Disclaimer: I write from a Christian perspective, blending biblical wisdom with personal insights. If that’s not your background, I invite you to take whatever resonates and leave the rest. The main point—about genuinely treating your business as a sustainable, team-oriented operation—applies to entrepreneurs across all belief systems.
Moving Past the “One-Man (or Woman) Show” Mentality
Early in my own journey, I was so wrapped up in perfecting my craft—whether it was creating a product or delivering a service—that I rarely thought about the actual business growth. I cared about doing the job well, but I rarely considered how to structure finances, build a team, or plan for taxes. Over time, I saw I wasn’t alone. Many entrepreneurs, especially creative types, focus on honing their skills yet overlook the infrastructure that a real, thriving enterprise needs.
I’ve watched talented individuals excel at what they do—photography, coaching, design—yet struggle because they never stepped back to see the bigger picture. They worry about how to make their own bank accounts robust, forgetting the business account needs cash flow, too. They charge too little, then complain about long hours, never considering that their underpricing doesn’t allow room to hire help. This short-term hustle eventually leads to burnout and missed opportunities.
Today’s reflection digs into why our businesses must be more than just the product, service, or program we’re proud to offer. We’ll also explore how planning for proper pricing, delegation, and capacity can help us avoid confusion and build a sustainable enterprise for the long haul.
The Importance of Real Calculations
It’s easy to say, “I want six figures in my personal bank account,” but how many of us have actually mapped out the math behind that desire? Many creative entrepreneurs, especially those in service-based fields like photography, wing it—choosing rates that sound plausible or match local competitors. But this often leads to underpricing, overwork, and burnout. Below, I’ll illustrate a hypothetical scenario for a photographer who wants to net $100K personally, enjoy decent time off, and eventually hire a team. You’ll see how quickly costs add up, revealing why “just being good at the craft” isn’t enough to ensure a viable business.
The Photographer Example: Breaking Down the Real Costs
Let me share a simple illustration I’ve seen multiple times: the solo photographer who wants to earn six figures personally while also improving quality and team collaboration. At a glance, it might sound straightforward—shoot enough photoshoots at a set rate, pocket the earnings, and voilà, you’re rich. But it’s rarely that simple. Here's why:
Step 1: Solo Operations (No Team, Minimal Overhead)
Imagine a photographer, Chris, who wants $100K in personal income. Chris also wants to take off 2 months a year and rest 2 days each week. Let’s break down the math in a simplified manner:
Working Weeks Per Year:
There are 52 weeks in a year.
Subtract 8–9 weeks of time off (roughly 2 months). Let’s pick 8 full weeks off for simpler math. That leaves 44 working weeks.
Chris wants 2 days off each week, working 5 days out of 7. This yields 5 days x 44 weeks = 220 working days per year.
Shoots Per Working Day:
Let’s assume Chris can handle 1 shoot per day at a comfortable pace (accounting for editing, emails, marketing, etc. on the side).
That means Chris can do up to 220 shoots in a year, theoretically.
Price Point for a Photoshoot:
Assume an $450 average package per photoshoot.
Annual Revenue If Fully Booked:
If Chris hits 220 shoots at $450 each: 220×$450=$99,000
That’s close to $100K in revenue, not personal income. Yet, even at this best-case scenario, Chris hasn’t subtracted overhead or taxes. And if one day or week goes unbooked, Chris falls short.
Overhead & Expenses (Basic):
Suppose Chris spends on gear maintenance, software subscriptions, a modest marketing budget, and occasional travel. Let’s approximate $10K a year.
This lowers the take-home to about $89K if everything goes perfectly. That’s before taxes.
Taxes:
Let’s assume a combined federal and state tax rate of ~25%. That might remove another $22K–$25K.
Chris ends up with closer to $64K–$67K net in a pristine scenario, which is less than the $100K personal goal.
Realization:
Even with a full schedule, Chris can’t truly net $100K personally at $450 per shoot with minimal overhead. And this is the scenario without any team members or advanced marketing. It underscores how dangerously tight margins can be if you don’t raise your rates or find ways to add more value.
Step 2: Adding a Creative Team (Makeup Artist, Photo Editor, etc.)
Now imagine Chris wants to improve quality and efficiency by hiring a Makeup Artist, Photo Retoucher/Editor, Videographer, Hair Stylist, Creative Director, and an Assistant. This shift could elevate the brand but also drastically raises costs.
