Are you maxing out trying to maximize profits in your business? Gwen Bortner and Tonya Kubo are here to flip the script. They offer a refreshing perspective on achieving sustainable success without maxing yourself out. They explore the hidden costs of underpricing and overwork, providing practical strategies for right-sizing your business model and optimizing your pricing. Ready to ditch the time-wasting tasks and finally build a business that fuels your life? It’s time to redefine success on your terms and create a thriving business that aligns with it.
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Achieve Maximum Profit Without Maxing Out
What if I told you that taking on fewer clients could make you more money? Would you believe me? If you are like most entrepreneurs, you’ve probably been taught that growth means constantly adding client load. In this episode, we are going to challenge that assumption and show you why finding your sweet spot in client capacity might be the key to sustainable success.
Understanding Service Providers At The Crossroads
When we say sweet spot, what we are talking about is that comfortable place between where you feel like you are delivering your service with excellence, your clients are happy with the service that they are getting from you, and you are achieving your financial goals. We are tackling a question that comes up constantly with solopreneurs and small business owners. How many clients should I be serving? Gwen, I know that this happens to be something that people hire you very often for. You help business owners optimize their client load. Can you help us understand what typically brings a service provider to the crossroads?
Our whole model is to help people build sustainable businesses, and what’s happened is that they are in a space that is no longer sustainable. They are working too many hours, they are starting to grow a payroll that’s making them uncomfortable. There are a number of things, but it all falls under the umbrella of sustainable. There’s something about what’s going on that does not feel sustainable over the long term and it can look like a whole lot of things.
This is where our process of saying, so what success truly means to you is super important because three people whose businesses look almost identical, on the outside, we might give three completely different answers to. How do we solve this problem? How do we right-size it for you? Depending on what their real definition of success is. The thing is that there are lots of ways to answer this particular problem. There is not a right way. The general answer that is the right answer is let’s right size for your business, your model, and your pricing.
Clients are a variable in the overall equation.
They are a variable in the overall equation. It could be but what we need is more clients and we are going to bring in people. It could be that we need less clients, but we need to charge them more. It could be some combination of both. We need more clients at this level, which these people can serve, but we need less clients at this level, which we need to charge more for.
There are a lot of variables that play right into it to get us to what the absolute right answer is, but the problem is first to identify what is the problem. Common knowledge always says raise your prices, which could be but it also could be wrong depending on what you are looking for. One of my answers is if nobody is ever saying no to your offer. Like if you are converting 100% or awfully close to 100%, that probably means you need to raise your prices. Particularly if you are feeling overwhelmed at this point in time. When I say raise your prices, I’m not saying go from $100 to $110. I’m saying raise your prices from $100 to $200 because there’ll be people who will start saying no and if they don’t raise them again.
Then you go from $200 to $400 until people start saying no.
At some point, they will start saying no, and I’m not saying you want to get it to where most people are saying no because that’s the other side of the problem. That means you’ve not right-sized. The first thing is to try and get your pricing right sized based on what you are trying to offer. This is a situation where everyone assumes more is better, but it does depend on what it is that you are trying to sell.
How much individual, personal custom service is associated with it? If it truly is a set-it-and-forget-it activity, then quite honestly, you could probably sell it relatively cheap and sell 10,000 of them. You go. Great. If you are wanting to provide any amount of interaction customization, any of the rest of it, then you’ve got to start figuring out where more people take more time. I’m doing it as a flowing motion, but it tends to be like jump, jump up to 50 people is X and then the 51st person somehow makes it Y which is very different.
We have talked about what it looks like, how to recognize that you are overloaded like that your client load has exceeded capacity. You are working too many hours or maybe you are paying out way too much in overhead. Maybe you are stressed out, maybe you don’t feel like you are delivering your best, you might be missing deadlines. You might be working on deliverables.
