What I wish I knew before starting my business: Lessons from my first 6 months
This isn’t my usual content, but I wish I had something like this when I started my marketing business.
In this journal entry, I cover:
Why business strategy should always come before marketing strategy
The power of branding, positioning, and a strong marketing foundation
The importance of building a strong village of mentors, peers, and experts
Imposter syndrome, mindset, and what keeps business owners stuck
How to price yourself sustainably (and avoid the biggest pricing mistake)
What it really takes to build an offer that attracts clients
A reality check—are you actually ready to start a business?
A step-by-step checklist for those ready to take the leap
When I first started my business, I was searching everywhere trying to figure out where to begin. I wasn’t just going to become a business owner on a whim, I was determined to build something new for me. Something more sustainable, profitable, fulfilling, and most importantly, aligned with my life. Unfortunately, most of the advice out there was pretty generic and impractical, hence now you’re here to read a few words of wisdom from my learnings!
Now, over six months in, I’ve learned a lot, some things the hard way. This post isn’t meant to be a blueprint for everyone, but if you’re considering starting a marketing business or if you’re in those early months of figuring things out, these are the lessons I wish I had known at the start.
1. Business strategy should come before marketing strategy
I live and breathe marketing strategy, so when I started my business, that’s naturally what I built first. And guess what? It worked. I had clients before I even officially launched. Looking back though, I didn’t put enough thought into what kind of business I actually wanted to build long term, which kinda set me up to fail (or at least fail in the direction of the business I wanted).
Was I going to be a contractor, freelancer, or an agency? Was I setting up for a lifestyle business or something scalable to sell one day? The way you position yourself changes everything. And also, everything can change once you’re in too deep in one route. It’s okay if you pivot.
I dove straight into the work before I had a business strategy, and I paid for it. I was stressed, confused, and unsure what the next five years should look like. I didn’t know exactly how many clients I needed to make the business sustainable or how I wanted to structure my services. Because I hadn’t thought long term, I had to go back and redo my marketing strategy later to align it with my business direction. If I could do it again, I’d start with a solid business strategy first and let that shape my marketing approach. Here’s a snippet of my table of contents from my business strategy below.
Every business strategy is unique, but these key categories have helped me turn my vision into action.
2. Marketing foundations matter more than you think
Marketing is about persuasion—whether you specialise in digital marketing, social media, PR, or paid ads, your job is to convince an audience to take action. But if your own digital presence doesn’t reflect that, how can you expect potential clients to trust you?
Having just a strong Instagram presence is fine, but it’s not a complete strategy. It doesn’t establish credibility or create a long-term digital footprint. And no, you don’t need to build a website yourself—outsource where your skillset isn’t—but you do need to understand how all the pieces work together.
Some marketers rely solely on cold outreach and pitching clients through DMs, and that can work. But if your only strategy is chasing leads instead of creating a presence that attracts them, you’re making things harder for yourself.
Marketing takes multiple touchpoints before someone makes a decision. Research shows that people need to see a brand 7 to 10 times before taking action. If you’re only showing up on one platform, you’re missing opportunities to reinforce your message and build trust.
While marketing strategies are influenced by belief systems—every marketer has a different take on what works—there are fundamentals that remain true no matter what:
Visibility matters—people won’t buy from you if they don’t see you.
Consistency builds trust—showing up repeatedly keeps you top of mind.
Integration is key—marketing works best when channels work together.
If you want people to trust you as a marketer, you need to show up in ways that demonstrate your expertise. That means having:
A website that clearly explains who you are and what you do.
A social presence that’s active and aligned with your brand.
A content strategy that reinforces your credibility and expertise.
SEO and discoverability so people can actually find you when they need your services.
As you know as a marketer (I hope!), marketing isn’t about doing one thing really well and hoping for the best. It’s about creating an ecosystem where every piece reinforces the next. If you’re serious about building a sustainable business, put in the work—and make sure your marketing reflects what you claim to be good at.
3. The power of your village
Running a business isn’t a solo act. I have a village of people I turn to—family, friends, old colleagues, friends of friends—all specialists in their fields, and for a reason. I go to them for everything, and I know exactly what to ask them for. Having the right people in your corner can make or break your success.
