From overwhelmed solo founder to building a scalable social enterprise: the journey of BrushnDrink

A passion that needed more than just heart

When Elizabeth Simpson applied to DiNN’s Level 1, Starting Up, Starting Out with Southwark LAP, she had already proven her concept. Her business, BrushnDrink, offered sip‑and‑paint events and at‑home art kits. Customers loved the laughs, the memories, and the safe space to be creative. Elizabeth was a 26‑year‑old Black woman doing everything herself: marketing, events, finances, packing orders.

But beneath the glowing testimonials, she was running on empty. Income sat at around £11,000. There was no strategic plan, no operational plan, no proper financial system beyond a basic spreadsheet. And because she held a demanding part‑time job alongside the business, she was constantly overwhelmed. “There were moments that I felt like giving up,” she later admitted.

DiNN’s first step was a health check. It confirmed Elizabeth’s strengths: a clear, joyful mission and a loyal customer base, but exposed critical gaps: no workforce plan, no succession plan, no way for the business to operate if she were away for more than four days. The diagnosis was honest but not unkind: passion alone would not scale.

Learning to build systems, not just run events

Through the programme, BrushnDrink received a carefully sequenced bundle of support. Cohort workshops covered cash flow, budgeting, decision‑making, and networking – exactly what Elizabeth had asked for in her application. But the real catalyst was the one‑to‑one Critical Friend sessions with Janet Martin.

In their first session, Elizabeth shared her vision of becoming a “one‑stop shop for fun activities,” including cocktail-making classes, game nights, and speed dating. But she was exhausted. Janet listened, then helped her prioritise. “Just because you are skilled at something, still be open to learning more,” Elizabeth later reflected. “There might be things you didn’t know.”

Together, they built a practical action plan. Elizabeth started implementing a website booking system (Mey) to automatically capture customers' email addresses. She began transitioning from Mailchimp to Brevo to manage costs. She researched alternative ticketing platforms to avoid Eventbrite’s high fees. And she prepared for a 10‑day trip to Ghana by training a friend to handle shipping and customer emails, a test run for making the business less dependent on her presence.

The Critical Friend also pushed her on workforce planning. “I need an intern for social media and event media,” Elizabeth said. Janet helped her explore routes through the AES programme and UK universities, advising against unpaid roles. “Responses and communication were super great,” Elizabeth noted. “There were times that I left behind or didn’t participate, and they made sure I had everything to move forward.”

From surviving to planning for growth

By the end of the programme, the shift was clear. A second health check showed tangible improvements. The business now had a functional booking system that captured customer emails, enabling proper segmentation and targeted marketing. Elizabeth had diversified into new experiences,  cocktail classes, games nights and secured a voucher partnership that allowed higher pricing and better profit margins.

She had also created a business continuity plan, tested successfully during her Ghana trip. A job description for an intern was outlined, and she was actively recruiting. The strategic plan and workforce plan – once non‑existent – were now prioritised action items. “Time management is important,” she said. “Use all the resources and materials that are accessible.”

Financially, the business was already profitable, but now it had a clearer direction. Elizabeth set a goal to build these learnings into her 2026 objectives. She generated £600 in income during the programme itself, and she was no longer afraid to charge properly. New cocktail classes were priced at £45‑£75, ensuring healthy margins even after discounts.

Most importantly, her confidence had transformed. “I learnt valuable insights that I will take with me and use in my business,” she wrote in her reflection. When asked if she would recommend the programme, her answer was immediate and unequivocal.

BrushnDrink entered Level 1 with a founder who felt alone and overwhelmed. It left with a founder who had systems, a support network, and a realistic plan, not just to survive, but to become the “one‑stop shop for fun” she had always dreamed of building.