Laurie Brewer: Why Traction Is Not Enough to Build a Sustainable Coaching Business

In this episode of Career Coaching Secrets, host Pedro sits down with Laurie Brewer, founder of Glow Up Consulting, to unpack a hard truth many entrepreneurs face—traction alone isn’t enough if you’re working with the wrong people.

Laurie shares her journey from corporate leadership to building a consulting business rooted in purpose, clarity, and impact. She breaks down how she initially tried to work with everyone, the burnout that followed, and the turning point that led her to define her true ideal client.

The conversation dives deep into what makes a business actually sustainable—beyond revenue—and how clarity around your “wedge” (what makes you different) can completely change your growth path.

If you’re a coach, consultant, or founder trying to scale without losing meaning in your work, this episode will shift how you think about traction, alignment, and long-term success.

Connect with

LinkedIn: https://www.linkedin.com/in/laurie-brewer/

Transcript

Laurie Brewer 0:00

But here's what I learned. Traction is critical. But if you don't do traction the right way, you get lost in this sustainability mindset, right? Like just keep the money coming in, keep the money coming in. You're not working with the right people. And you find yourself in this place where you don't even feel good about what you're doing, right? Because you're not helping the right people. You're not helping the people that you really are meant to elevate and empower. That lesson took me about a year. Then I started to think about who's my ideal customer, what's my wedge? Like what makes me different? What makes me the reason you're like, I'm hiring her and no one else?

Davis Nguyen 0:36

Welcome to Career Coaching Secrets, the podcast where we talk with successful career coaches on how they built their success and the hard lessons they learned along the way. My name is Davis Wynne, and I'm the founder of Purple Circle, where we help career coaches scale their business to $100,000 years, $100,000 months, and even $100,000 weeks. Before Purple Circle, I've grown several seven and eight-figure career coaching businesses myself and have been a consultant at two career coaching businesses that are doing over $100 million each. Whether you're an established coach or building your practice for the first time, you'll discover the secrets to elevating your coaching business.

Pedro 1:07

Welcome to Career Coaching Secrets Podcast. I'm Pedro, and today I'm joined by Lori Brewer from Glow Up Consulting, who has spent over a decade turning bold startup visions into scalable, profitable realities across multiple industries. What sets Lori apart is her end-to-end founder first approach where she doesn't just deliver strategy, but actually embeds herself in the entrepreneurial journey, designing tailored solutions that fuse operational excellence with innovation. Lori specializes in startup strategy, culture, architecture, and comprehensive digital marketing from CEO and SEM to high impact social media campaigns that drive measurable growth. Whether you're launching, pivoting, or scaling, her work provides founders with the clarity, tools, and confidence needed to lead their businesses forward with both strategic vision and tactical execution. Welcome to the show, Laurie.

Laurie Brewer 2:14

Welcome. Thank you for having me. I'm really excited.

Pedro 2:17

Yeah, it's great to have you, you know, and I love to always rewind a bit back to the origin story, right? Because every coach has that moment where they look at their life and say, Yeah, I guess this is what I'm doing now, right? So when was that for you, Lori? Well, that's daily.

Laurie Brewer 2:32

But it started for me, I definitely think around I spent uh many years in corporate in various leadership roles, and while there were times when I really loved it and I had fantastic teams, um, I just didn't love the barriers of corporate. And sometimes the politics of corporate were really challenging. Almost I don't know that it was always about the people. So when you're in coaching um and you start to think about what do I really wanted to do for the rest of my career. So I was kind of halfway through, I thought at that point, it quickly became obvious to me that I wanted to be in a place where I could actually affect change for people at a at a different level, versus forced ranking and forced performance reviews. And I really wanted to be in a place where I could help people overcome the beliefs, the barriers, the blockers that were just kind of pulling them backwards. And that's when I started to think, and that was probably around 2018, that I started to think about how do I get out of corporate and how do I do something more meaningful with my career.

Pedro 3:40

Okay. Politics and corporate, I can resonate with that. I worked in in corporate also, and especially in the city hall. So oh my god, don't get me started right there. Okay.

