ScaleUp Radio

About ScaleUp Radio

Scaling up your business isn't easy, and can be a little daunting. Let ScaleUp Radio make it a little easier for you. With guests who have been where you are now, and can offer their thoughts and advice on several aspects of business. ScaleUp Radio is the business podcast you've been waiting for. If you would like to apply to be a guest, just click here: https://bizsmarts.co.uk/scaleupradio/apply Kevin's New Book Is Now Available! Drawing on BizSmart's own research and experiences of working with hundreds of owner-managers, Kevin Brent explores the key reasons why most organisations do not scale and how the challenges change as they reach different milestones on the ScaleUp Journey. He then details a practical step by step guide to successfully navigate between the milestones in the form of ESUS - a proven system for entrepreneurs to scale up. More on the Book HERE - https://www.esusgroup.co.uk/

Publisher

ScaleUp Radio

Category

business · business

Language

en

Explicit

No

First episode

12 Aug 2019

Latest episode

7 Oct 2026

Latest episodes

628 episodes in the feed.

1. 

   7 Oct 2026

   Episode #651: Transforming Chaos into Calm: The Boutique Housekeeping Revolution - with Caroline Chilly and Harriet Greenmount

   In this episode of ScaleUp Radio, Kevin Brent is joined by Caroline Chilley and Harriet, co-founders of Boutique Housekeeping, a business that is changing the way busy families think about support in the home. Boutique Housekeeping sits in the space between a traditional cleaning service and employing full-time household staff. Its house managers provide a much broader service, helping with housekeeping, tidying, laundry, shopping, meal preparation, errands and PA-style tasks. But this conversation is about far more than housekeeping. It is a fascinating ScaleUp story about finding the right positioning, creating a repeatable methodology, building a culture that attracts the right people and, crucially, recognising when the founders themselves need clearer roles. Caroline started the business around ten years ago after spotting a gap while working in care. Growth was deliberately steady for much of that period as life circumstances shaped the pace of the business. More recently, however, things have accelerated. One of the biggest changes came when Caroline and Harriet adopted the Visionary and Integrator model described in Rocket Fuel. Caroline took the Visionary role while Harriet became the Integrator. That clearer division of responsibility has helped unlock a new phase of growth. One standout message from the conversation is that the biggest competitor is often not another business at all. It is the status quo. For Boutique Housekeeping, that means families continuing to struggle on, trying to manage everything themselves. For many growing businesses, the same principle applies. The challenge is often helping customers recognise that the way they are currently doing things has a cost. From cleaning service to home management An important turning point came through one of Boutique Housekeeping's early clients. By observing how a highly organised household worked, Caroline and Harriet began to understand that the real value was not simply in completing individual household tasks. It was in creating an environment that worked consistently without the family having to think about everything. That insight eventually became their Calm Code. The five stages are: Space Remove clutter and create space, with a clear home for everything. Order Organise those spaces so that things are easy to find, use and put away. Clean Once the home is organised, establish the standard required to keep it clean. Provision Make sure everyday essentials are available before they are needed, avoiding unnecessary last-minute problems. Systems Introduce routines that reduce the number of decisions the household needs to make. The goal is not simply a tidier home. It is to reduce the mental load carried by busy families and release time and attention for the things that matter more. There is a strong business lesson here too. Systems become valuable when they remove repeated decisions and allow people to focus their energy where it can make the greatest difference. Scaling through people rather than simply adding people Boutique Housekeeping's growth model depends heavily on finding the right house managers. Their recruitment process focuses on experienced, highly motivated people who are capable of taking responsibility rather than waiting to be told what to do. Many have previously held management positions. Once recruited, house managers are supported through the Boutique Housekeeping Diploma, helping the company create a consistent standard of service as it grows. That combination of recruitment, training and culture matters. Caroline and Harriet want their