When challenges arise, the wise prioritise over powering through. Lauren Fraser, founder of Thea Media, challenges the conventional wisdom that toughness is the only answer. Join us as we delve into her entrepreneurial journey—from navigating chronic fatigue to building a thriving digital marketing agency that values balance and well-being. Lauren’s honest account is not just a success story; it’s a blueprint for sustainable growth that doesn’t sacrifice personal health for professional gain.
Have you ever wondered what the aftermath of a business acquisition looks like from the inside? Lauren Fraser offers a rare glimpse into the delicate dance of team management during these transitions. Her experiences reveal the profound effect leadership can have on a company’s culture, as well as the importance of trust and communication within remote and inexperienced teams. As we explore the nuances of her approach to leadership, we also touch on the vital role of solid systems and effective processes in steering a business towards success, especially after ambitious expansions.
The path to prosperity is often lined with setbacks and redirections, as Lauren’s story testifies. This episode is an invitation to redefine success beyond the hustle, to embrace balance and build a business that nourishes both the team behind it and the leader at its helm. Lauren’s insights into attracting the right clients and team members demonstrate the power of incremental improvements. For anyone striving for a more holistic approach to business, this conversation is a beacon of inspiration and practical advice.
Guest Bio – Lauren Fraser
- Website: theamedia.com.au
- Instagram: theamedia_
Lauren is the owner of Thea Media, a digital marketing agency on the Sunshine Coast focussed on supporting health, wellness and beauty businesses with search, social and email marketing. Having started her business nearly 6 years ago, Lauren has taken it around the world, grown it to nearly 7 figures, scaled up and down her team, and even acquired another business.
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Kate Peardon: 0:04
Welcome to the Level Up Leadership Podcast. This is the go-to podcast for chronically busy leaders and small business owners who are ready to get out of the weeds and start leading. The weekly episodes have micro leadership lessons focused on how to level up your leadership and help you to be 1% better every day. It’s all about growing your leadership wisdom, building your team and being the leader people want to work for. So let’s get into it. Today on the podcast, I’m welcoming Lauren Fraser. She is the owner of Thea Media, a digital marketing agency on the Sunshine Coast in Queensland, australia, focusing on supporting health, wellness and beauty businesses with search, social and email marketing. Having started her business nearly six years ago, lauren has taken it around the world, grown into nearly seven figures, scaled up and down her team and even acquired another business. Today we’re talking through her latest business change and what has brought down the launch of Thea Media, and I’m excited to welcome Lauren to the podcast.
Lauren Fraser: 1:08
Hi Lauren Hello.
Kate Peardon: 1:10
Hello, thank you very much for having me. You’re very welcome. I wanted to first start with a little bit of your background, because you have done quite a few different things and people that have got a business feel like they go on this journey. And you have gone through the journey and I think there’s a lot that people can learn from your experiences. So could you kick off our podcast today by a little bit about your background.