Laurie Brewer 3:48

Well, that's a lot of red tape.

Pedro 3:50

Yeah, oh my god. Oh my god. It's like we're trying to do something right, and there's red tape and and politics in the way, and you're like, it frustrates everyone that's actually serious about the stuff. But yeah, okay. I'm not gonna spin my wheels here. I'm gonna hold myself back because I want to talk about you, okay, Lori, and your business. So glow up, right? Consulting. And you're mentioning to me uh that you want to do something more meaningful. What's about the name, right? Glow, it's not grow. There's a something there. I just want to understand what's what's happening there. That was a tough one for me.

Laurie Brewer 4:24

So that was at a time in my life where I was really making a lot of changes, both personally, professionally. And one of my friends said to me, they're like, You're kind of going through a glow up. And I'm like, oh, wait a minute. I like that. I didn't think about that, but that's really where the name glow up consulting came from, right? Because when you think about a glow up, it's not it, it's it's just not a linear thing that occurs. And startups are not linear, certainly. People, not linear. So it it just made a lot more sense to me. And so when I started the company, I had a couple of different names, but that one really just stuck out to me because it is so evolutionary for a person and for companies, especially startup companies or solopreneurs, what whatever place you're in in your journey. It's evolutionary. It's it is literally taking a part of your life, setting it aside, and bringing something completely new in and betting on yourself.

Pedro 5:26

Interesting. Yeah, it sounds like you know, the feeling I have, it's like, like you mentioned, it it's not A to B, it's more like a flow state. It's something that organically happens and you're like in the glow area or something like that. I I think that's very interesting. Now, I I have the feeling, like I have the need actually to ask you something because you were in corporate, okay, and you're like, okay, this is not work anymore. I gotta take a look at something different. I want to understand the shift, right? From in the coaching space specifically, from I'm helping people to I'm building a real business around this, you know? And that shift, I'm not sure if it's the first paying client, I'm not sure if it is the first invoice, the LLC, you name it, you know, the moment you grab the hat of a coach and you put it on. So when when that were how how did that play out for you?

Laurie Brewer 6:16

You know, it's interesting you say it that way. Like, what is the actual moment? I have this thought that it's a mindset shift. So it isn't about filing the papers, it isn't about opening the first bank account or invoicing, it is about that that transition from stability of corporate, where you get a paycheck, which by the way, I don't even think corporate's stable, but that's a whole other topic later date. But it is a safety net. Like corporate is a safe people feel safe because they're collecting a paycheck and they have benefits and they feel like retirement, like they're working towards that. The reality of entrepreneurship is you've got to take a jump without a safety net. And that the only thing that protects you is your capacity and ability to believe that you can do it. Um, and then start to execute, build a plan and execute. For me, I think that probably the mindset shift started in about 2020. And I was doing a little bit of um solo coaching offline. I was still in corporate. And I finally just came to the realization that when I would get up and log in to my laptop for work, I was in a constant state of dread. What's coming? How what are these hundred emails? What's gonna be thrown at me? Right? I felt like I can I had no control over my career, right? It was being controlled by someone else. And I honestly can tell you, it was in January, I remember it was freezing cold and I was actually icing, like we were having an ice storm, and my electricity went out and I was like, oh, I can't work. And then my brain was like, how do I get on my phone? How do I get work done? Right? Like all these things. And I realized at that very moment I never wanted to do it. I didn't want to do it anymore. It was not what I wanted out of my life. And that's the day that I once my power came back on and I got back that's when I started kind of shifting my mindset. And by August of that year, I was completely out of corporate and had my first couple of clients, and I'm like, here we go. Let's do this. That's how it happened for me. That was gonna have that. So we we say it's it's evolutionary, it it isn't an A to Z. It's uh it's like this series of things that happen, like externally and internally, that eventually just kind of come together and force a decision.

