July 28, 2025
Liz Steblay on The Authors Alley with Dori DeCarlo
Liz Steblay wrote Succeeding as a Solopreneur for current and aspiring solopreneurs to help you master the critical steps for achieving success at every stage of your solopreneur journey.
Liz Steblay became a solopreneur before the word was even invented. Upon being laid off, she called a former colleague, and a week later she had her first consulting contract. After that first project, she realized that she made more money, worked fewer hours, and had more time with her daughter. She never considered another “real job,” despite being a single mom in an expensive city.
Five years later she founded the ProKo Agency, which represents independent consultants on projects with Fortune 500 clients. As a result of growing ProKo into a national business, Liz has become known as the person to call if you have questions about self-employment.
In 2018 she launched Professional Independent Consultants of America (PICA), an educational organization and community that helps people start and grow their own solo businesses.
She’s the author of the book, "π¦π¨πππππππ‘π ππ¦ π π¦π’ππ’π£π₯ππ‘ππ¨π₯: Six Keys to Taking the Leap, Winning Clients, and Building Wealth", the ongoing blog "Successful Independent Consulting" as well as articles on Inc.com. The only daughter of an entrepreneur, Liz always knew she wanted to run a business, but her true calling is to teach others how to launch and grow theirs.
Join host Dori DeCarlo on The Authors Alley and connect with Liz at SixKeys.info and on LinkedIn.
Please support UnsilencedVoices.org a global 501(c)3 nonprofit that empowers survivors of domestic violence, sexual assault, and human trafficking.
We thank Smith Sisters and the Sunday Drivers for our theme song, "She is You".
Be sure to connect with us on BlueSky, Facebook, Instagram, and come tell us your story!
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She is sure, she is true, she is straw is straw,
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She is true, is true, she is praise, pray, she
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is she is you.
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Hello, everyone, welcome to today's Word of Mom Radio. Here
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on the Word of Mom Media Network. I'm your host,
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Dori Di Carlo. And you know we are here week
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after week, show after show, breaking those myths that mompreneurs
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and business women, especially those of us building our businesses
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from home, that we're just dabbling in between bake sales
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and getting our nails done. We're not. We are smart,
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we are savvy, and we are sharing the wisdom of
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women in business and in life. And I am looking
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forward to bringing today's guest into our author's Ali Liz
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Stebbi became a solopreneur before the word was even invented.
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Upon being laid off, she called a former colleague and
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a week later she had her first consulting contract. After
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that first project, she realized that she made more money,
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worked fewer hours, and had more time with her daughter.
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She never considered another quote unquote real job, despite being
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a single mom. Five years later, she founded the pro Coagency,
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which represents independent consultants on projects. With fortune five hundred clients.
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She is the author of the book Succeeding as a
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Solopreneur Six Keys to taking the Leap, winning clients, and
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building wealth, the ongoing blog Successful Independent Consulting, as well
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as articles on inc dot com. The only daughter of
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an entrepreneur, Liz always knew she wanted to run a business,
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but her true calling is to teach others how to
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launch and grow theirs. And with all that being said, Liz,
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welcome to Word of Mom Radio.
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Thank you. I'm excited to be here because I'm a
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big champion of moms being self employed so they can
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run their life the way they want.
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Well, you know what, as somebody who's been calling myself
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a mompreneur since nineteen ninety four, I know what it
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is to be calling yourself something that nobody had heard before.
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So I would love for you to share how a
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solopreneur is different from an entrepreneur and why not difference matters.
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So the term solopreneur probably started working its way into
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our lexicon about eight years ago. I've been solopreneur for
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over twenty so long before the word was invented. As
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you said, the key difference is that you don't have employees,
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and you don't want employees. So solopreneurs are all about
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doing the work that they love and making a good
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living and not necessarily growing it to be some thing
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bigger than just themselves. So we may have subcontractors or
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people who help us with our business on a part
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time basis, but we don't have full time employees.
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Usually.
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The other major distinction is we're not selling a product,
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usually as some sort of a knowledge service like executive coaching,
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life coaching, interior design, financial planning, or of course independent consulting.
