Every business starts small and it is up to your skill set and strategies to efficiently grow and find success in it. In this episode, host Nathan Hirsch talks with entrepreneur and coach, Katie Richardson, about how she was able to scale her business and grow her brand. She shares some effective tips and strategies in managing and leading people along with leveraging her team to take the business to the next level. Be inspired by Katie’s wisdom and experience and move your business to greater heights.
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My guest is Katie Richardson. Katie, how are you doing?
Nathan, I’m excited to be here.
I am pumped to talk to you. For those of you that don’t know, Katie is a powerful woman who created a multimillion-dollar empire from a sketch and a gigantic leap of faith. She leads an elite mastermind of founders and gives them the framework, mindset and toolset they need to go from $2 million to $10 million in just over three years. She’s known as a mother of four who has master built the art and science of being a category leader. She believes that one simple shift is the answer to doubling your business. We love growing businesses. We’re going to talk all about that. I know you’ve hired a lot of people we’ll talk about that, too. First, I want to take a gigantic step back. What were you like growing up? Were you a rebel? Were you a straight-A student? Did you always know you wanted to be an entrepreneur?
I did not always know that I was going to be an entrepreneur. In fact, the article that I featured on in Entrepreneur Magazine is called the Accidental Entrepreneur. As a young kid I was massively curious. I love exploring. Fortunately, I grew up in a big family. I was the fourth of six kids. When I was three my mom had twins. I immediately had this massive independence. I was in a safe environment. I had a lot of freedom to go into the garage and seriously duct tape stuff together and explore. I loved using my hands to make things. In a way, I liked arts but I like it in a functional way. That’s what led me to product design, which is ultimately how I even got started in this entrepreneurial world is I love solving problems. That’s what I discovered in this whole process is I like solving problems and doing it in a unique and interesting way that had never been done before. That’s how I ended up in entrepreneurship is I realized if I want to solve problems for people and do it in a big way, that means I’ve got to start a business and I need to know and understand business to make that happen.
What was your first entrepreneurial endeavor? What problem did that solve?
The story that everybody knows me for is for my company called Puj. It’s the Puj Tub. It’s a product that’s been featured on The Ellen Show, Rachael Ray Show, The Today Show. What people don’t know is the funding of that product and the development of that product was funded by another product. It was the soft goods product that I could manufacture inexpensively, do low quantities and I could get it out there quick and easy. I don’t know how much you know about products but there’s the hard goods world which requires you to make a tool in Asia. It’s a lot of upfront money. There’s also the soft goods world which is low production and quick and easy. That’s where I started is I had a soft goods product. It was an infant carrier. I manufactured it locally in the US, low production.
It allowed me to get my name, my brand out there and to bring in some income so that I could put funding towards the patent of what I knew was going to be the game changer which was the Puj Tub. That’s how I got started was literally sketching out ideas and testing them out on girlfriends, “I made this thing. I want you to try it out.” It was cool because I had just a couple of prototypes and samples at first. I would give it to them. I’d come back a week or two later and say, “Can I get that prototype back?” They’re like, “You need this back? I thought I was going to have it.” I’m like, “It’s a prototype.” Even that experience was like, “These ideas are resonating with people. They like what they see.” It encouraged me to continue moving and growing the company.
I’m a long time ecommerce entrepreneur. A lot of people reading are ecommerce entrepreneurs. They want to get on The Ellen Show. They want to grow their brand. They want to scale their business. Talk to me about how you were able to do it. How were you able to scale at that level?
What moves humanity forward is people who are disrupting the market, who are making the world a better place.
Honestly, Nathan, this is the leading question people always have for me. The reality is especially in the physical products world, you have an amazing product and people are buying something to solve a problem. Why are they not buying yours or ours? The world will tell you, you have to go stand in line like everybody else and do it the way that everybody else is doing it. They’ll tell you what’s possible, what’s not possible. The problem is, so often as entrepreneurs we think, “They’re an expert. They know what they’re talking about. I’m going to do exactly what they tell me to do.” The problem is that we go and we try and play the game the way everybody else is playing the game. Essentially, we move into this large, noisy crowd and we try and shout louder than the guy next to us. It’s not an effective approach. The better approach is to ask our self the right questions.
