Starting a freelance business often begins with a big question mark: Where do I begin? This leads to the primary question: How do I promote myself? How do I find clients who will contribute to my revenue by year’s end?
Many freelancers quickly experience the biggest difference from traditional office work: if there’s no work, there’s no income. Therefore, one must build a business client by client, like constructing an igloo brick by brick—each client a small part contributing to the structure’s overall stability.
But how? First, we must understand who our potential clients are—whether individuals or companies—and what services they seek. After identifying our target audience, we must inform them of our existence using appropriate communication strategies. Then, we explain who we are and how we can solve one or more problems. Promotional channels vary, and one may be preferable depending on the context.
When I started my business, I had just returned from Australia. I was uncertain about what to do. On one hand, I wasn’t particularly satisfied with the work I had done up to that point—marketing manager for two multinational companies—but on the other, although I was attracted to the idea of working independently, I had no idea what kind of freelance career to pursue. Eventually, I decided to offer courses as an English and Spanish language teacher—skills I had acquired during my academic and professional journey—and after a few job interviews, I decided to continue with my intention to work independently.
One thing that few people know is that it is often possible to start a freelance activity without a VAT number by using a withholding tax system (“ritenuta d’acconto”). Although this option is only available for a limited income, it is likely the best tool in the beginning to test the service being offered and gauge audience satisfaction. Receiving positive feedback, despite the ups and downs typical of the profession and some common issues of working with the public and by appointment, led me to continue on this path.
My big break at the time was finding an extremely effective and low-cost communication channel: classified ad websites. From one in particular—no longer available in the Italian market—I received most of my requests. Aware of its potential and excellent cost-benefit ratio, I promoted myself monthly on the platform at a very minimal cost, and the investment—if it can be called that—was consistently repaid with interest. I soon discovered that the tool’s effectiveness came from how easily users could find my ad via Google. After entering keywords like “private English courses Milan” or “private English lessons Milan,” one of the top organic search results was the site I advertised on. Once users clicked the site, my ad—being sponsored—appeared at the top of the list, and views increased steadily. This led to more contacts and more requests for English and Spanish courses.
When I started my business, I had just returned from Australia. I was uncertain about what to do. On one hand, I wasn’t particularly satisfied with the work I had done up to that point—marketing manager for two multinational companies—but on the other, although I was attracted to the idea of working independently, I had no idea what kind of freelance career to pursue. Eventually, I decided to offer courses as an English and Spanish language teacher—skills I had acquired during my academic and professional journey—and after a few job interviews, I decided to continue with my intention to work independently.
One thing that few people know is that it is often possible to start a freelance activity without a VAT number by using a withholding tax system (“ritenuta d’acconto”). Although this option is only available for a limited income, it is likely the best tool in the beginning to test the service being offered and gauge audience satisfaction. Receiving positive feedback, despite the ups and downs typical of the profession and some common issues of working with the public and by appointment, led me to continue on this path.
My big break at the time was finding an extremely effective and low-cost communication channel: classified ad websites. From one in particular—no longer available in the Italian market—I received most of my requests. Aware of its potential and excellent cost-benefit ratio, I promoted myself monthly on the platform at a very minimal cost, and the investment—if it can be called that—was consistently repaid with interest. I soon discovered that the tool’s effectiveness came from how easily users could find my ad via Google. After entering keywords like “private English courses Milan” or “private English lessons Milan,” one of the top organic search results was the site I advertised on. Once users clicked the site, my ad—being sponsored—appeared at the top of the list, and views increased steadily. This led to more contacts and more requests for English and Spanish courses.
Another important and complex topic is pricing negotiation for services offered. As in any market, the bargaining power of a business or freelancer varies depending on several factors. For VAT holders, this could include years of experience in a sector, the specificity or relevance of completed projects, tangible achievements, recognitions or certifications obtained, etc. In some fields, pricing can vary widely, and our role is to provide guidance—based on a tailored analysis—on the rates you can reasonably expect within your market and in line with your professional profile.
I can give three examples from different stages of my career. Shortly after I started giving courses and lessons and realized how price-sensitive that market was (I could hardly ask for more than €20/hour), I began receiving requests from companies and training institutions to teach in person. The first one—a language school based in Rome that had recently secured a client in the Milan area—offered me €24/hour. I accepted, even though I hoped for more, because it allowed me to add a big name to my CV (it was a multinational) and gain experience as a full-spectrum professional, teaching not just private students but also groups focused on business English. Early in my career, it was hard to go beyond €25/hour.
Later on, I opened a translation agency (Lingua Valley). One of the first challenges was setting rates. I discovered a market made up of many small competitors, nearly indistinguishable to clients, where rates were highly standardized. Since perceived quality differences were minimal, competition often came down to price. Lingua Valley existed for 6–7 years, and over time, my team and I built a loyal customer base. However, aligning pricing with the quality of service we provided was a persistent struggle.
In the past two years, I’ve worked primarily as a teacher for post-diploma institutions, business schools, corporate training companies, employment centers, and language schools in Italy and Switzerland. The world of higher education is quite diverse in terms of pay. In some cases, you can earn significantly more than the €20–25/hour I mentioned earlier, but that’s also the result of years of experience and additions to my CV.
Closely linked to pricing is the delicate matter of payment timelines—especially when starting a new collaboration. Payment terms—and whether or not they are respected—have a significant impact on cash flow.
