There are two ways for Insurance Companies, Banks, Private Equity firms, MGAs, and insurtechs to approach complex risk in 2025:

1. Rely on generic solutions, potentially overlooking critical gaps.
2. Partner with specialized expertise that delivers clarity and tailored protection.

Many sit in the first category, often underserved by mega-brokers.

Your institution has unique strengths and ambitions. 

But is your risk management truly aligned? 

Or are you unknowingly exposed due to:

–  Coverage gaps hidden in the fine print?

–  Lack of access to sophisticated global markets?

–  Decisions made without credible peer data or advanced analytics?

–  Impersonal service that doesn’t grasp your specific operational realities?

The bigger problem?

You're leaving strategic advantage on the table and potentially facing significant financial or reputational risk down the line.

The solution?

Transform your risk management from a necessary cost center into a strategic asset through a bespoke, expert-driven partnership.

That’s my focus at LION Specialty.

My approach combines:

– Penetrating technical analysis honed by deep experience (including handling complex Fortune 100 accounts) to uncover what others miss.

– Global market access (London, Bermuda) and perspective, crafting solutions beyond standard domestic offerings.

– Process mastery & advanced analytics delivering clarity and confidence, not complexity.

– Authentic human connection, building partnerships that thrive.

(informed partly by my wellness background as a Pilates instructor… sustainable success requires balance)

–  Are you serious about closing critical coverage gaps?

–  Are you ready for risk management bespoke to your institution's needs?

–  Is it time for a partner who brings both sophisticated expertise and a refreshingly collaborative approach?

Let's connect and explore how we can elevate your strategy together.

Natasha Kiemnec

Today, I turn 38. 

I tell you this not because I want wishes of happy birthday but because each year on my birthday I go through successes,  “experiences”, and reflections of my prior year, so I thought I’d share a few here.

1. My parents being a plane ride away is too far. The older they get the more I realize how precious time is with them. Try to always be as kind and gentle with them as you can. 

2. Often in life we are blinded by our own bias. The thing you want most - fitness, that relationship, that money whatever it is, with some simple observation really isn’t that hard to achieve. Don’t over complicate. 

3. Relationships (with most people) are a balance of understanding. General frustration comes from a lack of feeling seen or understood. Patience, grace and understanding go along way. 

4. Be kind - I often watch people be unkind for no reason. 

5. Tale as old as time but work hard. A lot of struggle can be removed from simply putting your head down, keeping your mouth shut, and getting the work done. 

6. My mom used to always tell me to just start. Whenever I was stressed out and overwhelmed - just start. It’s still applicable now. 

7. To those who help - a partner, a coworker, an employee, a family member - you can’t be appreciative and grateful enough. There truly isn’t an end to being thankful. 

8. Have a passion that isn’t work. 

9. Get outside - take breaks. A 20 minute walk always helps. 

10. Always be learning. 

What reflections have you had on birthdays or during moments of pause?

Natasha I.  Kiemnec, ARM

Managing Partner & Co-founder of LION Specialty | Global Financial Institutions & Private Equity Broker | Classical Certified Pilates Instructor

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If your CEO lies on an insurance application, does your D&O policy still protect you?

If you don't know the answer, you are personally exposed.

Insurance applications require a signature. Usually, the CEO or CFO signs it on behalf of the entire executive team.

But what if they hide a material fact?
What if they know about a pending SEC investigation and don't disclose it?

Under a standard D&O policy, the carrier can rescind (cancel) the entire contract if the application contains a material misrepresentation.

The carrier says: "The CEO lied. The policy is void."

You, the innocent board member or VP, are suddenly facing a lawsuit with zero insurance protection. Your personal assets are on the line because of someone else's fraud.

We manuscript "Full Severability" language into every D&O program.

This clause legally separates every insured person.
It dictates that the knowledge or fraud of one executive cannot be imputed (assigned) to any other executive.

If the CEO lies, the CEO loses their coverage.
But your coverage remains fully intact.

You cannot control the actions of every person in the C-Suite.
You can control the contract that protects you from them.

