Freelance And Solo Business Strategy

---
name: freelance-and-solo-business-strategy
description: "Guides marketers building freelance or solo businesses—covering niche selection, service productization, sales process design, and fractional CMO operating models—drawing exclusively from Exit Five podcast guests."
version: "2026-04-20"
episode_count: 2
---

# Freelance & Solo Business Strategy

## Overview
This skill covers how B2B marketers can build and operate successful freelance or solo businesses, including how to define a niche, productize service delivery, run effective sales conversations, and structure fractional CMO engagements. All practices are sourced exclusively from Exit Five podcast guests; no general knowledge has been added. Gaps in coverage are intentional.

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## Niche Selection and Positioning

**Start with one ICP, one problem, one solution.** Do not offer your entire job description as a service menu. Instead, identify the intersection of what you're good at, what you can get paid for, and what you enjoy—then narrow to a single ideal customer profile facing a specific problem that you solve one way. Position yourself as a specialist (steakhouse) rather than a generalist (buffet). Specialists command higher rates and avoid scope creep. (Source: Lashay Lewis, Episode #192)

**Validate your niche externally before committing.** Do not rely solely on internal self-assessment. Have networking conversations with potential customers or practitioners in adjacent markets to confirm that the skill you're considering is actually in demand. A capability that went undervalued in-house may be highly valued in the market—but verify this through real conversations first. (Source: Lashay Lewis, Episode #192)

**Treat your niche as an entry point, not a ceiling.** Niching down does not permanently limit your revenue or scope. Your niche is the 30% that earns initial trust and gets you in the door. Once you deliver results, clients naturally ask what else you can do, and the remaining 70% of your business can expand into adjacent services as relationships deepen. (Source: Lashay Lewis, Episode #192)

**Apply ICP and positioning frameworks to yourself, not just your clients.** When transitioning to fractional or solo work, define your specific specialty (e.g., pre-Series A brand readiness, retention marketing, email strategy) and the type of companies you serve best—exactly as you would position a product. This prevents you from defaulting to generalist positioning and helps you attract better-fit clients at higher rates. (Source: Amanda Goetz, Episode #244)

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## Service Productization

**Use the L.O.C.K. framework to productize your delivery process.** Structure your service using four steps:
- **(L) List** every step you take from start to finish, in sequential order.
- **(O) Organize** each step with a specific framework or methodology.
- **(C) Create** reusable frameworks for each step to cut delivery time significantly.
- **(K) Know** how each step maps to a specific customer pain point.

The goal is a repeatable delivery model that uses static frameworks with dynamic customer research as the variable ingredient—allowing you to serve different clients without building fully custom solutions each time. (Source: Lashay Lewis, Episode #192)

**Let your documented process do the selling.** During sales calls, walk prospects through your step-by-step process (e.g., using a Notion dashboard or visual framework) rather than pitching or building custom proposals on the fly. Show them exactly what each step entails. Predictability reduces prospect uncertainty—they can see that you've delivered similar results for similar clients and mentally map it to their own situation. The process is the sales tool, not your persuasion. (Source: Lashay Lewis, Episode #192)

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## Business Structure and Brand Architecture

**Separate your business brand from your personal brand—while using your personal brand to build it.** Create a distinct business entity (with its own name, branding, and contracts) rather than operating solely under your personal name. Use your personal brand as the growth engine initially, but ensure all positioning points to the business. This separation creates a sellable asset that isn't entirely dependent on you as the founder, and preserves your personal brand equity if you later sell the business or start something new. (Source: Lashay Lewis, Episode #192)

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## Fractional CMO Operating Model

**Structure fractional engagements like a full-time role, compressed for efficiency.** Set OKRs, run regular stand-ups, manage team alignment, and oversee agencies—just as you would as a full-time CMO. The key difference is efficiency: deliver full-time strategic value in fewer hours. Prioritize meeting hygiene aggressively to avoid consuming all available hours in coordination rather than output. This model works best with smaller teams that need strategic direction and coordination. (Source: Amanda Goetz, Episode #244)

**Qualify engagements against three success conditions before accepting them.** Fractional CMO engagements are most likely to succeed when:
1. An existing operating rhythm and team structure is already in place for you to plug into.
2. The CEO is actively aligned with your work and will back you up.
3. The team feels psychologically safe giving you direct feedback without routing it through leadership.

If these conditions are absent, surface the gaps before signing. (Source: Amanda Goetz, Episode #244)

**Enter new engagements as a listener, not an authority.** When starting a fractional role, explain your background and intent clearly, and frame your presence as making the team's job better—not as an external auditor or substitute teacher. Psychological safety on the team is a prerequisite for getting honest feedback and doing effective work. (Source: Amanda Goetz, Episode #244)

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## Where Experts Disagree

No disagreements were identified across the practices in this skill. All contributing guests addressed distinct aspects of the topic without conflicting positions.

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## What NOT To Do

- **Do not position yourself as a generalist.** Offering your full job description as a service menu makes you a buffet, not a specialist. It suppresses your rates and invites scope creep. (Source: Lashay Lewis, Episode #192)
- **Do not validate your niche based solely on internal strengths.** A skill you were good at in-house may not be valued in the market. Confirm demand through external conversations before committing. (Source: Lashay Lewis, Episode #192)
- **Do not build fully custom solutions for every client.** Custom delivery is not scalable. Use the L.O.C.K. framework to create reusable frameworks so that only the customer research layer changes between engagements. (Source: Lashay Lewis, Episode #192)
- **Do not pitch or persuade on sales calls.** Walking a prospect through a polished, documented process is more effective than persuasion. If you're improvising custom solutions during the call, you haven't productized your service yet. (Source: Lashay Lewis, Episode #192)
- **Do not operate your solo business entirely under your personal name if you want a sellable asset.** Personal-name-only businesses are difficult to sell and create dependency on you as the individual. Build a separate business brand from the start. (Source: Lashay Lewis, Episode #192)
- **Do not accept fractional CMO engagements without CEO alignment.** Without active CEO support, your ability to drive change and get honest team feedback will be severely limited. (Source: Amanda Goetz, Episode #244)
- **Do not let fractional engagements consume all available hours in meetings.** Meeting hygiene is essential to delivering full-time value in part-time hours. (Source: Amanda Goetz, Episode #244)

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## Sources

| Episode | Guest | Date |
|---------|-------|------|
| Episode #192 | Lashay Lewis | 2024-11-11 |
| Episode #244 | Amanda Goetz | 2025-05-08 |