Early Stage Business Moves That Lead to Long-Term Growth

Startup Saturdays

Early stage business moves aren’t just choices—they’re momentum builders. They shape your capacity to grow, adapt, and stay in the game long enough to succeed.

“When I started Backbone America, I didn’t have everything figured out—but I did know I couldn’t build something sustainable while drowning in admin. That’s why I leaned into automation early and started documenting repeatable processes while it was just me. Even before I brought on support, those SOPs gave me structure. They helped me stay focused and eventually made it easier to delegate wisely—once the revenue supported it.”

If you’re in the early days of your business, here are the key moves that can save you months, maybe even years, of spinning in circles.

Clarify the Core Problem You Solve

Before you invest in branding or build a website, nail this down: What specific problem do you solve, and for whom?

I talk to a lot of early founders who are overflowing with ideas. But when I ask, “What are you really offering—and why would someone pay for it?” the answers get murky. That murkiness makes it nearly impossible to grow.

If your offer isn’t clear, your marketing won’t convert. If your value isn’t understood, your pricing won’t stick. If the transformation you’re offering isn’t obvious, people won’t take the leap with you.

The most important move you can make in an early stage business is to anchor your offer in a real, pressing problem—and speak to it in the language your audience uses, not industry buzzwords.

That’s exactly what I had to do when I created the 31-Day Business Startup Challenge. I wasn’t just selling information—I was solving a specific pain point for aspiring business owners: the gap between big-picture advice and step-by-step execution.

Sure, programs like SBDC and SCORE exist—and they’re incredibly valuable. SBDC offers one-on-one advising and workshops. SCORE pairs you with mentors who have decades of experience. But here’s the thing no one talks about:

• What happens between those advisor meetings?

• Who helps you sort through conflicting advice?

• Where’s the daily structure to get things actually done?

That’s where the 31-Day Challenge comes in. It doesn’t just give you knowledge. It gives you a roadmap. One clear, actionable step per day for an entire month. It helps you actually move—from idea to execution—without having to piece together a strategy on your own.

I designed it for the founders who need more than just mentorship. They need structure, momentum, and a plan that respects their time and energy. Is there overlap with free services? Sure. But the people who buy the 31-Day Challenge aren’t just buying content—they’re buying clarity. They’re buying a shortcut through the noise.

That’s the kind of offer that sticks. One that solves a real, defined problem with simplicity and focus.

Start Lean, but Plan to Scale

There’s a difference between starting with what you have—and starting without a plan.

You don’t need to dump thousands into a full tech stack on day one. But you do need to build with the future in mind. That means asking: If I had five new clients tomorrow, could I handle it? If I had to hire help next week, would I even know what I’m handing off?

One of the smartest things I did early on was keep a list of every single task I was doing—no matter how small. I didn’t just document them to “be organized.” I did it because I knew that when growth came, I wouldn’t have time to build systems and serve clients.

That running task list became the foundation for my internal SOPs. As it grew, I grouped tasks into categories—operations, marketing, client delivery—and those categories naturally evolved into job descriptions. Not vague ones either, but clear roles with deliverables, timelines, and expectations. That way, when I needed support, I wasn’t scrambling to Frankenstein together a job posting or dumping everything on one assistant.

I even built in milestones—points of growth where I could expand responsibilities or offer new roles to people I already trusted. It gave me the flexibility to scale gradually and reward loyalty, without having to rehire or retrain from scratch every time.

That’s how you plan to scale—quietly, in the background, while you’re still lean.

And the tools I used were just as intentional.
Instead of a full accounting department or a complex invoicing process, I set up Zoho Books. It gave me control over cash flow, expense tracking, and client invoicing without needing to touch spreadsheets. Every invoice was branded, every reminder automated, and every dollar accounted for.

For scheduling, I used Zoho Bookings to eliminate the back-and-forth. Clients and prospects could self-schedule based on the availability I set. That freed me from inbox ping-pong and helped me protect my time while still staying accessible.

So yes—start lean. But don’t build small. Build smart.

Build like you expect your business to grow—because that’s the goal, right?

Validate Before You Expand

One of the riskiest things you can do early is assume demand before you’ve proven it.

Validation doesn’t have to be complicated. It can look like:

• Pre-selling an offer to your email list

• Running a waitlist to gauge interest

• Offering a one-time beta version for feedback

• Simply asking, “Would you pay for this?”—and then watching what people do, not just what they say

I’ve had clients pour months into building a full course… only to hear crickets. Not because they lacked talent—but because they never tested the concept with real people. And I’ve seen simple, half-polished offers take off in days, simply because the founder paused long enough to listen, adjust, and validate before scaling.