Check your D&O policy today. Look for the "Severability of the Application" clause.

If it says "Imputed to the CEO and CFO," you have a massive gap.

DM me "SEVERABILITY" and I'll review your language.

The most expensive gap in your insurance program isn't an exclusion.

It is a missing file.

Carriers deny more claims for "lack of substantiation" than for actual coverage disputes.
If you can't prove the loss, you don't get paid.

Most companies scramble to build the file after the crisis hits.
That is too late.
You are trying to find invoices and emails while your building is burning or your network is down.

The LION Process:
We build the documentation protocol before the policy binds.

1. The "Day One" Folder
We establish exactly what the adjuster will ask for.
Payroll records. Vendor contracts. Asset lists.
We keep them staged and ready.

2. The Communication Log
During a claim, every phone call needs a follow-up email.
"As we discussed..."
If it isn't written down, it didn't happen.

3. The Timeline
We map the event minute-by-minute.
"Breach detected at 4:02 PM. Counsel notified at 4:15 PM."
Precision kills ambiguity.

An adjuster's job is to ask questions.
Our job is to have the answers ready before they ask.

Is your claim file ready for an audit today?

DM me "DOCUMENT" and I'll send you our claim substantiation checklist.

The insurance industry was built for buildings that burn.

The economy runs on digital infrastructure that just stops working.

There is a trillion-dollar gap in the global insurance market.
It is called Non-Physical Damage Business Interruption (NDBI).

Most property policies require "direct physical loss or damage" to trigger coverage.
A fire. A flood. A hurricane.

But what happens when a cloud provider goes down?

What happens when a payment gateway fails?
What happens when a DNS attack takes your platform offline?

There is no "physical damage."
The servers are fine. The building is standing.
But your revenue has stopped.

Traditional policies say: "No physical damage? No claim."

You are left absorbing millions in lost revenue while paying premiums for a risk that doesn't match your reality.

We don't rely on "Property" forms for digital risks.
We build Parametric triggers and System Failure coverage that responds to the outage, not the damage.

If the network is down, the policy pays.
It doesn't matter if the server room burned down or if a software update just failed.

The loss is the same. The coverage should be too.

Does your Business Interruption policy require "physical damage" to pay?

If you are a digital business, that clause is a trap.
DM me "NDBI" and I'll review your trigger language.

Your insurance policy doesn't protect you the day it binds.

It protects you the day your team knows how to use it.

Most brokers view the "Bind Date" as the finish line.

The invoice is sent. The commission is earned. The file is closed until next year.

That is exactly when the real risk begins.

A $10M D&O policy is useless if your General Counsel doesn't know the exact trigger for notifying a claim.

A Cyber policy is worthless if your Incident Response team calls the wrong vendor during a ransomware attack.

While we bind, we make sure that the team knows how the policy works. 

We don't hand you a 200-page PDF and say "good luck."

We sit down with your CFO, your GC, and your Risk Manager.

1. The Trigger Map
We map out exactly what constitutes a "Claim" under each policy. (Is a subpoena a claim? Is a regulatory inquiry a claim?)

2. The Call Tree
We build a one-page protocol. If X happens, call Y. We establish the pre-approved vendors and legal counsel so you aren't negotiating rates while your servers are locked.

3. The Exclusions Briefing
We highlight exactly what is not covered, so your team can build operational controls around those specific risks.

Insurance is not a document you file away.
It is an asset you have to know how to deploy.

When was the last time your broker trained your team on how to actually use your coverage?

DM me "PROTOCOL" and I'll send you our activation checklist.

A green light in the server room does not mean your business is recovered.

But your insurance carrier might think it does.

We are seeing a dangerous trend in Cyber claims.
Carriers are cutting off Business Interruption payments the moment the "computer network" is technically restored.

They argue: "Your servers are up. The claim is over."

Your servers are up, but your business is still bleeding.
You are reconciling lost data. You are re-indexing files. You are working through a massive backlog of manual entries. You are waiting for vendors to re-certify your connections.

The "outage" is over, but the financial loss is just beginning.