Pedro 8:41

Like the glow. Okay, got it. And uh two things. First of all, the leap of faith, right? That's a very important moment in every coach's, I think, experience in life. And I think it and and the way you you framed it as a mindset, it's not that simple. Well, like you explained your name, and the business name is not that simple, so I think that's a line. And also, FYI, this is a safe space to talk to trash talk corporate, okay? You can do it whatever you feel like it, not a problem, okay? But moving forward, uh, one thing I love to understand from coaches is because in the early days, there's a lot of testing, trial and error. Where we see a lot of coaches trying to help everyone, you know. Sometimes that works, sometimes it doesn't. So after you got rolling, right? Who are the people that kept showing up? The ones you realize, okay, this is my tribe, you know?

Laurie Brewer 9:32

I like that. That's a great question. So I spent the first year, like you said, everybody, just come on in. Like I can help you. And then you start to real, you come to the right, because it becomes it's about sustainability, right? It's about traction and sustainability. But here's what I learned traction is critical, but if you don't do traction the right way, you get lost in this sustainability mindset, right? Like just keep the money coming in, keep the money coming in. You're not working with the right people, and you find yourself in this place where you don't even feel good about what you're doing, right? Because you're not helping the right people. You're not helping the people that you really are meant to elevate and empower. That lesson took me about a year. Then I started to think about who's my ideal customer, what's my wedge, like what makes me different? What makes me the reason you're like, I'm hiring her and no one else? And who are those people for me? So I spent um like probably month 10 through 13 of my business really narrowing my niche to who I wanted to work with, who I wanted to focus my attention on, who I wanted to market to. I was doing some startups, I was doing some small business, some solopreneur, some different things. And I realized that while I could do it and it made money, I didn't, I wasn't taking myself to the place I thought I would go when I left corporate. It still wasn't feeling really good every morning. So once I started to narrow into the startup space, that took me down a different path. And I ended up, I don't, I'm not industry specific. So in startups, I'll work in tech, I'll work in telehealth, crypto, it doesn't matter to me. Startup is startup for me. It's more about the strategy and the operational framework and execution and the finance and all of it. It's all the same. Now the investors are different, they play different wear different hats, but that's also a different topic. So I the more that I got into it, the more I realized that women in this space really were struggling. Struggling to get in front of investors, struggling to tell their story, struggling to create a table, so to speak, for themselves, right? I all I say this a lot, but and I I say it over and over. I truly believe that men are innately born to compete and women are innately born to compare. When you are born with a compete mindset, you're not afraid. You just go, right? You'll walk into a room full of people. Sometimes you give a terrible pitch, sometimes you give a great pitch. You don't care, keep going. Women get a rejection and it shuts them down, right? They're like, oh wait, maybe I shouldn't be doing this. Maybe this isn't the right thing. I'm gonna go back to corporate. I'm gonna go back to government, I'm gonna go back. And that is where I really started to realize I could make a change is helping women to overcome this belief system that pushes them into a safe space versus pulling them into a space where they're willing to take risk and build. And then I started to work a lot more with female founders. I still work with male founders, don't get me wrong, I enjoy working with them. But where I feel sometimes the most reward is when I watch a female founder hire her first person because she's beyond traction now. She's scaling. She's making her first hundred thousand dollars, she's got her first thirty thousand dollars a month. What lights me up on the inside? I love success for everyone, and I give the same commitment to every person that I work with. But there is something unique about watching women transform that I really love.

Pedro 13:03

Obviously, you're in the the same place. Now, what I would love to understand is how do those female founders usually find you, you know, marketing-wise.

Laurie Brewer 13:13

So, you know, I I'm gonna be honest when I tell you I hate lead generation, why hate owning it? I like it. I just don't like it owning it. Um, I actually have a really good uh friend and also a business partner uh that is been in marketing for a long time. So she and I work together a lot on the strategy. I'd like to automate it a bit more, especially now that I want to launch the Smart Girls Society, which is really just all for female founders. So that's 100% for women. And we're working on building an app and doing some other things. So that's the business that I'm really gonna be focused on. How do I lead Jen? I'm very clear on my ICC with the wedges, the community. Sorosa. So that's that's where I want to focus.

Pedro 13:51

Okay. Now, what I would love to do is an exercise here to for you to walk me through, okay, from the point of view of as a client. Like let's pretend, and you and you can pick the program, you maybe have several offers, but let's pretend I got in contact with your team or yourself, went through the sales process, okay. There's alignment. I'm like on being on board it. Okay. So walk me through the experience from my point of view as a client. How would that look like to work with you?

