagues and acquaintances (perhaps because I looked like I was a crazy person, trying to build a moonlight side business on no sleep). I asked my employer whether I could have Wednesday afternoons off so that I could finish writing my first book. It felt like a momentous ask, because it wasn’t really the norm. I’d leave the office on Wednesdays at 1 p.m. and write from when I got home at 2 p.m. until 6 p.m. Four solid hours of side hustle time. But before leaving the office every week I would apologize guiltily, make an awkward joke, and sneak out while everyone else was tapping away. The thing is I’d asked for and been given the flexibility I wanted. So why did it feel like I was committing a weird crime? Why did I feel like some of my other colleagues were side-eyeing me? Why did I feel guilty that I wasn’t using this flexibility for a more “acceptable” reason, for example, for childcare? Whatever my guilt surrounding my decision, those four hours a week dedicated to my side project ended up sparking my career trajectory and added nicely to my finances.

Sometimes we have to take risks and be unapologetic for the things we want. It can feel awkward at the time, but later you’ll be glad you pushed through. Do you have something you wish you had more time to do? Even the smallest amount of time to see whether it’s feasible? Do you think it’s time to ask your employer for the flexibility to try it out?

In June 2016, I was selected to act in a national TV commercial for Microsoft. It played in theaters and in the breaks of shows like Britain’s Got Talent. In the thirty-second clip, I say: “Millennials will have more than five jobs in their lifetime, and I think it’s very exciting.” This sentence was born out of the Chase Jarvis quote: “If our parents had one job, we’ll have five, and the next generation will have five at the same time.” Many viewers perhaps didn’t fully get it. How can you get a complicated premise about the future of work across in just thirty seconds? I love the commercial and the conversations it sparked, but I knew I wanted to discuss this in more detail.

I was selected to be in this commercial because I am a technology- obsessed and self-defined multi-hyphenate in the workplace. I have always been someone who could never put herself in a box, and for years this made me feel insecure. But when a huge technology brand wanted to showcase my career story on a national platform (TV, theaters, all over the Internet), perhaps it was the validation I needed to realize that this way of working is something to be taken seriously.

This idea of what is now safe is interesting to me in this changing world of work. Can any job really be that safe these days? The job- for-life scenario with a great deal of career and retirement security that many of our parents and grandparents had no longer exists for us. But we all want and deserve to feel secure in our jobs. People ask me these questions a lot: Don’t you feel unstable? Don’t you miss your monthly salary? My answers: One, I felt more unstable working for a company that I didn’t believe could keep up with the technology revolution (I thought some of my old workplaces were likely to fold, and some eventually did). And, two, I do make a salary, just in a different sort of way. I feel much more secure and confident knowing that by having multiple skills, I have a diverse digital résumé, and I’m more employable. The future looks unpredictable, so how can we pretend that sitting at a nine-to-five desk is stable or secure?

We are all entrepreneurs now. The very meaning and idea of what an entrepreneur is have changed (it’s not just start-up founders in Silicon Valley; it’s you, it’s me, it’s anyone sitting at their kitchen table with an idea), and the playing field has been leveled. In my head the idea of an entrepreneur was always someone in a suit, pitching in a board meeting. Rid yourself of the idea of what you think an entrepreneur looks or sounds like. Those old ideas are fading fast. If you have a smartphone or a laptop and an idea, you can be entrepreneurial. You can start an online marketplace, launch an Instagram page, sell tickets, make a podcast, or grow an attractive online portfolio. As Muhammad Yunus, the Nobel Peace Prize– winning microfinance pioneer, pointed out: “All human beings are entrepreneurs. When we were in the caves, we were all self-employed . . . finding our food, feeding ourselves. That’s where human history began. As civilization came, we suppressed it. We became ‘labor’ because they stamped us, ‘You are labor.’ We forgot that we are entrepreneurs.”

We are told that some of us have an entrepreneurial mind-set and some of us don’t, but I don’t believe that’s true, just as I don’t believe that only some of us are creative. We are all creative. We are all entrepreneurial. You just have to decide whether to put it into practice or not.

It’s OK to have different things going on. The common denominator is you. You are the person who stitches it all together. Juggle, grow, explore, and then whatever happens to our working world or whatever technology is next invented or whatever the new trends are, you will have everything you need to adapt and pivot. This is about giving yourself the permission to have more control of your choices and future. 

It’s Time to Start a Side Hustle—for Your Bank Account or Just for Yourself

A side hustle has been defined as “a low-risk project, meaning it shouldn’t take a lot of start-up capital.” Essentially, it’s something that encourages you to learn new skills or enjoy a passion project that doesn’t take a lot of up-front investment in time or money. It isn’t strictly work or play but something in between. Technology has broken down the traditional barriers to creating a viable side hustle— giving more people access to tools and resources than ever before.

It’s important to stay curious about the future of tech and keep our technical knowledge as up-to-date as we can so that we don’t end up with a huge imbalance of skills. Feminist author Caitlin Moran has discussed the gender imbalance that already exists: “If you look at the stats on coding, it’s still crackers isn’t it? [The latest research says 92 percent of software engineers are men.] . . . That’s like if the global language was going to be Chinese, and women weren’t learning Chinese. The future is tech, the future is coding, this is how we build the world, this is how we understand ourselves.”

Side hustling is not just a trendy turn of phrase; it is a genuine add-on to many workers’ lifestyles. According to research by GoDaddy, 48 percent of Britons who start up a side business do so to make money from a passion or a hobby, with some entrepreneurs reportedly earning between £500 and £5,000 on top of the salary from their day job. In the United States, according to Bankrate, one in four millennials have a side hustle, with 61 percent of millennials working a side hustle once a week or more, 96 percent at least once a month, and 25 percent earning $500 a month or more from their side hustles.

It’s clear we want to shake things up a bit. In the United States, as many as 81 percent of traditional workers surveyed said they would “be willing to do additional work outside of [their] primary job if it was available and enabled [them] to make more money.” That’s a huge number of people who would be willing to have multiple jobs.

There are reasons to start small with your side hustle—you can gauge interest, assess whether it might be worth growing, and avoid burnout. Starting with a small amount of your time (like one hour a week) is a low-risk way you can put your creative energy into something outside of your day job and experiment with ways you might monetize your idea. Using your time wisely means you can grow things on the side without risking your primary employment.

My first side hustle came about because I hated my job. I was miserable. The work culture was toxic, disguised by perks that only made you feel like you had to stay longer at work, and the backstabbing and competitive environment was making me physically ill. My boyfriend reminded me that I cried literally all the time (I think I’ve blocked out those memories). I got UTIs from being too afraid to nip to the bathroom in between conference calls (I wouldn’t wish this on my worst enemy).

So my savior—my only savior during these low moments at work—was going home and working on a project that I could do on my own laptop, from my own bed or couch, during TV commercial breaks or random free moments. It was heaven to be able to explore something different. The side hustle for me was something I enjoyed doing anyway, but I could faintly see a glimpse of opportunity in the future if I carried on doing it. Side hustles don’t have to be financially orientated; in fact, it’s better if they’re not initially. That’s why they are called side hustles: because your main hustle is what pays you for the most hours in the day.

A seesaw side hustle is something that allows you to stop and start a particular project. It doesn’t take up all your time, and it can be resurrected as and when you need it. You might want to have a bunch of side projects going that can ebb and flow depending on how much work they are accumulating and how much time you have to give to them at that particular time.

PROS OF THE MULTI-HYPHEN LIFE

» Variety makes us happier and less bored. We are all more multifaceted than we think.

» Intense periods of energy on projects result in higher-quality work. It is exciting to work on something and give it everything you have with an end date in mind.

» Your overall brand of you is the umbrella for your multiple projects. An investment in your personal brand will make you stand out in the workplace.

» Productivity levels increase when you have some element of control over when you work.

» You can earn more money in a concentrated time period.

» You can embrace the idea of a nonlinear career (aka not climbing a premade ladder created by someone else).

» You are not labeled. You are not boxed in. You are not defined by one career.

» You are open to exploring your potential in multiple areas.

» You are more employable in future years because you have

a variety of skills. You’re less likely to be phased out. You are adaptable.

» You are future-proofing yourself. You are learning to twist and turn as you go.

» You can move quickly. In a big corporation, something as simple as designing a logo can take weeks; when you’re a small business or by yourself, it can be done in a matter of hours.

Getting time back is important, and being nimble is one of the most important things companies need to focus on right now.

CONS OF THE MULTI-HYPHEN LIFE

» It’s a pain in the ass describing what you do to your grandparents.

» You have to set some serious boundaries. Work-life balance works only when you have some parameters in place.

» The character limit in your Twitter bio isn’t enough to sum it all up.

» People will still want to put you into a box because it might make them uncomfortable that you don’t have one clear job.

» You have to motivate yourself, which at times can be difficult to sustain. 

Excerpted from THE MULTI-HYPHEN LIFE copyright 2020 Emma Gannon, forthcoming April 2020 (Andrews McMeel Publishing). All rights reserved.

Danielle Bernstein Opens Up About Her Life But Be Warned, This Is Not a Fashion Story

INTRO

We’re pretty sure you’ve heard of Danielle Bernstein. If that still isn’t ringing a bell right now then you definitely know her as We Wore What on Instagram—you and 2.4 million others.

On getting personal…

I've been doing this for 10 years and people definitely think they know who I am through my social media but there's so much more to me than fashion, so I finally felt ready to share my full story. From my successes and failures in both relationships and business ventures, I'm hoping that my readers not only learn more about me but gain inspiration and motivation to go after what they want.  

On landing a book deal…

I didn’t have an agent; I was introduced to my publisher through a friend. One of the things that got me excited was how they encouraged me to be involved creatively.

On the writing process…

I originally started writing this book five years ago but decided I wasn't ready to share my story. Almost a year ago, I picked it back up and worked with a co-writer to create This is Not a Fashion Story. I was surprised by how vulnerable writing made me feel and how much work it actually took.

On the biggest lesson readers will take away…

There's so many, whether it's how to pick business partners, spot a red flag guy, or to follow your gut. 

On her favorite chapter…

That's like asking to pick your favorite child!!

On the most rewarding part of launching a book…

I've become even closer to my audience by writing my book. Being able to talk to my readers directly while hearing their thoughts and feedback has been amazing. The most challenging part, I knew when writing the book there would be a lot of criticism coming my way, and dealing with any negativity is always challenging, but something I know comes with the territory.

On COVID-19 interrupting her book launch plans…

I'll be doing a few nights of a digital book club at the beginning of June, where I’ll discuss the book with readers and be able to have a more intimate discussion with them. 

On advice for fellow authors…

I'd say to make sure you're ready and make sure that your story has a purpose!

What We're Reading: The Most-Buzzed-About Links From the C&C Team Slack Channel

Photo: Create & Cultivate

Welcome to the latest installment of What We’re Reading, a bi-monthly series in which we share the most talked-about links from the Create & Cultivate team Slack channel. Scroll on to find out what the C&C team is currently discussing and join in on the conversation by sharing your thoughts in the comments section. This week, the most-talked-about links spanned ____ to ___

MORE ON THE BLOG

Driven Women Who Dream Big with Ayesha Coker and Mattie James

Ayesha Coker brings the Porsche brand to life as the Director of Experiential Marketing for Porsche Cars North America, Inc. She leads a high-performing team focused on experiential brand marketing, strategic partnerships, driving programs, and the Porsche Club of America. In the midst of our new reality, strong leaders like Ayesha stand out by innovating, adapting, and fostering connection in new and even unconventional ways.

As an entrepreneur, Mattie James is a total BOSS in the truest sense of the word and she really does walk the talk. Not only has she successfully turned her passion project into a thriving business but she’s bringing the rest of us along with her thanks to her online courses and downloads that teach us how to build a multi-figure business, too.

