Growing vs. Scaling: What Megan Rafuse Learned Building Shift Collab to Near Eight Figures
Most practice owners know how to grow. Fewer know how to scale. Megan Rafuse, CEO and co-founder of Shift Collab, learned the difference the hard way, and it changed how she runs a company now nearing eight figures in revenue with 130 therapists across Canada.
Rafuse started Shift Collab from her private practice, then merged it with her now-husband’s speaking business nine years ago. What followed is a case study in the mindset shifts every service-based founder eventually has to make: from practitioner to CEO, from solo operator to structured team, from growing to actually scaling.
The Visionary and the Integrator
Rafuse and her co-founder both entered the merger as CEOs of their own companies. It didn’t work.
“We just weren’t being effective,” she said. “We were stepping on each other. The team was confused. The vision wasn’t clear.”
The fix came in part from the Entrepreneurial Operating System, or EOS, a framework that includes two distinct leadership roles: the visionary, who sets direction and spots opportunity, and the integrator, who helps turn that vision into execution.
Rafuse tested as fully visionary. Her co-founder landed closer to the middle. Once they assigned roles instead of competing for the same one, the business had structure for the first time. Team members became clear on their responsibilities, their scorecards, and how their work connected to everyone else’s.
Trading the Therapist Hat for the CEO Seat
For clinicians who become owners, this is the hardest shift, and Rafuse doesn’t dress it up. She had to learn to read a P&L, understand marketing funnels, manage taxes, none of which her clinical training touched.
She also had to unlearn what she thought a CEO looked like. “I’d had an idea in my head that a CEO looked a certain way, a man in a suit staring at graphs and charts. I had to do the work of asking, who do I want to be in this role?”
The answer, for her, was skill-building paired with community. She hired a fractional CFO early on and joined entrepreneur groups where she could ask questions without reinventing every wheel herself.
Growing Is Not the Same as Scaling
This is the distinction that reframed how Rafuse runs the business today.
Growing means spending more money to generate more revenue. Headcount and revenue both climb, but so does cost. Scaling means revenue and team grow without a proportional increase in spend.
For years, Rafuse was growing, not scaling, without realizing the difference. When the business hit a plateau, the fix wasn’t adding new services. It was getting laser focused on the existing client journey: how someone first hears about Shift Collab, how they book, how they’re retained, and how referrals happen. Small optimizations across that journey, not new offers, produced the growth she was looking for.
Stop Discounting Your Expertise
Rafuse is direct about a pattern she sees constantly among practitioners, and especially among women: undercharging.
During the conversation, Christine points to a familiar pattern: a man may read a job description and think, “I’m qualified for that,” while a woman with similar experience may focus on the qualifications she doesn’t have. Megan sees that same instinct show up in pricing.
“You have to decide: am I operating at market rate, am I more premium, do I offer something I’ve worked hard for and invested time, energy, and money into?”
Know Your Numbers Before Anyone Comes Knocking
As Shift Collab has approached eight figures, acquisition conversations have started to surface. Some haven’t been a fit; others have been interesting enough to consider. . Rafuse’s advice applies whether or not a sale is on the table: know your EBITDA, know your metrics, and understand that an acquisition often comes with an earn-out, meaning years of continued involvement, not a clean exit.
The Takeaway
None of this required Rafuse to be a different kind of person. It required documenting what worked, asking for help earlier than felt comfortable, and separating the emotional decision-making of a practitioner from the structural decision-making of an operator, without losing the values that built the practice in the first place.
If you’re a practice owner stuck between six and seven figures, wondering whether to add another service or hire another person, start with Rafuse’s question first: are you growing, or are you scaling? The answer changes what you do next.
This episode is part of the FoundHer Rising series, conversations with women founders in wellness, coaching, and consulting who are building businesses on their own terms.
Full Transcript
Christine: Welcome to FoundHer Rising, the podcast for women founders in wellness, coaching, and consulting who are ready to build businesses that create freedom, impact, and income. I’m your host, Christine Hakkola, business coach, former psychotherapist, and mentor to women scaling service-based businesses.
Today I’m joined by Megan Rafuse, CEO and co-founder of Shift Collab. She leads a Canadian-based mental health company offering therapy, ADHD care, and partnerships through a national team of therapists. Megan, welcome to the show.
Megan: Thank you so much for having me.
