Solopreneur: one who organizes, manages, and assumes the risks of a business or enterprise without the help of a partner. A solo entrepreneur.
Duopreneur: basically the same thing but with two, count’em two people.
Starting a business as a solo or duopreneur is a lot like setting out on an epic quest—except instead of dragons, there is just this endless stream of unread emails.
Instead of a treasure chest, you are hoping for at least a few paying clients.
Validation that the wallets are opening for a chance to partake in your exquisite services.
If you ask me what are the biggest challenges in solopreneurship I would have to say there is really only one: Figuring out how to actually get paying clients in the first place!
Despite what we may be led to believe in movies like The Matrix, one question might not be enough. I have come to realise that there are more than a few questions I should always ask myself when stepping out on a new idea in my business. This article will try touch on a few of them.
Chicken versus the Egg
Clients want proof of success before taking us on as coaches, consultants, advisors or what-have-you.
HOWEVER… success requires clients.
For solo or duopreneurs just stepping out this can feel a lot like those job listings demanding ‘five years of experience’ for an entry-level role.
So what are solo and duopreneurs supposed to do?
Particularly if they are not endowed with a near-limitless budget for marketing?
Take a well-known energy drink brand for example. Red Bull didn’t just sell an energy drink—it created a lifestyle around the product, and the brand’s success is largely attributed to its ability to do this. When Red Bull first launched in the mid-1980s, it didn’t focus on pushing cans onto store shelves. Instead, it built a culture of excitement and extreme sports to create demand and awareness, long before the product became widely available.
Red Bull aligned itself with extreme sports like skydiving, snowboarding, and motocross. It sponsored athletes, events, and even created their own branded competitions like the Red Bull Rampage (extreme mountain biking) and Red Bull Air Race (aviation events). The company understood that many extreme sports fans and athletes were on the look-out for things that embodied a thrill-seeking, adrenaline-charged lifestyle. Red Bull worked hard (and continues to work hard!) to make this association.
The company built its following over time. It did not simply just ‘fall into success’.
Consider the struggles of many freelance consultants who lack a marketing budget. Without testimonials, very few people are willing to hire them. Without clients, there are no testimonials.
If social proof is key to unlocking new business, how can it be obtained without undervaluing services?
Can a solopreneur create value before they even sell anything, the way big brands sometimes do?
If no one is willing to take that first leap, how can our fledging business encourage those crucial first few customers?
The Echo Chamber Problem
Many new businesses launch with a firm belief that their product or service is valuable. But belief alone does not create demand.
Remember that famous social media platform that initially marketed itself as an exclusive club for Ivy League students? That scarcity drove demand. But then there was that video-streaming service that tried to force people into an all-new way of watching content—without realizing most consumers were not ready for it.
Quibi was launched in 2020 with the promise of revolutionizing content consumption by offering bite-sized, mobile-first videos that were meant to be watched on the go. The idea was to create short-form, high-quality content designed specifically for mobile devices, with episodes lasting 10 minutes or less.
However, Quibi did not take into account that most consumers were not ready for a shift in how they watched videos. The company offered mobile-only and its format conflicted with the growing preference for long-form content especially on platforms like YouTube and Netflix. Despite having a solid lineup of original content Quibi failed to capture a large audience. After only six months it shut down in 2020.
For solo or duopreneurs, Quibi’s story serves as a cautionary tale about the risk of trying to push consumers too far outside their comfort zone especially without validating demand or aligning with the habits and preferences of the target audience.
For the solopreneur, the trap of the echo chamber is even more dangerous. Without outside feedback how do they know if their idea actually resonates with people?
If marketing efforts are not gaining traction is it a visibility problem, a credibility problem, or simply bad timing?
At what point does persistence turn into diminishing returns, and when should an solopreneur consider adjusting their approach?
Nobody Cares
A well-designed website, a polished social media presence, and a perfectly crafted elevator pitch… yet the phone does not ring. Emails go unanswered.
Has anyone ever fallen into this trap?
Big companies invest millions in branding, yet even some of the most recognizable brands have launched products that completely flopped.
Customers simply did not care.
The world has seen failed versions of soft drinks, alternate fast-food menu items, and even luxury products that no one asked for.
For the solo business owner, the stakes are lower but the struggle is the same. If no one is buying, is it because they do not know about the business or because they are not interested in what is being sold?
How much time is spent waiting for customers instead of actively seeking them out?
If a business is not attracting interest is the problem in the product, the message, or the audience?
Building Credibility out of Thin Air
Trust is earned, not assumed. But in business, trust often comes after a sale, not before it.
Look at how streaming platforms now dominate entertainment—many of them were initially dismissed as gimmicks before they proved their value. Meanwhile, online education providers have had to fight against skepticism about whether their courses hold real-world value.
For a solo or duopreneur, credibility is everything. How do they prove they can deliver results when no one has hired them yet?
If customers rely on social proof before making decisions, what can be done when there are no testimonials or case studies available?
What risks come with trying to establish credibility too quickly—can an over-eager beaver come across as desperate or inauthentic?
The Edelman Trust Barometer highlights the importance of trust in business, noting that consumers are more likely to engage with companies they perceive as credible and ethical.
The Perils of Premature Perfectionism
Many solopreneurs delay launching because they want everything to be flawless.
Is there enough meat on the bone when it comes to offering something tangible to prospective clients?
Does the founder have enough industry knowledge to be in a position to advise other people?
How much of an online footprint does a new business need before it can achieve that first sale?
While some founders obsess over minor details the harsh truth is that there are already competitors out there who are gaining customers and refining their services.
Consider a well-known tech company that delayed releasing a product for years, only to be overtaken by a competitor who launched first and improved over time. Meanwhile, a certain fast-food chain has never been afraid to experiment—sometimes failing spectacularly, but always learning from the missteps.
Waiting for perfection can be risky. How many potential customers are lost while the logo, website, or pitch deck is tweaked again-and-again?
What aspects of a business actually need to be polished before launch, and what can be improved over time?
Does spending months perfecting a brand create real value, or is it an excuse to avoid the discomfort of selling?
When does the pursuit of perfection become a barrier to progress?
Small But Mighty
Well-established businesses struggle to change direction quickly while smaller and newer ones have the ability to pivot at a moment’s notice.
Think about how difficult it would be for a small-ish albeit well-known beverage company to suddenly switch from selling craft beer to car batteries.
Would anyone take them seriously?
By contrast, smaller and newer businesses can shift, rebrand, and test new ideas without the baggage of established expectations.
If an initial business idea is not gaining traction, how soon should adjustments be made?
How can solopreneurs recognize the difference between a slow start and a fundamentally flawed idea?
Is being a realatively unknown commodity a disadvantage? Or is it actually a hidden strength when it comes to testing new strategies?
Postscript
Pretty much every solopreneur faces these types of challenges to one degree or another. Other than my initial ‘this-is-THE-question’ question, the next big one is: how will solo and duopreneurs navigate each of them?