6 weeks · Live on Google Meet · Replay access included

The Course

One week at a time.

Each session unlocks as we move through the cohort together,

so you're never behind and never overwhelmed.

Profitability IRL™ — Course Assignments

Profitability IRL™

Course Assignments

0 of 14 completed

Cultivate Media

Your Growth Assignments

Reflect deeply. Answer honestly. These exercises are the real work — building the foundation for a business that honors your worth.

All Assignments

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 1 · Assignment 1

Exploitation Pattern Recognition Worksheet

Identify where you may be giving from a wound rather than overflow — in business and in yourself.

Question 1 of 5

Which of the following best describes the difference between generous service and self-exploitation?

Generous service means always giving discounts; self-exploitation means charging full price. Generous service comes from overflow; self-exploitation means giving when you have nothing left. Self-exploitation only happens when a client takes advantage of you intentionally. Generous service requires sacrifice; both are the same in practice.

✓ Correct: Generous service says "I have something and I'm choosing to give." Self-exploitation says "I have nothing left but I'll give anyway."

Question 2 of 5

In your current or past business, where have you most commonly experienced giving from deficit? Select all that apply.

Giving extra time beyond scope without compensation Lowering your prices when clients pushed back Allowing clients unlimited access to you outside business hours Absorbing clients' emotional distress as part of your service

Question 3 of 5

Overcharging or holding back out of fear of appearing greedy is a form of exploitation pattern. Which statement most accurately completes this idea?

Holding back gifts is always the safer, more humble choice. Both overgiving AND withholding can be expressions of fear rather than stewardship. Greed only applies to people who have financial abundance. Fear-based withholding is always preferable to overgiving.

✓ Correct: Both extremes — overgiving and withholding — can stem from fear rather than intentional stewardship of your gifts.

Question 4 of 5

Think about your best client relationship vs. your most draining one. In 2–4 sentences, describe the key difference in those dynamics. What does the draining relationship reveal about where a boundary was missing?

Question 5 of 5

What is one specific pattern in your business where you are currently operating in deficit — giving time, pricing, energy, or access that you cannot truly afford? Describe what that costs you.

Reflect honestly — there are no wrong answers here.

Week 2 · Assignment 1

Personal Profitability Definition Statement

Define what profitability actually looks like in your real life — not a textbook answer.

Question 1 of 5

Which of the following best captures the difference between profitability, value, and worth?

All three terms describe the same concept from different angles. Profitability is math; value is what your work produces for others; worth is who you are before any of that. Worth is determined by your business revenue. Value is the most important of the three because clients pay for it.

✓ Correct: These three are distinct. Conflating them is where most of the damage gets done in a purpose-driven business.

Question 2 of 5

What does "true cost accounting" mean in the context of running your business?

Tracking only software, subscriptions, and ad spend. Using an accountant to manage your books quarterly. Accounting for all costs — including physical energy, emotional labor, rest, and personal time. Setting prices based only on what the market will bear.

✓ Correct: If your pricing doesn't cover the true cost — including your nervous system, rest, and personal time — you are subsidizing your business with your body.

Question 3 of 5

What does profitability mean to you personally — beyond revenue numbers? Describe what a profitable life AND business looks like in your daily reality.

Question 4 of 5

List at least 3 "true costs" of running your business that you have NOT been factoring into your pricing or capacity planning.

Question 5 of 5

Write your Personal Profitability Definition Statement in 3–5 sentences. Begin with: "For me, profitability means..."

This statement becomes the foundation of your pricing.

Week 2 · Assignment 2

Business Value Proposition Canvas

Get crystal clear on what you're offering, who it truly serves, and why it matters.

Question 1 of 5

A strong value proposition focuses on which of the following?

What you do and how long you've been doing it. The specific transformation your client experiences — not the features of your service. Your price point relative to competitors. Your credentials and certifications.

✓ Correct: People don't buy what you do — they buy the transformation. Your value proposition must center that clearly.

Question 2 of 5

Who is your ideal client? Describe them specifically — not just demographics, but their current struggle, what they've already tried, and what they truly need.

Question 3 of 5

What is the #1 transformation your service or product delivers? Complete this sentence: "My client comes to me [struggling with ___] and leaves [having achieved ___]."

Question 4 of 5

What makes your approach distinct from other people offering a similar service? (Consider your lived experience, methods, values, and who you uniquely serve.)

Question 5 of 5

Write your one-sentence Value Proposition Statement. Format: "I help [specific person] achieve [specific outcome] through [your unique approach]."

This statement drives your website, pitches, and content.

