You started your business because you were good at the work. Two years in, you are the work.

Every client, every email, every decision runs through you, and the growth you wanted has quietly turned into burnout.

Jennifer Kaplan lived that. She built Evolve PR from a one-woman operation into a team of 28 serving more than 140 clients. In this episode, she walks through how the shift from solopreneur to CEO actually happens.

She gets honest about knowing when to hire your first employee, letting go of control so you can stop micromanaging, and why systems, not hustle, are what let a service business scale.

She breaks down how to attract high-value clients instead of competing on price, how to get clear on your ideal client, and how to build a brand people remember. She shares the turnover that forced her to build over 100 systems, and the moment she stopped trying to serve everyone.

If you are five or more years into your service business and ready to stop doing everything and start leading, this one is for you.

About Jennifer Kaplan

Jennifer Kaplan is the founder and president of Evolve PR & Marketing, Arizona's largest public relations firm. Since launching in 2010, she has grown Evolve into a team of 28 full-time publicists serving more than 140 clients across local and national markets. She has been recognized as one of Arizona's most influential women in business and leads with a relationship-first approach built on visibility, trust, and connection.

Resources & Links

Connect with Jennifer Kaplan

• Website: evolveprandmarketing.com
• Instagram: @evolveprandmarketing
• LinkedIn: @jennifer-kaplan

Connect with Nikisha King

• Website: nikishaking.com
• Instagram: @nikisha.king

Books Mentioned

• The Tipping Point by Malcolm Gladwell
• Who Moved My Cheese? by Spencer Johnson
• Good to Great by Jim Collins

Welcome with your host and business guru, Nakisha King. This podcast is the ultimate destination for women creative entrepreneurs who want to break free from burnout.

If you are overwhelmed by client demands and feel like you're doing this all alone, you, my friend, are in the right place. Now let's dive in for steps to take back your time and see simplify your workflow. All right, Nikisha, take it away.

Hello, everyone.

Welcome back to the Iconic CEO podcast where we talk about visibility leadership systems and what it really takes to grow business without losing yourself in the process. Today I'm joined by Jennifer Kaplan, founder and president of Evolve PR and Marketing, Arizona's largest public relations firm.

She's been recognized as one of Arizona's most influential women in business and continues to lead with a relationship first approach that helps brands grow through visibility, trust, and my favorite thing, connection. Jennifer, welcome to the Iconic CEO podcast. It's a blessing to have you here with us today.

Thank you. I feel so honored to be with you and have this time together.

Yes.

The fact that you have evolved PR and you have a team of 28, we're going to get in it because I want people to understand that one, it's possible for them to Having a team of 28 doesn't mean you have to hand hold your team. So we're going to talk a little bit about that.

So before we do that to open us up, I'm going to say a lot of women entrepreneurs are trying to grow their business and while they're still being the person doing everything.

But something happened for you and I want to know what helped you move from being the solopreneur, the operator, the employee in your business to a true CEO who is leading 28 team members. You know what I mean? Tell me how that came to be and I want to go a little bit deeper because I want to pinpoint an area.

Tell me the shift that happened when you said I want a team. Did that even happen? What happened in that process?

Well, a lot of lessons and a lot of challenges for sure.

And, well, starting out, I come from a family of entrepreneurs, so my mom would say fear is the real four letter F word and not letting it hold you back. So I did have a lot of and do have a lot of support from my family and them having been on their own journey with being an entrepreneur.

But you bring up some really good points, because my mom, while she's an entrepreneur, she is a sole preneur. And my brother, on the other hand, has over 100 employees.

So, you know, growing up and kind of seeing both sides and realizing, you know, where I could fit in and what I wanted, and knowing that if the challenge is there, I could take it on and hopefully have the support around me. But it's scary, and it is kind of that which comes first, you know, the chicken or the egg. You know, are you growing and investing in a team?

But do you have the clients and, you know, the revenue to support that? It becomes sort of a balance. You know, you don't want to grow too fast and then crash and burn, and you want to grow smart.

So I always tried to really take those lessons of what I saw around me and learn from that.

Was there a moment you were working alone in your business and you was like, this is not going to work? Or was there a moment where you was like, I'm doing well. I'm going to bring a team member on? And it went from there.

There's a moment in your process, and I want to know that moment that you had.

Yeah, I think, you know, the biggest. I always had sort of one or two people. And the shift was really. I found myself very. You know, there's a cliche.

