Catharine Arnston

And so here's how I've managed it.

First of all,

And for probably the first seven years, six years, I was just by myself, just me.

And then for the first eight years, I started hiring interns.

Of course, I had to teach them everything, so they really didn't know anything except what I taught them.

So literally for the first 10, it was me, but I was still sort of, quote, a solopreneur.

Once you start making traction in the marketplace, you have to change your management style and become a leader because now you are delegating and leading people who have expertise in areas that you didn't have or didn't have enough of.

And this coincides exactly with what you're talking about because I dove into the science because I was determined to give my biohacker community the hardcore science.

In fact, I taught myself everything, but then I got my PhD last year in natural health.

So I was so married with the science and they loved the science.

But as we started growing...

and reaching more general consumers, they didn't know the science.

They didn't really want the science.

They just want to know that it worked.

And so I had to start hiring people who were experts in the more consumer marketing area who would massage my science into a more general message

so that we could communicate to them.

I continued with the hardcore science because it also gave me insights that could then be massaged into the more general stuff.

But it was a very difficult transition because, A, you're transitioning from doing everything yourself, owning everything, and, of course, that's seven days a week, 12-hour days, to then managing, first of all, finding the right people, managing them, giving them the bandwidth to do stuff without you,

For an entrepreneur, it's very hard to let go of the reins so that you can start building.

And the way we did that, just so you know, so I recorded 200, and I'm going to do another 100 one-minute videos.