In this episode of WorkParty, I have the pleasure of sitting down with both of these ladies to discuss how to turn your ambition into a booming business, and level up your leadership skills. If there’s one message we want you to take away from today’s conversation, it’s to dream big, believe in yourself, and follow your dreams. Join the party on social @workparty and stay in-the-know at workparty.com.

Remi Founder Freck Beauty interview

We know how daunting it can be to start a new business, especially if you’re disrupting an industry or creating an entirely new one. When there is no path to follow, the biggest question is, where do I start? There is so much to do, but before you get ahead of yourself, let’s start at the beginning. To kick-start the process, and ease some of those first-time founder nerves, we’re asking successful entrepreneurs to share their stories in our new series, From Scratch. But this isn’t your typical day in the life profile. We’re getting into the nitty-gritty details—from writing a business plan (or not) to sourcing manufacturers and how much they pay themselves—we’re not holding back.

Photo: Courtesy of Freck Beauty

About Remi, Founder + CEO of Freck Beauty

Remi is a design-loving, music-obsessed business owner and cat mom to Enzo in Echo Park, Los Angeles. Having grown up in cold and rainy Seattle, Remi was always obsessed with freckles, at a time when it seemed like everyone was trying to get rid of theirs. She started her career as an interior designer, but the idea of a freckle cosmetic was always lingering in the back of her mind. After attending college for branding and marketing, the idea for Freck Beauty’s rule-breaking brand voice and design-forward packaging began to take shape.

She later moved to LA, and after a couple of career changes and attempts at starting her own business, Remi launched Freck Beauty in 2017 with a hero product, FRECK OG – the world’s first freckle cosmetic. Since then, alongside her business partner and COO Des Wilson, Remi has expanded the brand into both skincare and color cosmetics, creating bold, clean beauty products for anyone who cares about ingredients, respects the process, and doesn't care about the rules.

Take us back to the beginning—what was the lightbulb moment for your business?

My background is interior design, and I never thought I would be in beauty. The path to launching Freck Beauty was really formed from a lifelong obsession with freckles. I’ve always wanted to be able to put on freckles since I don’t have any of my own (even though everyone thought I was crazy since this was a time where people wanted to cover and hide their freckles!). 

If ever there was a lightbulb moment, it was when I met my first mentor who had decades of experience in cosmetic manufacturing. She was the first person to say “this is actually a really interesting idea,” and her support gave me the confidence to start trying to put the puzzle pieces together on how I would actually formulate a cosmetic.

Did you write a business plan? If yes, was it helpful? If no, what did you use instead? Why did you take that approach?

Hell no. I mean, I definitely tried because everyone told me to, but it was so daunting that I found myself just doing the steps before writing them down. Sometimes it’s best to just dive in. Even now with my business partner, Des, we prefer to organize with bullet points, cocktail napkins, voice memos, Google sheets, pretty much anything informal. We tend to spend our time executing rather than organizing; not ideal, but that shit’s real. 

How did you come up with the name Freck Beauty, and what are some of the things you considered during that process? What advice can you share?

All of our products have cheeky names, but Freck Beauty is obviously derived from “freckles.” Most people don’t know this, but I had a ton of name revisions from the Kickstarter days to now: Go Freck Yourself (yikes, so agro); Freck Yourself (still agro); Get Frecked (too confusing to brand); Freck (confusion around our hero product name); and, finally, Freck Beauty. Whenever friends or colleagues are running names by me I always ask, “Can you visualize it on a billboard?” I knew Freck Beauty was the right and final name when I thought about it on a billboard over Sunset Boulevard in Echo Park where I live. Simplicity is key, I think.

What were the immediate things you had to take care of to set up the business, and what would you recommend to new founders reading this?

I think it’s really easy to get wrapped up in the housekeeping of a business early on. While that’s important, it’s not the point, and anyone can set up the housekeeping. Really invest the time figuring out your WHY because it's nearly impossible to stay focused, unique, and positioned without it.

What research did you do for the brand beforehand, and can you explain how you found and compiled that research?

I wanted to manufacture a perfect freckle cosmetic for myself and my friends, but before I dove into Kickstarter, I decided to run a Google Survey. It was a minuscule sample size, but I was able to ask 500 beauty-loving strangers a couple of key yes-or-no questions in 2015 like, “Do you think freckles are desirable?” and, “Would you apply freckles if you could?” This really shaped the way I approached the brand, knowing that I wasn’t alone in wanting freckles. 

How did you find the manufacturer or production facility you use, and what advice do you have for other founders looking for a trustworthy manufacturer?

In the case of cosmetic manufacturing, date your labs. Super time consuming, but I would recommend meeting with all the small-run vendors you find from referrals (or Google if you don’t have referrals). Small production runs are barely profitable for labs, so you almost need to sell them on yourself and your concept, because they’re taking on a risk, too—hoping that doing small runs for you will lead to bigger runs. Go into your meetings as your best self, excited about your project, and talk to the lab like they are a potential investor.

How have you funded your business? What advice would you give to aspiring entrepreneurs reading this?

The short story is that I raised a TINY round, bought back those investors after nine months, and didn’t take money again until a pre-seed round in 2019. It was a horrible initial experience. If you’re going to raise money, just make sure that you know and trust your early investors. After that, Des and I basically grew the business by using small private loans. It was ridiculously expensive, but it allowed us to retain equity as long as possible until we were really ready to fundraise.

Do you pay yourself, and if so, how did you know what to pay yourself?

Nada. Des and I both had multiple full-time jobs to pay ourselves (and any hiccups Freck faced) until about two years in. Not only was it not an option to pay ourselves, but we wanted to reinvest into the company by hiring the initial team and expanding our product line. Beyond the money though, I think it’s really important to keep a day job in the early days so you’re not putting too much pressure on the concept or yourself. Starting a business is hard AF without the added stress of having to also make rent every month. Plus, if you find the time to keep motivated after your day job, you know you’re really invested in your idea.

How big is your team now, and what has the hiring process been like? 

We have eight employees now and had just one 18 months ago, which has been a huge learning curve. I didn’t have hiring experience, but I did get to talk with interior designer Amber Lewis at Create & Cultivate Los Angeles and she gave some advice that I’ve never forgotten. I asked her, “When did you know you were ready to hire?” She said, “You just know, but when you’re there, put everything into training them. You’ll be working three times as hard, but you can’t expect someone to think like you if you don’t spend the time.” That’s the real truth.

What has been the biggest learning curve during the process of establishing a business? What mistakes have you made?

Without a doubt, the hardest part has been hiring, letting go, and trusting. In the past, we’ve hired people because we’ve been so overwhelmed and just needed someone. No matter how overwhelmed you are, it takes more time to train a position multiple times. Hold out for the right candidate who you fully believe in, who you’re excited to talk shop with, and who can teach YOU about their specialty. That’s where the most innovative ideas come from.

How did you promote your company? How did you get people to know who you are and create buzz? What challenges have you faced?

I almost completely gave up on Freck OG a year after launch because I couldn’t figure out how to get the product in front of people I knew would love it. I didn’t have the confidence to reach out to influencers and beauty bloggers at the time, and when I finally just bit the bullet everyone I spoke to was really curious about the product and open to receiving samples. I think just throw spaghetti until something sticks! And don’t be scared to try different marketing avenues until you find something that works for your brand. That being said, if you can find a CMO to be your business partner or co-founder early on, that’s a killer move that will only speed up your growth. 

For those who haven’t started a business (or are about to), what advice do you have? 

I love this question. I have a good friend who told me (after the Kickstarter failed and I was trying to figure out a way to market with my embarrassed tail between my legs) that I have “stick-to-itiveness.” That’s always stayed with me. Know that there are going to be so many ups and downs. Take it all in and feel it all. Looking back those are my favorite memories, and I’m so glad I and the team were able to overcome all the obstacles that we learned so much from.

What is your number one piece of financial advice for any new business owner and why?

It’s all about leverage. Keep as much equity as possible, for as long as you can.

If you could go back to the beginning with the knowledge you have now, what advice would you give yourself and why?

If I could go back, I’d ask myself to listen to and trust my voice and point of view more. Don’t worry about following what other people are doing in your industry. The best concepts are ones that no one has come up with yet. Secondly, you can’t do everything yourself. Find amazing, experienced partners who can fill your weaknesses and are ready to sweat it out with you. Des essentially took a percentage of nothing with the vision that we could grow Freck together.

As a co-founder, how have you developed a good working relationship with your business partner? What tips can you share?

Des and I have a really unique partnership in that we have basically no boundaries. We’re best friends, business partners, co-managers. I’m her son’s godmother, and she’s the first person I call to bitch about my ex or neighbors with. We have literally no secrets. Once I helped her get her Diva Cup out. Idk, it just works for us. But doing some serious soul searching before you decide on a partner is key. If you know you need separation from work and boundaries, do you.

Anything else you’d like to add?

In the early days, I thought it would be out of this world insane if Freck Beauty ever made it to Sephora as the world’s first freckle cosmetic. It’s been my absolute dream since day one. We’re launching online on March 2nd and in stores on April 9th, and it’s a pipe dream come true! It’s been a wild and wonderful ride of so much growth and development. If you can see it on a billboard (or on a Sephora shelf) keep it up, you’re onto something big.

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From Scratch: Carolina Kleinman, Founder & Creative Director of Carolina K

We know how daunting it can be to start a new business, especially if you’re disrupting an industry or creating an entirely new one. When there is no path to follow, the biggest question is, where do I start? There is so much to do, but before you get ahead of yourself, let’s start at the beginning. To kick-start the process, and ease some of those first-time founder nerves, we’re asking successful entrepreneurs to share their stories in our series, From Scratch. But this isn’t your typical day in the life profile. We’re getting into the nitty-gritty details—from writing a business plan (or not) to sourcing manufacturers and how much they pay themselves—we’re not holding back.

Photo: Courtesy of Carolina Kleinman

Name: Carolina Kleinman

Job Title: Founder & Creative Director

Business Name: Carolina K

Did you write a business plan? If so, was it helpful? If not, what did you use to guide your business instead? Why did you take that approach?

Despite growing up in fashion and having a foundation and understanding of what it meant to have a fashion business, I chose to do things my way by guiding myself with what felt right and using my intuition. I learned how to run a business the hard way without specific guidance but my own, without investment partners nor a business plan. Thinking about it now, I would say it is good advice to have a business plan but be prepared to have to pivot unexpectedly. As John Lennon’s “Beautiful Boy” song wisely states, “Life is what happens to us while we are making other plans.” My approach has always been to be open, prepared, and aware of what reality may bring because it can disrupt the most detailed and thought-out plans, in business and life.

How did you come up with the name Carolina K? What was the process like, how did you know it was the right name, and what are some of the things you considered during that process?

Because my brand is such a personal reflection of who I am as a person—the way that I live my life, and my beliefs—I spent a lot of time trying to think of names that would represent just that. A meaningful word that would take this “project,” that was so close to my heart, to another level of growth and development. I went back and forth with a variety of different names but nothing was resonating. I then opted to use my namesake to just include my first name and the first letter of my last. 

What were the immediate things you had to take care of to set up the business? (Website domain/setup, trademark, business name listing social channels, etc.)

I founded my brand 15 years ago and the most immediate action item for me was the initial filing to make Carolina K an official business and company. Then, setting everything else up that came along with that. I am so fortunate that my brother Pablo was able to help me with this process because I had no idea where to even begin. He was able to set up the paperwork and guide me through legalities.

What research did you do for the brand beforehand? Why would you recommend it?

Luckily, I’ve always been immersed in fashion and grew up playing around with rolls of fabric at my mom's clothing store in Argentina so everything came very naturally to me. Early on I had a very clear understanding that if I ever started my own label it would have to be done in an ethical and meaningful manner. This resulted in the research taking place as the development of collections happened. I traveled the world looking for artisans and factories, meeting and working with those along the way. Most, if not all, of whom I still work with today after 15 years. As I learned more about them I created a connection, and I knew I wanted to preserve the artisanal crafts, ancient techniques, and details of their culture. 