I want to lay that out because I’m going to speak for myself, but I’m going to speak for other female service providers I know. We default to like, “We suck,” like hands down. If I was better, smarter, faster, like a grownup business owner, I could churn out this stuff with five-star excellence to this number of clients. I don’t think it ever occurs to most of us that we are overbooked.
In this world you should always be growing, it never occurs to anyone that you can grow. If we are going to use a plant metaphor, you can grow beyond your pot and break your pot because it’s like, “We are always growing.” We live in California and so we have giant sequoias which will live potentially for thousands of years and become truly huge.
When people talk about growing, my image always is that because they do grow for thousands of years and live for thousands of years. Most things don’t live that long. It’s not the way it works. When they start out, they are the tiniest seed. The seed is microscopic. It is super small, and they start out as this little tiny tree and over time they start growing and growing. If you put that tree in a pot to start, it would be fine, but at some point, it’s going to bust the pot. We don’t think about our growth could be busting our own pot.
Finding Your Perfect Client Number Formula
We have talked about how to recognize when you are beyond capacity, and I presented the idea that potentially it’s not so much a you problem as it is a too many people problem. Is there a way, and this is a genuine question because I have not figured it out for myself yet, and I have been at this for a long time. Is there a way to figure out your perfect client number? Do you have a formula for me because I’m going to write it down if you do.
You always want to formula and I almost never have one. I might have it for you almost just for you to get excited about. One of the things that we talked about when I used to work at Ernst & Young, which is a giant worldwide accounting firm, was we would talk about what the term is used as utilization. It’s a fancy term, and what it means is how many hours you bill versus how many hours you work.
Using a standard 40-hour work week as an example. Not saying that that’s right and that needs to be your number, but we got to work with something that’s tangible. If you say you want 100% utilization, that means that you are billing 40 hours per week. Now that means that if you are only working 40 hours a week, you don’t have any time, or you are billing for things like recording your time that you are working on a client.
Lawyers use this too. This is fairly standard for accounting and attorneys. Most other service providers look at this, but it’s fairly standard for them. The giant firms, when they bring in their lowest level people, they are expecting nearly 100% utilization, which means they are expecting their folks to work probably 50 or 60 hours every week. There’s other work that has to be done.
Like 40 hours of billable time and then you are not paid for the extra time that you are working.
They are on salary. They are just doing their work. I think about utilization as a solopreneur as well and utilization typically, depending on the type of work that you are doing, most of us can run somewhere between 60% and 80% utilization. As a solopreneur or nearly solopreneur, a relatively small business, we can bill, so doing actual client work that would be billable client work.
We are talking service providers here as opposed to people who are doing products but you can think about it a little bit in the product way too. How much time are you working on creating products? As long as you don’t have a much larger staff. If you have a larger staff, the more you move into management, the less your utilization becomes. Even on the big firms, the lowest-level folks were expected to have 100% utilization. As you started moving up and got a little bit more into even entry-level management, it went down to 85% which is still a lot, then it went to 80%.
If nobody's ever saying no to your offer and you're converting 100% or close to it, that probably means you need to raise your prices. Share on XIf you got to partner level at the very senior level, their utilization expectations were much smaller because their job is to go out and create new business, which isn’t a billable activity until someone signs out in the contract. There are varying pieces there. If you are a solopreneur, that means you are doing all of it. Between 60% and 80% is reasonable. If you are doing less than 60%, that means you’ve got way too much administration and busy work that you are involved in. This is one of those places where we would say, “Why can you stop doing it for a while?”
People say, “I’m doing lots of sales and marketing.” “If your utilization isn’t up to that, that’s fine to fill it with that, but don’t fill it with that in lieu of doing client delivery work.” That’s the place that a lot of times people say that they are overly busy, but it’s not that they have too many clients, it’s that they are still doing all of the stuff, too many of the things that they don’t need to be doing now that they have more clients.