We audit the definition of "Period of Restoration."

If your policy says the period ends when the "Network is Restored"... you are exposed to the post-breach drag.

We clarify the language to reference "Restoration of Business Operations to the condition that existed immediately before the breach”

This ensures the policy pays until your revenue and throughput return to pre-incident levels—not just when the IT ticket is closed.

Do not let a forensic accountant tell you when your business is back to normal.
Let the contract dictate it.

Check your Cyber policy today. Search for "Period of Restoration."

Does it say "Network" or "Operations"?

The difference is your entire Q3 profit margin.
DM me "RESTORE" and I'll review the definition.

You wouldn't hire a CFO based on who has the cheapest laptop.

So why do you hire a broker based on who has the cheapest quote?

Most companies run their insurance RFP like a commodity purchase.

"Here is our data. Go get quotes. We will pick the lowest premium."

This is a trap.
You are incentivizing your broker to strip coverage to hit a price target.

The LION Process:
When you hire a broker, you are hiring a defense team.

You don't ask a heart surgeon for a discount. You ask for their success rate.

The 3 Questions You Should Ask:

1. "Who is on my team?"
Not the sales guy. The technical broker. The claims advocate. I want to see the resumes of the people protecting my balance sheet.

2. "Show me a manuscript."
Don't tell me you can improve coverage. Send me a redacted policy you wrote. Let me see the actual words you changed.

3. "Walk me through a denial."
Tell me about a claim you fought and won. If you haven't had to fight, you haven't been doing this long enough.

Stop buying insurance.
Start hiring expertise.

Are you running an RFP this year?

DM me "RFP" and I'll send you the Broker Evaluation Scorecard we wish every client used.

Bankruptcy doesn't just freeze your assets.
It can freeze your insurance defense.


A portfolio company filed Chapter 11.

The directors were sued immediately for "breach of fiduciary duty."

They called the insurer to pay for their defense.

The Bankruptcy Trustee stepped in.

"That policy is an asset of the estate. You cannot deplete it to pay for legal fees."

The directors were left paying $800/hour lawyers out of their own pockets while a $5M policy sat frozen in court.

We structure "Priority of Payments" clauses into every D&O program.

This language dictates that in the event of bankruptcy, the insurer must pay the individual directors first.

The estate only gets what is left over.

We also add "Side A" DIC (Difference in Conditions) coverage that sits completely separate from the corporate balance sheet.

You don't need insurance when things are going well.

You need it when the walls are closing in.

If your policy isn't bankruptcy-proof, it’s not finished.

Does your policy have a "Priority of Payments" clause?

DM me "PRIORITY" and I'll show you where to look.

The thing about being a woman 


Is that for every moment someone called you

Emotional 
Indecisive 
Quiet 
Irrational 
Bitchy 

May have actually been moments where you were reacting to something not quite right. 

As times have shifted in the past ~10 years, since reading Lean In by Sheryl Sandberg, and hearing Codie A. Sanchez  talk about your haters actually being your fans, I’ve realized it’s less about us reacting in any of those emotions, it’s being told that we’re wrong to have them. 

When actually those emotions might actually be our super powers. 

When used to accurately judge a situation, treat people with kindness, grace, more humanness - that isn’t emotional - it’s power. 

So to all the women out there
leaning in
guiding with grace
remember those names are actually your power. 

Happy International Women’s Day 💕

PS. Two of my absolute favorite women (my aunt and mom)

Five events since 2017. Combined losses from billions to trillions. Physical damage across all five: zero.

NotPetya. 
The 737 MAX grounding. 
COVID-19 shutdowns. 
The Ever Given. 
CrowdStrike.

We went line by line through the coverage implications this week. The exposure class is Non-Damage Business Interruption, and for financial institutions running digital-first operations on legacy programs, the gap between what can shut you down and what your policy actually covers is measured in trillions.

But the article that stopped me was a Law360 piece on cyber policy restoration periods.
The distinction between “operations-focused” and “network-focused” language in your period of restoration definition is outcome-determinative. 