I highly recommend seeking to establish a true partnership, meet who you work with in person, get to know your suppliers, test each of them out with small projects so that you can scale accordingly and grow together. Growth is great, but it’s beautiful when you can do it together.

How did you find and identify the manufacturers that you work with? What makes a successful partnership and what advice can you share for fellow business owners on finding the right partners?

I found many of my suppliers, manufacturers, and artisans throughout my travels prior to starting my company and throughout its growth. Still to this day when I travel, I often visit markets or attend festivals and celebrations in small towns or cities. At both places, I often run into a variety of artisans that sell items I end up falling in love with. I then strike up a conversation which usually leads me to placing a small order. This allows me to ensure their responsiveness and reliability. If things go well, I take them under my wing and continue to work with them long-term. To this day, we employ around 300 artisans worldwide that I’ve met and maintained relationships with for the last 15 years. I cannot express how important it is to really know who you are working with and cultivate those relationships to assure that the best materials are being sourced and used. Especially, in my case where we make sure to use eco-friendly materials that do not harm the environment.

Did you self-fund the company? If so, how did you bootstrap it? Did you do a friends-and-family round? Or did you raise seed money or initial investment money? If so, how much, and what was that process like for you? What path would you recommend?

Carolina K is a fully self-funded brand. In my early twenties, I was living in Los Angeles working towards being a musician and I would take small jobs here and there in styling or other projects in fashion. I later went back to Argentina where a woman that I knew offered me a 90-day term on fabric, leading me to design my first collection under the Carolina K brand. All I could afford was a one-way ticket to New York City. I took a leap of faith and flew there with the intention of selling it. The full collection sold out in just one weekend! 

I paid off what I owed for the fabric and put the rest of the money back into the business. I repeated this cycle over and over; money always went back into the business. I must say, the journey has been hard. I didn’t study business, and it took me a long time to learn the business portion. Plenty of trial and error, especially when I was living outside of Tepoztlán, Mexico, and did not have internet access at home. Based on my struggles of scaling the business, I think I would advise others to connect and work with people that you trust and that are knowledgeable in areas that you may not be. For me, it would have been someone more understanding of the business side of things early on.

How much did you decide to pay yourself? How did you determine what to pay yourself? 

To be fully transparent, I only had one employee for the first nine years. As a result, I didn’t see the need to pay myself a fixed salary up until the point my company really started to scale. All of the hats I wear as an entrepreneur and a creative is a lot of work, but I love every minute of it, and I know we will continue to grow and meet our financial goals.

How big is your team now, and what has the hiring process been like? Did you have any hiring experience? If not, how did you learn and what have you learned about it along the way?

At the moment, my team consists of seven employees and myself. Many of them came into my life at the right moment and time, hired on organically as well as the traditional hiring path of creating a listing on LinkedIn and interviewing. The organic path is always the best and most interesting; we either were introduced to each other by mutual friends or timing just led us to meet. The traditional path is always fun, as we meet a variety of new characters and hire based on who is the most fitting of the position and company culture.

Did you hire an accountant? Who helped you with the financial decisions and setup? Are there any programs you recommend for bookkeeping?

Yes, as we started to scale and needed more assistance in finances we hired an accountant. I do feel that having a great accountant in-house is key. Having a strong person dedicated to finance is something that makes the growth of the brand much smoother. I found that Quickbooks is great if the brand is based in the United States. Two other programs that I advise for clothing brands are AIMS 360, a production management and processing software, and Joor, a platform used to connect with buyers for wholesale. These have been great in assisting my team with production and sales, automating the process, and leaving less room for human error.  

What has been the biggest learning curve during the process of establishing your business?

The biggest learning curve and challenge for me was learning how to seamlessly work with those outside of my brand while still maintaining important values such as caring and paying attention to customer needs while maintaining an eco-friendly brand. In our early years, I had to learn to block out the noise of buyers that would put us down or showrooms that wanted to mold our brand into something that it wasn’t. I realized that I had to trust myself, my good intentions, and work hard despite the external obstacles. 

What is the most rewarding part of running Carolina K?

My favorite part of my brand is working with artisans. This means there is no fabric waste nor is there any contamination, and together we are working to maintain their ancient craftsmanship techniques. I quickly learned that even all of the positives can bring challenges. In the first eight years, every piece by Carolina K was made entirely by hand, but it got to the point where the artisans were unable to manage our growing purchasing demand. As a result, they sometimes were late to delivery deadlines that had to be met as they were dependent on sales. Trying to scale growth for the brand became challenging at that point. I then decided to develop prints that would complement and resonate with the hand-made pieces to assist in speeding up production. I traveled to India and partnered with very small print factories and later discovered skilled male embroiderers. We still work with both to this day and they too work with love and passion.

How did you promote your company? How did you get people to know who you are and create buzz?

The buzz happened organically. I started participating in trade shows in New York and in Paris and met other designers and buyers. As more purchases happened, I began expanding my reach at multi-brand stores and became more well known and established.

In 2014, I opened my first store in Williamsburg, New York while I was still living in Tepoztlán, Mexico. In 2015, an opportunity presented itself to move to Miami and we moved forward in doing so along with closing our Williamsburg store and opening a store at the Faena Hotel in Miami Beach. That allowed for more visibility because of the hotel location. We began hosting branded events and fashion shows that attracted and led me to meet and dress interesting and like-minded people, resulting in more recognition and brand awareness on a global level. 

Years of growth also led to the understanding that working with a good PR company can be beneficial if you’re able to align on goals and beliefs. Our journey has been a slow but organic and meaningful one.

Do you have a business coach or mentor? If so, how has this person helped, and would you recommend one to other founders? How do you get one?

I do not have a business coach at the moment, but I did in 2019. I met this coach through mutual friends and having a coach really helped me establish important skills like how to manage my team better and how to set and achieve milestone goals for the business. The most important lesson that I attained from having a business coach was learning that I must build my brand around my lifestyle so it serves me, my personal beliefs, and my necessities. I did not want to be in a position where working consumed all of me. I found it very helpful to work with someone on strategy and learn more about the areas that you are unsure of so that you can learn to master them. I completely recommend looking into business coaching when it is financially feasible. 

How has COVID-19 impacted your business operations and financials? What tactics and strategies have you put in place to pivot and ensure your business is successful through this period?

COVID-19 was a very challenging time for my brand as well as almost every other fashion brand. We saw orders being canceled or delayed frequently at the start of the pandemic and we had no idea what to expect or what was to come. Due to the national shortage of masks, we began to work with our artisans to design and donate them to organizations that would get them into the hands of those in need. As things began to calm down and stores began to open again, we started to see retailers requesting their original orders, and we realized how lucky we were to have that support.

COVID-19 put many things into perspective—one being the need to pivot and put more backing into the direct-to-consumer model for our brand. We took this opportunity to strategically develop a more curated approach to our wholesale and work towards the positives this brought for the development of direct-to-consumer. It is important to take challenging times and try to find the positives in order to accomplish growth.

What short-term changes will be crucial to your business strategy long-term post-COVID-19 and what plans are you making for when we get back to “normal?” 

One short-term change due to COVID-19 that will be crucial to our business strategy, is the number of collections that we drop moving forward. In 2019, I was growing tired of doing so many collections; it didn’t feel authentic to my brand but rather robotic and stressful. Post COVID-19 we have opted to make collections less frequently and focus on making them better, more meaningful, and mindful. A great example is that this year we are skipping Fall/Winter ’21 and, instead, replacing it with a Zero Waste collection. This collection is designed with only repurposed fabrics from past collections and many are one-of-a-kind styles. We have also focused on our home collection expansion. It has been around since 2014, but this year brought the opportunity to focus on its growth. I’m excited to share that we are currently working on our five-year strategy, and there are plenty of great things ahead for the brand.

What advice can you share for small business owners, founders, and entrepreneurs who are also reeling in response to COVID-19?

I would give small business owners, founders, and entrepreneurs the same advice I keep telling myself. Stay positive, keep moving forward, take time to do a bit less so that you are able to make decisions with a clear mind and a clear vision. Make sure that what you do and decide has your heart in it. It took me 15 years to build this brand; I won’t let it fall apart in one to two years of crisis. 

Photo: Courtesy of Carolina Kleinman

What is one thing you didn’t do during the setup process that ended up being crucial to the business and would advise others to do asap?

The one thing that I didn’t do during the setup of my company was take the time to dive deep into understanding the business side of my brand and the fashion industry as a whole. It is very crucial to understand or have the correct people around you to advise. If you are a creative person like me, having someone managing the business side allows you to dream big while they point you in the right direction to set up structure, goals, and strategies to help you achieve your big dream.

For those who haven’t started a business (or are about to), what advice do you have?

If you are creating something from the bottom of your heart that is authentic to you, you will be just fine. Be sure to always find your own voice, be ethical and conscious of the planet, don’t look to what others are doing unless there is something you can learn from them, and be consistent. There is so much going on in the world but remember that each of us is unique and has our own point of view and each and everyone one of us should find that value in ourselves, always.

What is your number one piece of financial advice for any new business owner and why?

Always stay within your budget, make sure to calculate numbers beforehand, and do not overspend. There is plenty of time to grow organically and enjoy the fruits of your labor. You cannot expect results overnight. I read an interview with Patti Smith where she mentions a quote by William Burroughs that I always go back to when tough decisions come up or when my patience runs out: “Build a good name. Keep your name clean. Don’t make compromises. Don’t worry about making a bunch of money or being successful. Be concerned with doing good work. And make the right choices and protect your work. And if you can build a good name, eventually that name will be its own currency.” -William Burroughs

If you could go back to the beginning with the knowledge you have now, what advice would you give yourself and why?

I would tell myself to take some business classes and make the time to really understand. Remember to maintain consistency as that is the key to success. Lastly, continue to trust my intuition and always listen to my inner voice. She will never lead me astray. 

Anything else to add?

Stay passionate and remember to always have fun, as it is the journey that matters and not the destination.

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Running a Seven Figure Business While Pregnant

For the last 10 years of my career, I worked in corporate America, specifically within the entertainment industry, focused on integrated marketing for consumer brands and media entities. I started straight out of college as a marketing coordinator, and within five years, I’d been promoted to a director-level position. It was a very fun and fast-paced career that had me on a plane every 3-4 days for brand campaigns at big events like Fashion Week, The Grammys, Coachella, SuperBowl, essentially every tentpole entertainment event. 

However, while successful on paper, I wasn’t very passionate about my work and I felt this inner pull telling me that this is not what I’m meant to do forever. The problem was, I had no clue what I wanted to do. The only thing I was sure of was that I wanted to do more meaningful work, so I started to go on my own personal journey of exploring what I want the rest of my life to look like. That ultimately led me to my own “Eat, Pray, Love” journey around Europe, investing in a life coach, and reigniting a dream I’d written in my journal while in high school to create a platform that empowers others to realize and actualize their full potential. I, of course, didn’t know that it would take the form it has today, but I knew that I would hate to wonder “what if” ten years from now if I didn’t at least give myself permission to explore what it could be.

Within this long journey from where I was to where I am, I've learned so many wonderful things that can help anyone who is stuck in a rut looking to live their dream life or a spark that they are so desperately missing. These are a few tips and tricks I learned along the way.

Set Boundaries

This is no easy task and is something that takes time to learn. First, start with clearly defining what your boundaries are with work, friends, family, and your partner. When you are clear on your boundaries with others it helps you to realize when someone is overstepping, or when you might feel uncomfortable. Put together a plan of action on how you will handle the situation so you're more prepared for when it happens.

Ask for Help

As an entrepreneur, I know firsthand how ambitious, independent, and optimistic we are. However, when situations arise where we need to ask for help, we seem to struggle. There are far more benefits when asking for help versus not asking for help. Knowing that someone else would take the time to help you out is a great feeling. In a way, it helps rejuvenate us. Asking for help also allows us to potentially grow our network and gain new perspectives, which could even lead to new opportunities! 

