How to Scale from $100,000 to $1 Million with Meagan Ruppert and Athena Quinones

How to Scale from $100,000 to $1 Million with Meagan Ruppert and Athena Quinones

loyb podcast Sep 14, 2021

Meagan Ruppert and Athena Quinones are co-founders of Ladies Who Scale, a community and mastermind for high powered women who coach and want to ditch the hustle mentality while building a legacy coaching empire at scale.

Meagan and Athena met while working for an online coaching business that they took from $0 to $8 million in twenty-eight months. Since leaving that company they have successfully scaled their own company to 7-figures and are now helping other entrepreneurs scale their own coaching businesses.

In this episode, you'll learn:

  • The thing you have to master that is imperative to your growth
  • The order in which you should hire new team members
  • What every good idea needs in order to be successful
  • How to build a successful sales team
  • How to start thinking/acting like a true CEO instead of a business owner/operator
  • What you need to be thinking of now if you are going to scale successfully

If you’ve been overwhelmed at even the thought of scaling your business, if you think it will be simpler to “just do it yourself,” or if you want to scale and don’t know how, you won’t want to miss what Meagan and Athena have to share.

Want to dive deeper? Listen to Episode 37 of The Lean Our Your Business Podcast.



Episode Transcript:



Welcome to the Lean Out Your Business Podcast, a show dedicated to helping entrepreneurs accelerate business growth and simplify success. I'm your host, Crista Grasso, and I've been working with businesses for more than two decades to help them lean out and optimize what's working, while eliminating anything that's not adding value. So, if you are ready to get more time back in your day, more profit in your business, and to do business differently growing and scaling on your terms, let's dive into today's episode.



Hello, hello, and welcome to another episode of the Lean Out Your Business Podcast. Today is extra exciting, because I have two guests with me today instead of just one. So today we're going to be talking about taking your business and scaling it from $100,000 to a million plus. And today I'm joined by Athena Quinones and Megan Ruppert, they both together, are bringing 26 years of entrepreneurship, business development, marketing, sales and coaching industry experience. So, with their combined forces, and this is totally fascinating to me, and I can't wait to dive into this in the interview. But they ran the marketing and operations to take a fledgling coaching business from $0 to $8.2 million in only 28 months. So, we're definitely going to be talking about that today. Their passion is helping impact driven women to achieve their goals, break through all of their limitations and build coaching empires that can really change the world. So, Athena, Megan, welcome. I'm so excited that you're both here.


Thank you for having us. We're excited, too. We love to support other women and just to be real raw and communicate with one another and share our success stories, our challenges and everything because that's how we all learn and grow and network. So, thank you for having us.


Of course, tell everybody just a little bit how you got on to this path and got started and then I can't wait to dive right in and start talking about what you did with this coaching business.


Awesome. So Athena was an entrepreneur, which she didn't realize for a really long time back in the early 2000s, through eBay, I was more of a deliberate entrepreneur. So funny enough, my story started with a hula hoop, you know, any hippies out there. We, there's like this big hula hooping phenomenon that came around 2008 2010 2012, somewhere around there. I started hula hooping, and it helped me to empower myself and gain confidence and really let go of everything that had held me back in my life, strangely enough, that a plastic circle could do that. But it did lead me to create my first business where I was making and selling. And then I created a business presenting events doing that Athena I were definitely living two very different lives, I was living with free spirited, hippie life. She had a young son at that point. But I got into the coaching business in 2013, after having produced an event, and everybody was like, how are you doing all this? And so I got into coaching. And I was in that I had a business for about four years, helping women find their purpose, and then build a business around that purpose. And I had what looked like a really successful coaching business. But on the back end, I was in the feast famine cycle, I didn't know how to keep things moving forward. And I had multiple failed launches. And when I first started, couldn't even take more than four weeks to be with him. And so it was a really challenging time. And I took a hard look at the business and in 2017 when my son was about seven months old, I had to close my business, but everything happens for a reason. And that's what brought Athena and I together. I was first hired to run the ads for that, that coaching business that we took to $8 million. And then very quickly, it was like you don't have any of the infrastructure necessary. So like, let's get you set up. And then shortly thereafter, Athena was brought in to run the operations and we just hit it off right away.



