How to find your superpower
Edition #1 of our refreshed newsletter - finding your edge as an individual and business owner
Hi readers, we’re changing things up! Bringing you weekly ideas on entrepreneurship & business management, including a monthly spotlight on successful female founders through our 100 Stories podcast. 🎧✨
Stay tuned for insights on: paving the path to self-employment, business strategies & growth, financial management, founder skills & mindset, and managing it all (work, play, overwhelm)
I’ve always been known as a generalist - a management consultant with an MBA, working on business topics that ranged from reducing costs in an animal feed plant to helping an e-commerce company enter the Southeast Asian market. My career had no single, neat label. I loved that. Being a generalist meant I could adapt quickly, learn different skills, and understand how different parts of a business fit together.
But there was a downside.
It made it really hard to explain what I ACTUALLY did and what I was GREAT at.
At dinner parties, I’d stumble when someone asked, “So, what do you do?” Not because I wasn’t proud of my work, I was, but because there wasn’t an easy, one-liner answer. Some people had clear-cut careers: I’m a lawyer. I’m a doctor. I’m an architect. My response felt like a long-winded essay.
When even my mum couldn’t explain my job to others, I knew I had a problem. I stopped trying to be everything and started identifying the unique thread that tied all my skills together. What made me different wasn’t just the topics I worked on. It was how I approached them - it was my ability to solve complex problems.
✅ I thrive in untangling complexity.
✅ I can take big, messy ideas and turn them into structured solutions.
✅ I help people make sense of ambiguity and move forward with confidence.
Once I framed my expertise around problem-solving rather than just general business skills, everything clicked.
When I started my business, I relied on my generalist skillset to do everything - one day, I’d be deep in branding strategy; the next, I’d be tweaking financial models. Being adaptable made me feel capable, resourceful, and essential. But I also knew that if I wanted my business to stand out, I had to be intentional about how I positioned it in conversations with potential customers.
I didn’t just say, “I consult businesses” That was vague. Instead, I leaned into my real strength: I help women founders and CEOs solve complex problems - whether it’s starting a new business, growing into a new vertical, refining their strategy, or improving operations.
Stacking Your Skills to Stand Out
As women entrepreneurs, many of us have worn multiple hats—whether in corporate careers, side hustles, or running our own businesses. We’ve had to be adaptable, resourceful, and multi-skilled. But when it comes to positioning ourselves in business, that breadth of experience can feel more like a challenge than an advantage.
“Am I spreading myself too thin?”
“Do I need to specialize to be taken seriously?”
“How do I explain what I do in a way that actually lands?”
The key isn’t to narrow yourself into a box—it’s to stack your skills in a way that highlights what makes you uniquely valuable. Here’s how to do it:
Step 1: Identify the Common Thread in Your Skills
Women often accumulate a wide range of skills - not just from our careers, but from juggling responsibilities, leading initiatives, and solving problems in creative ways. Instead of feeling like you have to choose one thing, look for the underlying theme that connects your experiences.
Ask yourself:
What skills have I consistently used, no matter the job or project?
What am I naturally good at, even when I don’t try?
What problems do people come to me to solve?
For example, maybe you’ve worked in finance, coached people on money management, and built a side hustle. Your common thread might be making numbers feel accessible and actionable.
The goal isn’t to pick one skill, it’s to recognize how your skills work together.
Step 2: Understand HOW You Do Things Differently
Your uniqueness lies in HOW you do things, instead of WHAT you do. Women bring unique perspectives and ways of working, often blending strategy with empathy, data with intuition, and process with creativity. Ask yourself:
Do you (and your business) approach topics in a way that others don’t
Do you bring a specific perspective as the founder of your business, because of your background or experience?
Does your business have a signature method or process that delivers results?
Step 3: Define Your Uniqueness Statement
Now, take what you’ve uncovered and craft a simple statement that captures what makes you different. Here’s a fill-in-the-blank formula:
"I help [your ideal audience] do [the core problem you solve] by [your unique approach], so they can [the result they achieve]."
Some examples:
I help women gain financial confidence by teaching them how to manage personal cash flow and plan for growth, without the overwhelm
I help e-commerce brands expand internationally by navigating the complexities of new markets with data-driven strategies and local partnerships
It doesn’t have to be perfect right away - play with it, test it, and see what resonates with your audience.
Step 4: Own It and Use It Everywhere
Once you’ve nailed down what makes you unique, start saying it everywhere: on your website and LinkedIn bio, in networking conversations, when pitching to potential clients or investors, and of course at dinner parties when someone asks, “What do you do?”
When you confidently own your skill stack, others will start to see it too.
Need support as a business owner?
✨ When you’re ready, here’s how I can help
Business Advisory Service: Consulting service to help business owners solve complex problems and scale their companies. My areas of expertise include: strategy planning, revenue growth, costs reduction, entry into new markets or launching new products, team management, operational efficiency, and thought partnership.
P.S. If this resonated with you, share it with your network of aspiring founders, entrepreneurs, and business leaders