Standing on My Own Two Feet: Reflections on the First Two Months of SMN Planning & Development Support

Starting something new - especially on your own - is equal parts exhilarating and daunting.

SMN Planning & Development Support is now two months old, and rather than diving into a specific planning topic, I thought it might be helpful to reflect on the journey so far: the challenges, the surprises, and the support I’ve encountered along the way.

One of the biggest shifts, of course, is financial. Going from a stable monthly salary to a situation where nothing is guaranteed is a real wake-up call. Like anyone else, I have a lifestyle to maintain, and the sudden absence of a predictable income forces you to prioritise spending and scrutinise every outlay. It’s not just about being frugal - it’s about being strategic.

Then there’s the ever-present question: will there be work? That doubt creeps in - can I attract clients? Will opportunities come through? Thankfully, relationships built over the years have come through in meaningful ways. Former colleagues and professional contacts have not only stayed in touch but have actively referred work my way. Even so, there’s still the challenge of pitching the right fee, demonstrating value, and showing clients that I’m the right person to trust with their projects.

Balancing networking, business development, and client delivery is another ongoing learning curve. With a new business, networking is essential - but not all events are created equal. You have to be selective, weighing the cost (in both time and money) against potential value. That said, the connections I’ve made have been invaluable. Support from people in similar positions has helped combat the isolation that sometimes comes with working solo. Some of these connections have already evolved into collaborators on current projects; others have become generous sounding boards, offering ideas and insights that are shaping the business.

Just yesterday, for example, I gave a short presentation to a group of fellow business owners - 10 minutes to explain what I do, but without it turning into a sales pitch. One comment really stuck with me: someone suggested that instead of asking how stakeholders can engage with a project, we should ask whether they can relate to it. That distinction struck a chord. It reinforces my belief in starting the engagement process as early as possible - so residents and other key stakeholders feel they have a genuine influence on proposals, not just a chance to respond after the fact.

Of course, I haven’t even touched on the rest - marketing, finance and invoicing, admin, lead tracking (and the fine art of following up without pestering), and just trying to get in front of the right people. Running your own business can feel like navigating a minefield.

But here's the thing: I’m relishing the challenge.

I’m confident, optimistic, and increasingly focused on what SMN Planning & Development Support can offer: a commitment to creating better places by genuinely involving people in the process.