How to grow your business—and your client base—without losing your purpose

I know it’s time to recalibrate.

I want to be honest. A major reason I started my own business was to achieve financial freedom and gain independence—I didn’t want to continue relying on someone else's approval. That’s why I launched Ecrubox, a UK-based digital agency that helps mission-led brands grow sustainably

I also wanted to teach what I know to others. I didn’t want to just tick boxes. I wanted to pass something valuable on to our clients.

And if I get to be really honest, it was also about something deeper: having my voice heard clearly and seeing my ideas come to life as big as I had imagined them—and bigger than I could manage alone.

Ultimately, launching a business was about building something that both protects and represents me.

When an agency is small, sharp and focused, it can achieve all these things at once.

Most founders find there’s a sweet spot; large enough to make an impact, small enough to stay present. It’s that magic Goldilocks spot where the founder can still influence the work, protect the culture and serve clients directly. You’re not buried in tasks or wholly removed from day-to-day work. You're still able to dive into strategy, refine creativity and sense what the client may not be saying out loud.

In larger agencies, the ideal is clear: Grow big and grow fast. This demands a business where the founder isn’t critical to every decision, and requires department heads who will carry out that founder’s vision. That sounds good in theory.

But in reality, I’ve yet to see it work smoothly.

Because here’s the truth: a department head, no matter how capable, isn’t the founder. Your structure should keep you close to the work that defines the business

When Lucy, my agency marketing person, asked for my thoughts on how to grow a business while staying true to its purpose, my instinct was to reach for clichés.

Instead, I reflected on the question that hits the hardest: Can I grow without losing what made me start?

Instead of giving a philosophical answer, I leaned into something practical: the Monday Test.

Use the Monday Test

1. Track how you feel every Monday for four weeks.
2. If you feel disconnected or creatively drained for four in a row, something’s off.
3. Use that insight as a prompt to pause and reassess.

Here’s how I’ve learned to grow my business without losing the purpose that started it all—and ensure I wake up excited every Monday.

Find clients who are just the right size

I learned this firsthand with a large global commercial interiors company. We partnered with them for five years. The relationship was strong, but as the company grew, our impact became increasingly limited.

Their corporate structure meant decisions took longer to land, and it became harder to achieve the agility we thrive on.

It was a clear reminder: Our best work happens when a client is small enough to move quickly, yet big enough to be ready for meaningful change.

That’s because delivering value isn’t just about what we bring; it also depends heavily on the client’s readiness for real success. The best partners aren’t always the biggest companies, but the ones willing to listen, adapt, and invest in ideas that matter.

Here’s why that matters: some clients see tenfold returns on their investment, while others only double theirs. Both are good outcomes—but both require the same level of energy and attention from you as a founder.

As agencies grow, they naturally attract more clients who want any agency rather than your agency. That’s the reality of B2B, but it’s also where growth can dilute your magic.

Ask yourself: Can I still hear what clients aren’t saying out loud?

Choose the clients that align with your culture

Of course, finding the right sized clients is only part of how you can stay true to your purpose.

The other critical piece? Choosing clients who align with that purpose—don’t accept clients who treat you like you’re just another agency.

If a new client doesn’t feel like a cultural fit, that’s a red flag, regardless of how big a revenue opportunity they represent.

We once took on a client who looked great on paper: big budget, ambitious targets—the works. But from day one, they treated us like a supplier, not a partner. Every idea had to be justified, every invoice challenged and every interaction became a transaction. We delivered results but the work drained all of us.

I realized that client never truly wanted to work with us. They just wanted an agency who could do the work.

That experience made it clear: The wrong clients don’t just limit your impact—they chip away at the culture you’ve fought to build.

Ask yourself: Is this process helping me stay involved—or pushing me away?

Hire founders-in-the-making

Seek out leaders who expand your culture—not ones who just execute tasks.

I once promoted a team member who—on paper—wasn’t the safe choice. They didn’t tick all the skills boxes we needed, but they had the founder’s mindset.

They spotted problems before they appeared, asked questions that pushed us beyond our comfort zone and they cared deeply about the why behind our work.

Instead of keeping them in a neat, well-defined role, we gave them space to lead a new project end-to-end. They made mistakes along the way, but the way they owned it, rallied others and stayed curious showed me they weren’t just an employee; they were a founder in the making. That’s the kind of energy that expands a culture instead of just maintaining it.

So when does growth tip past the magic spot? It happens when leadership grows distant, decisions get diluted, and communication turns convoluted. Exceptional work may continue, but the original purpose fades into the background.

That’s not actual growth for me; that’s plain business. I don’t like plain.

The real challenge is growing differently: staying connected without burning out, building support without slipping into bureaucracy, and keeping the reasons you started—impact, teaching, protecting, influencing—alive and well.

Ask yourself: Would this person build something on their own? If so, nurture them.

Build a culture that scales

• Define the team size and structure: Know the size, pace and structure that allow you to feel present and impactful. For me, the magic number is around 20 people.
• Make joy a KPI: Track how you feel, not just what you earn. Your gut often reveals misalignment faster than your metrics.
• Stay involved: Whether it’s creative reviews, strategy calls or hiring decisions—your presence matters. Don’t outsource your purpose.
• Invest in culture: We built an internal training platform called ‘Ecrucademy’ to keep growth rooted in learning, not just scaling.
• Use growth to unlock innovation: Don’t wait for clients to ask—lead the way. We built our onboarding tool and hired specialists in areas our clients hadn’t yet considered. That’s purpose-led innovation.
• Hire by values, not just CVs: The right people will stretch your mission—not just maintain it.

If your Mondays still excite you, then you’re growing in the right direction—and that’s the only growth worth chasing.