The best way to differentiate your business from the competition is to find the underserved market. Once you find that underserved customer, create a brand that is tailor-made for them. You want to be able to show your authentic self to your customer because they will be the ones who will spread your brand. Find your underserved market and capitalize on it with your host Ben Baker and his guest Paris Cutler. Paris is an author and business strategist at Blue Ocean Strategy. She is also the owner of her own cake store, Planet Cake. Learn why it's important to align your brand with yourself. Learn how to look beyond your industry if you want to be the best. And learn how to find your underserved customer.
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In this episode, I have another Aussie on the show. I know I have a lot of Aussies on my show. I love them. I can't wait to get back down there and see everybody raise a pipe, maybe go surfing with my buddy Scotty. We've got Paris Cutler on the show. We are going to talk about finding an underserved market and taking advantage of it. Paris, welcome to the show.
It's great to be here. Another Aussie, I love it. Thank you so much.
I love talking to you. We have had so much fun. You and I have known each other. We met through Rob Polon and I’ve got to get Rob on the show. He's another great guy. He says, "You’ve got to speak to Paris." That alone was enough to have you on the show. If Rob gave you the seal of approval, that was enough. I need to talk with you and we were going to go from there. I want to let you tell your own story because you have a unique and varied past. It's cool. Let's start. Where have you been? Where are you? How did that delve into finding underserved markets and taking advantage of them? It's a thread of your life.
A big shout out to Rob Polon. He is such a great guy. Follow him on LinkedIn or connect with him. He's wonderful. I was a bit lost after school. I was a pretty average student. I wasn't particularly good at anything but I was very ambitious. A type-A personality and really driven. I’ve got into stock breaking and I was a trader for quite a few years. In early trade, that's when you didn't need a degree or anything like that. I was on a trading floor so that gives away my age. I went to study Law. I was done with training. You've only got so many years in you before it starts to weather you. I then went on to Law but I had a burning desire for business.
Back then, there weren't any kind of Gary Vees. There weren't any social media. There was literally just Anita Roddick from The Body Shop and Richard Branson. That's who I had any exposure to. A bit of Tony Robbins was starting to come up then. For me, coming from a family of professionals, "What do you want to do? A business?" That was a step down from any ambitions that they had for me. "Don't you want to become a lawyer?" That would be the more prestigious path but it ate away at me.
I ended up getting married to my first marriage. I didn't have any training as an entrepreneur but also I didn't have a great idea. Every idea I came up with, someone stole it or did it before me. I thought, "How am I going to do this?" During my wedding, I ordered a wedding cake from the best supplier in Australia. I was a bit of a bride dealer. It was a mega wedding. I went over the top. Unfulfilled career desires were all plowed into that wedding. This cake was awful and I thought, "This is brilliant. This is the best that they have to offer."
I could see what was happening in America with Martha Stewart and the cakes that were coming out in America, these huge things with celebrities. They become a showpiece at events and a luxury status symbol. I could see how that was tapping into an emotion and a trend there. I knew very soon that I would want that.
I bought the tiny cake shop, not the one that I’ve got my wedding cake from but a competitor. I knew nothing about cake decorating, branding and marketing, nothing about business. I was just experiencing the corporate world. It was rough. I’ve got to tell you, I bit off more than I could chew for this first couple of years. I had a tiny shop and one cake decorator. I had massive dreams.
Eventually, I turned that into a multi-seven-figure business. I published five cake decorating books. We were a huge organization. We became the number one brand in Australia. We had clients like Rihanna, Lady Gaga, Celine Dion, Nicole Kidman and Katy Perry. I went on to have my own TV show, which was shown on Fox in Australia but then it was distributed by BBC Worldwide around the world. I ended up winning some awards.
Right at the peak of my success so twelve years into my business, I opt for the TV show. I had all of these offers like, "Do you want to go to Germany? The show would be shown four times there. Would you like to come out with your own equipment range funds? The big department stores want a stock. Barnes & Noble want more of your book, all this stuff." I was offered to go into celebrity apprentice. I had a huge existential crisis.If you want to differentiate yourself from the competition, don't look at the best in your industry. Look at the best in the world. Click To Tweet
Many things happened. I had been through a divorce. I had been cyberbullied during my TV show, intensely for about ten weeks. That was in 2012, 2013 when we didn't know much about cyberbullying. It had a monumental impact on me. I was quite distressed. After that, a very close friend of mine in the industry died. I remember being at his funeral. He was only 27 years old. I thought, "What is this all about? I've got all this success but I don't have much of a life."