You don't want to work in your business, you want to work on your business. And I found that with the size of the business, I was working so in my business that I knew I was. I mean, never.

But I didn't feel like I was ever going to grow to the level I really dreamed and wanted to if I stayed working in the business.

And I had to really recognize that control and micromanaging and those types of ways to grow a business was not gonna work because you have to be so in it and entrenched that you're not seeing all of the other opportunities to grow your business if you're so in it. And so I had to really relinquish a lot of that and just trust the process. And it was very challenging.

You know, oh, you took an hour lunch or an hour and five minute lunch. You know, you should have been back five minutes ago. I wasn't that crazy, but I was a little crazy. And then I realized it.

That is not the way the business is going to grow.

So the aha moment for me in the shift was more about in order to grow, I had to allow the process to just be and trust my team, trust the process delegate and Allow people to come into their own versus me trying to be so much. Have so much oversight. Because it would. It would never. I'd be stifling people's creativity.

They would probably feel like they were, you know, had too much of that pressure and thumb on them. So that was the.

The moment for me is when I realized I was way too uptight about the business and I wasn't going to be able to scale it if I stayed in that mode. But I think a lot of people tend to get that way because this is your baby, you. I want to make sure everyone's doing it my way and all of that. So.

And I was young, I was 30 when I started my own business. And so I had to grow up and realize it's okay. It's okay if someone makes a mistake. You know, we're not sending rocket ships to space. I used to say.

And then there was a term. It's. It's pr, not, er. Um. And as long as, you know, nothing catastrophic was happening, it was okay.

It was okay. Let me ask you, you mentioned your mom was a solopreneur. You mentioned your brother having a hundred team members.

And the thing you mentioned is I knew for what I envisioned or I dreamed, I couldn't get it with just the two people and that pressure. But the question is, what made you dream of something bigger than yourself? What was the reason behind that?

Why did you not say the two people in me are just enough? There's a reason you dec. To let go of that control.

And through all of the growth journey and the ups and downs, you kept going where you have a team of 28.

So I want to understand because I think a lot of people I speak to who are women entrepreneurs, they either say small because they don't want to tell someone what to do and do all of that work. I personally, I'm losing understanding of that because if I'm an entrepreneur, entrepreneur for me means leadership. It means helping others out.

It means giving them opportunities to show their skills and coming together and creating that for other people. Impact. But everyone doesn't see it that way. So I want to know what you saw that created that for you.

I think that I've just always dreamed big in all aspects. But that's such a good question. I think it's something that's just. It was always ingrained in me. I don't feel like. Because we were never really.

I mean, of course, as we were growing and building, we were small and building, but within like two years, we had maybe Three or four people. Like, I kind of wanted to get going to build. The tipping point for me was probably like that eight to 10 people. I thought, wow, that's. That's big.

So for me, you know, I was sort of at peace with that. And then I realized, wow, we're, we're growing. You know, I need to. I need to lean into this and hire and we need to grow.

We need to grow this company. And I'm sort of hoping that a year from today, maybe it's 38 people. And so I've just always kind of had that desire.

But that desire, I would say, was more in that eight to 10 people. Like, I never would have thought, you know, 10 just seemed like that sweet spot number.

And then I was like, wow, we have really an opportunity here to be bigger than we are today in that 8 to 10 sort of people.

And it was scary AF and, you know, putting my head on the pillow at night, knowing that I'm providing for people's livelihood and some of them have kids or mortgages or want to save money or want to take trips like that were the catalyst. And so it gets a little bit scary. But I think that that also is what drives me, is that, all right, we got, we got to do this. There's no letting up.

So I think it's just kind of my personality to be a little bit like that.

The other thing, too is when you started and you had one or two people and you mentioned not putting your thumb in, like, you know, allowing the process, I'm assuming you didn't allow them to do it their way.

You had to have some form of a system in place, something to direct them so they can be in alignment with the brand, Share a little bit more about that. What did you build? What did you put in place so that as you build your team, your foundation was there to support your team.

And how Evolve did it, zero.

It was a fake. It still you make it. So we just celebrated.

I had a firm with a business partner when I say started at 30 for five years, and then I sold my equity to her to go on my own. And so Evolve is going to be 16 years in September. And I would say that in the last maybe four to five, we have systems and processes. We had some.

We had things in place that we call the Evolve way, but it wasn't. It wasn't really systemized and processed. That is a game changer. I will tell business owners and entrepreneurs that is the game changer.

