Are you pouring time, money, and energy into acquiring new clients, only to realize you’re leaving money on the table with the ones you already have? Today, we tackle the “new customer” addiction that keeps so many business owners stuck on a hamster wheel. While lead generation is necessary, it often distracts us from the most valuable assets in our business: our existing and past clients.
We’re breaking down:
- The Dopamine Trap: Why we instinctively chase new clients instead of nurturing the ones we have.
- The “Fries With That” Strategy: How to identify missed revenue opportunities without feeling pushy or “salesy.”
- The Pricing Myth: Why “easy” work is often undervalued, and how raising your rates can actually scale your business more effectively than adding more clients.
- Capacity vs. Scaling: How to tell the difference between needing more clients and needing to serve your current clients differently.
Stop ignoring the easiest path to growth. Listen in to find out if your next dollar should come from a new lead or a client who already trusts you.
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Watch the episode here
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Stop Chasing New Leads: Unlock The Hidden Revenue Already In Your Business
Why Business Owners Overlook Current Opportunities
There’s something that Gwen and I have been observing quite a bit lately. Once we were able to name it, I can’t unsee it everywhere now. I was browsing LinkedIn and I was like, “It is everywhere. This is a problem.” We have to talk about it while we’re here. We just have to. What I’m talking about is business owners pouring time, money, and energy into client acquisition, into getting more clients. All while completely overlooking the opportunities sitting right in front of them.
They are learning email marketing. They are expanding over to YouTube. They are starting up a show. Not that we don’t love podcasts. We got a show. They’re not necessarily wrong. We all want new clients. We know that we’ve got to have leads coming into the pipeline in order to support the attrition of clients that naturally happens for all of us, our customers if you’re a product-based business. When you’re solving the most obvious problem, you’re not often solving the most important problem.
In this episode, what I want to talk about, Gwen, is why so many businesses are focused on acquiring new customers while leaving money on the table with the customer they already have. More importantly, how to know where your next dollar should come from. Gwen, let’s start here. Why do you think so many business owners immediately jump to, “I need more clients,” when they want to increase revenue?
It’s because that’s how the business started. Seriously, though. It’s a lot of it. All of the grooves in their brain around the business and what creates revenue in their business is getting new customers. If we don’t do that at the beginning, then we don’t have a business. I’m not saying that’s a bad thing. Part of it is that. This is how we create revenue. We bring in new clients. For some fairly significant part of your business, unless you just happen to have one that just went crazy. The first two to three years, a lot of your revenue has to come from acquiring new customers.
We generate revenue by bringing in new clients. Share on XThe Dopamine Addiction Of New Customer Acquisition
It’s figuring out a product-market fit and all of those things that we’ve talked about in other situations. That becomes a very established groove in our brain. That’s part of it. Now, there is also a dopamine hit that comes with every new customer. We all have it. Some people literally ring a bell. There are things that say whatever and we get very excited about it. There’s a bit of an addiction to the new customer because it says, “Somebody new loves me.”
It’s the same thing when someone follows you. It’s all the social media dopamine hits and I get that as well. The last one comes to my head is, we’ve got a whole lot of societal pressure of more, more, and more, grow, grow, and grow. That means we need more new. As you said, we shouldn’t be acquiring new customers. There’s some amount of attrition that’s going to happen no matter how amazing you are and what your service is.
For thousands of reasons, most of which is probably completely out of your control. Even if you don’t need a lot of customers, from time to time, someone says, “We’ve done our work. I’m going to move on. We’re happy to release them. That’s fine.” If I’m not acquiring new customers, then over time that becomes problematic. Even though I don’t need 10,000 customers, that’s not what my business model is. There always needs to be some new customer acquisition but we’re often missing big things in the process. It’s because we only focus on new customer acquisition.
Tell me what’s a business owner missing when that’s all they focus on?
They’re missing the easiest person to sell to, which is the person who already used your service or bought your product or whatever the thing is and thinks you’re amazing. Generally, they would rather give you more money than give it to someone who knows where there’s someone else’s new customer.
That tracks.
The “Fries With That” Strategy For Existing Clients
I remember McDonald’s back in the early ‘60s and they didn’t used to ask. “Do you want fries with that?” I don’t remember till mid ‘70s, but still, the point is still valid. They didn’t ask because everyone knew that you could get fries at McDonald’s for heaven’s sakes. If you wanted fries, you’d ask for them, wouldn’t you? Of course, you would. How much more did they sell when they started asking, do you want fries with that? I do want fries with that. They weren’t forcing anybody. It wasn’t like, “You’re going to buy fries, aren’t you?”
