Bringing on another Director - it feels like a relief, right?   

Someone to share the pressure. Someone to help shoulder the weight. Someone you trust or at least want to trust - stepping into the business to help you grow.  

But here’s the truth most owners overlook:   

Bringing on another Director isn’t just a handshake and a title. It’s handing over real power: legal, financial, and cultural.  

And if you get it wrong, you could end up:  

- Trapped in a business partnership with the wrong person. 

- Fighting over decisions, direction, or dollars. 

- Picking up the pieces of team fallout or damaged reputation. 

- Or worse... facing financial and legal liability because you ignored the red flags. 

In the latest episode of the Ignite Podcast, we'll cover:  

- The hidden risks of appointing a Director too early, or for the wrong reasons, that most owners don’t see until it’s too late. 

- Shareholder vs Director... what each role really means. 

- How a “try...

You already know you shouldn’t be doing admin. 

You’ve told yourself a dozen times: 

“I’ll hand this off soon…” 

“It’s just quicker if I do it…” 

“We’re not quite ready to hire yet…” 

But here’s the truth: 

You’re not stuck because you lack ambition. 

You’re stuck because you’re still doing work that keeps you playing small. 

It’s not that admin isn’t important — it’s vital. 

But if you’re the one sending invoices, following up payments, juggling calendars, chasing contracts… 

You’re spending your best hours in the engine room when you should be on the bridge. 

And every time you push strategic work aside for “just a quick admin task,” 

You push back your ability to: 

— Win bigger projects 

— Lead your team effectively 

— Grow your business beyond $3M, $5M… and into $10M+ territory 

In this week’s episode of the podcast, I walk you through exactly how to shift out of the weeds... 

and into the role your business needs you to play....

My clients Mandy, Alex & David just landed a game-changing $850K tender. 

It’s the kind of win that shifts the trajectory of a business. 

Plus, they’re on track to hit $5M this year.  

But let me be clear — it wasn’t luck. 

It was strategy, consistency, and focus. 

Here’s what we worked on together: 

— Positioning themselves as the go-to experts — 

We clarified their ideal market, dialled in their niche, and elevated how they showed up. 

No more blending in. No more generalist messaging. 

They became known for doing exceptional work, and owning their niche.  

— They delivered like pros, every time — 

Internally, we worked on delivery systems and team performance. 

So when opportunities came knocking, they were ready - with confidence and capacity.  

That reputation for quality? It spreads. 

— They tightened margins and increased efficiency — 

Projects and processes - we looked at what could be done better, faster, smarter. 

They built a busine...

Being a generalist might feel like you’re ‘capturing the market’, but in business, it’s a trap. 

Trying to serve everyone leads to vague marketing, harder delivery and lower profit margins. 

Complexity creeps in. Your team become stretched. Your systems break & growth stalls.  

The solution? 

Get narrow. 

When you niche down, everything starts working better. 

— Marketing becomes clearer — 

You’re not trying to be everything to everyone. 

You’re speaking directly to a specific client with a specific problem. 

— Delivery improves — 

You’re not reinventing the wheel every project. 

You’re refining and repeating what works for your ideal client. 

— Profit margins increase — 

Specialists get paid more than generalists. 

The more focused you become, the more value you create, and the more you can charge. 

Most importantly, your business becomes scalable. 

Systems are easier to build. Teams are easier to train. Decisions are easier to make. 

Simple sc...

You’ve hit that ceiling.

Your local market’s starting to feel… tight.

You’ve built a great business in your region, but now you’re wondering...

What’s next?

Should you open another office

Chase work in other states?

Buy out a smaller firm interstate?

Maybe.

But only if the strategy stacks up.

In this week’s episode, I break down what it really takes to expand — and why some consultancies scale up successfully, while others burn out.

You’ll learn:

– How to know if you’re really ready to expand

– What separates boutique firms from national powerhouses

– Why your strategy matters more than your ambition

– Why “more offices” ≠ more profit (unless you lead it right)

– And the one mistake I made (that nearly cost us our culture)

Whether you’re considering a new office, merging with a local firm, or chasing national contracts, this episode will give you a smarter lens to make the call.

