How do you successfully scale an author business? How do you delegate to your team as well as continue to research and write the books you love? With award-winning crime author, Rachel McLean.

In the intro, new Kindle devices [Amazon]; new European markets for Spotify audiobooks [Spotify]; customisable audio with Google NotebookLM;
Amazon Ads launches new AI tools for advertisers;
Enhancing Creativity with AI Tools [ALLi]; My Lessons Learned from 10 Million Downloads of the show; and Blood Vintage Kickstarter wrap-up.

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Rachel McLean is the award-winning author of the Dorset Crime series, as well as other crime books, and has now sold over 2 million copies.

You can listen above or on your favorite podcast app or read the notes and links below. Here are the highlights and the full transcript is below.

Show Notes

Making the decision to scale your author business
Hiring multiple freelancers with different skillsets
Money and lifestyle as a source of motivation
Writing with multiple co-authors and creating a small imprint
How to write what readers want to read
Moving your readers from KU to other platforms
Selling audiobooks direct using Shopify and BookFunnel
Using AI tools for location research
Publishing videos on socials to humanize your brand

You can find Rachel at RachelMcLean.com.

Transcript of Interview with Rachel McLean

Joanna: Rachel McLean is the award-winning author of the Dorset Crime series, as well as other crime books, and has now sold over 2 million copies. So welcome back to the show, Rachel.

Rachel: Thank you for having me.

Joanna: I'm excited to talk to you today. Now, you were last on the show in November 2022, and we talked about how you pivoted into crime fiction. So we're just going to jump straight into things today.

You started out with your Dorset Crime series, but you now have five series in total, and you work with multiple authors under your imprint, Ackroyd Publishing.

How has your business changed over the last few years?

Rachel: In some ways it hasn't changed that much, and in other ways, it's changed massively. So the core of my business, which is about writing crime books that readers want to read, I write in a very similar style. Obviously, my craft has developed over that time.

I'm really like doubling down on engaging with readers, I see that as actually, after the writing, my most important job because that's the thing that I can do, and my team can't do for me. So that hasn't really changed, apart from the fact that it is scaled because I've got so many more readers now.

In the sort of day-to-day management of my business, that has changed hugely. I've now got a team of seven people who work for me. They're all freelance. They each work a couple of days a week, and they do various roles.

I've got a publishing and production team, and they project manage all the books, do the cover design, pull all the files together, manage the editorial and so forth.

Then I've got a marketing team who help me run my shop and do advertising and data for me. I've got somebody who liaises with bookshops. I've got somebody who does AV work for me.

I've also got a number of co-authors who I work with now.

A lot of my books are co-authored with people who I've known for years and who I've been working with as part of my writing group for years. That enables me to sort of manage a bigger business, which takes up more of my time, while still producing more books now than I was able to produce without them.

Also, it's really good fun, particularly on the creative side when you're generating ideas for a new book or a new series, I get to work with other people.

So we'll go for a trip to the location that the book's going to be in, and we'll walk around, and we'll sit in cafes and things. We'll chat about what's going to be in the book, and we'll come up with ideas. It's really enjoyable.

Joanna: Oh, so many follow up questions. The first one I have is—and this is quite a personal thing for me, and also people listening—because I feel like what you have done is you have gone from being an author to essentially being the CEO of a much bigger business.

Like you said, you have seven people you're co-writing. So at some point, you made the decision, I am going to scale the size of my business and the income, obviously. You decided that there was something you wanted to do around running a bigger publishing company.

How did you make the decision to scale your business?

Obviously, it is a much bigger deal than, like me, I have not made that choice. It's something I come up against over and over again, and I always step back from. It's like I actually don't want a bigger business. So what was that moment, so other people listening might be able to figure that out for themselves?

Rachel: Yes, it's interesting because I always thought I didn't want a bigger business and I didn't want to manage people. I think that's because my experience of managing people in the past had been in huge organizations.

I worked for government agencies and all sorts where it was very process driven. You had to do performance management on a certain day, and you had to manage people in a certain way, and you and they didn't really have all that much freedom over what you did.

Whereas I'm finding that managing people within my own business is very different because A, I get to recruit them, and I get to find people who are a really good fit for my business and have got the skills that I need and skills often that I don't have.

Then B, I get to work with them in a way that works for us, and it's really flexible because we're such a small business. It's not like one person has a particular job title and th...