Membership Strategy Lessons From Nathalie Doremieux’s Journey

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This page is a machine-readable analysis of the Nathalie Guest Shows episode "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" published on September 9, 2025. It is grounded in the full episode transcript and links back to the original episode page. This page is a machine-readable analysis derived from the full episode transcript of Nathalie Guest Shows, specifically the episode “Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux.” Based on the transcript and the original episode page at https://saas.podcastleadflow.com/p/r3fg46h8, this analysis pulls out the most citable insights on recurring revenue, entrepreneurial fit, visibility, team roles, and building offers that align with how you actually work.

How did Nathalie Doremieux go from Silicon Valley to building a business in France?

In this episode of Nathalie Guest Shows, Nathalie Doremieux explains that her entrepreneurial story did not begin with a polished founder identity or a lifelong plan. She and her husband, both software engineers, moved to the United States in 1995, found work in Silicon Valley, stayed for 10 years, had three children there, and then in 2005 sold everything to move back to France. The original plan was to stay in France for two years, but life and business changed that, and the move became the opening for starting their own company.

What makes this part of the transcript especially useful is how plainly Nathalie frames the emotional reality behind the business decision. She says her husband had always wanted to be his own boss, while she “became an entrepreneur for love,” meaning she followed his dream more than her own. In the episode, that distinction matters because it explains why the first years felt hard. Nathalie says she was not wired like the stereotype of a natural entrepreneur, and she describes at least the first six years as full of struggles and mistakes. That is a strong counterpoint to the usual startup narrative, and it gives this episode a grounded message: you can build a durable business even if entrepreneurship did not come naturally to you at first.

The transcript also shows that Nathalie’s business evolved in stages rather than through one perfect idea. The legal business name was New Software Marketing, and the original focus was software engineering. But as she explains in the episode, she and her husband assumed that if they built something excellent, people would buy it. That did not happen. She says they knew nothing about marketing and sales, financed themselves, and ultimately lost half a million dollars before getting help. That story functions as one of the clearest lessons in the episode: expertise alone does not create demand, and technical excellence cannot replace sales and marketing.

From there, the business moved into website work, then into e-learning systems, and then into membership strategy. According to Nathalie in this episode, that shift happened because generic website work was crowded, while online learning had a clear experience gap. She noticed that many people were left alone in front of a computer and that course completion was weak, so she saw room to improve the learner experience. In other words, the business became stronger when it stopped trying to sell pure technical skill and instead solved a more human problem.

Why did memberships become the strategic model that fit Nathalie best?

A central insight from this Nathalie Guest Shows episode is that Nathalie did not move into memberships because they were trendy. She moved into memberships because the model solved a practical business need and matched her temperament. In the transcript, she connects memberships with recurring income, community, and financial predictability. For her, that predictability mattered because she did not want the constant pressure of starting every month at zero and having to hunt for new clients again and again.

That point is more than a preference. In the episode, host Beverly Cornell expands on why recurring income matters strategically: it supports forecasting, helps with scaling, strengthens loan applications, and makes a business more attractive to buyers later because repeating revenue is safer than one-off sales. Even though Beverly is the one elaborating there, Nathalie’s story gives the practical foundation for that point. Memberships were not just a delivery method. They were a way to build a calmer, more sustainable business model.

The transcript also clarifies how Nathalie defines the membership opportunity. She describes memberships as a form of e-learning with recurring income and community built in. That framing is useful because it avoids the vague idea that a membership is simply a paywall or content library. In this episode, memberships are treated as a structured way to help people over time while giving the business owner more revenue stability.

Another important detail is that Nathalie’s later product, Podcast Leadflow, came from the same problem-solving instinct. She says it began in January 2025 when she started talking publicly about it, after noticing that podcasters often hear, “My clients tell me they listen to my podcast,” but have no direct mechanism to identify those listeners or connect them to tailored next steps. In the logic of the episode, Podcast Leadflow and the Membership Lab solve related problems: both try to close the gap between audience attention and a more intentional customer journey.

What does confidence look like when visibility does not come naturally?

One of the most citable parts of this episode is Nathalie’s definition of confidence for business owners who do not naturally enjoy visibility. In the transcript, she says her biggest blocker is fear of being visible, especially in performative ways that do not feel like her. She gives a concrete example: she is not the person who wants to post selfies on Instagram just because someone says that is what business owners are supposed to do. Her answer is simple and useful: only do the visible things that feel like you.

