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Image: Hanelle Malambo/peopleimages.com/Adobe Stock
Most people think of solopreneurs as a one-person machine. The solopreneur (according to social media) sends invoices, juggles client calls, manages marketing campaigns, and troubleshoots their own website—all before lunch. It’s a compelling narrative because it celebrates endless hustle and grit.
But it’s also a myth. Solopreneurship simply means you make the business decisions. You don’t have to consult anyone else or wait for approval. It doesn’t mean you’re the only person doing the work.
Most solopreneurs eventually bring in support (including me, in my solo business). Hiring help doesn’t mean you’re “no longer a real solopreneur.” It’s a sign that your business is growing. You recognize the value of your time or the limitations of your skill set.
One of the hardest parts of running a solo business is deciding when to get help. Many solopreneurs wait too long because they assume they should be able to do everything themselves. But if you feel like you’re working endless hours or you’re spending too much time on tasks, it’s probably time to hire.
Think of hiring as a strategic business decision, not a financial “splurge.”
The first category many solopreneurs consider is financial and legal support. They recognise that they don’t have the expertise needed, and financial or legal mistakes can be costly.
An accountant or bookkeeper can manage tax compliance, keep your books clean, and help you understand your cash flow. Their jobs are to be familiar with accounting and tax laws, so you don’t have to stress. Typically, accountants or bookkeepers provide ongoing (monthly) support.
Legal help becomes important as your business grows in complexity. A lawyer might review your client contracts or help you navigate trademarks if you’re developing a brand. Depending on your legal structure, you may also need a lawyer to help with documentation like Articles of Organisation (for an LLC). You don’t need a lawyer on retainer. Even a few hours of legal support per year can prevent legal problems later.
A virtual assistant (VA) is often the first hire for solopreneurs who are stretched thin. A VA can manage your inbox, follow up with clients, organise your files, or complete other organisational tasks that eat up hours of your time each week.
I rely on a lot of automation in my business. Tasks are completed automatically in the background between apps (using Zapier). But eventually, I reached a point where I couldn’t automate anymore. Some work needs a human touch. It was either me, or a virtual assistant. I chose to hire a VA so I could focus on the more strategic/creative parts of my business.
Most VAs work on an hourly, project-based, or monthly retainer model. With the right VA, you can start small and expand later if needed. Even a few hours per week can give you breathing room and help you stay focused on the work that generates revenue.
Not every type of help needs to be ongoing. You might hire a specialist when you’ve hit the limits of what you can do yourself.
For example, for a long time, I created my own brand assets. Eventually, I hit the limits of what I could do in Canva and wanted a more professional look for my business. I hired a brand designer to create my logo, choose fonts, and clarify my brand messaging. He gave me hundreds of Canva templates for various purposes.
If you need a website, a brand refresh, or automation support, a temporary engagement with an expert might make sense. That way, you don’t have to spend your time acquiring skills you don’t otherwise need and can start using the “finished product” quickly.
Before I started my own business, I was a manager in the corporate world. Being responsible for other people’s career success was hard for me, and I don’t think I was particularly good at it.
Bringing on help as a solopreneur doesn’t mean you have to become a “manager” in the traditional sense. Often, you’re hiring other independent professionals, like you. With the exception of a virtual assistant (who has to learn your systems/processes), the people you hire may not need a ton of oversight or hand-holding.
Bringing in help doesn’t have to mean building a team in the traditional sense. But before you hire, you should consider these three things:
If the answer to any of these questions is “no,” you may not be ready to hire yet.
Your business works best when you’re working to your strengths. The rest can be delegated or outsourced.
I’m not a designer, so I hired someone to help me with design. I’m not an accountant, so I hired someone to help with my bookkeeping.
You’ve got to know which parts of your business you should hand off so your business can thrive. The goal isn’t to grow headcount, like a traditional business would grow. It’s about protecting your time and energy — the greatest assets your solo business has.
ABOUT THE AUTHOR
Anna Burgess Yang is part of the Creator Network at Fast Company, covering topics like work culture and the intersection of technology and work (including the impacts of AI).. Anna is a former tech executive who spent more than 15 years at a financial technology company, including roles as a product manager and the Director of Customer Success.