Laurie Brewer 14:20

All of the clients on board through me, there's a bit of due diligence at the front end to make sure that we're good fit. Um, I meet with every client for 30 minutes to an hour before I ever agree to work with them. Um because alignment with what I'm offering is one thing. Alignment with me as a coach, as a consultant, that's a different thing. So the first thing is I spend 30 minutes to an hour with a new client before we solidify the deal. Then I will negotiate their terms, what they're looking for, be very clear on it, understand that process. That's pretty seamless for them. We go through the contract piece, we set our schedules, I'm clear on here's the timeline, here's deliverables, here's the expectations, here's what I need from you to be successful, and here's what you'll get from me. And then I usually never let more than seven days pass before our first actual meeting starts. I make sure I have the capacity to support them and I understand the expectations. So once we start to work together, once contracts are signed, which is the easiest part, well, not the easiest, but you know what I mean. It's that that's the easy part. Then we work together based on their needs. Some people want to work with me weekly, which is fine. Some are like, let's meet every two weeks, or I will make a recommendation based upon what they want, what they want to accomplish in whatever period of time I'll say, look, this is what I recommend we do. And then the process is pretty seamless at that point. We meet, I have communication models in place, we centralize everything on a platform, updates, notion. I use Notion for dashboarding, but I also use Monday.com. So those are my two tools. We have Slack community, Discord, so it's all pretty clean and seamless. They have access to me and I have SL around if you text me or if you message me, like I'll get back to you within four to twenty four hours, depending on how they engage with me. So I think my process is is pretty clear. I'm very good about status and updates and progress. I'm also very clear, like if they're not pulling their weight, then I will immediately set a meeting and say, okay, look, this isn't working. I need this from you, you agree to give it to me, and you're not. So if we need to cycle back a little bit and wait for you to get to a good place, great. But I mean, usually I'm Pedro, I'm pretty blunt. I don't know if you've noticed, but I just say things.

unknown 16:36

Just come down.

Laurie Brewer 16:38

Um, there's no gray area with me. It works, it doesn't work. If it's not working, why is it not working? What do we need to do to fix it? And there are times when I've actually been three months into an engagement and said this isn't working. And they're not changing. So if you're not going to change behaviors, then I can't help you because that's what you brought me in for. So I think that's that's my onboarding process is pretty clean. Everything is seamless, everything is digital. Um, it's easier for me from a storage perspective, also from an audit and compliance perspective, it's easier for me too.

Pedro 17:12

Okay, I don't know if you're it does. No, it does. And I'm gonna have a follow-up one, but for those who didn't cut that, the SLAs, that's the service level agreement. Okay, that's a quick sorry. No, I get that because I work on in corporate too as well. Okay, so just claring out uh for people who didn't cut that. I do have a follow-up question, as I was mentioning. What are the outcomes that me, an unboarded client, should be expecting from glow up consulting?

