When Life Interrupts Your Marketing Plans

What do you do when life interrupts your marketing plan and your business plan, not just for a week or two weeks, but for an extended period of time? I had a client ask me this because I'd been talking about how I had to put my business on cruise control for the majority of 2025 while I was in a season of intense caregiving for my parents.
Today I want to break down how having the client growth engine in place in my business simplified the decision making and I was able to quickly make adjustments so that my business could work around my life. Let's get into it. Are you ready to grow? From solopreneur to CEO? You're in the right place.
I'm your host Rachel Cook, and I've spent the last decade helping women entrepreneurs start and scale service-based businesses. If you're serious about building a sustainable business, it's time to put the strategy, systems and support in place to make it happen. Join me each week for candid conversations about stepping into your role as CEO, hard lessons learned along the way, and practical, profitable strategies to grow a sustainable business without the hustle and burnout.
Hey there, CEO, Rachel Cook here, founder of the CEO Collective and host of the Promote Yourself to CEO podcast. And today I am gonna take you behind the scenes into my own decision making process around how I made. Key decisions for my business last year when I had to go full on into caregiving mode for my parents.
So if you caught a previous episode in the Uncomplicate, your marketing series here on the podcast, then you heard that 2025 was a caregiving year for me. My parents both needed more help. I needed to move them into senior living as quickly as possible. I had to move my mom into memory care. we spent time in the hospital going to doctors, and ultimately my mom passed away in December.
I had to sell their house. It was just a really chaotic year on the family front, and if you've ever been in the situation of caregiving elderly parents, especially when they are dealing with something as intense as advanced cognitive decline and dementia, then you know that by the time you have to make these decisions, you have to move fast.
You have to. Really hustle to make things happen and it, it is exhausting. It became my full-time job. So the majority of my year, that's where my focus was. And I had to step way back in my business. In fact, I would say that I went from working my normal 25 hours a week to maybe five hours a week and.
I still maintained my business. I still maintained my clients. We still maintained our revenue. We didn't grow we had hoped for 2025 before I had to do all these things, but I was able to keep my business going, continue paying my bills. I'm the breadwinner for my family. This business is our livelihood.
So. I had to make decisions really, really strategically. There was no way I could just wing it. I had to be very proactive when it came to how was I going to maintain this business, keep it steady and sustainable and stable, and be able to really shift into full-time caregiving mode. So I'm a little lucky in one regard.
I wouldn't wish this season on anybody, but I know for us it's a reality is that at some point we might have to care for our parents or somebody else, and it is exhausting. It is very emotionally. Taxing and draining. It is very time intensive. It is very annoying to have to make all the phone calls and talk with a million different people to have to call Social Security and Medicare and all these different things.
It, it can be a nightmare. I wouldn't wish it on anybody, but in a weird way, I knew this was coming because I had been the primary. Point person for their care for years prior to this, this was just a year where it became extremely clear that it was no longer sustainable. It was no longer safe for my parents to stay at home, and because their needs were escalating so fast, I had to make the call Whether.
They liked it or not, honestly, to move them closer to me so that they could be safer, so that I knew we always had 24 7 care. And so that when those inevitable calls came and I had to spend time in the hospital with them or go to doctors with them or handle things, I wasn't running, three hours round trip [00:05:00] in order to handle it.
I needed it to be. Closer to me. So I knew this was coming because I'd been taking care of my parents for a very, very long time. I was very aware of how advanced my mom's cognitive decline in dementia was. But when it came time, it was time. So because I had this knowing in advance and because I'd been tracking what was going on, I knew in December of 2024 that things were gonna change in 2025.
I knew that it had to happen. Or we were gonna be really in panic emergency mode. So I remember sitting after hosting a CEO retreat here in Richmond, Virginia with Erica Corde, who's on my team, and we had just finished up the retreat and we were sitting there talking about what 2025 was gonna look like.