team to have autonomy and to focus on outcomes for the client. Communication between the founders, house managers and clients is supported through Slack, while a dedicated "Superstar Moments" channel shares positive client feedback and celebrates examples of great work. The roles themselves have also been designed around the realities of people's lives, including opportunities to work around school hours. That creates an interesting alignment between the needs of Boutique Housekeeping's employees and many of the families they serve. Founder roles and the Visionary Integrator relationship Another important part of the conversation is Caroline and Harriet's working relationship. Around 18 months ago they introduced the Visionary and Integrator structure. Caroline focuses on vision, ideas and where the organisation is heading. Harriet focuses on turning those ideas into execution and making sure the organisation can deliver. After around a decade of relatively steady development, this change has played a significant part in accelerating growth. The next leadership challenge is already appearing. As the organisation becomes larger, Harriet can no longer be the point through which everything flows. Boutique Housekeeping is therefore starting to introduce another layer of management. It is a challenge many ScaleUp businesses eventually encounter. The structure that gets a business to one stage is rarely the structure that will get it to the next. The ambition Boutique Housekeeping's five-year ambition is to build a national UK presence. Alongside the commercial goal is a broader purpose: to increase the status and recognition of professional domestic work and create worthwhile careers for the people delivering it. Longer term, Caroline and Harriet can see the potential to build the foundations of a global service. In this episode we discuss • How Boutique Housekeeping identified the gap between cleaning and complete household management • Why the status quo can be a bigger competitor than another company • Moving from selling tasks to selling a valuable outcome • How the Calm Code became a repeatable service methodology • Why systems reduce both operational friction and mental load • Recruiting people with the ability and confidence to take ownership • Using training to protect quality as a business grows • Creating a culture built around autonomy and positive reinforcement • Caroline and Harriet's Visionary and Integrator relationship • Why clearer founder roles helped accelerate growth • Adding a new management layer as the organisation scales • Boutique Housekeeping's ambition to grow nationally and ultimately internationally The one key thing The one key thing is that scaling became easier when Caroline and Harriet stopped relying purely on themselves and deliberately created clarity around the model, the people and their own roles. A repeatable methodology gives customers a consistent experience. Training gives good people the confidence to deliver it. And clearly defined leadership roles allow founders to spend more time doing the work where they add the greatest value. That combination is what starts turning a founder-dependent business into a genuinely scalable one. Smart90 and the G90 Summit Before we get into the conversation, most founders I speak to feel busy but frustrated. There is plenty happening, but they are frustrated that they are not moving forward at the rate they want to. Success creates more options, and those options start pulling founders and their teams in different directions. Here is what more than 500 interviews on ScaleUp Radio have taught me: the founders who scale choose less, and deliver all of it. That is what the G90 Summit is for. It is a structured half-day where we cut through everything competing for your attention, agree the three to five things that must happen in the next 90 days and build the rhythm to make sure they do. From the frustration and chaos of more, through the discipline of less, to the rhythm of done. Quarterly. Virtual. £97 a seat. Smart90.co.uk/summit Caroline & Harriet can be found here: https://www.boutique-housekeeping.co.uk/ How well is your home supporting your success? Is your home helping you succeed or constantly tripping you up? Take the assessment and receive 6 quick wins you can implement immediately so that your home life becomes the support you deserve in achieving your dreams. https://caroline-dexrrxet.scoreapp.com Resources: Traction by Gina Wickman - https://www.waterstones.com/book/traction/gino-wickman/9781936661831 They Ask You Answer by Marcus Sheridan - https://uk.bookshop.org/p/books/they-ask-you-answer-a-revolutionary-approach-to-inbound-sales-content-marketing-and-today-s-digital-consumer-marcus-sheridan/bb2de60a974b71da?ean=9781119610144 Tony Robbins - https://www.tonyrobbins.com/ Slack - https://slack.com/intl/en-gb