I had this big crisis. My business suffered. Everything that I had touched turned into gold. I was the golden gal of the industry. My career was on fire. From everything I had touched turn to gold to everything I touched started to turn into dirt. That mindset shifts inside me, where I had started to find my career meaningless is what had happened.
It was the big start of a downhill run and that was quite spectacular. Every offer, TV offer, Barnes & Noble and all of the people that were sniffing around me for deals dried up. The only person that was left with me was my agent constantly pumping me to resuscitate my career, but my heart wasn't in it. I ended up selling my business and licensing it out, which was great. I thought, "What am I going to do?" I came across this book Blue Ocean Strategy and I thought to myself, "That's who I am as an entrepreneur. That is my talent." It was two academics that described what I did, which is probably a segue into talking about underserved consumers and Blue Ocean Strategy.
This is great and we are absolutely going to get there, but I want to go back because you gave me an enormous amount of information. We could talk for an hour about what you have already given me. What I want to talk about is that you went from this tiny little cake shop with one decorator and then one day you are making cakes for Katy Perry and Lady Gaga.
Walk me through what was the tipping point? What was the a-ha moment that enabled you to be able to say, "We can be bigger and we can differentiate ourselves?" All of a sudden, you changed your brand and changed, either the way you talk, the way that you presented yourself or the way that you presented the company that enabled you to go from being one of many to 1 of 1.
That, as you have rightly identified is all branding. We weren't the greatest cake shop. I would have liked to have thought so at the time. You’ve got to believe it but we weren't. We weren't anything special. Other people in the industry could do what we did. Even though I approached just about every great cake decorator I could, we still had healthy amount of competition.
I was a huge fan of Richard Branson and Anita Roddick who owned The Body Shop. I saw what they did, which was build a brand and then they put different revenue streams underneath it. Richard Branson has shown us that it doesn't matter what those revenue streams are. It could be airlines, be health clubs or record companies. It didn't matter. That was the only business model I had. I thought, "I can do this with cakes." Where is the gap? Where is the underserved consumer? I studied it.
Where people were dissatisfied in Australia, we would go along to get a cake. You had met with some grumpy person. They call themselves bakers. They were wearing nasty cardigans. It was not a nice experience. I thought to myself, "People are prepared to pay a premium if you offer an incredible experience." That then becomes part of the brand. I focused on creating the most remarkable customer experience you could possibly have from every touchpoint.
Every touchpoint that they can in contact with the brand, I didn't consider it as when they walked through the door of my shop. I considered it when they rang the shop and when they came into contact with any aspect of it. A Willy Wonka experience would start. I built my brands because I had no capital. I had one customer at a time. From the toilet paper in the bathrooms to every single detail, every single staff member that you would walk past would be smiling at you and ask you if you were okay. I knew it was working because customers would say to me, "I come here because it's relaxing for me. I come here for the experience." The cakes were irrelevant.
The cakes are never irrelevant. The cake still has to be edible and presentable but you are right. It's the experience. A friend of mine, Alan Simberg, talks about emotional relevance. People, all of a sudden, buy into you because they know that they are going to be taken care of. They are listened to, understood and valued. You are listening to them from day one, from before you even know they exist, you are there to take care of them to the moment that they stopped doing business with you. Is that the thought process that you are going through?
Yes. I identified the gap, which was a poor experience, poor service and then I decided instead of just offering a semi-better service, I'm going to offer the very best service you could possibly have. I modeled the service that my business gave on five-star hotels and I used to go and study five-star hotels. That's a clue for you.
I find that most people and all my clients who I consult to are looking to other people in the industry. Why on Earth would you do that if you want to differentiate yourself? That is the last place I would look. You look to who is doing it the very best in the world. The people that offer the best customer service in the world, in my opinion, are five-star hotels.
I took every single idea from a five-star hotel right down to, “How can I do the chocolate on the pillow? How can I recreate that experience when people come and have a thing? Do we give away free boxes of cake?” We had many lost ladies in the business. The catch was, the cakes were 3 to 4 times the price of anybody else. Even when I had masses of competition, people were still willing to pay four times the price of a cake that they could get elsewhere. That was the strength of the brand.