When I was younger, I was notorious for asking advice from literally anyone—cab drivers included when I was considering moving to New Zealand (but that’s a story for another day). Someone once told me to only take advice from people I aspire to be, because otherwise, the advice doesn’t make sense. That changed everything for me and made me level up who the mentors in my village were.
There is so much feedback out there, and most of it comes from a good place, but not all of it is actually useful. Everyone wants to help, but not everyone is the right person to be guiding your business decisions. You need to find a village that grows you. The people who challenge you, push you, and actually understand where you’re trying to go. You only grow if you have the right people around you.
4. Mindset is everything, and imposter syndrome is a b*tch
At a business event, we were asked to reflect on Matariki, the Māori New Year—a time of renewal, planning, and looking ahead. Each of us had to share what the new year looked like for our business and what was holding us back. What did I say? Imposter syndrome. One of the guys at my table looked at me and asked—what does imposter syndrome mean? What a luxury. I wish I didn’t know.
I’ve always walked the line between introvert and extrovert. I started this business because I wanted to help businesses everywhere, but putting myself front and center? That was never the plan. Growing up in a theatre household, I spent my summers at theatre camps. While everyone else fought for a place on stage, I always b-lined it to the sound and light booth. I didn’t want to be seen—I wanted to be the one making things happen. That’s where I thrived. I loved the mahi. The execution. The results.
Then I started my business. And suddenly, hiding behind the scenes wasn’t an option. You have to show up. You have to be seen. And you have to push through that voice that whispers, who do you think you are?
One of the toughest lessons I’ve learned? Self-doubt doesn’t care how experienced or capable you are. It sneaks in no matter how much you’ve accomplished. It doesn’t vanish when you hit a new milestone. But I’ve also learned something else: action is the antidote. Every time I showed up, did the work, and saw the results, I chipped away at the doubt. It’s a daily practice, but with time, imposter syndrome loses its grip.
Someone once told me that imposter syndrome never really disappears—you just get faster at shutting it down. They were right. At first, it stopped me in my tracks. Now? I see it coming, acknowledge it, and keep moving anyway.
Be kind to yourself. Show up every day, even when you don’t want to. Think about how proud you will be. Imposter syndrome happens daily, but every time you override it, you take back a little more control. And that, my friends, builds resilience. Keep going.
5. Pricing is more than just numbers
It’s almost a rite of passage to undercharge when you start. You worry about scaring clients off, so you keep your rates low. But that “comfortable” rate can quickly lead to burnout.
It might be worth speaking to an HR specialist in your area or consulting niche agencies to understand industry standards.
One resource I found particularly useful was the Creative Stores’s New Zealand Salary Survey, which breaks down pricing trends across industries. It’s a good starting point to see what the themes of the industry are, and most importantly, charging enough. Unfortunately though, no survey or advice out there will give you your complete pricing guide. Pricing is personal, oh so very personal.
I hated when people told me pricing was personal—like, okay, but what do I charge? Here’s how I approached it:
Start by thinking about what you’d make in corporate doing the same work.
Double that number to account for taxes, expenses, and risk.
Add a buffer because unexpected costs will come up.
One of the biggest mistakes in pricing is taking a full-time corporate salary and dividing it into an hourly rate. That doesn’t work. In corporate, a salary is just take-home pay. As a business owner, pricing needs to account for taxes, software, tools, admin time, sick days, time off, stat holidays, accounting, and professional development.
There are many ways to price services, and what works depends on the business model, risk tolerance, and positioning. Some marketing contractors charge hourly, which works for consulting or one-off projects but caps income. Others use project-based pricing, charging for outcomes rather than time, making it ideal for defined projects like website builds or marketing strategies. Retainers offer consistent income for ongoing work, value-based pricing focuses on the impact of the work rather than the hours spent, and day rates provide a flat fee for a dedicated block of time. Some use a hybrid model, mixing retainers with project fees. Regardless of the method, one thing is certain—charging the equivalent of a corporate salary on an hourly basis doesn’t work.
