What if the reason your business feels heavier than it should has nothing to do with your effort, your strategy, or your consistency?

In this episode, I’m taking you behind the scenes of a realization that hit me hard after looking back at 2025: even with incredible clients, meaningful work, and a business that kept running through massive life changes… it still wasn’t my most profitable year.

So in Part 2 of this series, I’m breaking down the real-world shifts that premium positioning actually requires, especially when “doing more” isn’t an option.

We’re talking offer realignment, tighter boundaries, and the messaging and brand upgrades needed to attract a more sophisticated buyer.

If you’ve built something successful but it feels heavier than it should or you’ve hit a ceiling you can’t logic your way past… this one’s for you.

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How I’m Making 2026 My Most Profitable Year Ever: Premium Positioning, Power, and Real Alignment

What if the reason your business feels heavier than it should has nothing to do with effort, strategy, or consistency?

That was the question I couldn’t stop thinking about when I looked back at 2025.

On paper, it was a strong year. I worked with incredible clients. I did work that genuinely mattered.

My business stayed stable even while I had another baby and my capacity shifted in very real, very permanent ways.

And yet, it still wasn’t my most profitable year.

That gap forced me to get honest in a way I hadn’t before. Because the answer wasn’t to push harder or tighten my discipline.

In a season where more simply wasn’t available, doing more was never going to be the solution.

What actually needed to change was how I was positioned inside my own business—and how much power I was still unconsciously giving away.

This is Part 2 of a series on how I’m making 2026 my most profitable year ever.

Not by hustling, scaling faster, or stacking more offers, but by aligning my identity, my offers, and my messaging so they finally support each other.

If you’ve built a successful business but it feels heavier than it should, or you’ve hit a ceiling you can’t think your way past, this will probably sound familiar.

Premium Positioning Is an Alignment Problem, Not a Pricing Problem

One of the biggest misconceptions I see in the online business space is that premium positioning is about raising your prices and learning how to tolerate the discomfort that comes with it.

That might work short term, but it eventually breaks. Premium pricing only holds when your identity, your offers, and your messaging are actually aligned.

Miss one of those, and the whole system starts to crack.

In Part 1 of this series, I talked about the identity work that had to come first, especially in a postpartum season where my time, energy, and focus were fundamentally different than they were a few years ago.

That internal work created clarity, but clarity alone doesn’t change a business.

It has to show up in real decisions.

This post is about those decisions, specifically how I’m restructuring my offers and shifting my messaging so my business supports my life instead of draining it.

Choosing Me First Changed Everything About My Offers

The biggest difference between how I’ve run my business in the past and how I’m running it now is that I’m finally designing it around my actual strengths, energy, and capacity.

That sounds obvious, but it’s surprisingly easy to lose sight of when you’ve been in business for a long time and genuinely care about helping people.

Over the years, I slowly started bending toward what clients asked for, what the market rewarded, and what seemed to be working for other people.

None of that is inherently wrong. But over time, it pulls you away from your zone of genius.

Eventually, I had to admit that some things in my business weren’t broken, they just weren’t right for me anymore.

Why I’m Closing a Program That “Works”

One of the biggest changes I’m making is closing enrollment for my long-running signature program, the Nourished Business Accelerator, as it currently exists.

This wasn’t an emotional decision. It was a strategic one.

That program has generated over $2 million in revenue and served hundreds of coaches and practitioners since 2020.

The curriculum is strong. The systems work. And the results are real.

But here’s what I finally acknowledged: beginners do not need direct access to my coaching in order to build their foundations.

They need solid systems, focused curriculum, and implementation support.

They don’t need advanced diagnostic strategy from someone whose skillset is best used once momentum already exists.

At the same time, the people who get the fastest and most transformative results from working with me are established business owners.

They already have sales coming in. They already have programs.

What they need is optimization, refinement, and pattern recognition, not handholding.

Trying to serve both groups inside the same container was no longer aligned for them or for me.

Serving Fewer People More Effectively Is More Profitable

There’s a belief in the online space that serving more people automatically leads to more revenue. In my experience, that’s only true up to a point.

What I’ve seen over and over again—both in my business and in my clients’—is that serving fewer people in a more focused, effective way often leads to better results, higher profit margins, and significantly less burnout.

That realization is what led me to decide to dismantle my existing offer suite and rebuild it around readiness instead of accessibility.

People don’t all need the same level of support at the same stage. When you ignore that, everyone pays for it.

Building a Three-Tier Offer Structure Around Readiness

Going forward, my business will have three distinct tiers, each designed around what the client actually needs and where my energy is best spent.

At the entry level, clients who are newer to business will be supported primarily by my team.

They’ll still receive the essential curriculum and tools they need to build strong foundations, along with hands-on implementation support.

I’ll have some touchpoints, but my role won’t be central.

At the top tier is my one-on-one strategic advisory work.

This is for business owners already doing multi-six or seven figures who want to work less, increase profit margins, and stop relying on constant effort to generate sales.

Availability here is extremely limited, and that won’t change.

The center of my business—the new signature offer I’m building—is where I’ll spend most of my time and energy.

This will be a cohort-based program for established coaches and practitioners who already have momentum and want to go deeper.

Enrollment will be limited. Access will be high. The work will be strategic, diagnostic, and deeply transformational.

Why I’m Moving Away From Evergreen Programs

Another major shift I’m making is moving away from evergreen enrollment and back to a cohort model.

Evergreen works beautifully for a lot of people. I’ve seen clients thrive with it. It’s just not the right fit for me.

I do my best work when I’m leading a group through a defined journey. I want a clear start and end.

I want to feel that collective momentum and completion. The revolving door of evergreen enrollment drained my energy more than I realized.

Going back to cohorts allows me to sell during focused periods and spend the rest of the year deeply serving clients.

That rhythm feels sustainable, energizing, and aligned with how I work best.

Stronger Boundaries Around Who I Work With

One of the most important changes I’m making is tightening the qualifications for my higher-level offers.

Just because someone can pay me doesn’t mean they’re ready to work with me at the level I’m best qualified to serve.

Readiness, capacity, and existing structure matter.

This isn’t about exclusivity for the sake of ego. It’s about creating the conditions where clients get the best results and the work stays energizing for everyone involved.

When I trust my assessment instead of outsourcing that decision to someone else’s urgency or fear, the entire dynamic shifts.

Messaging That Matches a More Sophisticated Buyer

Once the offers change, the messaging has to change too.

If you want to attract premium clients, your messaging has to match their level of sophistication.

You can’t use beginner language and expect advanced business owners to see themselves in your work.

That means I’m talking less about entry-level problems and more about the things established business owners are actually thinking about: conversion efficiency, offer positioning, profit margins, systems optimization, and the mindset shifts that strategy alone can’t solve.

This isn’t about being inaccessible. It’s about being specific.

2026 Is the Year I Take My Power Back

Everything I’m doing right now—identity work, offer realignment, messaging shifts—is about alignment.

I want to make more money while working fewer hours. I want my business to feel spacious instead of heavy.

I want to spend my time on the work that lights me up and creates the biggest impact.

2026 is the year I stop giving my power away to outdated models, external expectations, or decisions driven by fear.

I’m choosing depth over breadth, alignment over accommodation, and leadership over people-pleasing.

And if you’re an established coach or practitioner who knows your business could work better—but you’re too deep in it to see clearly—I’d love to support you.

Because when you stop fighting yourself and start designing your business around who you actually are, everything gets easier. And yes, more profitable.

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