Not testimonials - transformations. Listen in as founders break through. These clips from four of our engagements capture real-time breakthroughs with founders rethinking everything — from their offer to their identity.
Craig initially engaged with me through my marketing support program. Fast forward 18 months and the business was thriving, but he wasn’t. Sales were climbing. Inventory was stacked high. But under the surface? He was overwhelmed, emotionally entangled with the brand, and stuck trying to operate a growing company through a 1.0 identity.
His ski gear brand had outgrown its ‘garage-built’ origins, but Craig was still operating like a scrappy founder, spinning plates:
We worked together to zoom out and name the true tension: this wasn’t just about stock or shipping, it was about identity. What was the brand becoming? And who did Craig need to be to lead it there? And how do I navigate the chasm between $1m valuation and $50m?
In our sessions, we disentangled his overwhelm and began building Craig’s capacity to lead strategically. This meant:
Over time, you can see the clarity return. He begins speaking in terms of movements, not products. The new brand doesn’t just "sell ski gear", it helps people unlock their full ski potential.
He goes from resisting change, to owning it.
“Do we get Patriot to a $5M brand… or under another name, could it be $50M?”
(March 29th call, realisation clip)
As of January 2025, Craig’s brand hit nearly $200k in monthly revenue. He raised $100k to support the rebrand, built an internal marketing team around systems we helped him create, and even developed a unicorn product attracting a broader market segment.
This wasn’t just a rebrand. It was a founder stepping into his next chapter; with clarity, leverage, and conviction.
Further resource: View the case study for Craig’s marketing, which came before our Clarity & Leverage work, here.
For years, Brett had been building a running apparel brand. On the surface, it looked successful with decent sales, loyal customers, slick products. But behind the scenes? He was stuck.
“I’ve been in this business so long now… and my salary’s actually been decreasing the last four years.”
The truth? He was burnt out. Caught in a loop of new product launches just to stay relevant. Ads that spiked and dipped. Community platforms that felt flat. A lack of ‘new blood’. And a growing resentment toward the business he’d built. (“I didn’t even want to build a product-based business!”).
He wasn’t even out running anymore.
He didn’t really want to talk about running.
And promoting a brand about running, when he wasn’t even doing it, felt inauthentic.
He knew there was something more to his work. For him to have meaning and fulfilment, there had to be. But he couldn’t see the path.
When we started working together, we didn’t go straight to funnels or tactics. We zoomed out. I helped him reconnect with why he started this in the first place. And I made sure he got out, and started running, come what may.
Instead of pushing another product, we explored a new mission:
“Helping people run in a way that helps their life, not hinders it.”
He thought he could be a ‘coach’. Instead I helped him name a new space and realise he is one-of-one. He’s building his own category. Not throwing his hat in the ring with everyone else:
This reframe unlocked everything.
We evolved his physical product brand into a lead magnet, not the endgame.
We repositioned his community from an afterthought to a hub of engagement.
We tested pricing and messaging for a new offer, without needing perfection or labels.
“You’re just showing up with conviction because you’ve done what they want to do. The how can be emergent.”
Soon, Brett was:
He went from this:
“I was like, about to try to sell this ... but at the last minute, I bailed on that whole plan. I was like, No, I'm gonna focus on trying to make this work. But I don't feel energized. Where my mind is at is I want to be in a position in life where I'm doing something positive for people. I've started to hate just selling physical products."
To this:
“This person was opening up to me about her life… and it just felt great.”
His business didn’t just shift, or improve; it realigned. The energy came back. The spark. The why.
He’s now exploring premium offers that could bring in $10k–$50k per client; and they’re rooted not in ego or hustle, but in authenticity and transformation.
“I'm starting to really see the potential now. I've gotten my confidence back, I feel like I can make this work” and "We're just freaking cruising."
That’s not just a marketing and revenue breakthrough. This is releasing the chains of the old thing and allowing the new, aligned thing to come to life. And its potential impact on the world is huge.
We have reframed Brett’s entire model, from a “running hat brand” to a transformative, philosophical coaching offer for burnt-out high performers using running as the gateway. We helped him see that what he thought was a product business might actually be a mission-based service business, which can include product, but isn't limited to it.
“And and that's that's totally it because, I've struggled over the years with with this company because - I feel like I'm just selling material goods. At my core as a person, it's like... that's not what I wanted to be doing in life. I've wanted to to do something to, be - be positive for the world..”
“I’m not fighting the business anymore. I feel like I’m building something with it. This is fuelling me now.”
