Kaeli Lindholm Consulting

Kaeli Lindholm Consulting Business strategist, transformational brand curator, and leadership expert helping Aesthetic businesses

08/10/2026

If you feel more confident treating a patient than you do reading a P&L, leading a team, or making a strategic business decision… you’re not alone.

You spent years becoming exceptional at your clinical craft. You were trained to assess, diagnose, treat, and deliver incredible outcomes. But somewhere along the way, you became a business owner, and most of you were never actually taught how to do that part.

So of course there’s a competency gap.

The good news is, business is a skill set. And I believe becoming a student of your business may be one of the greatest investments you ever make in your clinical career.

Because when you understand your numbers, know how to lead people, build stronger systems, and make decisions with confidence, it changes more than your P&L.

It gives you the resources to hire better people, invest in better technology, create a better patient experience, and ultimately become an even better clinician.

Your clinical expertise may have gotten you here. Your business competency will determine where you’re able to go next.

Watch the full training on Business on Top Podcast

Prior to founding KLC, I was a director for the world’s largest aesthetic medical services company. I remember sitting i...
08/07/2026

Prior to founding KLC, I was a director for the world’s largest aesthetic medical services company. I remember sitting in a leadership meeting with executives around the table, excited to contribute an idea.

Before I could finish my thought, my boss looked at me and said, “You can speak when it’s your turn.”

I don’t think he realized how much that moment would stay with me… it wasn’t just embarrassing. It taught me what leadership feels like when people don’t believe their voice matters.

I promised myself that if I ever had the opportunity to build my own company, no one on my team would ever feel that way.

Today, I still believe one of the greatest responsibilities of a leader isn’t to have all the answers. It’s to create an environment where people feel safe enough to bring theirs.

That’s also why I think so many founders are chasing the wrong goal.

If building a bigger business requires you to become smaller… quieter… more exhausted… or less like yourself… then we’ve misunderstood what success is.

The goal isn’t just to build a bigger and “louder” business. It’s to build a business that allows everyone in it, including you, to become more of who they’re capable of being.

Xo, Kaeli

08/06/2026

I’m Kaeli! I help ambitious women in aesthetics and wellness stop playing small and start building empires. That means developing the leader, not just handing you a strategy and hoping you execute it.

If you’re new here: welcome. If you’ve been around a while: thanks for growing with me.

08/05/2026

We have a funny way of telling ourselves we’ll focus on the business after summer.

Then fall arrives.

Calendars fill up.

The holiday rush begins.

And suddenly, another year has passed without building the leadership, systems, and business foundations we know we need.

Here’s what I’ve learned after a decade of coaching aesthetic founders: businesses don’t change because the calendar turns to January. They change because leaders make different decisions long before it does.

If you’re ready to head into 2027 with greater confidence, stronger business acumen, and a clear framework for growth, I’d love to have you join our founding cohort of Aesthetic Business School.

We begin tomorrow.

One decision today could change the trajectory of next year.

Link in bio.

08/04/2026

Your first “big year” can be dangerous if you think growth always means adding more.

Once your business becomes viable and momentum has been created, your role as a leader starts to change. You’re no longer just focused on creating momentum, you’re responsible for protecting it.

That means pruning what’s no longer working, removing unnecessary complexity, reallocating resources, and eliminating friction that’s slowing your growth.

Sometimes that means cutting a product line or letting go of a team member who isn’t the right fit.

Growth isn’t always about “adding”.

Sometimes the smartest thing you can do for your business is create space for what’s already working.

Listen to this week’s episode of Business on Top Podcast for the full conversation on what it takes to lead your business through its next stage of growth.

Comment “stages” for a link to watch the full YouTube video training

08/03/2026

A client of ours recently walked into a bank to secure financing for her new practice.

Three men were waiting.

She asked, “Are we ready to get started?”

The bank president replied, “We’re just waiting for the doctor.”

She smiled and said, “I am the doctor.”

That story didn’t surprise me.
I’ve spent the last decade watching incredibly accomplished women underestimate themselves in business while building million-dollar companies.

They’ve hired teams, negotiated leases, built brands people trust, created demand, solved impossible problems, and made thousands of decisions that shaped the future of their businesses.

That’s business.

Somewhere along the way, too many women were led to believe business is reserved for people with MBAs, finance degrees, or corporate careers.
It isn’t.

Business is a skill. One that can be learned just like any other.

You don’t need someone to make business sound more complicated. You need someone who can teach it the way it’s actually lived inside an aesthetic practice.

Women have never been less capable in business.

We’ve simply been underestimated.
Not anymore.

Comment “ABS” for a link to learn more.

Kinda chic to be the boss.
08/03/2026

Kinda chic to be the boss.

One of the biggest lies founders tell themselves is, “I should be able to handle this.”One of our clients was working ne...
08/01/2026

One of the biggest lies founders tell themselves is, “I should be able to handle this.”

One of our clients was working nearly 80 hours a week. When we took the time to map out everything she was responsible for, she wasn’t doing one job.

She was doing fourteen.

CEO.
Provider.
HR.
Recruiter.
Marketing director.
Sales manager.
Operations.
Finance.
IT.
Customer service.
Purchasing.
Trainer.
Project manager.
Janitor.

Then she told me she felt guilty for not being “more productive.”

We have somehow convinced high-performing women that if they’re overwhelmed, they need better time management instead of questioning why they’re carrying the work of an entire executive team.

No calendar is fixing that.. it’s time for a new operating system.

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