How to raise your prices, without losing any clients: In this episode, I tackle one of the most common (and most damaging) problems I see in small businesses: not charging enough. I share a real story of a business owner who hadn’t increased their prices in over six years. Costs had risen. Workload had exploded. Margins had quietly disappeared. Yet the prices stayed the same… purely because of fear. Fear of backlash. Fear of losing customers. Fear of rocking the boat. This episode explores why avoiding price rises slowly chokes your business—and how you can increase prices properly without losing the customers you value. Why So Many Owners Avoid Raising Prices Let’s be honest… most pricing problems aren’t financial, they’re emotional. Business owners resist raising prices because they: Don’t want awkward conversations, Feel guilty charging more Worry that customers will leave Compare themselves to cheaper competitors Haven’t reviewed pricing in years The result? A business that looks busy, but underneath is slowly breaking. Staying underpriced doesn’t keep you safe—it keeps you vulnerable. Costs rise regardless of whether your prices do. I'll also share a Real Story: Six Years Without a Price Increase I talk about a business owner who looked successful on the surface, but behind the scenes, the business was suffocating. Costs, expectations, and workload had grown year after year… yet prices hadn’t moved. It’s far more common than people realise. And far more dangerous. Pricing is not a one‑off decision. It’s something you must review, adjust, and protect. Who This Episode Is For Small business owners Service‑based businesses Freelancers and creatives Solo entrepreneurs Anyone undercharging Owners feeling stretched or undervalued If you know your prices should be higher—but haven’t acted—this episode is for you. Pricing Isn’t About Greed. It’s About Survival. Raising prices isn’t about being greedy. It’s about building a business that can survive, grow, and sustain the life you want.

When you have the first coaching session with a 1:1 client, 1 month after supporting them through the Money Mastery element of our pillars of progress programme, to learn in the last 4 weeks they have saved £4,200 NET PROFIT

No judgment here. This is one of the most common questions I ask business owners, and the answers are almost always illuminating. Let's see where this community is starting from.

Let me tell you about a conversation I have had more times than I can count. A business owner sits across from me (or more often these days, on a screen) and we are talking about their business. Good business. Real business. Turnover that would make most people's eyes widen. A team. Clients who genuinely value what they do. Work they are proud of. And then I ask the question. "When did you last raise your prices?" And the room changes. Not dramatically. Not with tears or anger. Just a slight shift. A pause that lasts a beat too long. And then something that is trying very hard to sound like a reason but is actually a feeling dressed up in business language. "The market won't bear it." "My clients are pretty price sensitive." "I'm competitive where I need to be." "I'll look at it after the next quarter." I have heard every version. And underneath every single one of them is the same thing. Fear. Not incompetence. Not laziness. Not a lack of ambition. Fear. A low-level, persistent, quietly expensive fear that has been running in the background of their pricing decisions for years — sometimes for the entire life of the business. That fear has a name. I call it the Pricing Wound. The Pricing Wound is not a pricing problem. This is the thing that took me years to understand — and once I understood it, I could not unsee it in every business I worked with. The Pricing Wound is not a spreadsheet problem. It is not a market research problem. It is not a problem that gets solved by downloading a pricing calculator or reading a book about profit margins. It is a belief problem. Somewhere along the way (and it is different for everyone) a story got written about money. About what it means to want more of it. About whether the work is good enough to justify a higher number. About what kind of person charges that much. Sometimes the story comes from childhood. Sometimes from employment, from years of having someone else decide what your time was worth, which can make deciding for yourself feel almost presumptuous. Sometimes, from early days in business, when you priced low to win your first clients and never found the moment to change it. Sometimes from one bad experience with one difficult client who pushed back hard enough that their imagined voice now sits at every pricing table, even when they are long gone.