Creating moments that matter transforms a simple transaction into a lasting relationship, and mastering the client experience is the vital ingredient in today’s competitive marketplace. In this episode, Gwen Bortner and Tonya Kubo unpack the essence of creating exceptional client experiences. Gwen distinguishes between reactive client service and proactive client experience, emphasizing the critical role of intentional practices in building genuine client loyalty and turning them into advocates. They delve into key touchpoints across the client journey—from pre-purchase expectations to post-completion connections—and explore how consistent, thoughtful engagement can make price secondary to the value provided. Discover how communication, personalized touches, and strategic planning can elevate your client relationships and cultivate a loyal fanbase, regardless of market conditions. Tune in for actionable insights to make your client experience your most significant differentiator.
—
Watch the episode here
Listen to the podcast here
Creating Moments That Matter For Clients
The marketplace is crowded, but you know what? It always has been. Few of us have the privilege of being the only game in town when it comes to our products, our services, or the people we serve. What if that’s okay? What if the secret to any of our success isn’t what we offer, but how we make clients feel in their journey of working with us?
Client Experience Vs. Client Service: Know The Difference!
We’re talking about something that Gwen is passionate about, especially with her consulting business over in Everyday Effectiveness, which is client experience, looking at how can you have a strategy or, at the very least, a set of intentional practices that transform ordinary client relationships into making your clients your most ardent fanatics. We’re going to talk about maybe some small, meaningful touches that can create the experience so distinct that price is secondary to the value you provide. Gwen, why don’t you kick us off with maybe an explanation of the difference between client experience and client service?
Client service is what you deliver, whether it is what I’ll call a traditional deliverable or, in my case, conversation, advice, and all of those things. That is the service. It’s never quite commoditized, but to some degree, there’s a little bit of commoditization to that. I distinguish myself by saying I offer business advisory services, but I’m positive that there are other people, and I know a number of them, who also provide business advisory services around the same thing I do and in the same way that I do. Business models may be a little bit different, but fundamentally, that’s the same. To me, that’s the service.
The experience is all of the stuff in my mind that is wrapped around the service. It’s how we build them. It’s how we onboard them. It’s how we work with them in the day-to-day, week-to-week, and month-to-month ways. It’s the extras. It’s the way that we approach our delivery of the service. To me, that’s the experience. The idea of sharing good business knowledge is the service. The experience is how I do it versus how someone else does it. It’s not that mine is better than someone else’s, but it’s a better fit than somebody else’s.
What I think of it is that I look at client service as reactive. It’s my reaction to somebody hiring me. I think of client experience as proactive. For me, it’s a proactive approach to being memorable.
I love that reactive versus proactive.
Riding Market Waves: Experience Wins In Any Economy
One person can give five of us money. I feel like the client experience comes into what we proactively do as a result of getting the money, which sets us apart from each other. We’re recording in 2025. I hope we have readers tuning in to us now, and I hope we have readers tuning in to us sometime in 2030, but these are things beyond my control. What I want to do is put a timestamp on where we’re at. I see everything in business cycles. I know you have, too, because you’ve been at this for 40 years.
Again and again. It cycles in and it cycles out. Sometimes, the flavor changes slightly. It goes from vanilla to vanilla bean.
We’re in our bourbon vanilla phase. What I see is there are periods of time, and it’s when most people would perceive “good economy”, when all you have to do is wave a flag and say, “I have a business. I have a thing for sale,” and the clients come running. There’s a period of time that other people would call a bad economy or a down economy. I don’t necessarily see it the same way. It’s where you have to earn your keep.
It’s not enough to wave the flag and say, “I have a thing to sell.” You have to wave your flag and say, “I have a thing to sell. Here is evidence of my right to sell this thing. Here is evidence that everything I’m telling you is something that I can deliver. Here’s evidence that I have fulfilled my promises with other people.” From your perspective, having seen the cycle go up and down even longer than I have, where do you think exceptional experiences come into play there?
Real Estate Lessons: Power Of A Consistent Experience
This is an example I use often because everyone has some knowledge of it, whether or not they’ve ever bought a piece of real estate themselves. They’ve seen it. Not too long ago, being a real estate agent was a super simple thing because interest rates were at all-time lows. Prices were going through the roof, so there were bidding wars. You barely had to pull a sign out of the back of your car to start putting it into someone’s front yard, and you were getting fifteen offers for the house.
