I. The Beginning

Starting Saulsberry Group was both a bold and personal decision. After leaving a successful career with a Big 4 firm, I decided to build something of my own. This wasn’t just about business—it was about taking control of my future and creating a company that could make a real impact.

The first few months were filled with doubt, excitement, and fear. The decision to leave behind a stable job at a prestigious firm was not easy. At the time, I was recovering from spine surgery and dealing with the personal challenges of a recent separation. I had a vision for what Saulsberry Group could become, but bringing that vision to life would require a level of commitment and sacrifice I wasn’t fully prepared for.

My initial challenges included determining the right business model, figuring out how to attract clients, and building a brand from the ground up. The business was still a dream, but it quickly became a reality as I navigated this complex, new world.

II. The Vision

The foundation of Saulsberry Group was built on a clear mission: to provide high-level strategic consulting without the exorbitant costs associated with large firms. We wanted to help clients innovate, transform, and lead with confidence in their industries.

At the same time, I knew that building the brand would be as important as delivering results. That meant refining our message and establishing credibility—no small feat when you’re starting from scratch. I rebranded the business, shifting from “Saulsberry Strategic Solutions Group” to Saulsberry Group, which felt more aligned with the vision I had in mind. I also updated our website and marketing materials to reflect this new direction.

One of the first steps in making Saulsberry Group a success was to define the services that would set us apart. We wanted to focus on helping clients incubate innovation, drive strategic planning, establish transformation management programs, and inject intellectual capital into their operations. Each of these services was designed to help businesses improve and innovate, and it became clear to me early on that this was what I wanted to build.

III. The Grind

The first year of Saulsberry Group was an endless grind. There was no getting around it. The financial return wasn’t immediate, and the work was constant.

One of the first major milestones was winning a client early on. The client signed three consecutive contracts with us, which gave us a taste of success. But it wasn’t enough to coast. I had to push harder and expand my efforts.

Building Saulsberry Group required constant hustle. Every day, I worked an average of 10 hours, 7 days a week, managing everything from business development to client projects. It wasn’t glamorous, but it was necessary. Along the way, I learned that business development takes time and a lot of money. The initial outreach, networking, and promotional efforts seemed to be endless. Yet, I kept going, knowing that growth would follow consistency.

I also had to keep costs low, so I developed a real-time staffing model using Upwork, which allowed me to outsource key tasks without taking on full-time employees. This model helped to reduce overhead costs and allowed me to scale effectively.

My business was still small, and the income wasn’t flowing in like I’d hoped, but I kept showing up. I wrote over 50 articles and built a network through a growing email list. These were crucial pieces in establishing my credibility as a thought leader in the field.

IV. The Wins

After a year of relentless effort, the wins started to stack up — not just in terms of revenue, but in the very fabric of what Saulsberry Group had become.

The first contract felt like a small victory. But by the end of the year, three consecutive contracts had proven the model. Those early wins laid the foundation for a sustainable business — and the confidence to go bigger.

Beyond that, the brand had started to resonate. The Saulsberry Group name, which felt like a bold reinvention just months ago, was now becoming synonymous with clarity, strategy, and actionable results. The rebranding wasn’t just cosmetic. It signaled a shift from just being a “consulting firm” to being a catalyst for transformation.

Marketing was no longer an afterthought. After countless iterations, I had a refined message that was sticking.

• Over 50 articles had been written and published, driving engagement, establishing authority, and building trust.
• I had connected with and grown 1,774 subscribers to my email list.
• The email campaigns had impressive stats: 28.46% open rates and 22.59% click rates — solid numbers that indicated genuine interest in the services offered.

Then came some of the most significant wins:
Saulsberry Group was named an approved vendor for the University of South Carolina (USC) — a long-term contract that validated our expertise and opened doors to a wider pool of opportunities.
Additionally, certifications from the South Carolina Department of Transportation (SCDOT) were obtained, further solidifying our position in the market and unlocking unique opportunities for collaboration and growth. These certifications not only expanded our network but also gave us access to contracts that were previously out of reach. They were a game-changer for our business.

In addition to these achievements, I had the honor of appearing on SC Public Radio, where I was able to share my journey and insights. This appearance elevated Saulsberry Group’s visibility and positioned us as thought leaders in the consulting space, reaching a wider audience and building credibility in the process.

But beyond the tangible wins, the real satisfaction came from the client outcomes — the strategic solutions delivered, relationships built, and measurable impact made.
The grind was still there, but the wins were adding up.

They weren’t just about revenue. They were about credibility, visibility, and trust.

V. The Struggles

The wins were sweet, but they came with their own set of struggles — struggles that made me question whether I could keep going, and if it was all worth it.

The financial strain was one of the hardest parts.
The revenue was still low in the first year. Despite landing key contracts and building momentum, there were weeks — even months — when the bank account didn’t reflect the effort I had poured into the business. I was working 10-hour days, seven days a week, but the payoffs were still slow to materialize. Every time I faced a new setback, the doubt crept in. Was I crazy for leaving a stable job at a Big 4 firm? Was this really going to work?

Then there were the personal struggles.
I had just gone through a major life change, having separated from my spouse earlier culminating in a divorce. I was recovering from a significant spine surgery, and on top of it all, I had the pressure of rebuilding my career.
Juggling personal trauma with professional ambition was no small feat. I had to find balance in the chaos — which wasn’t easy when you feel like the entire weight of the world is on your shoulders.

The marketing efforts were another hurdle. It took an enormous amount of time, energy, and financial resources to build a brand from scratch. Writing articles, building email lists, crafting campaigns — it all consumed more time and money than I had anticipated. I was testing, learning, and adjusting at every turn, constantly refining my message to find what resonated with my audience.

And then, there were the days when client work didn’t go as planned. Clients pulled out, or projects didn’t generate the expected results. Those were the moments when it felt like all the effort was in vain, but each of those setbacks taught me something new — and kept me going.

The struggles were real, but they built resilience.
They sharpened my focus and made me stronger.

VI. The Future

As I reflect on the past year, one thing is clear: this journey is just beginning.

The early struggles, the long hours, and the financial uncertainty — they were all necessary steps toward the future I’m building. The wins have been validating, but they’re just the start of what’s to come. The foundation has been laid, and the road ahead is filled with endless possibilities.

The lessons learned from this past year have shaped my vision for the future. I’ve learned that resilience is key. Success doesn’t come quickly or easily, but it’s built on the backs of hard work, continuous learning, and the ability to adapt. The setbacks didn’t break me; they refined my approach, my mindset, and my strategy.

Looking ahead, Saulsberry Group is poised for growth. The approved vendor relationship with USC, the SCDOT certifications, and a growing list of clients give me the confidence that we’re headed in the right direction. But I’m not stopping here. There are even bigger opportunities on the horizon, both locally and nationally.

My goal is to expand our network, build stronger relationships with current clients, and bring in new business while continuing to provide the level of service that sets us apart. I’m focused on scaling smartly, using technology and strategic partnerships to keep the overhead low while providing top-tier service.

Most importantly, I am committed to making a lasting impact. The vision for Saulsberry Group is to be a trusted partner for businesses seeking real transformation — not just advice.

The future is bright, and I’m excited for what lies ahead.