Balancing Passion and Profit

The Business Realities for IECs

When we talk about the biggest challenges IECs face, the spotlight usually falls on the emotional labor: guiding anxious families, supporting overwhelmed teens, and keeping up with a rapidly evolving admissions landscape. But there’s another dimension—quieter, less visible, but equally persistent—that causes real stress for many in our profession.

It’s the challenge of running a business.

A few weeks ago, I published a blog on the 5 Pain Points Experienced by IECs (link here). Today, I’m diving into the part of the work that so many like the least—but that I believe can be equally rewarding: the business side.

Whether you’re an established consultant or just starting out, you know that being an IEC means wearing two very different hats: that of a deeply caring advisor and adolescent cheerleader, and that of a business owner. And it’s the business side that too often goes unspoken—or at least under-supported.

We Didn’t Go Into This to Be Entrepreneurs

I’ve met more than 3,000 counselors and educators as they launched their educational consulting practices. Most came from schools, colleges, or parenting roles. Few arrived with MBAs or a passion for spreadsheets.

Our calling is to help students. But running a solo practice means taking on marketing, pricing, bookkeeping, scheduling, workflow management, data security, and, often, legal compliance.

It’s no wonder many consultants feel like accidental entrepreneurs—stumbling into business ownership without a roadmap.

The Income Rollercoaster

IEC work is seasonal, with new cohorts coming and going each year. That unpredictability can make business planning (and living off an IEC income) difficult. There are times when your phone won’t stop ringing—and others when it’s eerily quiet. Cash flow can be inconsistent, especially for those building their client base or relying on just one type of service.

Pricing also presents a particular challenge. How do you charge fairly for your time and expertise—especially in a field where "value" is often measured in emotional reassurance rather than tangible deliverables?

Many consultants underprice out of fear they’ll appear mercenary—or worse, drive away families who need help. Fortunately, some guidance comes from sources like the IECA State of the Profession Survey (due out later this summer) and College Planner Pro’s annual survey, though practices and communities vary widely.

Marketing: Necessary, But Uncomfortable

Let’s be honest—marketing doesn’t come naturally to most of us. We’re trained to listen, support, and guide—not to promote ourselves. But in a world where more families turn to Google before referrals, visibility matters.

Yet many IECs struggle to find a marketing strategy that feels authentic. Social media? Too performative. Paid ads? Too transactional. Even building and updating a website can feel like a task that’s always bumped to “later.”

I often advise new IECs that your best marketing happens through current and former client families—so regular outreach to them is key. As for social media, use it to engage and inform, not to brag. Let potential clients see you as an expert, not a self-promoter.

Scaling—or Staying Solo?

Some consultants reach a point where they want to scale—hire staff, expand services, or move beyond one-to-one advising. Others prefer to stay small and personal. Either path brings challenges.

Hiring help—whether administrative or educational—means managing others, developing workflows, and setting expectations. For some, that’s exciting. For others, it’s daunting—especially when your reputation is built on quality and trust. Growth also takes you further from the hands-on work that first drew you to this field.

Those who succeed in scaling often see expansion as a way to help more students without spreading themselves too thin.

Ten years ago, few training opportunities existed that focused on business growth and expansion. Fortunately, that’s changing.

The Time Crunch Is Real

Running a solo practice means doing everything: advising, emailing, scheduling, invoicing, researching, marketing, and following up. It’s no wonder many IECs find themselves working late into the night—especially during application season.

Without systems, boundaries, and support, burnout becomes a real risk. And yet, the very nature of our work—families in crisis, students in need—makes it hard to say no or step away.

I’ve long advocated that the first hire for a growing IEC firm should be administrative support. That might mean bringing on a non-IEC to handle scheduling, billing, and follow-ups—or leveraging new technologies to free you up to do what you love best.

You’re Not Alone

Here’s the good news: if any of this resonates, you’re not failing. You’re simply navigating the reality of IEC life. These business challenges aren’t a sign that you’re in the wrong field—they’re a signal that you’re doing something brave and complex: blending heart-driven service with the demands of entrepreneurship.

Over time, many IECs find their rhythm. They invest in tools that save time. They raise their fees to reflect their value. They build referral networks that reduce marketing pressure. Some join mastermind groups, find mentors, or collaborate with others to lighten the load.

Most importantly—as I’ve said in trainings for more than 20 years—it’s always best when new IECs begin to see their business not as something separate from their work, but as the foundation that makes the work possible.

A Final Word of Encouragement

You’re doing hard things. Things you didn’t get a degree for. Things you may never have imagined when you first sat down with that first student. And yet, here you are—advising, building, adapting, sustaining.

There’s no shame in finding the business side challenging. In fact, there’s wisdom in acknowledging it—and strength in seeking support.

Because when your business is healthy, your practice thrives. And that, in turn, means more students helped, more families served, and more of the impact that brought you to this profession in the first place.