It's having the right people. You brought the best cake decorators and you had the right customer service. I remember when I used to hire a lot of salespeople, I used to take clients and go to fine dining restaurants. I would hire waiters and waitresses. I would sit there and say, "If you are ever looking to get out of the industry and you want to make some real money," then I would hand over my card.
You are phenomenal at taking care of people. That is something that most companies don't look at. They look within their industry, only the people that are in there will say, "I need somebody that understands washing machines and dryers because I sell washing machines and dryers." We need people who understand, take care and listen to people. I love that thought process.
Let's talk about finding an underserved market because there are so many of them. There are many markets now more than anything with the mass migration of employees. Many companies are being understaffed at the moment because they let a whole bunch of people go and they have to staff up again. How do you go about recognizing what those underserved markets are so you can sit there and say, "This is something that we can work with?"
The clients that I have mostly come from saturated industries, which is what I specialize in. I specialized in going into saturated markets. The first thing I do is I studied the saturated market and the place that maybe my client is in and I had come into a saturated market. The cake market was saturated. The way Blue Ocean works is we are identifying the underserved consumer but we need to create an avatar around them and then build the business, the service offering and the marketing.
There are a lot of pivoting involved once we find the underserved consumer but the idea is that underserved consumer, once they are spoken to and served with a language and with a service that is specially made for them, they then become raving fans. Having those raving fans positions you as a number one in the market because you’ve got these people raving and raving about you.
Netflix is a good example. Cirque du Soleil is a good example. These are all Blue Ocean examples. The theory behind it and this is what I employ are these Red Oceans and Blue Oceans. Red Oceans are red because there's blood in the water and so everyone is competing on price and a bit of personal branding but essentially, everything is the same. There's nothing to differentiate and they are all going after the same consumer, maybe with some slight differentiation.
Most businesses are in this place and it feels stressful. You are shouting out in the wilderness but you are just doing the same as what your competitors are hoping by some miracle that a consumer will know the difference. What I do is I'm always looking for a Blue Ocean, which is, where do we find the underserved consumers? That's the starting point and then, how do we do things differently better?
Some examples of this in terms of my clients is I had a makeup artist. She came to me. She had a big business of makeup artists. She was very experienced with over 25 years experience in TV. She came out with a makeup range but it wasn't doing well. She wasn't doing well. She felt bitter and angry because she was competing on Instagram, which is the platform format for a makeup artist.Focus on the people you serve because they are the ones who will go out and tell the world about you. Click To Tweet
She found herself at 47 years old competing against Kylie Jenner and all these kids who had millions of followers. She thought it's hopeless. She came to me. I first looked at her backstory, her personal brand, which she was a breast cancer survivor. She had had an abusive marriage, apart from being a fantastic makeup artist, that in and of itself is a Blue Ocean. Personal brands can be a Blue Ocean because no one can compete with you on a personal brand backstory.
I combined her personal brand with then looking at the market and, plus 50-year-old women were being largely ignored at that point, who have different needs. They were stressed. They felt invisible in the marketplace. There was no one speaking directly to them, only a couple of people. I combined her personal brand with the over 50s market. It's all about, "Don't be invisible, taking care of yourself, self-love." The messaging becomes the most important thing.
Makeup is just the vehicle and she used her experience. Having breast cancer, abusive marriage and having teenage children, she tapped into that market. She went to Milan. She designed a whole makeup range that resists hot flushes, fixes up the wrinkles and all that stuff. She’s gone absolute gangbusters. She would be one of the leading players in that market segment.
Everybody is trying to be everything to everybody. "If they've got a credit card, they are a client of mine." We need to get out of that mentality. We need to get into the mentality of, "I serve these people. This is my audience, my tribe." Like the Seth Godin tribe model. "These are the people that I can help. These are my 1,000 raving fans."
If you can serve a certain segment and say, "These are the people I identify with, that identify with me, that I understand and I can speak to. They understand my value to them and I can compel them to action," those people will turn around. They will go out and tell the world about you because you are speaking directly to them instead of trying to speak to everybody.
That's a business model that very few companies truly understand. Everybody is just trying to scale, grow and hack. "I need another 0.5% market share out there. I'm willing to cut my prices by 30% to get that 0.5%." What if you walked away from the rat race? What if all of a sudden, you sit there and say, "Those 50-year-old women are being ignored by Kylie Jenner, by Revlon and by fifteen other makeup brands because they are not young and pretty. They are not 22, 19 or 17 years old."
