In 2025, I served 294 clients.
In 2026, I want to serve 1000.
That is not a cute little stretch goal. That is a completely different level of business.
And if I want to make that happen, I do not need to simply “work harder”. I need to build a business that can actually hold that kind of volume.
Because serving 1000 clients is not just about selling more. It is about generating more leads, converting more of the right people, strengthening my curriculum, tightening my delivery systems, growing my team, improving my funnels, and becoming the kind of leader who can hold that level of expansion without tipping into stress and burnout.
So this year, that is exactly what I am focused on.
First: lead generation
Whether you want to serve 10 clients or 1000 clients this year, you need a lead generation system.
You need your content to attract hundreds, even thousands, of people into your world.
Then you need your content, messaging, and offers to pull out the people who are actually most interested in buying.
For me, that means taking a multi-channel approach instead of relying on one platform to do all the heavy lifting.
Instagram is obviously a big part of that. I already have a large audience there, and it is likely that many of the people who could become clients already follow me in some form. But I also know that not all followers are active, relevant, or ready. So fresh eyes and fresh leads matter.
Ads are part of the picture too. I do not see it as organic versus paid anymore. If I want to scale to 1000 clients, I want both working together.
Email is another major focus because so many of my sales come through email. That means continuing to move as many of my Instagram followers as possible onto my email list, where I can build a deeper relationship and sell far more effectively.
And then there are the other touchpoints: my podcast and Threads especially. These give me more room to expand ideas, build trust, and have real conversations with my community.
If I want to double my clients, I need to double the opportunities people have to find me, connect with me, and buy from me.
Second: curriculum
I cannot serve 1000 clients one to one.
Which means my intellectual property has to do more of the heavy lifting.
My frameworks, training materials, resources, and methodologies need to be strong enough to get clients results without them needing constant hand-holding. That is what makes scale sustainable.
One of the biggest things 2025 taught me is just how much I have learned through delivery, through clients, through launches, through testing, through refining. And all of that learning now needs to be built back into my offers.
So in 2026, my offers are getting deeper curriculum overhauls.
Not because they were not working, but because they are working, and I now know how to make them even stronger.
If I want to serve more people well, the curriculum has to carry more of the transformation.
Third: delivery systems
You cannot walk 1000 clients into your spaces by hand.
At that level, delivery has to be intentional, clean, and repeatable.
That means smoother onboarding. Better client communication. More proactive check-ins. Clearer upgrade paths. Stronger offboarding. Easier re-sign processes. Better internal operations all round.
This is one of the least glamorous parts of scaling, but it is one of the most important.
A business that serves a high volume of clients well is not built on vibes. It is built on systems.
And the exciting part is that my business already has strong foundations here. We already have brilliant upgrade and re-sign rates, which tells me the client experience is working. Now I want to make it even better.
Because when your backend is strong, growth stops feeling chaotic.
Fourth: team
I already have an incredible team.
They help manage operations and support my clients as co-coaches inside my programs, and that has been one of the biggest reasons I have been able to grow in the way I have.
But if I want to serve 1000 clients, I know my team will need to grow too.
I will likely expand my co-coaching team in 2026, which means I need to be just as intentional about hiring, training, and retaining brilliant people as I am about attracting brilliant clients.
A volume business is never built by one person trying to do everything alone.
It is built by a strong leader, supported by strong people, all working inside a strong structure.
Fifth: funnels
In 2025, I predominantly ran open-close launch cycles for my programs.
And they worked.
But part of serving more people means making it easier for people to step into my world at different times, not only during live launches.
So by Q2, one of my goals is to have both core offers supported by evergreen funnels that can sell more passively in the background, while I still run live launches a few times a year to spotlight each offer properly.
I am not reinventing the wheel here. The funnels I did run in 2025 converted well, so this is about refining, repeating, and improving.
That is one of the biggest lessons scaling has taught me: you do not always need a new strategy. Sometimes you just need to rinse and repeat the one that already works, but better.
Sixth: mindset
This one matters just as much as any strategy.
In 2025, I went through all sorts of self-doubt wobbles as I expanded my capacity.
And I know that as I stretch even further in 2026, more stuff will come up.
That is normal.
Every new level of growth asks a new level of leadership from you.
So part of my focus this year is keeping my mindset strong and supported. That means leaning on all the tools that help me stay grounded: coaching, therapy, exercise, rest, slowing down when I need to, and yes, literally touching grass.
You do not build a bigger business by white-knuckling your way through it.
You build it by becoming the person who can hold more.
What I really want to show this year
I am documenting this journey because I want to show that it is possible to build a true volume business without stress, burnout, or losing touch with your clients and community.
I want to prove that serving more people does not have to mean becoming colder, busier, or more disconnected.
It can mean becoming clearer.
More supported.
More intentional.
More spacious.
More impactful.
That is the kind of scale I care about.
Not scale for the sake of ego.
Not growth that costs me my peace.
Not more clients at the expense of quality.
Real scale.
Sustainable scale.
Human scale.
If you are building towards bigger goals too and you want support creating the audience, leads, and content systems that make a volume business possible, come and check out Volume.
It is where I teach coaches, experts, and service providers how to grow an audience that is actually ready to buy, create content that brings in better leads, and build the kind of visibility that supports long-term sales. You can join us here.