Week 2 · Assignment 3

Unique Story Framework

Your story is not a vulnerability play — it's your most powerful strategic asset.

Question 1 of 5

According to the PIRL framework, where is your deepest purpose often located?

In your greatest professional achievement. In your greatest deficit — the thing you had to fight hardest to learn, survive, or rebuild. In your educational credentials. In whatever your audience most wants to hear.

✓ Correct: The struggle didn't just happen to you — it was purposeful. That's exactly what someone else needs you to teach.

Question 2 of 5

What is the area of your life or business that you had to figure out the hard way — through failure, loss, confusion, or rebuilding?

Question 3 of 5

Beneath your niche, your offer, and your industry — what is the core thing you actually care about? What is the passion that would remain even if you changed what you do?

Question 4 of 5

Finding purpose in your pain does NOT mean you owe the world free access to your healing. True or False — and explain why this distinction matters to your business.

True — purpose and free access are two different things. False — if your pain is your purpose, you should offer it freely.

✓ True: Your story is your authority — not an obligation to give away your expertise without compensation.

Question 5 of 5

Outline your Unique Story using the 3-movement framework: (1) Where I was, (2) What shifted, (3) Where I am now — and how each connects to what you offer your clients.

This framework becomes your signature story in Week 4.

Week 3 · Assignment 1

Worthiness Clarity Exercise

Get specific about what you believe you deserve — and trace where that belief came from.

Question 1 of 5

The B in B.O.U.N.D.A.R.Y. stands for "Believe You Deserve Respect." What does this mean in practice?

You must earn respect by consistently delivering excellent results. Respect is something you believe as a baseline — not something you perform for or earn. Respect from clients is optional and depends on the relationship. Believing you deserve respect is arrogant and unprofessional.

✓ Correct: Belief in your worth is a baseline — not a reward for perfect performance.

Question 2 of 5

Which of the following are trauma responses that commonly show up in business? Select all that apply.

People-pleasing with clients even when boundaries are violated Over-functioning and doing more than your contract requires Fear of setting limits with people who remind you of past authority figures Setting clear intake policies and requiring deposits

✓ The first three are trauma responses. Setting clear policies is healthy boundary work — the opposite of a trauma response.

Question 3 of 5

What do you believe you deserve in your business relationships — from clients, collaborators, and contracts? Be specific. List at least 3 things.

Question 4 of 5

Where did your beliefs about what you deserve come from? Identify a specific person, experience, or environment that shaped those beliefs.

Question 5 of 5

If you actually believed — as a baseline — that you deserved full respect from every client and collaboration, what is ONE thing you would stop tolerating immediately in your business?

Your worth is not negotiable. This exercise makes it real.

Week 3 · Assignment 2

Limiting Belief Demolition

Name your business trauma responses. Examine the evidence. Build a new case.

Question 1 of 5

Why can't you simply "think your way out of" a limiting belief?

Because limiting beliefs are permanent and cannot be changed. Because a limiting belief has real evidence behind it — lived experiences that confirmed it — so it must be examined, not just overridden. Because positive thinking is ineffective as a tool. Because limiting beliefs are always rooted in childhood and require therapy to resolve.

✓ Correct: Limiting beliefs have evidence — real experiences that confirmed them. You have to examine and cross-examine that evidence before you can dismantle it.

Question 2 of 5

Name one limiting belief you currently hold about your business, pricing, or worth. Write it out exactly as it sounds in your head.

Question 3 of 5

What is the evidence that seems to support that belief? List the specific experiences, moments, or people that "confirmed" it for you.

Question 4 of 5

Now cross-examine that evidence. What evidence EXISTS that contradicts or challenges this belief? What has actually happened that this belief doesn't account for?

Question 5 of 5

Write your replacement belief — the new case you are building. It should be honest, grounded, and true. Not toxic positivity. A real statement you can actually stand behind.

We can't build on what we haven't demolished.

Week 4 · Assignment 1

Authority Reclamation Exercises

Reclaiming your autonomy is not just a mindset shift — it is practiced.

Question 1 of 5

The O in B.O.U.N.D.A.R.Y. stands for "Observe Patterns." In the context of your business authority, what does this mean?

Watch what competitors are doing and mirror their approach. You are qualified to teach what you have observed in your own life and client work — your pattern recognition is your content and authority. Observe market trends to stay current. Track client behavior to identify problems.

✓ Correct: Your observation is your authority. What you've lived and seen repeatedly — that's the content only you can create.

Question 2 of 5

Many entrepreneurs grew up in environments where their autonomy was overridden. How does this show up in business? Select all that apply.