Christine: I am so stoked to have you and dive in. There’s so much to cover, and we already ripped through about 10 or 15 minutes before we hit record. So let’s just dive right in. It’s probably a bigger question than I intend, but how did this all start? Walk us through those early stages, from private practice to what you’ve got now.
Megan: It feels like a total blur. If I think back over the last decade, I’m like, okay, where do I even start? But long story short, Shift Collab started because I wanted to solve a problem.
Most business owners are good at saying, “I have this problem and I can’t find a solution, so I’m going to be the one to solve it.” Most of us are building the plane as we fly it, and that has totally been my experience.
Shift Collab started because I lost my mom to cancer when I was a teenager. At the time, the therapists available to me were old white men in sterile jackets. They just didn’t get it. They didn’t know what I was feeling.
Fast forward through university, I studied social work, I did my master’s, I studied psychology. In every job I had, I was drawn to the therapy side. I wanted to work with people, learn how to be a strong therapist, get the credentials, CBT, DBT, all of it. I worked a full-time job, launched a side hustle like you do, and filled every evening and weekend with private practice therapy.
Christine: That is amazing. Really.
Megan: It was wild. It felt like I had no time, but I was young, in my late 20s. The energy was there. I was single, and I had a really good mentor. As I share the story of my business, it is never me making decisions alone. It’s always been me with strong mentors and strong community.
I quickly realized I would have to quit my government job and cut the golden handcuffs, go full time into my own business. Soon after making that decision, I actually ended up in a car accident. I got a catastrophic concussion. I was laid up in bed with horrible migraines, and I couldn’t work for nine months.
That was the catalyst for me to say, I only get one life. I’d already lived through grief, I lost my mom young, and I thought, I only get one of these. So I quit the full-time job, went full time into private practice, grew a waitlist, grew a clinic, decided to rent a bigger space, renovate it, bring on more clinicians, learn how to hire. All the things group practice owners do.
In the process, I met a friend who ran a mental health speaking company. He was doing keynotes all over Canada and the US, representing speakers. We became friends, and we both had the same problem: how do you get someone else busy, when you are the one who is most in demand? For me it was clinical skill. For him it was speaking.
We were asking the same question: how do we translate that public interest into meeting the need of keeping other people busy? That’s the biggest problem practice owners have.
Long story short, he and I ended up merging businesses, because when he did keynotes, the audience always asked, “okay, but what’s next? How do I bring this into my life, my university, my campus?” And I was having the same conversations in the therapy room. That person, my friend, is now my husband.
Christine: Oh my gosh. What an incredible story.
Megan: So over the last nine years, we’ve had to learn how to merge not just businesses, but roles. You can’t effectively have two CEOs. That doesn’t work. We had to figure out each of our zones of genius, how not to step on each other, how to manage power struggles.
We hired a family business coach, and she ended up being the officiant at our wedding. I always say I don’t think I’d be married if it weren’t for her. But when you work with your spouse, it’s the highest highs and the lowest lows. Our full household income relies on one business, and that carries a lot of pressure. We have kids now. That’s how it started, and that’s where we are now.
Christine: And it feels like you’ve only just begun.
Megan: Yeah, I could dump the whole beginning on you and tell you everything. Where do you want to start?
Christine: Let’s start with the name, Shift Collab. Where did that come from?
Megan: Honestly, it came from realizing that getting a domain name is really hard. I knew I wanted to name my private practice therapy clinic “Shift.” I kept hearing myself say the word in sessions with clients, and I thought, okay, we’re doing collaborative therapy, Shift Collaborative Therapy. That was a really long name.
When it came time to merge businesses, I thought, well, we’re kind of collaborating, so let’s call it Shift Collab. Thankfully, the website was available, and here we are.
It’s easy to be perfectionistic when naming a business. Over the years I’ve thought, “Shift Therapy” might have been clearer, since our name can sometimes be confused with something else. But the name is the name. It’s a brand, and you build a brand to be recognized, but don’t get hung up on it. It’s everything that happens around the brand, in the culture and the community, that drives the business.
There was a moment when I felt like I couldn’t launch because I didn’t have the perfect name. Now I think, I made this name nine years ago. Would I pick it again today? Maybe not. But it’s our brand, and I’m fine with it. It’s memorable, it’s simple, and the domain was available.
Christine: You and I both subscribe to EOS, the Entrepreneurial Operating System. For listeners who aren’t familiar, at a high level it’s about how your organization is structured. It talks about the importance of the visionary, often the president, CEO, or founder, and the integrator, whose job is to make the visionary’s vision real by overseeing systems and teams.