2. 

   5 Oct 2026

   Episode #650: The Art of Leadership: Empowering Founders to Scale Their Businesses - with Tom Van Dyke

   What happens when the thing that got your business growing becomes the very thing stopping it from scaling? In this episode of ScaleUp Radio, Kevin Brent is joined by Thom Van Dycke to explore a challenge that will be familiar to many founder led businesses: growth initially comes because of the founder's network, relationships, energy and ability to sell. But eventually, there are only so many people the founder knows and only so many hours in the day. At that point, the founder can become the bottleneck. Thom's own journey into business is unusual. After spending around 20 years as a pastor, he left ministry in 2020 and moved into entrepreneurship. Starting as a copywriter, he reached $10,000 a month by his fourth month before gradually evolving his business towards working with established founder led companies. Today, his approach centres on helping businesses develop their own frameworks for positioning, marketing, sales and lifetime value rather than blindly following somebody else's blueprint. One phrase captures that philosophy particularly well: "Adapt, don't adopt." There is no universal formula for building a successful business. Geography, background, customers, market conditions, team and the founder themselves all change the answer. The founder's plateau One of the big themes in our conversation is the point where founder driven growth stops working. In the early days, being highly sales focused can be an enormous advantage. Founders use their personal relationships, reputation and energy to win work. But eventually the network runs out, the diary fills up and capacity becomes the constraint. Scaling then requires something different. The business has to become capable of generating opportunities, converting them and serving customers without everything passing through the founder. Thom shared the example of one client who, after just two months of working on this transition, was able to take their first weekend off in three years. That is a useful reminder that scaling is not simply about increasing turnover. It is also about creating a business that no longer depends on the founder being permanently available. Four frameworks for sustainable growth Rather than prescribing a generic blueprint, Thom works around four areas: Positioning What genuinely makes the business different and gives customers a reason to choose it? Marketing How does the company consistently attract the right opportunities rather than simply more enquiries? Sales How does the business create a repeatable way of converting those opportunities without relying entirely on the founder? Lifetime Value How does the business continue creating value through repeat work, referrals and re engaging previous customers? The important point is that these frameworks need to fit the business rather than forcing the business to fit somebody else's system. Positioning is about much more than marketing One of the standout parts of our discussion is the role positioning plays throughout a business. Strong positioning can support better pricing because customers understand why the company is different. It can help with recruitment because potential employees understand what the organisation stands for. And it can improve consistency because the whole team has a shared answer to the question: why should somebody choose us? But that only works when positioning moves beyond the founder. If only the owner can explain what makes the company special, the business is still dependent on the owner. The whole team needs to understand it, believe it and be able to communicate it. Scaling means becoming a leader Thom identifies three important ingredients for making that transition: True leadership Investing in people and culture rather than simply directing activity. Humility Being prepared to ask the team for feedback and hear answers the founder might not necessarily want to hear. Positioning Creating a clear shared understanding of what makes the business different. Together, these help the founder move from being the person responsible for everything towards becoming the person who creates the environment in which others can succeed. The opportunity in "AI proof" businesses We also discuss Thom's focus on founder led businesses such as skilled trades, often with teams of around eight to ten people. These businesses can face a very different set of scaling challenges from technology businesses or solopreneurs. Demand may not be the problem at all. Instead, they may be struggling with capacity, finding good people and protecting margins. Thom talks about businesses where margins can be around 2% when an industry benchmark may be closer to 8%. He also makes the point that marketing does not just have to attract customers. In businesses affected by talent shortages, it may also need to attract employees. And because the underlying skilled work is much harder for AI to replace, these businesses potentially have significant long term resilience. The one key thing The one key thing from this conversation is that scaling starts when the founder stops trying to be the answer to everything. The founder's energy, relationships and skills may have created the growth, but the next stage requires leadership, trust, clear positioning and repeatable systems that other people can use. Or, in Thom's words: Adapt, don't adopt. Build the approach that fits your business rather than copying somebody else's blueprint. Smart90 and the G90 Summit Before we get into it, most founders I speak to feel busy but frustrated. Plenty is happening, but the business is not moving forward at the rate they want. Success creates more options, and those options can pull founders and their teams in different directions. Here's what more than 500 interviews on ScaleUp Radio have taught me: the founders who scale choose less, and deliver all of it. That is what the G90 Summit is designed to help with. It is a structured half day where we cut through everything competing for your attention, agree the three to five things that must happen in the next 90 days, and build the rhythm to make sure they do. From the frustration and chaos of more, through the discipline of less, to the rhythm of done. Quarterly. Virtual. £97 a seat. Smart90.co.uk/summit Make sure you don't miss any future episodes by subscribing to ScaleUp Radio wherever you like to listen to your podcasts. You can also nominate someone with an interesting ScaleUp story to join Kevin on a future episode. Thom can be found here: https://www.linkedin.com/in/thom-van-dycke/ Resources: My Burning Story by Minister Sarudzai Dorcas - https://uk.bookshop.org/p/books/my-burning-story-minister-sarudzai-dorcas/687cc15f27d3f125?ean=9781496977083 Alex Hormuz - https://www.acquisition.com/team/bio-alex The Culture Code by Daniel Coyle - https://uk.bookshop.org/p/books/the-culture-code-the-secrets-of-highly-successful-groups-daniel-coyle/10dede03413631bf?ean=9781847941275

3. 

