Speaker 1: (00:00.182) Welcome to the dietitian business podcast. I'm Maggie Doherty, your host, dietitian and business coach. In today's episode of the podcast, you are going to be a fly on a wall on a business coaching session with me and my new friend, Brittany Brown. She owns a private practice out of Canada called feeding babies, nourishing souls, and she's a dietitian international board certified lactation consultant, certified diabetes educator, and mom at a two in today's conversation. We talk about the importance of knowing your values and living into your values as you make business choices that are aligned with your values and how when you do that, you can each decision you make gets you one step closer to your vision. We talk about a vision board and how knowing where you want to go helps you get there as well as talking about setting boundaries with yourself, with clients, ways to practice that. And as you scale, how to bring on an intern to help you do that and the best practices for their super fun conversation. That's really a lightning. I can't wait for you to tune in.

Speaker 1: Congrats.

Speaker 1: (01:09.518) So tell me a little bit about your practice.

Speaker 2: Yeah, so I have a dietitian practice and lactation consulting practice, so I have a dual designation and I also am doing like bit of dabbling in media work as well. So right now I do my private practice three days a week and the other two days a week I work at a family doctor's office. So that's through the publicly funded healthcare system and that just is kind of like my security blanket, if you will. And so then the other three days a week are my own private practice where I see clients in an office that I've rented and, you know, outfit to my own business branding. And I'll see them based on kind of the schedule that I want to keep. Most of my clients are the pediatric population—newborns, zero to six months—but then oftentimes I'll also get repeat clients where maybe their baby started solids and they've got some questions or maybe there's some allergies or maybe mom is looking to, you know, get nutrition back in check or whatnot. So I see a variety of those clients as well. And then I also have a designation of being a diabetes educator, so now and again I'll even get adults that are looking for support from a nutrition perspective, though I try to keep that more to a minimum.

Speaker 1: Yeah, yeah, neat. So with having your private practice three days a week and then having the clinic two days, I was looking at your questions that you sent in and none… I guess, are you—is that a good balance or are you looking to step away from that clinic and go full on your private practice or do you feel like that's a good balance?

Speaker 2: (02:57.534) Well, that's a great question and it's something that I've thought a lot about. Like I really like aspects of that job where I'm working in line with physicians and other allied health professionals. And we have an OTA, PTA, a social worker, and then family physicians along with residents. So there's a lot of diversity in that role, but it's not really something that I find fills my cup in the same way. So when I look through like my ultimate values and like my little vision board, it's more about, you know, how can I create a life that I do work, but that work isn't like that sole focus. And so my goal is to eventually pull away from that job when the time comes is right.

Speaker 1: And do you have an exit plan or like certain metrics that you're looking to hit that would indicate you're ready to step away?

Speaker 2: I don't have a certain metric in mind in terms of when it's like the right time to leave this job, but I am kind of trying to figure out where that lands for my family values as well. So, you know, when I'm looking at my vision board it's a lot more like: I want to be able to take my kids to school, I want to be able to pick them up and like do all the things that everybody else wants to do, right? Like I don't want to be tied to a nine to five that tells me what to do. I'm very autonomous and I know that about myself. And so that's why I started moving in this direction, but there isn't a clear exit deadline. I keep telling myself at the end of the year, but then I circle back to being like, I don't know that this is the right time. And so there is like that dichotomy, right? Where it's like, kind of like depend…

Speaker 2: (04:39.498) …this income but do I depend on it because I haven't like given myself more space to grow my private practice income?

Speaker 1: Yeah, and there's kind of this spot that I've been in myself as well as I've seen other business owners in, where like you have this other job that is giving you financial support. It's giving you that comfort blanket and you can grow your practice outside of it. But there's a certain point where you can't do any more at your private practice because you're spending that time in there. So what's kind of this jump-ship point where, okay, you may—maybe you set a number, like I want to be making (let's just say) 10 grand a month, but you actually can't make 10 grand a month if you're staying at your other job because there's not enough client spots. Or once you kind of get to eight grand or six grand, that could kind of be your jump. I find it helpful to have a black-and-white number—clients per day or per month, or income—so you have this objective metric to pull out the emotions. Then the other side is the subjective “does this feel aligned with my values?” So it's balancing both.