Talk to us about how that works with a husband-and-wife team who previously each ran their own business as CEO. How did the two of you navigate that?
Megan: We navigated it at first by realizing the way we were operating wasn’t working. We weren’t being effective. We were stepping on each other. The team was confused. The vision wasn’t clear.
As the company grew, we now have 130 therapists across Canada and 12 full-time staff, we recognized we needed to keep our house organized and structured. That’s how people do their best work. People can’t be mind readers. I might have a vision in my head, or an idea of how a process should work, but unless I share it, no one else knows it.
EOS gave me a system I could replicate in my own business, so everyone could feel accountable for what they’re responsible for, clear on their objectives, and clear that they’re moving as part of a team. They’re clear on their scorecard, they know their data, they’re clear on their roles, and we have regular meetings at a regular cadence.
I thought, oh my gosh, we need that. Where’s the structure? So much of it had been guesswork. We did a visionary-integrator survey online. I was 100 percent visionary. I’m an ADHDer, I’m a big thinker, pie in the sky, lots of ideas, I move quickly. My husband, our COO and growth officer, sits in two seats. He came out half and half.
I wish I had some of that half sometimes. I’d love to be better at what I call farming, being consistent. I’m the hunter, I want to be creative and spontaneous. But this combination worked. The way we tell the team is: I’m really good at spotting icebergs. I can flag risk, I can see where the industry is going, and I love doing that. He asks, is this iceberg going to hit the boat, or can we keep moving?
In the EOS framework, there’s an obvious tension between the visionary and the integrator. The visionary says, let’s go, fast. The integrator says, wait, how will that actually get done? I’m the one saying go, go, go, and it’s worked really well. It structures our team. We’ve been able to elevate team members, we have a clinical director, a marketing director, a client care director. Parts of the business started to make sense, and people became clear on their seats, their responsibilities, and their roles, which makes the whole ship run smoother.
Christine: Amazing. So, speaking of shifts you had to make, a lot of the listeners to this show are wellness providers, service providers, entrepreneurs in their own right, including many therapists and group practice owners. A question I get a lot: how do you go from wearing your therapist hat, or even the hat of a private practice owner, to being the CEO of a company much bigger than you, one that demands you step out of the therapist seat and into being a business owner? Talk to us about the mindset shifts and experiences along that journey.
Megan: That is probably my biggest growth edge, and it still is. As I started thinking about the impact we could have, that’s really what drove me. How could I make our industry healthier, more representative of therapists, get therapists a seat at the table, pay therapists as much as I could, stay current with industry standards, but make sure therapists stay front and center?
I realized the only way to hit that mission was to learn the skills to drive the business. When I first stepped into the CEO role, it was a wild journey, because you get to name your own title. I was like, okay, I’m the CEO now. I didn’t get promoted, I just promoted myself. That felt nerve-wracking.
I started recognizing that the skills that made me a good clinician transferred to managing people in some ways, but overall I had to learn a lot of new skills. I had to learn to read P&L statements, learn about finance, marketing, taxes, every part of operating a business.
I’d had an idea in my head that a CEO looked a certain way, a man in a suit staring at graphs and charts. I had to do the work of asking, who do I want to be in this role? What do I need to do, day in and day out, to drive our impact? How do I run a business that’s sustainable, one that can carry the livelihoods of everyone along for the ride?
It really came down to skill-building. It meant admitting when I didn’t know something, which was often. It meant finding a good coach, joining an entrepreneur community where I didn’t have to reinvent the wheel. I’d ask, how do you do this? And sometimes I knew something they didn’t, and sometimes they knew something I didn’t, and we supported each other’s growth.
I think sometimes in our industry there’s an idea of scarcity, that there aren’t enough clients, or enough clinicians, that we have to hide or can’t share. But what I learned, and my friend Jason says this well, is that no one is self-made. Everyone is community-made. A rising tide floats all boats, and when we support each other, we all do better.
Once I got out of that scarcity mindset, I really flourished as CEO. Of course it was hard. I carried a caseload while using the money from that caseload to fund the business. The early years were tough. I wondered when I’d start making money. There was a period where I felt like I was working two full-time jobs, carrying a caseload and running a business and managing staff. Then there was a period where I discharged my caseload and became full-time CEO, and could really focus on my growth and the business’s growth.
