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Revenue Is Growing But You're Still Broke? Here's Why. · The High Ground

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You can be the busiest person that you've ever
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been and have less in the bank than you did a
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year ago. Everyone's flat out, the calendar looks
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full, the top line looks great, yet there's no
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money. If you're working harder than ever and
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can't figure out where the money's going, this
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episode is for you. Today we're breaking down
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why businesses stay broke. where the money leaks
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and how you can get paid more for the work that
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you're already doing. Over 90 % of people watching
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this podcast aren't actually subscribed and we
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release conversations like this every single
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week. So make sure you hit that subscribe button
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down below and follow along for the journey.
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So you're busy but you're not making any money
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and this happens a lot more than you would probably
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expect and probably over 90 % of businesses will
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be in this situation and there's a few reasons
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for that. one thing we see is now this is a bit
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contradictory because obviously we build revenue
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systems but it's chasing revenue and then not
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the profit and we see this with our clients that
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we've worked with before where they start to
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get that revenue and you know it's going three
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million and then it's almost like a carrot's
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dangled in front of their face and then they
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start buying you know the Maseratis the unnecessary
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expenses the um the jet skis all that sort of
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stuff and then they're not actually making any
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profit from you know the money that they're bringing
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in because their expenses are matching the revenue
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almost so they're stuck in the same position
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going ah I'm generating all this revenue where's
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the money well but this this is why this happens
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with every business right you know even at the
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end of the month sometimes or end of the quarter
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when you're doing your books and things that's
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even if this the some of the some of the people
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in the business are also doing the books that's
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not outsourced is you know by the time you pay
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all the other expenses like the pass and the
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employee stuff and everything else there's very
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little left in terms of profit now generally
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what happens when you drop when you want to grow
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and scale revenue which ultimately is what you
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need to do in order to get the profit in the
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first place is You need to generally need to
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either build your team so that you can service
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the customers. probably need to invest in more
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technology and ultimately you should be investing
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in a proper governed revenue system which will
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allow you to work more efficiently and actually
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see more of that profit at the end of the day
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but this whole thing about the revenue versus
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the profit like you know profit sanity and revenue
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sort of business and you know you shouldn't be
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chasing revenue of course you should be chasing
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revenue because Without revenue, there's no profit.
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So the more profit you get, businesses just need
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to understand that once you start to grow your
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business, that doesn't give you a green card
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for to automatically start spending that money
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when it comes in. When it comes in, you need
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to account for more costs. More team members,
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more marketing, more software. And you've got
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to remember that. Say, for instance, you've got
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a company spending a million a year with a revenue
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of, say, one million, two million, three million.
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Say they're spending 10 % of that on marketing,
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for instance. By the time they get to go from
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one million to three million, they've actually
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tripled their expense there. So they just need
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to make sure that they understand that growing
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and driving revenue is all great and fantastic
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when you think you're going to, this year we're
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doing 1 million, next year we're doing 3 million,
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next year after that we expect to do 6 million,
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etc, etc. You need to understand that you will
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ultimately have more costs within that growth
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that you need to account for. So don't go and
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buy the brand new Maserati and things like that
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right away because that and all these other things...
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like buying the best of everything when you're
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still growing rather than it being more a predictable
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kind of growth is probably the wrong thing to
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be doing. And when we first started doing our
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revenue systems, just to give you an example,
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we worked with a client, we doubled his revenue,
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he moved into a commercial property, he ended
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up bringing in a lot more team members to help
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get... you know get more stuff done and also
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wanted to obviously pay himself more you get
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he you get into that place um and you still need
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to invest in growth marketing when you get to
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there just because you've got to there doesn't
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mean you stop and the first thing that got cut
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was the marketing so obviously that put a negative
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dent into everything and where he is at the moment
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The thing with any business is, you know, when
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they're struggling for cash flow, the first thing
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you just cut is marketing. But ultimately, marketing
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is the one lifeline that actually helps drive
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revenue. Because without marketing and advertising,
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you know, then there's generally no customers.