   30 Sept 2026

   ScaleUp Radio with Rachel Hill

   In this episode of ScaleUp Radio, host Kevin Brent is joined by entrepreneur Rachel Hill, whose journey takes us from building and selling a multi site childcare business to breathing new life into a closed model village and launching a new consumer brand almost by accident. Rachel started Hillside Childcare at just 26, converting a granny flat into a 16 place nursery as a way of helping to pay a new mortgage. That first nursery eventually became a four site operation looking after 299 children. What makes Rachel's story particularly interesting is not simply the growth. It is what she learnt about making a business repeatable, creating a strong culture, managing one of the largest costs in a people intensive business and, ultimately, building a company capable of operating without her. That last point became particularly important when Rachel decided to sell. After years of being the person everyone turned to when something went wrong, the pressures following COVID left her questioning whether she still wanted to be the one responsible for fixing every problem. The decision to sell came remarkably quickly. During a dog walk, Rachel decided it was time. Rather than formally taking the business to market, she approached an established buyer directly through LinkedIn. Five months later, the deal was complete. Rachel handled much of an intensive due diligence process herself because she wanted to protect her staff and families from unnecessary uncertainty. She also rejected the first offer, negotiated a price she was comfortable with and ultimately achieved a clean exit with a one off payment and no requirement to remain with the business. One of the standout lessons from the conversation is this: A business that can operate without its owner is not only easier to run. It can also be considerably more valuable when the time comes to sell. Rachel had developed systems, policies, procedures and a management structure that meant Hillside was not completely dependent upon her day to day involvement. That independence became an important asset during the sale. But selling Hillside did not mean Rachel stopped being entrepreneurial. While the sale was taking place, she bought Bondville Model Village, a closed and run down one acre attraction containing around 200 miniature buildings. Rachel saw the potential in an underdog. After months of renovation, Bondville reopened, but the first version of the business model was not right. Trying to operate throughout the year meant the winter numbers simply did not work. Rather than persist with the original plan, Rachel changed it. Bondville became a seasonal attraction, creating a business model better suited to customer behaviour and the economics of the site. That willingness to change direction appears again in Rachel's latest venture. Unable to find the right candles for Bondville's gift shop, she created her own. The result was 45 by Rachel Hill, a range of candles inspired by the model village, each incorporating a miniature keepsake and its own story. They repeatedly sold out, leading Rachel to explore how the range could grow beyond Bondville through a dedicated Shopify store. In this episode Kevin and Rachel discuss: • How a 16 place nursery became a four site childcare group serving 299 children • Why replication and strong operating systems were critical to growing Hillside • How Rachel maintained consistency as the business expanded across multiple locations • Why staffing became one of the toughest challenges in the business, particularly after COVID • The importance of culture and creating genuine buy in from the team • Why Rachel closely monitored staff wages as a percentage of turnover • The pressures that come when the founder remains the organisation's ultimate problem solver • What finally prompted Rachel to sell Hillside • Why she chose an off market approach rather than putting the business openly up for sale • How she approached a potential acquirer directly through LinkedIn • What five months of due diligence looked like from the seller's side • Why Rachel kept the sale confidential from the wider team during the process • How she valued the business using profit multiples and property values • Why being prepared to reject the first offer mattered • The value of building a company capable of running without its owner • Why Rachel bought a closed model village while simultaneously selling another business • How Bondville was renovated and relaunched • Why Rachel abandoned the original year round operating model • The importance of accepting quickly when the economics of an idea do not work • How a product created to solve a problem in Bondville's gift shop became a new business opportunity • Why Rachel believes entrepreneurs should benchmark themselves against the best rather than simply comparing themselves with local competitors • The value of hiring people who are stronger than you in the areas where you are weak The one key thing Build the business so that it does not need you. Rachel's experience with Hillside demonstrates why owner independence matters long before an exit is being considered. Systems, procedures, capable managers and a strong culture helped Rachel grow across multiple sites. They also meant that when she eventually decided to sell, the buyer was acquiring a functioning business rather than simply buying Rachel's job. For any owner manager thinking about ScaleUp, that creates an important question: If you disappeared from the business for three months tomorrow, what would stop working? The answers are likely to point directly towards the systems, people