I believe even the hardest things, misunderstood tools, complex stories, or painful experiences, can be turned into a force for good. That’s what drew me to social media: a space that’s often written off as shallow or overwhelming, but when used well, can move people to act, connect deeply, and create real change.

After a decade working on hundreds of social media campaigns, I’ve seen both sides of it. The impact side and the frustrating side. I’ve watched leaders pour time and resources into social without results, feeling like they’re shouting into the void.

I often hear:
"Social isn't working for us."
 "This is so frustrating."
 "You're my last stop before I throw in the towel."

That’s exactly why I founded Cause Fokus—a social-first thought leadership agency that helps executives and founders step confidently into their story, build trust, and turn their influence into impact.

We use empathy-driven strategy, grounded in human psychology, to get you in the room with the people who matter most to your mission. I’ve had the privilege of leading social for U.S. policymakers, international NGOs, small businesses, professional athletes, artists, and global change-makers.

And yes, I’m very proud of my Swedish roots, so you might hear me talk a lot about quality over quantity, fika breaks ☕️, and clarity in everything I do. (That’s also why "fokus" is spelled with a k. 😉)

3 ways to work with me:

- Subscribe to my free newsletter
- Hire me as a fractional consultant
- Hire our team for LinkedIn content strategy & support

CASE STUDY: Turning Influence into Opportunity

A CEO of a patient advocacy foundation came to me with a big problem: no traction from their company’s LinkedIn ad campaigns. Cold outreach was falling flat. They were losing momentum with healthcare partners—and couldn’t afford to keep spinning their wheels.

Our solution:

We activated the Chief Development Officer’s personal LinkedIn presence.
In his own voice, we posted 3–4 times a week, spoke directly to the pain points of ideal partners, engaged in strategic conversations, and sent warm, personalized messages to his top-tier contact list.

In just 6 months:
- His content reached 100,000+ impressions
- Profile views from key decision-makers jumped 508%
- Connection acceptance rate hit 60%
- A major lapsed partner re-engaged and said: “I love what you’re doing on LinkedIn. I can tell the organization is taking a turn for the better. Let’s chat.”

Because when the right people trust you, the right doors start opening.
Trust is currency. Let’s spend it well!

Brynne Krispin

What if joy was your competitive strategy? I can’t stop thinking about Alysa Liu's performance... winning Olympic gold not by pushing harder, but by stepping away, recalibrating, and coming back on her own terms. 

I see the same shift in the seasoned leaders I work with: they don’t need more content playbooks or more rules; they need space to say what they actually think. When they stop performing and start expressing something true, the partnerships, conversations, and revenue follow.

I wrote about that tension, how I've experienced it myself, and what happens when you choose differently! Read below.

This is what it looks like when you choose joy as your competitive strategy. Ever since Alysa Liu won Olympic gold, I haven't been able to stop thinki

Open article: She Stopped Playing by Someone Else's Rules by Brynne Krispin • 5 min read

She Stopped Playing by Someone Else's Rules

Ellis Bennett ACCA

Have you given up on managing accountancy & taxes for your business?

Setting up a business is no walk in the park, let alone managing the financial aspect of it.

It requires intense efforts to make sure you’re on the right track.

Miss one tax deadline, and you might end up paying double in penalty.

I know it’s overwhelming as a founder.

Now imagine you have an expert who takes care of all your accountancy and tax situation.

You don’t have to worry about taxes.
You don’t have to panic while planning your budget.
You know where you stand in terms of profits and losses.
You have someone you can rely on to manage the financials.

Amazing, isn’t it?

That’s what getting an expert feels like.

I’m Ellis, an ACCA Chartered Accountant, Director at EA Accountancy, and Author of The Solopreneur Start-Up Bible.

I help, advise, and guide start-ups, businesses, and young entrepreneurs through the whirlwind of accountancy and taxes.

I’ve served over 300+ satisfied clients, and I’m all in to help you!

Now, I’m not the accountant who speaks to you once a year in a robotic tone.

I’m more like your business partner.

I help you every step of the way (even acting like a therapist if you need one).

My services include:

• VAT
• Accounts
• Payroll
• Pensions
• Tax Advice
• Tax Planning
• Personal Tax
• Bookkeeping
• Accounting Software
• Company Incorporations
• Registered Office Address
• Capital Gains Tax Disclosures
• Business Planning And Advice

I also offer consultation for new business owners or people looking to hire an accountant so you have clarity for your next steps.

If you think I can help you with any of the above or would like to connect over a Discovery Call, feel free to drop me a DM.

Chartered Accountant

We lost two clients this week.

Different reasons on the surface.

One wanted a “local accountant.”

One wanted a “female accountant.”

That’s completely their choice.

But here’s what I’ve learned:

When you dig deeper, it’s rarely about geography or gender.

It’s about discomfort.

In both cases, the real friction was the same thing:

Tax.

We provide monthly estimates.

We tell clients exactly what to set aside.

We explain clearly what can and can’t be taken from the company.

