I’ve wanted to write this for a while. Not because I think I’ve got it all figured out, but because after 12 years of running a small business, I’ve seen a few things that might be helpful. If you’re just starting out or finding your feet, maybe this helps you avoid a few potholes. If you’ve been doing it a while, maybe it just reminds you you’re not alone.
I don’t view myself as an “entrepreneur”. Growth wasn’t the goal, survival was. We’re still a micro business, but we’re still here. We’ve supported our families, supported our colleagues’ families, and paid our dues (£264,000 in taxes over the last five years).
Financial control
If you don’t absolutely need to spend it, don’t. Especially in the early days. There’s a real temptation to treat yourself when a bit of money comes in. A new laptop, a flashy office chair that makes you feel like a tech CEO. Resist it.
Cashflow is king. Not revenue, not turnover, not that one client who’s definitely going to sign next month. Actual money in the bank, covering your outgoings. That’s what keeps the lights on. I’ve always worked off a rolling six-month cashflow spreadsheet. Nothing fancy, just a clear view of what’s coming in, what’s going out, and what’s left. If something doesn’t add up on that sheet, we don’t do it.
Also, pay people on time. Especially other small businesses. They’re probably counting on it more than you realise.
There’s a discipline in saying no to stuff that feels exciting but doesn’t stack up financially. It’s not glamorous, but it’s what’s kept us going through quiet patches, late payments (so many late payments), and economic curveballs.
Hiring
Don’t hire on the likelihood of getting work. Get the work in first. Nothing is confirmed until it’s in the bank. Hope is not a hiring strategy.
When you do hire, hire the right people. I trust every single person I’ve brought in to make the right decisions, solve the problems, and do what needs doing without being micromanaged. That trust is everything.
Treat people like humans. Pay them fairly, give them space, listen to them. In return, you’ll get commitment, ideas, and the kind of team you actually want to work alongside.
Some business owners fall into the trap of thinking they know best about everything. You’ve got to let people do the job you hired them to do. Otherwise, what’s the point?
Clients
Like your team, working with the right clients is key. You won’t hear this from many people, but be selective. Work with people you can genuinely help. It makes the work better, the relationship easier, and the outcome more valuable.
Charge what you’re worth. If a client doesn’t see the value in what you do, they’re probably not the right fit. It’s hard to say no, especially when you could really use the money, but taking on the wrong work for the wrong price rarely ends well.
Honesty and transparency are everything. If you’re having to sell something to someone, chances are they don’t really need it. We provide a service, a solution to a specific problem. That’s the basis of a good relationship.
Always be fast. Be accurate. And when things don’t go right, because they won’t always, be honest. People remember how you handle the difficult moments more than the smooth ones.
And yes, do favours. Help people out. Not everything needs to be transactional.
Go to everything
What’s the phrase? Your network is your net worth? Especially in the early days, go to every event you can. Big ones, small ones, poorly lit hotel breakfast ones. Meet people. Say hello. Be curious.
Don’t go to sell. Never go networking to sell. Go to build a network. Go to get better at explaining what you do. Trip over your words, garble your pitch, get better at it next time. You’ll figure it out by doing it.
And even if it doesn’t feel like real work, it is. Those conversations, those chance meetings, that random LinkedIn connection a year later, it all counts.
Oh, and don’t befriend people just because you might get work from them. It’s surprisingly common, and it’s no way to live.
Guerrilla marketing
Spend £1,000 on this roundabout, £200 a month on that directory. The list is endless. There’s no shortage of people ready to take your marketing budget off you.
Instead, go to things. Help good causes. Sponsor a local team. Speak at an event. Then post about it. Shout about what you’re doing, even if it feels small. Every little achievement, whether it’s a new client, a project launch, or some nice feedback, write a press release and send it to everyone. It probably won’t get picked up. But it might.
It’s not about big ad budgets. It’s about visibility, consistency, and making a bit of noise without breaking the bank.
Get comfortable with getting bored
Alex Ferguson says in his book that part of his success came from pushing through the boredom when other managers didn’t. I think there’s a lot in that.
Running a business can be boring. And lonely. It’s not all dinners, travel, and big wins. It’s hours and hours of doing everything. Invoicing, chasing payments, fixing things that shouldn’t be broken, replying to emails that shouldn’t need sending.
There’s a quiet resilience in showing up and doing the work when it’s unglamorous and unrewarding. That’s what keeps it all moving. Do that long enough and the rewards start to show up.
You’ve decided to do this
I see it a lot. Business owners slipping into woe is me mode. The stress, the pressure, the late nights. And yeah, it’s hard. But no one is making you do this.
You’ve chosen this path, and there are rules that come with it. Tax, compliance, payroll, responsibility. If you don’t like the rules, don’t play the game.
You can’t take all the credit when it goes well and none of the blame when it doesn’t. If you’re responsible for the success, you’re also responsible for the failures. That’s the deal.
Final thoughts
None of this is magic. It’s time, graft, luck, mistakes, and getting back up the next day. I’m 12 years in, still learning, still winging bits of it, but we’re still here and thriving.