Managing change, childcare and confidence: Mum-entrepreneurs share their insights

A small, but growing force, mum-entrepreneurs are carving out careers which give them flexibility. But striking the balance is still a challenge, say these enterprising mothers.

For some women, motherhood is one of life’s great milestones. But it brings challenges too; mental, physical – the list goes on alongside piles of dirty washing.

Considering this, it seems surprising that some mothers would consider starting their own business, a task demanding enough for child-free entrepreneurs, but they do.

Women and ‘mum-entrepreneurs’, the statistics

The mum-entrepreneur and female-founder economy has been on a steady rise for over a decade.

A report cited in The Telegraph in 2015 said enterprises run by mothers with children under eighteen generated £7.2bn for the UK economy and supported 204,000 jobs. In 2017, 12.6% of female entrepreneurs AXA interviewed described themselves as ‘mum entrepreneurs’, indicating a small but clear presence in the entrepreneurial community.

A 2024 survey by Small Business Britain [SBB], a small business champion organisation, stated the number of female entrepreneurs in the UK had grown to 20.46%, which was up from 16.65% in 2018. SSB’s research also found that 60% of women started their business to be their own boss.

These statistics paint a clear picture of a growing female community of entrepreneurs, including mothers, who seek autonomy in their work, and there are some clear reasons for doing so: greater work/life flexibility and access to their children, and thanks to technology, the relatively low operational costs of starting a business from home. Some, via redundancy, might have had no choice in the matter. 

One mum-entrepreneur who made the jump to an entrepreneurial life is Jo Taylor, [pictured below] Founder and Director of Manchester-based marketing, branding and comms firm BrandXYZ.

“Know what you’re walking into…”

Taylor might have started her agency armed with over twenty years of agency and in-house experience, but the mother of two still found the jump into entrepreneurship “terrifying and exciting in equal measure.”

She advises fellow mum-entrepreneurs to do as much homework as possible first: “Have coffees or virtual chats with as many people as possible who’ve done the same thing, in the same industry as you, and make sure they don’t sugar-coat it. You need to know what you’re walking into, practically and mentally, so you can plan childcare, cashflow and balance your own energy levels. You need to be able to do that with your eyes open.”

Taylor suggests they have an early revenue stream set up at the start, whether that is a unique, deliverable USP or routes to market with a significant income stream from launch. “That early revenue gives you breathing space, whether you find yourself juggling feeds, school runs or sleepless nights.”

She also warns mum-entrepreneurs about the danger of multiple software subscriptions and advises them to opt for monthly over annual options. “Be ruthless about costs,” she states. “You need at least twelve months to understand your peaks and troughs and to work out which tools genuinely add value; otherwise, you risk wasting money you’ll wish you had when an unexpected bill lands.”

Aside from doing due diligence, talking to others in the same space, establishing early revenue streams and investing in software with more flexible payment plans, Taylor says mum-entrepreneurs should number-crunch.

“Know what your numbers are telling you…”

“It sounds obvious,” she admits. “But the number of founders who don’t really understand the difference between a balance sheet, profit and loss and cash flow is honestly scary. It’s your responsibility to know what your numbers are telling you, but you don’t have to do it alone. Tools like Fathom and Syft can help with forecasting and analytics, and platforms like Xero can make accounting more manageable, as long as you invest the time in learning how to use them properly.”

“Push through the doubts…” 

Taylor’s parting advice is crucial, though less easy to implement into an entrepreneurial strategy – dealing with impostor syndrome. “It doesn’t magically disappear as you grow,” she warns. 

Though she believes that being organised and prepared for launch will help deal with these feelings: “If you have a clear strategy, know your audience and your markets, and you understand your price point and the value you offer, then you have to push through the doubts and move forward with it. In my experience, you won’t regret backing yourself.”

Claire Gamble, [pictured below] Managing Director of PR agency Unhooked Communications, set up her own agency when her second child was just five months old.

“Even though I’d worked in PR agencies for years, returning to work as a mother felt like re-introducing myself to the world, so I put a lot of energy into rebuilding my profile and making new connections,” she explains.

For Gamble, staying focused, motivated and resilient is key even when things don’t follow her ideal trajectory. When this happens, she takes herself back to her ‘why’.

“I remind myself why I started…”

“The business has grown year on year, but not always in a linear way, and comparison can creep in when you see newer businesses moving quickly. When that happens, I remind myself why I started. Flexibility mattered when my children were younger, and now that same flexibility allows me to choose the right clients, do work I enjoy and build something sustainable on my own terms.”

“I find it helpful to see life and work in chapters with different ebbs and flows…”

Another approach she finds useful is letting go of things which are beyond her control. “Running a business alongside motherhood teaches you very quickly that not everything can be planned,” she explains.

“Long-standing clients can suddenly face budget cuts, or something as big as a global pandemic can shut the world down almost overnight. It’s easy to catastrophise in those moments, but nothing stays the same forever, and there are always new opportunities ahead. I find it helpful to see life and work in chapters with different ebbs and flows, and to try to remind myself that I can’t do everything at once.”

For some, the image of a mum-entrepreneur conjures up an isolated figure at their kitchen table. For Gamble, it has been a community-driven venture. “I couldn’t do any of this alone,” she states. “Building a trusted team and having other founders around me who understand the ups and downs has been essential.”

With noses to the grindstone of entrepreneurial life, it’s easy for mum-entrepreneurs to struggle to live a balanced lifestyle. Here, Gamble tries to conserve at least some of her energy for her home life while acknowledging commercial success, too.

“Delegating, taking proper time off and celebrating wins really matter. And while it’s a constant juggle, I also think it can be powerful for children to see you build something and do work that you’re proud of.”

For Dani Wallace, [pictured below], public speaking coach and Founder of The BIG Festoon, a business life and development event for entrepreneurs, finding a consistent balance between entrepreneurship and motherhood isn’t realistic.

“Ultimately, managing the juggle comes down to self-leadership. I prioritise my energy as much as my time, because showing up depleted helps no one — not my business, not my family, and not me.”

“Running a business while raising three children has taught me that balance isn’t a fixed state,” she explains.

“It’s a constant act of adjustment. There are seasons where work needs more of me, and others where family takes priority, and I’ve learned not to guilt myself for either. What’s made the biggest difference is clarity: being clear on what actually moves the business forward, and being equally clear on the moments at home that really matter. I don’t try to do everything — I focus on doing the right things well.

“Structure and boundaries play a huge role in making the juggle sustainable. I plan my weeks intentionally, have protected focused work time, and I’m not afraid to delegate — both in business and at home. As entrepreneurs, it’s tempting to be involved in every decision, but real growth comes from trusting the systems and people you put in place. That trust creates the space to be fully present with my children, rather than feeling constantly pulled in competing directions.

“Ultimately, managing the juggle comes down to self-leadership. I prioritise my energy as much as my time, because showing up depleted helps no one — not my business, not my family, and not me.

“By permitting myself to run my business in a way that works for my life, I’ve found that success doesn’t have to come at the expense of motherhood. In fact, the two can strengthen each other.”

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