“Fries would make that better.” It is that thing of, there’s more money often in the customers you already have that you’re overlooking. You don’t quite get the same dopamine hit when they buy fries with the hamburger that they already came in to buy the hamburger. There’s part of that. Back to, it doesn’t feel like growth because instead of having 1 billion or 10 billion or 100 billion were served on their signs. You may not be able to see that because it’s like, “I don’t have 8,000 customers. I only have 1,000 amazing customers.”
Someone else is like, “I have 8,000 customers.” It’s like, “Are they amazing?” It’s back to that groove of like, I need more customers. What if instead of getting $100 from every customer, you got $300 from every customer? How much easier is that over time and how much less does that cost you in the cost of client acquisition? We aren’t having to re-acquire that client. It went a whole path.
The question I’d ask is, what are they missing when they focus only on acquisition? Part of what you said is, you’re missing whether anything else you offer can help them. Part of that is they get more help. I can go into McDonald’s for a burger using your, would you like fries with that example, and walk out with a burger. Sometimes, the burger isn’t enough.
I ate the burger and now I’m going to go to the cafe down the way and get myself a snack. When McDonald’s says, “Do you want fries with that?” It’s like, “I am a little hungrier than usual. The burger and fries sound good. If I don’t eat them all, it doesn’t matter.” Now, you just saved me from having to get a snack later. If I remember that, which I likely will, then I start getting a burger and fries every time I go to McDonald’s.
Not only did you associate yourself but you saved time because now I don’t have to go back and get another snack later. It wasn’t just the product. There were other benefits for me as a customer.
That’s the point I want to make because I want to make sure. You already said we’re not talking about sucking our customers or our clients’ drive. That is not the point. We’re not trying to sell people things they don’t need. It’s recognizing that there are times when we offer them something that they may or may not know exists. It doesn’t just benefit them at the moment. They associate that benefit long-term. It’s not just $0.50 more for fries. Although, fries are like an extra $2 these days. It’s $0.50 more every single time I go to McDonald’s.
I like McDonald’s fries better than anybody else’s fries.
Which is an objective truth. I’m just going to put that out there.
When I just want a fries, I end up going to McDonald’s to get it. It’s a compounding thing. It’s a snowball.
Determining When To Serve Clients Differently Versus Acquiring New Ones
How do you tell the difference between a business that truly needs more clients and one that needs to serve their clients differently?
The first thing to look at is to say, are there clients who want your service or your product that aren’t able to get it when it’s offered? Meaning that there’s extra clients. If I’m only able to serve 1,000 people with whatever offer I’m doing. I know that there’s probably at least 5,000 that want it that I’ve already served in some way prior. This is my existing list. My current or past client list. We don’t need more clients. We need that.
If I have a product that sells out quickly every time, then we don’t probably need more clients. We’ve got a different issue there. Any of these types of things where there’s a waiting list, selling out quickly, or people are reaching out and saying, “Can I get this?” It’s like, “I’m sorry. We’re done.” There’s a balance here because there is some value in creating a bit of, “I’ve got to pay attention. If I want in, I need to get in right away.”
Genuine scarcity does work.
When it’s truly genuine scarcity. That does work to some degree, but I’m not talking about where we’ve got ten slots and there’s a person that comes back two days before the event and says, “Do you have one more slot left?” They’re not who I’m talking about. When there’s ten slots for something and within two days, they’re all gone and then 40 more people within that next week say, “Do you have slots?” That means there’s a real interest in this.
Nick Peterson and I were talking about this years ago. It was part of our very first conversation he and I ever had, which is interesting. He said when he’s doing that weightless thing, so long as there’s at least as many as he had in the original slot. He goes for at least 50% to double before he opens up another equivalent slot. If there’s ten people, I’m not going to do it for five. Five people may not be serious, but if it was a 10-person slot and I’ve got 15. I am leaving money on the table. There are plenty of people who want it.
It’s thinking about that and then thinking about what you like doing or what is the product that you like creating or those things. If you did more of that, would more people want to participate? Maybe. That’s another variable that we don’t always think about. I want to bring some concrete examples to the table here so that people can know. One example would be, if I am a one-on-one service provider.
