“The most difficult subjects can be explained to the most slow-witted man if he has not formed any idea of them already; but the simplest thing cannot be made clear to the most intelligent man if he is firmly persuaded that he knows already.”

— Tolstoy

Simplification is one of the favorite communication tools of infopreneurs (myself included). We take a subject that’s fairly complex or specific to our field of expertise, and we explain it in a way that makes it accessible and, ideally, applicable.

The appeal is obvious: it allows us to prove we know our stuff, and often it creates a free or low-ticket product that might tempt you to go further with us.

The strategy is tried and true, and there are countless trainings teaching you how to do it.

But simplification isn’t as simple as it looks — and it can be misleading if you don’t understand where it fits into a client acquisition strategy. Let me explain.

Explaining ≠ Replacing Google

When I choose to create content to introduce you to a strategic, marketing, or business concept, I’m doing it to show you my approach at the same time.

I’m not doing it to replace your search engine.

I’m not here to unpack the obvious — otherwise I’d just send you a Wikipedia link or another colleague’s article who’s already done the job.

And frankly, you shouldn’t consume content (mine or anyone else’s) as gospel. When I break down a concept, I lean on articles, podcasts, books, videos, etc. I mix it all together and share my understanding in my own words, with my examples, my perspective, and my advice.

That’s the editorial purpose: to build my authority and share my take on topics that aren’t often addressed by women in entrepreneurship. Giving my opinion is core to who I am, and it’s a huge part of my job. Talking to you here is also my way of proving that I have the qualities it takes to do my work well.

People who just copy-paste definitions without adding any interpretation often simply don’t understand the concept themselves.

It’s what would happen if I tried to simplify today’s energy crisis for you — I don’t know enough about energy, engineering, or geopolitics to do it justice. But if we’re talking business models, communication strategy, or Beyoncé? I’m your girl.

Making it Accessible ≠ Making it for Everyone

Here’s an unpopular opinion: I don’t create for everyone.

Why? Because, let’s be real, a good chunk of people today (cue: grumpy me) show a blend of intellectual laziness, hypocrisy, and dishonesty. A winning combo, really.

I’m not going to pour hours of research and brainpower into a blog post for the “Karens” who scroll TikTok looking for 90-second fixes to business models they’ve never studied. Seriously — you think we’re going to rebalance your business strategy in a minute and a half? I don’t have the time or the desire to cater to that audience.

If you’re not willing to invest at least your time in reading, listening to, or watching high-quality content on the subject you care about, then honestly, my articles aren’t for you.

So no, I’m not trying to be “accessible to everyone.” What I want is to gather a community of curious, thoughtful readers who actually take the time to go deep.

Those are the people more likely to do the work, question themselves, and engage constructively if we ever collaborate (as partners or in a client/provider relationship). It’s also my way of filtering my audience: if someone lands on my blog or my Instagram and decides it’s “too complicated” or “not explained enough,” well… they’re simply not my target. If I wanted to address total beginners, I’d create a very different kind of content. That’s not what I’m here for.

I Don’t Want to Work With People Who Aren’t Smart

That doesn’t mean if I don’t want to work with you, I think you’re dumb.

It just means that through my marketing and communication, I make it clear that I want clients who intellectually stimulate me. Clients and projects that challenge me, that force me to push my thinking further.

I don’t want to work with people who think I’ve got a magic wand and will miraculously solve all their problems. Some strategic issues take time and effort — not just from me, but from you too. There are things you simply cannot delegate entirely.

That’s why I remind people: just because I simplify certain concepts in my free content doesn’t mean I exist to support people who want to drift passively along.

The only things I enjoy seeing drift on a current? Otters. Not businesses.

And honestly, it makes me laugh when I hear some big-name “entrepreneur coaches” claim there are no resources for advanced entrepreneurs. That’s simply false.

There are mentors and business partners much better suited once you hit a certain revenue or longevity milestone. Sure, it’s tough to create a one-size-fits-all program for advanced entrepreneurs — because scaling looks completely different depending on the economic context, industry, business model, and the founder’s personality. Over-simplifying and over-standardizing at that stage? That’s not just misleading, it’s dishonest.

I’d rather take the time to find clients who know real change doesn’t happen in three weeks, results don’t appear overnight, and customized strategic support doesn’t cost €100 a month.

When I needed to turn my own ship around, I invested nine months and several thousand euros — not in a flimsy coaching program, but with an actual strategy expert. That’s what it takes. If you want to overcome challenges and grow your business, I recommend you do the same — with me or without me.

The “Know-It-Alls”

Let’s go back to Tolstoy. There’s no point explaining something to someone who already thinks they know better. Nothing good comes out of that.

I’d rather work with someone totally uninformed but willing to listen than with someone convinced they know better than me.

You might think those people don’t seek help. Wrong. They do — because someone convinced them it’s the next step in their growth. But they’re never truly ready to let go of the reins or listen to the professionals they hire.

My advice? Reset the frame with clients like that.

• What are their needs and expectations?
• What are your needs and boundaries?
• What are the communication and workflow rules?
• What are the deal breakers?

Once that’s clear, if a client crosses the line, you’re absolutely entitled to end the collaboration.

I know it’s scary to refuse clients. But trust me, sometimes revenue just isn’t worth the endless justifications, the constant second-guessing, or the exhausting need to prove your expertise at every step.

And that’s where simplification becomes powerful: it’s both a thermometer for spotting your ideal clients and a filter for keeping the wrong ones out.

Magic, right?