Lauren Fraser: 1:34
Yes, yes, most certainly. As you said, it’s nearly six years now, which just has gone so fast. I always wanted to have my own business, but one of the big reasons I went out on my own was because I actually suffered kind of fatigue through nearly all of my twenties and I couldn’t really work full-time. I kept trying and I kept traveling and I kept doing things. I just kept burning myself out. So it was kind of the push to start doing something for myself where I could prioritize my health, and so that has been a big part of it for me and trying to maintain that balance. And so from the very beginning with the business, I had this mantra of grow slow and grow sustainably, which was completely opposite to this widely quoted go fast and break things in business, and I just really didn’t like that at all and I knew I physically couldn’t do that. So, yeah, I always had this idea of working for myself, building a lifestyle that supported my health, going slow, going sustainably. And, yeah, for the first four years of the business, go like any business. You know it’s a roller coaster and it’s hard and you’ve got to hustle at times. It did really flow and it just grew steadily year on year, which was really awesome. We built a really cool brand around our original name of LMF marketing. But then, as happens in business, you know, you kind of maybe get distracted I don’t know if it’s the shiny object syndrome or just kind of fall into those pressures of what am I supposed to do next? Where do you go from here? You know that more traditional agency growth model tends to follow this. You know you try and go from that hero style which you’ve spoken about before to a true agency model and it’s quite messy. You know you have a lot of turnover of staff. You can have your service and your results drop and you push through for maybe two or three years and then you break through and then you’ve actually got things flowing, a nice profitable agency, but it takes well and takes grit, and I thought I needed to do that and so I actually acquired another business which was an agency and had, you know, quite a good reputation behind it and everything with the intention of shifting from, you know, that hero model of what I originally had, where I was very much front and center through, to having an agency and trying to shift out of it and go through that awkward growth phase and like heaps of learnings came from that, and I’m sure every single acquisition story has a lot of learnings from it. But honestly, through those growing pains I actually realized that it wasn’t aligned to that original mission of mine of growing slow, growing sustainably, keeping my health and the care of my clients at the absolute center of it. It kind of went against that and so, yeah, as you said, I’ve decided to make some big changes recently.
Kate Peardon: 4:48
One of the wonderful things about your story is there is this perception that so we grow, and often when people start their own business, it might start from a solo business, where it’s you’re the only person in it, and then, as you mentioned, this hero model where you are the face. You are the hero, but there’s people behind the scenes helping you make it work, but you’re the one working with the clients, and I think there’s a perception that success in business is the next step is going to an agency and are the building a requiring agency. But, as you’ve said, it doesn’t mean that that is the right fit for what you want for your business, and I would love that the podcast today is going to bust the myth that success is that continual growth in size and people, that growth or scaling for your business can be different, and I think yours is a wonderful story to just show different ways that this can happen, because you’ve gone solo, you’ve gone hero, you’ve gone agency and now this week, as this podcast is dropping, you are rebranding your business to Thea Media. Their new website is launching. Your clients have moved over, but there’s this new face with a lot of wisdom behind it, and today we’re unpacking three of your leadership lessons from being through this journey. So for those that are listening, that perhaps you’re in this journey, you feel like you need to grow. You’re not too sure how. Perhaps you are acquiring an agency, or you’re building an agency, or you’re in an agency and you love it, but you need some of these wisdom that Lauren’s had. Or perhaps you’re in that business model and you think maybe it’s not for me and maybe Lauren’s story can help show another way to do it. So I’m excited about these three leadership lessons that you’ve got. The first one was about your acquisition of a team, because sometimes people will hire their own team and but for you, you actually acquire a team and both of them have got their joys and their challenges. So what was it about acquiring a team? That was a big leadership lesson for you.
Lauren Fraser: 6:39
It was really interesting because I think I went in very positive about it all, of course, very excited. Very positive there was that I was naive around it as well, because my only experience in leadership roles you have been working within companies where, yes, I was leaving them but I wasn’t doing the hiring, firing, I wasn’t the figurehead of the business I was looking to. And then within my own business over the years, price, the acquisition, you know I had A lot of my team contractors and employees were through my network. They were very connected, they were very similarly line and I had great experiences with them. Where is your taking on an additional team through the acquisition? It was, you know, real sudden shock, the team I acquired. They don’t need been given, you know, one weeks notice that the company was being sold, bought by new owner, and this new owner was coming in as their boss in your seven days. That was out of my control, so it’s nothing I could really influence, but immediately they’re on the back foot, unhappy. And it just made it so clear, god, you really gotta take your team along with you in the decisions and you don’t necessarily have to be disclosing. Everything is something you’ve mentioned before of a voice in a vote and figuring out when to do that with them because, yeah, they’re not always going to be able to influence the decisions but To feel their herd and take on a journey and there’s honesty and trust both sides. I think was the first immediate learning. Then also, like as a small business owner, your team and the people you hire. You know they committed to you and your vision and even though I it felt like I’m a similar type of person, or, you know, like when we’re both young with marketing agencies, I stepped in and the values of the team you know the personalities were very different and you know very different, probably people I would have hired myself Because they had joined this business to follow that previous owner and her vision. And so when I stepped in with a different approach to things, a different style of working, different leadership style, that also Was a big shock for them and a real hurdle for all of us to overcome when I’m now the new boss, new manager, new owner of the business. So I think they were the two biggest learnings around. You know, taking a team along the journey but recognizing, you know, in a small business Especially, I’m sure I’m big business, there’s that element of it. But the team very much is committed to you as the business owner.
