What I Wish I knew before my first client

When you start working for yourself, there’s a weird blend of excitement and absolute terror. You’re your own boss now — which sounds great until you realise you are also the accounts department, client relations, marketing team, and IT support.  Like many new virtual assistants or freelancers, I opened my business with good intentions, confident in my skills, and a solid business plan. ​But if I could go back and give past-me a few quiet words of advice, here’s what I’d say.

You're allowed to act like a business owner - from day one

When you're just getting started, it's easy to feel like you're playing pretend. Maybe you’ve only had one client, or you're still figuring out your offer. But even at that stage, you're allowed to show up as a real business — because you are one.

You don’t need a six-figure income, a flashy brand, or a booked-out calendar to justify using contracts, setting clear expectations, or charging properly for your time. Acting like a business from day one doesn’t mean being rigid or impersonal — it means respecting your own time, skills, and energy.
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The sooner you treat your work as legitimate, the more others will too.

Undercharging doesn't help anyone

Ah, pricing. The eternal tightrope. When I launched Petite VA, I had a clear business plan — and still managed to change my rates three times before going live, purely out of self-doubt.

I assumed I had to start low to be taken seriously. I was lucky with my first client — the rate was very low (I mean… loooow), but it turned out to be a good gamble. They’re still with me, and the work is now so streamlined that it barely takes me five minutes a day. That low fee has effectively become a decent hourly rate because of the systems I put in place.

But here’s the thing: it could just as easily have gone the other way.

Undercharging can attract the wrong kind of client — the ones who expect the world and disappear the moment you try to raise your rate. And more importantly, it can chip away at your sense of value. You start to wonder if you’re actually any good, when really you’re just not being paid fairly.

​Value-based pricing isn’t about being greedy. It’s about sustainability — for your energy, your time, and your business.

Boundaries are scaffolding, not barriers

There’s a temptation early on to be always available, especially if you’re trying to build a reputation. I’ve definitely replied to messages outside of hours or squeezed in extra work just to “go the extra mile.”

But without boundaries, you risk burnout — and confusion. Clients aren’t mind readers. If they don’t know your working hours, or what turnaround time to expect, they’ll just keep asking. Not because they’re unreasonable, but because you haven’t given them any framework.

​Now, I try to set clear expectations from the beginning. Boundaries aren’t barriers — they’re clarity. And they help both sides work better together.

Some clients won't be a good fit - that's not a failure

When you’re starting out, it’s easy to think you need to say yes to everyone. I used to feel like if something wasn’t working smoothly, the fault must be mine — that I’d misunderstood the brief or failed to deliver.

But sometimes, it’s just not a good match.

Not every client will align with your working style, communication preferences, or values. That doesn’t make them a bad person — and it doesn’t make you a bad service provider. It just means you’re not the right fit for each other.

​Saying no (or not continuing) can feel uncomfortable at first, but it creates space for the right clients — the ones who value your work and make collaboration feel easy.

Systems are good - but only if they work for you

​In the early stages, I looked at all the systems out there. Time management, task management, client management, communication, tracking...I saw them all. I reviewed what other VAs said they used, got sucked into all the free trials

It became overwhelming. I was spending more time on system maintenance than I was promoting my business. So I stopped and took a step back. 

Having templates, trackers, and repeatable workflows doesn’t mean overcomplicating things. For me, it started with a simple invoice tracker and a shared folder system. Nothing fancy — just enough to stay organised and not waste time digging through emails or resending things twice.

​Those small systems make it easier to onboard new clients, stay on top of admin, and feel like I’m actually in control. And honestly? That feeling is worth a lot.

Final thoughts

There’s a lot of noise out there about how to run a business “the right way.” Sure, I've picked up things from those who have come before me, from other experts. But most of what I’ve learned hasn’t come from courses or expert advice — it’s come from showing up, making decisions, adjusting when something felt off, and doing it all over again the next day.

You don’t need to have everything figured out before you start. You just need a few solid habits, a clear sense of your own boundaries, and the willingness to learn as you go.

​The most important lesson I've learned is that as a small business owner the only person I have to trust is myself.

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Want a head start?

I’ve put together a free download: “Five Quick Admin Wins” — simple, practical tips to help you streamline your admin and feel more in control of your client work. You’ll find it on the Downloads page, along with other no-fuss tools for solo business owners.
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And if you'd rather not go it alone? I offer tailored support for small businesses — whether you're setting up from scratch or just need to get a few things off your plate. Get in touch for a no-pressure chat and let’s make admin feel easier.​

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