One, who am I trying to sell to? Who is my audience? Get a super clear on our customer or avatar and knowing them on a very deep level. What is their life like? What does it look like when they wake up? What is the room that they sleep in look like? Who is in their life? What are the problems that they’re facing? How can I speak to them in a way that is consistent with the conversation that’s already going on in their head? The beautiful thing is, when we know and we understand our avatar, we know and understand the problems that they’re facing, their life, and the reality. We speak to them in a way that is entering the conversation that they’re already having in their head. They feel something. This is the power of what we do in our world, which I call this not normal because the results that we have been able to get. People ask me questions, “How did you get on The Ellen Show? How did you get on the Rachael Ray Show? How did you get on the cover of Entrepreneur Magazine?”
You want to know something that will blow your mind, I didn’t go chasing after them. They came to us. That’s a powerful thing but it was not an accident. When this happens over and over again, it’s because of the formula essentially that we’re executing that is a power positioning where your ideal customers, your ideal clients, the media that you want to be telling your story, they come to you. It’s a combination of three things. These are the three pillars of what we do within our company. That is how do we create something that has everybody else talking about you? What’s her incentive? How do we create something that has everybody else talking about us? How do we create something that stands out and is different in the actual product and the actual messaging and the approach to the marketing? How do we rock this industry? How do we do it in a way that is new, that is fresh, that is different? It literally causes people to stop and pause. That’s the approach that we had taken.
You want to know the real truth, Nate? In the beginning when I was a young company and getting started and paying way too much money to attorneys and factories to get everything going. I didn’t have the money to play the game the way everybody else was. I had to be creative. I had to think different. I’ll give you a good example. We went to a trade show in New York. I showed my product and I was with a reputable sales rep and she was bringing in all the top buyers from Nordstrom, Costco. I’m having this conversation. I’ve invested a couple of years in this. It was like everything was right. At the end of the day, I flew home from that New York show and had to face my husband and tell him, “I’m pregnant with our third.” We’ve been working on this for a couple of years. I had to tell him that we had zero orders for this product that we’ve invested a couple of years on zero orders. I went to the trade show again and this time everybody bought the product.
What was the difference?
The difference was I knew the game now. I knew not just what my customer needed, like the end user. I knew and I understood my retailer and what he or she was looking for and what they needed to bring in a product. The difference was I had leveled up my skillsets, my mindsets and my toolsets. It was a process and it was painful. I wanted to give up so bad when I came back from that show and I had zero orders. I was a failure. My product was a failure. Nobody wanted it. My husband said something brilliant to me. He said, “Katie, they didn’t say no, they just asked you a bunch of questions that you didn’t know the answers to.” I was like, “That is true.” Essentially, all I had to do was go and answer all of those questions. Once I had done that, they all bought the product.
How did you get the answers to those questions? How do you find out what your ideal client or customer looks like? That’s where I feel like a lot of people go wrong. They’re like, “My target is 40-year-old women.” You have to get a lot more specific. That I’m assuming.
You’ve got to be in the game, in the conversation. It’s especially interesting when you have physical products because, especially a product that you created, you own and you want to protect, you have to be in the conversation in a way that you could still protect your idea. I was able to do that by doing this Trojan horse product if you will. I had a product that was cool and different, but it wasn’t my homerun product. It allowed me to be in conversation with people, both the retailers and the consumers, to get to know them and understand what are they resonating with? What is it that they like? Maybe what do they not like? How can I tweak things? This is the amazing thing about doing business. Not that long ago you had to invest tens of thousands of dollars into an idea before you could even test it. Now we can test our ideas for almost zero dollars. How can we test our ideas in a way that is still protecting them and not just sharing our brilliance with the world before you even had a chance to execute on it? It’s testing your messaging, testing the solutions to the problems that you’re trying to solve and doing it in a way that gives you the insight that you need. When you do put tens of thousands of dollars and you do put all of your energy and effort behind this, you know that it’s going to work.