The same rules apply to your personal and love life. As entrepreneurs, we are often wearing many hats in our businesses. We are marketing, HR, admin, support, etc. It can be exhausting, and you may be doing an awesome job in your business, but your household duties may have suffered the consequences. It’s okay to hire help. It’s also okay to lean on friends and family for support. They know you best and can give you sound advice or a pick me up when you need it. 

Enjoy the Little Moments

If you told me five years ago that I would be living in Paris, married, with a baby on the way I would’ve laughed! What really helps me put things in perspective is remembering how much the life I’m living now felt so out of reach years ago. 

Instead of worrying about the future, I look around me and soak in everything I’ve accomplished and how far I’ve come in my journey. Enjoy moments during pregnancy with your spouse. Enjoy the moments getting ready for your little one. Don’t forget to give yourself grace, you’re raising a human!

Position Your Business to Scale

Running a seven-figure business while pregnant is A LOT. Make sure your product suite is built to scale around your lifestyle. The luxury of being a business owner is the ability to change up the structure. Thankfully for me, I’m in a place in my business where I can hire help. Having people on my team who are passionate, knowledgeable, and help bring new ideas to the table is so important. You can’t grow a business with longevity without help!

Get Organized

I can’t stress enough how important being organized is. It doesn’t only help with staying on top of tasks, but also helps ease anxiety and make me feel more confident in my plans for the day, week, and month. Having a to-do list is old-fashioned but there’s nothing better than being able to mark a task complete or being able to scratch it off your list. Being able to map out my day and visually see the tasks that need to get done really helps me put everything in perspective. It helps me understand if my timelines are realistic or not. Maybe I need to extend one project, or maybe I can shorten the timeline for another.

If this past year has taught us all anything, it’s that we can’t always perfectly plan for what’s ahead. What works year one of your business, may not work at all year two. You also might be working in a different time zone or in a different environment than you're used to. Adaptation is the key. At the start of the pandemic, my sales completely tanked and it felt like nothing was working in my business. 

I had two options: go and get a job or get serious about adjusting to circumstances that are out of my control by doing things that are in my control. I revamped my programs, messaging, and adapted my business model to what became the new normal. Doing so took my business from $100K in sales to $1M in sales in less than one year. I’ve seen my clients scale their businesses, and it’s not easy, but it’s definitely possible and it’s definitely worth it. You’ll never know what you can achieve if you don’t try!

About the Author: Natanya Bravo was a powerhouse working for Fortune 500 brands as VP of marketing for 10 years. Flying back and forth from NYC to LA, while leading a large team. This was everything Natanya worked so hard for! But, for some reason, Natanya felt unfulfilled. One night out at dinner her friend asked her, “What’s something you always wanted to do but was too afraid to say out loud?” and Natanya answered, “Move to Paris”. She came up with excuse after excuse, and then finally moved to Paris alone. Upon arriving, she wrote down her goals and what she wanted to accomplish. She now lives in her dream city, with her fiancé, is currently pregnant, and runs her very own seven-figure business abroad.

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Tania Boler Founder and CEO Elvie Interview

We know how daunting it can be to start a new business, especially if you’re disrupting an industry or creating an entirely new one. When there is no path to follow, the biggest question is, where do I start? There is so much to do, but before you get ahead of yourself, let’s start at the beginning. To kick-start the process, and ease some of those first-time founder nerves, we’re asking successful entrepreneurs to share their stories in our new series, From Scratch. But this isn’t your typical day in the life profile. We’re getting into the nitty-gritty details—from writing a business plan (or not) to sourcing manufacturers and how much they pay themselves—we’re not holding back.

Photo: Courtesy of Tania Boler

Tania Boler founder and CEO of Elvie

Can you tell us a bit about your background and what you were doing professionally before launching Elvie?

I’ve always been passionate about women’s health, and I studied the topic extensively during my time at Oxford and Stanford University earning a Ph.D. in sexual reproductive health. As a sexual health researcher, I spent most of my early professional life in roles that worked to provide women safe, quality care and access to health education. 

While working for the U.N., I was stationed in Africa and launched the first-ever curriculum on sexual education. During this time, I began to recognize technology’s potential to disrupt the way we think about health—and even quicken the pace at which change can occur. 

Before starting Elvie, I served as the global director of research and innovation at Marie Stopes International where I worked to improve sexual health among developing countries. Working directly with women across the world inspired me to advocate for women while understanding their unique health needs. 

What was your “lightbulb moment” for Elvie? What inspired you to start your business and pursue this path?

Despite having extensive academic and professional experience in women’s health, when I was pregnant, I discovered that there was much I didn’t know about my body. It felt like the changes I was experiencing should have been something I knew would happen. This was particularly true about my pelvic floor health. In my studies, training, or personal life, no one described pelvic floor health’s importance. 

At the time, I was spending lots of time in France with my husband’s family and learned that the women there were much more open to discussing their intimate health. In fact, pelvic floor exercise was part of their usual postnatal routine. After experiencing first-hand how pregnancy impacted this core muscle group, I was stunned that this cultural practice wasn’t more common in other countries. I began to do extensive research to understand better the intimate health challenges women face daily. 

The “lightbulb moment” came from this exploratory phase. As I learned more about how women currently care for their pelvic floors, I began to think about how few products were available to promote women’s intimate health. This is especially true when you think about how many generations of iPhones have been developed in the past ten years. Astonishingly, there have been limited modern innovations to address women’s basic needs in the past few decades! I was determined to do something about this, starting by tackling pelvic floor health’s taboo status while creating a design that made caring for this muscle group easy, efficient, and fun. That’s where Elvie Trainer came in. 

Since launching Elvie in 2013, you’ve raised over $50 million in funding from investors, garnering some of the biggest investments in femtech to date. What advice can you share for entrepreneurs on partnering with the right investors? What do investors need to bring to the table other than just money?

My best advice is to be your best advocate, never wavering from your mission or values. When I first started pitching Elvie Trainer to investors, most of whom were men and didn’t understand the need for the product, I would worry about making them feel uncomfortable when talking about the product’s purpose. After leading many meetings like this, where I put the investors first, I realized that I needed to prioritize Elvie. I didn’t want to work with the investors who just stared at the sample Elvie Trainers I’d leave out on the table, but those who’d immediately pick them up to better understand them. That’s why I’d recommend looking for investors who can not only offer capital but also provide partnership as your company grows. Suppose we at Elvie are going to realize our vision of revolutionizing women’s healthcare. In that case, we need investors who share our mission and values and will be open to putting more than just dollars behind it.  

You’re not only the founder and CEO of a technology company that’s revolutionizing women’s health, but you’re also a mother. How has being a mom changed your priorities and your focus in terms of your career and business? Do you think motherhood has made you a better business person?  

As many women know, being a mom completely changes everything. In the beginning, I struggled with how I would juggle my independent, career-driven life while caring for a baby. But after a while, balance comes—and at some point, you start to realize that hey, it’s okay to drop a few balls now and then. 

Once I started Elvie, I did have the advantage of knowing the unique challenges that moms face. I’d say, get used to multitasking and improving how you prioritize aspects of your life. And definitely, get more efficient with your time! 

Elvie’s mission is built around the need to support women, starting with moms. Unlike many other brands, we’ve created an internal culture that reflects these values. I enjoy being a champion for all the mothers and women who are a part of the team.

Did you write a business plan? If so, was it helpful? If not, what did you use to guide your business instead and why did you take this approach?

Writing a business plan was a crucial step for us to outline the opportunities in the category and ensure we stayed true to our promise to women to deliver the most innovative technology to improve their everyday health as we scaled the business. Once we designed the product and realized how many women we could help by bringing the device to market, we quickly launched it via an e-commerce site. 

How did you come up with the name Elvie? What are some of the things you considered during the naming process?

Our name is the first definition of our brand. The word “Elvie” actually derives from the abbreviation for the levator muscles (“LVs”), the key muscle group on either side of the pelvis. We bandied some names around, but Elvie felt right. It simultaneously evokes strength and unabashed femininity. We also loved the name because it felt familiar yet unique. 

What were the immediate things you had to take care of to set up the business?

My business partner, Alexander Asseily, recommended that the first step was to hire the best designers to bring our vision to life. From there, the business took off. What was once trying to convince naysayers that this tool wasn’t “too niche,” we were suddenly being endorsed by celebrities like Gwyneth Paltrow and even included in the swag bag for nominees at The Academy Awards. 

For us, digital and social are essential channels. Both are a means of getting our brand to a wider audience and as a platform to start conversations around taboo topics and intimate issues. From a strategic standpoint, it was important for us to have a presence that women can connect with online from the word “go.” 

What research did you do for the business beforehand? Why would you recommend it?

While I had a background in women’s health and had worked with women across the globe, I realized how much more I had to learn about women’s health when I became pregnant and experienced changes in my own body. I did extensive research to better understand women’s intimate health, the healthcare industry, and the technology already available to address these needs. To bring something to market that was truly innovative and could change women’s lives, I had to understand their health challenges and the products that failed them. 

Research is a crucial step for any entrepreneur. However, it’s also important to recognize that you won’t have all of the answers you need before starting your business. The hard part is finding the confidence to take the leap and go from the research phase to market. If you feel strongly about your idea, commit yourself to it and sell your passion for it to your team, investors, and consumers. You’ll never know until you try. 

Photo: Courtesy of Tania Boler

How did you find and identify the manufacturers that you work with? What was important to you during this process? Are there any mistakes you made and learned from along the way?

In the initial stages, we didn’t have any experience in manufacturing. Alex, my business partner, had plenty of advice, including adding a few names to the list of recommendations. But essentially, it’s all a case of setting out your manufacturing objectives; how many you need to make, the capabilities required to make it, and understanding your budget to get it done. 

From there, it’s lots of heavy research to create a shortlist of companies you’d like to speak with, making approaches and discussing your goals while gauging if there are synergies between the two companies. It’s important not to underestimate the people side of things—they may be able to demonstrate capabilities, but you need to be sure that you can work together as a team. After all, you’ll be spending a lot of time working together to refine your design and troubleshooting manufacturing challenges. There will always be tough times, so you need to be able to detach from the work and have fun together. 

Do you pay yourself, and if so, how did you know what to pay yourself? 

Like many new entrepreneurs, I accepted that during the early days of Elvie, it wouldn’t be like a normal salary. That said, I recommend being as open and frank as possible with your investors, because it shouldn’t mean that you sacrifice essential things you need to pay for, like child care. It’s all about striking a balance between company needs and making sure you’re able to focus on building the business—not about whether you can pay your own bills! For me, I initially took 40% of my previous salary. 

How big is your team now, and what has the hiring process been like?

Finding the right people to build our brilliant team has been vital to Elvie’s success and crucial from the beginning. This includes everyone from the talented engineers and designers who helped bring our ideas to life or the advisors who navigated the tech sector while Elvie was still a growing startup. Giving women leadership positions and hiring so many talented people with like-minded values has been one of the most rewarding experiences of my career. 

In 2020, we had 114 new starters, which represents a +80.5% growth. When any company is scaling this rapidly, there’s a significant risk of the cultural DNA getting diluted or lost. With COVID and remote working, this is exacerbated even further. So as we (hopefully) emerge from the stresses of the pandemic, our big re-focus will be on people and culture in 2021. As soon as it’s feasible and safe, we’ll be investing in making up for lost time—encouraging quality collaboration between team members and socializing in real life! 

Did you hire an accountant? Who helped you with the financial decisions and setup? Are there any tools or programs you recommend for bookkeeping?

Quite early on, we were set on hiring an accounting firm, specifically one which had a record of working with early-stage companies in London’s tech ecosystem. That being said, we also relied quite heavily on the readily available internal expertise, who helped with financial decision-making on several things, from the selection of banking partners to the management of company share schemes and the like. We also handled the bookkeeping internally and used Xero. It’s really great and user-friendly accounting software that is well-suited for early-stage businesses. It’s simple to set up and even simpler to use, which meant that we could maintain internal control of essential aspects of our day-to-day financial operations instead of outsourcing.