That’s one of those situations where you don’t have to provide any customer experience to speak of because being able to sell a house took no effort whatsoever. You still had to have the skills. You still had to provide the service. You still had to have the licensing. You still had to do the things, but compare that to when I bought my first house way long ago, when the interest rates were 15%. Who knows what they are? When someone’s reading this, they are not that high anymore. People feel like they’re that high. They’re not that high.
That was a whole different time and place of being a real estate agent. One of my good friends has been a real estate agent for practically that entire time. To me, this is where the service piece versus the experience piece comes in. She knows how to provide the experience so that whether it’s easy sales or more challenging times, her business is steady.
She’s providing the experience of, “I make sure I understand what you need. I understand what you’re looking for. I take time to work with you as an individual. You are not a transaction. Even when things are in high bidding wars, I would talk to you as if you were my client and we were selling your house to help you think through what the best offer is.
This one may look like the best offer because it’s maybe the highest dollar value, but this other one has some other things on the backside that may make this a better offer for you based on me taking time to understand what’s important to you as a client as opposed to, “This is a transaction. I need to get as many of these done as quickly as I can.”
I love this real estate example. I have an aunt who has been in real estate for probably forty years.
You’ve got people in your life who have been in long enough to be through multiple of these.
My aunt always says it’s always a great time to be in real estate because it’s either a buyer’s market or it’s a seller’s market. If you have any understanding of anything as a real estate agent, you accept the fact that you have to provide excellent service to both. You want to be as helpful, proactive, and thoughtful in representing your buyers as you are in representing your sellers, regardless of where the market is.
It's always a great time to be in real estate, because it's either a buyer's market or a seller's market. Share on XPart of it is helping your buyers understand when it’s a seller’s market versus a buyer’s market and helping your sellers understand when it’s a buyer’s market versus a seller’s market. I have seen the difference between the real estate agents who favor 1/2 of the equation over the other and those who say, “All of my clients get this tier of service regardless,” and even on the back end in terms of client gifts. There are some agents with buyers. What they want to do is they want to solidify themselves in that buyer’s mind because they assume the buyer is going to buy more houses. They don’t always assume that their sellers will sell more houses down the line. At some point, you’re in the house you’re going to die in, right?
That’s right.
Their gift-giving can vary. I don’t know that it’s going to carry us throughout the episode, but it is a great example for that reason when it comes to thinking of client experience.
There is one of the things you said I want to emphasize because it’s one of the things my friend has talked about. The experience of working with her when you’re buying your very first house, whether it is the tiniest house ever or the cheapest house on the market, is the same experience when you have gotten promoted fifteen times and are buying one of the biggest houses on the market. She has stories. Someone came in. This is right out of college, and it’s their first job. They’ve done well in their job, and they’re one of the top VPs of these major companies. She has given them the exact same service from day one to day whatever because it’s about the experience, not the transaction.
Beyond Transaction: Experience Trumps Price Sensitivity
I was thinking my next question wasn’t going to apply to real estate, but it can. Here’s the other piece with client experience and focusing on that experience. It insulates from price sensitivity, and it insulates from competition. There was a story several years ago that my aunt had told me. To her, it was the ultimate compliment and sign that she had provided historical great service.
Client experience, really focusing on that exceptional experience, insulates from price sensitivity and insulates from competition. Share on XThere was a client whom she’d had for a number of years. She helped them buy their very first home in the area. They’d moved out of state. She had helped them upgrade a couple of times, but they had reached the point where they were looking at buying investment properties. They called her up and were like, “How would you like to help us with this house that we’re going to buy? It’s a brand new development.”
Here’s what I didn’t know at the time. When it comes to buying new construction, everything is pretty much by the book. There’s a process there. There’s no negotiation because you’re talking directly with the builder. The pricing is fixed, and the commissions are pretty much fixed. It’s a gift to the real estate agent to help you buy a home in new construction because, honestly, everything could be done yourself.
My aunt was like, “There is no reason under the sun that they had to call me. There was no reason under the sun for them to have me facilitate this transaction,” but the client was like, well, “All things being equal, I’d rather you do as much of this as you can and call me when I need to come in. Why can’t you get the commission? It’s not a big deal. It doesn’t matter to me. Six of one, half a dozen of the other.”