and responsibilities that need attention next. Rachel's ScaleUp philosophy Rachel describes her approach as "go big or go home." Rather than benchmarking yourself only against the businesses around you, she believes in looking at the organisations doing something exceptionally well and asking what can be learnt from them. Equally, founders do not have to be good at everything. Rachel recognises her own strengths as creative and entrepreneurial and brings in people who can handle areas where she is weaker, including technology. That allows the founder to spend more time doing the things where they can create the greatest value. Before you listen Most founders I speak to feel busy but frustrated. Plenty is happening, but they are frustrated that they are not moving forward at the rate they want to. Their success creates more options, pulling them and their teams in different directions. Here is what more than 500 interviews on ScaleUp Radio have taught me: The founders who scale choose less, and deliver all of it. That is what the G90 Summit is for. It is a structured half day where we cut through everything competing for your attention, agree the three to five things that must happen in the next 90 days and build the rhythm to make sure they do. From the frustration and chaos of more, through the discipline of less, to the rhythm of done. Quarterly. Virtual. £97 a seat. Visit Smart90.co.uk/summit Listen to the episode Listen to the full conversation with Rachel to hear the story behind Hillside Childcare, the realities of selling a business, the reinvention of Bondville and the entrepreneurial thinking behind 45 by Rachel Hill. Make sure you do not miss future episodes by subscribing to ScaleUp Radio wherever you listen to your podcasts. And if you know somebody with an interesting ScaleUp story, you can nominate them as a future guest for ScaleUp Radio. Intro recording script The required ScaleUp Radio opening, G90 Summit message and closing make this longer than a genuine 60 second read, so I've prioritised retaining the wording and message you specified rather than artificially rushing it. Hi there and welcome back to another edition of ScaleUp Radio, the podcast brought to you by Smart90, inspired by the Entrepreneurial ScaleUp System and designed to make navigating our ScaleUp journeys that little bit easier by learning from others' experiences. I'm Kevin Brent and in today's episode I'm joined by Rachel Hill. Rachel's entrepreneurial journey has taken her from starting a 16 place nursery at the age of 26 to building Hillside Childcare into a four site business looking after 299 children, before selling it in an off market deal completed in just five months. And there's a really important ScaleUp message in Rachel's story. One of the things that made Hillside valuable was that the business had been built to operate without Rachel. We talk about the systems and culture that made that possible, the reality of managing staffing in a people intensive business, what due diligence was really like and why Rachel was prepared to reject the first offer. We also hear what happened next, because while selling Hillside Rachel bought and revitalised Bondville Model Village, changed its business model when the original numbers did not work and has since created another venture, 45 by Rachel Hill. Rachel's philosophy is simple: go big or go home. Look beyond the competition immediately around you, learn from the best and hire people who are better than you in the areas where you are weak. Before we get into it, most founders I speak to feel busy but frustrated. Plenty happening, but frustrated that they are not moving forward at the rate they want to. This is because their success leads to more options, pulling them and their teams in different directions. Here's what more than 500 interviews on this show have taught me: the founders who scale choose less, and deliver all of it. That's what the G90 Summit is for. A structured half day where we cut through everything competing for your attention, agree the three to five things that must happen in the next 90 days, and build the rhythm to make sure they do. From the frustration and chaos of more, through the discipline of less, to the rhythm of done. Quarterly, virtual, £97 a seat. Smart90.co.uk/summit. Make sure you don't miss any future episodes by subscribing to ScaleUp Radio wherever you like to listen to your podcasts, and why not give us a follow. You can also nominate a guest for ScaleUp Radio if you know someone with an interesting ScaleUp story. You can find how in the shownotes. For now, continue listening for the full discussion with Rachel. Social media collateral Could your business still run properly if you disappeared for three months? That question sits at the heart of my latest ScaleUp Radio conversation with Rachel Hill. Rachel started Hillside Childcare at 26 with a 16 place nursery. She went on to build it into four sites supporting 299 children before selling the business in an off market deal completed in just five months. There are some strong lessons here for any SME owner manager thinking about Business Strategy, Leadership Development and building a company that is less dependent on its founder. A few that stood out: ✅ Build systems before you need them Policies, procedures and a capable management team allowed Rachel to replicate the Hillside model while protecting consistency across multiple locations. ✅ Founder dependency affects value One of Hillside's strongest assets at sale was its ability to operate without Rachel. If everything still comes back to you, you may have created a demanding job rather than a genuinely