Taking her brand and showing her how she can pivot and be able to talk to somebody specific takes her in a completely different direction because she's one of few, instead of one of many. I love that. That's such a powerful thought process. Tell me about the a-ha moments with these people. When people go from that period of frustration, throwing their hands up and saying, "I'm nothing and worthless. I have spent all this time, this money and I'm not getting anywhere," all of a sudden, you can show them a different way. Where does that lead people? What are unexpected things that come out of those things that even you didn't expect to happen?
People become happy because business becomes enjoyable. When I tell people the strategy that they should be in play, it's usually a massive a-ha moment. It's not the response that you would think, it's often a relief. This absolute relief of, "I can do that. I can see that working. That's me." It's a massive relief and genuine excitement for their business. "A real excitement that this is something I can do because this is naturally me."
Therein lies a clue. You are a branding expert. I feel that branding has been butchered. Branding is not about coming up with some fake brand that is not you and a caricature of you as a personal brand or something that is not authentic. That is not great branding. What great branding is something that is aligned with the person or the product, uses the uniqueness and the authenticity of that story to curate and create messaging around that but it's very much aligned with the real thing so that we create a genuine tribe and raving fans.
That's how I view great branding. You can't get me to part with my iPhone and my sneakers red thing because it's an emotional connection that we have with brands. I feel that it has been butchered a bit. Especially with social media that put these keywords up, put a photo up like this, it's almost like we are tricking people. What I feel that I'm doing is I'm taking people back to what branding should be. This is how you should be marketing yourself. This is your authentic you and your authentic audience.
I love that phrase and I was about to use it authentically you. For your brands, you need to be authentically you. Everybody thinks that your brand is your logo, colors, advertising or anything. I will use Jeff Bezos's phrase. "Your brand is how people see you when you are not in the room." It's how do people talk about you when you are not in the room. That's what your brand is. The question I ask people all the time is, "What do you want people to think about you at your funeral? What are the things you want people to say about you when you can never respond again?"
Go live with that life and emulate that. When people see that you are being authentic, you are living your true self, you believe what you believe and you are talking to the people that truly believe what you believe, people feel it. It's getting back to that emotional connection. That comes down to the underserved market. It's about building that emotional connection with your audience. It's realizing that there are only a certain number of people in this world that believe the same thing that you do.
Everybody else that's nice, where you will have a cup of coffee with them, you will shake your hand and you will be pleasant to them but they are not your audience and that's okay. Some of us will have much larger audiences, some of us will have smaller audiences but it's about serving the people that you can serve and the people that you can add value to. I love where you were going with that.
The next thing I want to talk about is the raving fans themselves. I love the phrase raving fans. It's helping people to understand the difference between good service, great service and exceptional service to be able to build those raving fans. What those raving fans truly can do for you is a powerful thing to explore. I want you to get into that for me.
Let's look at the validity of having raving fans. I have had raving fans and it starts with a small nucleus. I would have said that my business possibly only had about 1,000 raving fans for quite a few years of being in operation. We had probably about 1,000 people out there genuinely advocating for us and say, "You have to go to Planet Cake."
It's those people that would crawl on their hands and knees to get to buy a cake.
It's there at every opportunity, every open day, whatever it was. Probably for 4 or 5 years because this is prior to social media, it's only 1,000. From that 1,000, you get a tipping point into the collective consciousness. Each of those 1,000 took a lot of investment to build. That is excellent customer service, over-delivering, all that type of stuff but they then go and tell 10 to 20 people each. It builds from what I call the nucleus, that core group of raving fans, then it starts to go out and out.
Before you know it, when I first started in business, I would have 1 or 2 people say, "Marjorie told me to come and check you out." After four years I would say, "How did you hear about Planet Cake?" "Everybody told me to come here. 5 or 6 people told me to come here." That's the difference. That's what the raving fans nucleus does. It's exponential. People think of success in a linear fashion like, "I go from here to here." I went from owning a shop to being a celebrity very quickly. It was a tipping point and it happens exponentially.
There was an enormous amount of work to get to that tipping point.
What I found with raving fans is you've got to do a lot more than just give them good service and delivering on what you promised. People expect that now. That's expected. If you are not doing that, your business will fail, guaranteed. Anyone reading, if you are not delivering on what you promise, you don't offer good service, your business will probably fail. People expect that.
