The process of looking for a job is something most of us know all too well. It often involves endless hours scrolling through LinkedIn and job boards, filling out application after application, often with no response or the familiar “we’ve decided to move forward with other candidates” email. It’s a cycle of emotional highs and lows: the anticipation, the waiting, the hope after an interview, and sometimes the disappointment that follows. Recruitment these days is a bit of a challenge.

That’s why my experience with Northern Primrose stood out from the very beginning.

Finding the Right Fit

Interestingly, I found Northern Primrose through ChatGPT. I had a clear vision of what I was looking for: a Canadian company hiring virtual executive assistants, offering full-time employment. When Northern Primrose came up, I took the time to explore their website and I was immediately drawn in. Phrases like “our team is entirely virtual” and “no single person carries the entire load” resonated with me right away.

It felt aligned with what I was looking for, so I applied.

The Application Process

The application process was refreshingly straightforward. After applying, I heard back within just a few days with clear next steps and additional information about the role and company culture. What stood out most was the transparency. The insights they shared gave me a realistic preview of what it’s like to work at Northern Primrose.

That honesty made a difference. It helped me genuinely reflect on whether I was the right fit, not just whether I wanted the job.

The Recruitment Process

One word describes the recruitment process: efficient. From start to finish, it took about a week. The team was incredibly prompt and decisive, which made the experience smooth and stress-free. At no point was I left wondering where I stood or what the next step would be. In fact, I received the job offer during my final interview.

That level of clarity and speed is rare and very much appreciated. It showed that the team knew exactly what they were looking for and respected candidates’ time.

Onboarding Experience

The onboarding process has been equally impressive. It is structured, thoughtful, and well-organized. Even before my first day, everything was prepared. My work computer and materials were sent ahead of time, and the setup process was seamless. There was no guesswork, just log in and get started.

During my first week, all my training was clearly mapped out in ClickUp, broken down into manageable tasks. This made it easy to ease into the role without feeling overwhelmed. One of my favorite parts of onboarding has been the meet-and-greet sessions with the team. Having one-on-one conversations with everyone not only helped me feel welcomed but also gave me insight into their individual experiences at Northern Primrose. The openness and friendliness across the team made a strong impression.

I was also assigned a supervisor who has been incredibly supportive, guiding me through my first few weeks and ensuring I have everything I need to succeed. It’s clear that the company puts real effort into setting employees up for success from day one.

Opportunities for Improvement

Like any process, there’s always room to grow. One area for improvement is keeping onboarding materials and SOPs fully up to date. Since so much of the work relies on documented processes, ensuring they reflect current practices is essential for maintaining efficiency and clarity.

That said, this is something the team is already actively working on improving. That alone speaks volumes about their commitment to continuous improvement and feedback.

Final Thoughts

Three weeks in, I can confidently say that my experience has been very positive. What I appreciate most is the consistency between what was presented during the hiring process and what I’ve experienced so far. There was no overselling. just honesty. The company truly operates as a team, values systems, supports its employees, and encourages open communication and growth.

So far, it’s been exactly what I signed up for, and I’m excited to see how things continue to evolve. Interested in joining our team? Click here.

By Laetitia Bopda

Running a business shouldn’t feel like dragging a tractor through mud. If every week feels like a scramble, you’re not bad at what you do… you just don’t have enough structure holding things up. Most owners think ease comes from working fewer hours or hiring more people, but that’s not it. Real ease shows up when everyone knows what’s going on, where to find what they need, and what “done” actually looks like.

Ease isn’t luck. It’s built piece by piece. The way you organize the back end of your company matters more than most people want to admit. Here are five things that make running a business feel lighter and smoother.

Write the Playbooks

Playbooks are what keep your business standing when people come and go. They’re not fancy manuals. They’re the practical “how we do it here” written down somewhere everyone can find it.

When those steps and details live only in people’s heads, you end up repeating yourself and reinventing the wheel every time something changes. Write it out. Store it somewhere simple… ClickUp, SharePoint, whatever you actually use.