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So if there's no customers, you've not already
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built a big brand, and you've got loads of customers
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with predictable income, then obviously, if you
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cut marketing, you know, it's like trying to
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stop your watch to save time. Time is going to
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still continue, you know. it's just the wrong
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thing to be doing and i think people need to
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actually start start looking at things a bit
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more strategically rather than and actually long
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term because if people if businesses started
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to look at things more on a long -term basis
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they can actually see where things are becoming
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and especially when you've got a revenue system
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in this and your revenue is becoming more predictable
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your sales are becoming more predictable and
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there's more alignment in your in your business
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just the systems actually starting to do the
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work for you uh you should then essentially be
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able to save time you should be able to save
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money they should have less fragmentation less
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tools to pay for i mean some of the some of the
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The clients that we've worked with, Chloe, spending
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three, five, six grand a month on tools they're
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not even using. It just absolutely boggles my
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mind. But there you go. That's the way that a
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lot of businesses are at the moment. But at the
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end of the day, you still need to be driving
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revenue for your business because without the
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revenue, there is no profit. And the next one
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that follows on from this is underpricing and
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not even knowing it. Most people, when they get
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into business, they charge... too little um in
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a sense to try and prove themselves and then
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when you get to a certain stage where you've
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proved yourself it's kind of like oh I don't
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want to like you know I've been doing this price
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for so long that I'm scared to change it I'm
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scared to for people to say no to me you know
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I'm scared that's going to be too high and that
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fear really kicks in but it is what will make
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the difference between you making revenue and
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you just having a really high paying job well
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the thing is you need to understand your own
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worth and the value that you bring to the table
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at the end of the day. I mean, I look at what
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we deliver. We deliver a full end -to -end governed
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revenue system. With that, we provide the revenue
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team to actually set it up and run it. And then
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you've got the leadership as well. I mean, even
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leadership itself, you know, for to get us just
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a CMO and who only provides the direction for
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your business, you know, marketing. director
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or whatever you want to call it in your industry
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you know you're talking 20 grand a month or 15,
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20, 30 grand a month at least and all they're
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actually doing is setting the direction based
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on their experience, their qualifications and
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understanding of the market and ability to research
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and things but things still need to be executed
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and those things need to be executed on tools
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and other uh sas applications and things and
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this is where that fragmentation ends up coming
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in but at the end of the day you need to understand
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and know your worth so if you take for instance
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what i've just explained what we do and our uh
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an investment with us as it starts at 10 000
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a month um then what basically happens for there
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is depending on how much um involvement we have
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then that obviously increases and that might
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sound like a lot of money to someone that's not
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got um you know a big team or a small business
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and things like that and that's fine for you
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to think that but you need to understand your
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own worth and you've got to remember that you
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know the value that we're bringing to the table
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uh is probably the most value i've seen any business
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out there bringing to any table which includes
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all the integrated platform the revenue team
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and the leadership it's almost like mini business
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in itself but we understand the value that we
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provide you know i mean most our clients for
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instance are driving over 100 % profit within
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the first 12 months of working with us. So going
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from, say, 1 .2 to 3 million, 1 .6 to 3 .6 million.
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I mean, that's a big difference in revenue there,
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especially since most businesses expected or
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try and look to grow 20 % every year. It's crazy.