Monthly Cost of Creative Team (Hypothetical):
Makeup Artist: $1,000–$2,000 monthly retainer (if part-time)
Photo Retoucher: $1,500–$2,500 monthly (depends on volume of editing)
Videographer: $2,000–$4,000 monthly (for part-time or project-based)
Hair Stylist: $1,000–$2,000 monthly retainer (or per-project rate)
Creative Director: $2,500–$5,000 monthly (depending on experience)
Assistant: $1,500–$2,500 monthly
Estimated Total Team Cost:
Let’s pick midpoints: Makeup at $1,500; Retoucher at $2,000; Videographer at $3,000; Hair at $1,500; Creative Director at $4,000; Assistant at $2,000.
Summing up: $1,500 + $2,000 + $3,000 + $1,500 + $4,000 + $2,000 = $14,000 monthly.
Annual Cost for This Creative Crew:
Over 12 months, that’s $168,000 (if they’re paid year-round).
If Chris still wants 2 months off, perhaps the monthly spend could be prorated, but it’s still a hefty bill, probably over $140K–$150K a year.
Revenue Implications:
If Chris wants these team members in place for every shoot, the cost per shoot skyrockets. Chris must now factor in, say, $300–$400 of additional cost per client just to break even on the team.
Realistically, Chris might raise each photoshoot package from $450 to a figure that covers team expenses plus the profit margin. That might push the rate to $1,000 or more per session, depending on volume.
Important Note: With a higher price comes a shift in clientele. Chris might move from 220 shoots a year to fewer, more premium shoots. This might be beneficial if each client invests more, but it requires strong marketing and branding to attract that premium audience.
Step 3: Introducing a Core Team (Marketing, Finance, Operations)
Beyond the creative side, Chris wants a marketing/sales person, a finance person, and an operations manager to handle the day-to-day running of the business. This adds:
Additional Salaries:
Marketing/Sales: $3,000–$6,000 monthly
Finance/Bookkeeper: $2,000–$3,000 monthly
Operations Manager: $3,000–$5,000 monthly
New Overhead:
Studio rent, software licenses, insurance, potential travel budgets for the team, etc.
Revised Monthly Team Cost:
Combining creative roles + core roles might easily push monthly payroll overhead beyond $25,000. That’s $300,000 a year—just for staffing.
Revenue Requirement:
To ensure everyone is paid fairly, and Chris can still aim for $100K personal income, the business must bring in significantly more. If the business wants to keep $100K in profit in its account after everything, that’s an even steeper revenue goal.
Key Takeaway:
Suddenly, the brand needs to operate more like a full-fledged agency. Rates or service offerings must scale up. Otherwise, Chris risks sinking into debt, unable to maintain the large staff. It’s not about greed; it’s about fair compensation for the team’s specialized talents.
Step 4: Leaving $100K Profit in the Business + Taxes
Finally, let’s assume Chris desires to keep a $100K “profit buffer” in the business checking account for future investments or emergencies. And then there’s taxes—which can slice off 20–30% of net earnings.
Scenario:
Annual staff costs + overhead: Approx. $300K–$400K or more (depending on location, skill level, and hours).
Chris’s personal net: $100K target.
Business profit leftover: $100K.
Taxes: Another chunk—maybe $70K–$90K once the dust settles, depending on total revenue and how the business is structured.
If we imagine taxes at a modest 25% on total net profits, the business might need to see gross revenues upward of $600K–$700K or beyond. This is no small feat and requires either premium pricing per shoot or high volume. Not all photographers want to operate at that scale, but the math shows the reality: small margins plus high ambitions can lead to disappointment if you don’t plan carefully.
Craft + Real Business Growth Planning
Seeing these numbers laid out, it’s clear that running a thriving enterprise is about much more than being good at your craft. In this instance, you could be an incredible photographer, but if you don’t factor in the true cost of a dedicated team, overhead, and your personal financial goals—plus taxes—you might find yourself stuck or, worse, in debt.
This reflection isn’t meant to deter anyone from dreaming big. Rather, it’s an invitation to dream responsibly. If you want a robust creative team, that’s fantastic. But do the math, adjust your prices, and ensure the market you serve can afford the elevated experience. If you want to keep a core administrative team, plan for that overhead from the start. If you yearn to keep a profit buffer or pay yourself generously, design your business model around that outcome. Don’t wait until you’re drowning in confusion to realize you’re drastically undercharging.
