Selling to Giants: Becoming the Numbers Expert Your Business Needs
Let’s talk about something that makes a lot of entrepreneurs squirm: numbers.
If you’re like many of the women I’ve worked with, you didn’t start your business because you love spreadsheets or calculating margins. You started it because you had a vision, a passion, a problem to solve. And somewhere along the way, between scaling up, hiring, launching new offers, and managing growth, you realized:
“I need to become the kind of leader who knows her numbers.”
Pricing for Profit
Welcome to the chapter of your entrepreneurial journey I call Selling to Giants—where profit, pricing, and financial power meet. You Don’t Need to Be a CFO (But You Do Need to Think Like One)
Here’s the truth: if you want to sell to the “giants” (big retailers, major clients, sophisticated buyers), you’ve got to play in their league. That means understanding the financial mechanics of your business inside and out. I’m living proof: you don’t need a finance degree to do that.
You need to learn to ask the right questions. To build systems that give you real-time data. To stop avoiding the reports and start using them as your power tools.
Start with This: Profit First, Ego Last
In the Big Gorgeous Goals book, I talk about how, at Mabel’s Labels, we had to master pricing and margins before we could even think about pitching to national chains. We weren’t just selling cute labels; we were selling a scalable, profitable product line that could withstand deep discounting, retail terms, and long payment cycles.
Whether you're a product or service-based business, the same applies to you:
Are your pricing strategies building profit or just pushing volume?
Are you compensating for a lack of margin with more hustle?
Are you tracking profitability per offer, per client, per channel?
The ugly truth: what feels like momentum can be a treadmill. A treadmill that gets faster when you start playing with the giants.
“But I’m Not a Numbers Person…”
I’ve heard this line more times than I can count. And I get it. I needed to realize that avoiding the numbers would cost me the business I dreamed of building.
So if you’re not naturally inclined to dig into Excel formulas or P&Ls, here’s your plan:
Find a Translator: This is your bookkeeper, your fractional CFO, or your accountant who explains things without jargon or judgment.
Meet With Them Monthly: Set up a non-negotiable monthly finance meeting, even if it’s just you and a spreadsheet. Make it a CEO ritual.
Track What Matters: Focus on key levers, gross margin, net profit, customer acquisition cost, and cash runway. Know these cold.
Ask Dumb Questions: Spoiler alert they’re not dumb. They’re the questions that lead to clarity and power.
Building Financial Confidence
Build a Financial Backbone, Not Just a Beautiful Brand
It’s easy to build a brand that looks good. And this isn’t a call to ignore that work. But Big Gorgeous Goals require more than polish. They require profit discipline, pricing power, and the kind of confidence that comes from making decisions based on facts, not fear.
Knowing your numbers doesn’t make you less creative. It makes you unstoppable. The full package.
And if you’ve made it to 7-figures without being fluent in your financials, imagine what’s possible when you truly become the numbers expert your business needs. It’s a key ingredient on your path to $8-figures.
Ready to Go Deeper?
This is just one piece of the puzzle. In Chapter 7 of Big Gorgeous Goals, I walk you through exactly how we built a strong financial foundation, priced for profit, and scaled with intention.
Want the actionable steps?
Grab the book and the companion Big Gorgeous Workbook to start mapping out your own financial strategy—without the overwhelm.
Because numbers aren’t scary when they’re your secret weapon.