As CEO, I’m responsible for the culture of the company. It’s my job to make sure I’m investing in our people, making sure they feel appreciated and respected, and that our policies align with their values. But it also means making really hard decisions, because not everyone in the business sees it from the same angle I do.
I like being likable. I like approval. It’s hard to be challenged, to hear someone say they want more compensation, and know it’s my responsibility as CEO to figure out how to make that equitable and sustainable. We’re fully bootstrapped, we have no investment, and I personally still guarantee our loans, even though we’re almost hitting eight figures. The reality is I have to keep the ship running, and sometimes that means making hard calls. If I don’t make them, the culture of the organization suffers. It’s something I’m always balancing.
[Sponsor break: Megan promotes a free live workshop, “The Six Reasons You’re Not Getting Clients,” walking through the six constraints that quietly stall client flow.]
Christine: I love how honestly you speak about the difficulty of shifting from the practitioner hat to the CEO hat. I’ve worked with thousands of private practice owners, and it’s something they all come up against. We’re wired for soft skills, for relational skills, and I think, and it sounds like you’d agree, that’s a real strength, but it needs to be balanced with the harder business skills.
There are a lot of group practice owners listening who resonate with that feeling of juggling their own clients while growing a practice, wondering what they’re going to get paid. A lot of the group practice owners I’ve worked with earn six figures, sometimes high multi-six or even seven figures, and here you are nearing eight figures. What has set you apart, from where you sit, that’s led to that level of success in a relatively short period?
Megan: I think it’s multi-pronged. Am I different from other people? Probably not. But I took some risks, and I had to start thinking of the work as a business activity. That gets tricky in conversations like compensation splits with clinicians. I still see it in Facebook groups, people asking, “does this feel like a good split?” And I think, it’s not about feelings, it’s about the math. How are you calculating what your business needs? How are you managing your expenses?
One of our early hires was a fractional CFO. If you can make that hire, do it. He helped us conceptualize the math behind our growth. We look at vacancy rate, meet-and-greet conversions, retention, revenue, sessions booked in the next seven days. We monitor a lot of metrics, because that’s essentially the health report card of the business.
I’m a clinician-owner, so ethics come first, always. I still report to a regulatory body, and I will never make a decision that compromises our ethics. I think our push to be premium, ethical, and put client care first is what really drove our success.
I’ve also invested a lot of time, energy, and money into roles like marketing, building a website, figuring out our marketing funnels, using CRMs, all the things that can feel overwhelming but are actually critical. Early on I didn’t know what client retention meant. Then I was spending ten percent of our revenue on marketing, which at a seven-figure company is a lot of money, and I started thinking about how we retain some of that cost of acquisition once we’ve found a client.
So what sets us apart: I’m always willing to ask for help, because no one should do it alone. Second, it’s been a grind. Understanding the business, building a structure that can sustain it, has helped. And we’ve had great partnerships. We’re primarily a B2C company, but we also have a B2B side, building insurance products, and we’ve run a student assistance program supporting 250,000 students. That felt like a leap, and it was. We had six weeks to build it. You have to be willing to take leaps and trust that you have the skills to do it.
Christine: So you just mentioned a few of your B2B services. When I picture a traditional group practice, I usually think of three to five clinicians, sometimes up to ten or twelve. You have 130. Do you still see your business as a group practice, or has it evolved into something different? How do you conceptualize it these days?
Megan: Those early days of three to five clinicians feel really good. Like most entrepreneurs, you go through phases where you hire someone and think, it was easier to just do it myself. Now that I’ve hired people and recognized we are a business, I’d say we sit somewhere between a big insurance provider, which we’re not, and a group practice.
It’s still the same activities, just at a bigger scale. I still need to hire great clinicians, ones who can describe what they do in a way clients appreciate and want to book with. I need staff who support clinicians, a great intake team so clients get proper care.
For anyone running a group practice, I’d say: start documenting. When you make a great hire, what was that process? When your intake is thriving, or you’re doing intake yourself and it’s working, document how. The reality of my business is that I’ve documented process and systems so it doesn’t fully rely on me.
We operate in an interesting space, sometimes competing with big insurers on marketing dollars, other times watching another group practice grow and thinking, that’s awesome, how do we stay relevant? I straddle both. It’s a lot of responsibility, making sure our clinicians are full, but the overall function of my role is still the same: provide excellent client care, and make Shift Collab the best place for therapists to work, which ultimately delivers the best client care. If I nail those two things, we’re doing well.