Kate Peardon: 9:36
Yeah, and I think any person that comes and goes in a small business does impact that dynamic, but particularly when it’s the lead of the business. I know I was involved in an acquisition of a business. An Australian business acquired a new Zealand business and it was in a corporate environment and that team got to stay together and essentially how they operated was very similar. And so, talking about impact in a big business, it didn’t have a huge impact, although there were things that changed. Obviously, it was a change in business. How they responded to it is very different to how a small business would respond to it, and so I think that the idea of an acquisition you really need to think about the type of business and the size of business, to how you approach it. Although there’s some similar things about how you communicate and how you involve people, it really does have a bigger impact of the smaller. The business couldn’t agree more. Sorry, talking about leading and acquiring a team and acquiring a business, your next leadership lesson is all about leadership style. Tell me a little bit about this.
Lauren Fraser: 10:44
So I’ve always been inclined to be a leader, ever since my report cards as a kid were like great leader, you know, working in a team. You know, like I always showed those types of skills and even my disc profile dominant D in a secondary eyes like I’m inclined that way, I managed teams throughout my twenties working in other businesses, but within my own business I had it been solo and then it being the hero. So I had a very small team and, as I mentioned before, they were people hired through my network so they were similarly aligned, similar values and work ethics. They also remote, as much of my team now still is. You know there’s a half a dozen of us and we’re spread across Australia. Those first four years, you know, I built the business to suit, having a remote team for me to be able to communicate with them and said expectations. So with the acquisition and then having a local team inside an office where I’m seeing them every day, you know we’re not just setting tasks and having dedicated meetings and moving on. So it was very different to how I had been working. It was actually a real shock because working in person in an office there’s completely different dynamics to working online. I kind of became really aware of what had been real pros in my natural leadership styles when working online with people that I was aligned with what actually they didn’t present well in person. You know, I can be very direct. I’ll give clear feedback. I’m not someone who will get angry or escalate with my emotions quickly, but I’ll be very clear. And then my preferred style to have a manager is they set tasks and they let you go and do your tasks. And when I provide tasks to my team, I’ll set the tasks, try to be as clear as possible and what’s required and then I’ll kind of you know back away. Which I’ve learned from you is that laissez faire style. But when working in person with a team that’s younger and not as experienced, it actually caused so much stress for them and for me. Because, well, two businesses that I’m then merging together, two teams I’m trying to integrate, you know, more clients I’m trying to keep happy, I’ve got all this business ownership and running a business, and then there’s this whole new HR side almost of people management and so my innate you know, I guess leadership style of being very direct and then stepping away and just letting them do what needs to be done From their side. And you know what I learned through having our one-on-one catch ups regularly and trying to build real cohesa team. What I learned is they, interpreted as I would come in, pretty much be really abrupt and just like okay, this is what you need to do, this is what needs to be done by. I don’t like that. This is what I like, let me know how you go. And I would like ghost almost and go do the other stuff of running a business, and they would be left there like, oh my God, I don’t 100% know what she means, or like, can I check in with her or I need some other you know aspect to complete this. How do I go about it. And so they would feel almost really lost. And you know, for one of them, unfortunately it did lead to her wanting to resign from the role, which for me was a real disappointment and felt like a real failure. But it was also a great learning curve to be like oh okay, this is how my natural styles present and I need to actually mitigate them, which I had done over the years working online. Just with time I built it to support me in how I work, but being thrown into an office with a local team in person was completely different dynamic.