And I remember sharing with her, I think I'm gonna have to step in with my parents again. I have a feeling this is gonna be the really big one. I don't know how long it's gonna take me to handle all of these things, but I have a feeling it's going to disrupt the whole year. And so we strategically went through each part of the business and made some really key decisions with surgical precision, and we had to make it with surgical precision because this business is my livelihood.
I do not have a trust fund. My husband works with me in the business our entire. Financial future depends on this business. So just putting it on pause and not bringing in revenue was not an option. I had to keep the business going, but I also knew I wasn't gonna have the bandwidth and emotional capacity to continue running the way that we had been.
I had to make some big adjustments. So in that session, Eric and I walked through. Every part of the business and made those decisions in advance, knowing that probably within a few months I was gonna have to jump into action. That's a blessing that I was able to foresee this, if I had to jump into action and hadn't made some of these decisions in advance, even if it was just making the decisions and not taking action on them until later, it was just knowing here's my alternate plan.
That takes so much of the pressure off because when you are in emergency mode in life, it is really hard to make decisions. It is really hard to see clearly. Often the emotional overload, the cognitive overload really prevents you from seeing clearly what the opportunities are and how you can make it work.
So I'm really grateful for that and this is one reason I'll keep talking about my experience because chances are. If you don't know what you would do if your life disrupted your business for a couple weeks, it definitely can't stand. what if life disrupts your business for six months or more?
So we used, of course, the same frameworks that we teach, and the reason these are so foundational is because. They really reshape the way you think about how your business runs. That's why we call the bigger framework, the 90 day CEO operating system. Because it really is an operations system. It tells us what we need to do to keep the business running, to achieve our revenue goals, to achieve our growth goals.
And because we have it so dialed in, we know when things change, whether it's something happening. On the personal front, or even something happening in the wider world that is impacting your business, we have that line of sight into what do we need to do. So I'll share with you how we made these decisions using the client growth engine framework that I've been talking about.
The Client Growth Engine Before 2025
I'm gonna first gonna share with you what it looked like before 2025, because I was running that client growth engine framework in this particular way for more than a decade. And then I'll share what I did and what changes I made last year when I had to shift from working 25 hours a week to about five hours a week, and I was under a huge.
Emotional load and cognitive load. That really didn't give me the capacity to do more than that five hours a week, but we still maintained the business. So prior to 2025, our client growth engine had been really locked and loaded for a long time. And when I say a long time, I'm looking back over my own notes as I was prepping for this and I realized.
This has been something that it probably took me a couple years to lock in each piece of it, but once I had each piece of it, I was able to optimize it and then scale it. So the first thing I want to think about when it comes to. Client growth engine is, I start with attract, and then we're moving from attract to engage, nurture, invite, delight.
So from the very first touch point, the first time potential clients are [00:10:00] ever hearing about you all the way through being paying clients, there's a couple considerations we have to make when we're designing your client growth engine, right? First, we have to start with your clients in mind. We have to understand your ideal clients, who you're trying to get in front of, who you really wanna work with, and we have to understand them deeply because that informs every single part.
Of how you're gonna design your client growth engine, but that's not enough to stop there, and that's where people stop because honestly, the advice out there is to just focus on here's what works pretty much across the board for this type of business or this type of client. We have to layer in the life before business mindset though, because if we're not also looking at what works for you and what works for your business, then it is not gonna be sustainable.
So when we're looking at what works for you and what works for your business, we have to look at what fits your capacity. What do you have the time, energy, and attention for? We have to look at your strengths. What are you best at? how do you enjoy connecting with people and communicating with people?
What is your communication style? All of these things inform the right approach for your client growth engine.
Attract Strategy: Podcast Interviews
So for me, if we start with a attract, I know for a fact that the majority of the people who have ever found me and my business have found me because I have been in front of someone else's audience, primarily doing podcast interviews.
In fact, in 20 23, 20 24, I was probably averaging anywhere from 40 to 50 podcast interviews a year, and that is pretty incredible. That's three or four podcast interviews a month. I did not start there way back, a decade before when I was just really getting started with podcast interviews. I was probably doing.
