Grace Beverley: How To Build A Multi-Million Pound Empire At 24 | E69

Grace’s first venture started as monetizing free fitness content via simple e-books while she was interning at IBM. Revenue was initially just residual extra income, with no grand vision to “take on an industry.” Only after repeated small tests, some failed products (T-shirts, notebooks, etc.), and accumulated confidence did Shreddy and Tala emerge as serious brands. Actionable point: validate ideas cheaply and gradually, and view early projects as learning tools rather than final destinations.

Her ‘most praised’ period—launching Tala a month before Oxford finals while writing 40,000 words and sitting multiple exams—was, in her words, “the worst decision I’ve ever made.” She was publicly celebrated for grinding through nights, but privately recognized it as unproductive, dangerous, and a fast track to burnout. Actionable point: distinguish between looking hardworking (announceable effort) and actually being effective; stop using self-destruction as proof of commitment.

Grace ignored mounting psychological distress from a traumatic event until it manifested as seizures and hospitalization due to PTSD. She admits she only took it seriously once it became visible and “physical,” despite being a vocal advocate for mental health for others. Actionable point: treat early signs—chronic anxiety, emotional numbness, exhaustion, compulsive overwork—as legitimate triggers for intervention (therapy, time off, structural changes) instead of waiting for a breakdown.

She pushes back against both extremes: glamorizing 24/7 grind and pretending success can be achieved through ‘face masks and self-care’ alone. She now constructs weeks that allow her to be CEO of two companies and maintain her own work, while fiercely protecting weekends and recognizing that rest is sometimes the most productive choice. Actionable point: define your own sustainable baseline—when sprints are necessary, when they’re self-inflicted ego plays—and plan recovery as part of your productivity system.

Initially fearful and validating herself by “being involved in everything,” Grace learned that insisting on touching every process (including finance she barely understood) capped the scale of the business at one person—her. Hiring senior talent (ex-Sweaty Betty head of product, etc.) and empowering them to be ‘founders’ of their domains unlocked growth, even though it meant relinquishing visible credit. Actionable point: audit where you’re still involved out of insecurity rather than necessity, and consciously redesign your role around what only you can do.