But when you take more than advised…

And the tax bill lands…

It’s easier to change accountant than change behaviour.

Let me be clear.

Our job isn’t to “make you pay no tax.”

This isn’t social media finance hacks.

Our job is to:

- Make sure you pay the correct amount
- Make sure you don’t overpay
- Keep you compliant
- Give you visibility so there are no surprises

If you ignore the numbers and drain the bank account anyway, that’s not an accounting issue.

That’s a discipline issue.

The right clients don’t want magic tricks.

They want clarity.

They want control.

They want straight answers - even when it’s not what they hoped to hear.

Not every client is the right fit.

And that’s fine.

We’re building EA Accountancy for ambitious agencies who want to scale properly, not guess and hope.

Ellis Bennett FCCA

Simplifying Accountancy and maximising Tax Efficiency for Business Owners | Director - EA Accountancy 👨🏼‍💻 💸

One of the most dangerous numbers in business is revenue.

Because it hides a lot of problems.

I looked at two agencies recently.

Agency A

Revenue: £1,000,000

Profit: £110,000

Agency B

Revenue: £550,000

Profit: £210,000

Guess which owner has the better business?

Most people pick the £1m agency.

But the second one is far healthier.

Why?

Because revenue doesn’t pay your bills.

Profit does.

Agency A had:

- Too many staff
- Underpriced projects
- Loads of unused software
- Constant scope creep

Agency B had:

- Fewer clients
- Higher prices
- Strong margins
- Tight cost control

Same industry.

Completely different outcomes.

This is why chasing revenue alone is dangerous.

Because a bigger business doesn’t always mean a better one.

Most agencies think they have a revenue problem.

They usually have a margin problem.

Quick example.

Agency doing £70k/month.

Sounds like a great business.

Until you actually look at the numbers.

Team costs: £38k

Software + tools: £7k

Freelancers + ad spend: £10k

Overheads: £6k

Profit?

About £9k/month.

That’s roughly a 12% margin.

Meaning the owner is running an £840k business…

For about the same take-home as someone running a £300k agency properly.

This is where most agency owners get it wrong.

They think the solution is:

“Get more clients.”

It usually isn’t.

The real fixes are boring — but powerful:

- Set minimum project margins (50–60%)
- Track revenue per employee
- Cut the software no one actually uses
- Price based on capacity, not guesswork

Six months later their numbers looked like this:

Revenue: £75k

Profit: £22k

Same clients.

Same team.

Just better financial strategy.

This is the difference between:

An accountant who files your accounts

vs

One who helps you build a proper business.

One of the strangest things in business:

You can be profitable on paper…

And still lose cash every month.

I see this with agencies all the time.

The accounts say the business made a £120k profit.

But the bank balance keeps dropping.

How?

Usually a mix of things like:

Tax provisions

You’ve made the profit…

But the tax hasn’t been paid yet.

So the cash will disappear later.

Paying off old liabilities

VAT, corporation tax, director loan repayments.

These reduce cash…

But they don’t show in your profit for the year.

Debtors

You’ve invoiced the work.

So the profit is recorded.

But the client hasn’t actually paid you yet.

Big investments

Equipment, deposits, or paying upfront for things.

Cash leaves the bank.

But it doesn’t always hit the P&L immediately.

This is why good businesses track two things:

Profit

and

Cash flow

Because profit tells you if the business is working.

But cash tells you whether it survives.

Some of the tax advice on LinkedIn is ridiculous.

You’ll see posts saying things like:

“Put your gym membership through the company.”

Or

“Charge your company rent from your house.”

Technically some of that can be possible.

But the posts never explain the other side of it.

Gym membership?

Usually a benefit in kind.

Charging rent from home?

Personal tax and possible CGT issues later.

Director’s loan account tricks?

Can trigger a

33.75% tax charge

if it’s done wrong.

The advice itself isn’t always wrong.

It’s just missing half the story.

And that’s how business owners end up messaging their accountant with:

“Quick question… am I in trouble?”

The real answer to most tax questions is:

“It depends.”

Not:

“Here’s a clever trick.”

This Milan marathon training block has humbled me a bit.

The plan was sub-3 hours.

Reality check…

That’s not happening this time.

So the target has moved to 3:15.

Still running about 75km a week but this is the first block that’s made me think:

“Right… maybe I’m not 23 anymore.”

A few years ago that would have annoyed me.

Now I actually think it’s useful.

Because business works the same way.

You set a big target.

Then reality shows up.

Sales slower than expected.

Margins tighter than expected.

Hiring harder than expected.

The founders who do well aren’t the ones pretending everything is perfect.

They’re the ones who adjust the plan and keep going.

The work stays the same.

Just the timeline changes.

Anyway.

Milan marathon first.

Then a Last Man Standing race.

Then a 50km Spartan Ultra.

Clearly I don’t enjoy relaxing

If your accountant is a family friend…

You probably don’t have an accountant.

You have a favour.

