Latest / Freelance Careers with Fexingo: Independent Work, Consulting, and Self-Employment / Why You Need a Personal Board of Directors as a Freelancer
Transcript
- Lucas: So I was talking to a freelance graphic designer last week — she does branding for mid-size retail chains. She told me she landed her biggest account, a regional grocery chain, because of advice from her 'personal board of directors.' Luna: Her personal board of directors? That sounds like something a CEO has, not a solo freelancer. Lucas: Exactly what I thought. But she explained it, and honestly, it's one of the smartest career moves I've heard. The idea is simple: instead of relying on one mentor, you build a small group — three to five people — who each bring a different perspective to your freelance business. Luna: So it's like an advisory board, but for one person. Who do you pick? Lucas: She had three specific roles. First, an industry insider — someone who knows the landscape of the clients you want. For her, that was a former marketing director at a grocery chain. Second, a functional expert — someone who's great at a skill you're weaker in. She picked a pricing strategist. And third, a peer — another freelancer at a similar stage, but in a different field, so there's no competition. Luna: That peer piece is interesting. I've heard that having a 'work buddy' can reduce burnout by a lot. A study from Upwork showed freelancers with peer support are thirty percent more likely to report high satisfaction. Lucas: Right — and the board formalizes that support. But here's what I really liked: she doesn't just meet them for coffee. She holds quarterly board meetings — on video, with a loose agenda. She presents her revenue, her challenges, and one big goal for the next quarter. And they give feedback like actual directors. Luna: That takes guts. I'd be nervous to share my actual numbers with peers. Lucas: She said the same thing at first. But she started by sharing only what she was comfortable with, and over time, it became more transparent. And the payoff? The grocery chain account came because her industry insider knew the chain was looking to refresh its brand and suggested she pitch a specific angle — local heritage design. She never would have known that on her own. Luna: So the insider gave her a competitive edge. But how do you recruit people for your board without sounding like you're asking for free labor? Lucas: That's the key question. She offered something in return for each person. For the industry insider, she offered to help with his side project — a cookbook. For the pricing expert, she shared her client leads in exchange. And for the peer, they agreed to swap quarterly board seats in each other's boards. Luna: Swapping board seats is clever — it's mutual. I've also read that some freelancers offer a small annual retainer. A solo lawyer I know pays each of her three board members five hundred dollars a year, just to formalize the commitment. Lucas: That's a good data point. Five hundred a year is affordable for most freelancers. And it makes the board members take it seriously — they're not just doing a favor. Luna: But what if you're just starting out and don't have a network yet? How do you find these people? Lucas: Start with one. The peer is usually easiest — another freelancer you met at a co-working space or online community. Then the industry insider could be a former boss or a LinkedIn connection you admire. Ask for a thirty-minute call, explain the concept, and see if they're interested. Most people are flattered to be asked. Luna: I've seen a few online groups — like 'Freelance Board of Directors' on a couple platforms — where people match up. But I worry about quality control. Lucas: Worth trying, but I'd vet them the same way. Have a trial quarter. If someone isn't pulling their weight, you replace them. The board is supposed to serve you, not the other way around. Luna: So what's the concrete takeaway for someone listening right now? If they want to set up their board by the end of this quarter, what's the first step? Lucas: First, write down three gaps in your freelance business: one industry knowledge gap, one skill gap, and one support gap. Then identify one person who could fill each. Reach out to them this week with a specific ask: 'Would you be willing to meet quarterly for an hour to give me strategic advice? In return, I can offer X.' Luna: And if they say no? Lucas: Then you ask someone else. But in my experience, most people say yes if you're clear about the commitment and the value exchange. The worst that happens is you learn to refine your pitch. Luna: I think a lot of freelancers feel like they have to figure everything out alone. This is a reminder that you don't. Lucas: Exactly. And the beauty is, as your business grows, your board can evolve. You might add a financial advisor later, or a client-side perspective. It's a living structure. Luna: One last thing — do you have a personal board of directors, Lucas? Lucas: I do now. I set it up after that conversation. I've got a business journalist mentor, a podcast producer, and a fellow host from another network. We meet every other month. And honestly, it's been invaluable for episode ideas and handling tough interviews. Luna: I might have to start one myself. Maybe I'll ask that solo lawyer for tips. Lucas: She's probably already on someone's board. But for our listeners, if you take one thing from today: you don't have to go it alone. Build a board, even if it's just three people. It might be the difference between a good freelance career and a great one.