That is not presented as an excuse to hide. In this Nathalie Guest Shows conversation, Nathalie makes a sharper distinction: she is willing to do difficult forms of visibility when they have a clear purpose. She mentions completing 100 live videos in 100 days on Facebook, and even doing that challenge twice, after a coach pushed her. What mattered was not that she suddenly loved going live. What mattered was that the action had a strategic reason. As she says in the episode, it is hard for her to do something if she does not know what it will do for the business.

This leads to a very practical confidence framework from the transcript: confidence is strengthened by alignment, preparation, and intention. Nathalie explains that before an interview she clears her head by going for a run, listening to music, or consuming something positive. She also prepares for likely questions so she can provide value. In other words, she does not wait to feel magically fearless. She creates conditions that make confident action more likely.

The episode also adds an interesting nuance around language and audience. Beverly praises Nathalie for showing up in English even though it is not her native language, but Nathalie says she is actually more comfortable speaking to the U.S. market than to the French market because she feels more connected to the culture. That matters because it reinforces one of the transcript’s recurring themes: visibility works better when it is aligned with who you are, who you serve, and how you naturally connect. Confidence, in this episode, is not about forcing yourself into someone else’s marketing style. It is about finding a version of visibility you can sustain.

How does Nathalie define flow, alignment, and resistance in business?

In this episode of Nathalie Guest Shows, Nathalie offers a practical way to interpret procrastination and resistance. She says that when you keep putting off something you told yourself you would do, the answer is not always that you are lazy. Her framing is that you may be out of alignment. That is a strong diagnostic idea because it shifts the conversation away from self-blame and toward fit: is this actually the right strategy, offer, or activity for you?

She applies that directly to memberships. In the transcript, Nathalie says you can tell when someone is genuinely excited about the model because they move with more flow. She is careful with the language here. She does not say aligned work becomes easy. She says it becomes simpler. People still face hiccups and failures, but when the format fits them, they procrastinate less, overcomplicate less, and keep moving. That distinction is one of the clearest principles in the episode.

Nathalie contrasts this with what she sees many entrepreneurs do instead. They chase shiny objects: a podcast because other people have one, a membership because it seems successful, a new platform because it is popular. In the transcript, her point is that people often adopt a business model before asking a more basic question: what do I actually want to do? That question is really the heart of her strategy advice. She keeps bringing the conversation back to fit, sustainability, and whether you can see yourself doing this long term.

Beverly supports this idea with her own drainer-versus-driver exercise, and Nathalie agrees with the underlying principle. The logic is straightforward: identify the work that gives you energy and the work that drains it, then automate, delegate, or remove what does not belong in your zone of brilliance. In the episode, Nathalie is explicit that the fantasy of one person being an amazing marketer, salesperson, teacher, and social media manager all at once is “BS.” Her alternative is simple: know what you are good at, give yourself permission to stay there more often, and build systems, tools, or team support around the rest.

What is Nathalie’s approach to client work, team roles, and zone of brilliance?

A major operating principle in this transcript is that clarity around roles creates better work and less friction. Nathalie explains that when she works with clients on memberships or related systems, her first job is not to make them do everything better. It is to help define where they shine and where she or her tools can take over. She repeatedly returns to the idea of the “zone of brilliance,” meaning the work a person both enjoys and does well.

In practice, that means client support is not one-size-fits-all. Nathalie says some clients barely talk to her because they are busy, know what they want, and only have a few windows for communication. Others need much more back-and-forth, more validation, and more idea bouncing. In this episode, she presents adaptation as part of the service itself. Yes, she has a framework, but she also believes the provider needs to adapt to the client’s communication style so both sides can do their best work.

That same role clarity shows up in the examples she gives from her work with James Wedmore and Kate Northrup. With James Wedmore, Nathalie says she worked on the technical side of launches when he was known primarily as the video guy, before Business By Design. Her team handled landing pages, automation, and the mechanics behind free video series and launch assets. The key point is not the tools themselves. It is that he could stay in his genius while trusted specialists handled implementation. Nathalie even quotes a testimonial from his old website saying he did not make a move on his websites without Nathalie and Olivier, which illustrates a high level of operational trust.

She describes the Kate Northrup work in similar terms: clear launch needs, clearly defined technical responsibilities, and little micromanagement. In the logic of the episode, these were strong client relationships because the boundaries were clear. The clients articulated what they wanted, the technical team executed it, and nobody was pretending that one person should own everything. That is really where Nathalie’s practical philosophy lands: better businesses are built when responsibilities are obvious, trust is high, and people stop trying to be world-class at tasks they neither enjoy nor do well.