That is what I see happening, at least in my own buying experience, when I feel like I get great service. I don’t mind price-comparing. I tend to be a much more educated consumer, so I know the general range of prices, but it’s like, “All things being equal, plus or minus five in either direction, I’ll go with this person because I know they do good work. I know they’re going to treat me well, and they’re going to be very mindful of my time and energy.”
I pay more for a car wash service. It takes longer because it is an experience. They take the time to make sure all the bugs get off the front.
We pay for different car services. I’m like, “It’s getting the bugs off the windshield. That is the problem.”
Do I do it every single solitary time? No. Sometimes, I need the service, so I take the commodity version. I do the cheap thing and run it through. Other times, it’s like, “I want the car clean.” I’m going for the experience because they take time not only to make sure the bugs get off the front, but then I pull the car up and they hand dry everything. We live in a very hot part of the planet. It does not take time for things to dry in our world. This is not an issue in the big scheme of things, but still, having it hand-dried is part of the experience. Do they have to do that? No, they don’t have to do that, but it’s part of the experience.
Mapping Client Journey: Touchpoints That Matter Most
What I want to do is somewhat quickly go through all the touchpoints in the client journey where you can make a conscious decision on whether you want to add to the experience or not.
Not all of them because there’s no way that we’re coming through all of them. It’s almost infinite. You’re going to highlight some key ones.
I was like, “There are five stages of the customer journey in general.”
I can believe stages, but not all of the points, because you can practically do it anywhere.
You’re right, though. There is the pre-purchase stage, which has a bazillion points to it. This is where they’re considering. Maybe it’s awareness, consideration, and decision-making touchpoints. Then, there’s onboarding. That’s the first impression and setting expectations. Then, there’s when you’re in that active worker delivery phase. That’s your communication, how you update things, and reinforcing value.
Then, there’s when you have completed the service or you’re transitioning to maybe another level of service. That’s where you get to celebrate. You have feedback. You provide the next steps. Then, there’s the post-completion. Some might call that the offboarding, where you’re maintaining that ongoing connection or the relationship maintenance. Going from there, where would you say moments matter most? You’re intentionally designing that client experience. Where in there do you think they matter? Pre-purchase, onboarding, delivery, completion transition, or offboarding?
They matter in all of them, let’s be honest.
Matter most.
That’s a toughie because each of them matters most for different reasons at the time.
Let’s walk through them. Let’s go through them in order. With the presale, what matters most there is that what they think they’re going to experience matches what they experience further down the road. It’s the expectations management, I don’t necessarily mean management in the true manipulation, or managed sort of way.
One of the reasons we started the show. You had said, and it seemed obvious to me, but now that we’re doing this, it makes perfect sense, that people need to understand what it’s going to be like to work with me. I am not going to be all, “You’re the best thing ever,” and sunshine and rainbows because that’s not who I am. I’m going to be super supportive, but I’m also going to challenge you. I’m going to say hard things.
I’m going to take a different stance than what most of the people, either that you’ve worked with before or that you’re listening to or reading from, are saying. You said the easiest way is for people to experience that. That’s part of what this is. That’s true. When someone works with me, it’s like, “Talking with you feels like talking with you.” It is not different. That’s the part of the experience that matters most at that stage. There’s enough similarity. There’s no ajar, like, “What happened?”
In that pre-purchase stage, it’s about making sure that what they think they’re buying is what you’re set up to deliver. It’s also helping them make the right decision. It’s what you said. If they need constant encouragement, cheerleading, and every decision to be celebrated and validated, whether it’s a good decision or a bad decision, you are not the person for them. You’re also not the person for them. If what they want is to be told exactly what to do, like, “This is what you do and this is the only thing that you do,” because you are the type of person who’s always going to give them options.
Context matters. Part of the context, I can never know because it’s in their head.
If they are somebody who doesn’t want options and is like, “They boss me around,” you’re probably not the right fit for them. In the pre-purchase phase, what’s important is helping them to know what they’re getting into before they sign on the dotted line. In the onboarding phase, what do you think is important there?
This is also managing expectations, but it’s the tactical piece of managing expectations of how much you can expect from the support team and the person who’s delivering. What types of things? How is it going to work? It is that part of that customer experience where that onboarding gets you clear, and you’re not coming in going, “I don’t know what to do next.” It’s clear about, “This is step A. This is step B. This is step C. This is where we’re going to hand you off to somebody else.” It is being clear about that. That’s where that experience can be very different.