Speaker 2: It's so true. The other end is that because I've been actively working to build a business, there's a lot of things that I've been doing that are free offerings, right? Like this yoga class that I'm doing with moms and babies—free offering. Or I was doing a drop-in group every two weeks—again free—but takes a whole half day out of my ability to see clients. Really significant if you're giving up four hours when you only…

Speaker 2: (06:45.376) …have, say, about 40 hours in those two chunks of time per two weeks, and then four of those hours—10%—is going towards these freebies. On one end it's like: yeah, I need those to build my reputation, clients, etc. But where do you pull out from that to be able to say like, okay, I've actually kind of finished with this, or is there still a free offering that I can give? Because that's a really big part of my values. I really like doing that and giving back and creating community. But where do you draw the line, right?

Speaker 1: Great question. One, are you seeing an ROI? Are you seeing a return on investment from doing these free things—are clients booking sessions or referring people because of this free event?

Speaker 2: I think the return on investment exists, but not as significantly as maybe my peers would assume. I did this drop-in group all winter and fall—paused for yoga in the park. I would have 35 families drop in. It was just a coffee chat: come hang out, I'm there, my scale is here, ask me questions. I started to notice some people would just come to that group instead of booking a consult. Then it almost felt like I get a little upset because I feel sort of taken advantage of—like a boundary cross. I want to build community, but I also have a business. So: some ROI, but not the same as having those four hours for paid clients. My name becomes more known, but that's about it.

Speaker 1: A couple thoughts. I love the idea that if you give something away for free, the customer should think: “If I got this for free, imagine the paid version.” Also: have you heard of Book Yourself Solid by Michael Port?

Speaker 2: No, I haven't actually. I'll write it down.

Speaker 1: It’s a marketing/sales strategy—take what you like, leave the rest. One philosophy is “always have something free to invite people to.” You’re doing that. I’m curious how the event runs where people feel they can get it all for free. You may need a boundary during the event: when someone asks a specific question, say, “Great question—we’d cover that in a nutrition assessment. I recommend booking; here’s my availability.”

Speaker 2: I'm a lot better at doing that actually… posting details like: if it's a general question you can ask in front of a group, ask away; if it needs clarifying questions or is personalized, book a consult. That helped after initial boundary-cross feelings. I paused for summer. I still want some kind of giveaway.

Speaker 1: Maybe redefine what’s “free” so it’s worth your time—quarterly instead of monthly, or lighter-lift freebies so you don’t get resentful. Keep the boundary script for 1:1 questions.

Speaker 2: Totally. Yes, that's good. I also have this vision of a little hub for moms and babies—all providers in one place: me, chiro, osteo, physio, etc., plus a movement studio. I’ve seen them pop up elsewhere and sometimes feel like I’ve been too slow. If I had that space, drop-ins could be onsite instead of packing up for IKEA (they generously host me) but it’s 20 minutes drive, setup, teardown—several hours total.

Speaker 1: I saw your question about that vision—solicit investors or not. If others are doing it, there’s clear demand. No reason you can’t create it. Have you made a business plan or moved beyond the dreaming phase?

Speaker 2: I’ve drafted some business pieces. The model I like is more cooperative. Each clinician keeps autonomy. I’ve been invited to clinics with fee splits (60/40, 70/30, etc.). I couldn’t imagine giving up 30%. I’d rather budget my own. So: co-op style—everyone pays rent, chips in for a secretary, access to the studio by percentage. That’s about as far as I’ve gotten.

Speaker 1: There’s a similar model here in Texas—pediatrics practice that leases offices to independent practitioners. They’re listed on the website, get referrals, but keep their own entity. It’s quasi-passive for the owner and community-building overall.

Speaker 2: More like what I want: say $1,000 a room per month (numbers TBD)…

Speaker 1: That could be all-inclusive: higher rent but included site listing, some marketing, front-desk support, and studio access.

Speaker 2: (17:01.096) Yeah, and even just having a secretary. The movement studio is a big asset—postpartum families often want guided ways back into movement.

Speaker 1: A first small step: partner with the providers you’d want in the hub. Cross-list on your sites, start referral flow, then consider a joint lease or investors.

Speaker 2: I worked with a couple people. Biggest hiccup: location suiting all of us. My city is around a big harbor—45–50 minutes end-to-end. We all live in different areas. My current office is 10 minutes from home—very appealing. So: fork in the road—do I pursue the hub, or go solo and be a top provider in my niche? I also feel FOMO seeing clinics pop up and worry about losing business.