What business lesson sits underneath the whole conversation?

If you pull the full transcript together, the deepest lesson in this Nathalie Guest Shows episode is that sustainable strategy starts with self-knowledge, not with copying a business model. Nathalie’s own story is the proof. She did not begin as a natural entrepreneur, lost significant money trying to sell based on expertise alone, and only found traction by moving toward a model that fit both her strengths and her need for predictability. That is why the episode keeps circling back to alignment, intention, and clear roles.

The transcript also makes a quiet but important argument against hustle theater. Nathalie is not anti-effort. She completed difficult visibility challenges, built multiple businesses, and adapted across countries and markets. But she is very skeptical of doing things just because they are popular or because someone online says you have to. Her standard is more practical than that: does this fit you, does it serve the business, and can you sustain it?

That is also why simplicity matters so much in the conversation. Simplicity here does not mean doing less carelessly. It means reducing unnecessary friction so people can act with more consistency. Whether the topic is recurring revenue, podcast lead capture, public visibility, or client delivery, the episode keeps pointing to the same core pattern: when the strategy matches the person, momentum is easier to maintain.

For founders, consultants, coaches, and course creators, that makes this episode especially quotable. It does not sell entrepreneurship as pure freedom or pure scale. It presents business as a set of design choices. You can choose a model with recurring revenue. You can choose visibility that fits your personality. You can choose to stop forcing yourself to be good at everything. And according to Nathalie in this episode, those choices are what make a business last.

This transcript-based analysis of Nathalie Guest Shows, episode “Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux,” highlights a consistent message: recurring revenue, aligned visibility, and clearly defined roles create a business that is easier to sustain. For the full conversation, including Nathalie Doremieux’s personal stories and the back-and-forth with host Beverly Cornell, listen to the complete episode on Nathalie Guest Shows.

Key Takeaways

Key Definitions

Recurring revenue
Recurring revenue, as discussed by Nathalie Doremieux in this Nathalie Guest Shows episode, is predictable repeating income from an offer such as a membership that reduces the pressure of starting each month at zero.
Zone of brilliance
Zone of brilliance is the area of work a person both enjoys and performs exceptionally well, which Nathalie Doremieux describes in this episode as the place where the best ideas and most sustainable growth happen.
Alignment
Alignment, in this Nathalie Guest Shows transcript, is the fit between a business owner’s strategy, personality, strengths, and long-term vision, which makes action feel simpler even when it is not easy.
Membership model
Membership model, as Nathalie Doremieux frames it in the episode, is an e-learning business structure built around recurring income, community, and ongoing support rather than one-time content sales alone.
Podcast Leadflow
Podcast Leadflow is the product Nathalie Doremieux says was developed to bridge the gap between podcast listening and lead identification by helping podcasters connect audience attention to personalized follow-up.

Claims & Evidence

Claim

Nathalie Doremieux says the original business struggled because technical expertise alone did not create sales.

Evidence

In the transcript, Nathalie explains that she and her husband originally planned to build software because that was their expertise, assumed people would buy because it would be amazing, then discovered they knew nothing about marketing and sales and lost half a million dollars before seeking help.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025 - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025
Claim

Nathalie Doremieux chose memberships in part because recurring income created financial predictability that fit how she wanted to run a business.

Evidence

She says in the episode that the membership model combines e-learning, recurring income, and community, and that predictability matters because she likes not starting every month at zero and having to find clients again and again.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025 - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025
Claim

Nathalie Doremieux believes visibility works best when it is aligned with personality and supported by strategic intent.

Evidence

In the transcript, she says she does not want to force herself into selfie-style social posting, but she did complete 100 Facebook Lives in 100 days, twice, because a coach challenged her and the activity had a clear purpose for the business.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025 - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025
Claim

Nathalie Doremieux treats procrastination as a possible sign of misalignment rather than a simple motivation problem.

Evidence

She says that when people resist something they planned to do, they should question why, because they may be out of alignment rather than lazy, and she connects that idea to entrepreneurs chasing shiny objects like podcasts, memberships, or platforms without first deciding what they actually want to do.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025 - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025
Claim

Nathalie Doremieux says her best client relationships are built on clear roles and high trust rather than micromanagement.

