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EP.92: Beyond Revenue: The Hidden Indicators Of Business Growth | The Ambitious Podcast · Ambitious Podcast

• 0:00
  Just because your business makes more money does not mean you are
• 0:02
  actually going to make more money.
• 0:04
  The biggest mistake is that many people believe that the only
• 0:08
  indicator of growth for their business is revenue.
• 0:12
  So many of us as entrepreneurs believe that if we just make
• 0:15
  more money, all of our problems are going to be solved.
• 0:18
  I believe the reason that so many of us get tied into that is
• 0:21
  because so much of our goal has been given to us by somebody
• 0:24
  else. You don't want to be the
• 0:26
  business that's making seven figures but who is working
• 0:30
  non-stop around the clock every day.
• 0:32
  We need to start to revise what we determine to be progress in
• 0:37
  growth. You can't let the Internet and
• 0:39
  the outside noise tell you that all that progress is not enough.
• 0:44
  Hello and welcome back to Ambitious.
• 0:46
  Today we are talking all things progress in business.
• 0:50
  It can feel like the only thing that you want to have move is
• 0:55
  your revenue. You always are told whether it
• 0:58
  is by the loudest mentor that you might be consuming online.
• 1:02
  It could be a peer who does what you do.
• 1:04
  It could even be outside pressures, family, friends who
• 1:08
  put this extra pressure of is your business growing?
• 1:11
  And many of us attribute that growth or that progress to being
• 1:16
  financial. Is my business making more money
• 1:19
  this month than it did last month?
• 1:21
  Is my business making more money this year than it did last year?
• 1:25
  And as somebody myself who works with businesses day in, day out,
• 1:29
  one of the things that I would say is the biggest mistake is
• 1:33
  that many people believe that the only indicator of growth for
• 1:38
  their business or to say that they've made progress within
• 1:42
  their business is revenue. And I think what that does is it
• 1:46
  really pigeon holes there to be one and only one area that can
• 1:51
  tell you that the effort that you're putting in and the work
• 1:54
  you're putting in and the investments that you're putting
• 1:57
  in are actually generating something.
• 1:59
  And so when you don't see that number change and you think to
• 2:02
  yourself, well, why do I feel like I'm doing all the things,
• 2:05
  but I'm not making progress, it can be very frustrating.
• 2:08
  And so today I want to talk through some different ways for
• 2:12
  you to start looking at making progress in your business
• 2:16
  because there are a lot, and I mean a lot of other indicators
• 2:21
  outside of just revenue that are really obvious to me that a
• 2:26
  business is growing. And the reason I wanted to to
• 2:29
  cover these and the reason I think it's important is because
• 2:33
  when you start to see the markers, we're going to talk
• 2:35
  about today and we're going to break these into a couple
• 2:37
  different buckets and different themes of ways that you can look
• 2:40
  at your business. But when you go through these
• 2:43
  and you start to assess your progress, I will tell you when
• 2:46
  you see progress in these areas, you are going to see a domino
• 2:50
  within your business. And this is usually the
• 2:54
  indicator that you are making strategy changes, that you are
• 2:57
  seeing refinements. I have people come to me every
• 3:00
  single day who say, Kate, I want to make more money.
• 3:02
  I want to make multiple 6 figures.
• 3:04
  I want to make 7 figures. I want to make multiple 7
• 3:06
  figures. And I think it is because
• 3:09
  there's such a deep belief that money fixes everything.
• 3:12
  But it's interesting because sometimes I will say to
• 3:14
  somebody, what is your marker of success?
• 3:17
  Meaning not necessarily what the Internet told you is the right
• 3:20
  thing, not necessarily what a singular person online told you
• 3:24
  is the right thing. What do you believe to be
• 3:27
  success? And I remember I had someone who
• 3:29
  came to me and they said, Kate, I want to buy multiple
• 3:31
  properties. That was her goal.
• 3:33
  And so I said, OK, great. Well, do you want that to
• 3:36
  obviously come from the business?
• 3:37
  If so, we want to have an allocation of what you're making
• 3:40
  every month toward that. So what we basically need to
• 3:43
  make sure of is that you have really, really healthy profit
• 3:45
  margins. So when we looked at her
• 3:48
  business, she initially came to me with the goal of hitting
• 3:50
  multiple 7 figures. We'll come to find out she
• 3:53
  doesn't need to hit multiple 7 figures to hit this goal of
• 3:57
  having multiple properties. In fact, she may not even
• 4:01
  necessarily have to hit 7 figures based off how her
• 4:04
  business was structured in order to be able to get her multiple
• 4:07
  properties. So the reason I share this is
• 4:10
  because so many of us as entrepreneurs believe that if we
• 4:13
  just make more money, all of our problems are going to be solved.
• 4:17
  And with this, if we just make more money, that means that our
• 4:20
  business is overall successful. And I've also seen people who
• 4:25
  have and work with me, they come to me, they're like, Kate,
• 4:28
  please help me with this business.
• 4:29
  And they are making multiple 7 figures.
• 4:31
  They are making good money in their business and yet they do
• 4:35
  not see progress in a lot of the market we're talking about
• 4:38
  today, meaning their business is making lots of money, but the
• 4:42
  environment, the experience of their business is not enjoyable.