I’m assuming you’re not doing that by yourself, too. You have to have a team that’s dedicated to find that target market that can have that same message across the board. If you’re email marketing team isn’t on the same page as their social team, none of that works. How do you get that all across the board going after that same target customer with that same message?
I love that you brought up team because this is critical, trying to do all of this on our own, we’re going to burn out. We’re going to burn out and we will not make it to the next level. Either our body will physically stop us or mentally we can’t keep going. It’s critical to get the right people on our team and to continue together like rowing in the same direction and moving forward. How do we do that? I want everyone who’s an entrepreneur, a founder who’s at the top of your company like a CEO. You have to think of yourself as a master painter. Unless we paint the vision and the picture of the future for our contractors, you’re just moving forward in a blind way. We have to keep them all focused and pointed in the same direction.
That comes down to things like understanding who we are as a company. What are the values of this company? What are the things that we’re focused on? What are we doing? Also, what are we not doing? That includes things like having consistent meetings and having a culture and a framework around those meetings so that it has a feeling, an emotion connected to it. This is what’s super powerful within our company and a brand is how do I connect with people on an emotional level? I’m not talking about the customer and the consumer. I do the same thing with my contractors. I want to know you as an individual. What’s going on in your life? To try and stay surfaced and not know them as a human being is very limiting. If I can know and understand my contractors on a human level and make that human connection, whatever it is, and know that we’re on the same team and we’re both growing in the same direction, we’re both going after the same big goal together. Provide that clarity and that vision for the team.
When you were growing this business, did you have an office? Were you remote? Were you hiring all US freelancers? Were you hiring freelancers and virtual assistants, too? What was that structure that you built?
In the very beginning, it was out of my in-law’s basement. Before that it was in the third room in my house, which I had all my kids squeezed in one room so that I can have my third room. It was that and the garage. My business moved into my in-law’s basement. From there we moved into our first warehouse. When we started hiring contractors, I have something that I want to share with everybody who’s reading this is I never hired anybody who didn’t work for me. When we hire somebody, it’s a big commitment. It’s like I am committing to you to give you value and pay you money in exchange for work. It’s this massive commitment and it’s intimidating and super scary.
That’s why what you do, Nate, is awesome. The fact that I can work with somebody who’s been vetted and who I know has proven themselves and who I know is going to deliver, that’s massive. A lot of hiring people is not just knowing that they have the skills, but it’s also do they have the mindset that works within our company. It’s a matter of finding those people and then creating the vision and getting them on board, getting them in the boat with you so we’re all rowing in the same direction.
What tips do you have for managing and leading people? I can tell that you’re passionate. I’m assuming that you treat people well. Sometimes that’s not enough. You need a vision. You need to have structure. You need to have the right types of media. You need the right type of motivation. What would you tell people that are struggling to build a team that’s scalable?
The first one is very real and that is if you’re struggling with this it’s not because you’re hiring the wrong people. We’ve got to take a hard look at ourselves. This was painful for me in the beginning. If people were not performing, it’s not on them. It’s on us, the CEO. We either have not given them the right frame and the right direction to know and understand how to perform. What are the standards that I’m holding them to? Do they even know those standards? Have they been a part of the process of creating those standards? Am I being a forceful CEO at the top and slapping them on the wrist when they’re not doing what I want and expect them to do? That’s not a powerful way to lead a company.
If people are not performing, it’s not on them. It’s on the CEO, the leader.
First and foremost, what is the frame by which I am sharing all of this with them? Is it I’m your boss and I’m going to exert force on you and make your perform? That’s not cool. Nobody wants to perform. We’re a team. We’re in this together. We both have the same vision. We’re going to move towards this together. That’s powerful. That’s how I choose to run my company is I’m not this untouchable boss at the top and you can’t access me. I’m part of the team. They need to know and understand that and feel we’re on a team together.