What has been the biggest learning curve during the process of establishing your business?

Elvie was born out of a passion for women’s health, and it was not very cut-and-dry to carve out space in a very male-dominated tech and investor community. It poses unique challenges to female entrepreneurs trying to design with women in mind. And as a non-tech founder, one of my biggest pieces of advice is to surround yourself with people who can capture that passion with innovative products that meet a need. I mean, when I first started, the term “femtech” didn’t even exist—so it was a great leap into the unknown. If you’re looking to launch something new, the startup ecosystem is vibrant and friendly, with plenty of experienced individuals who are willing to offer practical help and support. There are always lots of meet-ups which can help short-cut problems as you go along and learn from others who have done it before. 

For Elvie Pump, our greatest challenge was building the technology that could solve the breastfeeding problems women had been enduring for far too long. We also knew that we would have to convince investors that it was time to create a better solution for women than what’s been available to them so far. We did this by hiring world-class female designers who understood women’s needs and created a beautiful product that then spoke for itself.

How did you promote your company? How did you get people to know who you are and create buzz?

Given the number of taboos surrounding women’s bodies and health, the Elvie team is driven by our overarching mission of changing perceptions while pioneering life-changing health solutions for women. Our work encourages us to engage in these discussions, shift people’s views, and educate both women and men on important—often intimate—topics. We see this as an excellent opportunity to drive real change in the culture at large while addressing the often-ignored needs of 50% of the population. 

With that in mind, we’ve always known we would need to be disruptive to grab women’s attention on a global scale. These moments opened the door to more significant conversations and helped to begin eliminating taboos on the topic.

One of the larger stunts we created was our massive vaginal blimp at the Edinburgh Fringe Festival to raise awareness on pelvic floor weakness and incontinence. Our campaign was actually banned by the local council, which highlighted how taboos around women’s health and anatomy still run deep in our society. But happily, this led to the viral #LetFannyFly movement on social media—and it was empowering to see so many women get on our side and almost become activists for Elvie. 

A few other buzzworthy moments for us included our #FreeTheFeed campaign when we placed five giant inflatable breasts across London’s skyline. We aimed to fight the stigma around breastfeeding and pumping in public. We knew it would raise a few eyebrows – but in so doing, no one could overlook this taboo that’s been used to repress women for so long. 

Our stunt at London Fashion Week was another disruptive event that made headlines. To amplify our Elvie Pump launch in 2018, we partnered with London-based designer Marta Jakubowski to feature a model (and new mother) wearing our breast pump on the catwalk during her show. If it was talked about at all, pumping was considered a grind, an unpleasant necessity, or a punch line. By crashing London Fashion Week, we wanted to prove that women who happen to be mothers are still women: they can still be fashionable, walk the catwalk, lead businesses, run the world… and ultimately, they shouldn’t feel restricted or held back by anything (including pumping!). 

Do you have a business coach or mentor? How has this person helped you, and would you recommend one? What advice can you share on how do you get one?

I’ve been involved in women’s health for my entire career, and along the way, I’ve been introduced to so many individuals who’ve both inspired me and helped me find my way to creating Elvie. 

Carving out space in a male-centric world is never easy, and it can be intimidating to jump into something when you haven’t seen many examples set by other female friends or leaders. However, there is a growing network of extraordinary, like-minded female entrepreneurs out there who are willing to support you and help you to make essential connections. For anyone looking for a mentor, start by evaluating who you admire in your own circle and ask them for advice and guidance. 

For advice and information around startups, “The Lean Startup” and “The Hard Thing About Hard Things” were great resources for me. Phil Knight’s “Shoe Dog” was also incredibly inspiring at the early stages. 

There are a wealth of exciting podcasts out there, some personal favorites of mine include; “The Future of Everything” from the Wall Street Journal, “Masters of Scale,” and the “WIRED UK Podcast” to keep me up to speed on all the latest trends and stories.

I am constantly impressed by people who are challenging the status quo and introducing new ways of doing things. Tortoise is doing this by encouraging readers to consume information more slowly and with more purpose.  

What is one thing you didn’t do during the setup process that ended up being crucial to the business and would advise others to do asap?

I would advise others to never skirt around topics or words that you feel might make potential investors uncomfortable. Take Elvie Trainer as an example. It took me a few fundraising meetings to realize that I needed to be upfront about women's issues and not shy away from words like "vagina" or other intimate topics. But, how can we create and sell in products that make women’s lives easier if we aren’t open and honest? Now, when meeting with prospective investors, I like to see their reaction once I say the "V" word. I call this the "vagina test!” It's a fun and easy way to gauge whether we'll be a good fit for one another. 

What is your number one piece of financial advice for any new business owner, and why?

Beyond attracting investors, our most significant obstacles at the start of our business came with building our technology. For example, designing one solution that could truly solve breastfeeding problems that women have been enduring for far too long! My business partner, Alexander, encouraged hiring top engineers from the word “go.” As you scale, this is extremely important. You need to surround yourself with people who believe in the mission as much as you do and are the best at doing the jobs you need. So, we set out to hire world-class designers who understood women's needs, placed them in the heart of the design process, and created beautiful products that offered women the best solution out there.

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Vanessa Quigley Co-Founder Chatbooks Interview

You asked for more content around business finances, so we’re delivering. Welcome to Money Matters where we give you an inside look at the pocketbooks of CEOs and entrepreneurs. In this series, you’ll learn what successful women in business spend on office spaces and employee salaries, how they knew it was time to hire someone to manage their finances, and their best advice for talking about money.

Photo: Courtney McOmber

Vanessa Quigley co-founder of Chatbooks

In an interview with Forbes, you revealed that an intense episode of mom guilt drove you to start Chatbooks. Can you take us back to that moment? What inspired you to launch your business and pursue this path? 

I have seven children, and for the first seven years of motherhood, I was very good at scrapbooking our family's story. But things changed as more babies came and as digital photography became the norm. Years later, I found my youngest, who was five at the time, in bed bawling his eyes out. He had been looking at a little photo album his preschool teacher made for him and was moved to tears when he told me, "Mama, I never want to grow up!" It was adorable and a gut punch all at the same time. I wanted him to be able to hold onto more of his memories and knew that I needed to create an easier way to do that for us and families everywhere!

You’re a mom of seven and the co-founder of Chatbooks along with your husband. How has being a mother changed your priorities and your focus in terms of your career? Do you think motherhood has made you a better business person? 

My career has actually made me a better mother. I'm happiest when I'm stretching myself, learning, and growing, and I've never felt more stretched before in my life than I have been while building our business. I was a stay-at-home mom for years before becoming an entrepreneur, and motherhood prepared me not only to have my product insight but also taught me the importance of team culture. We refer to our family as "Team Quigley" and I work very hard at helping my children know what it means to be a Quigley and what is expected of them and how important it is that we are all aligned on our goals to work together. And it's the same for our Chatbooks team.

Since launching Chatbooks in 2014, you’ve raised over $20 million in funding from investors. No doubt you’ve learned a lot along the way—What are three crucial elements everyone should include in a pitch deck when raising money and why?

1. How big is this opportunity? How do we know it’s a big opportunity? How can we show that we’re off to a good start capturing that big opportunity? What is our plan to continue and accelerate the momentum we have?

2. Why now? Why is right now the best time to chase this opportunity? Why was five years ago too early? What market change or technological breakthrough makes today the right time?

3. Why you? Why are we going to win versus the next team? What is the founder-market fit story? What secret have we discovered and do we believe in more than anyone else?

What advice can you share for entrepreneurs on partnering with the right investors? What do investors need to bring to the table other than just money?

It is a partnership. At least, that is how we view it. Investors need to bring expertise in some aspect of company building that complements your own team’s current abilities. Also, make sure you are on the same page as far as a timeline. Some investors are in it for the long haul, and some are looking for more of a quick return. Make sure you’re both trying to win the same game before you bring on a new partner. 

Where do you think is the most important area for a business owner to focus their financial energy and why?

It depends on your business, but for us, product and marketing have been the biggest areas of investment. When we raised our Series A it was on the strength of our performance and we just needed more fuel to put on the fire. We had a product that worked, and it was great to be able to get more financing to spend on marketing. Your business is going to grow and you will need money to hire a team to support it and to, most importantly, hire the right people—and that is expensive. 

What was your first big expense as a business owner and how should small business owners prepare for that now?

Our first large expense was on the creation of our viral “Real Mom” video. To make the video we spent more than we ever had on anything. However, we got back the investment in three days. Today, the video has more than 100 million views. 

What are your top three largest expenses every month?

1. Advertising 2. Printing/shipping 3. Personnel costs 

Do you pay yourself, and if so, how did you know what to pay yourself?

In the early days, we did not pay ourselves; it was actually a couple of years of no paychecks. And then we went to the bare minimum, enough to sustain life and pay the bills. As the business has grown and we’ve become more profitable, we have gotten a small raise here and there. The real value now is in our ownership of the company. 

Photo: Courtney McOmber

Would you recommend other small business owners pay themselves? 

If you don’t have to, then no, bootstrap as much as you can. If you can hire and build the business without paying yourself, then don’t pay yourself. The more ownership you can retain the better. For us, we went a couple of years without paying ourselves and by the time we landed on a product that was working, we had to raise money because we had a business team, seven kids, and a mortgage. 

Did you hire an accountant? Who helped you with the financial decisions and setup? Are there any tools or programs you recommend for bookkeeping?

In the beginning, we hired an accountant, and then years later, we got someone in-house at Chatbooks. My husband was an accounting major and has an MBA, so finance stuff was the easy part. Making something people want and figuring out how to sell it is the hard part. Do that and everything else will work out. We recommend starting with Quickbooks and Excel, and then when it gets complicated hire an accountant.

How did you know you were ready to hire and what advice can you share on preparing for this stage of your business? 

We were trying to build software and we didn’t know how to code so we needed help with the front-end and the back-end. Luckily, we found our first backend developer on Craigslist and he was really, really good and he is still with us today. That is why we couldn’t pay ourselves because we had to hire for the skills we lacked. Be honest with yourself about your skillset and the help you are going to need. Consider possibly taking on a partner. We took on a partner who was a tech wizard and that is what we needed more than anything. 

Do you think women should talk about money and business more?

Yes, yes, yes. Women tend to shy away from talking about money. No topic should be off the table. Whenever I interview an entrepreneur on my podcast, “The MomForce Podcast,” I ask them about funding and money matters. I think we should all be more comfortable talking about that.

Do you have a financial mentor, and do you think all business owners need one?

Yes, everyone needs one unless you have a background in that. That could be an adviser, investor, or partner. There are some things that you can do early on in your business that will have real, lasting repercussions. I also suggest hiring a lawyer to help protect your business from the get-go. 

What money mistakes have you made and learned from along the way?

We gave some equity to advisors early on. That, in some cases, was really helpful because we could give equity instead of payment, but we had varied success with that. Some people did a ton to help us and were really engaged with us and some, not so much. If I could do it again I would be more careful choosing advisors and working more closely with them. I wish we had set regular meetings with them and gotten more out of the relationships. 

What is your best piece of financial advice for new entrepreneurs?

Don’t run out of money. No, but seriously, figure out what is most important in growing your business, and don’t get ahead of yourself. We didn’t have a glamorous office space in the beginning, just a corner with a bunch of desks in a shared space. Today, we have a beautiful office with sweeping views of Utah Lake. When you are going to hire, get the best people. The best is not always the most expensive. If you realize it is not a good fit, don’t be afraid to cut them and start again. A lot of mistakes are made in hiring. Don’t be afraid to say this isn’t working and try again. 

Anything else to add?