scalable business. ✅ Know the numbers and change course When Rachel discovered Bondville's year round model was not financially sustainable, she changed it rather than defending the original plan. Good Business Strategy sometimes means admitting the model needs to change. ✅ Hire around your weaknesses Rachel knows where she creates value and brings in people who are stronger in areas where she is not. That is a valuable Leadership Development lesson as a company grows. And perhaps the biggest takeaway: The founders who create the most valuable businesses gradually make themselves less essential to the everyday operation of them. There is plenty more in the episode, including the sale process, due diligence, staffing challenges, negotiation, Bondville Model Village and the creation of 45 by Rachel Hill. Listen to the full Rachel Hill episode of ScaleUp Radio here: [EPISODE LINK] #ScaleUpRadio #Smart90 #StopTheDrift #G90Summit #BusinessStrategy #LeadershipDevelopment #90DayPlanning #SMEGrowth ScaleUp Radio LinkedIn Business Page ScaleUp Radio's latest episode features entrepreneur Rachel Hill, founder of Hillside Childcare and the entrepreneur behind Bondville Model Village and 45 by Rachel Hill. The conversation covers scaling Hillside from a 16 place nursery to four sites serving 299 children, developing systems and teams, managing staffing challenges and preparing a business to operate without its owner. Rachel also discusses the five month off market sale of Hillside, the due diligence and negotiation process, and the lessons she has applied to her subsequent ventures. Listen to the episode and explore the ScaleUp Radio archive here: [ARCHIVE LINK] Single promotional message / key takeaway: The one key thing is to build a business that can run without you. The systems and people that reduce founder dependency today can become some of the most valuable assets in the business tomorrow. ScaleUp Radio Rachel Hill - September 01 VIEW RECORDING - 65 mins (No highlights) Meeting Purpose Interview Rachel Hill on her entrepreneurial journey and business sale. Key Takeaways Built & Exited Hillside Childcare: Grew a single 16-place nursery into a 4-site, 299-child operation, then sold it in a 5-month, off-market deal to protect staff and families. Acquired & Revitalized Bondville: Purchased a closed model village, transforming it into a profitable, nostalgic attraction by pivoting from a failed year-round model to a seasonal one. Launched "45 by Rachel Hill": Created a successful candle brand for the Bondville gift shop, inspired by the village and featuring miniature keepsakes, with plans for a Shopify store. Core Philosophy: "Go big or go home"—benchmark against global leaders, not local competitors, and hire for weaknesses (e.g., IT) to focus on creative strengths. Topics Hillside Childcare: Building & Scaling Origin: Started at age 26 by converting a granny flat into a 16-place nursery to pay a new mortgage. Growth Strategy: Replication: Applied a proven operational model to new sites. Acquisition: Bought out two failing nurseries, converting a 16-place operation into a 299-child business across four sites. Systems: Used robust policies and procedures to ensure brand consistency across all locations. Success Drivers: Passion: Deep personal care for staff and families. Efficiency: Maintained a 60–70% staff wage-to-turnover ratio, a key profit driver. Culture: Created a family-like environment with strong team buy-in. Key Challenge: Staffing was the hardest part, especially post-COVID, due to a decline in candidate quality. Exiting Hillside Childcare Motivation: Burnout from being the sole "problem solver" and a feeling of no longer being able to fix issues post-COVID. Sale Process: Decision: Impulsive; made on a dog walk and executed immediately. Method: Off-market; contacted a specific, established acquirer directly via LinkedIn. Timeline: 5 months from decision to completion. Due Diligence (DD): Challenge: Handled the intense DD process alone to protect staff and families from uncertainty. Tactic: Framed DD requests to managers as a "thorough health check." Negotiation & Terms: Valuation: Used industry formulas (e.g., 4x profit) and building values to set a price. Outcome: Rejected the first offer to secure a higher, satisfactory price. Structure: One-off payment, not staged. No stay-on requirement. Key Asset: The business's ability to run without the owner was a major value enhancer. Current Ventures: Bondville & "45 by Rachel Hill" Bondville Model Village: Acquisition: Purchased a closed, run-down model village (1 acre, 200 buildings) while selling Hillside. Revitalization: Saw the "underdog" potential and spent months on renovation before reopening. Lesson: Pivoted from a failed year-round model to a seasonal one after realizing winter revenue was unsustainable. "45 by Rachel Hill" (Candle Brand): Origin: Created candles for the Bondville gift shop after failing to find suitable products. Product: Three scents inspired by the village, each with a miniature keepsake and a story card. Performance: High demand; sold out repeatedly. Future: Launching a Shopify store to scale production and sales. Next Steps Rachel Hill: Launch the "45 by Rachel Hill" Shopify store. Scale candle production to meet high demand. Continue building the Bondville Model Village brand on social media. Additional Resources Websites and Social Media Rachel Hill's own account: Instagram - @Rachel_Merry_Hill Connect with Bondville Model Village Bondville Model Village (VisitBondville.com) Instagram - @BondvilleModelVillage_ Facebook – Bondville Model Village

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