We then discovered we both share the same exact birthday in here, you're like, we just really clicked and knew that we were capable of doing great things together. And when we realized that we really had outgrown the positions that we were both in and COVID hit and all those things were happening. We were like, we need to help more people, especially with COVID and everybody taking their businesses online and me having made all those mistakes in my own business, seeing so many coaches struggling to get their clients and complicating it and putting so much in between where they are now and actually getting to the financial goals that they have. And so, so yes, that's a little bit of our background. Did I miss anything Athena?


No, I think that's pretty much it. I mean, just a little bit of the detail about what we did in this coaching business that we helped to build. I was the head of operations, Megan was the head of marketing, but I also was human resources. And you know, with small businesses, you have to wear many hats, so I also was a sales manager. So I wear a ton of hats. And what we learned through that is that building a team is imperative. If you want to grow a multimillion dollar business, right? If you want to scale, if you want to make a huge impact, you have to build a team, and you have to have processes and systems in place, or else no matter what you do, how hard you work. And no matter how big you dream, you just won't be able to get there. So that is something that we mastered in this particular company paired up with our previous experiences that we had. And that's what we bring to the table today to our own clients and our business skill.

Yeah, I love it. And it's I'm sure you guys see this too. But I find that so many people resist adding systems, defining their processes and building their team. And they think they want to keep things much more simple by doing it themselves. But they don't realize they're actually preventing themselves from the exact results that they want to get and going the hardest and slowest path forward, honestly, do you find that a lot with people to that early resistance? And then that complete relief, and why didn't I do this sooner after they actually make the step to do it?


Yeah, it's funny, because we just had, we just jumped off of a coaching call with some new clients of ours. And we were talking about how they had tried to hire before. And this is just one example. They tried to hire and bring on roles, but they failed miserably. And it was because they had no idea what they were doing, they didn't have any systems in place, they'd have no processes, they really didn't know what this role was going to do and how it was going to impact their business and help them to grow. And so, they fell flat on their faces. And that was a loss of time, a loss of revenue and a lot of frustration. But we see this so often with our clients, and with other people in their coaching business, that they're trying to do something that they don't really know. And instead of getting help and support from experts, they just keep on shooting in the dark, and they keep on trying. It's having clarity on what you need, and actually having the will to go get it that is so critical to you being able to scale for fairly quickly in your business and to be able to get out of being stuck where you are.


Yeah. And if I can just add one thing to that is like I think a lot of coaches, they put a cart before the horse. And so it’s literally like you said, it's like it is literally the thing that will keep you from growing where you want to go. Because you're like, “Oh, no, I'm not ready to hire yet. I'll do that once I get to this point,” just the same, it's like when you hear people, “oh, I don't need a coach, I need to get a few clients before I can afford that.” It's like, you're not going to get the client. So, you have to be willing to make that investment. And when it comes to hiring, it's like it's a time investment, a big time investment. But it pays off really quickly, financially when you do that work.


Yeah, I 100% agree. And I'd love to dive in a little bit more. So sometimes you can get yourself to $100,000 by yourself, or by yourself with a VA you usually have worked really hard. You're wearing all the hats, you're doing all the things and you're pretty darn exhausted. But you can do it. But you really can't get yourself to seven figures or beyond without that team. So, what are some of those shifts that are necessary when you do want to take your six-figure business to seven plus figures?


Meagan, I'll let you speak on this.