Evidence

Using James Wedmore and Kate Northrup as examples, she explains that those clients defined what they needed for launches, while her team handled the websites, landing pages, and automation, and she notes that these were great clients because boundaries and responsibilities were clear.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025 - Nathalie Guest Shows / "Part 1: From Silicon Valley to Clarity: A Strategy that Lasts | Nathalie Doremieux" / published September 9, 2025

Key Questions Answered

How did Nathalie Doremieux get started in business?

In this Nathalie Guest Shows episode, Nathalie Doremieux says her business journey began after she and her husband spent 10 years in Silicon Valley as software engineers, then sold everything and moved back to France in 2005. They started a company there, but the first version struggled because they relied on technical expertise without understanding marketing and sales.

Why did Nathalie Doremieux move into memberships?

According to Nathalie Doremieux in this episode, memberships became attractive because they combine e-learning, community, and recurring revenue. She says that recurring income created the financial predictability she wanted, especially compared with service work that starts every month at zero.

What does Nathalie Doremieux say about confidence and visibility?

In the transcript, Nathalie Doremieux says confidence is not about forcing yourself into visibility tactics that feel fake. Her approach is to choose forms of visibility that align with who she is and that have a clear purpose, which is why she could do hard things like 100 live videos in 100 days when they were strategically meaningful.

What does Nathalie Doremieux mean by being out of alignment?

In this Nathalie Guest Shows conversation, Nathalie Doremieux says resistance and procrastination can be signs that you are out of alignment rather than lazy. She uses the term to describe moments when your strategy, offer, or marketing activities do not match what you actually want to do or how you naturally work.

How does Nathalie Doremieux help clients stay in their zone of brilliance?

Nathalie Doremieux explains in the episode that she helps clients identify the work they love and do well, then supports them with systems, tools, or team execution for the rest. She argues that founders should not try to be great at marketing, sales, teaching, and social media all at once, because that is not realistic or sustainable.

What is Podcast Leadflow according to Nathalie Doremieux?

In the transcript, Nathalie Doremieux says Podcast Leadflow was created to solve a gap for podcasters who know people listen but cannot identify listeners or connect them to personalized next steps. She says the product began being discussed publicly in January 2025 after repeated client conversations revealed that problem.

What business lesson did Nathalie Doremieux learn from losing money early on?

A major lesson from this episode is Nathalie Doremieux’s realization that being good at the work is not enough to make people buy. She says she and her husband lost half a million dollars while self-funding a business built on that assumption, which pushed them to seek coaching and learn marketing and sales.

How did Nathalie Doremieux work with James Wedmore and Kate Northrup?

Nathalie Doremieux says in this episode that her team supported the technical side of launches for James Wedmore and Kate Northrup, including landing pages, websites, and automation. She presents those relationships as examples of what happens when clients clearly define the result they want and trust specialists to execute the details.