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Interesting, I didn't think of it that way. I mean
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as somebody who did have a product, yes, at one point,
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as a solopreneur, and then eventually, you know, grew a
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business where I actually had people working with us, and
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then COVID happened, you know, and as a lot of
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people you have to step back at sometimes I want
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to talk about in your book because you really do
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make it very easy in what you discuss. How you're
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explaining things as that solopreneur, whether you are as you
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were saying, consulting, making sure that you're not being referred
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to as attempt and things like that. You know, how
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do you go about creating that solopreneurship, give us that
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little ground up start.
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Yeah, well, obviously I wrote a book about it, so
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I'm not sure I can cover it in the next
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twenty minutes, but basically it's there. There's three main chunks
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to being successful as a solopreneur. One is marketing, the
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second is business development, and the third is running your
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business and paying less tax. So in terms of marketing,
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the part that people struggle with the most is developing
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a very clear niche for their services. And what do
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I mean by niche? It means like, Okay, you can
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be an into consultant, but what type of consultant, management consultant,
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technology consultant. Lots of different types of consulting, so you
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need to have a niche. For example, I was an
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independent consultant who did organizational change strategy and implementation for
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Fortune five hundred companies. So I had a specific area
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that I was a special that I had expertise in
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and I served a particular part of the market. A
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lot of people make the mistake of thinking that they
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need to go to market as a jack of all trades,
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or in your audience's case, a jill of all skills.
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But the reverse is true, because if you put yourself
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in your client's shoes, they want to hire somebody that's
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an expert, not somebody who's maybe done it before or
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can probably figure it out. If they're going to be
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especially in consulting, if they're going to be spending tens
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of thousands of dollars, they want to hire the person
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who's the expert in the particular in a particular niche.
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So that's why and niches so important. The second reason
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it's so important is because most solopreneurs get their business
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through referrals. And if you're going to market as a
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laundry list of skills without a particular niche, it makes you,
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It dilutes your your marketing, it makes you very difficult
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to remember. So that's why having a niche is so important.
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I talk about how to figure that out in the book,
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and that little piece of that tied to that is
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how to develop your tagline. So what are the few
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key words that you want to be associated with to
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pop into people's minds? For example, I no longer do
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independent consulting myself. Now I'm all about solopreneur success. So
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solopreneur success are my two key words. So when anybody
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hears the word solopreneur, I want my name to pop
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into their minds. And so there's another whole chapter in
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the book and some exercises for help to help people
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develop that as well.
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It's funny with word of mom, it was sharing the
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wisdom of women, and then we in business and in life.
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Just as a further explanation, but on our business cards
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and our banners and things like that, it's just always
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sharing the wisdom of women. And again some people will
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why because men don't have wisdom. We get to hear
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from men all the time.
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Yes, but.
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If you're trying to appeal to everybody, you're not really
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appealing to anybody.
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There you go. It's true. It really is. One of
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the things that you talked about and I really like
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in the book is talking because I think very often
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when you start a new business in a service, you
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don't know what to charge, you don't know how to
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promote a package, You worry about charging too much. I
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would love for you to kind of talk a little
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bit about what you share in the book because it's
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really good.
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Thank you. That's another key to successess, It's one of
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the six keys to success is charging what you're worth.
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And I would say the single biggest mistake that I
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see people make when they step into self employment is
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they don't charge enough. They under charge and it's it's
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difficult to stack up your spine and say I charge
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five hundred dollars an hour. But there are ways to
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come up with what your billing rate should be that
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enable you to sit up straight and say your quote
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your rate with confidence. There's different exercises in the book
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for how to figure out what your hourly base rate
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should be and then how to adapt that whether it's
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a per project fee or a hybrid type of situation
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where part of it's a fixed V and part of
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it's by the hour. So although that's in the book,
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but the most important thing to remember about setting a
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price and quoting a price is that the confidence is everything.