Like many freelancers, I have often faced payment issues—delays or missing payments. One of my goals has been to free myself as quickly as possible from clients who consistently failed to pay on time—even when they had set the terms themselves. Although the issue hasn’t disappeared entirely after years in business (every freelancer occasionally chases a payment), I can now say I’ve minimized the problem, thanks to a loyal and respectful clientele.
Generally, my payment agreements depend either on a mutual agreement—when dealing with private organizations funded solely through private capital—or on preset conditions established by a third party providing public or private funds for the service. In those cases, payment timelines can stretch to 60, 90, or even more days. What matters most is full transparency when signing the contract and avoiding misunderstandings about when payment will be made.
Another key issue for freelancers or SMEs is managing the client portfolio. Time is limited, as are the resources of small businesses with few staff. This means it’s unrealistic to manage an infinite number of clients. While it’s advisable not to rely on a single major client, sometimes difficult choices must be made. Having too many clients can mean not being able to serve them all properly, maintain quality standards, or meet deadlines. To bring in a new client, you may need to drop an existing one. At Igloo Consulting, we provide an evaluation or projection of a client’s quality and future potential, helping you assess their short- or medium-term impact on your business.
Client quality and potential, of course, aren’t only measured by hourly rate. A client—and your satisfaction in working with them—depends on many factors. As noted earlier, a freelancer’s time is inherently limited. Therefore, managing a large client base isn’t usually feasible. To boost income or build more satisfying relationships (not just financially), adding a new client may mean letting go of another. In my teaching career, for instance, I’ve stopped working with clients located far from where I live to avoid long commutes (this happened with several companies in my early years). I’ve preferred working with clients closer to home or more professionally rewarding—like when I began collaborating with a post-diploma institution in Switzerland.
The same happened while running Lingua Valley. I ended collaborations with clients who either regularly missed payments—only settling their debts after multiple reminders—or made unwarranted complaints about our work, causing us to waste time reviewing translations unnecessarily.
To find new opportunities, increase revenue, or overcome market challenges (e.g., crises or saturation), freelancers can turn to diversification. Diversifying means offering the same service to new markets—for example, targeting clients in a different geographic area—or expanding the range of services offered. Of course, diversifying in any direction requires a fresh market study, a reassessment of the service, and a strategy for how it will be delivered (channels, pricing strategy, and whether external professionals will be involved).
When I first started working, I had a very—too—generic idea of my ideal client: someone—young or old, male or female, student or professional—wanting to learn or improve their English or Spanish. I diversified immediately and unintentionally after discovering a much more varied audience. It included not only the profiles I expected, but also students preparing for exams to study abroad, job interviews, or academic tasks like grammar or literature tests. I was also surprised to see how many professionals wanted to improve their English to meet evolving workplace demands.
When I opened the aforementioned translation agency, my goal once again was to expand my reach. In addition to teaching—now also online—I could offer translations into languages I didn’t speak, thanks to native-speaking professionals. More recently, after years of experience in private education at various levels, I’ve decided to enter the consulting world in areas that align with my professional background.
Diversifying can also mean partnering with other professionals who can either provide the same services—allowing us to take on projects we don’t have time for—or services outside our expertise, enabling us to expand into new markets. These collaborators become representatives of our business, and client satisfaction will ultimately depend on their work. For this reason, choosing your collaborators—or employees—is another matter that requires the utmost care.
When I opened Lingua Valley, I had to build a network of collaborators to help promote the business and deliver training and translation services. For promotion, we worked with a professional who built our website and boosted its search visibility through SEO techniques. Later, we turned to an agency for paid campaigns on social media and Google. Service delivery was more complex: we partnered with dozens of professionals capable of translating documents and teaching a wide range of languages. Due to the nature of our work and the translation industry, we had multiple professionals for each language, differing in availability, specialization, and rates.
Another important chapter is managing disputes. Any professional relationship can encounter issues that are not easy to handle. One of the most common for freelancers is payment—whether delayed or defaulted. Delayed payments cause cash flow issues and affect both professional and personal expenses. Defaulted payments require delicate handling. Of course, payments aren’t the only potential source of conflict in the freelancer–client relationship.
As mentioned, payment disputes are very common. In some cases, the only solution was hiring a lawyer. The client had disappeared and could not be contacted. In all other cases, resolution was possible through direct communication, especially when the relationship was long-standing. I’ve come to believe that due to the complex cash flows of some companies—often caused by unpaid receivables—delays are sometimes inevitable. However, that doesn’t mean the issue shouldn’t be handled properly and, if needed, in the appropriate legal setting.
Contracts may also include legal clauses that surprise freelancers. One of the most frequent is the non-compete clause. While legitimate in certain contexts—like employee relationships or franchise agreements—it’s more delicate in the freelance world. By nature, freelancers need to work with multiple clients. Otherwise, they wouldn’t benefit from the advantages of freelancing nor those of traditional employment.
I’ve encountered this situation a few times, though it never posed a major problem for me. Contracts would state that to enter into collaboration, I had to refrain from working with potential competitors. However, in the fields of education and translation—where I worked and still work—it’s inevitable to work with multiple entities that may compete with one another. After discussing this with clients, the clause was dropped. Still, this issue is common in some sectors.