All right, no problem. So there's a few things and we have like an order in which we hire into our company and for our clients. And usually it's like getting a VA who does the right things for you to drive revenue. And then the next person that we usually have our clients hire is bringing on somebody who can help you with sales. Because if you are going to have enough sales in your business, you need to have enough calls, in order to have enough calls, that's going to be a lot of time and so we want to get our CEO into their zone of genius as much as possible and as quickly as possible. Because as you know, once they start going and you start converting clients and especially if you're working privately like that's a lot of time and then the rest of the time you're spending on sales calls, when are you ever going to be able to drive the business forward so we get you out of that really quickly. So, hire that salesperson from there and then usually like you know we’ll depending on your lead flow is will bring in another salesperson you might consider bringing in a sales manager but from there we also bring a big focus on bringing in someone who can really get you out of the day to day in your business and this is a big game changer.


And I'm blessed enough to have Athena, she's blessed enough to have me, because we you know, in a partnership, I am more of that visionary kind of marketing like big picture and Athena has the operations like day to day, right? She’s amazing managing our team. And me, I'm like, “Oh, I can take the business where we want to go. But like, it might be a mess behind me.” And most entrepreneurs are programmed as visionaries. And so, what we recommend for most of our clients is that like, once you've got the revenue coming in, that it would be very good for you to focus on bringing someone in, who can actually help you with those operations pieces that they can take your ideas, because you know, how many ideas we got on a daily basis, those visionaries, they can take them and say, well, is this a good idea? Like, okay, this is a good idea, how are we actually going to implement and make this happen? So, they really helped to bridge the gap from this amazing idea, big picture, and how do we actually pull this off in the next 90 days, you know, 90 days, 120 days, whatever that might be. This is like a huge transformation for businesses. And you know, it really helps to propel you forward in massive, massive ways. And I think it really speaks into, like, what Athena might have been able to accomplish in the previous company that we're with and in our own company, because we work together in that way.


100%. And I do think you need that balance, right? Ideas are only as good as what gets implemented. And if all you do is jump from idea to idea to idea because it's fun, or you start things but don't finish them because the next idea takes over and the excitement comes in, you're never going to see those consistent results in your business. So, I agree fully, and what a great partnership that you guys have that you're able to provide both sides of that, that's really unique to be able to have that. And I want to go back to the sales team, and bringing somebody in for sales. So, you had mentioned earlier with, you know, the person that you just started working with, and they had some bad experiences with hiring in the past. And so what do you need to do to actually set up your sales team to be successful, because I've seen people bring somebody in expecting that they are going to magically make sales happen in their business, but they don't actually do anything to set them up for success? So, what do you want to be thinking about when you are bringing that sales team in?


Yeah, that's a great question. And it's something that most people, they don't even know where to start, they have no idea. But what's really, really important when you bring on sales role, any role, really, to be honest, is that you're setting them up for success by giving them the tools and resources that they need to be successful, but you're also providing clarity and structure for them. For one, if you have somebody coming in doing sales, you need to decide, are they the one that is going to be generating leads? Or are you providing them leads, because those are two very different types of sales professionals and what they're going to do for your business. Either way, you have to have a process clearly laid out for them. So, once you make that determination, where are your SOPs? And I say this so many times, and it probably gets very redundant coming out of my mouth. But SOPs really are the foundation of your business and the foundation of everything. So how are they going to operate? What are your expectations? What are the outcomes that you want? What are the tools that you're giving them to be able to achieve this, all of those things need to be laid out. Now for a sales professional, that might be a CRM that helps them to manage their leads, it's going to be clear direction on what those expectations are, how they're going to find those leads, or how they're supposed to nurture your audience to bring them into a sales call. There's also what does that sales call look like? How is that supposed to be held? Are you able to give them feedback, who is going to be listening to them to have quality assurance to make sure that they are growing and learning and that they are speaking like you speak, they're treating your prospects like you would treat your prospects? So, all these things are super important when you're thinking about somebody who's going to be a huge reflection of your business, who's also going to show your culture through their performance. So that is really important. It's also really important to

have meetings, meetings are super important. So, you have to set yourself up to know that for what you're going to need time to train for, you're going to need time for feedback, you will need time for meetings and meetings are a huge important part. No matter how small or big your businesses, even if it's a two people team and you're one of them or you have a team of 30. Even if that meeting is five minutes or it's an hour long. It doesn't matter, what's important is that you're checking in and that you're finding what's working, what's not working, and that you actually have something in place to determine what is working and not working.