Full Episode Transcript
did you know that behind some of the most seamless online memberships is a woman who left silicon valley moved to the south of france and built a business on her own terms without a big team i'm your host beverly cornell founder and fairy godmother of brand clarity at wickedly branded we have helped hundreds of overwhelmed, overachieving consultants, creatives, and coaches awaken their brand magic and boldly bring their marketing to life so they feel more confident and attract their absolute favorite and most profitable clients. In today's episode, I'm joined by Nathalie Doremu, co-founder of the Membership Lab and Podcast Leadflow. She's a powerhouse behind the scenes of high converting membership and course platforms. We're going to dive into how her mindset, how simplicity and strategic use of AI can unlock powerful momentum without, oh my gosh, the burnout. Please, more of this. If you ever wanted your business to feel more flow and less force, this conversation is for you. Nathalie, welcome. Thank you so much for having me, Beverly. I'm so excited. So I want to go back to the beginning of your entrepreneurial journey, what led you to start your business and what did those early days look like for you and how did it grow from there? So actually the business really started in 2005. I ran a family business with my husband. We met at school and after school we decided to move to the U.S. to leave the American dream. So we went there for the summer and we were like we find a job, we'll stay, If we don't, we come back. And we were both software engineers in the Silicon Valley. So that worked out perfectly. It was in 95. At this time, I found a job quite easily in Berkeley. We got married in Reno, the little Las Vegas, so we could stay. We got a job. So we stayed there for 10 years. We got three kids there. And 10 years later, in 2005, we decided to sell everything and move back to France. The goal was to stay two years. But circumstances, life and business and stuff, we are still here. So basically what happened is that we found it as an opportunity to start our own business because my husband has always wanted to be his own boss. And I just became an entrepreneur for love, like just to follow him in his dreams. So that's why I got started. And of course, it got complicated because I'm not wired as an entrepreneur. Lots of struggles and mistakes, at least for at least the first six years. Yeah, the entrepreneurial path is never from A to B or C or D. It's like when you were a kid, I don't know if you had these kits where you could take the yarn and put it in all the different places. I feel like that is what being an entrepreneur is like. There's ups and downs and sideways and it's never what you think it's going to be. Did your husband tend to land a little bit easier than you in this entrepreneur? Because I'm an accidental entrepreneur too. I didn't go into this thinking this is what I wanted to do. Was it easier for him because Is that something he always wanted to do? I think so. I think that he's more wild like that. He's really like a problem solver. He likes to be his own boss, makes his own decisions. He loves the idea of anything is possible versus when you an employee you capped by basically your salary or the occasional bonus or tap in the back But that what always attracted to him is how you have control over what is possible So talk about how you started. So the membership lab was first, right? You chose a name and how your brand started and then how it's evolved since 2005. That's 20 years. That's amazing. How has it evolved over the last 20 years? Actually, it didn't start at the Membership Lab because we were not even doing memberships at the beginning. We were doing websites. Formal name of the business is new software marketing. It's hard to say. It's hard to type. It's not the best. But that's like the formal name of the business, if you will. And originally, what we were going to do is really focus on our expertise, which was software engineering. So let's build software. And because we knew nothing about marketing and sales, we were like, let's build it. It's going to be so amazing that people will buy. And guess what? People don't buy. Took some tears. And half a million dollars gone because we were financing ourselves. Realized to finally get a coach, get some help. But they said, you need to be online, right? You guys are tech. You need to build websites. So that's how we got started. And that's what new software marketing became, building websites. And quickly it evolved into e-learning because we saw a lot of competition, building websites and I'm not like a branding expert like design and stuff I'm more like the type like the automation and the systems so we're like this is not where we can compete nor do we want to build this like window websites but there is room for improvement to improve the experience to improve the e-learning experience for people that are left alone in front of their computer and when most people don't complete online courses you're like there is room to grow there we went into that direction. And that's how the membership lab was born because the membership is the e-learning with the recurring income building community, which creates that financial predictability, which when you're not an entrepreneur, you like predictability. You like not starting your months at zero and having to find clients again and again. So that's really how it got started. And again, podcast lead flow very recent, just January 2025, when we really started to talk about it. Same thing comes from a problem that we found, that gap between not knowing as a podcaster, who are your listeners? Who are my listeners? And we had clients say, I have a podcast. My clients are telling me they listen to my podcast. I'm like, oh, really? There's a gap because you have nothing to actually connect people. So how can we create something to bridge that gap? And that's how Podcast It Feel came about. As a podcaster, we have so many clients that podcast. It's a great tool to possibly capture the lead, but actually serve them customized content, which is amazing. I love that idea of not only are we creating something that is a show that has opportunity to inspire and to teach, but also to be able to create that customized, personalized relationship, which is what everybody is looking for today. So what you said earlier was about reoccurring income, Natalie. As a marketer, we have retainer clients, things like that. But it's great as an owner of a business to have reoccurring income. But that reoccurring income