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So we understand the value and you need to understand
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the value you bring and be confident with your
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pricing structure. And what will happen as well
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is when you do increase your prices, um you will
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lose some of your customers but the chances are
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you'll lose the customers that are taking up
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most of your time those nightmare customers that
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sometimes take three weeks to pay their invoice
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and this kind of thing and then what will happen
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is because you've increased your prices the perceived
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value of that service has probably gone up as
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well so what that will do is that will attract
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people that can't afford that your services and
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tools you know so always understand your value
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know that when you do increase your prices you
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will ultimately lose probably the bad customers
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but you'll also gain better ones the thing when
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you up your prices though is you lose the clients
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that didn't value what you do they were just
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with you because you were cheap and then you
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end up making up that money so you end up having
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less customers but either the same amount of
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money or more money which is ultimately what
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you want because you have less headaches and
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time as well yeah and when you're setting your
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prices it's not just about this is how long it
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took um so i'll just charge that on hourly rate
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or something you know it's you've maybe spent
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like 20 years for example in this industry you
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know this extensively you've done your research
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you're continuing to advance yourself month on
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month you know you believe that you're the best
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in the business so your pricing needs to reflect
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that otherwise you will just end up with a high
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paying job which is not what you want and I'll
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tell you something else actually while we're
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talking about this is and this has actually came
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up quite a few times throughout the years for
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with the businesses I've run and that's actually
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um when a client you know you go to a client
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you provide a quote the quote say 20 000 for
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a website or whatever it is what they do is come
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back and they ask you for a line item of what
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is everything within that that's not how it works
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right that's just not how it should and if you
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do that the chances are you're giving your your
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customers opportunity for to either try and get
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the cheaper nitpick things i've probably got
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a nightmare customer and then what happened is
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i started to compare you to wee joe in the corner
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does SEO for $50 an hour rather than five grand
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a month, et cetera, et cetera. And then, you
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know, it's just crazy. So if you're going in
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a big quote and someone's asking you for line
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items, just reply back to them, look, that's
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the quote. I'm not breaking things down because
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when you start to break things down, you know,
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they start to compare, they start to look to
12:10
see where they can save money and they're then
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not valuing your expertise, as you say. Yeah.
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And we've had a client say that we're more expensive
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than the others out there. And it wasn't necessarily
12:21
that. It was because he was getting a discount
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for the service. So it was like, you know. And
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we don't do discounts, by the way, just so you're
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clear. That was a... probably another another
12:34
podcast to be honest um but yeah yeah this is
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absolutely crazy but the thing is what they do
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is compare you to from apples to pears and this
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goes back to the whole positioning of the business
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you know if you say that you're a marketing agency
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then they're going to compare you to every other
12:50
marketing agency out there even the ones that
12:52
are you know not even an agency but just a one
12:55
-man band who are outsourcing to someone in the
12:57
philippines for 15 or 10 an hour um You know,
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so the position in your business is the right
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thing to do. Yeah. And following on from that
13:09
is saying yes to every man and their dog. When
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money's tight, it's so easy to just say, oh yeah,
13:16
I'll do that for a grand or, you know, I'll do
13:18
this for you. But it will come to bite you in
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the ass in time, focus, stress. You know, that
13:26
cheap demanding one -off client is... will just
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eat away at everything that you have. You see,
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the thing is, I mean, this goes back to the position
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I was just talking about. You need to position
13:36
your business where you are providing value so
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that you understand what your business is, who
13:42
your ICP and your buyer personas are, what bracket
13:48
do they fit in in terms of the investment required
13:51
for your type of business, understanding your
13:54
own value. But positioning here is absolutely
13:58
essential. You know, we've been in this position
14:00
as well, not so much because we're struggling
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for money, but just because we wanted to do everything
14:04
for our customers, which we do within the remap.
14:08
But our problem was that we were, you know, a
14:11
client or a friend would come to us and say,
14:14
oh, I've got this business and I want some help.
14:15
And we could go, yeah, we can help you because
14:18
we can help you. And it was that side of us being
14:21
so nice and helping and... wanting to have that
14:26
positive effect because obviously we can double
14:29
your revenue in that month but the challenge
14:32
was they didn't want to invest they didn't have
14:34
the money to invest or they didn't you know see
14:37
the value because they've been with other marketing
14:39
agencies and they've spent five six grand and
14:43
had no return from them because what they've
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wanted in their head is a revenue system without
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even noticing a revenue system. They've gone
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to a marketing agency. The marketing agency has
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said, oh, yep, here's a website. And they've
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got a website and they're still in the same position
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because a website does not move the needle. Well,
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this is the thing. Well, it can move the needle
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as long as it's part of a bigger system. Yes.
