Why I'm Building Holora Around a Matriarchal Business Model

There is a particular version of business success that we're encouraged to aspire towards. It usually involves more growth, more productivity, more clients, more revenue and an ever-expanding reach. None of those things are inherently wrong, and I don't judge anyone whose ambitions are aligned with that path. In many ways, our economy rewards people for pursuing it. The more I have built Holora, however, the more I have realised that my vision of success is rooted in something different. I am interested in sustainability, not just growth. I am interested in relationships, not just transactions. I am interested in creating something that strengthens the health and wellbeing of the people involved in it, including myself. When I think about the future of Holora, I don't picture a business empire. I picture a community. That is why I often describe Holora as being built around a matriarchal business model.

What I Mean by a Matriarchal Business Model

When I use the word "matriarchal", I am not talking about women having power over others, nor am I suggesting that there is one right way to run a business. For me, matriarchy is about stewardship. It is about recognising that people flourish when they are supported, connected and invested in. It is about prioritising long-term wellbeing alongside financial sustainability, rather than viewing them as opposing forces. The traditional business model often resembles a funnel. People move through, transactions are completed and the focus is on bringing more people in at the top. What interests me far more is the idea of a circle. I want the value created within Holora to keep moving. When a woman becomes stronger, learns to trust her body again, improves her sleep, develops confidence around food or discovers a sense of belonging, those benefits rarely stop with her. They ripple through families, friendships, workplaces and communities. The return on that investment extends far beyond the original service.

Putting Values Into Practice

This way of thinking influences many of the decisions I make. Recently, after investing in new equipment, I gained the capacity to support four women in a small group session instead of three. I could have kept the additional revenue generated by that extra space. There would have been nothing wrong with that decision and I have enormous respect for business owners who need or choose to make decisions that maximise profitability. Every business operates within different constraints and circumstances. Instead, I chose to lower the cost per person. This wasn't the only price adjustment I made. I have also recently reduced the cost of my clinic appointments. At a time when many people are facing rising household costs and difficult financial decisions, it didn't feel right to ignore the reality that health support is becoming increasingly inaccessible for some. Whilst I cannot remove every barrier, I can review my pricing and ask whether it continues to reflect both the value of my work and the needs of the community I serve.

Looking ahead, one of my longer-term aspirations is to create a Holora Fund. The details are still evolving, but my hope is to build a pot of money that can help subsidise coaching, appointments or support for people on low incomes who might otherwise struggle to access them. I believe everyone deserves the opportunity to invest in their health, regardless of their financial circumstances, and I would love Holora to play a small part in making that possible.

Why I Share Knowledge Freely

Part of that same philosophy is reflected in how I share knowledge. I genuinely love teaching. Some of that teaching is paid for and forms part of the services I provide. Some of it is offered freely through conversations, social media, workshops and writing. I don't see these as competing approaches. I believe knowledge becomes more valuable when it is shared. If something I write helps someone understand their health a little better, move without fear, sleep more deeply or feel less alone in their struggles, then that knowledge has done what it was meant to do.

A More Circular Economy of Health

Ultimately, I want Holora to contribute to a more circular economy of health. One where investment in wellbeing creates benefits that flow outward into the wider community. One where people feel supported rather than sold to. One where, over time, initiatives such as a Holora Fund can help make support more accessible to those who need it most. One where success is measured not only by revenue but by resilience, connection, knowledge and health. That vision may not be the most conventional business model. It may not be the fastest route to growth. But it feels deeply aligned with the kind of business I want to build and the kind of life I want to live. And for me, that is reason enough.