I don’t need to go to every networking meeting when I have started filling up my client roster. Not that I won’t go to any but I don’t need to go to all of them. There’s some trade-off that goes on there. Part of it is understanding how you are utilizing your total time. Sometimes it’s not that you have too many clients, it’s that you’ve kept too much of the other activities.
You may have too many clients. That’s a possibility. You may have too much admin on your plate for the client load. What other factors could be there?
Back to what we talked about before, if you’ve got too many clients, it may be that you are not charging enough for what you are doing. It’s too easy for them to say yes. One of the things when we start thinking about this is to say how much time does it take to support a client. This is another place where people often talk about women things. This is not a woman thing, this is an all-people thing. Unless you are highly aware of time, which very few people are, we all think we are, but we are not. We greatly underestimate how much time it takes to deliver our service.
I’m going to use myself as an example. A lot of the work I do is one-on-one coaching and so I meet with somebody for an hour and we could say that only takes an hour because I don’t have to do a lot of prep because I’m not delivering things to people in that way. I’m delivering my brain. That doesn’t take me very much time. I don’t have to do a big prep thing for it, and we could say it takes an hour.
That’s what it is, but that’s not quite true because we record our calls. I put those recordings in our CMR system and so a one-hour call is probably one hour and five minutes. It’s like, it’s not a big giant thing and you say, “This five minutes. It’s not a deal.” If we talk about six calls in a day, which I’m a weirdo. I could have six client calls in a day.
I was going to say, you often have six client calls in a day.
That is another half an hour. 6 times 5 is 30 minutes. That’s another half an hour added onto it. All of a sudden, what I thought was going to take 6 hours is taking 6 and a half hours. That’s where we start feeling overwhelmed because I was planning on using those last 2 hours for something else and now I only have 1 hour and a half. All of these things start trickling down. It’s being aware of what is the total time and the place that we get stuck, and I have had this conversation 2 or 3 is the tiny time. That little tiny bit of time like this five minutes.
It’s five minutes, it’s not that big of a deal. It’s not that big of a thing, but where it adds up is, am I doing it every time and how often am I doing it? My private clients, we meet once a week pretty much. Using this 6 number that I said, that’s 30 minutes every week, which is 2 hours a month. Then you say 2 hours a month, it’s like, “That’s 24 hours in a year.” All of a sudden that’s half of a week of time.
Business growth is like a tree growing in a pot. At some point, it's going to bust the pot. We don’t think our own growth can bust our own pot. Share on XThe numbers get big as we start extrapolating them out, and that’s where people miss why they are feeling overloaded is because they are looking and they are saying, “I have got ten clients and it takes me 10 hours and so it’s 10 hours a week and that’s no big deal.” What they may not realize, depending on what service they provide is that they are doing 30 minutes of prep or wrap-up with every one of those clients.
It’s not ten hours a week, it’s fifteen hours a week. All of those what I call hidden minutes are the ones that are making you miss. You have to say, “No. My 10 hours in front of the client is 15 hours of time.” That also means that we need to make sure that we are billing appropriately for that. We may say our hourly rate is $100 an hour. For a one-hour in-person meeting, you need to charge $150 because you are doing 1 hour and a half’s work with that client.
There is a formula and it is to say, out of my total hours, how many? Somewhere in that 60% to 80%, and if you are on your own, it’s going to be more like 60%. If you start having some staff, it could be more like 80% because they can be doing some of the other things for you. It’s also a way to look at how effective and valuable are the people that you hire to do client delivery work because if they are truly being hired only as a contractor to do client delivery work, they are to do your leisure group program or fill in any other way. You can look and say, so what is their utilization?
They are charging me for 4 hours, but I’m only able to bill them out for 2. I’m making a simple example. That’s only 50% utilization. For a contractor, that’s what their primary job is. They should be closer to 80%. All of those things allow you to start figuring out how much should and can I be working. As I know you, I would imagine that your utilization probably runs at 90%, which is why you feel like you are overwhelmed a lot because you also have a whole lot of other things that you need to be doing.