Laurie Brewer 17:41

Well, that depends. So that's a good question. We'll just use one example. I have several clients that will come to me because they're trying to obtain funding. So they've maybe had some seed funding and now they want to go to that next level of funding. I will at that point work with them to understand where they are in the product roadmap and the product journey, right? You have an MVP, what's your traction look like? Are we at a place for scale? Have you already met the investor requirements for the original seed round? Where'd the seed round come from? And then I will start to work with them on product development, product evolution, road mapping. There are times when I'll step in as a COO in the short term to help them get operational framework around what they're doing. Because sometimes they'll they'll get money and they're moving, but they have no foundation. You can't scale without foundation. So the some of the first things I'll do is evaluate the overall business structure, operational framework, financials, all of it. My goal is to make sure that they have a solid business foundation in order to scale. That looks and feels different. How much money do they want? What investors are we going after? What is your industry? So it can shift and change, but most of it is I'll spend a week doing discovery, then I'll come back and I'll say, here's the areas of opportunity we've got to fix in order for you to go to this next level of investor, investor strategy they want to get to, or funding strategy, I should say. And then I'll work to get them there. So either leading the people that already exist, or if they're a really small operation, I will do the work. I'll actually go in and execute, share the outcomes, build the dashboards. A lot of people aren't even measuring things. They're like, we're making money, so we're good. No, no, we're not good. Yes, making money is good. I'll give you that. Yes, we're gonna give a green or gold star for that. But you have no idea why you're making money, where you're making money from. How is it coming in? How are you managing it? What does it look like in the back end? The infrastructure is a challenge. So a lot of times it varies, which is one of the reasons why I like what I do. Because I never am doing the same thing. You, Pedro, you were in corporate, you were kind of in that world. You know what it's like? Like, it's always the same thing, right? Might get a new product, maybe a new client, maybe a new team member. But in startup, my friends were laughing at me the other day because they were, I was on the phone, I had a client call me at dinner, and I picked up the phone, and I'm talking to them, and then I shift like right away into this person actually is a crypto mining company. I hang that call up, and 10 minutes later, another client call me who I knew needed to talk to me, and I've been waiting on. That was a completely different client, agricultural tech. And they're like, your brain just shifted from like 25 different topics in like 30 minutes. And I'm like, yeah, but that's what I love about what I do, is I can be talking to you about an AI product, and then 20 minutes later I'm talking about how do we create sustainability in agriculture, leveraging technology to innovate an industry that's drastically under innovative. So I think that's why, even though I know what my I'm very clear on the types of uh clients I want to work with, I don't narrow my scope so much that I'm only in one industry. Because then I'm gonna end up in the same place I was, which is bored.

Pedro 20:52

So okay, got it. Needs to have a challenge, seems like it. And Laurie, your work seems pretty hands-on. We're talking about almost to like a custom experience, right? That you just described to me. So how do you think about capacity? So you don't stretch yourself too thin, you know?

Laurie Brewer 21:10

Boy, people ask me that one a lot. I do have other consultants that will pick up some of the work. There are certain clients that I've worked with for an extended period of time and or have referred someone to me. If it comes in through the referral pipeline where it is a recurring customer, they always get to work with me, no matter what. I'm always honest with them about what my current capacity is and what I can commit to them. And if that's not a good fit at the time, I will let them know when I have some capacity availability that's gonna broaden a bit, and we can re-engage. So there are some instances where I start an engagement with someone, and I'm like, look, I can give you three hours of my time a week for the next two months, and then after that, I'll be able I have some other contract sending and I can I can kind of expand our relationship. So I do manage my capacity. More so I have my virtual assistant that manages my capacity, so I know I just have a snapshot of it and can look at it, but If it is a referral or a repeat customer, they always work with me. And because when people refer me because of our relationship and our engagement, they're doing so because of me. And so my preference is they always work with me. No, I'll ask them if they're willing to work with someone on my team. Um if I don't have capacity, if that's an alternative, sorry. But usually they'll say no, I prefer to just ramp up with you. And so I I will manage to that capacity. And I actually really like what I do, so it makes it a little easier.

Pedro 22:29

Well, yeah, that makes sense. I asked this because there are a lot of coaches out there wearing all the hats, right? And sometimes they're advocating against burnout and they're burning out themselves. So being there than that.

Laurie Brewer 22:39

So here's what I have to say about that. Because we do burnout. The first year, remember if I told you the first year I was like all over the place pulling in clients that didn't make sense, but it was sustainable. That is when I think that's when we burn ourselves out, right? We're not clear on who we should be working with, how we should be working. We're also overcommitting ourselves to think I do not overcommit. Like I know I won't work 160 hours a week. That's my max capacity, and that's not my preference. My goal is always 45 to 50. I know what my max capacity is. I also have like boundaries. Set boundaries. So it's one thing for a client, because I have a lot of West Coast clients, so when they call me at 7 p.m. at night, right, it's still their work day. But after, like, that's my cutoff. Like 7:30 p.m. Eastern Time, 6 a.m. Eastern Time, like, do not, please do not contact me. Set boundaries, know that you're working with the right people. If your experience with a client does not feel rewarding, you're not working with the right people. And that is how I think you control your burnout. Find the things that light you up, find the clients that light you up, and effectively say, this is my max capacity every single week. And don't push yourself to stay sustainable. It's not worth it.