“The Lean Startup” is the bible. And creating an MVP, a minimally viable product, to test your concept before going all-in is a must. Start small, do a test, see if there is interest. Like doing a pre-sale or Kickstarter, just get really creative to test the concept before you spend. When we started showing Chatbooks to people and they said, “Shut up and take my money!,” we knew we were onto something good and ready to invest.

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Jamila Powell Founder Naturally Drenched Interview

We know how daunting it can be to start a new business, especially if you’re disrupting an industry or creating an entirely new one. When there is no path to follow, the biggest question is, where do I start? There is so much to do, but before you get ahead of yourself, let’s start at the beginning. To kick-start the process, and ease some of those first-time founder nerves, we’re asking successful entrepreneurs to share their stories in our new series, From Scratch. But this isn’t your typical day in the life profile. We’re getting into the nitty-gritty details—from writing a business plan (or not) to sourcing manufacturers and how much they pay themselves—we’re not holding back.

Photo: Courtesy of Jamila Powell

tk intro

Jamila Powell founder of Naturally Drenched

Can you tell us a bit about your background and what you were doing professionally before launching Naturally Drenched?  

I am an attorney for the federal government. I am also an entrepreneur, mother, and the owner of one of the top texture salons in the country, Maggie Rose Salon. So much of the inspiration behind Naturally Drenched came from the day-to-day experiences I had with our trained stylists and customers within Maggie Rose Salon. I was able to see first-hand what our stylists would do for each unique type of hair texture. They would talk about the different needs of each kind of hair they would work with and about products they wished they had more of. This is when I first started to notice a lack of pre-conditioning treatments for textured hair and a lightbulb of inspiration went off. 

What was the “lightbulb moment” for Naturally Drenched? What inspired you to start your business and pursue this path? 

I think I had two major moments that really pushed me towards the path I’m currently on. First, I recognized how stylists at the Maggie Rose Salon were constantly in search of better products to use on natural and textured hair. And second, the COVID-19 implications on my salon really focused my headspace toward product innovation. I love working with hair but since I was no longer able to operate my salon, I turned to e-commerce as an alternative. 

Did you write a business plan? If so, was it helpful, and if not, what did you use to guide your business instead and why did you take that approach? 

While I know this is something I should have done, I didn’t write a business plan. I tend to go with the flow and if an idea sticks with me over time, then I know it’s something I have to pursue. Having a vision is key, but understanding a need to pivot from time to time is also a baseline for business expansion is important as well. 

How did you come up with the name Naturally Drenched? What are some of the things you considered during the naming process? 

It actually only took me a singular day to construct the name for the new brand. I really wanted something that sounded luxe but spoke to hydration. I wanted the name to represent how the product would react to naturally curly-girl hair: covered, dripping, a burst of hydration, environmentally-conscious, etc., and Naturally Drenched seemed to do just that. 

What were the immediate things you had to take care of to set up the business?

Building social channels and securing the domain name came first. When I decided to move forward with the project, I secured the trademark.

What research did you do for the brand beforehand? Why would you recommend it? 

I conducted first-hand primary research by reviewing what worked and what didn’t within my salon. Further, I did secondary research on oversaturated trends in the hair market and what needed further representation and lacked product attention. 

How did you find and identify the manufacturers that you work with? What was important to you during this process and what are some of the mistakes you made and learned from along the way? 

Initially, I found a few manufacturers through Instagram and then used Google to identify if they were a local company or not. I moved forward with contacting three but only heard back from one. It took time for me to understand the established buy chain because I formulated Naturally Drenched independently, without the help of a manufacturer. However, manufacturers ultimately have established relationships with suppliers and I have learned that they build off of where the formulator secured ingredients and go from there. Additionally, I have seen how ordering new items in bulk can lead to backorders. 

Photo: Naturally Drenched

How did you fund your business? What were the challenges and what would you change? Would you recommend that route to other entrepreneurs? 

I am self-funded by choice. I haven’t had a lot of success in partnerships in past ventures, and frankly, I find it easier to carry the weight on my own two shoulders. Personally, I believe if financially possible, funding a project yourself is the best way to launch a startup. Here, individually, you can potentially run out of money, so take into account what it’s going to cost to produce, manufacture, and market the product. If your product is top of the line but has no market share or recognition, it really just doesn’t matter how good it is. 

Do you pay yourself, and if so, how did you know what to pay yourself?

Currently, no, I do not pay myself, and I don’t have plans to do so in the near future. I return all profit from Naturally Drenched right back into the company.

How big is your team now, and what has the hiring process been like? 

I am my team but you can outsource your team. You need to find people you can trust to make a recommendation. My design team and PR team have been great. I have a team member that does my Instagram graphics whom I got from a referral. To be successful while going through the hiring process, focus on recommendations, remain active in listening to podcasts, Zoom calls, and panels, and always vet a potential hire and see the results they’ve been able to produce for other people.

Did you hire an accountant? Who helped you with the financial decisions and setup? 

I do have an accountant and bookkeeper. They don’t help me with financial decisions, as that is typically left to both my boyfriend and my mom. It’s important to have an accountant or bookkeeper because you need to look at your numbers weekly to know if you’re losing or gaining money. In the long run, you are saving yourself time when you have to do taxes. Always know where your money is going. 

What has been the biggest learning curve during the process of establishing your business?

Marketing. Trying to figure out what makes people buy your product is a challenge within itself, and understanding how to move past “surface-level” marketing is an additional challenge.

How did you promote your company? How did you get people to know who you are and create buzz? 

PR of course! We also use the product in the salon and I've reached out to stylists and influencers. In addition, I secured inclusion in a subscription box in Germany. All of these ideas are a good way to get the word out and the product in peoples’ hands.

You’re an entrepreneur and a mom. How has being a mother changed your priorities and your focus in terms of your career? 

Being a mother makes me work harder. You really want to give everything to your child and it just makes me do more. Also, having a daughter helps me put things into perspective because there becomes a point where I say “enough is enough” and I have to step away from my workload and spend quality time with my child.

Do you think motherhood has made you a better business person? 

Absolutely, yes! Motherhood changes your mindset, your patience, your adaptability, creativity, and basically everything else I forgot to mention. 

Do you have a business coach or mentor, and would you recommend one? 

I don’t have a business coach, but I have “business besties” whom I talk to all the time. All of these women are at different points of their entrepreneurship journey! I recommend having people you can talk to openly who can give you insight on places you're trying to go, and how to get there.

What is one thing you didn’t do during the setup process that ended up being crucial to the business and would advise others to do asap? 

Have a strong marketing plan! 

What is your number one piece of financial advice for any new business owner and why? 

Make sure you know what you want to spend and add 10 percent more to that. The worst thing you can do is put all your time and effort into research, formulation, and development, and not have any money to market it.

Photo: Courtesy of Jamila Powell

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3 Trends That Prove Digital is the New Normal–And What it Means For Your Business

The COVID-19 pandemic, as well as recent consumer behavior shifts in e-commerce, have caused long-lasting impacts to the U.S. small business market, prompting businesses to digitize as a means of future-proofing their businesses. 

Having a digitally led approach is critical to equipping small business owners with the tools and solutions they need to survive in an uncertain environment. Many small business owners are ready and willing to take the plunge and do what's needed to digitize their business, yet 64% have said they found it challenging to do so. 

At our recent Money Moves Digital Summit, Ginger Siegel, the North America small business lead at Mastercard, identified three trends that prove that digital is the new normal. ICYMI, we’re sharing them below, along with Siegel’s tips to help reinvigorate your business both on and offline–and more importantly, keep it safe. Read on for her sage advice. 

TREND #1: CONTACTLESS SPENDING

As the realities of COVID-19 hit businesses and individuals alike demanded lower touch options for making and receiving payments.

Although 2020 was already a year we expected to see increases in contactless spending, COVID-19 has accelerated this behavior and made consumer demand shift quicker than anticipated. 46% of global consumers have swapped out their top-of wallet card for a card that provides contactless functionality

With social distancing evolving into a long-term norm, continued reliance on delivery, pick-up, and alternative points of sale will mandate versatile payment methods, making the market primed for tap on phone adoption.74% of consumers said they will continue using contactless post-pandemic

TREND #2: DIGITAL SERVICES

As COVID-19 continues to stress small businesses financially and operationally, small business owners across North America are turning to digital services to improve cash flow and modernize their payments ecosystems.

The majority of small businesses said that speed and security and transparency were their top priorities. This includes changing how their business sends and receives payments and moving clients to more digital methods. This shift to digital services is not only good for business, it increases customer satisfaction as well. In fact, 81% of businesses said when they do move to more digital payments, it does improve the satisfaction level of their customers, proving digital really is the new normal.

TREND #3: CYBERSECURITY PREVENTION

In our new normal, heightened fraud and bad actors in the ecosystem will require small businesses to start paying for far greater attention to cyber security threats than ever before.

Business is uncertain enough—with 80% of small businesses reporting they did not monitor cyber security threats prior to the pandemic, many are incredibly vulnerable to exploitation by bad actors looking to capitalize on the current market chaos.

Small businesses are looking for partners and advisors to help protect them against the unknown in a new world. Partners who step in and predict, educate, and guide small businesses on impending threats will become essential to their survival in the new normal.

To help close the digital divide and prepare for what’s next, Mastercard has introduced its Digital Doors program, which provides small businesses the everyday business management tools and solutions to help small businesses go digital–and keep them safe. Digital Doors offers the resources and support to help small businesses navigate through current challenges and and build for the future–from digital readiness diagnostic tools, educational content, and Mastercard and partner solutions.

Ariana Sokolov co-founder trill project interview

Op-ed Overview

The pandemic has been a lonely time for LGBTQ+ youth for those who do not live in supportive households, making the need for inclusive spaces outside of the home even more important. With the pandemic, connecting with people outside of the home has been particularly difficult and we’re seeing youth turn to safe digital spaces as an alternative. I’m reaching out on behalf of Apple to introduce you to Trill Project, an app created by a talented, up-and-coming teenage developer, Ariana Sokolov. The young, LGBTQ+ ally created the app to ensure her best friend, who came out as bisexual, had a safe space online to express herself. 

After hearing how hard it was for her friend to come out, Sokolov developed Trill – a combination of the words true and real – as an anonymous social network with no usernames (it uses various colors instead!) where everyone can freely and safely express themselves. Created by teenagers passionate about coding, the app provides a supportive community to make new connections and have authentic conversations. 

Timed to April’s Sexual Assault Awareness Month, Ari can draft an op-ed that speaks to:

• How the Trill Project creates a safe space for the LGBTQ+ community and why that is so important for this community specifically during April’s Sexual Assault Awareness Month

• Her allyship to the LGBTQ+ community and inspiration for creating the Trill Project

• How she came to become an advanced coder at such a young age

• How her experience at Apple’s Worldwide Developers Conference and Apple’s Entrepreneur Camp built her coding skills

 photos: https://drive.google.com/drive/folders/1x-SR7fAL5TWniGQ5NXtI_NnMpXAPTEeo

Can you tell us a bit about your background and what you were doing professionally before launching Trill Project?

I started coding when I accidentally walked into a computer science class at a summer camp when I was eight years old. I loved getting to combine my interest in math and design to create something from scratch, and this is what drew me to app development. Growing up, I used the coding resources Apple provides online to teach Swift classes to myself. 

Eventually, I was awarded a student scholarship to the Apple Worldwide Developers Conference (WWDC). And my love for developing apps only grew stronger. Through this, I was able to unlock a community of fellow app developers that loved to create apps that impacted the lives of others. I was privileged to have the support of Apple engineers in labs and attend talks at WWDC that were instrumental in allowing me to become the app developer I am today. 

I launched my business when I was 16 years old. Before that, I founded my own app development company and was working on projects for a variety of clients with my work being recognized by Apple, South by Southwest, and the U.S. Congress. 

What was the “lightbulb moment” for Trill Project? What inspired you to start your business and pursue this path?