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At the end of the day, I mean, you tend to find
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that... businesses like really small micro businesses
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can't afford to pay 10 grand a month and we had
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you know a 20 grand sale fee you know that kind
15:20
of stuff for this system which could ultimately
15:22
change the trajectory of their life um because
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they need to work with what they've got at the
15:28
moment and again this all goes back to the whole
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position and understanding who your target market
15:34
is as well um rather than the trying to offer
15:39
something to someone that can't afford that for
15:42
instance and that's exactly the position we're
15:44
in at the moment where you know when we've rebranded
15:47
from Adonis Media which was more a kind of tactical
15:50
agency and with a lot of emphasis on technology
15:54
and things because we were already moving towards
15:56
this systemized type of revenue governed revenue
15:59
system and So we've went from, you know, offering
16:02
services, you know, $200 a month and three grand
16:06
a month and to going in and saying, well, it
16:09
starts at 10 grand a month now, you know, so
16:11
that type of client just can't afford that anymore.
16:16
And that's why we've repositioned and we know
16:19
that the type of clients that we are now going
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after are not the clients that we previously.
16:25
went after and to give you another example i
16:28
mean one of those clients contacted us a couple
16:30
of weeks ago looking to do paid ads and and the
16:34
investment from them I think he fell off his
16:38
chair, really because of the industry that he
16:42
was in. He needed to compete with some national
16:45
businesses, which meant his ad spend would need
16:49
to be increased in order to make sure he was
16:52
competing properly, but also in order to make
16:55
sure that he's getting the best. the biggest
16:57
bang for his buck that needs to be managed pretty
17:00
much on a daily basis so when he got there you
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know i mean we're obviously basing costs now
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on how we are now positioned because we know
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with after 24 years in this business what it
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takes for to actually run those type of accounts
17:13
you know it just never came back to us because
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it's just too much it's just too much for them
17:18
um so they're in that kind of position where
17:20
you know Where normally we would have said, oh,
17:23
you know, we'll give you a wee discount because
17:25
you've been a client for X amount of years. And
17:27
we can't do that anymore, you know, because we're
17:29
just not going to grow ourselves. And neither
17:31
will any other business if they act like that.
17:34
You need to know your worth and stop saying yes
17:37
to everything. Because when you stop saying yes
17:39
to everything that comes along, the stuff that
17:42
you want to work on, the stuff that actually
17:43
brings, makes more value or provides more value
17:47
to your clients and brings in more money is where
17:49
you can focus. So where is your money leaking?
17:53
This is one thing that we see clients come to
17:55
us and they're like, I need more leads. And it's
17:57
not the fact that they need more leads. And we
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did a podcast on this last week. So if you haven't
18:01
watched it, go and watch it. Yeah, they'll say
18:03
we need more leads, but then they're only converting
18:05
10 % of the 400 you're sending. So, you know,
18:09
there's a problem there within the sales process.
18:11
And so the first thing is, you know, the delivery
18:14
costs more than you think. And that quote assumes
18:17
the job will go smoothly and things come up and,
18:20
you know, things need rework. The scope gets
18:23
larger, you know, but none of it ends up showing
18:26
up on the invoice. And that eats into your margin.
18:28
It eats into your time. It eats into your stress.
18:32
Again, this goes back again to understanding
18:35
your positioning and making sure your business
18:38
is set up properly from the beginning. I have
18:40
been one of the worst people to do this because...
18:46
In my mind, I know how technology works. I've
18:51
been a software engineer myself. I build software.