My capacity is ten clients and I am booked out at ten clients. One way that I maximize my revenue moving forward at being booked out is when one client goes, I charge more for the next client. I go from being a $500 an hour consultant to a $700 an hour consultant because I only have one opening. I’m fully booked out anyway. It’s no harm, no foul. That’s one way to do it. Another way would be to say, “I’m fully booked out at ten. Maybe it’s time for me to start working one to many. Maybe it’s time for me to launch a group program.”
The same thing, but a little bit different. I’m going to have to configure things so that I can serve multiple people in a session. Another option, this is something that you started doing, which is an in-person retreat. It’s super tiny. Your in-person retreat is four people. Plus, super tiny and super intimate. They are premium priced because everybody involved has to take time off of work. It’s not like coming in hot for an hour-long or even a three-hour Zoom call.
Everybody’s traveling and going to it, but because you’re all traveling together, you’re camped out together, staying in the same place. It’s just so much more synergistic. It is a higher value, but that’s one thing. It’s going, “Clients, if you ever want to get together with me in person. Here’s how we can do it.” There are ways to have a different offer that complements and appeals to the current people. There are ways to figure out how to make your offer serve others.
Some of the examples you’ve made feel almost even product-based. I think of concert tickets. The concert sells out in an hour. I don’t want to get into the logistics of how awful some of those promoters can be, but the promoter could talk to the artist and try to open up another concert date. They could open up portions of the arena that don’t have the best view because some people want to just be at the show. They don’t care if they can see the artist. As long as the sound is good and they can hear, they are happy. They may open some additional seats. To your operations point, that has a lower cost of overhead because they already have the venue booked.
We’re maximizing the space.
If nobody buys those tickets, no harm, no foul. They’re already sold out. If people do buy those tickets, they’re thrilled to get into the event. They don’t care about the bad view and you just made a much higher profit.
My favorite to avoid is because this is one of your own blind spots. We’ve talked about it before.
If you’re watching on YouTube, I just stuck my tongue out at Gwen. I feel like everybody should know that.
It was related to your first one. You just say, “I’m booked at $500 an hour. Next month, I’m raising my rate to $800 an hour,” to everybody.
I did mention bringing in new people with a higher rate.
You did, but I know that you don’t like raising people’s rates. What I’ve committed to is what I committed to, but you could say, “I realized what I’m doing now is worth $800 an hour.” We’re making up this example. There will be some people who are like, “I’ve been waiting. You’re right. It’s well overdue. No problem. $800 an hour is fine.” They’ll be people who are like, “What?” What that opens up is new people to come in who say, “$800 feels like a bargain.”
This is something that you talk a lot about. It’s not specifically the topic of the episode, but I do think it’s important to address. The myth of entrepreneurship is that you can’t scale if you offer high-touch services. Your point is you can, because if you’re fully booked at $500 an hour, chances are you can get fully booked at $700 an hour. If not, it doesn’t matter because it takes fewer clients to get the same revenue.
You don’t have to work more hours to get more money. I want you to talk about a recent exam example from one of our clients. This might be called utilization in your business-y operation world, but I could be wrong. You’ve got a bunch of clients and let’s just say there’s five things they need that you can offer. All of these clients are being served on one thing, but they’re not being served on any of the four others for whatever reasons but they want it. They’ve asked for it. You just haven’t opened it. Maybe because you’re a little scared of the floodgates, maybe that’s it. What is going on in a situation like that? Here’s what I want to know. I want to know why if that’s your reality, you would ignore it and why you would still focus on getting new clients.
Systems Issues As The Root Cause Of Service Gaps
Back to new clients’ familiarity. Often, the reason that you’re not doing the other is your systems are not working in a way that allows for you to service the same client on three different products. And I’m making that up but it doesn’t necessarily mean that. It’s usually 85% of the time, a systems issue. The system doesn’t support it because I never thought I would need the system to support it or the system that supports it was assuming that people would go from service 1 to service 2 to service 3 to service 4 to service 5. They’re like, “I want 1, 3, and 5 now.”
That is so common.
When you started, it did make sense that it was one and then you built on two. When they finish up, they need two. We’re taught to do that then, all of a sudden, people are like, “I want this set of three things.” Often, it’s because the system won’t support it. Not that it can’t support it, but we make assumptions around what the system can and can’t do.