One of the biggest red flags on a sales call:

“Yeah, he’s just a family friend. It’s easier.”

Easier.

So is skipping leg day.

Doesn’t build anything worth having.

Here’s what “family friend accountant” usually means for a £200k–£1m agency:

– You speak once a year
– No proper monthly numbers
– No margin analysis
– No forecasting
– No tax planning before year end
– No one challenging what you’re taking out

It’s comfortable.

And comfort is expensive.

When you’re trying to scale:

– 3 staff to 8
– £300k to £1m
– Chaos to structure

You don’t need “easy”.

You need:

– Weekly bookkeeping
– Monthly reports
– Cash flow forecasts
– Proper tax planning
– Someone who’ll say, “Why are your margins that low?”
– Someone who isn’t scared to challenge your drawings

Most family friends won’t challenge you.

Because they don’t want to make Christmas awkward.

But business isn’t Christmas dinner.

It’s war.

If your accountant feels “safe” and “easy”…

Ask yourself whether they’re helping you grow.

Or just helping you file.

Big difference.

April 2026 is quietly increasing costs for business owners.

No big headline announcement.

Just a few changes that slowly make running a business more expensive.

Here are a few that matter:

Minimum wage is increasing

The National Living Wage rises to £12.21 per hour.

That means a full-time minimum wage employee now costs roughly £25k+ per year before employer NI and pension.

For businesses with teams, payroll just got heavier.

Dividend tax is increasing

From April 2026 the dividend tax rates increase:

- 10.75% basic rate
- 35.75% higher rate
- 39.35% additional rate

And the tax-free dividend allowance is still just £500.

Which means most directors are paying tax on almost everything they take out of their company.

Landlords facing more tax pressure

Rental property has already been hit hard in recent years.

Mortgage interest can’t be deducted as a normal expense anymore (Section 24), meaning many landlords pay tax on profit they never actually receive.

And from April 2027, rental income tax rates will increase by 2% across the board.

Employment costs are higher than most people think

A £40k salary rarely costs a business £40k.

Once you include:

- Employer NI
- Pension
- Equipment
- Software

The real cost is often closer to £45k–£50k.

Most SMEs massively underestimate this.

The pattern is pretty clear.

Higher wages.

Higher tax.

Higher costs.

And SMEs are expected to just absorb it.

Which is why the businesses that win over the next few years won’t just chase revenue.

They’ll focus on profit, pricing, and margins.

Because if your margins are thin…

Every tax increase hurts a lot more.

Most marketing agencies massively overestimate how well they’re doing.

Not publicly.

Well… actually some do. Usually right after discovering the phrases

“six figures”

or

“seven figures”

But I mean to themselves.

An owner will say:

“We’re doing about £600k now.”

Then you look at the numbers.

£600k revenue

£420k team costs

£70k freelancers

£40k software

£50k overheads

And suddenly the business is making about £20–30k.

That’s not really a £600k business.

That’s a stressful job with employees.

I see this a lot.

Revenue goes up so it feels like things are improving.

But nothing actually changes because the real issues never get sorted:

pricing

margins

over-servicing clients

random costs no one questions

A £400k agency with good margins is a far better business than an £800k one constantly under pressure.

Revenue looks great on LinkedIn.

Profit is what actually makes running the business enjoyable.

Most agencies hire people way too early.

And it quietly kills their profit.

I was having a conversation with an agency owner the other day about this.

The question was:

How much revenue should a team member generate?

My answer was simple.

At least 3x their salary.

So if someone earns £40k, they should be responsible for £120k+ of revenue.

Minimum.

That comment caused a bit of debate.

But when you actually run the numbers, it makes perfect sense.

Because a £40k employee rarely costs £40k.

It’s closer to £50k+ once you include:

- Employer NI
- Pension
- Software
- Equipment
- Training
- Management time

Then you’ve still got the rest of the business to pay for:

- Sales
- Marketing
- Admin
- Overheads
- Tax

If someone only generates 1–2x their salary, the margins get thin very quickly.

That’s how agencies end up doing £800k+ revenue…

And the owner still feels skint.

Good agencies understand this.

They track things like:

- Revenue per employee
- Team utilisation
- Capacity
- Project margins

Because hiring people doesn’t automatically grow your business.

Sometimes it just grows your payroll.

One of the hardest parts of running a business is being honest with your team.

Good leadership isn’t just about pushing people harder.

It’s recognising when someone is doing well.

Praise them.

Encourage them.

Reward them properly.

People work far better when they know their effort is noticed.

But leadership also means being real.

If someone isn’t performing, ignoring it helps no one.

Not the business.

Not the rest of the team.

Not the person themselves.

A lot of founders avoid those conversations because they’re uncomfortable.

So someone stays in the wrong role for months.

Everyone can see it.

Apart from the person who needs to deal with it.

Sometimes the best thing you can do is be honest early.

Give someone the chance to improve.

Support them.

But if it still isn’t working…

cut your losses.

Keeping the wrong person in the wrong role rarely ends well.

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The Battle

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