So for example, one of the ways that we track the performance and these are things that we provide to our own clients, is we have spreadsheets that manage monitor conversions. So how do we determine whether our outreach is working? How do we determine whether we have enough people getting on the phone calls, and that we're closing, it's all by the data that we keep through our spreadsheets, and knowing that will help us to know our conversions, right? So that data tells us a story. And that story is going to guide us in our decision making for our business to weather, make changes, or continue on the path that we're on. And that is important with a sales professional with, again, any role in your company, but really sells that is like one of the biggest babies in your business. And it's one of the biggest challenges you will ever face managing someone in sales, that's tough sales, sales professionals can be really tough. So, you just have to set yourself up for success as a leader just as much as you're setting them up for success in your company. And in that role.


And if there's one more thing I could add to is like, like Athena said, have the clear expectations. But what's also important for you to understand is that you have your expectations clear, because your person is not going to step in and start closing like this; it's going take a little bit of time, even if you have the best processes, even if you have like all the things that Athena just outlined, you need to know, usually, we give our teams about 90 days to support them and to nurture them. And we do expect that we'll see some conversions in that time. But we're not going to hold them to like the standard that we would hold somebody that's been with us for a year, we're not going to hold them to that standard in 30 days, or even in 60 days, because they need to have the opportunities. And so, know that good expectation is everything that like, you're probably going to, you may lose out on some sales, like, you may actually see a little bit of a pullback, just like whenever you're hiring, like, there's always going to be a little bit of a step back in maybe in revenue or in time or whatever that may be. But it's so that you can take that big leap forward in the future. And as long as you follow through on everything that Athena just outlined, you will see the results from doing that, like, if you really follow through and support them the best as possible, they will get results, it might take you a couple people, you might have to bring somebody else on, you know, sometimes we'll even depending on the amount of leads that somebody has, like, we might even bring in two people at a time, three people at a time. So, we can train them all at the same time. And they can come out of the gate all you know, we know maybe one of those people might drop off. And that's okay. And then at least that way, we don't have any gaps because of it. So, it really depends on where your business is at and the lead flow and all of that. But having the expectations there for yourself as a CEO is going to be really critical.


Yeah, I mean, so much gold in what you just shared. And I really do think critical, right? You have to set their expectations. But Megan, I love how you said, you know, make sure that your expectations are set as well so that you're not, they're not coming in and you're like they don't know what they're doing. They're not getting results. They've been there five days, right. It's unrealistic.



But I think the theme in so much of what you had just said was really more that true visionary and CEO type mindset. It's looking at your business and thinking about the long game instead of only the quick wins and so how does somebody make that transition from more of like the owner-operator mindset to that true CEO type of mindset?


That was a good question. I actually just harped on this to our clients in the last call. I get on my soapbox every once in a while, if you can't tell, I actually specifically said this as it was like the biggest shift, I think that a business owner can make to go from owner operator solopreneur to true CEO capable of building you know, a 7, 8, 9, 10 whatever figure business, is this concept of like reinvesting and knowing that the revenue that you're bringing in today does not equal the paycheck that you're going to give to yourself tomorrow, right? Like to know that when you're growing, that you're growing like for the business that you want, not for the business that you have today. And so, when you do have you know that $10,000 pay in full don't look at that as like, okay, let me take the taxes out, let me get my CRM covered for the month, like okay, now I'm going to pay myself like, yes, pay yourself. Absolutely. But how are you going to take that and put that into the business to drive the business forward. And Athena and I, obviously we're really passionate, I know you are too about like having those systems and processes having the teams delegating, because this is the thing that will drive you forward. And so, when we talk about reinvesting almost always it's what's the next role that we can bring into the company to drive us forward? And we get excited about that. I think we get more excited about bringing a new role into the company than we do about taking home like a nice-looking bonus or paycheck.