At Northern Primrose, we use nine core playbooks that cover leadership, finance, marketing, operations, culture, client experience, and the rest of the essentials. The goal isn’t to make your business robotic. It’s to make it reliable.

If a new person can read your playbooks and handle most of their job within two weeks, you’ve built something solid.

Use a Real Task Management System

You can’t manage chaos if you can’t see it. Sticky notes, inboxes, and mental lists don’t count. You need one central place for everything your team is working on.

ClickUp, Asana, Monday… doesn’t matter which one, as long as you stick to it. It should be the single source of truth. Everyone can see what’s happening, who owns it, and when it’s due. That visibility takes pressure off you and keeps people accountable.

Create templates for recurring work. Set clear rules for what goes where. When people actually use the system, things move faster. When they don’t, things fall apart.

If you’re constantly chasing updates, your task management isn’t set up right… or it’s not being used properly. Start there.

Get Serious About Communication

Ease isn’t about talking more. It’s about talking clearly.

Decide what tools you’ll use and why. Slack or Teams for quick conversations. Comments in ClickUp for anything tied to a task. Email for clients and official updates. Once everyone knows what goes where, the noise drops fast.

Also, stop expecting instant replies. Use async updates. Schedule short, predictable check-ins. Teach people to communicate with intent. Every unclear message costs you time. Every assumption costs you energy.

When communication is clean, the business feels calm.

Sort Out the Money Side

You can’t feel at ease if you’re blind to your numbers. Financial clarity isn’t about spreadsheets… it’s about rhythm.

Pick good tools. QuickBooks or Xero for bookkeeping, Plooto for payments, Hubdoc or Dext for receipts. Connect them so they actually talk to each other.

Then make it routine. Review invoices, expenses, and cash flow once a month. Add a recurring ClickUp reminder so you don’t “forget.” When you know your numbers, decisions get easier. You stop guessing and start leading.

Ease and financial clarity are the same thing.

Stop Doing Everything Yourself

The bigger your business gets, the more expensive your time becomes.

You can’t keep doing it all. Pay for good help. Bookkeeping, admin, operations, strategy… whatever drains you most. Cheap help usually costs more later because mistakes pile up.

Hiring real expertise gives you space to think again. You can focus on what matters instead of cleaning up chaos at midnight. Ease doesn’t come from micromanaging. It comes from trusting the right people and systems to handle things properly.

Final Thoughts

If running your business always feels heavy, you’re missing a system somewhere. Organization isn’t about control, it’s about breathing room. It’s what lets you stop fighting fires and start building something sustainable.

Playbooks create consistency. Task management gives visibility. Communication builds calm. Financial systems keep you steady. Paying for experts gives you your time back.

Ease isn’t something that just shows up one day. You build it… and when you do, everything runs smoother.

At Northern Primrose, this is the work we do. We help established entrepreneurs build the structure behind their success… playbooks, systems, and operational support that make growth actually feel good.

Want help getting organized?

Let’s talk. Click here to connect and see what offers we have that are right for your business.

Letting someone go is the hardest part of running a team—but sometimes, a bum just belongs on a different bus. In this post, we talk about how we handle offboarding at Northern Primrose with dignity, clarity, and a 24-step process that’s always evolving. We also unpack the role of feedback, why cultural fit matters, and why “I take feedback well” isn’t always true in practice.

At Northern Primrose, we’re in the business of building efficient, values-driven teams. We help businesses streamline, scale, and succeed—not just by putting bums in seats, but by making damn sure they’re in the right seat on the right bus.

But sometimes, despite our best efforts, we have to make one of the hardest decisions any company faces: letting someone go.

It’s never easy. In fact, it’s the toughest thing we do. Not because it’s awkward or uncomfortable (though it can be), but because we genuinely care. We don’t just see employees as names on a payroll or tasks in a project management system. We see them as people—with lives, dreams, and families. And when someone isn’t a fit, it’s not a failure. It’s a signal. A sign that this isn’t the right place for them, and continuing to force the fit does more harm than good—for everyone.