What they don't expect is to be surprised, to be delighted and the engagement with them. "Can we go the extra mile for you?" Things I did in my shop were just like you went to fine dining, and hired waiters and waitresses. I had actors because I knew people wanted the Willy Wonka experience. We never advertised that we had a Willy Wonka experience.People become happy when business becomes enjoyable. Click To Tweet
You just knock on this tiny little door but behind the door was a massive warehouse you would come in. We would always make sure there would be no other customers there that it would only be you and you would have this entire Willy Wonka experience facilitated by an actor essentially. It would be mind-blowing for anyone experiencing it because we knew that they would either become a customer or an advocate. That was our goal.
There was no such thing as a waste of time. I would never allow that in my business. No person is a waste of time. I've got a great example of that. I had someone that came to my shop. The staff came down to see me and said, "This woman turns up and she's only got a budget." I don't mean to sound facetious here. It's going to sound arrogant but they said, "She's only got a budget of $250." Our starting price was $800 something. "What are we going to do with her?" I said, "No one is a waste of time."
I went up there but internally, I'm a bit irritated. "You know what we are about. We are very expensive. What are you doing here?" I didn't let her know any of that. She insisted it was her darling husband who only wants his Planet Cake, the brand. Everyone says she wants to do this. I went the extra mile and I gave her the five-star service treatment, even though I knew she didn't have the budget and it would be a loss leader because that was part of our culture. Like in a five-star hotel, it's all about service. She went off. I didn't think another thing about it.
The next year, Celine Dion's management called and wanted us to do Celine Dion's 40th birthday cake, which ended up being big. Celine Dion ends up taking us backstage, inviting us to a private party, serenading me a song and all this stuff happened from it. The reason we were invited to do Celine Dion's cake was because of that woman.
That cultural attitude of everyone is either a client, advocate or both and serving everyone like they are the most important person in front of you is very opposite to this idea of massively putting people down a funnel of mass followings. However, even though I didn't have a large following, those raving fans propelled me to celebrity client status in a TV show. It's not the volume, it's the intensity of the love and affection that they have.
It's the amplifier. It's the 1,000 people speaking at once. It's not every single person speaking at the top of their lungs. It's those 1,000 people all telling your story to 100 people that they each know and all of a sudden, you have 100,000 people that have your story without you saying a word. It's being able to take that mindset.
I love that mindset either. They are a customer or an advocate. You are right. There are certain people out there that can't afford me, that can't afford you but my attitude is, "How can I help you? It may be too expensive. You may not be able to get what you need but how can I make your life easier? Can I make a phone call and introduce you to somebody who can take care of you? Can I give you another solution? Can I show you how to do some certain things yourself to be able to make things more unique?"
You may not have made a sale off that particular person but you have created that emotional tie with that person. That emotional tie enables that person to go off and tell somebody who told Celine Dion, who has got you into a backstage situation with that. We never know where things are going to go. I am a true believer in that. Sometimes I will make money, sometimes I won't but it's that emotional tie that you leave with people that enables them to create magic for you in ways that they could never do it themselves. I love that idea.
That's not to say I'm not against funnels or things like that. What I’m against is treating consumers like a number and brands like this is a box of cereal brands. We’ve got to get these consumers as these widgets will come in. It's all dislocated from heart and emotion. A great business is not devoid of heart and emotion. A great business isn't a great brand. That's exactly what they are built on a founder's vision and purpose. From that purpose, great brands are born. They are very meaningful. They have a consciousness of their own.
That was my experience with raving fans. If you want to create them, you have to understand the emotional hooks and your emotional relationship with your brand. That's why serving an underserved audience is so easy because we can understand exactly how they are being underserved rather than trying to compete with someone that's servicing someone very well.
Loyal brand followers are not going to move. If you get people to move on price, they will move from you on price. That's how it becomes the Red Ocean. You are then in this very stressful situation, hence why my clients feel relieved when I say, "We are not going to compete on price." I'm a believer that price is important. I have had financial stress before and the price was very important but it's less so when people are not, they don't buy on price.