Pedro 23:57

You know, thank you for that. That resonates a lot with me. Now, I'm curious about where you're taking all this, right? Talking about future now, looking ahead. Where do you see the business going? Are you thinking about scaling, hiring? Is there a next step you're excited about? And I know you kind of browse through it already, right? You mentioned the smart girls society, so that's something I'm I'm curious about too.

Laurie Brewer 24:18

Okay. I wrote a book a couple of years ago, uh Smart Girls Say the F-word, which F-word is funding for record. I mean, I don't care what F-word you say, but that's what it means in the book. That book allowed me to really kind of research, understand, and communicate with a lot of women. And what I started to see was this consistent communication of challenges. And it was the same, repeated over and over. And I didn't have time at that point because I was still really focused on glow-up. I still focused on that. But it occurred to me that there's got to be a better way for women. And there's got to be a safer place. So one of the things I have no tolerance for is when women are not cheering each other on. I don't care if we're competing for the same clients. I don't care what we are doing in this world. The last thing that women need are other women that are not supporting, cheering, or empowering them. That's our job. Like we gotta bring each other up. And I started to see this, started to see this environment where other women weren't necessarily connecting in a way that allowed them to do that. So I sat down with my friend Tesh, who I mentioned, who's a marketing person, and she'll quote my book to me all the time, which is really annoying. So if she watches this, I want her to know it's more. Um, but I said, I need to create a community and a place and a coaching program that is just specific to women, but also a place where women are cheering each other on, where they can reach out, ask each other for solutions, talk about their problems, feel like it's a safe place, and not feel like if they communicate that they're challenging or if that they're they're struggling, that they're alone. Uh, and I think a lot of women do that. We internalize because we're afraid to say, hey, help me with this problem because we see it as weakness. Um, but I actually think the ability for women to collectively work together is where the strength comes from. And that's how I started to think through how do I build this and what do I call it? And that's where I came up with Smart Girls Society. So it's for it's for any woman uh who is in whatever path they're on, whether it's entrepreneurship, solopreneurship, a career where they want to grow and scale and they don't know how to get there. This is about learning from other women that have been through in the trenches, but also in a very structured way that allows them to build, grow, evolve their competencies, their capabilities, their skills, and do so in a place that is safe, uh, nurturing in a in a way. Because I can tell you I spent my first year not talking to anybody about the ups and downs of my business. I just heads down was like, and then I would beat myself up and say, You're not doing it, it's not working, you're gonna fail. And I would allow myself to believe that. And I want a place where whenever when you get to that place and you jump into this community of women and are like, you're not failing, this happens. Like, this is what you need to do. Let's get out of your own head, let's help you move forward. That is the goal of Smart Girls Society. So that is heavy on my focus for 2026. 2027 is actually uh where I've been spending a lot of my time in designing the application and what that looks like, um, and the framework and just getting ready to think about lead generation as we head into like May June, right?

Pedro 27:36

You know, I have a question for you because I I've I've been having a lot of guests and they have I wouldn't say it's the same idea. It's more like about the community and the and specifically towards the gender, right? The women society and all of that. And I don't hear that as much from men, right? So why do you think that's almost like a need to create that community for women? Because it sounds like the opposite is what you told me, right? It's like, hey, I hate when women don't cheer them up themselves, you know, and all that. So why do you think that there's a need to create that safe space between women? When when guys like personally, I know they're out there, you know, they have the communities and all that, but it sounds like it's more natural, at least in my point of view. I may be wrong. I'm just I I'm just curious about your point of view about that.

