When I launched MarkED4 earlier this year, I had a clear vision of what the program was meant to do. But as with most things in business, the real clarity came from testing, observing, and giving myself permission to pivot.
This quarter, I discovered that the owners most drawn to this program aren’t opposed to growing. They just can’t even imagine scaling yet because their current systems feel chaotic. They already know the “right” answers in theory. But they’re overwhelmed, burnt out, and unsure of which voice in their head to trust. What they actually need is kind, inclusive accountability. Someone to tell them it’s okay to pause or to let go of what isn’t working.
I also learned that self-paced modules are not enough on their own. People don’t just want solutions. They want space to process. Someone who can “read the room” and offer validation alongside action. Workshops that feel more like business therapy, paired with actionable next steps, are the most impactful.
And I saw clearly that the program can’t yet run entirely without me. That was a hard truth to face at first, but it’s the right next step. My role is still essential for now, and that’s okay.
The world doesn’t need more frameworks. Especially for someone who isn’t ready to use them yet. There are already plenty of well-designed systems available. And the real challenge is that many business owners are not yet in the right mindset to apply them effectively.
A great example is the Traction framework by Gino Wickman, which lays out a solid structure for running and scaling a business. But even Traction assumes the business owner has a clear vision and a certain level of operational stability. Without those, even the best frameworks feel overwhelming. My job isn’t to invent another one. It’s to help people get into a mindset where those resources finally make sense.
Meta-Reflection: The Pivot Is the Point
What struck me most this quarter was how much my own process mirrored what I teach others.
I set out in January with what felt like a strong direction. A workbook, a self-paced module prototype, and the goal of eventually removing myself from delivery. But by June, real feedback and real people started showing me that something was off.
I had three clients go through the workbook and assessment phase. And it became clear that while the content itself was strong, the way it was delivered overwhelmed them. The questions were deep, sometimes painful. People needed more space to process before they could act. Even the sales workshop taught me something unexpected. People don’t just want clarity on what to do. They also want permission to take a breath and step back when they need to.
At first, I found myself frustrated. Why weren’t people acting? Do I need to change the way I communicate? Why couldn’t I fully step back yet?
But then I realized: this wasn’t failure. This was clarity.
This quarter forced me to practice what I preach. To stop trying to logic my way through an emotional problem. Listen to what the audience was actually saying. To pivot the structure without abandoning the purpose.
Even the development of MarkED4 itself became a live example of what it means to lead a business with purpose. I stayed focused on the bigger vision while adjusting the format and pace as needed. I had to keep asking myself: What am I trying to achieve? Does this version get me there? If not, what needs to shift?
These aren’t mistakes. They’re the work. They’re what make the next version better.
Permission to Pivot Is Progress
For business owners reading this, here’s what I want you to take away: none of this — for me or for you — is a mistake. Every step you take, every plan you revise, every idea you rethink is all part of the process of refining your vision.
There’s no way to plan your way to perfect. You have to start, test, adjust, and keep going. And every time you pivot in a way that brings you closer to your purpose, you’re succeeding.
Giving yourself permission to pivot is mission critical.
For me, this quarter has been about listening, refining, and letting go of my own unrealistic expectations about how quickly I could remove myself from the process.
For you, it might mean letting go of what you think your business “should” look like and giving yourself permission to shape it into what it needs to be.
This is how we grow. By being willing to pivot when the moment calls for it.