Kate Peardon: 14:47
I think it’s a really great story about when you know your style and know how you like to work, and then how do other people like to work and how can I? It’s almost like different hats. It’s not that you have to change who you are. It’s great to know who you are. How can you then wear a hat of a slightly different style to help engage the person the way that they like to work and get the best out of them? Or someone’s explained it to me about speaking different languages. If someone in your team speaks German, can you speak German to them? Obviously, it’d be a better response, but the idea of this language speaking German is actually leading them in the way that they are best led. It’s just like if someone micromanaged you, that would work out terribly, but if someone gave you the direction and the scope and led you to do it, you’d be like this is great. So I think that’s a wonderful leadership lesson on okay, what’s my style first, and then okay, what’s a style that people need to work with, and I love that. This is an opposite story to. A lot of people say okay, understood the in-person stuff and then I went remote or online and now I have to learn another way. Your story is actually the opposite. It’s not about in-person becoming virtual, it’s just about what we used to and how we’ve adapted to it. And how can we adapt to another style? Yes, 100%. So your third leadership lesson is about making some tough decisions and when we make them and, I think, business leadership. The longer you’re in business, the more you get used to tough decisions, because if you’re not used to them, you don’t have a business anymore. So can you share a little bit about leadership and tough decisions?
Lauren Fraser: 16:23
It was maybe the most pivotal lesson, to be honest, within the last 18 months, and it was actually something that clicked from following along and reading one of Alex Hormuzin’s books. And on his Instagram, he’s always just having those little reels where he’s talking and dropping all these like aha moments, and one of them was around. His style is obviously very masculine, very like this, is it?
Kate Peardon: 16:50
and if you don’t do this, is it wrong For your dominant, like your high D? For those that understand disc profile like very much in that.
Lauren Fraser: 17:00
But he was saying how anxiety is caused when you’ve got a decision make and you haven’t made it, and you’re not making it and you’re delaying it, and the anxiety is just there growing. And I was like, oh shit, that’s what’s going on, because it was leading up to about maybe the nine month mark after the acquisition. And you know, I’ll be pretty honest, like the initial acquisition and what I acquired didn’t go as planned and wasn’t what I thought it was going to be by any means. So I came with a lot of challenges but I was like, okay, I acquired this business, I’ve spent this money, I’m going to make it work. I’m sticking to what that original vision was. It has to work because I’ve poured in me and my money into this and it was very hard work A lot of stress, a lot of big hours trying to get it to where I wanted. And as time was going on, you know, I was getting really anxious, I was getting really stressed, I wasn’t sleeping and I had the realization that this isn’t working. I was trying to please everyone. You know this team that I acquired. I wanted to look after each of them, but it was very much to the detriment of the whole. There was team members that you could always say that you know had a bit of a toxic attitude and I probably shouldn’t have kept on in that initial acquisition. You know, it was quite apparent from the beginning that I wanted to look after and I wanted to do right by them. After kind of that six month mark, I was trying to support and help guide one of the younger members and it just wasn’t going anywhere. You know that department was constantly running at a loss. For me it’s that financial stress. It’s then in a very small team. You know the dynamics of the conversations. I was aware they were having, even though they weren’t having them in front of me. But people talk, of course. So I was trying to look after each of them, do right by every single one of them, but what was kind of happening was, from my opinion, it was like it was making me more stressed, which was then feeding down to the staff. They were stressed amongst themselves because they all had different things they wanted to be achieving and I couldn’t provide for every single one of them. You know that’s only one bootie agency offering so many services for so many clients to certain you know standard. I was like this has to change because I actually need to look after the whole, which is having a viable business that’s going to continue growing. I can’t be trying to please everyone, because it’s actually just draining and sucking me down and you know the business With it really. So that was a big realization to have and as a leader, you know the buck stops with you. There’s no one else who can make that call and make those decisions. Being able to make those decisions faster though I wouldn’t have liked letting go of stuff. I wouldn’t have liked having to know how to put exit plans in place or make additional roles redundant to anything like that. It would be very uncomfortable for me, but it may have, even immediately following the acquisition or the three months mark or six months mark, made a really big difference to trajectory of the business.
