The word “entrepreneur” gets bandied around like confetti. Everyone with a van, a laptop, or a half-decent coffee machine seems to be called one. But let’s get this straight – not everyone who runs a business is an entrepreneur. And that’s fine. There’s no shame in knowing what you are. In fact, it’s a relief.
Sole Trader
This is the one-man band. You do the work, you invoice the work, you chase the late payers, you make the tea. There are no staff headaches, no payroll software, and no long meetings about why the printer doesn’t print. It’s lean, simple, and often more profitable than it looks because there aren’t many mouths to feed.
But if you’re a sole trader turning over, say, £50,000 a year, the advice you need is very different from someone running a company with five staff. What you really need is an advisor who specialises in that level of business – someone who understands what it’s like to run things out of the spare room, who can explain VAT or expenses without needing a PowerPoint deck. That kind of advisor will give you time, attention, and relatable advice because they’re closer to your world.
That isn’t us, though – and that’s not where we’re suited.
Business Owner
This is where it gets messy. The moment you employ people, take on premises, or build systems, you’ve stepped onto the seesaw. You’ve got staff on one side, cash flow on the other, and customers bouncing up and down in the middle. Balance is rare – wobbling is the norm.
Personally, I found this change from solo owner to business owner the trickiest. Overnight, you go from worrying about your own work to worrying about everyone else’s. Hiring, firing, insurance, HR policies – it’s less “doing the job” and more “juggling flaming batons while someone moves the floor beneath you.” It can be rewarding, but it’s also where things can go very wrong, very quickly.
Entrepreneur
Entrepreneurs are different again. Their skill isn’t doing the work – it’s building the systems and the teams so other people can do the work. Their role is about scaling, leveraging, and stepping back from the day-to-day. They don’t just run a café – they build a chain, systemise it, and sell it on to private equity.
Entrepreneurs need advisors who understand the bigger picture – tax planning, risk management, structuring, succession, funding. The advice here is multi-layered and frankly a bit heavier. The potential rewards are much bigger, yes, but so are the risks. Entrepreneurs don’t just juggle batons – they juggle batons, chainsaws, and the occasional live grenade.
Why it Matters
None of these roles are better than the others – they’re just different. A sole trader enjoys simplicity. A business owner enjoys leverage but deals with complexity. An entrepreneur chases scale but shoulders higher risks. The important thing is to know which one you are, because the problems you face – and the advice you need – are different at each level.
I’m not an entrepreneur – I’m a business owner. And that’s a tough enough job already without trying to live up to LinkedIn’s definition of entrepreneurship. Own where you are, and get the right advice for that stage.