There’s no perfect formula, but if you want to run a sustainable lifestyle business and not just scrape by, you have to get comfortable setting prices that actually work for you. The good news? It gets easier with experience. You will underquote sometimes—that’s just part of learning. But over time, you’ll refine your rates and understand your worth. One day, I might break down what works for me, but until then, do your research and know that how you present yourself makes all the difference.
6. Build a strong offer and they will come
If you build a really strong offer, people will come. I can almost guarantee that. But you need the right foundation in place. You need to trust yourself, trust the process, and invest your time into the things that will actually set you up for success.
I’m over the advice that tells people to just jump in and figure it out later. That’s how you set yourself up to fail. If you don’t know what you stand for, if you don’t have a clear offer, if you’re pitching to people before you even know what you’re selling—what are you actually expecting to happen? You have to get clear first. Clarity doesn’t come from throwing things at the wall. It comes from taking the time to build something solid before you start selling.
That being said, when you decide to work for yourself, just do it. I didn’t build my business as a side hustle, and I wouldn’t recommend it. Sure, it’s riskier, but it’s hard to build something with half a brain in your business and half a brain in your job. You need to focus. You need to commit. You need to be strategic about how you’re building this so you’re not constantly second-guessing yourself.
Having these in place doesn’t mean instant success, but it does mean you’re operating from a position of strength. If you want this to last, build it properly from the start.
7. Are you ready to start a business?
Everyone has an opinion, and mine isn’t necessarily the right one for you (although, I hope it is!). But if I were starting again, these are the questions I’d be asking myself:
What kind of business do I actually want to build? Freelancer, contractor, agency? Lifestyle business or scalable company? How many hours a week do I want to work? What kind of businesses?
Why do I want to do this? Am I in it for the long haul, or do I just want to escape my current job? And if it’s the later, is there another job out there for me? Being a business owner is not for the faint of heart.
Am I in the right season of life for this? Do I have the time, energy, and financial stability to commit? What am I willing to sacrifice temporarily?
Do I feel mentally strong enough for the rollercoaster? Can I handle uncertainty, rejection, and self-doubt? And if I don’t, do I have the faith I will learn how to?
Do I have the foundations in place? Have I thought about pricing, systems, cash flow, and client load? Am I willing to invest in this?
Starting a business isn’t impossible, but it takes commitment. If you’re serious about building something sustainable, start by getting clear on what kind of business you actually want to run.
And don’t forget the cheesy slogans; they come alive when you’re doubting everything.
If you’re ready to hit ‘go,’ here’s my suggested checklist to win:
Business and financial foundations
☐ Business strategy – Define your long-term vision, structure, and goals.
☐ Financial planning – Know your expenses, cash flow, and pricing model.
☐ Business contracts – Protect yourself with legally sound agreements.
☐ Business insurance – Safeguard your business from financial risk.
☐ Incorporation and business structure – Decide if you should operate as a sole proprietor or incorporate for liability and tax benefits.Marketing and brand strategy
☐ Marketing strategy – Identify your audience, messaging, and key platforms.
☐ Brand identity – Have a clear brand story, values, and tone of voice.
☐ Visual branding – Logo, colour palette, typography, and brand assets.Digital foundations
☐ Website – A strong, conversion-focused site that clearly explains who you are, what you do, and why it matters.
☐ Social media - Set up your social channels, and show up authentically to your brand.
☐ SEO and discoverability – Optimise your site and profiles to get found online.Systems and operations
☐ Client onboarding process – A structured system for bringing in and managing clients smoothly.
☐ Operational workflows – Processes for handling projects, communication, and deliverables.
☐ Automation and tools – Software for invoicing, scheduling, CRM, and project management.Support network and growth
☐ Your village – Build a network of mentors, peers, and experts who challenge and support you, including an accountant and legal advisor if needed.
☐ Network - Small talk isn’t my favourite pastime, but getting new clients through word-of-mouth because you got to know everyone in your network is such a win.
☐ Continuing education – Stay ahead with courses, workshops, and industry insights.