18:54
That's why we've now got a BB growth platform
18:57
because I built it from the ground up. You know,
19:00
generally, you know, I'd be like, oh, that should
19:02
take about maybe, you know, five, ten minutes
19:04
to do. But then what happens is it takes like
19:06
three or four hours. And then when you go to
19:09
present it to the customer, they come back and
19:12
they want all these other changes, which choose
19:14
up another three hours. And then before you know
19:16
it, it's actually taking you three or four days
19:17
to deliver something you said would be delivered
19:20
in ten minutes. understanding how thing how you
19:23
actually how your delivery goes and making sure
19:27
that you account for the for the extra time that
19:30
might that might you know occur and that includes
19:33
everything doesn't matter what you're actually
19:35
doing that that covers everything yeah next one
19:39
is that you're the bottleneck and we see this
19:41
a lot in founders um when you first start in
19:44
a business and you're in the early stages you
19:46
know you're kind of doing whatever you can to
19:49
make things work you're learning off people off
19:52
YouTube you're learning off people off you know
19:55
Udemy you're doing all these things just to make
19:59
it work once you get to that middle stage and
20:01
I posted a LinkedIn post about this other day
20:03
once you get to that middle stage the founder
20:06
tends to be the bottleneck because they know
20:08
the business the best they know how it runs they
20:11
know how to convert customers and that is what's
20:14
going to cost you the most is because the founder
20:16
can't you know see 10 people in the same hour
20:19
so you need to remove yourself from the business
20:23
and start teaching the people that are coming
20:26
in i've got a perfect example for them i mean
20:28
again that's just like you just spoke about me
20:31
i mean for the past like 22 years before we started
20:35
working together things you know it was essentially
20:37
just me and a few other people that came to help
20:40
me because that's exactly how i felt you know
20:43
and i was i was working long hours and making
20:45
good money you know uh driving new cars and all
20:48
the rest there um but didn't really see it like
20:52
I never ever thought there'd be anybody else
20:54
that could do something better than what I could
20:56
do it and now that we've got a team of people
20:58
ourselves and you know they're taking things
21:01
off my plate and we're getting we're just getting
21:03
on with so much more and advancing so quickly
21:07
it's like wow it's amazing you know so up until
21:10
like a couple years ago I was you know I was
21:12
under the illusion that you know we need to keep
21:14
keep the business small just keep it within us
21:18
now after having after start starting to grow
21:21
the team i'm wanting specialists in for to you
21:25
know run the paid ads run the socials do the
21:30
copyright not just for us but all our clients
21:32
and i mean that's paying off big time now And
21:35
I mean, I can see us turning into almost like
21:39
a media company, which is what a lot of companies
21:41
need to be in order to be heard and be that number
21:44
one in their industry, which is exactly where
21:46
Boderia is heading, being that number one in
21:49
a category that we've created ourselves. So I
21:53
100 % resonate with this. And I know that most
21:56
founders are the bottleneck. And I've seen it
21:59
even with... you know, concrete companies that's
22:01
came and done their concrete and things. And
22:03
I asked them about, are they wanting to build
22:05
and scale? And that's exactly what they say.
22:08
They say, I just can't get anybody that's like
22:10
me. You know, if I could clone myself. But there
22:14
are other people out there that just need to
22:16
find them and probably change their mindset and
22:19
understand that, you know, if I have the mindset
22:21
that there's nobody else out there. that's exactly
22:24
what the universe is going to send me. So I need
22:26
to start believing that there are people out
22:28
there that can do a better job than me. And by
22:30
the way, if anybody's read any of the Zig Ziglar
22:33
books or Jim Rohn and things like that, the first
22:36
thing they tell you to do is bring people in
22:38
that are better at doing your job and pay them
22:41
so that you can then start to... And this goes
22:43
back to the whole thing about working on the
22:46
business rather than in the business. And I can
22:50
actually see myself now starting to work... on
22:53
the business rather than actually doing all the
22:57
delivery if you like. It's been great having
23:00
those specialists in and it's a huge reason as
23:03
to why we have a remote team as opposed to you
23:05
know just an office in Glasgow or an office in
23:10
Brisbane because you know we want the best of
23:14
the best and it's also about having those innovative
23:17
team members those proactive team members that
23:19
go this is wrong. Let me fix this, you know,
23:22
get all this done. And then I'll tell you about
23:24
it later. And that's something I value so much
23:28
with our team and anybody that we bring in. You
23:30
know, when it got passed from you and you were
23:32
focusing on technology, it kind of got passed
23:34
to me. And then I felt like the bottleneck and
23:36
things weren't moving until I reviewed them.