Let's dig in to that. So, this is a great challenge that a lot of people have not every coach was born to be a leader of employees, right, they could coach great, but they're not necessarily the greatest CEOs. But some are great at it, you know, some can take the role, and they just do wonderfully. But what I think helps people the most is when you clearly identify what your company needs. So, if you think of an organizational chart, and you lay out everything that your company could possibly need, every role that they would possibly have in their company, not just think about today, think about the future, think about the growth that you are going to have that you will have within the next, you know, one to, or I would say, three to five years, set yourself up for success, right? What does that look like? What are those roles in your company? And what do those roles do? What are their responsibilities? Now, when you look at that chart, as a CEO? Where are you placing yourself at the top right, and you know, your role? So, when you have people come in? Where are you placing them? And as you're bringing people in, you bring them in to fit the roles, the needs of your company, and you have a clear line between what you're doing and what they're doing. And you have to have the discipline to not overstep boundaries, you have trusted them to come into your company, you have trusted them to help build your business. Now you need to trust them to take this role and allow them the ability to grow within that role to help your business by being able to flow in their own area of expertise. And, and really do what they do best. There's a reason why you're not doing it. So, trust is a huge part of that delegations, a huge part of that. Knowing boundaries, this is all super, super important to being able to shift from I'm a coach to I'm a CEO, you know?


Yeah, again, so much gold in what you both just shared, I love it. So one of the things that I would like to dive into and ask as well is, when you did make that shift from kind of that, that new coaching business to all of a sudden bringing it up to, you know, eight-plus million, and then taking when you guys started your own business, and taking it you know, from zero to seven figures, what are some of those really big key takeaways, in addition to what you've shared already, that you think people should be thinking about earlier than maybe they're realizing they should be thinking about?

I know, we can both speak into this a lot. I will, I'll start because I am, even though I'm big picture. I love analytics. I love it. And I love spreadsheets, and tracking numbers and conversion rates, all of that. So, a big piece is knowing how long your clients stay with you, constantly spending with you. What is your retention rate really look like? Because I think it's like you can increase your income by like 90%, just by keeping the clients that you have rather than going out and finding new clients, right? So being able to understand what your client retention rates are, lifetime value, but also knowing like every month, like being able to pull a profit and loss statement and having those P&L every single month now, maybe your QuickBooks can whip it up in 30 seconds, like it is so valuable to do that. So, whether you have a bookkeeper helping you with it, whether you're doing it yourself, whatever that might be, but being able to track those numbers, how many new leads are we getting? How many new clients are going, I can tell like there's so many stories like what Athena said, like there's, there's a whole story that we can create based off of the numbers that we're seeing. So, you need to know when leads are dropping off, like what where is the gap, and you need to know that quickly. And the amount of like the gaps that you can close like you can close that gap of time on how long it takes you to realize, Oh, we have a lead drop off. Because if you're not paying close attention, you're not going to realize that until maybe 90 days down the line when your sales have dropped off. So, knowing your numbers and tracking it on a weekly basis is huge. So, we have like, you know, we track our teams, track their daily numbers, and they do weekly reporting, which we'll check in on and then we have our monthly reporting. And then you know, we have like your quarterly and annual taking a look at things. So, tracking the numbers is so, so critical. We have like our CEO metrics that really does make a difference in how you're able to grow and knowing your profit margins. All these things are so valuable, I'm sure Athena has quite a bit to add to that.