Before I ask my next question, I can also say because I’ve worked in organizations like this, where so much time and energy has been put into the onboarding process for a new client. That’s solid, but there is no process in place for a client to jump from this to that to that. The assumption is, people will come in. They will stay at the level they came in or they will stay with the offer they came in at.
Most people do not have a retention process. Part of the retention process isn’t just, are we serving them well for the thing they got but are we serving them at the level they want to be served?
Most businesses don't have a retention strategy. Retention isn't just about delivering what customers bought—it's about serving them the way they want to be served. Share on XThat’s a good one right there. I want to close up this one example of, I’ve got other offers that people would take but I’m not selling them to them. What would you be looking at doing before marketing to those clients about the other offers? What would you want to make sure? Obviously, you’d want to make sure that you’ve got a process in place but what else needs to be diagnosed here?
Part of it is, what is your capacity, which is usually often part of the systems issue. What do you need to have in place? Does there need to be a different onboarding process because they’re starting three things at once as opposed to only starting one thing? There’s a lot of questions, but almost all of them are system questions. It’s asking yourself, if this happened, what would need to be true? What would we need to be true for this to happen?
Someone I was listening to many years ago talked about how in their world, you can’t buy thing three until you’ve done thing one and thing two. There may be a reason for that. The difference is, you just need to make it clear that that’s the case. That’s a different thing to say, “I know you want thing three, but we know it won’t work nearly as well for you if you don’t first do thing 1 and thing 2.”
Whatever that is. That’s part of it, is to say, what breaks? What needs to be true so that this can happen? Typically, most of it is systems related. It’s often challenging all the assumptions that we’re making around those things because usually, in our mind, we’ve said, “They can’t do it because of this assumption,” then you start thinking, “Maybe they could.”>
I’ve heard you talk to clients about this in the past. Sometimes, they’re like, “I don’t have the manpower. That’s like a limited time offer. I don’t want to hire somebody full-time twelve months out of the year when I only need them for a couple of months.” They don’t realize that you can be a service provider and still have seasonal work. Hello, CPAs, Tax Time, H&R Block?
Part of it is their own assumption. Back to this is an assumption. The assumption is, no one will work for me if they’re not guaranteed ongoing work. There’s a lot of people who are like, “That is exactly what I want. I want to be able to only work two months out of the year. By doing that, I get this benefit or that benefit or whatever the case may be.” We make so many assumptions based on what would not work for us and would never work for anybody else.
Now we’re going to talk about the thing that you accused me of skipping. I wasn’t skipping it. I just wanted to save it until last. I want to talk about raising prices. I use the concert example but you work with a lot of makers. They’re making things by hand. There’s only so much they can make. If they’re selling out quickly, I will even tell them to raise their prices. What do you think holds people back from?
In the case of, I make a campaign of things. I make a collection. The next collection can come out higher. That, I find resistance to. Although that surprises me. There’s things like, “Rather than working on that, what I should do is create this whole other line or I’m selling stuff off of social media.” I will speak from myself. I used to sell a ton off of live streams. That’s how I got almost all of my clients.
Everybody was like, “You’re the victim of the algorithm. You can’t guarantee who sees this. You need to get good at email marketing.” I spent a whole year learning how to sell via email. Spoiler alert. Nobody buys my emails. In case you want, you can get on my email list. Probably not going to buy anything because nobody does. Why? It’s because when they find out about me, they either hire me or they don’t. Nobody hires me sitting on my email list. Why does raising prices feel hard in general? I want you to say, why do some of us even choose to learn a whole new skill rather than raise our prices?
The Psychology And Resistance Behind Raising Your Price
The fundamental basic reason every time I’ve seen it, it will manifest itself slightly differently. The real root cause is a combination of, “This is so easy for me. Why would anybody pay for this?” And/or as I said it, they are very closely related. I would never pay that much for that. No one else will either. Usually, they’re very closely entangled. The reason I would never pay that much for that is because I can do it in my sleep. Why would I pay that much for that? I can do this myself. It’s just so easy. Now, I also will always say this falls into our protestant work ethic, United States mindset of, if it’s not hard, it’s not valuable. We forget that just because it’s easy for us, it doesn’t mean it’s not exceedingly hard for somebody else.
There’s a whole lot of other stuff.
That’s like the basic layer.
There’s some other things speaking to the protestant work ethic. In this influencer culture, not only do we have a front row seat to our own critics. We have a front row seat to other people’s critics because we developed these parasocial relationships. Sometimes, we take on the criticism we see of others. I’ll give you an example. There is somebody I have followed for years who has become an influencer post-pandemic. When I say an influencer, what I mean is they don’t just make money off of what they create and what they sell.