23:38
And then my work just piled up. And then we had
23:41
to sit down and have that conversation to, you
23:44
know, use of the specialists. use you know we
23:47
trust you and what you do you can get it done
23:50
you know I trust you and that's it does make
23:53
all the difference and you also as the founder
23:56
need to separate that personal connection to
23:59
the business because that's your baby you know
24:02
you've spent so long crazy hours building that
24:07
business so to have somebody else come in and
24:10
tell you how to run things it's like transform
24:16
your business no the thing is i mean like what
24:19
we're doing is only achievable because we are
24:23
implementing our own system within both areas
24:26
yeah and a part of that is actually going right
24:29
back to the start and understanding your purpose
24:31
your vision your mission your goals your core
24:35
values um you know understanding your your positioning
24:39
and it's not just about the the c -suite or anything
24:43
like that that needs to be right across the entire
24:46
business so your sales your market everyone needs
24:49
to be singing for the same same hymn sheet if
24:51
everyone's working together towards the same
24:53
goal you'll get to that goal faster there's no
24:57
doubt about it so um and this is why you know
24:59
when you work with us we take you right to the
25:01
back i don't care if you've already got your
25:04
vision and things like that already set up once
25:06
we get the team together and we go over things
25:09
and we review it it might mean that need to change
25:11
it needs to change because it was something that
25:13
was created 20 years ago and it's not kept up
25:16
with the times of the team or and people tend
25:19
not to believe in it you need people your team
25:21
to believe in what you're actually trying to
25:23
achieve and the purpose that you're um an impact
25:26
I suppose that you're trying to make on society
25:28
the next one is no visibility on the numbers
25:30
this is a huge one you know user doing google
25:35
ads and not tracking the leads that are coming
25:37
through, where they're coming from, how they
25:40
found you, profit -wise. And this is a huge reason
25:43
as to why we ended up building our own platform
25:45
so that we can have all that visibility because
25:48
it can be so annoying having to go from Google
25:50
Ads to Facebook Ads to Google Analytics to, you
25:53
know, it's so fragmented. And it's great that
25:56
all those tools are out there, you know, for
25:58
their smaller businesses, but having that one
26:00
central system where you can see absolutely everything,
26:03
everything that's going into your business, how
26:05
many leads, how many... many of those have converted
26:08
it makes that decision making so much easier
26:12
you know we can understand what's working what's
26:15
not working better within the ad structure It's
26:19
just, you need it. You need it. But the thing
26:22
is, I mean, this isn't just about the low -level
26:24
stuff in terms of the ads and the ROI and that
26:26
kind of stuff. I mean, this transcends right
26:28
through the entire business. Yeah. You know,
26:31
so if they don't have their own CFO, if they
26:34
outsource their bookkeeping, which is what we
26:37
do at the moment as well, you know, we've got
26:39
a team of people that do that for us. But we
26:41
know what the numbers are. We know exactly how
26:43
profitable we are. We know how many leads are
26:46
coming in for ads. We have that full visibility.
26:48
and everything that you spoke about there is
26:51
exactly right and that's why we have set up our
26:54
own dashboards on our systems for the different
26:56
aspects of the different campaigns and things
26:59
that we set so we can see everything from the
27:01
one place and the problem with jumping from different
27:04
tool to tool is a lot of those tools are built
27:09
in a way to suit the tool. rather than the actual
27:12
business themselves. So the information that
27:14
you need to get might not even be available within
27:17
that tool. You know, and again, that's another
27:19
issue where, you know, you're using SaaS tools
27:22
where you're trying to squeeze your business
27:23
into it and you're not getting out what you need,
27:26
which is another issue that we can solve. So
27:29
how do you make the work pay? First thing you
27:32
need to do is you need to know your numbers per
27:33
job, not overall. You need to go into per client,
27:37
per job, per type of work. Really understand
27:39
where you're losing the money and where you can
27:42
fix that so that your profit is higher and your
27:45
revenue is higher. Also, don't be undercharging.