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So in that actually have two businesses, but the one
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that you mentioned and when you introduced me, the pro
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coagency we placed. We were asked by a medical device
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company for a recommendation for a consultant to develop a
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leadership development program. We put forward four consultants. They all
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were amazing twenty years of experience fortune five hundred or
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consulting backgrounds, et cetera. Three of them had billing rates
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around three hundred to three fifty an hour. The fourth
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person was eight hundred dollars an hour, and we coached her.
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We said, you're the outlier. You're a lot more expensive
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than any of the others. Do you want to adjust
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your rate? She says, nope, this is what my clients
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pay and this is what I want to go in with.
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So when we pitched the consultants to the client, we
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didn't list the rates. We said, the rates range from
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three hundred an hour to eight hundred hour. We're not
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going to tell you who's charging what. Of course, long
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story short, they hired the woman eight hundred dollars an hour.
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She was no more qualified than any of the other three,
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but she had the courage and the backbone to stand
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up and say, no, that's what I'm worth, that's what
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people pay. So I hope people remember this story that, Okay, yeah,
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there is competition out there, but sometimes it's a matter
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of confidence.
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I think Peka is doing a really good job with that.
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One of the things that's stuck with me was the
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person who was two hundred dollars an hour, and they
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asked if they would do one ninety. And you gave
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the example of how when you look, yeah, it only
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sounds like ten dollars, but when you look over the
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life of the project that was nine months long, it
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was six thousand dollars less. Yes, And that was because
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again we do we go into that how it's only
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ten dollars. You have to look at the life of
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the project and then really see what it is. And
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you know what, more often than not, when you don't
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come down in your price, people respect that. Yes they did.
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And one of my favorite tricks that I have from
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coach people about is to say, uh, is to open
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up just a word document and put up at the
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top this says pricing policy, and then write the phrase
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we or I do not discount my rates. We do
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not discount our prices, and then you close the document.
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So now when a client asks you to discount your rates,
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you can say, well, it's my policy not to discount rates.
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Does anybody ever ask to see the policy? No, But
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by saying those magic words it's my policy, it makes
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it non negotiable. It's a matter of business.
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I also like that you had a range in there
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depending on the scope and the magnitude of the project,
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so anywhere between you know, one hundred and ninety five
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and two hundred and fifty dollars an hour, depending again
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on the scope, on the length you mentioned. If it's
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a longer project, you might give them a little bit
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of a lower rate and things, but the rate may
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go up when you really look at the scope of
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the project and everything else. And it's funny. One of
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the things that we always share is it's like buying
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a car. You have to be willing to walk away.
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Yes, yes, you have to be willing to walk away.
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But you're right about quoting a range. That's based on
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principle and psychology you called the center stage effect. It's
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been well documented that when people are given a range,
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they gravitate towards the middle. If people are given in
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fun choices, they gravitate towards the middle. And so by
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quoting a range, the price will nearly always gravitate towards
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the middle. And so make sure whatever range that you quote,
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the number in the middle is what you really are
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hoping to get. So, for example, I used to save
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my rate range is from one seventy five to twenty
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five an hour based on the scope, duration, and complexity
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of the work. Well, no client in fifteen years ever
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tried to push me towards the bottom end of that range,
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not once. They were always felt like their situation was
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more complex, or if it wasn't complex, why are they
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hiring you as an outside talent, et cetera. And I
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was always happy getting abount two hundred dollars an hour.
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There was one time, though, that I did not quote
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the range, and I just went straight to the top.
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And that was because I could sense the client's sense
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of urgency. This guy was just sweating in the meeting.
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I said, I bet you got people coming buy your
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office three times a week saying am I going to
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get laid off? What's going to happen to my team?
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And he looked at me like I was walking on
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water and he said, how do you know that? And
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I said, because I've done this type of work for
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the last eight years, and if you haven't answered this
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question directly, this is on their mind. He says, you
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understand our situation, so well, how soon can you know
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what do you charge? And I said, well, listen, you're
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behind the eight ball here. You haven't done any of
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the work that you should have been doing up to
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this point. I can start next week and do an assessment,
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will take three weeks, and I charged two twenty five
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