One version covers you through the full resumption of normal business activity. The other stops the clock the moment someone reboots a server — even partially.

That’s the kind of clause that determines whether your next cyber claim pays for twelve weeks of operational drag or cuts off at week two. 

Silence in insurance is dangerous. Especially in the definitions section.

We covered all of it in this week’s Friday Five, plus a forward look at parametric capacity that could compress payout timelines from months to days.

P.S. link in comments. 

P.S.S. Part 1 of our Wednesday Intelligence miniseries on deepfakes is live. What happens when bad guys deepfake your CEO — and six questions for your next renewal. Link in comments.

Your employee didn't get hacked.
They got tricked.

And your insurance policy treats those two things very differently.

A controller gets an email from the "CEO."
"Please wire $500,000 to this vendor immediately for the acquisition."
The email looks real. The tone is urgent.
The controller wires the money.

You file it under your Crime policy.
The carrier points to the "Voluntary Parting" exclusion.

"Your employee voluntarily sent the money. This wasn't theft. It was a mistake."

Or they point to the "Social Engineering" sub-limit.

"We cover this, but only up to $100,000."
You just lost $400,000.

We don't accept $100k sub-limits for the biggest risk you face.
We manuscript the definition of "Computer Fraud" to include "Social Engineering" and "Impersonation Fraud."

We stack the Crime policy limits with the Cyber policy limits to ensure you have full tower protection, not just a sliver.

If your policy penalizes you for being human, it’s the wrong policy.

Check your Crime policy today. Look for the 

"Social Engineering" endorsement.
Is it $5M or $100k?

DM me "FRAUD" and I'll review your limits.

There is a question plaintiff attorneys will ask after every data breach in 2027.
Most boards haven't even heard the premise yet.

"Did you use AI-powered security scanning tools to check your code?"

If the answer is "No," you might be negligent.

Last week, Anthropic released an AI tool that scanned production codebases and found 500+ vulnerabilities that human experts missed for 20 years.

These weren't minor glitches. They were exploitable flaws hiding in plain sight.

Traditional scanners check for "locked doors" (passwords, encryption).
AI checks for "structural weakness" (broken business logic).

We saw this with MFA.

Three years ago, Multi-Factor Authentication was "nice to have."

Today, if you don't have it, you are uninsurable.

AI code scanning is next.

When a defensive tool becomes widely available and highly effective, failing to use it stops being a "resource decision."

It becomes a "breach of fiduciary duty."

The window between discovery and exploitation is compressing from weeks to hours.
Your defense needs to move at the same speed.

Is your board asking about AI security, or are they waiting for the lawsuit?

We put together a one-page AI Security Standard-of-Care Checklist — 10 questions your board should be asking before your next renewal. 

The carrier application changes already in motion. The specific coverage intersections across cyber, tech E&O, and D&O. 

What the standard of care looks like now, not 12 months from now.

Comment CHECKLIST and I'll send it over.

Two federal courts ruled on AI and privilege the same week.

One said consumer AI destroys confidentiality. The other said AI is a tool, not a person, and work product survives.

Both issued February 10, 2026.

Here's why this matters for carriers and the institutions we serve:

In Heppner (SDNY), a defendant used the free version of Claude to draft 31 defense strategy documents without his lawyer's involvement. Judge Rakoff held that Anthropic's privacy policy, which permits data training and disclosure to regulators, destroyed any expectation of confidentiality. No privilege. No work product protection.

In Warner (E.D. Michigan), a pro se plaintiff used ChatGPT to prepare litigation materials. The court denied the defendant's request to compel those materials, holding that compelling production "would nullify work-product protection in nearly every modern drafting environment."

Same technology. Opposite conclusions. The difference came down to two things: attorney direction and platform terms.

We also dug into a 108-page bad faith report from Freeman Mathis & Gary covering 26 states. We stripped the auto cases and pulled the P&C patterns:

Safe harbors are crystallizing in Indiana and Florida 

Communication failures carry compounding penalties in Pennsylvania 

Coverage drafting precision is being rewarded across multiple jurisdictions

And a federal court allowed bad faith claims to proceed against an insurer using undisclosed AI in claims handling. If your adjusters are confirming algorithmic output rather than conducting independent investigations, the file tells that story.