I had to learn that lesson myself—again—just a few days ago. I asked a couple of trusted friends to take a look at an offer I was working on. Honestly, I wasn’t sure about it. I was hopeful it was strong—but deep down, I had doubts. I needed validation. Not applause, not hype—just some clarity to help me decide whether to move forward or shift directions.

Their response? “I see what you’re trying to do…”

They didn’t say it was bad. But they didn’t say it was right either. And that was enough to stop me. I realized I hadn’t quite hit the target. I didn’t need to scrap everything, but I did need to pause, look again, and dig into their reactions. I asked follow-up questions. I pushed for specifics. I used their comments not as criticism, but as direction.

That’s real-world validation. It’s not just “Do people like it?” It’s “Does this offer land the way I need it to—and if not, where can I adjust?”

That’s validation. It’s an early stage business move that helps ensure you’re going in the right direction.

It’s not just verbal feedback, either. Your market will speak with their pocketbooks. When you track your metrics—site traffic, clicks, opt-ins, conversions—you’ll start to see where the drop-off happens. That’s the moment the offer stops resonating. That’s the validation checkpoint.

• Are people finding it but not buying?
• Are they clicking but not converting?
• Are they reading but not reaching out?

Every one of those markers tells a story. Your job is to listen early, before you sink time and energy into building a business that can’t sell.

Prioritize Customer Conversations

In an early stage business, you don’t need fancy funnels. You need real conversations with potential buyers.

When my email list was small, I treated every subscriber like gold. I replied to emails personally. I paid attention to what they clicked on, what they skipped, and the doubts that surfaced between the lines. I wasn’t chasing clicks—I was listening for truth.

That’s how I figured out what to build. Not just from questions like, “What do you need?” but from what people couldn’t quite articulate yet—fears about failure, uncertainty around next steps, and a quiet but persistent voice asking, “Am I really cut out for this?”

I didn’t just collect feedback. I turned it into action. That feedback became the mindset tools and planning resources I now offer—tools that help entrepreneurs see the path ahead, even when it’s foggy.

And it works. When clients say things like:

• “She helped me see a different perspective on the problem.”

• “She was as committed to making my business successful as I was.”

• “She provided clear and supportive steps to accomplish my goals.”

…it’s not because I had the perfect plan. It’s because I listened. I made space for their doubts, then created solutions rooted in what they were really struggling with—not just what they Googled.

You don’t have to go viral to get traction. You just have to care enough to listen—and build accordingly.

Protect Your Time Like It’s Cash

Time is the one currency you can’t get back.

Early on, I thought I was being scrappy by doing everything myself—but what I really was… was scattered. Exhausted. Stuck in the weeds. I was moving, but I wasn’t building.

That’s when I started blocking out CEO time—not for emails or admin, but for strategic thinking. I documented repeatable tasks, not because I had a team yet, but because I knew I’d need those systems when help arrived. I built infrastructure in the background—not to look organized, but to protect my focus and energy.

Because here’s the truth: Running Backbone America isn’t my entire life.

I love going to the movies. I love to travel. I love being present with the people I care about and having space for stillness. My goal was never to build a second job or trade my day job for a new 60-hour grind. I started this business to create financial freedom and time flexibility—not just income, but margin. Space.

So one of the smartest early-stage moves I made was designing my business to protect that vision.

I hired people—not because I didn’t want to work, but because I didn’t want to lose the joy in the work. I built systems not just to scale, but to safeguard my lifestyle. Because I’m not trying to hustle forever. I’m trying to build something that runs like a well-oiled machine, whether I’m in the chair or not.

I like writing these blog posts. I like showing up. But I also want the option to step back when it stops being fun—and know that Backbone America will keep serving, supporting, and growing.

That’s what time freedom looks like. And that’s why systems aren’t just operational—they’re personal.

Final Thoughts: Build Now for the Business You Want Later

The biggest risk in an early stage business is waiting. Waiting until you feel “ready.” Waiting until you know everything. Waiting until the timing is perfect.

But businesses don’t grow because the stars align. They grow because the founder makes small, consistent moves with long-term vision.

Pick one move from this list—just one—and act on it this week. Start shaping your early stage business into something that grows with you—not around you.

And if fear, doubt, or overwhelm are still holding you back? That’s exactly why I created the $1.97 SMART Goals Mini-Guide. It helps you identify what’s keeping you stuck and set one clear, doable goal to move forward—today.

No more waiting. Your future business is waiting for you.