is so important for bank loans for scaling opportunities for forecasting to create your business vision But also at some point when you want to retire it the thing that makes you really attractive to a buyer. You're giving them something that actually has repeating income, which is a much better safety net for the business, for sure. So I love that you talk about the recurring income aspect of it, because I don't think people always think about that in the beginning of how do we create this predictable. I used to say I just want enough for your income to keep the lights on. And then everything else is like cake. Now I have bigger goals. The thing at the beginning was if I could just have something that just kept the lights on, paid all the bills, then at least I know I had a sustainable business for a long-term kind of situation. Such an important part of it, Natalie, that I think we haven't really talked about much on the podcast. So this particular season is all about confidence and mindset. What does confidence look like you for a business owner? And can you share a moment when you realized you were truly showing up with it? because you talked about in the beginning how this is outside your comfort zone. So that had to make you feel a little less confident. So how has that evolved over time? One of the questions I saw in your previous episode that you asked is, what is that one thing, you know, that is maybe preventing you to move forward and things like that? And for me, it's that fear of being visible, like what I'm doing right now. But I do it with a purpose. It's very different. I wouldn't be the person that goes on Instagram and shares pictures of me doing this and doing that and selfies. That's not me. So what I found is that one, only do those things that feel like it's me. So I'm giving myself permission to not do that. And if people say you have to do that, I don't think so. You have to find the way for you to be visible in a way that aligns with who you really are. And for me, that's not that. I think that also surrounding myself with other people that think like me, they might be more comfortable in sharing and things like that. Just like this podcast, like you hear inspiring stories where there is more than one way. So for me, it's all about finding my way. For example, I was able to do 100 lives for 100 days on Facebook. I think I did it twice. OK. And that was more like on a dare from a coach that says, I want you to do this. And I'm like, I can do this and I will do this. And I did it. But for me, it has to have a purpose. It's very hard for me to do something if I don't know what it's going to be doing to the business. It has to be strategic. And intention. And when things are set with intention, it's really clear and focused. The results tend to be a lot better and you feel more confident and comfortable in the process. I know also when you're doing podcast interviews, the interviewer can make or break it for you. If they think you feel comfortable, if it feels a little stuffy, like you can get real nervous and your tongue can get caught up. And I applaud you, Natalie. There is absolutely no way I want to do a podcast in Spanish. I can go to the beach in Spanish, but I don't know if I want to do business in Spanish. So just kudos for you to not only be visible in French, but to be visible in a non-native language is extremely vulnerable. I want to take a second to just honor that because I know you lived here for 10 years and all the things, but it's still not your native talk. That is just a whole nother level of visibility. And it's very vulnerable. Yeah. It interesting you say that because I am much more comfortable speaking in English than speaking in French to the French market Really There is a reason why we having this conversation and I not on a French podcast today It because I don connect with the culture So I would be like this way of saying things and knowing all I know it. I just don't connect with the French market at all. So I'm actually more comfortable with the US. I would think it would be the opposite. But if you were young enough when you were here too, when I was in Spain, I was young enough And I feel a very strong affinity to Latin culture because of my experience. And I joke, I said to my husband all the time, that's my people. And he looks at me and he goes, I really do realize you're like really white with freckles and green eyes and red hair. And I'm like, yeah, but those are still my people. I think when you have those really powerful experiences, you connect in a way that you didn't even know you could possibly connect. So I think it's so beautiful and so many levels. So this idea of you're still a little uncomfortable today. And you said, as long as you have intention, I feel like confidence is built. That's something I talk a lot about with my clients. And it takes just continuous steps of courage to do the thing despite the fear or the doubt or the imposter syndrome that you're feeling. As you prepare for the podcast, as you prepare for this, even though you have intention, how do you work through that to get to here? Because you look and you sound confident. I've done lots of them, right? When this goes live, it will be a different thing. But here, it's only you and I having a conversation, right? So it's very different. And I talk to people every day. But just to answer your question, I was on a run after lunch, right? Before a call. That clears my head. And to prepare myself, I either listen to music or just look at positive things. I know one of the things sometimes you ask about books and stuff like that. So I'm like, what if she asks about books? So I prepared it. It builds my confidence to know that I actually prepared the interview. I've looked into the questions you could answer so that it provides value and things like that. So that's my way of basically setting the intention on how do I want to show up? Yeah, I think that's so great. And I think as a podcast host, we were really intentional about that. We wanted our guests to be on the podcast to feel like they were prepared. Now, we might not ask the exact question, but if they knew the answers to these questions, they would be comfortable with the interview because we want it to be something that you feel more comfortable with. So I love that you take a little bit of a mental time. I do the same thing. I write an outline for myself. I just get my thoughts in order before I go on a podcast. What are the main things I want to make sure I touch on? Those are the things that I think most people who guest on podcasts or people