A few days ago, I had the extreme pleasure of connecting with Margot Pi. Margot is one of The Sensational Six, a POD group in Chad Nicely’s Entourage Mastermind. Each of the “six” has shown marked success as they coupled their unique abilities and insights with Nicely’s Letterman newsletter software, a part of his suite of transformative media tools.
Margot brings a rare mix of heart and structure to the world of entrepreneurship and marketing. With a background as both a trustee and structural change consultant, she’s spent years creating systems that don’t just solve problems, they unlock hidden potential. For her, marketing isn’t about chasing numbers; it’s about sharing value in ways that people can feel and act on.
Margot brings a rare balance of insight and structure to entrepreneurship. Her work shows that real growth begins when you understand the invisible systems shaping your results, and use them to create lasting change.
Margot stands out for her ability to merge clarity with compassion, turning structure into transformation. Through her work with Letterman, she’s shown how thoughtful systems and genuine human understanding can turn communication into connection, and marketing into meaningful impact.
In Entourage and through Letterman, Margot leans into her philosophy that true impact comes when content does more than inform. It inspires people to step into their highest possibilities.
Listen in below.
Carol: Margot, what first drew you into Chad Nicely’s Entourage, and what led you to start using Letterman?
Margot: I was drawn to Entourage because it wasn’t just about tools, but about community and practical systems that actually work. Letterman stood out as a way to consistently deliver value in a structured way. It gave me the means to amplify what I already wanted to do — help people see more of what’s possible for themselves.
Carol: Margot, you said you: “were drawn in by the sense of community and systems that work.” Was there a particular moment when you realized, ‘This isn’t just theory. This really works’?
Margot: Yes. During a workshop with professionals who believed their challenge was “poor communication.” Once we diagrammed the underlying structure, they saw that the real issue was a misalignment in decision rights. The energy shifted immediately: instead of blaming personalities, they could see the system. That moment when frustration turned into possibility showed me how powerful structural work is in practice.
Carol: As you’ve started putting Letterman into action, what’s been the most powerful or even surprising part of the experience for you?
Margot: The most powerful part has been how quickly people respond when your message is rooted in value. Letterman has given me the structure to focus on serving rather than selling. That shift has opened up deeper connections and more trust than I expected.
Carol: You mentioned that focusing on serving rather than selling opened deeper connections. Any moment or story you’d like to share here?
Margot: I once shared a simple framework on how to distinguish between oscillating and advancing structures. I wasn’t promoting anything — just offering a tool. Several participants later told me it changed how they approached career decisions and strategy. The follow-up conversations were deeper and more authentic because they felt genuinely helped, not pitched. That kind of connection is what builds long-term trust.
Carol: What do you feel you’ve brought to Letterman that helped you get results or set you apart?
Margot: I bring a focus on transformation. My content isn’t just about authority; it’s designed to remind people of their own power to create and grow. That structural and human-centered approach makes the marketing feel like guidance, not just promotion.
Carol: That is potent: “reminding people of their own power.” Care to expand? Was there a specific creative or interplay, document that sparked that?
Margot: Yes. I developed a one-page structural map showing how repeating patterns form in professional lives, whether in career stalls, leadership struggles, or organizational change. People immediately recognized themselves in it. The feedback I heard most often was, “I finally understand why this keeps happening.” That recognition gave them back a sense of agency. Sometimes the greatest gift is simply showing someone the map of the terrain they’ve been walking blind.
Carol: Subscriber growth is a huge part of Letterman’s success. Outside of Facebook, what have you tried, or are you exploring, to bring in subscribers? How is your approach different from what others are doing?
Margot: I’ve been building through LinkedIn and professional networks where people are already seeking growth and transformation. My approach is quality over volume. I want aligned subscribers who are ready to maximize their potential, not just big numbers. That’s helped me create a more loyal and engaged base.
Carol: I love your “quality over volume” approach. Have you noticed a difference in how those aligned subscribers engage with you compared to a broader list?
Margot: Absolutely. Aligned subscribers engage with a sense of purpose. They ask sharper questions, apply the frameworks, and often share their results. The broader list might enjoy the content, but the aligned group lives it. That difference is profound: one is consumption, the other is transformation.
Carol: What drives your passion for entrepreneurship, and how does that show up in your work day to day?
Margot: Entrepreneurship is the most creative act. It allows me to take an idea that can help others and shape it into something real and scalable. I’m driven by the chance to share value and watch people unlock their potential. At the heart of it, my work is about lifting others so they can create the lives they want.
Carol: You called entrepreneurship “the most creative act.” Is there a project or moment that really showed you the creative power of entrepreneurship in your own journey?
Margot: Designing a structural coaching program from scratch was that moment. I started with a single idea: helping professionals identify hidden patterns shaping their results. From there, I built tools, exercises, and systems that others could use to shift their outcomes. Watching people move from stuck to advancing — and knowing it came from something I created — showed me just how generative entrepreneurship can be.
Carol: Margot, can you share a creative twist or strategy you’ve tried, whether with Letterman or your business, that really made a difference?
Margot: I reframed marketing as service. Instead of asking how I could get subscribers, I asked what insight I could share today that might genuinely change someone’s trajectory. That shift not only grew my audience but built much deeper trust.
Carol: When you reframed marketing as service, what was the insight if you wouldn’t mind sharing?
Margot: The insight was: “People don’t fail because they’re weak; they get trapped in structures they can’t see.” Sharing that truth, and the methods to identify and change those structures, became the service. Once I shifted from persuading to equipping, the response changed dramatically. Professionals engaged because the content spoke directly to their lived challenges.
Carol: If you could give one piece of advice to avoid the most common mistake with Letterman, what would that be?”
Margot: Use Letterman as a bridge, not just a megaphone. Focus on sharing value, what your audience most needs to hear to move forward. When you serve first, growth and credibility follow naturally.
Carol: If you could give a brand-new Letterman user just one simple step to put “service first” into practice, what would it be?
Margot: Share one structural distinction that can immediately change how someone sees their situation. Even a short explanation of “why this keeps happening” can spark a breakthrough. When your message creates clarity, you’ve already served — and credibility follows naturally.
Systems only matter when they help people grow — that’s the beauty of Letterman.
To reach Margot directly: margot@instilldy.com
