Work with Emma
Case Studies
A handful of past businesses I have worked with and how I have helped them solve problems.
01
Dark Yellow Dot
Who are they?
Dark Yellow Dot (DYD) is a platform to help emerging artists make a living from their talent. They run a community of artists, a blog, competitions and run gallery events.
Where were they before working with me?
DYD had been growing steadily for 5 years and had a strong reputation but had been struggling to become profitable.
What problem were they facing?
Some services were not bringing in enough money and others were taking a lot of time and had too much going on for 1 founder and 2 part time staff to manage.
The founder needed to figure out which direction to take the business so it could make more passive income for the business and to give her time back to work on her other businesses and family.
What did I do to solve it?
I worked as a mentor with the founder to establish what she wanted to achieve from the business (passive income and helping artists to create their businesses).
We evaluated the business strategy, analysing the different parts of the business for potential, value, time involvement and what the founder enjoyed doing most.
We established that prioritising the blog as the core business function was the priority (the element that would provide the momentum for the flywheel to drive growth across the whole business), the gallery shows and artist competitions were important additional services and that the online shop was not a priority and should be closed.
Streamlining the services in this way enabled the business to manage resources effectively to create a very strong core business that would increase recurring revenue and become scalable.
02
Mahabis
Who are they?
Mahabis are a D2C footwear brand with a mission to make the most comfortable footwear for your home.
Where were they before working with me?
Mahabis had experienced extremely high growth for five years but had struggled to build out the range and get customers to make repeat purchases. They had also had quality problems with their core product and had to pivot the business and had sales challenges which ultimately led to the business going through administration.
What problem were they facing?
After being bought out of administration they had the challenge of rebranding, rebuilding the product pipeline and rebuilding the team.
What did I do to solve it?
I worked with the leadership team and a specialist footwear agency to create a new vision for the product range that elevated the brand positioning and resonated with more target customers based on data and industry analysis that would increase AOV and profitability.
I led initiatives to move the supply chain and bring production to Europe, develop new packaging and source sustainable materials to position the brand as higher quality and more innovative. These changes enabled the brand to be more agile with stock holding, reduce overall costs and have greater cash flow flexibility.
03
Enna
Who are they?
Enna’s mission is to help neurodivergent job-seekers find meaningful employment with inclusive employers. They want to support these employers to attract, recruit and integrate neurodivergent talent and solve the problem of underemployment for neurodivergent people.
Where were they before working with me?
Enna was a young start-up that was starting to get traction with companies and job seekers. They had a few different service offerings but were struggling to manage all of them and decide which direction to take the business in.
What problem were they facing?
Enna were struggling with their customer journey and figuring out how best to offer their services to companies and what their ongoing support offer should be. They were also struggling with marketing and attracting customers.
What did I do to solve it?
I was on the advisory board and worked with the other members to provide support, listen and ask relevant questions to help the founder figure out the next steps for Enna. I supported in developing a new customer journey map, repricing services and team growth and skills development. Focusing on defining the customer journey enabled Enna to figure out what services and marketing were most relevant to customers at each stage and identify the resources they needed to reach the next stage of growth.