That really is where you can. Excuse me where you can allow the business to grow, period. Having systems and processes. We are a PR firm. We do pretty much one thing.

Generally speaking, we have over 100 processes systems. We have over 100 systems from how to write an email to I don't know. There's a million things in between that we do.

Everything has a system associated with it. And we update those systems and we refine the systems.

And it is mind blowing to think that let's just say for the first 10 years of Evolve, we did not have systems in place. Like I said, we had. If you were a new hire, we had, you know, things we would tell you about the way we do things and what we expect.

I mean, we had structure in a way, but there were no systems.

It is because when we call it scrappy, when you're being scrappy, we're scrapping it to go because that's. That's normal behavior. What you don't know is what you don't know and you're scrappy.

But there is a moment, I'm assuming four or five years ago that something triggered you where you was like, we have to put this in place. And who helped you put it in place? Was it you? Did you have a consultant come in and help you? Like, what was that process for you?

So the moment just to answer that.

Yeah.

Is I was seeing a little more turnover than I thought or that I wanted or that we like, it was bad.

I mean, not bad, but I would say, you know, if three to five people in a year, and I don't know the exact number, but I would say it was at least about that. I was like, wait, wait, wait, wait, time out. What. Something is going on here that these either we're not giving those people to stay.

We're not like giving them something to attach to, to aspire to for all of that. And it. It was a. An individual that we brought in to coach and consult and we had a really.

This was the other thing that was very hard for me is commit. I had to commit time. And I'm always like, I'm really busy, I'm really busy. I'm really busy.

And I had to carve out the time on a regular basis to meet with him, to have my leadership team meeting with him. Like, we all had to make a commitment to do it. And it really elevated our brand, our internal, you know, our.

Not our brand, like from an external, but it really elevated our company. And I would definitely recommend any business. I don't care what it is.

You have to have you don't need to have 100 of them, or you could have 500 of them or you could have 10 of them. You have to have systems in place. You have to.

Yeah, you go to a Starbucks in Japan or you go to Starbucks in Boston, you should have the same experience.

Exactly, exactly.

That's. That's what it comes down to.

I love that you share that. First and foremost, everyone listening to this. Jennifer and I are not besties. Jennifer and I are meeting for the first time.

I don't know how much she knows about me, but that's what I teach. I'm a business strategist. So I go into companies, I help them with their systems.

And everything you just said brought me so much joy because that's exactly what it is. And if leadership can't commit, we can't assist, because what we're doing is extracting your systems out of your beautiful mind.

And we're creating something that anyone comes in can read it, see it, and know how to do it, and that's how we grow companies. But if it's always with you, you become the business.

Nobody, everybody's going to tap on your shoulder because you have the answers and no one else can see that in your beautiful mind. So the fact that you share that.

And you're right, because people don't notice that the system is missing until we have usually high communication errors.

We do have high turnover when there's no system, because when anyone feels like they're not supported in doing the job, they get frustrated and they find something easier, if that makes sense. So that's why I've always tell. And I work with clients who are solopreneurs, but they don't get it because they.

I don't know if they get to the point where that feeling of frustration, but they don't know that when your internal backend is systemized, your revenue will show that. Because the way you handle clients, like you said, you have one for emails, the way you speak to them, it's very similar.

No matter who's in that position, it doesn't change. Your voice of your business doesn't change because you have a new employee. And I think that's so good that you did that.

So congratulations on doing that.

Thank you. Yeah, I mean, it is. It's very. It was a hard thing to do in so many ways.

And I do feel very fortunate and blessed that I did have three, you know, our CEO, our vice president and director, and then we leaned on others from there, but those three to really, you know, guide with that process because I don't know if I could have, like, I mean, I guess I probably could have, but looking back, like, they were really integral in.

Yeah.

You know, helping drive that process. But, yeah, I. No, no entrepreneur should go down the journey and path without systems in place.

I know, but a lot of them do because they don't realize it. You know, that's why I'm here. This is why I teach what I teach. So I love that. So good.

I mean, it's essential. What you're doing is so essential.

Yeah. Thank you for that. All right, so PR is about visibility and trust.

I want to know, what do you think business owners misunderstand most about building a brand that people can actually remember?

Excellent questions, by the way.

Thank you.

I love what I do.

What about, what do business owners misunderstand.

Most about building a brand that people can actually remember? So what would they have to do to build something that people find memorable? People keep them in mind. So I have iconic CEO. That's my program.

My company name is NK Level Up Partners.

But in building this brand, what are some of the things I would put in place so people can actually remember us and think about us and things of that nature?