Calculating Client Load And Work Hours
We have established my challenges here, but I want to do the math for folks. I think a lot of people reading don’t want a 40-hour work week.
It’s the standard so we can work off of it.
Since you did the standard, I did the math of that.
Put whatever your work week is. Mine is supposed to be a 32-hour work.
Let’s take the 40-hour work week. When you are looking at 60% to 80% utilization, that’s 24 to 32 hours a week of client time. If you are a coach or consultant who bills hourly, that’s easy. It’s like, “Do you have 24 to 32 hours of client calls this week or do you not?” If you are somebody who does packages, however the math gets a little messier for you, but it is helpful to say, “If I want to work 40 hours a week, then it’s 24 to 32 hours of actual client work. If I want that 80% capacity, then I get eight hours to do my admin stuff.” Also, if you want to only work twenty hours a week, then those hours that you have to serve clients are a lot smaller.
That’s where you start looking at what has to be sacrificed, and where are you going with it depending on how much of the business completely relies on you versus someone else. We are talking about it for a week, but for myself so that people can see how it works. I think about it as a quarter, because we have our quarterly tuneup that happens at the beginning of each quarter, which is two three-hour days of time that technically all of the clients come to. I’m not doing it as one-on-one work, but that’s billable work, but we have more prep for that. I also have to add in the prep that we have for that time.
I look at a total quarter and say how many hours do I want or can work because also in a quarter I may take a vacation or two and so those are hours that I can’t fulfill if I’m the one supposed to be fulfilling them. A week is a nice place to start, but then I tend to look further out to say, “Does this apply as I go further out?” Particularly if you’ve got group programs, membership programs and packages. Often if you’ve got a package, look at it for the package length.
We greatly underestimate how much time it actually takes to deliver our service. Share on XIncreasing Revenue Without Extra Clients
In general, you are always going to need more time, more energy at the beginning of an engagement than you do by the midpoint, and depending on how you deliver your services and what the agreement is, you may or may not have a heavier lift at the end of the engagement if as you are wrapping things up. We have talked about how we have got a great calculation for figuring out your optimal client number.
It’s taken us 32 episodes, but I finally got a formula as an answer to a question and I am going to put gold stars on my calendar for this. The next question, now that we know what our sweet spot could be, is if that doesn’t align with our financial goals, because it may not. Twenty-four billable hours may not net somebody’s financial goals, then how do you increase revenue without increasing client load? You’ve already talked about raising prices, that’s one way to do it, but what are some others, do you think?
It’s a variation of raising prices, but it’s changing your offer. Instead of doing a small offer to a lot of people, maybe you do a bigger offer to fewer people. As I said, this technically is a version of price change but it’s not just saying I’m offering the same thing and raising the price. I can’t even tell you how many years ago now this makes me realize I probably need to raise my prices again, but years ago I realized I was way undercharging for what I was providing, and it was time for me to do a pretty serious price rate. What I decided to do, instead of raising the price, at the time, I would offer 90 minutes per week for my private clients.
What I did, instead of raising my price, was I charged the exact same price, but I reduced it to 60 minutes. Functionally, I raised my price, but what they were paying me was exactly the same. It didn’t feel like a price raise necessarily to them. I made it clear what was going to happen, but I also realized I didn’t need 90 minutes. Sixty minutes was enough and they were going to still get the same value. I didn’t feel like it was a different way to approach the same thing. Technically, that was a price raise. That was all that was, but it was a different way to approach it. It was a change in the business model.
We did a similar thing when we decided to move the weekly course of action from a quarterly or annual payment to a monthly payment. The quarterly payment was partly because we were thinking about the quarterly tuneup, which is part of the weekly course of action. We put more time in there, and so they need to pay more for that. We said, “We are going to charge them month to month. If they come in on a quarterly tuneup and they stay for a quarterly tuneup and they drop after that, that’s fine, but we are going to look at that differently.”