After hearing about my friend’s struggle coming out as a bisexual teen, I rallied together my Girls Who Code Club, and we sent out an anonymous survey to LGBTQ+ teens across Tumblr. We asked users, “What would you say if nobody knew you were saying it?” Through grassroots marketing strategies, we received hundreds and then thousands of responses to this survey. Responses trickled in around stories of feeling unheard, isolated, and alone. 

We were stunned to see that many LGBTQ+ teens felt this way, especially in toxic digital spaces, so we decided to address the mental health issues affecting the LGBTQ+ community. After interviewing LGBTQ+ teens in our high school and learning from our friends how difficult their coming out experiences were, these early connections in customer discovery, who believed in my team and me enough to share their stories with us, became our first beta testers. Trill was designed collaboratively with 10,000 beta testers, and our users have trusted us from day one to listen without judgment and build this community for them, with them.

After working on Trill for a bit, we were accepted into Apple Entrepreneurship Camp. Here we were able to get tremendous feedback on the design and structure of our app to make it more meaningful to our users. We also learned how to integrate Machine Learning technology that would direct users to relevant crisis resources. These improvements that we made over the course of the program were very important to improving Trill.

An entrepreneurial career path is so special because it allows you to identify real problems in your life, like my friend’s struggles with her identity, and take action. I didn’t set out to be a founder necessarily, but I did seek out to solve a problem for my friend. And now I’m able to create technology that is used every day by my classmates, the online communities I belong to, and my generation as a whole.

Did you write a business plan? If so, was it helpful, and if not, what did you use to guide your business instead? Why did you take that approach?

My team and I participated in the Technovation Challenge, a global competition encouraging female-identifying high schoolers to build an app to solve a social problem. Through this, we were able to write our first business plan. 

In the words of Former President Dwight D. Eisenhower, “Plans are useless, but planning is indispensable.” With regard to Trill, we actually have pivoted and evolved our business tons since participating in Technovation. That said, the process and exercise of taking time in the early days of our launch to consider moderation at scale, paid marketing campaigns, revenue strategies, and company culture was incredibly useful. If anything, writing a business plan gave us an opportunity to start thinking about some of the tough questions around building a business like how you make money and how you will grow community. Even if we didn't have all the answers when we first made our business plan, it gave us a solid foundation.

The primary guiding force we’ve always used when building our business (more than any business plan) is real-time user feedback. We are strong advocates for practicing collaborative and inclusive design processes that are user-centric. We’ve maintained a robust beta tester community with regular surveying, interviews, and focus groups to make sure we are building a product that users actually need, want, and are finding value in. 

How did you come up with the name Trill Project, and what are some of the things you considered during the naming process?

Trill is a combination of the words true and real. And Trill Project is an anonymous social network for mental health peer support. 

While it may seem counterintuitive, our experiences with Trill have given us the unique empathy and insight that anonymity and stepping away from whatever identities constrain you in the real world can actually allow you to more fully discover your true and real self. On Trill, we turn social media on its head. We replace followers with friends, emojis with True feelings, and selfies with Real people. 

We allow users to unlock their most authentic selves in a digital world, and it doesn’t happen overnight. The movement to make the internet a safer and more kind space for people from all walks of life is an ongoing process and project. It’s Trill Project. 

What were the immediate things you had to take care of to set up the business? 

Immediately after coming up with the idea for Trill, my first action item was to build out a team. My team and I believe in capitalizing on our strengths and hiring for our weaknesses. Personally, I am a technically minded individual and enjoy software development, graphic design, and product management. So I brought on a co-founder who was more inclined towards the world of operations and could handle marketing, external relations, and sales down the line. 

We worked right away to build team culture, setting expectations around responsibilities, commitments, and values. We did this by establishing workflow tools (GSuite, Trello, and Slack), setting up anonymous surveys for internal feedback, and identifying goals or OKRs for a given work sprint. We also collaboratively wrote community guidelines and strategized together on brand identity and company vision documents. With regard to logistics, we also had to set up our website, our social media channels, officially incorporate, and bring on an accountant and lawyer to advise us. 

What research did you do for the business beforehand? 

We were lucky to participate in an accelerator program in the early days of Trill. This gave us an excellent community right away to tap into for answers to questions around our business. We would recommend accelerators and incubators for first-time founders because it provides a valuable sense of structure, accountability, and routine. Additionally, you will be able to connect with other founders who can empathize in your journey and mentors and experts who are motivated to work with you.

How did you fund Trill Project? What were the challenges and what would you change? Would you recommend your funding route to other entrepreneurs today? 

We have been bootstrapped and only raised capital from equity-free sources such as pitch competitions and incubator programs. For us, this was the right decision and we wouldn't have changed anything around our fundraising journey. Given that we weren’t ready to work full-time on Trill and wanted to finish our college degrees, bootstrapping gave us the flexibility to run the business on our own terms and not feel pressured to grow in ways that weren’t authentic to our mission. 

I would recommend that founders take a critical look at what their ultimate goal is for their business. Do you want to grow very quickly? Is this a side hustle? Are you mission-oriented? Do you need capital to hit these goals? And then make educated decisions around fundraising from there. 

Do you pay yourself, and if so, how did you know what to pay yourself?

At this time, no one on Trill’s team takes a salary as we are all also still full-time students. 

How big is your team now, and what has the hiring process been like? Did you have any hiring experience before this venture? If not, how did you learn and what have you learned about it along the way?

Our team is now over 30 high school and college students from around the world all working as volunteers at Trill. Neither of us had any formal hiring experience since we started this venture so young, and for us the hiring process is something we put a lot of thought and care into. 

We recruit for our “trillternship” every new semester in the school year and during the summer. To do this we tap into women in tech groups we are a part of, personal connections, and outreach on campuses. We have a written component and interview process for all interested candidates. We evaluate possible hires not only based on their skill set but also their knowledge of Trill, support of our mission, and fit within our company culture and values. 

We’ve learned that it is critical to interview not just for skills but also for this mission alignment. Trill is a remote-first team, and most of us have never even met in person. Everyone is a volunteer. And so it’s important that we all like each other and the work that we’re doing. We conduct regular team satisfaction surveys and host a variety of team bonding socials such as movie nights, game nights, and showcases of our work. Our team is like a family, and we all support each other not only with our endeavors with Trill but also with our other academic and professional commitments and our own mental health and wellbeing. 

We are proud that our team is Gen-Z powered, BIPOC-owned, and majority female engineers. 

Did you hire an accountant? Who helped you with the financial decisions and setup?

We do have a bookkeeper who we are so grateful for! We would recommend finding and investing in a bookkeeper early on to keep all your expenses, taxes, etc. organized and in order. 

What has been the biggest learning curve during the process of establishing your business?

Learning how to manage running a business with also being a full-time student can be a challenge. We’ve discovered the importance of prioritization and sacrifice. As long as you and your team are on the same page around time commitments, goals, and accountability structures, then it is totally possible to be both a student and a business owner. In fact, college can actually be a great opportunity to take courses that make you a better entrepreneur, tap into professors as potential mentors, and network with classmates who may be future co-founders, hires, advisors, customers, or investors. 

How did you promote your company? How did you get people to know who you are and create buzz?

We first launched through a grassroots marketing campaign on Tumblr. From there, we have been growing our community organically mostly through socials. We have an active presence on all major platforms, and we work with influencers through our Trill Talks interview series who in turn promote our community to their audiences. We also have been able to achieve some wonderful press through various incubators and programs we’ve participated in, and we partner with other organizations as well for collaborative campaigns to mutually drive traction for each other’s products and missions. 

Do you have a business coach or mentor, and would you recommend one? 

Yes, we have a vibrant advisory board, and we definitely recommend building one out. Our business mentors give us tangible advice around our paid marketing campaigns, analytics tracking, moderation curriculum, and more. Additionally, our business mentors also offer less tangible advice sometimes, which can be just as useful. Such advice includes strategic input on time management, company vision, growth, and more. 

What is one thing you didn’t do during the setup process that ended up being crucial to the business and would advise others to do asap?

We only recently have started formally setting and sticking to company-wide OKRs. We would recommend that all business owners get into an early habit of goal setting collaboratively with team members. This allows for transparency around milestones, organization around prioritization and delegation, and accountability to hit your business goals.  

What is your number one piece of financial advice for any new business owner and why?

Protect your cap table with care. You will put so much time, energy, and love into your business, and you deserve to be an owner of the results of those efforts. Make sure you are building alongside teammates and investors who have been vetted and who share in your vision. 

Anything else to add?

Download Trill Project, and follow us on socials. Trill has a full schedule of upcoming Pride Month events, including social mixers, panels, and moderator orientations specific to LGBTQ+ issues. We're collaborating on these events with a variety of mental health and emotional wellness experts, including Blue Fever, a pocket-sized support group app centered around anonymous, judgment-free journaling for every chapter of life. Interested individuals can RSVP for our fireside chat on Mental Health for the LGBTQ+ Community here and for our “Ask Me Anything” Panel here.

MORE ON THE BLOG

25 Founders on How to Scale Your Business to 6 Figures—and Beyond

Growing your company’s revenue to six figures, and beyond, is an exciting milestone to celebrate. Beyond the financial stability that scaling provides, it’s also a sign that you may have product-market fit—you’re putting something in the world that truly impacts others and the hard-earned lessons gained along the way can be of service to others. 

So, how do you get to this point? Thankfully, learning from the founders who have paved the way already, can accelerate your journey, or even help you avoid pitfalls. From nailing down your messaging to building a strong community and honing in on your personal development, these entrepreneurs share advice that proves that hitting, and exceeding, your financial targets is absolutely within your reach.

If scaling your business to six figures and beyond is on your vision board for this year, or if you’ve done so already, but are committed to never stopping to learn, or grow—we challenge you to let a few of these tried and tested strategies work their magic for you. 

1. Christina Langdon—Founder of Christina Langdon High Performance Coaching & Consulting, helping CEOs, Founders, and high-achievers scale their business by scaling their minds.

My experience: The power of your mind is at the foundation for scaling any business. Scaling my business started with scaling my mindset and belief in myself as CEO. I built my CEO self-concept by deciding ahead of time who I wanted to become. When I launched my business, I wrote a job description for the CEO role for my six-figure business. I answered questions inside of the job description: what will I be thinking, how will my clients refer to me, how will I be spending my time, and who I will become as a six-figure CEO. When we get into comparison and despair and feel less confident, as every business owner on their way to six figures feels at some point, it’s most important to recognize that you are the biggest influencer in your life. When you recognize your influence over you, it's a game changer.

2. Lucy Bedewi—Founder of My Write Hand Woman, empowering women-owned ventures as they scale with strategic messaging and bold copy.

My experience: I scaled my business by transitioning from traditional project-based packages to a VIP Day model. I was able to free up hours of time, and pour those hours into content creation, networking, and client acquisition. If you're having a hard time getting to the six-figure mark, my advice would be to make sure your business model can support hitting that revenue mark without you having to work more than 20 hours a week. Those extra 10 to 20 hours can be used to make sure you have precious CEO time to scale into your sustainable business model.

3. Jessica Alderson—Co-Founder and CEO of So Syncd, a dating app that matches compatible personality types.

My experience: At So Syncd, we maintain a rigorous focus on our core metrics. Tracking key performance indicators on a daily basis enables us to understand the return on investment within each area of the business. With this knowledge, we can make informed decisions about how to allocate capital and resources to optimize the business for growth. Data-driven decision-making has been fundamental for us in scaling our business.

4. Melissa Lohrer—Founder of Waverly Ave Consulting, an independent, female-founded fractional business development partner and coach for agencies on the rise.

My experience: I built a six-figure business in the first six months of launching my business. When I launched, I had an ambitious revenue goal and a flexible schedule that would give me the opportunity to live the life I wanted. Then I determined how many clients I needed per month, quarter, and year. The hardest thing for founders is saying no to the wrong clients; the clients who don't want to pay you what you're worth or find value in your offer. Those clients take up your time and hold you back from reaching your goals.