Silence in insurance is dangerous. 

That applies to AI governance too.

This week's Friday Five Boardroom Brief breaks down all three developments with Monday morning action items.

Comment BRIEF if you're not on our list.

P.S. The Heppner opinion is 12 pages. The Warner order is 14. Both are worth the read if you're advising clients on AI use policies.

The Mega-Broker staffing gap is structural, not accidental.


If your premium falls below their threshold, the specialist team doesn't show up.

We recently took over a D&O account for a mid-market financial institution.

They had been operating under an extended reporting period. The directors didn't even have current limits.

When a claim hit, every weakness in their broker's process was exposed: no communication runway, and no renewal strategy worth the name.

We didn't do anything complicated.
We just ran the process that should be standard.

We put a senior specialist team on the account.
We started the renewal 150 days early.

We got the client directly in front of the carriers.

We ran a disciplined marketing process with enough time to maneuver.

Reduced premium. Refreshed limits. Current coverage for the board of directors.

The mega-broker they fired had the capability to do everything we did.

They have specialist teams. They have carrier relationships.

They just didn't deploy any of it on this account because the economics didn't justify it.

Below a certain revenue threshold, you get the regional office. You get the generalist. You get the 60-day compressed timeline.

When everything runs smoothly, you might never notice the difference.

But claims don't ask if the A-team is assigned to your account.

Regulatory inquiries don't care if your renewal started 150 days out or 60.

How do we know?
We lived it for two decades. We worked inside those machines.

The moment complexity arrives, the gap between "process" and "improvisation" becomes very expensive.

Who is actually doing the work on your account?
Not the name on the proposal. The team doing the daily work.

If the answer gives you pause, that's the conversation worth having before the next claim forces it.

If you’re interested in the story, check out our Wednesday intelligence which went out today. Comment “WEDNESDAY” and I’ll add you to our distribution.

Check our the podcast version of our Wednesday intelligence!

There are 48 approved Lloyd's war exclusion wordings for cyber.

Forty-eight.

And attribution of a state-sponsored cyber attack takes years. Sometimes longer than the policy period.

I spent the week going line by line through the Trellix threat intelligence assessment that dropped March 5. 

Ten active Iranian cyber groups. 

MuddyWater targeting a financial institution in Egypt. 

CyberAv3ngers building custom malware for operational technology in the US. Rust-based payloads. AI-assisted development. 

The technical evolution is real.

But what matters to our clients isn't the malware taxonomy. It's the coverage question.

If a regional bank or community hospital on your book gets hit with ransomware traced to an IRGC-linked group, you're looking at a war exclusion dispute before the forensic report is final. 

The wording matters. 

The classification matters. 

The difference between "hostile cyber activity" and "cyber war" in your manuscript language could determine whether a claim pays or fights.

That's before you connect it to the reinsurance repricing. Seven of twelve P&I clubs cancelled war-risk cover. 

Maritime premiums surged over 1,000%. 

And Morningstar DBRS warned they'll raise attachment points on treaties that have nothing to do with the Gulf.

Your producers should be walking into client meetings this week with three questions:

What does your cyber war exclusion actually say? 

When was the last time anyone reviewed it against the LMA classifications? 

Does your incident response plan contemplate a state-sponsored attack during active military conflict?

We break down all three channels in this week's Friday Five Boardroom Briefing. 

Comment NEWSLETTER for the link.

The worst time to discover your insurance carrier's claims philosophy is during a claim.


A $10M limit from Carrier A looks exactly the same as a $10M limit from Carrier B on a spreadsheet.

The premium might even be 5% cheaper.

But that spreadsheet hides the reality of the transaction.

It doesn't show you their litigation history. It doesn't show you their default response to a complex loss.

We vet the claims department before we look at the premium.

1. The Philosophy Audit
We track how carriers behave under pressure. We know which markets actively look for ways to pay, and which ones immediately draft "Reservation of Rights" letters to protect themselves.