They also make money by telling their followers to buy stuff from other people. Whether it’s a purse or pair of boots or whatever. I remember being in a group and talking about how she had lost touch with her audience because her audience doesn’t have the money to buy a $100 purse. How dare she, right? I remember thinking, “That’s bold to assume that just because you wouldn’t spend $100 on a purse means that nobody who follows her would spend $100 on her purse.” That’s not what they were saying. What they were saying is, “Who does she think she is to tell me that I should buy a $100 purse?” I’ve seen this in other scenarios. I’ve seen people who were like, “I could never rep that brand because people will say, “Who do I think I am in order to do this?”
There’s that piece. I’m afraid that people will think I got too big for my britches. I think I’m better than I am. We worry about our identity. I say that I’m all about accessibility. I want to take good care of my people. I don’t believe in charging exorbitant rates for things. If I raise my prices, aren’t I just like the other guy who’s taking advantage of everyone?
This is the meat part. Third, there’s the avoidance piece. I just don’t want to have the conversation. I don’t want to say, “Gwen, I’ve been working with you for years. You’ve been paying me. this amount of rate. Meanwhile, my groceries have gone up 25%. I’m not saying we need to raise your prices 25%, but I do need you to kick a little cash over here so I can keep the bougie girls in their bougie foods.”
Who raised your rate when you and I were working together?
You’re the only client who raises my rates but yes.
It’s because you’ve been good.
You’re like, “Tonya, you’ve been working with me for this long.” I’m just saying.
It’s because it’s this thing. We all get there. It’s a classic kind of situation and I will say, this is mostly a female problem. I’m not saying it doesn’t happen to guys, but it mostly is a female problem. Men mostly wouldn’t be like, “It sold out and five minutes. I probably should double my rates.” Most of them are just like, “Yeah.” You say it to a woman and they’re like, “What do you mean?” Even though three breaths before they said I’m not making enough money.
Since you went there, Gwen, we’re going there. We’re going to take a little left turn and we’re going to go there before we run out of time. I 100% agree with you. It is largely a female founder thing. Part of it is because we’re impact-driven.
It has to do with all the societal influences, pressures, patriarchal system, the list goes on and on. Not that I’m like damn with a man. It’s just the reality.
A lot of times, everybody takes on some identity related to their business, but as female founders, we tend to take all aspects of our business into our identity.
I would agree with you.
I don’t think the other gender does the same. Here’s a question. If someone’s reading and says, “I need more revenue.” By now, they know that we think they should look into their existing client base first. Second would be their prior clients. What do you think are the questions they should be asking about their existing clients?
I would say existing and prior. To me, they are one group.
Anybody who gives you money or has given you money is more important.
Who didn’t leave grumpy. There may be prior clients that left grumpy. They’re probably not who we’re talking about, but anybody who you served and who bought all accounts on your side that was happy with the service of the product that you delivered. To me, that’s one giant group. The first thing I ask is, are there places that have waitlists, and are selling out super fast? Are there things that are happening where you know if you could provide more of the same thing, your existing groups would buy? That’s the first place to look.
Repeat that for me.
The first one is, are there places where either you’re selling out, you’ve got a waitlist that people are asking to get into any of that situation consistently. Not once every three years. Those are blips, but like pretty consistently you’re seeing this happen. That means you have an opportunity to do something around your existing customers. There is a need that is not being fulfilled. That would be the very first place that I would look.
By the way, with that, I would be looking at the thing that you love the most, are most comfortable with that comes by you so naturally that you don’t even think about it. While you’re doing that, look at the price. That’s the second thing. Often, the reason it’s selling out or you’re getting a waitlist is because everyone else on the planet realizes this thing is worth $100 and you’re charging $10 because it’s so easy.
That means some of your $10 people are not going to buy, but when 9 of your $10 people don’t buy and when 100 people do. You’re still in the exact same financial place. Except maybe you’ve reduced your cost of delivery, so you’re probably ahead. That’s the other. The third is to say, where are things that I like to do or can do that align with what I’m already doing? Is there something that just feels natural? I will pick on two things that this did with me. One is I was talking about doing my own quarterly planning. I had two or three clients that said, “I would love to do quarterly planning with you. I do it with all my clients but I never take time to do it myself.” It was like, “I could add on a quarterly planning offer.”