And if you’d like to ...

Raj just wrapped up his biggest month yet. 

41% net profit. 

And since we started working together, he’s grown his business by 246%.  

That’s not a fluke. 

And it’s definitely not luck. 

It’s the result of a clear plan, executed with focus and intent. 

Here’s what we worked on together: 

— He upgraded his client base — 

Raj stopped saying yes to low-margin, high-drama work. 

We dialled in his ideal client profile — the ones who valued his expertise, paid well, and stuck around. 

With the right positioning, he started attracting bigger, better-fit projects. 

— He built a high-performance team — 

We worked through hiring, onboarding, and accountability systems. 

No more carrying underperformers or picking up the slack. 

His team now owns their roles — and delivers. 

— He elevated his role to focus on strategy — 

Raj stepped out of the weeds and into his zone of genius. 

Client relationships. Growth strategy. Smart decisions. 

That’s what drives a business...

Is your revenue OK, but profit margins suck?

Can’t work out why there’s no money left over each month?

It’s probably your team’s efficiencies.

Team are great.

They’re the only way you’re going to grow.

They’re the only way you’re going to take on bigger and better clients.

But if they’re not performing, it’s the quickest way to bankruptcy.

A poor performing team can very quickly chew through any cash reserves.

A poor performing team will happily rack up hours against projects that don’t have the budget.

If profit is low - team performance is the first thing I look at.

The good news is - it’s also really easy to fix.

Poor team performance is a lack of structure and direction.

Think of leading your team like 10 pin bowling…

…but with bumpers on.

Your team needs autonomy - but they also need to know how things get done.

They need the bumpers to guide them.

So they don’t go off track and into the gutter.

And your bumpers are your systems and proces...

In order for your business to grow - you need to hire great people or develop them from within. 

Train them to take over a part of what you’re doing right now and then elevate yourself to that next level. 

And you then repeat this process over and over. 

I tell my clients all the time - the roles and the tasks that you’re doing in the business in 6 months’ time should be very different (and higher value) from what you’re doing now. 

You need to be constantly focusing on up-leveling your role and what you do in the business so that you, your team and your business are always growing. 

But this process of up-leveling can be hard and uncomfortable.  

And humans in general don’t like hard and uncomfortable. 

So you sometimes fall into the trap of unconsciously sabotaging business growth by staying where you are.  

Not growing.  

Getting involved in things you know you shouldn’t.  

Doing the same tasks and roles in the business month after month, year after...

I bet you’re running your business for a bunch of reasons. 

More money - you want a bigger slice of the pie and to set yourself (and your loved ones) up for financial success. 

More freedom - you want to design your work around the life you want to live, and not the other way around… 

More meaning - you want to make more of an impact doing the work you’re passionate about. 

But here’s the deal, there are 5 things they didn’t tell you about running your business. 

1) It’s hard. Like really hard.  

Things will go wrong. Clients will leave. Staff will leave. Team won’t follow processes. Rework will be required. You’ll need to do big hours. The things you thought you would be able to get someone else to do, often boomerang back to you.  

2) You’ll second guess yourself. 

If you think of yourself as self-confident - business will quickly put that to the test. You’ll be tested in more ways than one and you’ll find yourself overthinking simple problems because you don’t want ...

You know the moment.

You send the proposal. You’ve scoped it carefully. You know the value’s there.

And then the reply comes back:

“Can you sharpen your fee?”

“Looks a bit high.”

“Can you match the others?”

Your heart sinks.

It’s not just the project — it feels personal. Like they don’t see the value in what you do.

But here’s the real kicker…

It’s not their job to believe in your value.

It’s yours.

If you don’t back yourself, why would they?

In this week’s episode, I share how undercharging is often a mindset issue, not a market one.

You’ll learn:

- Why your self-worth sets your price (and your profit)

- How to hold your ground without losing great clients

- What the top 10% of consultancy owners do differently

If you’ve ever dropped your price just to win the job — and regretted it — this one’s for you.

And if you’d like to learn more, please take a look at my most recent podcast episode on this exact topic:

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