2. The Authority Check
We identify who actually holds the pen. If your underwriter has to ask a committee in another time zone for permission to settle, your recovery will stall. We place business with direct decision-makers.

3. The Syndicate Alignment
When we build a tower in London, we don't stack random capacity. We align markets that have a proven history of following the lead carrier without friction.

Cheap capacity is easy to find.
Reliable capital requires a rigorous selection process.

Do you know the claims’ reputation of the carriers on your current tower?

DM me "CAPITAL" and I'll tell you how they actually perform under pressure.

Most coaches rely on referrals.

But that reliance creates uncertainty...

Great months followed by quiet ones. 
Impact limited by chance.

I help coaches create consistent demand without forcing them out of integrity.

After failing my own coaching business trying to apply generic marketing/sales playbooks, I rebuilt my approach.

Now I build simple, repeatable systems for coaches that translate integrity, clarity, and their lived experience into steady, human conversations with the right people.

No pressure.
No performance.
No pretending.

Just consistent demand for your work.

I’ll happily map out what will get you clients, for free.

Will you find us a day and time to connect?
https://calendly.com/jeremy-hamiltongrowth/growth-engine-design

Jeremy Hamilton

The fastest way to get coaching clients

Stop selling coaching.

Start doing this:
Name a specific, painful problem your ideal client has.
Build a free session around solving it.
Deliver a real result inside that session.

Not a discovery call.
Not a pitch.
An experience of what working with you actually feels like.

If you solve their problem, they'll ask what's next.
You won't need to close them.

The coaches getting 4-5 clients a month aren't the best in the room.
They're just the ones people found, trusted, and experienced first.

What's the specific problem you'll solve for free?

Founder & Coach @ HamiltonGrowth | Helping coaches create consistent demand

Coaching talent is almost irrelevant to coaching success

Some mediocre coaches have full practices.
Some brilliant coaches are broke.
Same skill. Opposite results.

The difference isn't talent. It's this:

The coach creates transformation in the room. 
The business owner creates the conditions that get people into the room.

Two completely different skills. 

Both learnable. Most coaches only develop one.
They spend years getting better at coaching. 
Zero hours getting better at being found.

Then wonder why the calendar is empty.

You don't just need to be excellent at coaching. 
You need to be excellent at both. Not eventually. Now.

Which one are you neglecting?

Selling coaching doesn't get you clients

Nobody wakes up wanting to buy coaching.
They wake up wanting the problem to stop.

This is why so many brilliant coaches have empty calendars.
They lead with what they do. Not what disappears when they do it.

"Leadership coach" tells me your method. 
"I help first-time managers stop losing their best people in year one" tells me my problem.

One makes me think. One makes me lean in.

Coaching is how you help. 
It is not why someone reaches out.

The coaches with a full practice aren't better coaches. 
They talk about problems more clearly.

What problem disappears when someone works with you?

Being a great coach almost bankrupted me

Read every book. 
Took every course. 
Did the deep work on myself.

I was good. Really good. 
And completely broke.

The problem wasn't my coaching. 
It was my assumption:
Being great at something automatically makes people pay you for it. 

It doesn't.

Coaching talent gets you results for your clients. 
Business skill gets you clients.

The world doesn't reward talent. 
It rewards the ability to communicate value before someone pays you.

Stop waiting until you're good enough. 
Start figuring out how to get clients.

My biggest fear as a coach

I love transformation and evolution. 
With a traumatic past, there's plenty of work to do.

Plenty to heal, to move through, to become.
But the biggest fear I have yet to resolve: 

An embodied acceptance of: 
"I'm worth it."

I get to be a father. 
Love my work. 
Be happily married. 
Feel at ease.

Stepping out of survival took such inner work.
And sometimes I still worry I'm missing something. 
Feeling this free is still foreign, at times.

To all the coaches reading this:

Our work is necessary. 
WE are necessary.

You're worth it too.

Please repost to someone who needs to hear this.

Referrals don't require you to know what you sell

I asked a 15-year veteran what he offers.
He couldn't answer.