Let’s be real: culture matters.

At NP, we operate with a high level of autonomy, accountability, and trust. We expect people to take initiative, communicate clearly, and solve problems before they become fires. That’s not everyone’s jam, and that’s okay.

One of the biggest things we emphasize here is feedback. We give it often—clearly, constructively, and with the intent to help our team grow. And we don’t just drop it and walk away. We offer support, coaching, and guidance to help team members act on that feedback. But here’s the kicker: not everyone actually wants to hear it. Sure, everyone says they’re “great with feedback” on their job applications, but when it shows up in real time—when it’s uncomfortable, unexpected, or challenges their habits—that’s when we find out who really means it.

The ability to take feedback, reflect, and make changes is crucial in our environment. If that muscle isn’t there—or worse, if it’s met with defensiveness, excuses, or silence—it becomes a problem fast. And it tells us something important: this might not be the right environment for that person.

What isn’t okay is keeping someone in a role they’re not thriving in, hoping things will magically improve. That’s not fair to them, and it’s not fair to the team. The truth is, sometimes someone’s bum doesn’t just belong in a different seat—it belongs on an entirely different bus.

When that moment comes, we don’t slam the door and cut the cord. We offboard with dignity, clarity, and a process that’s been carefully developed—and is constantly evolving.

We have a 24-step checklist for employee offboarding.

Yes, twenty-four. Why? Because details matter. We want to make sure nothing slips through the cracks—from practical steps like revoking system access and retrieving company equipment, to making sure the departing team member is fully paid (including any vacation accruals) and knows exactly what to expect.

The offboarding process also includes steps that aren’t about logistics—they’re about respect. We send a formal notice with clear language. We offer space for questions. We communicate with the rest of the team appropriately, without blame or drama. We wrap things up in a way that protects the company and honours the person. That’s leadership.

And we’re not done yet. That checklist? It’s a living document. Every time we go through the offboarding process, we review it afterward. What worked? What was clunky? What could have been smoother? We’re constantly adding to it, refining it, and making it better—because each offboarding experience teaches us something new.

Letting someone go will never feel “easy”—and we’re okay with that. We should feel the weight of that responsibility. We’re not in the business of burning bridges. We’re in the business of building healthy, high-performing teams. And sometimes, that means making space for the right person by letting go of the wrong one—with respect, with care, and with zero regrets.

So if you ever find yourself on the other end of that decision with us, know this: you weren’t discarded. You were simply on the wrong bus—and we genuinely hope you find the one where your seat feels like it was built just for you.

Looking to join the Northern Primrose Team?

Fill out our career form HERE!

Days at Northern Primrose vary from VEA to VEA, however, our structure, vision and values are the same. We provide top-level administrative and operations support so our clients can focus on growing and scaling their businesses. We provide affordable solutions to clients who aren’t ready for full-time administrative support, but recognize that they need to delegate their administrative work in order to scale and grow.

As an Operations Strategist, it is my responsibility to ensure that clients’ operations are running smoothly, that junior executives are up-to-date on task details, and that we are efficient in delegation while offering solutions in a pinch.

My clients include Artists, Management Firms, Advertising Agencies, and family owned and operated businesses! Each of these clients are dear to me and we have built great relationships during my time at Northern Primrose.

Here is a snapshot of my typical day:

I operate out of Mountain Standard Time and my typical work day starts around 8:00am. But before that, I am a mom so I get up around…

6:45am: I get breakfast ready for my two children, I get them and myself ready for the day, I drop my kids off at daycare and then head back home to my home office where I wrap myself in my heated blanket and sign into work for the day;

8:00am-8:05am: Time to log in! A quick review of my email to check if clients have updated me on anything. I then send those tasks to ClickUp, our task management software, to tackle once I get into my clients’ accounts. I check in to Slack to see if there are any updates from the Northern Primrose team or if there are any questions about my client accounts from our junior executives.