27:49
Do more of what pays. So, for example, if you're
27:53
a pool professional like our client, he prefers
27:58
to focus on full installs because... that's a
28:01
higher margin for him than DIY pulls. He does
28:04
still offer the DIY pulls, but his main offer
28:08
is the full install. So do more of that, get
28:12
more of those clients, higher margins, more revenue.
28:17
about what we were speaking about earlier on
28:19
as well as you know if you've got a high value
28:21
team member don't have them working on low value
28:25
work yeah and to try and make sure that the team
28:28
is working more efficiently as as well and utilize
28:31
the the systems and platforms you have in place
28:35
and i mean our platform has got ai integrated
28:38
so a lot of this stuff You would normally need
28:41
someone to compile all of the data and provide
28:43
the insight. We can do that within one click.
28:46
You need to be harnessing this kind of technology
28:49
to help you get through things quicker and make
28:51
more money and ultimately more profit. What you
28:54
need to avoid is selling your way out of it.
28:56
Like we've mentioned earlier, the instinct is
28:58
when money's tight, just to do whatever you can
29:00
to get money in. Don't do it. You're going to
29:03
dig yourself a hole. way faster um you'll end
29:06
up more busy and more stressed and not even in
29:09
a better position next one is cutting costs to
29:11
the bone opposite from that is the reflex is
29:15
to slash everything in sight shrink the marketing
29:20
you know we don't need marketing anymore because
29:22
we've got to three million yeah don't do that
29:24
it's a negative way to think about it So, I mean,
29:27
it's funny you say that, you know. I mean, this
29:30
is what businesses do. And yet you've got businesses
29:32
like Coca -Cola who are spending like 500 million
29:35
a year on advertising, even though they've got
29:38
about 90 % of the market. Not in Scotland, though.
29:43
Iron Brew's got it. So the thing is, if they're
29:47
still investing that amount of money to advertise,
29:50
then you should be doing the same. Not so much
29:53
500 million, of course, but certainly to 10 %
29:56
of whatever your total revenue is. You know,
29:59
there's a reason that they are doing it. There's
30:01
new people coming through. There's new people
30:04
being born every single day. And different people
30:07
have different views and people switch products
30:10
and services, et cetera, et cetera. So you always
30:12
need to, if you're not advertising there, your
30:14
competitor is, so they're getting the work at
30:16
the end of the day. I actually seen a quote on
30:19
a billboard yesterday, which says, you can't
30:23
sell a secret. Hey, which I thought was brilliant.
30:27
I think that was by M2 Signs here in Mackay.
30:30
We can't sell a secret, so advertise. The last
30:34
one is ignoring it because the top line looks
30:36
fine. A healthy looking revenue number hides
30:40
a lot of the pain. And while it may seem like,
30:43
oh, we're turning over really good money, when
30:46
you look closer, you know, you're not, the founder's
30:49
not paying themselves. your margins are tiny
30:54
so you know there's no actual profit there um
30:57
you know you need to be looking at that as well
30:59
so you need to know your numbers price for the
31:02
real cost and do more of what already pays you
31:05
really well that effort is already there so you
31:07
need to make sure that it's actually counting
31:10
If you're not sure where to start or you're interested
31:13
in looking at a revenue system, make sure you
31:15
contact us at buderia .io forward slash contact.
31:19
That's buderia .io forward slash contact. We
31:23
can sit down with you, talk about where your
31:24
gaps are and how a revenue system can help your
31:28
business. So if you found this valuable, make
31:31
sure you subscribe to the podcast down below
31:32
because we release conversations like this every
31:35
single week. Awesome. Thanks, guys. Thanks, guys.
31:38
See you next week. Bye.