Yeah, I mean, well, people are hit with so many things. I would say that in the direction of your.

Of how I can help guide someone in their brand is just recognizing that there's a lot of tools and resources for them to be doing that. So, like you said, your company name, but beyond that, who you are and what you're doing, are you utilizing tools and resources like social media?

I mean, PR is an important component, but there's also a lot of things at people's fingertips that they could be utilizing to build their brand that may not take an investment like social media, like their website, networking and doing other things to build their brand.

So what I think is really important for people to do, whether they're an individual practitioner or a large company, and this is something we're actually working on now, too, are having a. You're an ambassador of your brand. So it's beyond your company name. In my opinion, your brand is. Maybe if you're the only person at the company is.

Is you. But what do you do? How are the layers of your business to build the brand? You know, we're not. I mentioned Starbucks, McDonald's, Coca Cola.

I mean, those. Those brands are like people just know. But us small businesses, we have to work really hard to get our brand out there.

And so there's a lot of ways that people should do it. And I think that to be sort of one dimensional is not the way to build the brand and utilizing different tools and resources.

Pr, of course, like I said, websites, maybe even award submissions and different rankings that put your brand out there to highlight who you are, what you offer the services and just. Yeah, I think there's, there's multiple ways to build the brand. I don't think there's just one significant way.

I think there's many spokes in the wheel that people need to look at and business owners need to look at.

Let us know as a PR company, what are the areas you look at to help people build their brand? What are the different areas?

Yeah, so, well, our main function is external communications and primarily through the media.

So tv, radio, print, online, building our clients as thought leaders, experts, Whether it is a chef or a business owner, a lawyer, a realtor, you know, we work in all different industries, but making sure that our client is maybe revered as the go to the thought leader, the expert, like I said.

And so we, we work to collaborate and extract, you know, maybe things that are trending and topical, seasonal things that might be evergreen, that businesses, you know, can learn from what you're doing, you know, with systems and processes that can be all the time. So we're strategizing and brainstorming with our clients and what they do, what they offer. Kind of like what I was saying a little bit ago.

What are those layers to our clients that we can position you and your brand out through the media? We also, and I mentioned this about brand building, networking, award submission.

So what other ways can we get our client's name out than just that traditional media and you know, magazines and TV and all of that. So, so community outreach, cross promotional opportunities, you know, are there boards you should be on?

Are there awards and rankings, top women, this top entrepreneur, you know, whatever those categories are that are respective to who they are, we help guide them. Any sort of external branding and awareness, but we don't design, build, create.

Logos.

And graphics and you know, we're not building the website and things like that. So it's, it's very communications based and helping guide them with positioning their brand.

Love that. Thanks for sharing that.

So in working with different brands at different stages, what do you see as the key difference between businesses that successfully attract high value clients and those that stay stuck competing on price?

Well, another coach that we had calls them champagne clients, wine and beer. It's hard, you know, speaking personally as well. That's another one of the Hurdles and challenges that I've had to go through. And I'm sure other.

And I've talked to other entrepreneurs that do as well. We want all the business. We want all, you know, the dollars or the opportunities or however you want to look at it.

But when we step back, is that the right thing? Client?

And so that's something that is ongoing because it's important to make sure you're growing the business with the, the probably more of the wine and the champagne than, than the beer clients, because the beer clients usually take the most time and aren't maybe the most beneficial. You know, they slow you down. And so, you know, we, when we're dealing with our clients, we want to know what is that Persona?

Who is that client, that wine or beer or wine or champagne client? What do they look like, you know, maybe even what's their name? Where do they go? What do they do? And that could be in any industry.

That could be a doctor, a lawyer, a chef, you know, a restaurant. Who is that target demographic that they're looking for.

And then our job is to position them and place them in those outlets and mediums that are going to attract that person. So, you know, we don't want to, I say kind of a spray and pray, you know, that's, that's not necessarily the best way to grow your business.

And so being more thoughtful with who is your target? Some people don't even know the answer.

That, you know, that's the different differentiation. You're so right about that. That's it.

I think they need to figure that out. And like a newer entrepreneur or someone who's just like, oh no, we can take anybody, even a realtor, you know what?

Well, do you want to sell million dollar homes or is your sweet spot $250,000? Now you're talking two different buyers, two different like people. Totally.

So do you want to be talking about, you know, certain trends and certain areas of real estate, they're going to attract the million dollar buyer or the $250,000 buyer, because that takes, that takes two different narratives. So we try, you know, to navigate that with our clients and because that's really where the wins are going to be.