What about scaling businesses? We talked about the team, we talked about that structure. We talked about the brand and the message, what else goes into doubling or tripling a business and getting on the next level?
Leverage is big time. We live in a world where there are a lot of people who are already in conversation with our ideal customer and client. To continue to try and blaze our own trail through the jungle, it’s short sighted and small thinking. The question I was always asking myself is how can I add value to people who are already in conversation with my ideal customer and client? When I started my company several years ago, those were mommy bloggers. That was where moms were hanging out was on the mom blogs. I knew and I understood that I had to build a relationship with the bloggers who had these audiences, who were already in conversation with them. That might be a YouTube influencer or an Instagram influencer or somebody who is maybe non-competitive but complementary. Is there a way that we can come together and joint venture in a way that has us both benefiting? How can I leverage the same thing? Don’t just think about that for the selling of your actual products. How can I leverage into the media?
Can you give an example of that? I’m a big fan of joint ventures. What are you best joint ventures?
People always want to know how do I get national attention. Do you want to know how you get national attention? You get local attention first. You prove that you’re good on camera. You prove that your story is worthy of sharing locally first. You leverage that into the bigger media and say, “Hey we got a lot of attention here in Atlanta on Fox News.” We want to see how we can share this same thing with your audience. Leverage into the media, it’s something that I’m always sharing with my clients. The moment we say, “I’m too cool for you and I don’t have time to share my story in your little magazine.” That’s short sighted and small thinking. Too often people will get attention and they’ll stop there. The question is how can I leverage the attention and the social proof that that creates into the next opportunity and keep that rolling?
Katie, what do you look for when you hire people? I forgot to ask you that before. I’m curious because I feel like you’re going to have a great answer for this.
It’s a combination of things. When I was first shopping for a house, I thought it was looking for this beautiful, cool house. We would find all these beautiful homes in a crappy neighborhood. I was like, “I’m not shopping for a house, I’m shopping for a neighborhood.” Once you made that switch, I immediately found my first home. Oftentimes, especially when we’re getting started, it’s the same thing. Can I find a diamond in the rough that knows how to ask the right questions who isn’t going to consistently be bringing me problems, but helping me to solve the problem in bringing me potential solutions? Those are the kinds of things. I would invite you as you’re having conversations with somebody. Listen to their language. Are they trying to blame other people for things? Are they somebody who can own the good and the bad of their life? That’s a big one if they’re using victim language. They’re not a good fit for me and my company.
What do you mean by victim language?
Blaming, excuses, and that sort of thing. Pushing off responsibility rather than owning things even better, usually uncomfortable to own like our own failures. There’s somebody who can own that and face that stuff, it’s powerful. Those are the people I want to work with. I’m like, “He gets it.” The reality is not everything I’ve ever done in my life has been a success. It hasn’t. I know that that’s human nature. That’s reality. When somebody else can own that, it’s powerful in my book. Not just try and be full of excuses and blame. It’s subtle, but I have learned how to listen for those kinds of things and some of these languages.
How do you evaluate them once they get started? Sometimes they might act a certain way during the interview process and then you see the real person that first few weeks, first few months?
I’ll give you a good example when I was hiring my very first contractor. Not the free intern, but my first paid contractor, I interviewed 70 people in a 48-hour period. I had a good system going. I had people coming in. They were quick interviews. There were two women at the end who I was like, “I want this person to come in and this person to come in.” What I had done is I had set aside a two-hour window where they were each going to come in. We’re going to work next to each other. Like you said, some people are good at interviews. Honestly it was funny because person A I was like, “I think I’m going to hire her. She’s going to be the one.” B is my backup. Person A came in for her two-hour test drive. Within the first ten minutes I was like, “This girl’s all mouth.” She’d be a fun girl friend to go to dinner with, but she is not going to move my business forward. It was clear.