Christine: It’s refreshing to hear that your values and your lived experience align, that operating close to your values equates with success for you. Sometimes the worry, especially for female founders, is that you’ll have to compromise your values to be successful. I’m hearing the opposite from you.
Megan: No, because it doesn’t feel good. All of us have had to make hard choices, and maybe some didn’t align with our values. But it doesn’t feel good to operate outside your values. There’s no scarcity, so it’s your job to build a company that feels healthy, that ensures you’re healthy. I have to be healthy for the business to be healthy.
We’ve had hard choices, difficult decisions, partnerships that started going against our values, and I’ve had to end a partnership or terminate a therapist. But we’ve also had really good partners. We’re partnered with a Canadian company called Maple, a doctor-on-demand company. We partnered with them when they had three founders and their first staff member. If you get a therapist through Maple, you get our team, and I’m proud of that. Your network is your net worth, and I believe that. But it’s also hard when people want more money, and I have to think, our money comes from client sessions, how do we make that work? I care about people being happy, and I have limitations. It’s a lot to balance, but I’m grateful people trust my vision and contribute to it meaningfully in their own way.
[Sponsor read continues into the free workshop mention.]
Christine: I hear the clarity from you, and also the rawness about how difficult this is, which I find so refreshing. A few years back, before I launched my second company, I did some market research on female-owned businesses and was shocked at how few ever break past 100,000 dollars, let alone 500,000 or a million or ten million. We often talk about how few female-owned businesses ever reach seven figures, and yet here you are, nearing eight.
One of the places we see business owners get stuck, regardless of gender or industry, is the one-to-three-million-dollar mark, because demand increases, you’ve got traction, things grow exponentially, and owners get pulled in many directions. The advice I’ve heard is to get laser focused to get past that mark. How does that land with your experience in that range, and how did you move through it?
Megan: You nailed it. There’s a moment, probably multiple moments, as a visionary, where you think, we should do this, we should add that service, what if we did this? The way we scaled, and honestly I didn’t even know what scaling meant at the time, I thought we were “scaling” in the tech-bro sense of the word.
Growing means you’re spending more money to get more revenue. Revenue grows, headcount might grow, but you’re spending to get there. Scaling means your revenue is growing, your team might grow a little, but you’re not spending more to get that increase.
Once I learned the distinction, I realized we’d been growing, spending a lot to get more revenue. When we hit plateaus, which can happen due to industry shifts, recession, more competition, and there is more competition, more therapists in the field now, you have to be laser focused on your product and your client journey. From the first touch point someone finds out about you, through marketing, partnerships, intake, booking, rebooking, retention, follow-up, make sure that journey is strong. If you focus there, you’ll see scale, because you’re optimizing things that don’t cost much but have a big impact.
It’s easy in those stuck moments to think you should add more, groups, new services. Instead, we decided to focus on what we’re good at. Something that looks bright and shiny can also be a distraction. We’ve been asked for partnerships that seemed adjacent but would take a lot of effort and distract the team from what we do well. If it isn’t a clear yes, it’s probably a distraction, and it’s hard to say no to revenue, but when you’re distracted, you dilute your effort toward what actually makes you money.
We’ve made mistakes. I joke that I helped build the mental health side of a tech platform that no longer exists, and I should have asked for equity. As a small business owner and a clinician, we can discount our own experience, because ours is a helping profession. If you’re getting a lot of asks, make sure you’re charging. Your value is worth money. Money conversations are hard, but ask for it, because your time and expertise are valuable.
Christine: Such important advice, and I see it constantly with women founders. I’ll make a gender generalization here, one that’s backed by research: a man will read a job description and think, I’m qualified for that. A woman with similar experience will read the same description and think, I can’t do that, I don’t have those qualifications.
Megan: Yes. That’s the reality, we don’t raise our hand because we think we’re not qualified enough, or we didn’t check every box. I once declined a male applicant while supporting our HR team, and he wrote back saying he needed to speak to my boss because I was wrong. I wrote back that this company is female-owned, and I am the boss. Now we actually have someone to escalate to, but at the time, there was no one else to talk to.
I always say, don’t discount yourself. It’s the same with pricing. You have to decide: am I operating at market rate, am I more premium, do I offer something I’ve worked hard for and invested time, energy, and money into? If you’re a premium offering, charge for it. If you choose to be the bargain option, that can bring volume, but you have to know what you’re getting into. Every market has premium, middle, and bargain tiers, and it’s easy to inch toward bargain because you’re worried about competing on price. Take the time to ask what your offering is, what value you add, and stop discounting, because it doesn’t serve you, your business, or your clients.