One a month, maybe two a month. So I was trying to hit anywhere from 24 to 26 a year, and that was me doing all of it by myself at first, which is of course how we all start, right? We pick a strategy and then we have to do all the work, all the legwork to make it happen. So in first. Getting in front of podcasts meant I had to do all the research.
I had to do the pitching, I had to do the follow up, I had to book it, have the interview, follow up, post interview, and then promote the interview. It's work to be on a single podcast, and I think this is something that people don't realize all the time, is doing all of that yourself is time.
It is going to take time over time though. Especially in the last few years, prior to 2025, I had a dedicated person whose entire role on my team was pitching and booking me and managing the podcast interview process. That's why I was able to get to so many three or four a month because I had a dedicated person managing that goal.
And my job was just to show up to the interview, have a great interview, and then send a personalized thank you to the interviewer. So that was my core attract strategy for years and years and years. It's what I focused on. That's the metric I tracked was the number of podcast interviews. I was on. And there were other attract strategies that we layered in that some of them naturally organically happen, and some of them were fun little experiments.
So if you've listened to the podcast for a long time, you probably know that I did a TikTok experiment. I wanna say in 2023 was when I was posting on TikTok quite It was getting really, really popular and I wanted to test it. So I did a whole year of a TikTok experiment of. Working with a videographer, batch, recording a ton of tiktoks and putting those out there.
That worked really, really well for me, especially because TikTok was blowing up and I jumped on it right at the beginning of that surge. And I also have seen that people find me via search, and more recently, people finding me via chat, GPT, which was funny. The first time it happened, I was like, I don't know exactly how that happened.
And search and chat has always been. a, well, if it happens, it's nice. It happens as an outcome of all the content I've created. I haven't had a specific strategy for search, mainly because I find that. The type of work I do, because it's higher level, strategic level, it's not really a tip, trick or tactic type of focus.
And so search hasn't really been my dominant strategy at all. It's been more of an outcome of creating so much content. So, I said, attract was pretty much podcast interviews, trying to land three or four a month, ultimately 40 to 50 a year. That was my go-to a track strategy. What happens next?
And that [00:15:00] is the important thing to keep in mind.
Engage and Nurture Systems
What happens next is basically how you end up designing your client growth engine. So what happens next? You finish up that interview and you send people to take an action, your engage step in your client growth engine for me. It was to sign up for a free resource, and I would choose the free resource based on the interview.
So if we were sitting there talking about how to plan your revenue and how to price your programs, I would send people to something my get paid calculator. That's really a key step. If things aren't connected, things aren't gonna work. So because I have so many resources I've created over the years, I could really tailor.
The call to action based on the conversation in the interview. So they would sign up for that free resource, and that means they're getting on my email list. And now I can go to the next stage of the client growth engine, which is Nurture. Now, there's a couple layers to how I approach nurture. The first is.
What happens immediately after they sign up for that free resource? Well, of course you're gonna send them that free resource. Here's how you access the get paid calculator, or here's how you get started with the fired up and focus challenge, or whatever the free resource I sent them to was. But the other thing that's really important is to keep in mind that when people find you for the first time.
They don't know everything about you. They don't know about who you are yet, why you do the work that you do. they don't necessarily always know the results that you can get. So there's this window in the first couple weeks of someone signing up for your email list or learning about you, where you wanna bring 'em up to speed.
You don't just wanna drop 'em into whatever is happening. In your email or in your social media, you wanna make sure they have context before you send them even more content. So I have a nurture sequence for every single free resource that really connects the dots for them and helps 'em see a little bit more context of what we do here.
And then they start getting our ongoing nurture content, which is really based off of this podcast. So. I mentioned earlier that your client growth engine has to work for you. I love recording content. I find that I am someone who is a verbal processor. I can talk through things better than I can write, and I'm a pretty good writer.