8:05am-8:10am: Client #1, I do a quick check-in to their inbox – mostly spam emails.

8:10am-9:00am: Client #2, there’s nothing to action today from my Admin email. I check into the client’s email and file invoices. I run a purchase order report, update it, and send it to the client for their next scheduled meeting.

9:00am-9:10am: Client#3, I check in to their inbox and assign tasks to their team. A Slack message comes in from a junior executive who supports me on another account, so I review their message and hop into the client’s account to fix an error that occurred when running a report.

9:30am-10:15am: Client #2 and I meet for a 30 minute catch-up to discuss an upcoming project. After our meeting, I upload our Fathom recording to ClickUp, update and create new tasks that came from our meeting, and delegate them to junior assistants.

10:15am-11:00am: Client #4, I do a review of our client’s emails to ensure they are most up to date on their client correspondence. I update tasks and send a message to the client to let them know those updates and the next course of action.

11:00am-12:00pm: Client #5, I have a 30 minute meeting with my client then head into the account to complete my daily check-in tasks. I file invoices and upload them into their bookkeeping software for the accountant. I run out of time to create meeting note tasks and upload my Fathom recording to ClickUp, so I create a task for myself to do that tomorrow during the next check-in.

12:00pm-12:30pm: Lunch time!

A few Slack messages trickle in from the Northern Primrose team, so I review them and respond once I am back at my desk.

12:30pm-1:30pm: Client #6, I review my Admin email for updates, then schedule three meetings for my client and remove holds from their calendar. I send a new proposed meeting time-whoops! I sent the wrong time and date. It’s off to the NP Feedback doc for me; At Northern Primrose we share our ‘whoopsies’ in a document for the team to see. This document is reviewed and if there are consistencies between the team, we review some training in a team meeting!

1:30pm-2:00pm: Client #7, I review our Admin email for updates and check the client’s internal communication chat for any updates. It looks like we need to schedule a meeting. I create a task for the junior executive to tackle during their morning check-in tomorrow, and move into the clients inbox for an email review. I label their emails based on correspondence and file some receipts for their accountant.

2:00pm-2:05pm: Time to take a quick break and grab a snack!

2:05pm-2:30pm: Client #8, I check in to the client’s task management software and review emails. I assign emails to their team to action, file some health expense claims on their behalf and create a task for myself to check the status of the claims in a few dates so we can file the statement. I delegate tasks to junior executives to reach out to support for the client’s account as we lost access to one of their portals.

2:30pm-2:40pm: Client#2, I’m covering today for a coworker who would check in to the account at this time. I do a quick check-in to our Admin email and the client’s email; there are no action items so I complete the task and reassign them to my coworker to tackle tomorrow when they’re back online!

2:40pm-3:30pm: Client #9, I review our Admin email, confirm a meeting for the client, send out a calendar invite and update the client via Slack. I review tasks that are assigned to the client in their task management software. I start compiling a list of action items to the client on Slack, create follow up tasks in ClickUp, and delegate tasks to the junior virtual executive assistants.

3:30pm-4:30pm: Client NEW!, I attend a kickoff call for a new client who has just signed with Northern Primrose. This call was scheduled later than usual but the day and time is what worked for them. The timing is okay because I have to clock out early tomorrow to go to an appointment, so the eight hours I clock each day will even out! I quickly add their tasks and meeting notes to ClickUp to start actioning tomorrow and then confirm scheduled training sent from junior virtual executive assistant.

4:30pm-4:45pm: Client#3, I check in to their inbox and assign tasks to their team one more time before I clock out for the day.

4:45pm-4:50pm: Client #1, I do another quick check-in before I clock out for the day. It’s mostly spam emails but there is one voicemail! I review it and create a task for myself to call them back tomorrow because their timezone is 3 hours ahead of me and I want to call them during their business hours.

4:50pm-4:55pm: I do one last check of my inbox before I clock out for the day. I accept a few calendar invites and send tasks to ClickUp from client correspondence to work on tomorrow during their check-ins. I log out of Slack and clock out of QuickBooks Time, which is where we track our time.