On the whole, we don’t charge much differently than we were, but from a perspective standpoint, it is different for the client. It’s not exactly the business model. It’s the pricing model that we changed. The service that we deliver is exactly the same as it was. There are ways that you can look at the business model itself and say, “I want to do something a little bit different,” either I’m going to give them a little more and charge them a fair bit more or I’m going to give them a little less and charge them about the same. There are multiple ways to play with that depending on what makes sense for you and what you are thinking about for your business because as you go forward, that’s the other piece. As often as you go forward, it’s like, “I thought I could charge a flat rate for this. Let’s chop flat rate. It’s one of my favorites.
Sometimes, it turns out that flat rate is better. It’s one of the things that we hear a lot where people say, “Stop trading time for money. Charge a flat rate.” That’s fine. As long as you have a pretty good idea of how much time that’s going to take and the value that you are trading it for trades, but so many people are saying it and they are saying it into businesses that people are doing time for money work. There’s nothing wrong with that.
This is one of those things that I want to shape people. It’s like it’s okay to trade time for money because that’s what we are always doing. Even if we are selling it as a project, we are still trading time for money. We are not telling them what our hourly rate is. It may be because, for this time, it’s $100 per an hour and this time it’s $200 for an hour, but you still at some point are trading time for money.
Very few of us have businesses where we are making such a giant impact on the business that we can say, “I’m not going to charge you anything near an hourly rate. I’m only going to charge you for the value that I’m delivering.” I have a friend that is such a high-level subject matter expert. They talk about, “I know which screw to turn.” She knows which screw to turn. She can give a piece of information off the top of her head and for the industries she works in are multi-billion dollar industries that will save millions, if not tens of millions and sometimes hundreds of millions of dollars, with a five-minute conversation.
She’s not trading time for money, but she also knows smart enough that she doesn’t like to give that because then people won’t value it. She’s like, “Let me get back to you,” even though she could blur it out. “I will do some research and I will get back to you and then I’m going to charge you $100,000 for this answer, which is a bargain when you’ve saved them $10 million. Very few of us are doing it.
The problem is, people don't count the small numbers, and those small numbers add up over time. Share on XThat is not me.
Very few of us in the universe do that, but it does happen. That’s where people say, “Stop trading time for money. Charge per project.” That’s fine. As long as you are looking at what the hours versus the project are coming out to. Often, people do that because they don’t want to charge what they want to charge, but most people still end up trying to do the math.
Balancing Retainers With Service Value
They will do the math one way or the other, and that was what I was going to bring up is we did the episode where you coached me live through 531 visioning, and where we landed was that I needed to raise my prices in order to achieve the goals that I had. When I left that call, it was, “This is interesting. How do I go about that?” In my online community, management design work packages and monthly retainers are pretty much the standard.
Especially if you are doing hands-on community management, it tends to be in small pockets of time. You don’t jump into a community, work for two hours, and then jump out. It’s peppered throughout the day, and so that’s a hard time to track, and so that’s what everybody does. The problem with that is I could have seventeen years of experience in it and say, “My retainer is $2,000 a month,” but mentally, they are still going to compare me to an offshore VA who says that they offer community management services and they are going to charge $250 a month.
Very quickly, I discovered my package rates, even when I had clients who paid those monthly retainers. Their expectation of hours that I would be providing was way higher than what my retainer rate was designed to provide. I made the mistake of when I started doing more fractional CMO work like I do for you, Gwen, is I carried that retainer model over as if the business model was the same, and the business model is not at all the same, and the value I provide to a business as a marketing officer/operations officer is much higher than the value I provide as the person designing your online community because your online community tends to be a tiny fraction of your marketing. However, if I’m overseeing your whole marketing and operations, that’s a much larger pie.