When it comes to hiring people, I don’t hire somebody who hasn’t already worked for me. I limited myself to that two-hour window. Why don’t you come in so I can see if you’re the right fit for me, so you can see if we’re the right fit for you? It’s got to go both ways. That’s what I tell people. Pick a duration of time, a window. We’re going to test each other out and see if it’s a fit for you. If it’s not, you got to be ruthless with cutting ties and moving on. Because the wrong contractor will bag you down. Not just you personally as the CEO, they will become a cancer within your organization. It’s critical that everyone’s on the same page. The moment that somebody is not on board and they’re dragging their feet, you got to have a powerful conversation with them. If there’s some solution, great, go towards that solution. If there’s not, you got to set them free. Clearly, it’s not working for them either. That’s why they’re becoming a cancer within the company.
What’s your set up now? Are you still operating somewhere remote? Are you hiring contractors? What do you have now?
I don’t move physical products around the world. I have sold that awesome company which was an amazing story in itself. I coach entrepreneurs on how to grow and scale their companies. How to become the white in a sea of multicolor? How to be the silence amongst all of the noise? This is what I do with my entrepreneurs. I show them, I take them through my process. I show them how to attract your ideal customers, the media, and everything that we’ve been talking about.
My setup is hyper minimal, which I love. I’m in a studio. It’s in my backyard. It’s separate from the house. It’s an awesome space. It’s physically separated from my home which gives me the quiet and the focus that I need to operate with. Everybody on my team, they’re all remote. I’ve got VAs in the Philippines. I’ve got people in the US that I work with, designers. Everybody is remote and it’s all about keeping everybody consistently on the same page, all of us moving in the same direction. The moment I feel something’s off, I’ve got to be willing to confront that. When I say confront, it’s not forced like I was talking about. It’s not anger. It’s not any of those things. It’s like, “I feel like maybe something’s not quite right. Is there anything I can do to help you?”
How do you communicate? What communication channels do you use when you have all of these people all over?
Hiring people is not just about their skills but also the mindset that works within the company.
I’m the same way. I use Voxer. I also use Skype. For those of you that don’t know, Voxer is like a walkie-talkie type of thing. It makes it easier to send voice messages. It’s an awesome app that I discovered. Can we hear the story or at least the short version of how you sold your company? You said it was a good story.
Every physical products company knows that as you grow, what got you to where you are will destroy you moving forward. We kept hitting these ceilings. I was ready to find a partner to take us to the next level. I was doing it on my own. I was going and finding, I didn’t want just money, that was the thing. I knew money wouldn’t be the end all be all solution to getting me to the next level. I wanted a strategic partner. I’m doing rounds. I’m talking to all these people. I’m getting offers but I’m saying no to a lot of them because I was insistent on finding a strategic partner who is bringing more than just money.
I reached out to somebody who was a friend in the industry. I said, “We’re looking for a partner.” He was chomping on the bid. He’s like, “I’ve watched you guys come into this space and totally disrupt it. Yes, let’s talk.” I want to have that conversation about being a partner. The more that we talked, the more he was like, “I love you guys. I love everything that you’re doing. I need more of it.” It was cool because at first, I wasn’t in the space where I wanted to sell my company. The more we talked and the more I started to slowly see what my life could look like in the next phase, I was like, “You know what, I am excited about that.” When he made an offer that I couldn’t refuse, I was like, “I’m going to take this jump.” It was just super exciting and honestly an amazing way to move into the next phase of my growth and development personally. I’m like be in this position now where I can now coach other entrepreneurs.
Was it tough to give away your baby, your business? Did you remove that emotional attachment from it?
In the very beginning, I always called it my baby. I birthed it. In a lot of ways, I gave it more time and attention than it was frequently giving me in return. That’s how it is in the beginning. I had some experiences early on where my ability to move forward with the company was being compromised. I was being strong armed by some individuals. I was facing my greatest fear which was losing my company. In that moment I had to confront some things personally. I began to see that I had attached my worth and my value to this company so much so that if it got destroyed, I was destroyed personally. I went through this process.