It also needs to be appropriate to what they’re going to do. Are you going to truly handhold them through every piece? If so, hopefully, that’s what their experience is going to be in the delivery of the service as well. Otherwise, it’s like, “They’re going to handhold me through every piece. Now, I’m out here in the middle of the ocean, swimming by myself, and I have no idea what’s going on.”
To me, that’s where that experience piece matters. It needs to be aligned, but I also think it is managing expectations of what is coming as part of this service. For lack of a better term, poor onboarding is one of the challenges with scope creep. That’s where the experience matters because if that onboarding experience is strong, consistent, and aligns with what the rest of their experience is going to be, it makes it easier for everybody.
Everything you said is true and important. I would add in the onboarding phase something that not everybody knows. Please understand that this would depend on how much the offer costs. If you bought a $97 template, this is not as true. Your onboarding needs to be how you get your $97 template and where to go, like which email address to use if the template doesn’t work or you can’t print it, or whatever other thing you expect to do with your template. One thing that people don’t recognize is that the higher the investment, the higher the emotional crash that comes after the point of purchase.
The higher the investment, the higher the emotional crash that comes after the point of purchase. Share on XThat is a huge insight that people do not talk about. Keep going because that is true.
It could be high for your market because a $1,000 offer to me is not the same as a $1,000 offer to you. That onboarding piece is about helping to reinforce that they made the right decision, which will insulate against buyer’s remorse. I don’t know very many people who don’t buy a car and instantly go, “Did I make the right decision on the car?”
I know people who buy new cars every two years, and it’s whatever to them. They probably buy houses with the same amount of ambivalence. Most people are looking to buy a car every 5 to 10 years. It’s important that they make the right choice because they have to live with the consequences for 5 to 10 years. Those are the individuals who I see that the experience they had at the dealership makes the biggest difference to them over time.
That is the one thing I would add on there. The onboarding part of what you need to be looking at is how you help minimize that emotional crash that comes after the point of purchase, and how you reinforce that they made the right decision. You’ve got them no matter what. We see this all the time. Let’s go into the active work delivery phase.
Communication Is Key: Reinforcing Value In Delivery
This is the place that everyone probably spends the most time and does the most in the customer experience piece of it, while they’re delivering the service. This is the piece where you also have the most possibilities to do things. As with all things, there are lots of right answers. There can be gifting or reward programs. There can be bonuses. There can be all sorts of things that are offered as part of that experience. The thing that we forget is, what is the piece that is the additional part of the experience that’s also part of the service?
Explain that because I don’t understand.
What I’m thinking about is one of the things that I try to do as part of the experience is reinforce where there is value being delivered that they’re not seeing.
That’s important. Value of reinforcement.
It’s in addition to me doing the thing I’m doing, but it is part of the experience to say, “Did you notice that this has happened?” It doesn’t cost anything other than another two minutes out of a call or whatnot, but it’s where a lot of the experience happens because they don’t often realize that this is part of the service that they’re getting. It’s the value of the service that they’re getting. The experience is saying, “We need to celebrate this thing you haven’t noticed.”
In this active work delivery phase, the most important piece here when it comes to the client experience is communication. It’s one of those things where, technically, it’s the easiest. Tell people what you’re going to do. Tell them that you’re doing it, and then consistently remind them what has been done. Yet, this is where so many businesses fall apart.
The most important piece when it comes to client experience is communication. Technically, it's the easiest, yet so many businesses fall apart here. Share on XIt needs to be in a way that makes sense for you, your personality, and what you’re offering. Going back to a template is very different than a one-on-one.
This is where I see businesses all the time nail the pre-purchase experience and the onboarding, and then all the clients drop off a cliff when it comes to that delivery phase, because the communication piece is broken. A lot of times, it has to do with the team being overextended. They’re so busy doing the fulfillment that they don’t have time to appropriately communicate with the client about what’s going on or why it’s going on, or even to appropriately communicate changes.
The communication piece is the deal breaker, but the consistent updates and the value reinforcement that you were referring to are the next level. That’s where you’re setting yourself apart because what you’re doing is, first of all, helping them to appreciate the results that they have gotten for themselves, which they will automatically associate with the results you got for them.