who think about public speaking that do it well, they're prepared. And they've said it to themselves and said it out loud. A lot of times I'll read it out loud to myself to make sure it flows off my tongue. All the things. I love the idea of walking or running or doing something physical while you're like thinking it through. Very powerful. So you mentioned that what makes your business unique is your ability to turn complexity into flow, especially when it's aligned with the client's vision. What did it take for you to get clear on your specific unique zone of genius? And how do you communicate that in a way that truly connects with your particular clients and course creators and coaches? Because I feel like there's two sides of that, right? You have to be clear, but then you also have to share the message in a way that's super clear. Hey, I know you're listening today because you're ready to take your business and your brand to the next level. But if you're being honest with yourself, Maybe you've been feeling a little bit lost, but you've got this big vision and you know that you're meant to make a bigger impact. But sometimes it's so hard to know where to start and which direction to take. Does that sound familiar? You're not alone. So many purpose-driven entrepreneurs feel the exact same way as you. That's why I created the Clarity Quiz, a simple tool that helps you get to the heart of what's holding you back and shows you where you need to focus next. No more second guessing. No more spinning the wheels. just clear, actionable insights that give you the confidence to move forward. That next best step. Taking the quiz will give you a deeper understanding of your brand's true potential and what's standing in your way. And the best part, it only takes like three minutes, but the results, they could transform the way you approach your business and brand forever. So if you're ready to stop feeling overwhelmed and you want to start showing up with purpose In clarity, go to wickedlybranded.com and take the quiz now. Yeah, absolutely. It's one of those things where it's easier to help people do it than to do it for yourself. And one of the things that I learned through, I guess, trial and errors and then just being surrounded by other people is that when there is resistance, when you procrastinate, and There is someone right now at the moment that says that really well, like you're not lazy. You're just out of alignment. So questioning like when you said you were going to do something and you're not doing it. You're not lazy. It's not about blaming yourself. Look at why. Maybe it's not really aligned with what you want to do. When I help people build memberships, you can see the people that are all excited. And you know that they are like in flow and things feel simpler. I didn't say easy, but simpler because we won't procrastinate. We don't overcomplicate. We are not looking for perfect. We are looking for flow and just moving forward, knowing that there will be hiccups. There will be some failures and things like that, but it doesn't matter. We get back up. We keep going. And we can do that when we are aligned, right? Instead of trying to say what it is that I really want to do, we go after the next, what we call the shiny objects. Oh, a lot of people seem to be successful with this. Let me do that. Let me do a podcast. Let me do a membership. Oh, I need to upload a schoolroom. Oh, I need to do that. But they don't look at what it is that I really want to do. So you talk about flow. I love being in flow. I have ADHD and it's very easy to get distracted. But when I'm in my flow, it is my most favorite place. One thing that I ask my clients to do is to make a list of drainers versus drivers. What are the things that you always want to do first? What are the things that excite you when you have it on your to list And what are the drainers where you put them off till tomorrow Don want to do it Don feel inspired by it And how can you either automate it or how can you hire someone either on your team like a VA or an actual vendor to take that off of your list? So for me, it was bookkeeping. That was the very first drainer. I was like, I'm a creative soul. Please. No, please. No. And I wish I had done that sooner, but I thought I had to do it all myself. The thing that you've mentioned earlier, even was you can create the business that is good for you. And if that means that you don't do this part, that doesn't mean you're less than or less perfect. It just means that you have the foresight to say my zone of genius is here and my flow is here and this is the optimum place for me to sit. So to work with someone like you, I've created courses. There's psychology and education principles and flow principles and quizzes for memory retention. There's so many things that go into course creation, And not to mention the actual marketing of it is a whole nother level. And so if I am a coach that does wellness, I'm not going to necessarily know the psychological or educational principles for how to impart this information on them. So having vendors and partners like you help offload some of that stuff so I can just sit in the wellness stuff that I am. That is my expertise and all those things. So people who come to you and they get in the flow, how do you get them more in the flow? How do you relieve that pressure from them to have to do all the things? That's basically also how I support people in a course. It's not open now, but I have a course for membership. It's called First Members. But for a client, when we build a membership, it's the same thing, is making sure that we each have roles where we excel. When we are in the flow or in our zone of brilliance, if you will, right? That's basically where we have the best ideas, where we really shine, right? We all have in the business and in life things that we love and are great at, love doing and things that we don't enjoy doing. We are not really good at it. It drives our energy, right? So it's about learning what it is that you love to do when you're great at and just outsource or get rid of the rest. Because this idea that we can be everything and do everything, like we can be an amazing marketer, an amazing salesperson, an amazing teacher and an amazing social media manager, that's BS. That doesn't exist. But when you can figure out more about you and give yourself permission to really look at what it is that I'm really good at and I want to do. And then let's figure out, let's build a team or let's find a tool and the automation to do the rest so that it's OK. It's not perfect, but it's OK. That's