I’m a very spiritual woman, you’ll find out if you follow me and all. I have a strong faith and belief in God and his role in my company. He helped me see something and that was, Katie I’m not helping you build this company so that you can become famous and make cool products. I’m helping you build this company because it’s a vehicle for you to become the woman I designed and created you to be. If that means that we have to get out of that vehicle that we’ve created, this Puj vehicle, it means we have to get out of that vehicle and get into another one and that’s okay. I’m here with you. I helped you create it. I can help you create something even better.
This was the first year into my revenue that I had this experience. I finally hit $1 million. I was this rock star and then suddenly nobody could see it, but suddenly it was being ripped out of my hands. It was devastating. That experience transformed me and changed me in a powerful way. Suddenly, I was no longer needy of the company. It’s interesting because in a way that lack of neediness of the company empowered the company even more. When the time came to release it and let it go, and cash in if you will, when that came, I was able to make that decision from a non-needy place. I didn’t need the company to create my worth and my value. I knew that I was just stepping out of a vehicle and would be stepping into a new one.
A lot of entrepreneurs do need to get into that mentality. They do struggle to not look at it. I love what you said, you’re putting a lot of effort into it or giving it a lot of love, but it wasn’t giving you a lot of love back. It’s a great way to put it. What are some of the common mistakes that you see? You look with a lot of entrepreneurs. You’re helping them scale. What’s typically holding entrepreneurs back?
It’s their mind. Everyone can admit this, so often we know what we need to do. The reason we’re struggling is because we’re telling ourselves, you’re a failure. If you go and do that, that’s admitting that you’re not one of the big guys, exposing you as being small to everybody. It’s those stories, ultimately, that’s what holds us back. Oftentimes, if we can take a non-emotional look at our company and establish the facts, what is the actual reality of what is going on? What’s working? What am I getting lost and confused because that piece of the company makes me feel important but isn’t moving the company forward?
This is a conversation I was having with my mastermind now. That’s what I call surface confusion. It’s these actions that are familiar. For me, it was product design, focusing on the product was easy, it was fun. I always want to make the product better. At some point, I had to launch the product and I had to be in revenue. I had to be generating money in order for the company to grow. There was so many times when I would spend so much time, energy and effort in the product. If we’re not selling it, it’s not going to move the company forward. If we can take a step back and establish what the actions that matter are, would going to move the company forward. Pretty much every company who’s reading this now, that’s sales. I can tell you so many clients or friends who come to me and they’re struggling. The reason they’re struggling is they’re taking their eyeball off of sales. We can focus on what’s moving people to action, putting money in the bank account and growing the company. Stop getting lost and confused in the things that make us feel comfortable or important.
Katie, this has been great. If people are reading, they’re like, “I want Katie to help me grow my business. I’m struggling with these things. I want to sell my business.” Where can people contact you? What exciting things do you have coming up?
One of the things I’m super excited, I’m a coach to high performing entrepreneurs, and so is my husband. We have two specialties that we both approach. I am very much in creating a powerful mindset. At the end of the day, if we know all the information, and we’re not taking the right actions and doing it powerfully, we are holding ourselves and our company back. This is what I do. My husband is a massive, brilliant strategist. He knows how to ask the right questions. It’s amazing, at the top of our company, we’re asking all the wrong questions. We’re moving in the wrong direction. It doesn’t grow the company. The question we had been asking ourselves over the last few years is how can we come together in a way that makes sense, utilizes each of our strengths, and it’s not one over the other?
What we’re doing is we are essentially sharing our playbook for how we generated over a million customers with almost zero ads in. We call us NTNRML, because honestly what’s what everyone would say to us. They would find out the media, all these customers, and the retailers, they were all coming to us. Do you realize that’s not normal? It was a very consistent theme. What we’ve done is we’ve essentially gathered our playbook. It’s been not normal playbook. We share this at our founder’s boot camps.