You know, we want PR doesn't automatically translate into the phone ringing or butts and seats or ticket sales. But we do ultimately want that.

We do want our clients to feel the impact and the benefit and say, wow, my business is growing and you know, know which lane we were in to get them the right clientele. But it also, but it does start with them. They have to know who their client is as well.

Yes. It's one of the things. So iconic CEO is my program as much as my podcast. It's one of the things we teach. It's the foundation. It's the first thing.

Who. Who are you talking to when you show up on social media, your website, who is it you're actually selling this offer to? And oh, my goodness, Jennifer.

And today, 17 years in, I am like, no, everyone I work with, who are you selling to? I give them a sheet, they do the questions, and we fall in love with this person.

Because once you fall in love with them, your only job is to help them in the impact or the journey that you're creating for them. And there's so many people who struggle with that. And I go, if you're struggling with this, how are you selling?

Because you don't even know what to offer the person. Because usually when we have your ideal client profile, we know the offer because we know their problem really well.

But when you don't have that, you're selling 10 million offers. I have 5 million packages. And I'm like, that's called confusion. Because no one knows what to choose. And I think it took me a while to figure it out.

I don't even know how I figured it out. I think when I took my business from 1,000 to 15,000 and I started to understand that, I think that started to dawn on me. I had assistance coach.

She was amazing. She's the one who helped me become a coach.

So when you say that's the thing that differentiates someone from attracting high value clients, AKA champagne and wine compared to beer. And so many people want to work with champagne clients. But the question is, what are you going to do in order to reach those clients?

You have to be willing to do the work, the foundational work.

Yep. And even for us, it's the messaging.

Yes.

What's the message? I mean, on your end, it. It is coaching them and what they're offering.

You know, we don't get into the coaching layers, but it is essentially like coaching them.

Yeah.

And maybe we need to tweak the message. Maybe we need to reposition who the spokesperson is.

Maybe we need to Highlight certain visuals or elements of the business that will attract that person. So. Yeah, I agree. 100.

I will say again, you know, starting out as, you know, the fake it till you make it kind of thing, I, I did think we could have everyone and do it all to all clients. But maturity and time and lessons, you learn that you can't grow that way.

You can't, you can't do everything for everyone when you're providing a service, you know, and really effectively grow your business.

That's so true. I want to know for your company, evolve, who are your ideal clients? Who are the people who can benefit from, from your service?

Tell us a little bit more about that. Everyone.

I'm just kidding. We just talked about. No, I would say, you know, the person who. Or the company that sees the value in that thought leadership and has.

Because behind that we need communication, collaboration, content, spokespeople. There's a commitment that we need from our clients. And so they have to see the value, not just, oh, yeah, someone said, I need, I should be doing pr.

I get on a lot of calls with that. Okay, do you want to be doing pr? There's a commitment, you know, let's say they could afford it. There's still.

There's a commitment of so many different aspects that we need to be successful. Because I can tell when we're going to be set up for failure. And like I said, forget the dollars that let's say they're paying, whatever the fee is.

It boggles my mind when they still don't. It's like, oh, I just hired a PR firm. They're gonna, they're gonna do their thing. Yeah.

So, you know, for us, like I said earlier, we don't work in a particular industry niche, and obviously we kind of have our lane with what we offer and how we charge.

But beyond that, to me, it's more important that they're committed to the process and the journey, which, like I said, comes with a lot of different things. We want to meet on a regular basis.

We want to be, you know, proactive with, you know, what they have going on in order for them, for us to get the results that they're going to be happy with. So we try to really out, you know, outline that at the beginning, like you said, your questionnaire.

It's not necessarily a questionnaire, but we do go through some, you know, onboarding and things like that to make sure that this is. They're all in.

I love that. And that's normal. They don't realize it's Normal. No one can help you build your business without you. That's the bottom line.

You are always required as the leadership of this company, this brand, to be a part of the pr, to be a part of the system building, to be a part of the team building. I know a lot of people want to abdicate power to someone else. Oh, I will let you do it.

Do it however you want and at the end of the day be unhappy of how it was done because it's not your way. And then complain this wasn't a good idea. It's not a good idea of letting it go and abdicating it to someone else.

It's a great idea to commit to the change that you want to see for your brand so your brand can actually grow in a way you see it for the world and the impact.

And you just said something that resonated. But I almost feel like saying, don't hire a PR firm unless you have systems in place.