But honestly, it would take me hours and hours and hours to write a blog post. I can sit down and knock out a podcast episode pretty much in one take. So I really lean on that skillset. To generate content for myself, so my entire primary nurture. Built around the podcast, which means every week we have a new podcast episode going out and we send out an email about the podcast episode.
We create social content about the podcast episode. Really, everything in our nurture step is built around the podcast episode and even more strategically. nurture is the step where you're leading to invite. So we make sure that our nurture content. Is aligned with the invite step coming up.
You'll notice this month as we've been going through uncomplicate your marketing, I have just started talking about how we open the doors for the client growth engine self-study program. It's the first time I've made this available outside of the CEO collective, but that's the invite strategy for this month is promoting client growth engine, and I wanted to make sure that the nurture connects.
The dots between, what we've been talking about here on the podcast, what people have been hearing from me this month, and learning about the program that we have for sale that you can join.
Invite and Delight Steps
So once you nurture, you get to invite, and every single month I am inviting people into something. This is something I really talk about with my clients.
if you want sustainable revenue, if you want more predictable revenue, you probably need to invite a little more. Then you realize, and I to make sure that every month I am promoting an offer. So in my business, the CEO collective is our signature offer. That is where the majority of my business is built on.
That's where the majority of my revenue is. So we make sure to promote that multiple times through the year. And then we have the CEO retreat, which we run every single quarter. So every quarter we're creating a 90 day plan, and we have an. Invite system that when it's time to promote the retreat, we pull it up.
We go through that checklist. We know what changes need to be made on the sales page, what changes need to be made in emails, what we need to do for social. We have the whole outline there so we know exactly what the steps are and we know exactly what the assets are that will help us run that invite strategy.
So that's how that [00:20:00] looks. Every month we're inviting people to something. Okay. And then finally is the delight step. And the delight step is all about what happens once people become a paying client. So what does the onboarding process look like? What does the delivery process look like? What does offboarding look like?
And if you're my business, what does the next step look like? Because I wanna make sure that my clients. They finish one thing and they know, okay, what's next? How do I continue getting support? How do I go deeper? I don't want it to be okay, bye. See you later. I really want to build that long-term relationship with people and ultimately help them, implement and really get the things fully integrated into their business.
So that's what it has looked for years in my business. It's very time intensive to run a business model that, to run that many podcast episodes a week or a year, 52 a year, or trying to aim for weekly podcast episodes. In the early days, I was doing all that work myself, which meant it was basically a whole day every week just to come up with the episode, record the episode, edit it, get the transcript, put together the show notes, put together the newsletter and the social media assets and all of that.
Over time, I've been doing this for such a long time now, over time, that system has now been handed over to someone on my team. So my husband works as our podcast producer, so that's not my time being put into producing everything. All I really have to do is come up with the content and record it and hand it off, and that has, is how I've been able to streamline it and scale it and be able to have more time to put towards doing more podcast interviews.
Even when it comes to delivery though, when it comes to delivery, I mean that is still pretty time intensive. 'cause I do connect with my clients every single week inside of the CEO collective. So all of that I knew going into 2025 that it was not gonna be sustainable for me, that I was gonna have to put some things on cruise control and I had to make some clear decisions around what was going to change.
Changes for 2025: Delivery Adjustments
So I'm gonna use the same framework to walk you through those decisions. But I'm gonna go backwards. I'm gonna start with the end in mind, which is, how did my offers need to change in order to make sure they could continue to be delivered? Our clients could get amazing results, but I could pull myself out a little bit more.
So there were some key decisions that we made, and the first was when we looked at the CEO collective. Which again, this is my signature program. This is the majority of where my business has been built, and I am very involved with it. I meet with every single client one-on-one when they get started. I have weekly coaching calls and those were things I was not willing to give up.
I knew I wanted to continue doing those things. If I had to pull back in other areas, fine, but those were the things I needed to be able to show up and do. So I had to make some different decisions in other areas. One was in the onboarding. Instead of having, another call every month to onboard everybody, I handed that over to my team to welcome everybody into the program.