Here's the thing: he didn't need to.

His clients loved him. 
They told their friends. 
His pipeline stayed full without him ever having to explain himself to a stranger.

Referrals don't require you to know what you sell.
But client acquisition does.

The moment his referral network slowed down, he had nothing.

Not because his work got worse. 
Because his business had never learned to speak for itself.

Referrals are a reward for good work. They are not a growth strategy.
The two feel identical until the phone stops ringing.

What would you say if a stranger asked what you sold right now?

4 months. Zero clients. Excellent coach.

Full roster 4 months earlier. 
Empty pipeline.
Zero clients.

Nothing changed about her skills.
Nothing changed about her results.

What changed was simple: 
The last 3 referrals dried up at the same time.

She leaned on reputation, not a system.

A reputation relies on other people remembering you at the right moment. 
A system puts you in front of the right people every day.

She now books 3 discovery calls a week without waiting on anyone.

How long could your business survive if referrals stopped?

Coaches overcomplicate growth. It's 3 simple steps.

Here's what a simple outbound system looks like:

1. Identify 20 people whom you’d love to work with
2. Send them a connection request
3. Name a problem they’re likely to have and offer to solve it for free

Deliver value in the call, and they’ll want to work with you.

Just a consistent habit of starting relevant conversations and delivering value.

Referrals will come, eventually. 
Conversations can start today.

What's prevented you from reaching out to people today?

I shut everything down to avoid bankruptcy

$10k in ads
496 leads
0 sales

I did what most people do when something isn't working. 
I switched strategies.
Dozens of times.

New offer. 
New channel. 
New messaging. 

But the problem wasn't my strategy. 
The problem was solving a problem nobody was desperate enough to pay for.

I powered it all down to avoid bankruptcy.

12 months later, I'm at $20k a month with more leads than I can handle.

I learned I need to focus on solving painful problems.
Then clients will follow.

Do your clients lose sleep over the problem you solve?

Give away your best stuff for free

Not a PDF. Not a webinar. 
Actually solve a real problem for someone this week.

Here's why:

People who experience your work will want more.
You proved it.

That's the shift most coaches never make.

You're out here writing content about what you do. 
Meanwhile, there are coaches out there showing them.

Telling creates skepticism. 
Proving creates trust.

And trust is the only thing that actually converts.

Solve the hardest problem your ideal client has for free.
Watch what happens.

What's the one problem your ideal clients would pay anything to solve?

The most skilled coaches I know are also the most broke.

Not because they're bad at coaching. 
Because they're extraordinary at it.

Here's what the numbers look like:

$10,000 on a new certification
$3,000 on an immersive retreat
$500 on a new framework
$0 on learning how to get clients

They invest everything in becoming a better coach. 
Nothing in becoming a business owner.

The result?

World-class at the work. 
Invisible to the people who need it.

The coaches making $20K months?

They stopped optimizing their craft at some point. 
And started optimizing their business.

Your clients can't experience your brilliance if they never find you.

What will you do today to get more clients?

I've met coaches who will change your life. They're also completely broke.

Not because they're bad coaches. 
Because they confused two separate jobs:

Job 1: Create transformation in the room. 
Job 2: Get people into the room.

One is coaching. 
One is business ownership.

Both are learnable. Most coaches only work on one.

The mediocre coach with a full practice? 
They figured out job 2.

The brilliant coach who can't pay rent? 
Still waiting for job 1 to be enough.

It won't be.

What's one thing you've done this week specifically to fill the room?

I booked 9 meetings last week without sending a single cold email.

No paid ads. No referrals. No "hoping someone remembers me."
Just LinkedIn.

Here's what most coaches get completely wrong:
They treat LinkedIn like a broadcast channel.

Post content. Hope someone reaches out. Repeat forever.
That's not a pipeline. That's a prayer.

The shift that changed everything:
LinkedIn is a targeting tool first. Content second.

I stopped building an audience and started 40 conversations a day.
Meetings became predictable.

9 meetings last week. 11 the week before. 8 the week before that.