Because I can tell when they don't, it's just, you know, it's just gonna fall, fall flat.

Because they're juggling all these things in the air and then now throw another ball of PR and they're still trying to figure out all these, you know, they're just, it just doesn't, it doesn't work. So they need to get their, you know, internal business right. Because now you're going to add another layer, another thing to the mix. Yeah.

And the thing they don't realize is pr. The whole point of PR is so that people can come to you and find you. You're putting them in the forefront.

So when we don't create systems in the back end and we increase our leads and our client, that person's experience is tainted. If you don't have a system, that's where the miscommunication they. It's a front end.

Systems are front end in regards to the client journey that we create.

And it's a backend for the people who are delivering that service to be on top of it and they can focus on the skill of delivering rather than the back end. And the skill systems is one of my favorite things. I do not know how it became my favorite. Maybe I have an O.C. Type A personality.

But the way it works and when it works so good, it's like the O word. If you know that's what it's like. Because it works so good. You're like, this is bliss. Yes.

Euphoric. I mean, you're like walking on a cloud. Yes, yes.

You get your life back and you can actually have the freedom you want from your business. That's why you started it. So if that's the case, why you not doing the work? Why you? And like your mom said, fear is a real four letter word.

Fear is that. And I feel like that's why I do what I do.

Especially I try not to target women because I love my men business owners because they're action duos all day, every day.

But at the end of the day, I'm just like, can we somehow in this generation, in this stage, the stage where we get to sign our own check and do things, can we not elevate in a way we can have something that will create impact globally? Because when women own businesses amount, that we can do the give back, the community, the building.

We're just that person because we're emotionally and we love hard. So what would it look like if we had that power that we can help so many more people?

And that's why I always want to be of service to women, because I believe in our power, I believe in our value. So it's just, it's the thing that when I started my business, that's what I wanted.

I did wedding invitations that did not give me impact because it was a one and done. I was like, this is not my life, but this is why I do what I do now. And I really have a great time. It's one of the things.

So thank you for enforcing that. Thank you for being here.

And before we go, I would love to learn what's one of your favorite books that helped you transition in your personal or your business life? If you can share with our listeners.

Yeah, I always gravitated to business books. Tipping Point by Malcolm Gladwell is one that I really like.

You know, it's so trivial, but I remember as a young entrepreneur reading who Moved my Cheese and kind of going back to what we're saying, you know, you get a mindset and you're like, this is the way it is. And I think that, that there's aspects and nuggets of that book that I try to take with me even when I'm dealing with my team.

Because change is hard and not always well received.

And so I think it's important for it's okay to embrace change in the business environment, but it's how you do it, how you communicate it, that's really important. And then an individual who was a mentor of mine for a long time gave me a book Good to Great and that was another one.

So I would say those three stand out from a business perspective the most.

Thank you once again, Jennifer. Thank you for being here. Thank you for sharing all your nuggets. I am so excited to have you in my world. I think that's a gift to all our listeners.

Please know that Jennifer information, we're going to ask her here how to find her and her information will be in the show notes. So Jennifer, what's a good place for everyone to find you and can, you know, get in touch?

Yeah, I always like the website. It's got, it's the catch all for everything, our socials, our, you know, email, phone numbers, all that.

So it's evolve PR and spelled out marketing dot com. Evolve PR and marketing dot com.

Thank you. And my listeners, like Jennifer says systems euphoric. Two words. That's it. As much as you may not think it's euphoric, you haven't experienced it yet.

That's why you don't know you're missing out. So thank you so much on that.

Before you go, I have one more thing for you. If anything you've heard today sparks something in you, don't let that feeling sit. That is a signal. You are building something real.

You are creating impact. And somewhere between the vision and the day to day, it can start feeling like you are doing it alone. But you don't have to.

The iconic CEO communities where women entrepreneurs like you, who are serious about growth come together to build the structure, the systems and the team that their business actually needs. We're talking about your first hire, your.

First real process, your first breath of.

Okay, this is finally working. If you're ready to stop guessing and start setting, scaling, click the link in the show notes, let's have a conversation.

I want to hear about what you.

Are building and show you exactly how we can take it further. Thank you so much for tuning in to Iconic CEO Podcast today. Please remember to share this episode with the women in your world. Who needs to hear it?

And remember, leave a review and hit that follow button so we can get more of our messaging out. And until next time, keep leading, keep building and dare to become the iconic CEO you were always meant to be.