‘Your business, your rules’: How Adrian Ashton turned setbacks into a 20-year legacy

Congratulations to our Adviser of the Month for April, Adrian Ashton, enterprise consultant.

When we think about business owners, we often picture bold risk-takers with big plans and bigger dreams. But Adrian’s journey breaks that mould. For 20 years, he’s run a successful consulting business – not because he dreamt of being his own boss, but because life threw him a curveball. And rather than crumble, he built something meaningful.

In our Adviser of the Month interview for April, Adrian shares how a series of unexpected events, personal values and a refusal to follow the rules shaped a business that’s helped countless others do the same.

You’ve been in business for 20 years. Did you always plan to become self-employed?

Not at all. I was always the person who wanted to be on a payroll – pension, sick pay, holiday leave, the whole lot. I was actually headhunted repeatedly early in my career, until one opportunity in the social enterprise space fell through after I had already moved my family up north and given up a stable job.

Suddenly, I was in a new town with no income, a newborn baby, and only a couple of weeks’ worth of savings. I could’ve sued them, but I didn’t want to start the next chapter of my life that way.

Instead, I hit the ground – literally – walking into enterprise agencies, the local chambers of commerce, libraries and networking events. Within a week, I’d been offered my first contract to run a social enterprise programme. The catch, though, was that I had to be self-employed.

I thought I’d try it temporarily. But then the calls kept coming. Over the years, more organisations offered contracts. It snowballed, but I never stopped looking for a ‘real’ job. I would get shortlisted and interviewed – but never offered the job. That’s how I ended up starting out on my own – out of necessity rather than ambition. I never wanted to run my own business.

Earlier this year, I turned 50. And I finally said: enough. I'm not chasing that dream anymore. I'm an unpaid carer now, and even I wouldn’t hire me given the flexibility I need.

So, I decided – it’s time to take my business seriously. I’m fully committing to making my business work intentionally.

What does that intentional shift look like?

Until now, I treated my business as a stopgap. But now I'm reviewing everything – my records, finances and client base. I’ve realised most of my work is around mentoring, coaching and training. So, I’m focusing on that and sharpening my messaging. I’m no longer saying, “I do a bit of everything.”

I help businesses bridge the gap between where they are and where they want to be by navigating systems and processes, impact measurement and legacy planning. I’ve been doing this for years; I just never framed it properly.

What kind of clients or issues do you find most fulfilling to work with?

Entrepreneurship is one of the worst things you can do for your physical and mental health. So why do we do it? For a chance at immortality – legacy. To know our business stood for something, even when we’re not around anymore.

More and more, business owners are talking to me about legacy. They’re not just chasing profit – they want to build something meaningful that lasts beyond them.

I help them wrestle with questions like: “What values drive me?” or “How do I pass on the ethos of this business when I step back?” It’s often stuff no one talks about, but we should.

I often bring up the example of Boots, the chemist. It started as a visionary, community-driven enterprise; the NHS of its day for easy, affordable access to medicine and healthcare. But over time, that vision got lost. How can modern founders prevent the same from happening?

Watch this webinar to discover how harnessing feelings of ‘impostorism’ can act as a superpower in your business:

You’ve written a book about impostor syndrome, which you describe as a superpower. Tell us more.

We’re told impostor syndrome is something to overcome, but what if it’s actually telling us something useful? It shows we care. It shows we’re aware of the stakes. Most advice is about overcoming it, but I say lean into it. It keeps you questioning and improving. It’s not a flaw. It’s your edge.

I explore that in my book, Loving your doubt,  and in one-minute videos on my YouTube channel. Turns out, lots of people find that framing helpful. I've had podcast hosts tell me those were their most downloaded episodes.

You also describe yourself as an 'untypical enterprise consultant'. What do you mean by that?

Business isn’t B2B or B2C, it’s H2H – human to human. I don’t wear suits, I build human-to-human relationships. I’ve been introduced as everything from a ‘pole-dancing lion tamer’ to a ‘tiger-striped chaise lounge with pink flamingo cushions’. I take that as a compliment.

I make business feel safe, human and even fun. For my business’s 20th anniversary, I’ve even made flushing a toilet part of my impact strategy. I twinned my office toilet via  https://toilettwinning.org/ with a school in Uganda. I wanted to use the milestone to create impact because that’s what I want my legacy to be – using even the smallest actions to do some good. Now, every time someone flushes a toilet, it supports sanitation infrastructure abroad.

Watch this webinar to find ways in which business owners/carers can positively disclose their circumstances to clients to mitigate the risk of losing work with them:

I came out about my role as an unpaid carer recently, and it has not dented my reputational business in the way that I thought it would. I never hide it, but I won't lie about it. And I will raise it with a client at the first point where it feels relevant to do so.

I tell clients upfront – if a medical emergency comes up, I might have to reschedule. But we’ll plan backup dates. That transparency builds trust, not fear. If anything, it's made me more trustworthy and meant clients have said we will be more supportive of you in how we work with you.

How did you get started with Enterprise Nation?

I started as a free member, and someone from the team asked nicely if I’d consider becoming an adviser to amplify my message. And because my parents taught me to say yes when people ask nicely, I did.

Since then, Enterprise Nation has featured my work, invited me to speak at events and helped me reach more people, especially those dealing with things like impostor syndrome or unpaid care. I’ll keep pitching webinars on the ‘taboo’ topics no one else wants to talk about.

Final thoughts for fellow business owners who may feel like they don’t fit the usual mould?

Challenge the rules. Talk about the tough stuff. Take your time to figure out what success really means to you – not to everyone else. I’ve taken 20 years to take my own advice and have never felt more clear.

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