Difficulty saying no to clients even when they violate agreements Feeling guilty for enforcing pricing or contract terms Over-explaining business decisions to clients who don't need an explanation Requiring a signed contract before starting work

Question 3 of 5

What is one area of your business where you are currently deferring to someone else's opinion, urgency, or expectation — instead of operating from your own authority?

Question 4 of 5

Discernment is stewardship — not gatekeeping. Describe a situation where someone was receiving your gifts without honoring them. What would it look like to close or restructure that relationship?

Question 5 of 5

Write one Authority Statement — a declaration of what you know, what you've earned the right to offer, and who you are in your field. Speak it like you mean it.

Authority isn't given — it's reclaimed.

Week 4 · Assignment 2

Write Your Signature Story

Structure your story with intention — where you were, what shifted, where you are now.

Part 1 of 3

Where You Were. Describe the struggle, the gap, or the version of your life that existed before your transformation. Be specific — what was your reality?

Part 2 of 3

What Shifted. What was the turning point — the moment, decision, or realization that changed your direction? What did you do or learn that made the difference?

Part 3 of 3

Where You Are Now — and the Clear Line. Describe where you are today, and draw the clear line: how does your journey equip you specifically to help the person you serve? This is the bridge from your story to your authority.

This is the story that powers your marketing, pitches, and brand.

Week 4 · Assignment 3

Three-Minute Story Pitch — Video Upload

Record yourself delivering your Signature Story in 3 minutes or less. Watching yourself back is part of the work.

Before You Record

Review these guidelines to make your pitch effective. Check each one before uploading:

I used the 3-movement structure: where I was → what shifted → where I am now I drew a clear line from my story to how I help my specific client I shared what I've processed — not what I'm still bleeding from I stayed within 3 minutes (record a practice run first)

Upload Your Video

Upload your recorded 3-minute Story Pitch below. Accepted formats: MP4, MOV, or a link to your video file.

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Click to upload your video

MP4 or MOV · Up to 500MB

Reflection

After watching yourself back: What did you notice? What felt strong? What do you want to refine before you go live with this story?

Courage is a muscle. This is how you build it.

Week 5 · Assignment 1

Acumen vs. Deficit Chart

Be ruthlessly honest. Where you're strong. Where you need support. What your plan is.

Question 1 of 5

What is the purpose of an Acumen vs. Deficit Chart in your business?

To compare yourself to competitors and find your market position. To honestly identify your strengths AND your gaps — so you can develop, delegate, or hire strategically rather than hoping to figure it out. To create a resume of your qualifications for client-facing marketing. To justify charging premium prices based on your experience.

✓ Correct: Hoping you'll figure out your deficit areas is not a plan. This chart gives you a real plan.

Question 2 of 5

List your top 3–5 areas of genuine acumen — skills, knowledge, or experience you have mastered or are highly capable in.

Question 3 of 5

What is one deficit area in your business that you have been avoiding naming? Describe it honestly.

Question 4 of 5

For each deficit you identified: what is your plan — develop the skill, delegate it, or make a strategic hire? Explain your reasoning.

Question 5 of 5

Being specific is not limiting — it is clarifying. Write your niche definition: Who exactly do you serve, with what transformation, at what stage of their journey?

The D in B.O.U.N.D.A.R.Y.: Design Protective Systems.

Week 5 · Assignment 2

Automation Setup Guide

The system holds the boundary so you don't have to hold it emotionally every single time.

Question 1 of 5

According to the N in B.O.U.N.D.A.R.Y. (Name Your Limits Clearly), automation serves what purpose in your business?

To reduce your workload by replacing human relationships with technology. To name your limits without repeating yourself in every conversation — so the system enforces boundaries instead of you having to hold them emotionally. To appear more professional to high-end clients. To handle billing so you don't have to discuss money with clients.

✓ Correct: Automation is boundary enforcement at scale. The system does the work you shouldn't have to redo in every conversation.

Question 2 of 5

Which of the following are examples of automation enforcing a boundary? Select all that apply.

A booking system that requires a deposit before a call is confirmed A contract with a built-in revision cap An auto-responder that sets response time expectations Answering client emails immediately at any hour

✓ The first three are automation as boundary enforcement. Responding immediately at any hour does the opposite.

Question 3 of 5

What is one boundary you are currently enforcing through exhausting conversations that could be automated or built into a system? Describe what the automation would look like.

Question 4 of 5

A contract is not a sign of distrust — it's a sign of respect. For each item below, indicate whether it's currently in your client contracts (Yes/Working on it/Not yet):

Question 5 of 5

Scope creep is one of the most common forms of exploitation of purpose-driven entrepreneurs. Describe a specific past instance of scope creep in your business and how you will build a system to prevent it going forward.