This is a place when you get to be in a room with me and my husband, the brilliant strategist, and you get to know, understand, and create a blueprint for your company. How can you as an entrepreneur become not normal? How can you be asking the not normal questions? How can you be creating this not normal result? What’s super exciting is so much of what we are doing is creating enterprise value. This is a brilliant company, product. A whole system you own and nobody else does. What happens when we create enterprise value is you get significantly more dollars and value for your company and what you have created than when you are a commodity.
I’ve had people come to me and they see I built a multimillion-dollar company and I’m a commodity. I don’t know how to stand out. I have transactional business. How do I transition into a not normal business where I am generating enterprise value? Where customers are coming back to me because of the experience that they’ve had with me prior and they’re looking to me as an expert. This is what we do. The cool thing is this blueprint. We’re essentially showing entrepreneurs how do you build your rocket ship that gets you into what we call escape velocity? Where you’re untouchable? Where there is no more competition where you’re at? Where you can live and thrive and be living the free life that you want badly.
Every physical products company knows that as you grow, what got you to where you are will destroy you moving forward.
In the beginning, my company was not giving me the value and the reward that I needed long-term. We can only be a servant to our company for so long. At some point, we have to either change it or abandon it. It’s all about how can I set up this company in a way that it’s serving me, the founder? That’s the whole point. If this company is destroying your family, then we need to take a hard look at that company because it’s not serving you. If this company is literally taking your health and your sleep, we need to have a conversation. That’s not worth it at the end. This is the conversation that we have with entrepreneurs is people who are passionate about what they’re doing. They are committed to being the very best at what they do in their industry, and they are willing to take that leap and create that blueprint and become not normal.
This has been fantastic. I appreciate you coming on. I’m sure a lot of people will be reaching out to you. I’m excited to hopefully find different ways to work with you going forward.
Thank you, Nate. I was super honored when you reached out to me and seriously super grateful to share my story, my experience and my message. It’s the whole reason I’m here. Too often, this entrepreneurial journey can be lonely. It feels like we’re in our little office and we’re hustling, we’re trying to make it work. That’s what’s amazing about what you’re doing is you’re bringing a conversation and creating an opportunity for people like me to share my story and my experience and help people understand like you’re not alone in this world. I want everyone to know if you’re in a place where you’re experiencing and feeling like a failure. Maybe you need to let go and give up, and move on or whatever that is, I want you to know there have been times in my career so often where I have felt the same thing.
In those moments, I had to look around me and say, “Who believes in me right now? I don’t believe in myself.” I want everyone who’s reading, I want you to know that Katie Richardson believes in you. I do. That’s why I’m here. If I can create that powerful belief in entrepreneurs, we change the world. The rest of the world wants you to feel small. The world wants you to get in line with them and do it the way everybody else is. Honestly, that does not move humanity forward. What moves humanity forward is people who are disrupting the market, who are changing the conversion and who are making the world a better place. That’s who I work with.
I think we finally found someone that has more energy than me, which is tough to do.
When I’m passionate about what I talk about, it pours out. I know the same is about all these people who are reading, you’re here because you’re passionate about what you do. Nate, the same thing, you’re passionate about helping these people because you’ve been in that pain yourself. That’s why you brought forward FreeUp and this amazing service because you’re passionate about helping people get out of the pain you experienced as an entrepreneur. Thank you.
Thank you, Katie.
Katie Richardson is a Powerful Woman who created a Multi Million Dollar Empire from a Sketch and a Giant Leap Of Faith. Today she Leads an Elite Mastermind of Founders and Gives them the Frameworks, Mindsets & Toolsets they need to go from $2 MM to $10 MM in just over 3 years.
She is known as the Mother of 4 who has Mastered both the Art & Science of being a Category LEADER. She Believes One Simple Shift is the answer to Doubling Your Business This Year!
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