On paper, it looks impressive.
Over 80 clients welcomed into Sales Spice.
Three 100K plus launches.
Eighty percent of our first cohort re-signed.
Four hundred thousand in one year.
And yes, I am incredibly proud of that.
But growth like that does not happen without friction. It does not happen without uncomfortable lessons. And it definitely does not happen without moments where you question yourself.
Here are the biggest challenges I faced while scaling, and what they actually taught me about leadership, boundaries and building a sustainable group offer.
1. Clients Ghosting When You Care Deeply
This was my number one emotional challenge.
As someone who genuinely cares about client results and is a recovering people pleaser, disengaged clients hit hard.
When someone goes quiet, stops showing up or does not complete the work, it is very easy to make it mean something about you. That you failed them. That your program is not good enough. That you should have done more.
At first, I tried to fix everything. I offered olive branches. Extra support. More access.
But here is what I learned.
You cannot want results more than your clients do.
Now we have a clear system in place to re-engage disengaged clients. We reach out. We offer support. We create space for them to step back in. If they choose not to, we respect that. We do not bad mouth them. We do not call them out. We understand that people have lives, seasons and priorities.
And at the same time, we hold our boundaries. We expect clients to honour the terms they agreed to.
Compassion and standards can coexist.
2. Busy Groups and Leadership Overwhelm
When Sales Spice started growing quickly, engagement exploded.
More questions in Circle. More materials to review. More celebration. More problem solving. More everything.
When I was running it largely on my own, I felt busy constantly. Not productive. Busy. There is a difference.
And that is not the point of building a scalable group.
So I made a decision. I stopped trying to be the centre of delivery.
I built a strong operations structure. I invested in co coaches trained to a very high standard. I refined the curriculum so that it could stand on its own.
Now my curriculum is the head coach.
Clients do not need constant access to me to get results. They need a clear pathway, strong support and a container that works without relying on my energy 24 hours a day.
If you want to scale a group, you have to design it so it does not collapse without you.
3. The Intensity of Big Launches
Big launches sound glamorous.
They are also intense.
Regularly, we see around 40 applications in a launch period. That often means 40 one hour sales calls across a couple of weeks. That is a lot of conversations, a lot of energy and a lot of decision making.
In earlier launches, timing never quite felt locked in. It felt reactive rather than structured. That made everything feel more rushed than it needed to be.
So we changed that.
Now we work at least a quarter ahead. Enrollment dates are set. Start dates are set. The company runs on a rhythm rather than adrenaline.
Structure reduces stress. Planning creates power.
Big launches are still big. But now they are controlled.
4. Clients Feeling Stuck in a Comprehensive Program
Another hard moment as a leader is watching a client feel stuck.
In a comprehensive program, it is normal for some people to feel overwhelmed. That does not mean the program is broken. It means they are stretching.
I used to panic when this happened. I worried it meant the curriculum was bad or I had misjudged the structure.
Now I see it differently.
Clients being clients is not a failure. It is part of the process.
So instead of spiralling, we improved our systems.
We continue upgrading curriculum.
We build new tools to fill gaps.
Our co coaching team checks monthly reports and reaches out proactively.
We added more mindset resources to support internal blocks, not just tactical ones.
We actively invite feedback and implement it quickly.
Growth at this level requires iteration. You refine as you rise.
What Scaling Actually Requires
Scaling to 75 clients and 400K in one year was not about working more hours.
It was about:
• Stronger boundaries
• Better systems
• Emotional resilience
• Letting go of being needed
• Designing for sustainability
The hardest parts were not tactical. They were identity shifts.
From coach to leader.
From helper to holder of standards.
From being in everything to building something that runs well without me.
That is the real work of scaling.
And honestly, I would not trade it.
Because when you build something that supports clients properly and supports your life at the same time, that is when business actually feels powerful.
If you are building or scaling a group offer and want to grow your visibility, audience and demand so you can fill it consistently, Volume is where we focus on that foundation. Inside, we refine your messaging, expand your reach and position you as the go to voice in your niche so scaling feels inevitable rather than stressful.