That is what a typical day looks like for me! Some days may be scheduled with even more meetings, which means that client check-ins might be quicker and tasks will get pushed to the next day.

At Northern Primrose we block our calendars for our meetings and client check-in times so the Northern Primrose team can see where we are at at all times. This helps us determine when we can send team members messages on Slack, or when we can expect replies, especially if they are in meetings themselves! As a team, we meet once a week—every other week with our CEO, and on the alternate weeks without. We discuss our internal operations and issues collectively to get insight from the team.

Not to mention we get together once a month for a virtual happy hour where we play fun games and laugh at each other’s funny anecdotes.

Looking to join the Northern Primrose Team?

Fill out our career form HERE!

Working from home sounds like a dream, especially when you’re used to starting your workday extra early to get yourself ready, commuting to your workplace, and spending money on food.

I want to talk about the ups and downs of working from home. Sometimes working from home isn’t as glorified as it seems. It can become lonely, boring and distracting some days.

Take it from me – I’ve always wanted a work-from-home job because to me it meant lounging in my sweats, not worrying about putting makeup on, and saving money on gas and food. I work from home now and although those things still apply in my daily work life, I do miss talking to people in person, putting myself together for the day and working collaboratively with multiple people in one location.

But the most important thing for me? My mental health and having a routine.

On those no-meeting days it can be so easy to stay in your PJs, sit on the couch with your laptop and get up 10 minutes before you clock in for your day. Without structure and routine, I felt exhausted and non-productive in my personal life.

Here are some adjustments I made to improve my work-from-home environment that I want to share with you:

1. Set up a nice working space that makes you feel good and productive.
2. Eliminate contact with pets. As much as that pains me to say as a Cat Mom, those little buggers are so distracting!
3. Organize your personal calendar before your work day starts. Make sure to include time to get dressed, put some makeup on if you’d like, shower, etc. You will feel so productive before you clock-in for your day.
4. Schedule breaks in your calendar. Even if it’s for 5 minutes. Stand up, go for a walk, pet your animals, have a snack.
5. Turning off notifications at the end of your work day. As tempting as it is to see messages come in on your off time, and while your computer is right down the hall… you need to set those boundaries for yourself. Everyone needs a break, and most of the time things can wait until the next morning. As our kick ass CEO, Aspen Peggs, always says “We are not in the business of saving lives.”

Since I have implemented all of these key items to my daily work life, I feel a significant change in my mood, my energy and my productivity.

Now that I have set myself up for success, here are some things that I LOVE about working from home:

1. Saving money on gas.
2. Saving money on food. No Starbucks or buying myself lunch daily.
3. Being in a space that I have created for myself.
4. Saving money on clothes. I don’t need to buy a ton of different office pants. Hey, it’s not like you can see them in our meetings, right?
5. Being home. On my breaks, I love being productive around my house. This includes chores, cat snuggles and getting dinner prepped for when my husband comes home.

In conclusion, it’s important to consider all the factors in your daily life that can impact your work environment. While working from home may sound glorious, it’s crucial to recognize what you’re sacrificing and how different it is from the routine of going into an office every day.

Go beyond the bare minimum.

Always set yourself up for success.

Reach out to our team to learn more.

Northern Primrose started as just me—a solopreneur, accountable only to my clients. Fast forward five years, and while we still prioritize client feedback, we’ve expanded our approach. Now, we actively encourage our team to both give and receive feedback.

Feedback is essential for growth—whether between colleagues or between leadership and the team. Continuous improvement stems from continuous feedback. When these conversations flow easily, collaboration thrives, and that’s where the magic happens.

Building a Culture of Feedback vs. a Culture of Silence

Creating a feedback-driven culture—especially in a remote workplace—is a challenge. Too often people choose silence, hoping issues will resolve themselves, rather than facing the discomfort of addressing them directly.