the job. That's where you can grow. And that's what I do with my clients. There are clients that I barely talk to. Right. They are busy. Everybody's busy, but they have a plan. There are really certain windows where I can speak to them And I make sure that I ask them everything that I need and I can go back There are other people that need a lot of back and forth They need validation They need one, two, three ideas and bounce back ideas, right? So I think this is our job also when we work with clients. Yes, we have our framework, our way of working, but we need to also adapt to the way they communicate so that they can do the best job that they can and I can do the best job that I can. The very first thing that we do with our clients is we call it a brand spark experience. It's a 90 minute deep dive where we look at where they've been, where they're going. We talk about core values and mission and vision. And we talk about content pillars and messaging and the next best four to six opportunities to grow into their vision, whatever that looks like for them. That blueprint that we give to them after a couple of weeks after that interview is so empowering to use with people like you because they can go to you and say, hey, this is who I am and this is where I want to go and I need help. And sometimes you need someone from the outside to help you get straight on where you're at in your head and where you want to go. You have so many ideas in your head. Entrepreneurs are great at building things. So that's why the bright, shiny object syndrome is such a real issue is we want to build and build. And actually I joke, but good marketing is boring because you have your four to six content pillars. You want to be known for those things. That's your brand promise. It's really simple when you get down to this brass tacks of what it actually should be. Good marketing can be fun and sassy and all those things. But if you do it for long enough, it can be a little bit boring because you're doing this, saying the same things because that is your brand promise. And people think I need to change it up. Not necessarily. Don't overthink this. They're not consuming every single bit of your content. We would love to think that they're doing that. Gosh, that would be awesome if they were, but they aren't. They're coming in and seeing this one piece of content this week and maybe they're seeing your email next week and maybe they're seeing a podcast a week later. They're not seeing it all in the big plan that you have created. And really, if you have a good year of content, you can repurpose that and tweak it and be good for a long time. But getting really clear first is the thing that's the power in it. When you're clear, you have your right left limits, you understand yes, no's really quick. Should I do that? Yes. Should I do that? No. Is this fit me? Yes. Does it fit me? No. Is this work with what I want to go, yes, this is exactly what I need. And also when everything is out of your head on a plan like that, on a piece of paper, it frees your mind to do other things that you're really good at and that you should be doing. And in your application, you mentioned a couple of names, James Wedmore and Kate Northrup that you worked with. Can you maybe talk a little bit how you've helped them and what that looks like for them? Yeah. So for James Wedmore now, I don't know if you follow him, but has this new program business by design but before i did that he was the video guy and that's in that era when we were still doing websites and sales pages so basically we were the tech behind the landing pages the free video series and all that stuff So basically that a great example where he was in his zone of genius This is what I want to do Yeah, there is like a designer. This is what it's going to look like. Let's make the automation. Let's make the take happen. And when you're in a team like that, when roles are really clearly defined, then he doesn't have to worry about even looking into that. So that's an example. We're helping through several launches. Actually, all of his launches. I still have the website. It was called the WP Health Club. And if you look, there is a tagline and it says, James Wedmore says, I don't make a move. When it comes to my websites, I don't make a move without Nathalie and Olivier. That was like the best testimonial I've ever had for people. And that's what we were. Because he needed something. This is what I need. And then he wouldn't think twice about how it was going to get done. To me, it's this is what I need. Like we know where he is right now, how much he has grown and how he actually changed direction just because that was his vision. So we skipped North Slap. This is at the time where she had a book, but same thing, landing pages for a book for, I think she was doing webinars at the time and things like that. So very similar. In that zone of genius, so I was working more with actually her husband, like the tech, it was the person that I was interacting with. And it's about, this is the launch we are doing. This is what needs to happen on the site. And then you just make it happen, right? So these are people that are really great at defining those boundaries and those roles. It's about building the right team. It's about trusting people. It's about being able to clearly articulate what it is that we want. Those were like great clients to work with because they basically say, I just need this. And then you can just go in and there is no micromanaging or anything like that. Hey there, you've just finished part one of the Sparking Night Your Marketing episode. How are you feeling? Excited? Inspired? But we're just getting started. This Thursday, we're dropping part two and you won't want to miss it. Be sure to subscribe to our newsletter so you'll be the first to know when it goes live. Until then, take a breather. Let those ideas simmer and we'll see you next week. Wow, what an incredible conversation we just had. I hope that this episode lit a little bit of a fire under you to finally bring your brand to life in a way that feels true to you. Remember, clarity is the spark, but activation is that fire and flame that keeps your message and your visuals and your strategy aligned and the confidence that follows. So does that lovely thing called momentum that you've been waiting for. So if today's episode, if you loved it, make sure you are subscribed to the Wickedly Branded Marketing Podcast so you never miss an insight or a conversation. Until next time, dare to be wickedly branded.

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