Build something of your own. Or take what you've already built much further.
Figure out what the business needs. Work through what gets in the way. Business and psychology, together.
I spent 18+ years in product and growth, building companies and advising more than 500 of them. I also trained as a psychotherapist.
Today I work 1:1 and with groups of people building something of their own. Sometimes the problem is clearly business. Sometimes it's more complicated and includes you.
Quite often, business and psychology collide to the point where it's hard to tell yourself where the problem actually is.
You may recognise some of this
You've been meaning to start something for a long time. You're still getting ready.
You need more customers. Somehow, everything except selling keeps making it onto the to-do list.
You know you're undercharging. The number still hasn't changed.
Every time the direction you've chosen gets difficult, another one suddenly starts looking better.
The business depends on you for almost everything. You're not sure how much of that is actually necessary.
On paper, things are going well. You feel less and less connected to what you're building.
You got somewhere you worked hard to reach. Now you're not sure whether you want the next level, or just think you should.
You understand your patterns extremely well. They keep happening anyway.
Sometimes the work is tactical. Sometimes it's psychological.
The hard part is knowing which one you're actually dealing with.
- ·Your offer is still weak.
- ·Your positioning isn't clear enough.
- ·You don't have a reliable way to find customers.
- ·Your pricing doesn't make sense.
- ·You're trying to move five things at once.
- ·You don't know which move actually matters most right now.
- ·You know you need to sell. You keep avoiding it.
- ·A no lands much more personally than you'd like.
- ·Being visible feels strangely threatening, even though you know the business needs it.
- ·You keep changing direction before the previous one has had time to work.
- ·Your sense of worth is a little too tied to how well the business is doing.
- ·You can explain the pattern perfectly. That hasn't stopped you repeating it.
Sometimes the answer is a better business move. Sometimes it's deeper work. Quite often, we need to work on both before it's obvious which one was holding the other back.
One relationship. Both sides of the problem are welcome.
Offer, positioning, pricing, customers, sales, priorities, decisions, execution.
What does the business actually need now?
Avoidance, rejection, fear of visibility, perfectionism, money, self-doubt, control, identity, uncertainty, commitment.
What makes getting there harder than it needs to be?
Some weeks we'll barely talk psychology. Other weeks, the tactical problem can wait because something else needs attention first.
You don't need to know which one you have before you come in.
Common questions
Building something is hard enough without getting in your own way.
If you have something you're trying to start, fix or grow, tell me what's going on.
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