But is there anything worse than walking into a meeting with your supervisor only to be blindsided by a laundry list of issues—some from a month ago? No. And the simple solution? Address the issue when it happens.

Feedback: Because ‘Mind Reading’ Wasn’t in the Job Description

We live and breathe by our company values: Integrity, Responsibility, Impact, and Embrace the Adventure. We hire by them. We fire by them. We talk about them often. And we use them as a framework for feedback.

When a team member isn’t acting in alignment with our values, we call it out—simply, plainly, and directly, but never with malice. Most of the time the person on the receiving end responds with, “Thank you for the feedback. I appreciate it.” And that’s it.

Rarely does an issue need to be addressed a second time. When it does, it usually signals a deeper problem—one that suggests the team member may not be the right fit for us. And that’s okay.

To encourage self-reflection we’ve implemented a simple system. Each month we create a new “feedback doc” in ClickUp. Every team member is responsible for logging their own mistakes—big or small. We then analyze these entries, identifying patterns that signal opportunities for additional training. Because even the basics deserve a refresher from time to time.

Feedback: Bridging the Gap Between ‘Hey Boss, Got a Sec?’ and ‘We Need to Talk’

Every meeting—whether a one-on-one or a performance review—includes the prompt: “Do you have any feedback for me?” This ensures that feedback flows in all directions, creating a safe space for open conversations.

Leaders ask for feedback. Team members ask for feedback. Everyone asks for feedback. And when we receive it, our job isn’t to make excuses. We accept it, act on it, and move forward.

Some of our best ideas have come from new hires—fresh perspectives that drive innovation. That’s why we welcome feedback, no matter who it comes from.

Creating a Safe Space for Feedback (Without Needing a Panic Button)

Feedback isn’t just about highlighting areas for improvement; it’s about building a stronger team where growth is encouraged, and every voice is heard. Trust and respect are the key ingredients that make feedback feel like a tool for progress, not a personal attack.

For feedback to be effective, team members must feel safe speaking up without fear of retribution. And when they do, they should be celebrated for it.

That’s why we have a “celebration channel” in Slack, where we highlight wins—including when someone suggests a better way of doing something. (Because we don’t believe in “If it ain’t broke, don’t fix it.”) This reinforces that every opinion is valued and helps leadership address issues before they become major problems.

Feedback is about improvement, not blame. So how do we make it work?

1. Feedback must be specific, actionable, and fair
2. It should never be personal, vague, or emotional
3. When receiving feedback, we listen, take accountability, and follow up to ensure change happens

It’s a simple yet powerful approach that leads to success.

Feedback is Great—But What Are We Supposed to Do With It?

Here’s an example: When a new team member joins us, they go through a week of self-led onboarding—completing courses, setting up workflows, and preparing to jump into client work.

Throughout the process they’re asked to keep notes on anything unclear or clunky. Their feedback then helps us refine the onboarding experience for the next hire.

Because here’s the truth: If you’re not acting on feedback, there’s no point in asking for it.

So stop wasting everyone’s time. Listen. Improve. And grow.

Reach out to our team to learn more.

To be honest, I never imagined being here. Heart failure at 45 was not something I saw coming. I gave up alcohol nearly seven years ago, don’t smoke, exercise regularly, and eat a balanced diet of good food. So having to talk about my end-of-life directives and what I wanted for a funeral wasn’t something I had prepared for.

For the past six months, I had been experiencing a racing heart and palpitations intermittently. I chalked it up to perimenopause and never got it checked. Usually, these episodes subsided within minutes. But on November 27th, as we were heading to bed, it happened again. This time, it didn’t go away.

I went to bed anyway, periodically checking my Apple Watch. It showed an unusually high heart rate for someone lying down. At one point, it indicated I was in AFIB. I thought, “How accurate are Apple Watches, really?” Turns out (according to one of the ER doctors), they’re very accurate.

We eliminated redundancies, cross-trained team members for seamless coverage, and even began shadowing sales calls to prepare for the unexpected. Little did I know how crucial that would be.