Frequently Asked Questions

Why do you focus on the owner's relationship with the business?

Most structural issues start there. How you engage with decisions, control, delegation, and your identity inside the business shapes what it can become. Operational problems typically trace back to a relationship pattern that has not evolved with the stage the business is in, or the one it needs to move into next.

What kinds of problems can I bring to you?

Anything related to direction, structure, decision making, capacity, growth constraints, or situations where effort and results do not match.

What if I don't know what to focus on or bring?

That is enough to begin. Clarifying the problem is part of the work. Many clients arrive with a general sense that something is not working and leave with clear language for what is happening and what needs to change.

How do you determine what structure my business needs at each stage?

Using the 5-stage framework, I assess operational load, decision distribution, and dependency on the owner. Structure is determined by what the business requires to function at its current stage and what it requires to progress without increasing dependency on you.

Can you help me decide whether to grow, maintain, or scale back?

Yes. That decision is a core part of why I do this. Growth is not the default answer. The right direction depends on capacity, alignment with the life you want, and whether your current structure can actually support what you are considering.

Are sessions in person or virtual?

Virtual. Sessions are held on camera. If you're in the Minneapolis, MN area and want to meet in person, please reach out to me at hello@eighty8vision.com.

What if I only want help with a specific issue?

The Business Evaluation will still address it, but it will be evaluated in the context of your overall business. Specific issues are rarely isolated from the structure or how you are operating inside it.

Do I need to be at a certain stage or revenue level to work with you?

No. I have experience across all stages. My approach shifts based on where your business is operating and what it needs to move forward. A proactive investment is far less costly than a reactive investment. I work with owners across all stages of revenue and business development.

Is there an accessible pricing option?

Yes. An adjusted rate is available for businesses generating under $100,000 in annual revenue. Availability is limited and reserved for a small number of businesses at any given time.

Can I work with you if I don't have a business yet?

Yes. In my ideal world, I'd be working with owners at the beginning of their journey. Building clarity, direction, and foundational structure early prevents patterns that are harder and more costly to unwind once the business is in motion.

Sources

The statistics on this site come from the following sources:

Ownership and revenue share

41.8% of businesses, 12.5% of revenue, down from 13.9% the year prior

2026 Wells Fargo Impact of Women-Owned Businesses Report, published by Wells Fargo in partnership with Ventureneer, CoreWoman, and Women Impacting Public Policy (WIPP), February 2026, reflecting 2025 data. Prior-year comparison figures are drawn from the 2025 Wells Fargo Impact of Women-Owned Businesses Report, published January 2025, reflecting 2024 data.

Business counts and growth

15.7M women, 20.4M men, +1.7M and +1.2M additions, +12% and +6% growth

2026 Wells Fargo Impact of Women-Owned Businesses Report, February 2026, reflecting 2025 data, with growth measured across the 2022 to 2025 period.

Employer firm concentration

9% of women-owned businesses have employees and generate 82% of women-owned revenue; 18% of men-owned businesses have employees

2026 Wells Fargo Impact of Women-Owned Businesses Report, February 2026, reflecting 2025 data.

A note on methodology

Share figures on this site are calculated from the report’s published data to reflect privately held businesses only, meaning those owned by women, men, and equally by both. Publicly traded companies are excluded, since their ownership is distributed across shareholders and cannot be classified by the owner’s sex. This framing describes the privately held business landscape, where an individual owner holds majority control of her company.