The moment you know it’s time to scale your business – and how to do it right

Scaling a business is one of the most exciting and challenging phases in any entrepreneurial journey. For Judy Walter Isaacman, a member of the Entrepreneurs’ Organisation Cape Town (EO) and co-founder of Caffenu – a South African company that developed the world’s first cleaning pod for Nespresso-style coffee machines – the path to global success was anything but linear. It was a story defined by persistence, intuition and learning when to pivot with purpose.

From humble beginnings to global innovation

“When we started in 2013, we bootstrapped the business completely,” recalls Isaacman, “and scaling from nothing requires a lot of persistence and self-belief.”

In the early days, she and her co-founder (now husband) were lucky to get one phone call a week. They attended hundreds of networking events across Cape Town just to get the word out. “Those years were humbling,” she says. “There were moments when making payroll seemed impossible, and we often questioned how we would keep the business afloat. But what kept us going was our belief in the value of our product.”

That belief led to a breakthrough. While operating in the coffee rental space, the pair discovered a problem they hadn’t anticipated: Coffee machines needed effective cleaning and there were no suitable products locally available. “We couldn’t rent out our machines in the condition they were in,” Isaacman explains, “so, we created a solution – the world’s first cleaning pod for Nespresso-style machines.”

That innovation became the foundation of Caffenu, a brand that now reaches customers in more than 50 countries. “Once we validated the product-market fit,” she says, “scaling became less about survival and more about strategy.”

Scaling with intention

For Isaacman, the key to knowing when to scale lies in market intelligence and genuine demand. “Scaling for the sake of growth alone can be dangerous,” she notes, “but scaling with proof of demand and the confidence that comes from solving a real problem is what transforms a business into a sustainable brand.”

In Caffenu’s early growth phase, the team partnered with global distributors to expand into new markets. This approach allowed them to focus on product quality and manufacturing excellence. “At one stage, we were selling into 52 countries,” Isaacman says. “We attended nine international trade shows in one year, and these shows weren’t just about sales, they gave us valuable insights into how different markets perceived our brand.”

But eventually, the team realised that selling to ‘everyone and everywhere’ had its limits. “The real turning point came when we decided to take back full ownership of our brand internationally,” she explains. “We shifted from relying on distributors to managing key sales channels ourselves, especially online platforms like Amazon. That focus allowed us to scale more sustainably.”

She describes Caffenu’s growth as a two-phase journey: “Phase one was about experimenting, exploring and learning what resonated. Phase two was about applying those lessons, doubling down on what worked and sharpening our focus to drive meaningful, long-term growth.”

Empowerment through connection

A critical catalyst in Caffenu’s expansion came through EO, a global network of business leaders. “EO has been instrumental in the growth of our business,” Isaacman says.

Through EO, Caffenu connected with Secure Clear, a trade finance company that believed in their vision when traditional banks did not. “Their support allowed us to take over global distributorship ourselves, particularly in the United States, our biggest market. To serve it, we needed to hold eight months’ worth of inventory – a massive financial and operational undertaking. Without EO facilitating that connection, it would have been nearly impossible.”

Overcoming challenges

Caffenu’s scaling journey wasn’t without its hurdles. Regulatory restrictions in Germany forced the company to reformulate its products, a challenge that ultimately became an advantage. “We had to make our products more eco-friendly and market-relevant, which gave us a massive edge down the line,” Isaacman says.

Financing was another constant challenge, as was managing rapid team growth. Their team went from 12 to 45 people in less than two years and that required the business to establish new management structures while learning what to prioritise. Every obstacle taught them resilience and sharpened our focus.

Advice for entrepreneurs preparing to scale

Isaacman’s advice for entrepreneurs is clear: “Scaling isn’t a straight line. Anticipate setbacks, watch the market, listen to your customers, re-evaluate constantly and, most importantly, invest in yourself. Your business can only grow as much as you do.”

She also emphasises the power of community. “Peer support is invaluable. When you bring a challenge to a group, you get six different perspectives, each one rooted in experience. You can take elements from all of them to shape your own path forward.”