Christine: Anyone watching their metrics sees that very quickly.
Megan: Exactly. Watch those metrics.
Christine: One final question. I’ll take a wild guess that conversations around acquisitions, investors, or being purchased come up once you hit the high seven, low eight figure mark. What’s your experience been, and what are you thinking about for the future of Shift Collab?
Megan: I built this business, from the beginning, as what some might call a lifestyle business. A lot of female entrepreneurs do this, we build ourselves a job, then realize we’ve built a company. I find male counterparts tend to see a business as an asset from the start, which it is, and I think it’s important for all of us to have those conversations. Know your numbers. There’s a term, EBITDA, earnings before interest, taxes, depreciation, and amortization, and that helps dictate the value of your business. Whether or not you want to sell, it’s good to know, because one day someone might knock on your door, the way they might for your house, and say they’re interested.
We’ve had interest. Some of it wasn’t a fit at all. Some felt like it could be interesting. We’re not for sale, but I think these conversations matter, especially in an industry growing quickly, with a lot of roll-ups, especially in the US and some in Canada, where bigger insurance companies are buying other companies. We’re also seeing more new therapists entering the market, and some shifts happening. As an owner, it’s always important to understand the market.
For Shift Collab, we have no plans right now. I’m still energized and driving our mission, more invested than ever. But it’s always a conversation worth having, because you’re watching the market. We started in a blue ocean, lots of opportunity, and it’s a little more red now. Sometimes money or investment can help you move faster, build new products, stay competitive, or get ahead of the market. I’m always thinking about how that would benefit our team, and what kind of impact we could have with investment or an acquisition. And, personally, what would that mean for me and my husband, for our life?
The idea of an acquisition or selling your company can be exciting, but there’s an “after” that people don’t always think about. Many acquisitions come with an earn-out, so you might stay on as an employee for one to three years. There’s a lot of change for most of us. This business is our baby, and there’s real emotional work to prepare for, even if you’re just considering an exit. It’s not always a check and a “good job.”
I find talking to people who’ve been through it really helpful. We’re working on some big partnerships right now that will change our growth trajectory and position us well in the market, so I’m excited. Hopefully next time we talk, I’ll come back with good news. Again, no one is self-made, everyone is community-made.
I’m a mom now, I have two little kids, and a family assistant who helps with laundry, lunch, and school pickup sometimes. For anyone listening, I want that to be known. When I was growing the business, and sometimes still now, I’d compare myself to some idea of how someone else was living, or how they projected their life. It’s normal, as a woman, to acknowledge that life is hard, that we carry a lot of emotional labor, and that we have to take care of ourselves. Know your numbers, know your values, know what you want your impact and vision to be, and that will help you say yes to what matters and no to what doesn’t. Since becoming a mom especially, I’ve had to say more no’s than yes’s, in both business and life.
Christine: I know we have kids the same age, so you’re probably in it too.
Megan: I still get it, even going through everything else.
Christine: I think your expertise resonates with so many people, because running a business can feel really lonely, and really hard. What you offer people is permission to say, I don’t have to do this by myself.
Megan: I appreciate that. That’s what I did in the therapy room, and it’s what our team does in the therapy room too. This is the therapy for business owners, which we all need. We all need connection and community.
Christine: This has been wonderful. Thank you so much for sharing your experience and your wisdom, and for being willing to be on the show. I’m sure there are people listening who want to learn more about you and what you’ve built. Where’s the best place to find you online?
Megan: Our website is shiftcollab.com, and I’m working hard at growing my Instagram. Every CEO needs a personal brand. You can follow me at Megan Rafuse, and you’ll see a glimpse into my weeks, my new practice of showing what a real week looks like.
And thank you for letting me share my story. Reflecting back, it’s been a busy nine years, but I’m really grateful for the people who’ve joined me on this adventure.
Christine: Congratulations on all your success so far, and everything to come. I can’t wait to see what happens next. Thank you for being on the show.
Megan: Thank you so much.
Christine: Thank you for tuning in to FoundHer Rising. If today’s episode resonated with you, follow the show, share it with another founder, and leave a quick review. It helps more women find these conversations. You can connect with me on LinkedIn or learn more at HakkolaHorizons.com. Until next time, keep rising, and keep building the business that gives you freedom to live, lead, and create on your terms.