Even when you’re clear, going, “I didn’t do anything other than what you hired me to do. These are the results you got through your actions and your decisions,” they will still associate it with you. That’s a good point. The next phase or the next step in the journey is the completion transition. Either they are done working with you, which is the point where they reach the end of the agreement, the end of the course, or the end of the fixed-term program, or they transition into a different level of service. Maybe they go up, or maybe they go down.
Lasting Impression: Completion And Transition Done Right
This is also part of the experience. You said, “What is the most important?” This could potentially be the most important long-term.
Say more.
I’m going to treat it as not that they’re continuing the service, but the service is done. To me, the other is a transition. It’s still an active service. If we’re going from one-on-one into a maintenance program, you’re still working with me. It’s still the same. To me, it’s the offboarding time when we’re done. That’s the last thing they’re going to remember. That’s the last experience that they’re going to remember.
Even if it was going well, but somehow, that went poorly, that often will have a bigger weight than any of the other experiences on it. That is why that experiential piece of it is important, and knowing what you want them to experience. We talk at Everyday Effectiveness about the no-guarantee guarantee, which is that you can leave at any point with practically no notice. I need to have a 24 or 48-hour notice.
You need to have enough notice to cancel the Stripe.
I got to have enough notice to cancel it and have it not charge. Otherwise, that’s it. I’m not going to make this hard on you. You don’t have to send a big email. None of this has to be difficult. That’s part of my experience process. This is white glove. This is not a lot of work for you. I’ve seen it play out in a number of ways from folks who are like, “I bet she doesn’t mean that. I’m not happy, so I’m going to give her last notice, and then she’s going to show me that she won’t do it.” It’s like, “I’m completely okay with that. I understand that you’ve made a choice not to continue, and that’s fine with me,” without any punishment, any guilt, or any of those things.
The other extreme is like, “I realize this is what needs to happen now. Can you make that happen?” It’s like, “Sure. No problem. Not a big deal,” to the much more casual of like, “I feel like I’ve gotten where I need to go.” It’s like, “Great. I think so, too. Let’s call this for the time being.” All of that still ties into the same experience that we want to make the whole process easy for you, which means saying, “I’m done,” for whatever reason, also should be easy.
I’ve had a number of people who are like, “You meant it.” I was like, “Why wouldn’t I?” I know you’ve heard them, too. I hear lots of stories where people are like, “They are not delivering. I’m trying to get out, and they are not letting me out of my contract. It’s got to be 30 days of written notice, this, that, and the other thing.” That’s the only thing that they’re talking about.
Making Exit Easy: Building Loyalty Through Graceful Departures
There’s an online influencer. She had posted a question about masterminds. I know her, so I know that it’s because a lot of people were asking her to create a mastermind. One of her questions was, “For those of you who have participated in masterminds and left them, what happened? Do you still talk to the fellow members of the mastermind? Do you still talk to the person who ran the mastermind?”
Her point was that everybody that she could think of who had been in a mastermind and got dropped like a hot potato as soon as they stopped paying the money to be in it, the members of the mastermind no longer talked to them. While they joined this mastermind to have a peer group at a certain level, they only got that peer group as long as they were paying into the program. The facilitator or the leader no longer gave them the time of day once they were no longer paying. Her perspective was, what’s the point if you only get the benefit while you’re paying? Anything that you invest in, especially at a high level, should have some kind of ongoing return.
Your story about having the experience of leaving being almost more important than the experience of starting reminds me of a business here in town. They had two locations. They had one in town, and they had another one twenty minutes away. They made it super easy for me when they had the location in town. It was super easy to sign up. I had a lot of questions and a lot of concerns. I wasn’t sure it was the right fit for me and all of those things. Everything was easy and seamless, and there’s nothing that we can’t figure out.
They decided to close their local location, which meant that to take advantage of their service, I had to drive twenty minutes away. I tried hard, and after about three months, I realized that there was no way in the world, based on their hours of operation, that I was going to be able to make it. I reached out to them and said, “This has been great, but unfortunately, I can no longer do this because I can’t make it there.” They’re like, “That’s fine. We need a 30-day written notice. You have to deliver it in person. We don’t accept notices of cancellation via email or mail.”
Meanwhile, they signed me up via email. They did everything super easily. We arranged payment arrangements via text. When it came to cancellation, I had to take half a day off of work in order to meet their timeline and their requirements because I could only turn it in in writing if the owner was present, and the owner didn’t work the full hours. Do you think I will ever do business with that company again? Never.