What's funny is Meagan and I work so well together because for one our personalities are fit perfectly. But we have two very different perspectives on things, two very different educational backgrounds, everything and what Meagan just shared to me was more of an operations perspective, but I'm going to share more of the visionary perspective. Oddly enough. What I would say is you have to know that there are going to be challenges, you have to be prepared that there's going to be ups and downs when you're starting out that there will be days that you want to give up. And you have to keep on reminding yourself what your why is. You should set yourself up for success by having somebody that's going to help you by pushing you, motivating you, whether it's an accountability partner, it's a friend, it's someone in the business that you can go to and talk to, it's a coach, whatever that is, you need somebody that's going to inspire you and push you through those hard times, there will be hard times you also have to be willing to work, it takes hard work to get from zero to six to seven figures, those are massive shifts, and it takes work. But the great thing is, is when you do all the work, and you set yourself up for success, then you can sit back at some point. But no, again, if you're building an empire, then there's always going to be work, there's always going to be challenge. So, if you are a person and you know, you need a lot of mindset work, get a mindset coach, because there's going to be a lot of mindset work that you're going to need through this, you know, you're going to have downs, you're going to have successes, with launches, you're going to have failures with launches, but you need to know how to pick yourself up, how to learn from those experiences, and how to move forward. So that is, that's my takeaway. I think that is more of a visionary side of things. But yes, systems processes, all that is super important. Very, very important. I don't think you can grow your business really successfully and keep it in a point of growth, without systems, processes and metrics, that that's definitely an important aspect, too.


Yeah, I 100% agree. And how about if people are listening to you and saying, “I really want to work with them. They know what they're doing. They've got a proven track record.” Tell people what's going on in your world? What's coming up next for you? And where can they learn more about you?


Yeah, so we have a group, it's called the Ladies Who Scale. So, it's a Facebook group that we have, we actually keep our business very lean. So, we do everything that we bring to our world is really hosted in this group which, we do live trainings, we do challenges, Athena goes live once a week, I go live once a week, we also do interviewing each other coaches and all that. So, you can go to and when you join, you'll be able to get access to our copywriting cheat sheet as well. And you'll immediately be in our world, we'll be able to get in touch and connected with you. And so that's really the best place to go. And just let us know that you came in through this podcast.


Yeah. And we'll share the link in the show notes. So, if you're listening, make sure that you check that out. And you mentioned lean, which takes me to the question that I asked everybody, and I can't wait to hear what you have to say. But how do you both work smarter and not harder and keep things lean in your business?


I'm only going to say a little smidgen on this because Meagan will be able to say a lot. You keep things simple. Keep your strategy simple. I always tell my clients do everything as if you're teaching a kindergartner. And the way to do that is by simplifying everything and also writing everything down, put it all down. That's your recipes, you're building out your own recipes without even knowing it. So, once you write everything down, write your strategies down. And then you can easily go back and make changes without having to really do the work all over again, do all the strategies over again, try to have a guessing game, whether we know what worked, what didn't. So, writing things down is really important that you're SOPs, and your metrics and conversions and all that stuff. Meagan, what would you say?


Yeah, so I would say like, from a more like strategic perspective, when it comes to where are you spending your money in your business? and at what time? You know, I've managed well over a million dollars in ad spend in my tenure, and it's especially now it is expensive. Everybody does Facebook ads, and a lot of coaches, they're like, “Oh, well, I'm going to get clients because I'm going to do a webinar, I'm going to do a low-cost product” and you either win or start packet like all these things. It's like, whoa, how are you going to be able to balance all of that and that's all in front of hitting your next revenue goal. Like let's actually keep it really simple and let's build like step by step. And so don't worry about doing the webinar. Don't worry about having all these complicated funnels, I used to have a 15-foot whiteboard that I would draw out my complicated multiple-step automation sequences and you know, promotional campaigns all that like we don't do any of that stuff anymore. That stuff will come when we're working on the next level. But right now, we're working on building like a really solid foundation and serving our clients in the best way possible. You know, focus on doing those things when you've got a team to be able to do that. So, like you know, run the ads when you've got the consistent revenue and you're like, okay, we've done everything we can do in organic, we're tapped out we were using, you know, all of our max capacity on organic.