“This is the first time in years I’m excited about where this could go.”
Mark came to me with a tangle of ideas, pressure points, and partially built initiatives. Everything was in motion; but none of it was moving forward.
He was 38 and burned out. The project he had poured his life into was stuck in place.
“I'm literally just wasting my life on this project… spokes keep getting thrust into the wheel over and over again.”
He and his co-founder couldn’t agree on priorities. Every next step felt loaded with complexity. Ads seemed like the only answer; but they kept leading to churn. The swirl was real, and it was costing him his clarity, energy, and belief in the whole thing.
We didn’t rush to “simplify.” We didn’t throw out half the business.
Instead, I did what I always do:
I held the entire structure in mind; and rebuilt it from the inside.
What he saw as mess, I showed him was an emergent system.
What he saw as incoherence, I re-presented as nodes in a network that could compound; if sequenced properly.
We mapped it out.
Refined his role.
Created the operating blueprint he now uses as a guiding structure.
He stopped asking “Which thing do I do first?”
He started seeing everything as part of a larger ecosystem; with leverage hidden in plain sight.
“It’s not a mess; it’s actually a clean system. It just hadn’t been comprehended yet.”
“I’ve never had a guide like this. You’re the first person who’s really helped me in a productive way.”
He sold out a new $7,500 coaching offer.
He began testing a franchise model.
He landed meetings with major construction firms (800+ workers).
He turned a legacy program into a modern growth engine.
And most importantly?
He’s no longer just building a business. He’s building a legacy; with clarity and conviction.
“It’s remarkable how close we were for so long; but only when we put things in the right order did it go: bing.”
“Thanks to you, I actually see how this becomes an 8-figure business.”
Before
“We need to make a pitch deck for everyone.”
“We should run ads to drive local interest.”
“This is all so messy.”
“Our teachers don’t know how to explain us.”
After
“We start with a generic version and let it evolve through real interactions.”
“That’s not leverage. Let’s make something replicable first, then scale.”
“It’s actually a clean system ; it just hadn’t been comprehended yet.”
“We’ll equip them with elegant, simple tools and case studies ; as they emerge.”
“It actually felt like you saw something on a Z axis while I was just looking at the X and Y. That’s the best way to describe it.”
When Steven first came to me, he wasn’t sure if Monk Manual , the brand he’d poured years into, even had a place in his future. The tension wasn’t just about growth. It was existential. Does this even belong?
He couldn’t hand it off without first anchoring its deeper meaning, but articulating that felt elusive.
“I feel like there's been a lot of wasted energy,” he said, “because I've been trying to move things forward within the wrong frame. And now I've taken away the frame... I'm playing in a bigger one.”
We worked to create space — for him to think, feel, and breathe. He began to see that the dissonance wasn’t just tactical. It was directional. Was he launching a new thing? Or was Monk Manual still the vessel?
“What we're talking about here is… not just alignment. It's like tuning a compass. It's directional. I feel like you keep coming back to not just challenging premises, but asking: is this really the thing?” Steven
At one point, he attempted to step back and pass operations to his team — but the friction confirmed what we already suspected: without a clear north star, no one could lead. Not even him. He needed to recenter first.
That led to one of the most potent moments in our work:
“I’ve not stepped fully into my agency as a leader… I just see everyone as actors. But that hurts them and me.”
From that moment forward, things changed. He began showing up differently, not with a blueprint, but with a compass. He didn’t need to push harder. He needed to see clearly.
And clarity came, not all at once, but like a Polaroid developing.
“It feels like every time we come back to a thing, it’s moving toward clarity. But it’s not just clarity… it’s like the image is finally being exposed.”
What emerged as a next step was The Path, a completely new engagement and way to express the ethos of Monk Manual, without leaving it behind. Not a rupture, but an integration.
Steven had this to say about the work:
“You're engaging someone in a liminal space... And somehow it's like matchmaking. Like matchmaking a future reality with someone's inner design.”
We mapped the architecture together — from Monk Manual, to The Potent Company, to The Path — and did it without rushing. It was allowed to be emergent. In creating The Path, Steven felt re-energised, and had found an outlet for his creativity, and ideas that needed to find a home and place where they could add value. And they have.
“Even just having these kinds of calls... I'm like, okay, I think I want to keep doing this. Like, it feels like it would be really healthy and generative.”
Today, Steven’s business — and identity as a founder — is no longer caught in-between. The tension that once felt paralysing has become powerfully integrated.
Somewhere in all of it, he stopped orbiting. He found the ground beneath his feet. And chose to walk.