When it came to offboarding, instead of me doing all of the offboarding steps, I handed that over my team to do the offboarding, to manage renewals, et cetera. So it was really about strategically looking at. Those checklists at our client experience checklists for each part of it and going, okay, what are the things I absolutely wanna keep that I think are the most valuable way I can show up for my clients and what can I hand off to someone else on the team?
just to take a little bit off of my plate. We also looked at this for the CEO retreat, something we started to see, and this is more an external. Factor is we started to see by the end of, 2023 going into 2024, something in the wind was changing. businesses were changing a bit. The surge years we had in 2022 and 2023 were tapering off, and we started to see fewer people wanting to travel.
They weren't, we weren't getting the number of registrations for the in-person CEO retreat, but we were seeing more registrations for the virtual CEO retreat. So we made the decision to move the retreat from the much larger venue that could seat over 50 people to a smaller, much more intimate venue where everybody could be more comfortable.
We could be a little bit more casual and more relaxed. That just felt the best, and instead of my entire team coming in. Just Erica came down. She lives closest to me, so it was easier for her to come down from the DC area than for people to be flying across the country. So we were able to simplify the logistics on that very quickly and still have the in-person, just in a smaller, more intimate [00:25:00] setting.
This also showed us the direction that we would. Inform, the future of the CEO retreat. We realized that more people were interested in the virtual retreat because they weren't wanting the expenses associated with traveling. And I started having a lot more questions about if that would be available as a self study or as an on demand, and I hadn't made that available in all the years.
I had the CEO retreat and we had run at that point. Dozens and dozens and dozens of them since 2018. I just hadn't created a self-study on demand version, so I knew that was possible. in 2025. Other changes for 2025. None. Not in the offers. I kept it as simple as possible. It was really a matter of how can I simplify things?
How can I keep them all running and maintain the level that we are known for with our clients and bring my team in where needed so that I am not the. Main person with every single part of delivery, and that's something we've been working on for a long time. Luckily, I have an amazing team who has been helping so much with the, the delivery for our clients.
Those systems are pretty locked in and allow me to really just show up where I am the most essential. And. Free up my time for other activities in the business, historically for marketing activities. But last year it was, clearly for caregiving. So moving back again, we kept. Those two offers going with a few little adjustments.
The invite strategies pretty much stayed the same. I didn't make any major changes to how we were inviting people into our offers. We kept it as simple as possible. We rinsed and repeated previous campaigns, so if it was time to promote the CEO collective. I didn't write a whole new sales page. I didn't even often write a whole new email sequence.
I have so many assets because I promoted these offers so many times. So what it looked is if I go into my Google Drive folder into the invite folder for the CEO collective, I can see historically. All of the different email campaigns we have run in the past. So I have a version for spring, a version for fall, a version for New Year's, and that makes it really easy because instead of coming up with something from scratch, I know that if it worked last year.
It can probably work this year. I might have to change up a couple little things. I might decide to swap, say, an FAQ email from this campaign to this campaign. But basically for each type of email I send out to promote something, I probably have anywhere from four to six versions of that. Hey, the CEO collective is now open email or closing emails or FAQ emails or case study emails
I have so many versions of them because I've done this so many times and that really alleviates the pressure 'cause I'm not having to create from scratch. I have that I can repurpose and that's a, a key mindset that I have is I wanna spend most of the time upfront building an asset, an email campaign.
And then I only have to spend 10% of my time later when it comes to ing it and redeploying it later. So same thing for the CEO retreat. We rinsed and repeated that over and over and over again. Didn't recreate the wheel, didn't create all new assets. We just kept that thing going. So every month I was promoting one or the other, and I did take a couple of months where I wasn't actively promoting anything really.
and just kept it really low key. That just simplified things. 'cause I needed them to be simple. So I will say that because of those things, I knew that we would be okay, right? Because those weren't major changes. they were more really small strategic adjustments. Where the bigger changes came was in the marketing systems.