Kate Peardon: 20:25
So reading between the lines here with the wisdom that you’ve got now, perhaps you would have made some of these tough decisions sooner.
Lauren Fraser: 20:32
Yes, the hard decisions are in the yucking decisions. I think that’s why you know when you want to do right by people, you look for other opportunities or units. I’m gonna figure it out, I’m gonna make it work. I’m gonna get them to where they want to be. Sometimes you don’t and you come.
Kate Peardon: 20:48
So the biggest tough decision Again, reading between the lines and the bit of information that I have was changing from this agency that you had purchased, rebranding the business and pivoting to a new ideal client, which was your old idea client. So this circle idea and people that have heard of the hero’s journey might see this similarity. So if you think of the Lord of the Rings, when they start off on their journey and little by Baggins and his mates are there and then something happens and then they go on this adventure and then they have to conquer something and then at the very end they come back to this place that they started, but they’re different people because they’ve had these lessons and experiences and they’re back in that world. And I think your journey is a great example of this because in some ways, you have gone to this agency and come back to a hero model. But this is not about going backwards. This is about going forward with new knowledge about business, about Acquiring teams, about people, about the people that you want to work with in health and beauty and wellness, and doing it from a whole new mindset. So the clients that are working with you now have got like leveled up, lauren, and understanding of how businesses and people work, which I think is also this gift that you bring it to your work, because you have such a great understanding, and I want to make sure that it is framed and seen in a way that is moving forward, because sometimes our perception of what success or how we should work is wrong. Yeah, totally, and I think overtime that your perception is this as well, even though perhaps at beginning it was like maybe one of failure.
Lauren Fraser: 22:32
You know, I guess yeah, more traditional growth pathway, because it was what I thought I should do to be successful. But then, over the course of you know, the twelve month or just over twelve year bit, over twelve months now since the acquisition. Instead, it’s like, actually, now what does success look like to me? And it’s not doing massive hours of being extremely stressed or trying to feed almost this hungry beast, bring in constant sales. It’s actually going back to, as you say, what it what it was originally from the start of growing slowly, growing sustainably. So I’ve got a business with a really solid foundation that does great work, that not only supports the team even if it is smaller, you know, maybe medium size one day but now it supports their lifestyle nicely, with balance, and also really supports mine, where I can be Well rested, I can enjoy weekends, I can take holidays and you know that is success because I know I can have a half a million dollar business and that is actually a sweet spot. You know where it’s profitable For me as well, as the business on the team can have time to learn and grow with the business. It’s not Pressurize, it’s not chaining through people or clients. So yeah, it was. It was an interesting kind of growth journey To figure out what I wanted and what success actually meant to me, and then to be able to take all of these learnings back to you know where I am now rebranding and really reaching down with our services and clients we work with, because if I’ve gone exactly as I was, it probably taken another five to ten years to get all of these learnings that have just been like jammed into me in the what?
Kate Peardon: 24:30
are you waiting months? and what are you? This philosophy of how you’re approaching business now, with the lessons that you’ve got, is going to Attract the right staff to you and attract the right client and clients that want this sustainable business that is solid and has a great foundation. I going to be the clients that want to work with you as a marketing agency and it’s going to be the team that wants to work with you. And as someone that has had health challenges themselves and I’ve had a fatigue challenges as you said in your introduction that there’s a gift in that as well, because you’ve got to be smart. Yes, I learned a lot by being smart about my time and my energy and where I want to spend it. That I don’t think I would have got if I hadn’t have had that, but now I bring this into all my clients and say, hey, you don’t have to work so hard, let’s work smart, let’s be smart.