I still do package rates for the community management, but I have changed the services I offer there. That has helped to right-size the client load on that side of the business, and then on the marketing officer side, I went straight to hourly, and what’s been interesting is about a 50% acceptance rate on proposals, 50% of the people are like, “That sounds good,” because they have done their homework, they know what that costs.
The other 50% are like, “For what we had in mind,” That’s a little high, and it’s like, that’s fine too. What I have recognized because there was a part of me that thought I was going to be sad I missed a sale, but what I realized is what they interpreted as marketing officer tasks were not tasks I wanted to do. They were lower tasks, but because they didn’t know, they didn’t know. I love that you took us there on this idea of trading time for money because, in some instances, packages and retainers are in the best interest of you as a service provider and in the best interests of the client, but oftentimes they are one-sided and somebody is getting the short end of the stick.
Using the example that you talked about, one of the things that’s super important to consider is what you said. Part of the reason you do the retainer is so you are not tracking your time, but are you tracking your time? In your mind, you are saying, “I spend about two hours a week doing community management for every one of these retainers.”
That’s great if you are only spending about two hours of work, but if you tracked it, is it 2 hours or is it closer to 3, 4, or 5, and then part of the reason that it may not be working for you is you’ve said, “I can do 4 retainers because that’s 8 hours a week based on the rest of the stuff,” but instead what you’ve done is you’ve said, “I can do four retainers and it’s taking me twenty hours a week.”
Which it should take you. That’s exactly how much time that should take you if you are doing four communities.
That’s the thing. Are you pricing it based on what is happening or what you think it should be happening? When you are doing that work, like what you are talking about, that is where I call the nickel and dimming of minutes. It’s you. When we were looking at offering Insight to Impact we were going to offer it super cheap because it was like, “We are going to be able to put that into an email system and it’s going to be self-delivered and all the rest of it. Part of our selling point is that you get a response if you reply to the email, but it’s not an AI response or a chatbot response.
Utilization is not about the number of hours you're working, but the number of hours you want to be working. Share on XIt’s not a thanks for responding response, either.
It’s an actual thoughtful response based on your response, which means we have to read it, think about it, and respond. Most of the time, it would be me, but occasionally, if I’m unavailable, it would be you, Tonya. Even though our experience says we can do that in 2, 4 or maybe 5 minutes, which doesn’t sound like very much. If we sold it and sold the bejabers out of it and let’s say we had 100 people who did it.
Let’s say it only takes three minutes. That’s 300 minutes, which is 5 hours. That becomes a pretty significant number, and that’s per week. That’s 20 hours a month and we were talking about selling it for $9 at the time. You say, “$900, that’d be great,” but it’s like, “Is $900 enough to be paying someone 20 hours a month to respond at the level that we need to be hiring somebody?
I was going to say at the level of excellence and personalization that we expect.
I’m not hiring an overseas VA for $15 to do that because they are not going to be able to provide the insight and the value for it, and it was like, “This is one of those where the little numbers feel like this should be no problem, and then when you do the numbers, which is the other problem that people get into that we are talking about where they are not counting the little numbers, and the little numbers add up over time.
Creating Systems To Support Ideal Capacity
Where I’d like us to end is systems. What are the systems that you can adopt and build? I don’t care; whatever verb you want to use with it, what are the systems that can be created to support your ideal capacity? Throw out some examples for me.
One is from time. If not doing it consistently, at least from time to time, spend a week or two tracking your time, all of your time, so that you know. Part of the reason I was good at this is because I worked as a consultant for some of these bigger organizations, and I have spent most of my working life as a freelancer, where I needed to track my time.
I have no problem tracking my time. To do it accurately, you need to do it every day. Not like I’m going to go back and think about the week and figure out what if it is not, by the end of the day, it’s pretty much useless. You might as well not even do it. As I said, I would check for at least a full week and maybe 2 or 3 weeks consecutively or within a week or 2 of one another to get a big enough swath of data to say, “How much time am I spending?”