So again, we are working backwards from delight to invite. Now we need to look at nurture, engage, and attract, because. When you make changes to one, it feeds itself up. You want it all to work together. So I knew with Nurture, I was not gonna have the bandwidth to really do the podcast the way that I had historically done, and honestly the way I wanted to do it last year.
You might remember, I think in February, maybe even in January, I released a few podcast episodes where I was doing a full video setup. I was this is gonna be the year we get into video. It's gonna be great. I feel really comfortable on video, but it is logistically a heavier lift, right? right now I'm in sweatpants and my hair's in a messy bun and I have no makeup on.
But you can't really do that on video. you need to take the time to set it up and to make it look good. All of those extra, additional steps. [00:30:00]
Simplifying Marketing: Repurposing Content
So I realized I was gonna have to dramatically simplify things. And in fact, there was just time when I had no capacity to sit down and record. So I decided instead of recording all new content, I was going to repurpose as much as possible.
And this is a massive win for anybody if you've been creating content for a long period of time and you're creating it really strategically. You should have a vault of content that you can repeat, and I think people are really hesitant to share something they've already shared. But you have to remember, not everybody who's in your audience even heard it the first time or read it the first time, and if you shared it.
Over a year ago, there's probably been change in your audience. So people who were in your audience last year might not even be in your audience anymore. So it really is smart to repeat content, especially if you are recording core content on topics that you are well known for, that you're a thought leader on.
So I know because of the way that I've built out my content strategy, my nurture strategy. I have over 36 series of content and in each series is anywhere from four to six podcast episodes on different specific topics that I have recorded over the years. And this is a game changer because literally I could very easily just repurpose series for probably three years and not repeat an episode.
What would that feel in your business? I know that sometimes I really do wanna come on and share new content I've been sharing this past month, but knowing that I could pull from these series, they were so valuable. Then it took a huge pressure off of me and it really meant that I could remove myself pretty much completely from nurture, that my team could go in, select the series for the month that aligned with whatever it was we were promoting, and they could handle it.
I didn't have to do anything. I didn't even have to touch emails because we had every part for each series. For each episode, we had every part of that system built out. And so those assets could be rinsed and repeated game changer, especially if you me, spend time creating content. So I would say that's something that, because I have been podcasting now for.
Since 2015, so over 10 years now. I mean, I just have that I can pull from. If you have been creating content for at least a year, chances are there's things you can start to repurpose. So that was how we approached our nurture. If we back up a little bit into our engage. I didn't change anything here.
All of the things that I had been using to build the email list, I didn't have to change. I didn't have to create new, I didn't have to update the nurture sequences, all of those were good to go. Which was amazing, right? I could just leave them alone and let them continue to do what they were going to do.
Switching to Paid Ads
The question really became, how am I going to attract? Because if you have things that are there ready for people to sign up for. For your free content for me, so many resources fired up in Focus, challenge, plan, your best year ever, all of those types of things. If I wasn't doing three or four podcast episodes a month, which had been my prior attract strategy, how were people going to get to them?
Because I had this entire system so dialed in, I knew that I could afford to put some ad spend out there. And I hired a past client of mine, Gabby Day, who is so incredible. In fact, I had shared a case study from her working with us at the CEO Collective. she. Has become such an ads ninja for her own business that when she started offering ad support, I was can I hire you for this?
And she's so familiar with my work and with my content that I was literally able to just turn it over to her. And what's been amazing is last year it did take time to set everything up. It takes time to set up ads, and it had been a really long time since I had run paid ads on Facebook and on Instagram, but once she got them set up, it meant I was getting more new folks seeing my business and signing up for our free resources than pretty much ever before.
So it was a little bit of a lull as we were in that setup stage, and then as we were ramping up, but because I didn't really have to do anything else, it was a great strategy for me to replace [00:35:00] the very time intensive work of doing. three or four podcast interviews a month and we're continuing to work together.