5. Alice Kim—Founder and CEO of PerfectDD, a mission-driven sustainable clothing brand designed to fit and flatter DD+ cups, sizes 0-16.

My experience: Keep reiterating your message. Since you live and breathe your business, you may think your audience has heard your message before, but it’s always good to remind them. With so many distractions in our lives, statistics show that less than 10 percent of your followers on Instagram see your post/story on any given day. If you send emails, check your open and click rates. If people didn’t open your email, try changing the subject line and resend. They signed up for a reason; now it’s your job to engage and show them value. If they opened your email but didn’t click, try changing the image or phrase your message in a different way. It’s important to check metrics for every output produced. Reiterate what worked and ditch what didn’t.

6. Meredith Fennessy—Founder of Le Chéile, where boutique creative studio and agency founders regain creative freedom and grow profitable businesses.

My experience: Network, network, network. Continue to grow your community and make meaningful connections for others. Direct referrals are your best friend.

7. Sara Miller—Founder of Student Organ Donation Advocates (SODA), supporting passionate student organ donation advocates who share the life-saving power of organ donation.

My experience: From the very beginning of scaling SODA, we prioritized finding aligned partners—other organizations who shared the same goals as us but had different strengths. By valuing and collaborating with these partners, we were able to form meaningful and lasting relationships that have resulted in revenue, generated leads, and created visibility. My advice for others is to ask yourself who is doing complementary work and to reach out to learn more about what they're doing and to ask to collaborate!

8. Selena Soo—Founder of Selena Soo, a publicity and marketing expert helping coaches, consultants, and creatives reach millions with their message.

My experience: If you want to scale your business, scale your visibility. In other words, instead of connecting with one person at a time, share your message with many people at once. You can do this through podcast interviews, writing articles for online publications, or speaking on stages. There are an infinite number of ways to scale your reach. The most important thing is to just get started!

9. Claudia Richman—Co-Founder of Starling Training, offering cohort-based, virtual, synchronous training designed to sharpen the skills that build productive, supportive relationships.

My experience: Focusing on emotional intelligence has been the key to breaking the six-figure barrier for Starling Training. By keeping the people part of business front and center, we’ve built connections with like-minded leaders who understand that growing their people will ultimately grow their bottom line. Our training introduces concepts that often aren’t taught or measured and give people a safe space to experiment and learn, which ultimately results in deeper business relationships with high return on investment.

10. Hannah Nieves—Founder and CEO of HN Haus, a community and social club for women in business, helping six- and seven-figure founders magnify their influence and amplify their reach.

My experience: The first step is self-trust. You have to believe you can achieve six figures before any strategy and action is taken. To get to six figures you need a strong offer and clear positioning and messaging that directly speaks to your target audience. Once you can provide a transformation it's all about the client experience to help with retention, referrals, and repeat business.

11. Katie Ward—Owner of Katie Ward Photography, a full service photo studio that specializes in editorial, brand/advertising, and portrait photography.

My experience: As a solopreneur, the most important step to reaching a sustainable six-figure business was to have profitable pricing. Without sitting, doing the accounting, and understanding, annually, how much it costs to run my business, how often I want to be working, and how much I want to make, I would have burned out and closed my business years ago. By being profitable, I can fully show up for myself and for my clients who are trusting me to produce the highest quality of work.

12. Vivian Chen—Founder and CEO of Rise, a leading diversity recruiting platform for ambitious professionals. 

My experience: My business had almost no revenue coming out of Covid-19. I had a make-or-break moment where I gave myself one more quarter to give it a shot. During those months, I remember telling myself, "A business is an exchange of value for a product or service. So go prove that your business has value." And I became laser-focused on revenue. I firmly believed that if I didn't invest in myself and the tools I needed, why would others? So, I made a conscious decision to invest in software that truly leveled up my operations. It was a game-changer. For a solid three months, I ignored all emails except for those that were revenue-related. My efforts paid off and we broke even. Then, within a mere two quarters, we were profitable. My advice to fellow founders who are aspiring to achieve similar growth is to prioritize revenue-generating activities and have the courage to invest in themselves to support their goals.

13. Kimone Napier—Founder of Hire Breakthrough, dedicated to helping founders overcome hiring challenges and achieve breakthroughs.

My experience: To scale my business to six figures, I implemented a targeted marketing and lead generation strategy. By focusing on attracting and converting qualified leads, I was able to achieve consistent growth. My advice for other founders is to prioritize building strong client relationships, providing exceptional customer service, and staying adaptable to industry trends. Delegating tasks outside of your core strengths can also help free up time for high-impact activities that drive business growth.

14. Joanna Sapir—Founder of Joanna Sapir Presents, LLC, providing health and wellness practitioners with education and resources to build more resilient and sustainable businesses.

My experience: Don't be afraid to invest money in support for you and your business. This can look like coaching, consulting, or hiring help. It's so worth it to spend money on learning skills or receiving services that will directly help you make more money. The key is to make sure that investment provides you a great return.

15. Nirali Guzman—Founder and CEO of Casa Amarosa, a thoughtfully curated collection of home and lifestyle goods, with an unwavering commitment to sustainability and culturally progressive design.

My experience: To scale Casa Amarosa to six figures and beyond, we optimized our supply chain, building strong relationships with artisan communities for a steady supply of unique products. My advice to founders is to deeply understand your market and align your business model accordingly. Build a committed team and never compromise on product quality. Remember: scaling isn’t just about growth in size, but also in value delivered to your customers.

16. Sarah Lambert—Founder of The Rosewood Agency, a course creation agency for service providers who want to create passive income so they can have a greater impact and get their time back.

My experience: My own personal development has been absolutely crucial in building a multiple six-figure online business. I went all in on my business after having my first baby in 2019, and I had no idea how much it was going to force me to grow personally. It doesn't matter how great your strategy is, your business can only grow as quickly as you are. In order to create a six-figure business, focus more on who you're being, your emotional intelligence, and leadership, and less on hacking the social algorithms. You'll be blown away by what you're capable of creating.

17. Marnie Rabinovitch Consky—Founder and CEO of Thigh Society, a brand of size-inclusive, anti-chafing slip-short underwear designed to help women move through the world with comfort and confidence.

My experience: Hire out for key leadership positions earlier than it may feel like you need them. No founder can possibly do all things well at once, and no brand can scale without bringing on a strong leadership team of experts who bring high-level knowledge in their specific areas of expertise and experience. When I decided to go all-in on Thigh Society, I brought on a Chief Marketing Officer, a joint Chief Financial Officer and Chief Operating Officer. Our CFO/COO brought in an ability to nurture supplier relationships, forecast inventory, manage cash flow, and carve a path to maintaining profitability as we grow. Our CMO brought in a small but mighty team to ensure that, as a direct-to-consumer brand, we were investing in, experimenting with, and iterating on marketing strategies that drive growth. Spend the money. These people are worth the investment, and your future growth will thank you for it.

18. Fiona Nguyen—Founder of Balannx, a virtual CPA firm that provides CFO, tax, and accounting advisory for female founders.

My experience: Building a strong community is the key to success, contrary to the belief that the business is transactional. Once you build a strong community that roots for each other, you cultivate a stronger root for your business and it sustains your growth for a long time. Through working on nurturing relationships, I have been able to build a sustainable business. We could never grow our business without them. My advice for other entrepreneurs is to pay attention to that one client you have in front of you and do everything you can to help them. That is the root of your community.

19. Sally Joy Wolf—Founder and CEO of LightWorks, empowering executives and their teams to flourish through well-being advisory, keynotes, workshops, and coaching.

My experience: Even when I'm focused on growing, I'm still willing to say "no" when amazing opportunities don't feel quite right. My first six-figure client cold called me after seeing me in the guest slot on a popular LinkedIn Live. As excited as I was when invited, I declined the first two dates they offered me, both the week of July 4th, given it's such a big holiday week. When no other dates were available, I chose to wait until something better opened. Despite being a new entrepreneur, I believed I was worthy of a better date, and having the confidence to wait paid off.

20. Tsvetta Kaleynska—CEO of Rila Global Consulting, a boutique social listening agency located in New York City, studying consumers, brands, markets, and trends.

My experience: To scale my business to seven figures, I leveraged free online resources. First I started with free email-finding services to create a targeted client list by gathering their email addresses. This allowed me to focus on reaching out to the right people. For streamlined outreach, I relied on no-cost email sequencing email add-ons. These tools automated follow-ups and lead qualification, freeing up my time for other tasks. Consistently using these completely free resources, I generated leads, nurtured relationships, and closed huge deals. It was cost efficient and helped me own everything in-house, which resulted in remarkable results. My advice to other founders: explore free online resources. Utilize tools that identify potential clients, automate outreach, and manage leads effectively. Leverage these resources to save time and money while achieving significant growth. Stay focused and consistent, and adapt strategies based on results.

21. Ashley Rector—Founder of Quimby Digital, providing organic and paid social media services to revolutionary brands looking to stand out online.

My experience: If you want to scale, you need to learn how to delegate. The biggest mistake is thinking you’re an expert at everything and can do it all yourself. You will propel your growth three times by figuring out what you do poorly and hiring someone smarter than you to do it!

22. Sarah Loughry—Founder and CEO of Em Dash Blogging, an end-to-end solution for content.

My experience: Hire and outsource. I chose to hire my first employee months before paying myself. Obviously, I would have preferred to start seeing a personal income, but hiring help allowed me to focus on business development. This turned out to be pivotal in our growth. Not only was I able to scale more quickly but I also built a nest egg.

23. Lis Best—Founder and CEO of Girls Club Collective, an intentionally intimate personal and professional development community for change agents.

My experience: The No. 1 thing I did to scale my business to six figures was get crystal clear on who my dream clients are, what their challenges are, and what they want. I conduct what I call dream client interviews at least once a year to find out what people are craving, where they're going for connection, and what's feeling most sticky in their lives and careers. There is no substitute for getting on the phone with real, actual people. Making time to listen and craft my programs and offers around what real people are actually looking for right now is the biggest thing that helped me scale my business to and past the six-figure mark.

24. Amanda Aldinger—CEO of Antonym, a white glove copywriting and voice strategy studio that conspires with industry-defining beauty, food, and lifestyle brands.

My experience: Early on—when Antonym was a nameless vision—I invested in an expert brand-building process, yielding a clear strategy, name, visual identity, website, and the assets a luxury creative studio required to show up with professional panache. Most importantly, I refused to rush it, which has become a devoted practice for all Antonym's internal transformations. It's a more significant investment and more time upfront, but each project—from our original branding to a brand refresh four years later and the current overhaul of our entire ops system and process—has led to ascendant interior growth, a transformation of our services and client experience, and in turn, a steady, organic increase in revenue. Time-starved desperation rarely yields impactful results, and a rush toward growth you can't support is neither sustainable nor net profitable.

25. Natasha Miller—Founder and CEO of Entire Productions, creating bold experiences for corporate entities that drive guest engagement and brand evangelism.

My experience: Our system and processes enabled us to produce 777 events in one year with only two people in operations. We couldn't have done it if we didn't have the framework and foundation in place. I ran my business with a do-it-yourself mindset for years. It wasn't until I started seriously educating myself in solid business practices and learning from mentors and advisors that I skyrocketed our growth!

—Written by Gesche Haas

About the author: Gesche Haas is the Founder and CEO of Dreamers & Doers, an award-winning community that amplifies extraordinary women entrepreneurs and leaders through PR, authentic connections, and high-impact resources. Prior to founding Dreamers & Doers, Gesche held senior positions at venture-backed companies covering growth, strategy, finance, operations and business development. She also spent five years as an investor at a healthcare-focused hedge fund. Gesche is half German, half Chinese-Malaysian, and was born in Swaziland, Africa. She lives with her two kids, husband, dog and chickens, in Jackson Hole, Wyoming.