The feast-and-famine cycle isn't a content problem. 
It's a system problem.

How many people have you reached out to today?

Referrals will kill your coaching business
They're a reward for past work.

You did good work. 
Someone mentioned you. 
A client appeared.

It’s not a system. 
Relying on referrals is relying on hope.

The coaches I see struggling most aren't bad at their work.
They've confused being good with being found.

Being good keeps clients. 
Being found requires something else entirely.

How many of your last 5 clients came from something you did intentionally?

Without a problem, there's no demand

My client ran a survey to understand what his clients needed.

3 responses. 
2 were friends.

He'd been in business for 15 years.

The problem wasn't his offer. 
The problem was he'd been describing his service to people who weren't feeling any pain.

No pain, no urgency. 
No urgency, no meeting. 
No meeting, no client.

Demand doesn't come from a better pitch. 
It comes from finding the person who is already bleeding and showing them the bandage.

Most coaches never find that person because they're talking about themselves instead of the problem.

Your offer doesn't create demand. The problem does.

What's the bleeding neck problem your best clients experienced when they decided to work with you?

I used to wake up every Monday not knowing where my next client was coming from.

That was 18 months ago. 
Last Monday, I woke up with 6 meetings already on the calendar.

What nobody tells you: unpredictable revenue isn't a talent problem.
It's a system problem.

Most coaches are great at what they do. 
They just never built a system to show it.

Content builds credibility. 
Outreach builds pipeline.

Do both daily and revenue stops being a mystery.

The coaches I work with go from "waiting to be found" to 8-10 meetings a week within 90 days.
Not because they got better at their craft.

Because they stopped leaving their growth to chance.

How many of your last 5 clients came from referrals?

Coaches who panic in Q1 have this 1 thing in common

Most coaches are one or two people away from feast or famine.

One contact moves jobs. 
One client gets busy. 
One advocate doesn’t mention you.

And suddenly a business that felt stable feels precarious.

The problem isn't that referrals are bad. 
The problem is that they're invisible until they stop.

You can't measure them. 
You can't accelerate them. 
You can't replace them on demand.

Coaches who build pipelines don’t abandon referrals. 
They build something in parallel.

What does your pipeline look like outside of referrals right now?

The message that booked me 6 clients in 2 weeks wasn't clever.

It was simple.

I stopped writing outreach that sounded like outreach.
And opened with the exact moment I realized referrals were killing my business.

That's it.

Whoever experiences that same problem resonates strongly with it.
They didn't need to trust my credentials.
They trusted that I understood their pain from the inside.

Response rates went from 4% to 31%. 
Same audience. Same offer. Completely different message.

Nobody responds to "I help people like you."
Everyone responds to "I've been exactly where you are."

What was the moment you knew something had to change?

The best niche I ever found was hiding in the worst year of my life

I ran a coaching business into the ground.
Not because I wasn't good. Because I had no idea how to get clients.

Out of the ashes, I built again. This time I figured it out.
Built a system. Filled the calendar. Started getting consistent results.

And then it hit me.
The thing that almost broke me was the thing people needed most from me.

I stopped trying to help everyone.
And started talking to coaches drowning in the exact valley I'd just crawled out of.

They didn't need convincing. They needed someone who'd already crossed.

Your most painful chapter isn't baggage.
It's your positioning.

What problem did a past version of you spend way too long figuring out alone?

Coaches: your cold outreach isn't failing because you're bad at sales

It fails because you lead with the wrong thing.

Most coaches open with an invitation:
"Let's hop on a call." 
"Do you have 30 minutes?"

But you haven’t earned attention yet.
To earn it, you need to lead with an offer to solve a painful problem. 
The specific problem every single client in your world shares.

When you lead with value, you will earn attention.

That’s how cold outreach turns into a predictable client system.

Find the universal problem, build your outreach around it. 
Predictability follows.

The big question is: ‘What problem do you lead with?’

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The Battle

Natasha Kiemnec

Jeremy Hamilton

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Natasha Kiemnec's LinkedIn Performance

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