So you probably have seen ads that she has set up and been helping me keep going for fired up and focused challenge. For Plan Your Best Year ever. We're working on a new campaign to come out this spring and it's been a great way to replace something that was taking up my time, now that I'm on the other side of this past year.
And on the other side of my mom passing away, honestly, and I'm still recovering from that, caregiver burnout is super real. The emotional, Rollercoaster that I've been on is intense, but now that I'm on the other side, I can see where I'm gonna pick things up again and how quickly I'm gonna make any additional shifts.
New Offers: On-Demand Programs
I've decided moving forward into this year. Because of the way we have seen things shift just at large in, in my business, not in my personal life, but in my business things impacting my clients. We decided to make the CEO retreat available as an on-demand program, which I hadn't done before. Right. And then I decided I was gonna pull out the client growth engine training and make that a self-study, which again, I've never done that before, but we've seen that one of the big.
Trends or shifts in my space and providing support to small business owners is that they needed a little bit more of an accessible on-ramp that was a little bit more flexible. So making those things available was a pretty big shift over the last six months, I think I made the CEO retreat available on demand in November and making client growth engine available now in February, and that's a slightly different approach.
They're things I already have. Right? That's the big thing I really wanna get across to you. I didn't have to come up with a whole new program, a whole new offer. It was just changing up the way it was delivered very strategically so that it could both. Meet the needs of my clients, but meet the needs of the business as well.
That's the power of having this system, is that you're really able to step back and think more strategically, make smarter decisions, and have clarity. If I change this, how will that impact this? If I change this, how will that impact this if I, need this much revenue? What needs to happen?
And when I tweak all these dials in order for me to maintain my business? And I have to say, as I'm wrapping up this conversation right now, knowing exactly what the impact will be of making these changes is something I'm gonna dive into in the next episode because. I can tell you small business owners really struggle with predicting what their revenue's gonna be month to month.
They really struggle with it. 82% of small business owners struggle with cash flow, and it's something the majority of small business owners are only have one month or less of runway, meaning they don't have predictability in their revenue month over month. And that is something that made my business.
Stable last year is the fact that we do track that we know exactly what our revenue needs to be. We know what our revenue goals are, we know exactly what our retention levels are and our lifetime client value. We know what revenue is already booked and coming in based on what people have purchased. We know how to predict if we're gonna sell this, how many people need to be checking it out, how many people need to be clicking through in order to buy it.
We know all of these numbers. Which means I'm able to very strategically go in and optimize, and I'm not guessing. I know if I wanna get more people to buy the on-demand CEO retreat, here's what we're gonna change in these different sections. And that's a game changer. That is really moving into such a different level of control over your business and when you have as emotionally chaotic of a year as I had last year.
I can tell you, having that level of control brings a huge amount of peace of mind as a small business owner and as a breadwinner. So I hope you enjoyed this behind the scenes look at, how I used this. To help make really, really clear decisions.
Wrap Up and Offers
And if you are interested in learning more and checking out client growth engine, it is now available, my friend.
The link is going to [00:40:00] be in the show notes. I'm making it available for only 2 97 until March 4th, and then the price will go up. I am amazed I'm making it available at this price point, but I really feel so strongly that. More women need to have this peace of mind about their business.
They need to understand how all these things are truly so interconnected and how to make it work better for you. And additionally, if you're interested in having more support in implementing this and making these decisions for the first time ever, I've never done this, but I'm gonna test it out. I'm gonna run a client growth engine mini mind.
The mini mind will run from Wednesday, March 11th to Wednesday, April 15th. We will meet once a week, and these calls will each be dedicated to a different stage of the client growth engine so that you can get feedback and we can talk through the decisions that you're making so that you can ensure that each piece of the puzzle clicks into place and really makes sense not only for.
The people you're trying to bring into your business, but for you, and that's probably the thing I care most about, it's gotta work for you. 'cause if it doesn't work for you, it doesn't work. I hope you enjoyed this episode. Please come over to Instagram and share any ahas or insights. I would love to hear from you.
Have a great one, and I'll see you in the next episode.