Laurie Brewer 28:24

So I'm gonna go back to what I said earlier, which is men are inherently just designed and built to compete, and women compare. Men have golf, they have baseball, they have aftersport. Like, that's their community, that's their people, and they hype each other up and everybody's great. High fives, and it's all fantastic. The world is great for them. Women are different. Like, don't get me wrong, we have our girls and we have we do things. If you s if you could view two different experiences, so if you are a flight on the wall for for lack of a better term, with a group of men and a flying on the wall with a group of women, the conversations that occur are so completely different. Men are all about how great they Peter, don't take offense to this. Men hype each other. Women don't always do that. Now, my friend group hypers, but when you're in business, when you're building a business and sometimes you're a solopreneur and you're sitting at home and you're on your laptop, who's hyping you? Right? So I think that sometimes with women and our just incessant need to compare ourselves to other women, we're forgetting what makes us unique. What makes us us? How do we differentiate ourselves in the business world? How do we differentiate ourselves in our personal lives? What makes us unique? And I don't think women are really great at doing that for themselves. And men, I don't think, care. Women do, right? Women do need to know what is it, not for validation, but for motivation. Like I want to keep going. I'm stuck. I'm not gonna go to a man and ask his advice. Well, I mean, I have a coach that's a man, but that's different. But I'm gonna look to other women who have been in my same exact shoes. And I think that's why there the need for this type of community exists. And it's not just about the the community element of it. I think that's uh that enhances it. Realistically, it's about dealing with the challenges that only affect women and don't affect men. Not not all coaching is the same. It's with clients, everybody needs different things. Women have somewhat consistent yet very unique needs. We all have very similar limiting beliefs that hold us back. And I think helping women overcome that starts with a community of people that are elevating them and empowering them.

Pedro 30:34

That's my answer. I love that. Appreciate that point of view. And if someone listening, sorry, wants to connect with you or follow your work, you know, where can people find you and connect with you?

Laurie Brewer 30:44

You can find me on LinkedIn. I I'm I'm always on LinkedIn. If you message me, I will definitely get back to you. And for the record, when you message me on LinkedIn, it is me you speak to, not somebody from my company. I respond. That's important to me because I like to make a connection with people. You can also find me through glowupconsult.com. Um, and there's a contact form on there. That will go to someone else on my team, but they'll forward that to me at the appropriate time. So those are the two best ways to reach out to me. And you can find glow consulting almost on every social media platform. So I mean you see it fine. Okay.

Pedro 31:20

You know, there were a few things you shared today that I feel the need to highlight. I would say, you know, when we were talking about your origin story and and what motivated you to leave corporate, you told me you were looking for something more meaningful, and I feel like that's a very important reminder to get back into the true intentions, right? Because when we're talking about coaching, sometimes we we have to to peel off the onion from the coaches, but also we're on the same journey, right? And despite the fact that you were looking for something more meaningful, you also dreaded the corporate experience, right? So a win-win situation, it sounds like you had to move to another point in your life, and consulting slash coaching became just that with a glow-up consulting, right? Also would love to highlight when we were talking about the tribe and how open you were about the lesson you you went through, right? To help the people you really you were really meant to help, because that that aligned everything and and the burnout and all that became like past because you're not struggling with working with the people that you feel like you had a need to, you know. I also when we were talking about the the business, right? The structure, how you create a solid business foundation in order to scale, I think that sometimes is backwards for most business owners, right? They're like, oh, I'm gonna grow, grow, grow, grow, and then they dread, they resent their own business because they they're like working 70 hours plus. They're like nobody loves the business as I do, I have to do everything. There's perfectionism, there's a lot of projecting. And actually, at the end of the day, it's like having a good structure, right? And I I love the fact that you you create that foundation first. Now, this is my long-winded way of saying, Laurie, that I appreciate what you do and I appreciate you being here and sharing so openly today, okay? It was great having you on.

Laurie Brewer 33:16

It was really great to be here. Thank you so much.

Davis Nguyen 33:18

That's it for this episode of Career Coaching Secrets. If you enjoyed this conversation, you can subscribe on YouTube, Spotify, Apple Podcasts, or wherever you're listening to this episode to catch future episodes. This podcast was brought to you by Purple Circle, where we help career coaches scale their business to $100,000 years, $100,000 months, or even $100,000 weeks, all without burning out and making sure that you're making the impact and having the life that you want. To learn more about our community and how we can help you, visit join purplecircle.com.