Lauren Fraser: 25:22
Yes, exactly that’s a big thing for me and it’s always that we’ve been pushed to have that kind of hustle mentality in business and I fell for it. I’ve got to do this, I’ve got to hustle, I’ve got to push a big and take a risk and you know, go for it and you know like I’m glad I did so many lessons from it. But I also know it’s not the way you have to grow like. I was Growing my business for four years really solidly every year it was two to four times growth year on year. I was doing it while going to the beach in the morning and taking afternoon off here and there and traveling.
Kate Peardon: 25:58
Haha. So let’s talk about one percent is now. We’re talking about doing smart and not harder. I love this idea that one percent changes and one percent lessons. How can we do one small tweak that can make things better for ourselves or for our clients and in this section of the podcast we talk about? Is there a book or a leadership quote or something that has resonated for you that you’d like to share?
Lauren Fraser: 26:22
I love this quote because for me it was so true in real life and so now I tell people about it all the time. It is great, so it’s from atomic habits and I’ll tell you the exact correct. So I always going to get it modelled so you do not rise to the level of your goals, you fall to the level of your systems. And the way I built my business. I was building the processes as I go and they took, you know, I continue a refinement, but they supported us and where we are at. And then, through the acquisition, I bought on new services that I was not familiar with and unfortunately they didn’t come with processes. And so within the acquisition, you know, I had goals of where this was going to take me to that next step, what it was going to achieve by doing this emerging businesses and I was pushing, you know, I was really pushing to try and get there, to keep that vision for the team so we could get there. And we didn’t meet it because we really did fall back to where our processes were at and thankfully it was about three months after the acquisition that became really, you know, starkly apparent to me. I was like man, I’m trying but we can’t, like we can’t get there. We spent the next really six months deep diving on our processes and setting them up across everything, overhauling the task management and project management system we were using so that it had good uptake and utilization by the team. I realized like I’ve got these goals but we can’t meet them. It doesn’t matter how much I care about meeting them and how much I try and spy the team, we can’t do it because we don’t have the processes to scale to that level. Which again, looking back, it’s like that was an awesome lesson, because now we’ve got, you know, amazing processes and I’ve scaled back my team, but we’ve got a higher number of clients than we did four months ago and we can run it smoothly. You know everything’s flowing. So it’s just like you can have big goals but, yeah, that idea of you may not rise to meet them. You could fall to where your processes are at. I just think that’s for a leader to keep in mind.
Kate Peardon: 28:38
And it’s such a common experience for founders and small businesses. Larger corporate businesses tend to have the structures put in already or you’ve got people to set them up. Often when it founders and small businesses because it is your passion. Business perhaps has not been something that you’ve been trained in. I see it so often with clients that the business lives in their head and it’s been so successful to that point. But to make it sustainable it’s got to be on paper. And how to be able to do that? I think a great lesson from Atomic Habits, anything else books or podcasts or events. I know you love in-person things that have been your one percenters.
Lauren Fraser: 29:18
I love consuming podcasts and books for leadership stuff. I’ve actually always found it more helpful and you know I’ve taken more away when I’ve done it in person. I’ve been to one of your in-person days and, oh my god, I was thinking about that for days after that. I think I even messaged you a few days ago you sent me messages. Yeah, I was still thinking about like I’ve had this other aha moment, because you know especially what you’ve got jammed into your events or your programs. It’s all of the best from across all of your experiences, all these books, everything you’ve done in one place and so working with whether it’s a leadership coach or going to different events where there’s that opportunity to learn from great leaders I found, like, find that so much more impactful to actually have takeaways. You know, I can read it. I was like, oh yeah, that’s great, but until you have that kind of real world experience or you have that real aha moment, see, yeah, the way I want to move forward is continuing to do that learning from someone who’s, you know, done it, reading a book and then trying to figure it out myself. See, I just think for me, when you learn that leadership, learn from a great leader yeah, that’s working smart and not hard.