People buy in their emotions. People buy a home and they spend hundreds of thousands to millions of dollars at home based on emotion. They don't buy it because it was the cheapest home out there that they’ve got a good bargain on it. They bought it because this is a place that they want to be able to raise their family, make memories of, have their family over and their friends, and be able to live in. That's where most businesses don't get it. We could always sell cheaper but selling cheaper only means that somebody else is going to sell cheaper than you. All you are doing then is competing on price and when you are competing on price, you are easily forgotten and soon replaced.
I have had a couple of real estate companies come to me. The real estate is booming but they still want to do better in these parts of the market that they would like to take. I say to them, "How has this cheesy photo of you with your veneer smiles and just houses being put up like this sold houses? It's good but we are competing with those guys."
It's immediately obvious to you, me and all the readers out there that most people are not buying a house. They are buying a home. If you include an excellent service in the purchase of that home, you market the houses as homes and do lifestyle marketing with people in them enjoying those homes, you can get a premium on those homes.
Translating to your brands and your vision, get rid of the veneer cheesy smile and start doing a lot of stuff with you, walking your dog, with your family, talking with your customers and talking about raising families and homes, you will do a lot better. That's what they have done and it's gone off like a rocket.
It can't just be you who's doing this. It's about making sure that every single touchpoint, every staff member that works for you, everybody who represents your brand is onboard. They understand the story, vision, purpose, the why and they can articulate it in their own way and live the brand. There's a phrase that I use. “Your brand is only as valuable as your unhappiest employee on their worst day.” If you can't have staff that is living the brand, understand the purpose, and promoting the purpose of your brand, it doesn't matter how well you do this. Your brand is still going to be seen as a commodity.
The core of all of that starts with values. I always make sure that everyone that works for me and everyone I work with is values aligned. The next thing I would go is one step further and say, "It's not just your staff, it's also who you outsource work through." Your VA, all the suppliers you use and the people that you recommend in every part of your network. If they let you down or if a customer touchpoint lets you down, for example, if you are in real estate and you hand people over to a mortgage broker and that mortgage broker is not aligned with the way that you do business, they have a negative experience or it's disappointing, that will have pushback on your brand. Every touchpoint has to be over-deliver in a sense. That's what I believe but at least be consistent and that starts with the staff.
Let's bring this in for landing because that's a great place to live. We all need to realize that every single place that we touch, creates value for the underserved market and allows us to take advantage of it. That's important. Paris, what's the best way for people to get in touch with you to be able to find out more about you?
It's LinkedIn. That's all I do with any gusto and passion. That's where I am. Connect with me on LinkedIn and DM with me. We can take it from there. I do a lot of discovery calls and things like that. I'm very happy.
Here's the last question and this is my favorite question I ask every single guest as they walk out the door. As you leave a meeting, you get in your car and you drive away, what's the one thing you want people to think about you when you are not in the room?
"We have hope. She just gave us real hope that we can achieve the success that we want to achieve." That's it. I want to serve people with a huge hope that whatever you want to do in your business, you don't have to be the smartest. You don't have to even have the best product but it's achievable with branding, marketing and values alignment.
The fact that you give people hope, purpose and that you allow them to be the best versions of themselves is an incredible thing. Paris, thank you for this wonderful interview. Thank you for taking care of my wonderful readers and for giving me another masterclass to read to.
Thank you so much for having me and thank you to everyone that's reading. I loved this.
Paris Cutler is a Blue Ocean Business Strategist, life coach, committed optimist, and seasoned business owner. She helps entrepreneurs, social media influencers, and corporate executives become market leaders by uncovering their real purpose and designing a successful brand and career that aligns with it. In turn, creating a fulfilling life that vibrates with success and meaning.
Five times published author, speaker, and media personality, Paris cut her teeth as CEO of Planet Cake. She purchased a tiny cake shop in 2003 and transformed it into a #1 national brand and seven-figure business. As 'cake maker to the stars,' Paris had clients like Rhianna and Celine Dion, sold books worldwide, and launched the largest cake decorating school in the southern hemisphere. She also starred in 'Planet Cake' - one of the first baking reality TV shows, which was distributed in over 20 countries by BBC Worldwide. She has won an Astra Award and was a finalist for Ernst & Young's 'Entrepreneur of the Year' Award.
As a business strategist and life coach, Paris has found her spiritual home on LinkedIn. Using the platform to help achieve her mission, that every business and individual lives and works according to their values and heart mission. She believes entrepreneurs have the power to change the world, save the environment and bring about radical positive change.
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