Goodwill runs out. Systems don't.

Week 6 · Assignment 1

Longevity Business Assessment

Where is your business sustainable — and where is it fragile? Honest answers only.

Question 1 of 5

The Y in B.O.U.N.D.A.R.Y. stands for "Yield Fruit Sustainably." What distinguishes sustainable fruit from regular fruit in a business context?

Sustainable fruit means generating revenue consistently across seasons. Sustainable fruit means long-term profitability without burnout — impact without self-destruction, a business that grows while remaining aligned with your values. Sustainable fruit is about building passive income streams. It refers to maintaining a consistent social media presence over time.

✓ Correct: The goal is still building, still serving, and still profitable in year 5, 10, 20 — not burned out and resentful at year 3.

Question 2 of 5

What does burnout feel like for YOU specifically? Describe your personal early warning signs — the signals that tell you you've crossed from full capacity into depletion.

Question 3 of 5

Assess each area below — is it currently Sustainable, Fragile, or Needs Rebuilding? Be honest.

Question 4 of 5

What would your business need to look like — in terms of client load, revenue model, hours, and support — for you to still love what you do 5 years from now?

Question 5 of 5

What are you currently doing that is incompatible with that vision? Name at least two things that must stop, shift, or be delegated for longevity to become possible.

Build something that lasts. You are the asset.

Week 6 · Assignment 2

Client Boundary Violation Response Scripts

Have language ready before you need it. Clarity is kindness — delivered without guilt.

Question 1 of 5

The A in B.O.U.N.D.A.R.Y. is "Act on Violations Consistently." Why is inconsistent enforcement more damaging than no boundary at all?

Because clients will complain if you're inconsistent. Because a boundary you only enforce occasionally is a suggestion — and people will treat it accordingly, eroding your authority and your nervous system. Because inconsistency looks unprofessional on paper. Because clients need to know the exact rules from the beginning.

✓ Correct: A boundary you only enforce sometimes trains people to test it every time. Consistency is the boundary.

Question 2 of 5

Write a professional script for responding to a client who is requesting work outside the agreed scope ("Can you just quickly add one more thing?").

Question 3 of 5

Write a script for a client who consistently contacts you outside of your stated business hours or response window.

Question 4 of 5

The R in B.O.U.N.D.A.R.Y. is "Release Toxic Detrimental Connections." What distinguishes a difficult client from a toxic one — and when is it time to fire a client?

A toxic client is one who doesn't pay on time; a difficult client just has high expectations. A difficult client has challenging needs but respects your process; a toxic client consistently violates boundaries, disrespects your process, or drains more than they contribute. Toxic clients are the ones you don't personally like. You should never fire a client — find a way to make every relationship work.

✓ Correct: Keeping a toxic client is self-harm with a payment plan. Releasing them professionally is an act of stewardship — of yourself and your business.

Question 5 of 5

Write a professional offboarding script for ending a client engagement that is no longer a good fit. It should be firm, professional, and compassionate — no guilt, no over-explanation.

You do not owe anyone an apology for your professional limits.

Week 6 · Assignment 3

Sustainable Success Metrics

Define what winning looks like — measured in ways that include your wellbeing, not just your revenue.

Question 1 of 5

Why does the PIRL framework reject "revenue alone" as the sole metric of business success?

Because revenue is too difficult to measure consistently. Because high revenue achieved through burnout, self-exploitation, or boundary violations is not sustainable — and success that destroys you is not success. Because wellbeing metrics are more important than financial ones. Because revenue should not be a goal for purpose-driven entrepreneurs.

✓ Correct: Revenue matters — and it must be earned in ways that don't cost you your health, relationships, or values. Both/and, not either/or.

Question 2 of 5

Define your sustainable revenue goal — not your dream number, but the number that would genuinely cover your true costs (including rest, support, and margin) while feeling achievable within 12 months.

Question 3 of 5

Beyond revenue, list 3–5 wellbeing metrics you will use to measure whether your business is truly succeeding. These should be measurable and specific to your life.

Question 4 of 5

Social media is a distribution channel — not your business strategy or primary trust-builder. How will you keep your investment in content creation proportional to your investment in delivery excellence?

Question 5 of 5

Write your Sustainable Success Statement — a declaration of what winning looks like for you in Year 1, that includes revenue, wellbeing, client relationships, and personal boundaries. Make it specific. Make it real.

You cannot build toward something you haven't defined.

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You've done the work.

You came in carrying patterns that were costing you. You leave with a framework, a language, and a system for building differently. That is Profitability IRL. Now go build.