For my existing clients, we included it. I raised my prices so that it could be included because they knew they needed to be in it. Early on, it was like, this can be a tone offer. They can only come for quarterly planning. It was like, “This is something that makes perfect sense for the other things that we’re doing.” It’s not like this very random thing and like, “By the way, I’m going to sell you tacos.” That has nothing to do with it.
The second one was the Savvy Syndicate, which is our very small group Mastermind. I had a few people that I would love to be able to go in depth with you for a day or two in person. It was like, “Now, back to something I enjoy.” I’m not telling you to do something you hate. If you’re like, “That would be the worst thing ever.” Don’t do that. If it’s like, “That’d be fun. I would enjoy that. That would be useful. Let’s see if there’s interest in it.” There’s a place to create new offers that are in alignment based on what your clients are asking for and looking for. You need to be listening for that, and a lot of times, we’re not. Do you have a fourth one?
Aligning New Offers With Existing Client Success And Feedback
I was thinking about the fourth one. Number one, you need to look at your competitors in the market. You need to be looking around. Two things: look around and see what everybody else is charging for what you’re doing and what they offer aligns. That’s going to help you with the pricing piece. The second thing is, I would be looking at your offers, your clients and success and seeing what makes the difference between those who are successful right off the bat and those who struggle.
See if there is something that you could be offering that helps those who struggle do better. For instance, is implementation weeks. That is something that is big in my space. I can sell you a content calendar but you have to go and do the work. You have to figure out how to do it, and you get stuck in your head on it. It’s on the shelf. For a little extra money, we can have a few sessions a week where I support you in doing that. When you get stuck in your head and you want to ask a question, I’m there for it. It’s not a ton of extra time. It benefits me because you’re more apt to buy more stuff for me because now you have a good association. I love that work.
Back to, you need to love it.
I like that.
It was like, “Having to help someone implement would be the worst thing. That’s just like death with a thousand paper cuts.” Don’t offer that. Don’t do that only because you can and it’s aligned, doesn’t mean you should.>
Exactly. If you’re on the fence with, maybe I can or maybe I should or maybe I shouldn’t or maybe I can’t. These are one of those things I would love to say to just sit with the questions that Gwen has asked you and journal, and the answer will become apparent. The fact is, it might. Twenty percent of you are listening and enough about your client and the market and you know where you set that the answers are very easy. For most of you, the case is not the same because I would argue that 80% of you don’t value what you do because what you do feels so easy. You have no idea how hard it is for the people who serve.
It is the root-cause problem, and you’ve got to get outside perspective before you’re ever going to see it. Anytime I bring it up with one of my clients, regardless of what the topic is. They just look at me like I have eighteen heads.
Exactly, and I get that. My whole business now is based on something that I never thought to do as a business because it was so easy and I loved it so much. I would say again that this is one of those scenarios where you just got to get on the call with Gwen. Go to www.tonyakubo.com/Clarity. It’s a 30-minute call. It’s not a sales call, but it is where you can talk through these questions with Gwen.
She can ask you deeper clarifying questions and then you can get to the bottom of why it doesn't make sense to keep focusing all your time and energy on more clients or does it make sense to serve your current or past clients a little bit differently than you have before, even if it means raising your prices. You can always say Gwen told you so. That's always helpful, too. You're not the bad guy. Make Gwen the bad guy. She doesn't mind. Catch you on the next episode. In the meantime, www.tonyakubo.com/Clarity to get your clarity call booked with Gwen.
Mentioned In This Episode
About Your Hosts
Gwen Bortner has spent four decades advising executives and entrepreneurs in 45+ industries. She helps women succeed in business without sacrificing happiness by identifying their true desires and aligning their business functions. She spots overlooked bottlenecks and crafts efficient plans toward sustainable success that center your values and priorities. Known for her unique approach to problem-solving and accountability through the G.E.A.R.S. framework, Gwen empowers clients to achieve their definition of success without sacrificing what matters most.
Tonya Kubo is a marketing strategist and community builder who helps entrepreneurs build thriving online communities. As co-host of The Business You Really Want and Chief Marketing and Operations Officer (CMOO) at Everyday Effectiveness, she keeps conversations on track and ensures complex business concepts are accessible to everyone. A master facilitator with 18+ years of experience in online community building, Tonya takes a people-first approach to marketing and centers the human experience in all she does.
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