SHADOW▾HER
BoldHER Vision Builder · 2026
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Reflection
Customer
Revenue
Leaks
Financials
Goals
Vision
WELCOME
Getting Started
Let's build your BoldHER Vision — one step at a time.
What's your name?
This will appear on your BoldHER Vision document.
What is your business name?
This is the business we're building a vision for today.
SECTION 1 OF 7
Program Reflection
Open your HerGuide and flip through every section before you begin.
Step 1 of 2
What are your top takeaways from the program?
Think across all sessions — Operations, Finance, Marketing, Sales, Strategy. Add 3–10 things that stuck with you, changed how you think, or that you know you need to act on.
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Step 2 of 2
What 1–2 priorities keep rising to the top?
These are the things you already know need to happen. They've come up in multiple sessions. Write them down.
💡 Pressure TestIf you could only do one thing in the next 90 days to move your business forward — what would it be? If you listed more than 2, which matters most?
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SECTION 2 OF 7
Customer
Open your HerGuide to the Marketing section as a reference.
Step 1 of 4
What do you sell?
Describe your product or service in plain language — not marketing language.
💡 Can You Be More Specific?Generic descriptions lead to generic customers. For example:
"I sell marketing services" → "I help e-commerce brands under $2M create email campaigns that drive repeat purchases."
Try adding: who it's for, what specific problem it solves, and what the result is.
"I sell marketing services" → "I help e-commerce brands under $2M create email campaigns that drive repeat purchases."
Try adding: who it's for, what specific problem it solves, and what the result is.
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Step 2 of 4
Who is your primary customer?
Think about your happiest, most profitable, most repeatable client.
Tell us about this personSelect all that apply — these build your customer persona.
Age Range
18–2425–3435–4445–5455–6465+
Life Stage
Single, no kidsYoung familyEstablished familyEmpty nesterRetiredCareer-focusedBusiness owner
Income / Spending Level
Budget-consciousMiddle incomeUpper middleHigh incomePrice is not a barrier
Where Do They Live?
UrbanSuburbanRuralNationalInternational
Where Do They Spend Time Online?
InstagramLinkedInFacebookTikTokYouTubeEmail newslettersPodcastsGoogle search
🚗 What do they drive?
Practical family SUVLuxury vehicleElectric/hybridOlder paid-off carDoesn't drive / urban
📚 What do they read or watch?
Business booksSelf-help / personal growthNews / current eventsReality TVDocumentariesIndustry blogsLifestyle / wellness content
🍽️ What do they talk about at dinner?
Tell us about this businessSelect all that apply — these build your ideal client profile.
Industry
Retail / E-commerceProfessional ServicesHealthcareTechnologyReal EstateFinanceNonprofitManufacturingOther
Company Size
Solo / 1 person2–10 employees11–50 employees51–200 employees200+ employees
Revenue Stage
Pre-revenue / startupUnder $500K$500K–$2M$2M–$10M$10M+
Where Are They Located?
LocalRegionalNationalInternational
Who Do You Work With?
Founder / OwnerCEO / PresidentOperations ManagerMarketing LeadHR / People OpsFinance LeadProcurement
🎵 If this team's culture was a music genre, it would be...
Indie garage band — scrappy, resourceful, figure-it-out energySymphony orchestra — process-driven, structured, preciseFolk collective — collaborative, values-led, relationship firstHip hop — fast-moving, ambitious, always leveling upClassic rock — established, proven, a bit resistant to change
What keeps the decision-maker up at night?
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Step 3 of 4
What painful problem are you solving — in their words?
Not your description of what you do. How would your best customer describe the problem they had before finding you?
💡 Make It Their WordsTry: "Before finding me, my customer felt..." or "The thing that kept them up at night was..." If your answer sounds like your website copy, it's still your words — not theirs.
Your value proposition
One or two sentences: who you help, what you do, and what changes for them.
💡 Sharpen ThisCould you say this at a networking event and have someone immediately understand and want to know more? Try making the "who" more specific or the "result" more concrete.
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Step 4 of 4
Meet your customer.
Here's the persona you just built. Does this feel right? Go back and edit if something is off.
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SECTION 3 OF 7
Revenue Model
Open your HerGuide to the Sales & Pricing sections as a reference.
Step 1 of 3
List all the ways your business currently generates revenue.
Include every product, service, package, or income stream — even small or occasional ones.
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Step 2 of 3
Rate each revenue stream across four dimensions.
1 star = weak, 5 stars = strong. Use the margin calculator if you want a real number.
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Step 3 of 3
Which vertical should be your primary focus?
Does this match your instinct? Your gut matters — adjust if needed.
What makes this the right one to focus on?