Now let's add in a layer of a paid. Like now let's start playing with some advanced funnels and some advanced marketing techniques. When you start your business, that way, it gets really expensive, really fast, and your margins are going to be so small, because you don't know what your market needs, you don't know what's going to convert. So that's been like the biggest thing for me as somebody who's been in digital marketing for 10 years, I love all the automation and all that fun stuff. But I was like, “No, we're going table that. And we'll revisit that again in a few years.”


Yes, I love it. Something that I teach all the time is just enough just in time. And I feel like that's it, right? Start simple. Once you have something working build on to it, don't try to do all the things day one that you're spending tons of time, money, energy, what are you getting for it? Not the right return right?



Alright, so my final question for you is any last thoughts or takeaways that the listeners should be thinking about as they're looking to grow their business? and really take it from that six-figure mark to seven figures and beyond? Yeah, I personally, I would start with a business plan as yourself, do you have a business plan? Do you have that chart laid out for where your business growth is going to take you and what kind of support you will need to be able to hit that next level, having that clarity is just so important to be able to grow seamlessly, and to grow at a quicker pace? And once you identify where you're going, do you know what kind of support you need to bring in? And again, if you are focused on your foundation with like your processes, your procedures, and your data and all that, make sure it's organized, because one of the things that we know as a growing business is that things can get really complicated really fast. And you can create a mess of things in your drive or wherever you store your information. And so, as you're growing, and as you're bringing people on to support the growth of your business, it can get kind of mixed up. And you can spend quite a bit of time trying to figure things out. And that's a waste in your revenue in so many ways. So, I would just stay really organized and keep things as simple as possible. But know your plan.


And from the mindset visionary side of things, I will add my piece, which is trust in the process, know that as long as you like, know that every single challenge that you hit in the road is for you, it's an opportunity for you to grow. And the sky's the limit, like you're never going to get slowed down like yes, it's okay to like throw your arms up, get frustrated, walk away from your computer, maybe like slam a door and like, get it out. But come back, get ready and like sit down and really know that like this is literally being delivered to you. Because this is a new skill that you need to learn. And especially if you're in the coaching industry, like usually this is a new skill that you're learning to be able to support your people like that at the end. And I always bring that to every single time we hit a gap in our company or challenge. I'm like, great, some of you we can teach our clients. Awesome. So that's just trust in the process. Trust yourself. You're making the right decisions. Trust your team, that they're making the right decisions. They're supporting you. Trust your coaches, like just trust, and everything will work out in due time.

Absolutely brilliant. Thank you both. So much value in this episode. Tell people that link one more time where they can go to connect with you.

Yeah, it's can't wait to connect with you over there. Thank you so much for having us.



Yes, thank you and everyone. We will see you again next week.  Thank you for joining me for another episode of the Lean Out Your Business Podcast. I hope you got a lot of value and actionable insights from today's show. And we'd love if you take a moment to leave us a review. If you have any questions on today's episode or on how to lean out your business. Join us over in our private Facebook community where every week we do live training and Q&A. I'd love to have you be part of the conversation. Head to to join us. And before you go, be sure to subscribe to the show so you're the first to know when we release a new episode. We'll see you next week. 


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by Crista Grasso

Crista Grasso is the go-to strategic planning expert for leading global businesses and online entrepreneurs when they want to scale.  Known as the "Business Optimizer", Crista has the ability to quickly cut through noise and focus on optimizing the core things that will make the biggest impact to scale a business simply and sustainably. She specializes in helping businesses gain clarity on the most important things that will drive maximum value for their clients and maximum profits for their business.  She is the creator of the Lean Out Method, 90 Day Lean Out Planner, and host of the Lean Out Your Business Podcast. She is also the founder and CVO of the Profitable Planner Co and Criscara Jewelry.


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