Then go back and compare to your calendar or whatever you look at and say, “If I didn’t have this information, how much time would I say I had spent?” Based on my contract, my agreement, my whatever. I would say I should have spent 8 hours and looking back I see I spent 10. That starts giving you a better estimation that you then can do this calculation to say what percentage of my total working time I am being utilized and if it matches up with where I am and what I’m looking for in my business. If I’m being utilized 90% of the time, I wonder why I’m having to work extra long hours and all the rest of it. Do the utilization not based on the number of hours that you are working but on the number of hours that you want to be working.
The system is time tracking, which you’ve had me do, and it has been highly effective for me. You get an understanding of it. You hate it. Let’s be perfectly clear.
Despise it. It makes me feel like I work at McDonald’s.
I brought it up. I was pretty sure you were going to quit. Even though I only made you do it for a week. I could tell by the look on your eyes, you were like, “I am done.” It was like, “No, it’s just a week.”
What you know but our readers don’t, is the only reason I was able to do it is because I announced it in my own newsletter and I made it in a public document where everybody could follow along because I needed that much accountability in order to force myself to do it, but that’s time for another day.
It was useful. Although it may have been painful, it was only a week, and you have obviously survived.
I have obviously survived to live the tale, and I got a lot of valuable data out of that exercise. It’s the time tracking so that you can start counting the little numbers. The most powerful system around this whole idea of client capacity is the little numbers because little things add up big, and the most sustainable systems are the simplest, and it is very simple to track your time. Even if you hate it as much as I do, it’s a simple thing to do and to start adding up all those little minutes and see where you land over time.
We came up with our Insight to Impact number because we have done the weekly course of action for so long, and we know we can get about ten done in an hour. It’s a little more than what the email is, and so therefore, the 6 minutes makes sense that it takes us about 6 minutes, but we always think, “It’ll only take me a minute to answer the email,” but you’ve got to open the email. You’ve got to read the email, you’ve got to reply. It’s all those tiny minutes, and they add up.
Tracking Time For A Sustainable Business
What I want to tell our reader to close is that finding the sweet spot in client capacity isn’t about managing your time, but it is or at the very least, it’s about tracking your time.
It’s about awareness.
That’s excellent framing for it. If you want a business that is sustainable, a business that is profitable, and a business that’s enjoyable, you need to know where your time is going so that you are clear on whether you are charging the right rate for what you hope to achieve and whether you are able to serve the right number of clients in the right way and still have the life that you want.
If you are struggling to find the right balance in your client load, you don’t have to figure that all alone. Gwen was talking about Insight to Impact. That is our premium weekly email subscription that helps you gain clarity on your business, one reflection at a time. It’s an accountability subscription, as it were. Each Friday, you receive a thought-provoking question designed to help you examine your business operations, and when you respond, you get personal feedback to help you implement positive change. Head over to the website to learn more.
Important Links
- From Insight to Impact
- Strategy For Goal Setting: Achieve Your Dreams, Bigger Than Imagined
- Gwen Bortner on LinkedIn
About Your Hosts
Gwen Bortner has spent four decades advising executives and entrepreneurs in 45+ industries. She helps women succeed in business without sacrificing happiness by identifying their true desires and aligning their business functions. She spots overlooked bottlenecks and crafts efficient plans toward sustainable success that center your values and priorities. Known for her unique approach to problem-solving and accountability through the G.E.A.R.S. framework, Gwen empowers clients to achieve their definition of success without sacrificing what matters most.
Tonya Kubo is a marketing strategist and community builder who helps entrepreneurs build thriving online communities. As co-host of The Business You Really Want and Chief Marketing and Operations Officer (CMOO) at Everyday Effectiveness, she keeps conversations on track and ensures complex business concepts are accessible to everyone. A master facilitator with 18+ years of experience in online community building, Tonya takes a people-first approach to marketing and centers the human experience in all she does.