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SECTION 4 OF 7
Money, Leaks & Margin
Open your HerGuide to the Business Finance section as a reference.
Step 1 of 2
Where is money leaving your business that shouldn't be?
Think subscriptions you're not using, underpriced services, slow-paying clients, or time spent on low-margin work. Naming leaks is the first step to fixing them.
💡 Common LeaksUnderpricing your flagship service · Clients who take 90+ days to pay · Tools you pay for but don't use · Time spent on low-margin work · Tasks a VA could handle at a fraction of your hourly rate
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Step 2 of 2
What profit margin do you need to protect as you grow?
As revenue increases, costs often rise faster than expected. Know the floor you won't go below — and pay yourself well.
💡 Why This MattersGrowth without margin discipline can mean more revenue but less profit. If your margin shrinks as you scale, you're building a busier — but not better — business.
What would need to be true to protect that margin as you grow?
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SECTION 5 OF 7
Financials
Back your goals with real numbers.
Step 1 of 2
If you hit your goals, what do your numbers look like?
Use your pricing model and current pipeline to estimate. Build from what you know.
💡 Revenue vs. Profit — What's the Difference?
Revenue is the total money coming in before any expenses — everything you earn from clients, sales, or services.
Profit is what's left after you pay all your expenses — team, tools, overhead, taxes, and cost of delivery. It's what you actually keep. A business can have strong revenue and poor profit if costs aren't managed.
Revenue is the total money coming in before any expenses — everything you earn from clients, sales, or services.
Profit is what's left after you pay all your expenses — team, tools, overhead, taxes, and cost of delivery. It's what you actually keep. A business can have strong revenue and poor profit if costs aren't managed.
💡 Check Your MathTake your goal number of clients × your price × 12 months. Does it match your revenue estimate? If not, adjust the goal or the price.
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Step 2 of 2
What will it cost to get there?
Think team, tools, marketing spend, professional services, software — everything needed to execute your plan. Growth is not free.
💡 Don't Skip ThisIf your profit estimate doesn't account for these costs, it's not a real profit estimate. Go back and adjust your numbers if needed.
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SECTION 6 OF 7
Focus Areas & 12-Month Goals
Work with your mentor to draft your goals before entering them here.
Step 1 of 3
Select your 3–5 focus areas for the next 12 months.
Which areas, if strengthened, would most improve your revenue, profit, or cash flow?
✓
Product / Service Development✓
Sales & Business Development✓
Marketing & Brand Awareness✓
Operations & Systems✓
Customer Success✓
Financial Management💡 Less Is MoreYou've selected more than 5. Strategy is about deciding what matters most — not doing everything. Which 3–5 would move the needle most for you right now?
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Step 2 of 3
Write one measurable 12-month goal for each focus area.
A real goal has a number, a date, or a clear outcome. Work with your mentor first, then type your goals here.
💡 Vague vs. Real"Get better at marketing" → "Build an email list of 1,000 leads and send 2 campaigns/month by Q4"
"Improve operations" → "Document 3 SOPs and hire a VA by June 30"
"Grow revenue" → "Close 5 retainer clients at $3,500/mo by September"
"Improve operations" → "Document 3 SOPs and hire a VA by June 30"
"Grow revenue" → "Close 5 retainer clients at $3,500/mo by September"
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Step 3 of 3
What are your top 3 barriers to hitting these goals?
Naming your barriers makes your plan more realistic and your goals sharper. Work with your mentor on your mitigation strategy.
💡 Common Barriers — Do Any Resonate?Doing everything myself · Inconsistent sales pipeline · Pricing too low to fund growth · I'm the bottleneck in delivery · Not enough market visibility · Don't have the right team yet · Avoiding the financial picture
Barrier 1
Mitigation strategy (work with your mentor):
Barrier 2
Mitigation strategy:
Barrier 3
Mitigation strategy:
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YOUR PLAN
BoldHER Vision
You did the work. 🎉
Complete the final prompts below — then download your BoldHER Vision document.
Complete Your Vision
Your non-negotiables — the principles that guide how you build and operate.
💡 Before You TypeRefer back to your notes from the Operations session — do these values still resonate?
What does your business do, for whom, and to what end? Your mission is the day-to-day expression of your purpose.
Why does this business exist beyond revenue? What changes in the world because you built it?
Introductions, partnerships, knowledge gaps, capital — be specific. Vague asks get vague help.
Dream the size of the business you actually want — not the one that feels safe to say out loud.
The bolder version. Where is this really going? Give yourself permission to write the bigger number.
One powerful sentence. Where is this going, and why does it matter? Don't be modest.
SHADOW HER | 2026
BoldHER Vision