Speaker 1: When hurdles appear, you either push through or choose another route. Keep moving; the pattern reveals your path. If you keep hunting spaces and it drains you, maybe focus on solo excellence. Neither choice is wrong—watch how you respond to the obstacles.

Speaker 2: (20:09.512) Yeah, that’s true. Values and vision make decisions easier. We looked at a space 45 minutes away—I wanted to partner with a specific person, but that wouldn’t move me toward being close to home, dropping kids at school, yoga before work, etc. Having done the values/vision work is like a compass.

Speaker 1: The values piece is huge. Two years ago I listed mine—freedom, independence, flexibility, family—and realized my group practice no longer aligned. I pivoted. You’re doing it proactively, which is powerful.

Speaker 2: Thank you. I even keep a vision board on my desk. Funny story: I cut out a soup photo; weeks later I made it and it was the best soup—just seeing it kept cueing me. It’s a compass.

Speaker 1: (23:48.458) Atomic Habits (James Clear) talks about shaping environments: surface the cues you want, hide the ones you don’t. Your vision board is that. Apples on the table → eat apples; soup photo → eat soup.

Speaker 2: I’ve also got maps and travel—been doing lots of that. Feels great.

Speaker 1: (24:47.722) Love that. Let’s pivot. You had great questions—let’s talk interns.

Speaker 2: I want to know how you incorporate interns for mutual benefit—are you using them now? Best practices?

Speaker 1: I have two phenomenal interns; huge fan. Do it “right”: more than two weeks (4+ is better), always give them a project (e.g., update handouts, repurpose videos into reels, create content from your outlines), and set templates so branding stays consistent. Match tasks to their strengths. It’s a great way to learn delegation and build SOPs. If they’re great, hire them.

Speaker 2: That’s great insight. I like teaching and could bring them to both places I work.

Speaker 1: Exactly. Find the overlap between your needs and their skills. If social isn’t their strength, pivot the project. Then: do you use an application or schools?

Speaker 2: Do you have a form or work with colleges?

Speaker 1: My group practice has a formal process; for my solo practice I do a short interview. I screen for business interest, autonomy, low hand-holding. If they need constant guidance, it’s not a fit.

Speaker 2: Cool, marking that down. Do you have a current team—admin, VA, podcast editing?

Speaker 1: I restarted in May 2024 wanting to do most myself. Now I have two interns (vital for social and getting this podcast launched), my brother edits the podcast/video, and a long-time web designer (e-comm heavy). I had a coach briefly—not the right fit. At my prior practice we scaled to 40 with admins, multiple RDs, etc., but for someone at your stage, start with interns. If they add value, hire or define the role clearly for a VA.

Speaker 2: Yeah, I was leaning intern-first. Also exposes students to non-clinical roles.

Speaker 1: 100%. And if an intern is phenomenal, hiring is less scary—you already know them.

Speaker 2: Okay—boundaries. What strategies helped you maintain boundaries while staying supportive and client-centered?

Speaker 1: Therapy helped a lot. Many of us are people-pleasers/perfectionists; boundaries blur. I track when past choices led to resentment/burnout and set rules accordingly (e.g., no late sessions). Talk about policies as “the practice policy,” not “my rule.” What are your boundary pain points?

Speaker 2: I set auto-responders in my EMR so night messages get a reply: I respond Mon/Thu/Fri within set hours; urgent concerns → listed resources. I also prompt follow-up bookings during sessions. I now collect credit cards to enforce cancellations and added a policy: 48+ hrs = no fee; 24–48 hrs = 50%; <24 hrs = 100%. Hard part is charging; I sometimes use a “VA alter ego” to send the notice.

Speaker 1: A boundary only works if enforced. The more you uphold it, the more others respect it. You teach clients how to treat you—fast replies train them to expect speed.

Speaker 1: What do you feel like your turning point is/has been/will be?

Speaker 2: I just signed on for radio call-in shows with a Canadian broadcaster—unpaid, but boosts kitchen-table name recognition. Also: saying yes to aligned things and no to non-aligned.

Speaker 1: Love that—saying yes and saying no are both vital.

Speaker 2: I learned a no to something is a yes to something else. Saying yes to an extra thing might mean saying no to movie night with my kids or to feeling good tomorrow. That lens helps.

Speaker 1: (48:40.494) So fun chatting. If there’s one takeaway: knowing your values directs your practice. Say yes to aligned, no to misaligned—so you can say yes to the right things. I’m going to make a vision board after this.

Speaker 2: Thanks, Maggie.