We haven’t even gotten to the last piece. To me, this is the whole thing. Is the experience consistent?
That’s the thing. It all has to make sense from start to finish. It’s not that you have to have these big things you do at each stage. It has to be consistent. Take us into the post-completion after they’ve offboarded.
After they’ve offboarded, it is back to the same thing. What does make sense, and how does it line up with the rest of your experience? I reach out to former clients randomly from time to time to check in and see how they’re doing without any intention of trying to sell them or anything else. In fact, one of my friends was looking to get some folks who had a particular type of business. It was like, “I’ve got a handful of people that I’ve worked with. Let me reach out to them.”
I reached out to all of my current people as well as all of my past people. I’ve had 5 people respond in less than 12 hours to say, “I will do this favor for your friend.” It’s not a giant favor. She needs to ask them a couple of questions that would take about 5 or 10 minutes. Of them, half are long past clients. They were not past clients who left months ago, but have left years ago.
The experience is consistent. They know that if I’m asking, this is probably a good person. They’re still willing to do things with me because it’s not about, “You owe me this,” or any of those other things. I’m not calling them every month. I’m not doing those kinds of things. I’m generally reaching out at least once a year and saying, “I was thinking about you. I want to make sure everything’s still good.”
If we look back, that’s what my onboarding experience was way back at the beginning. It’s not a completely transactional, asynchronous kind of thing at the very beginning. It is also a, “I care about you. I’m wanting to know you on a one-on-one basis,” kind of thing. It ties back to their experience after that starts looking and feeling much like their experience way back at the beginning. It comes full circle. At first, I wasn’t even reaching out to some of the past clients. It was like, “They’ve got the same experience. We don’t have a bad relationship,” because the experience was consistent the whole way.
Measuring Success: Tracking Impact Of Great Experience
One last question because we are nearing the end of our time here. Somebody’s reading, and they start implementing some of what we’re talking about here. How would you suggest measuring the impact of client experience efforts?
To me, there are two ways. There are obvious ways. The first is referrals. If people are getting a good experience, they will refer to other people they think will appreciate that experience. The other is lifetime client value. Different folks will do it in different ways. We’ve had some programs historically that are annual renewals. You’ve got a year whether or not they’re having a good experience or not. The question is, are they renewing? Are they renewing for one year? Are they renewing multiple years? What’s happening there?
Most of our clients and all of our products at this point, we’re selling month-to-month. When I talk with people who often have programs, they’re like, “What’s your timeframe?” We did it a few episodes back. It’s around 30 months. Give or take, it’s around 30 months. People are like, “Say what? That’s two and a half years.” I’m like, “Yes.”
Believe it or not, when you give people a choice in working with you, they don’t usually choose not to work with you if you do good work.
The thing is, we have raised that over time. Part of that is because we can get feedback faster. If people are not renewing, why not? That must be that something is out of alignment, and we can make that adjustment to fix that. If they’re only renewing once a year, we don’t know until the year is up whether or not we’re in alignment.
Here’s the lesson I hope you are taking away if you are reading. Creating a memorable client experience is not about how much you spend. It’s not about grand gestures. It’s not about expensive gifts. It’s about the level of attention you pay to the key moments that matter to your client.
Also, consistency.
Correct. When you map out your client journey and take some time identifying where those small personalized touches can make the biggest impact, you create a foundation for loyalty. What you do is you ensure that their experience is in alignment from start to finish, which is the critical point that you are making there.
Maybe you’ve never thought about this before. Maybe this is brand-new. In which case, doing everything that we talked about would be pretty overwhelming. Maybe start by mapping it out and then looking at one phase of your client journey this week. Look at what one thing you could do to elevate the experience there and see how that fits in with everything else you’re doing with your client.
I am going to push pause here for a second and say if, as I’m speaking, you are realizing that burnout makes this feel like your 1000th task to do and will impact your ability to create memorable client experiences, then what you need is our assessment and action guide called Breaking the Burnout Cycle. It will help you identify your natural strengths, pinpoint where your current business model is working against you, and provide a step-by-step plan to transform your business while supporting your well-being. It is free. You can head over to TheBusinessYouReallyWant.com/burnout to download your copy.
Mentioned in This Episode
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.