When the Bible says we ought to “count the cost” (Luke 14:28), it’s precisely this kind of scenario—understanding what it takes before you embark. Once you see the fuller picture, you can set your rates fairly, hire appropriately, and maintain a healthier work-life balance. That way, you won’t be forced to scramble for quick gigs or compromise on quality just to survive. Your business, your team, and, indeed, your clients will thank you for being the forward-thinking, responsible entrepreneur who took all of this into account from the get-go.
Reflections on Why We Don’t Plan This Early
I used to think, “I’m good at what I do; people should be grateful and pay what I ask!” In that mindset, I felt if a client questioned the price, it was on them, not me. But I came to see the deeper issue: I never bothered to plan for my true costs or capacity. I also assumed people “should” value my expertise automatically, but I overlooked the need to frame my services as solutions, not just packaged deals.
Looking at others in creative industries, I noticed a pattern: we get sucked into the craft, practicing relentlessly to master our art, and forget that running a business demands different skills—like budgeting, communication, strategizing, and marketing. We almost resent having to do these tasks or pay for them, then wonder why we can’t maintain a work-life balance or hire reliable help. This negligence can lead to living invoice to invoice, stuck in a cycle of chasing payments rather than building a sustainable brand.
Most often, people only address these structural issues once they’re overwhelmed—burned out and forced to reassess. If only we’d taken a step back sooner, and asked, “How many clients can I realistically serve?” or “What team do I need to deliver at the highest level?” or even “What’s the real cost per project after factoring in new hires and overhead?” we might’ve saved ourselves enormous stress. But hey, it’s never too late to pivot.
Thinking About Solutions vs. Pre-Made Packages
Many of us look at the market, see others’ price lists or templates, and mimic them. We offer standard “packages,” expecting clients to just pick a tier: basic, premium, or VIP. But rarely do we pause to consider whether these packages truly meet a client’s specific needs. In the rush to keep up, we forget that clients want solutions, not just a menu of features.
I recall times I pushed pre-set photoshoot bundles without listening to clients’ ultimate goals. Some only needed five or six images for social media posts; while others wanted a full rebrand overhaul with behind-the-scenes videos. By forcing them into a one-size-fits-all box, I not only risked losing them, but also missed the chance to upsell (or down-sell) more precisely. Serving each client’s unique problems could’ve allowed me to charge in a way that genuinely reflected the value I provided.
Shifting from “Here’s my package, take it or leave it,” to “Let me understand your goals and propose a tailor-made solution” changed how people perceived my worth. It also helped me price more accurately, factoring the time, resources, and team input each project demanded.
Bringing It All Together: Planning + Pricing + People
If I’ve learned anything from my own missteps, it’s this: Don’t treat your business like a glorified hobby. Even if you’re the only person working right now, think ahead. Imagine you want a small, dedicated crew to assist down the road. Anticipate overhead like studio rentals, software costs, or advanced marketing campaigns. Factor in leaving money in the business bank account for emergencies or expansion. And—please—never forget taxes.
The more you flesh out these details on paper, the clearer it becomes that you must charge enough to cover all these realities—and still pay yourself. You’re not being greedy; you’re being realistic and respectful of the value your entire operation brings. It’s a biblical principle as well that “the worker deserves his wages” (Luke 10:7), implying fair compensation for everyone, not just the founder.
As you adjust your prices, remember clients don’t always balk at higher fees if you show the bigger picture: the expertise, the team’s coordinated effort, and the authentic transformation you deliver. In fact, many prefer paying more to ensure a high-quality outcome rather than saving a few bucks and ending up with subpar results.
It’s More Than Just the Craft
At this point in my journey, I see how short-sighted I was to focus solely on my skill while ignoring the broader business puzzle. Now, whenever I consider a new service or product, I ask: “What’s the real cost to deliver this well? Who do I need on my team to ensure top-tier quality and a healthy work environment for myself?” I factor in profit margins, taxes, and future growth. Yes, it’s more complicated, but it prevents chaos and burnout later.
If you’re a creative, a consultant, or anyone providing services, I encourage you to pause. Sketch out what you truly want—financially, relationally, and in lifestyle terms. Think about how many people you need on your team to fulfill those projects excellently. And then determine how to price accordingly so you can keep the business afloat, pay your staff or contractors fairly, compensate yourself properly, and leave money in the business for future expansion.
It might feel daunting to run these numbers or imagine hiring a full creative team. But trust me, doing this upfront spares you countless headaches down the line. Your business is so much more than the immediate craft you excel at; it’s a system with multiple moving parts that requires vision, planning, and the right resources. Embrace that, and you’ll find not only greater success but also more satisfaction, knowing your work benefits your clients, your team, and you—in a sustainable way.
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