Kate Peardon: 30:38
Yes, exactly, alright. So we’ve got your three leadership lessons and just a little refresher on Lawrence. Journey was all about hiring and acquiring a team, about her leadership style and how to understand other people’s leadership styles and really making those tough decisions and knowing what she knows. Now you do it earlier and I think back all the decisions in my life. I’m like I’m great at kicking the can down the road for some tough stuff. I just hope it goes away. I don’t know, I’m not alone in this. I really just hope that goes away. 99% of the time it doesn’t. Yeah, sadly, even the 1% that it does, that’s not enough to convince me that I can kick it down the road even further. So, yes, that’s definitely making tough decisions in business and in life is something that I am, and have been working very hard on. There is a great book. It is fierce conversations I just talks about. The conversation that you’re avoiding is the one you really need to have.
Lauren Fraser: 31:38
I think that was the first page.
Kate Peardon: 31:39
I’m pretty sure I closed the book and didn’t read it for another three months. I wasn’t ready to face. Immediately comes to mind.
Lauren Fraser: 31:46
Like I know, I know I’m not ready to handle that.
Kate Peardon: 31:50
So, lauren, this week when the podcast launch, you are launching your new business with a lot of experience behind you. So the media, you can jump on the website. It has been designed by the wonderful sparrow studios, who is actually doing my new website at the same time, so we have that in common. Where can people, or how can people, get in touch with you? Because you offer some amazing services and, with your target into health, wellness and beauty space, how do people know that they need to work with you? What’s happening in their business?
Lauren Fraser: 32:26
Yes, okay. So, as you said, you know we are very much honing in on supporting health, wellness and beauty businesses. That’s not only our passion, but where we’ve got the most experiences do achieve great results. So if you’re in that space, that’s a big tech. But we also we work predominantly with established businesses. They’re already up and running. That got some flow, that got some momentum behind them, but they Are ready for more visibility whether that’s so they can scale their team and bring in a new clinicians so they can get more appointments coming through. Maybe they’re looking at expanding on a product range, but first and foremost they need to get more interest, more visibility online, as I just said, you know more clients coming through the door to achieve that. So we support on search marketing covering Google, social media, email marketing, paid ads. So, again, if you are looking, you know a lot of businesses in the health and beauty space. They start on social, maybe seeing a bit of momentum, but they know Search, seo, google ads is really that next step where prime to support those businesses. We have this search savvy bundle covering both Google ads and SEO, and it’s the one that really shifts the needle for our clients. So we do have a fantastic packages guide on the website, our beautiful new website, which has all the info, and then they can jump on and have a call with me and figure out where they’re at and what’s best for them.
Kate Peardon: 34:02
And that’s something that I love about your approach because it is personal. They do get to talk to you, they do get to talk to Lauren, with all the experience, and you’re big about partnership, so you are partnering with them on this journey. It’s not like an in and out and it’s a faceless agency. You are there as their cheerleader and their support. You sit down with them with their marketing strategy and the team for the implementation, and I think that’s what is unique about your style Particularly people that are not so comfortable with marketing which is totally me and they just want someone that they can trust, that can hold their hand and do up their strategy and run through this plan and implement it. So they’re getting more visibility, they’re getting more clients through the door and they’re doing it in a way that feels right for them and that is sustainable. Exactly, lauren, thank you for joining us today on the podcast and sharing your story. I know it took a little bit of convincing initially cause growth is uncomfortable, but I think the more people that share their growth stories and their lessons and the openness that you’ve had in sharing this can help inspire others on their journeys as well, and perhaps people that might be feeling a bit alone in this, realize that they’re not alone. So thank you for your vulnerability and sharing that. I really appreciate it.
Lauren Fraser: 35:18
Thanks for having me.
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