• 4:47
  And so This is why it is essential for us to look at
• 4:50
  progress in a way that is not just tied to revenue alone.
• 4:54
  And so I kind of attribute this as an analogy a little bit
• 4:57
  similar to those who are, for example, like looking to get
• 5:00
  fit, or maybe if you're looking to lose weight or lose body fat,
• 5:04
  whatever it may be, they always will tell you to not use the
• 5:07
  scale as the only way that you attribute your progress, right?
• 5:11
  So that's because we've got water weight as women.
• 5:14
  We have our cycles, we have whatever we ate the day before.
• 5:17
  There's so many factors that play into what the scale is
• 5:20
  going to show us. So what do they do?
• 5:22
  They tell us take progress photos.
• 5:24
  We want you to take, you know, measurements of what maybe the
• 5:27
  the size of your hips were versus what they are at the end
• 5:30
  of it. We want to also keep track of
• 5:33
  what weights are you using when you're working out.
• 5:35
  Maybe you started at a 5 LB weight and now you're doing 35
• 5:39
  LB weights, right? All of those are used as ways
• 5:44
  for us to track progress within working out, within building
• 5:47
  muscle, within losing weight. The same perspective needs to be
• 5:51
  taken when it comes to your business.
• 5:54
  And that is because otherwise you will very much feel like you
• 5:57
  are not making any progress. If you were just like looking at
• 6:00
  the scale and looking at the scale.
• 6:01
  All of us know that feeling when you know you maybe have for some
• 6:05
  people it's you've looked to gain weight.
• 6:07
  For other people, it's you've looked to maybe lose weight or
• 6:09
  lose fat and you feel like you have this goal and you're
• 6:13
  looking at something or you're trying to save and you're
• 6:15
  looking at your bank account and you're like, come on, Like
• 6:18
  you're just seeing this one indicator of success and you
• 6:22
  can't see anything else. And what it does, it's kind of
• 6:25
  like, you know, watching water boil, you feel like it's just
• 6:29
  not moving. And yet for all you know, you're
• 6:31
  making incredible progress in other areas.
• 6:33
  So let's get into exactly what are these different areas that
• 6:37
  you can see progress. And again, there's seven
• 6:39
  different categories that I would have you start to think
• 6:42
  about outside of just financial alone where we can start to
• 6:46
  assess are you making progress in these areas?
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  So this is really going to be a reflection episode for you to
• 6:52
  ask yourself some of those critical questions of where are
• 6:55
  you seeing progress in your business?
• 6:57
  And can we use this as an indicator to say we are making
• 7:00
  traction And here's some other goals that I have in addition to
• 7:03
  growing my revenue. So with this, we want to first
• 7:15
  start with operations. And operations I know is really
• 7:18
  like a fancy a fancy word for most people.
• 7:20
  It's kind of like this overwhelming big, you know,
• 7:23
  umbrella phrase that you hear people say.
• 7:25
  But operations, some of the the core things that we look at are
• 7:29
  really the function, the machine of the business, if you will.
• 7:32
  So when you are running a business, you want to look at
• 7:36
  how is the business actually functioning and how is the
• 7:38
  business actually running? So one of the questions I would
• 7:41
  ask is turn around time. So let's just say for example,
• 7:45
  you have a task within your business and let's just say it
• 7:50
  is onboarding, right? So maybe when you sign a client,
• 7:54
  it used to take you 7 days to onboard a client or it used to
• 7:57
  take you 3 days to onboard a client.
• 7:59
  What if we started to see that happen within 24 hours?
• 8:03
  Even better, what if we saw it happen in 24 hours and it
• 8:06
  happened automatically without you needing to be manually
• 8:09
  involved? That is an indicator of
• 8:12
  something that would be an operational progress marker,
• 8:15
  which tells us that our onboarding used to be 7 or five
• 8:18
  days and now it's three days. The other thing that you can
• 8:21
  also look at is fewer mistakes or fewer edits, for example, in
• 8:26
  any aspect of delivery. So I was talking to somebody
• 8:29
  recently and they said, you know, how do I guide my team to
• 8:32
  make progress? So we went through their entire
• 8:34
  team, all the people that they had, they are an ads company.
• 8:38
  And one of the core players that they had was a designer, the
• 8:41
  person who actually designed the media for the paid ads.
• 8:45
  And so this person on average would have anywhere between 2:00
• 8:49
  to 3:00 edits to their design. And so I said an operational
• 8:53
  marker, meaning like an indicator of progress to help
• 8:57
  you guys to grow is to take what is right now 3 edits and make it
• 9:01
  1 consistently, if not none for the media that they're doing.
• 9:06
  Why do we want that? We means that we are literally
• 9:08
  chopping down a ton of cost, meaning they're spending a lot
• 9:11
  less hours and therefore a lot less money.
• 9:13
  And it's helping you guys overall as a machine to work
• 9:16
  faster. So when we think about
• 9:19
  revisions, right, maybe you have someone on your team who is
• 9:23
  doing copywriting for you, or maybe you have even Ava who's
• 9:26
  building systems for you. How many times are you having to
• 9:30
  give feedback on a single piece of material?
• 9:33
  If that's something that's happening ongoing or all of the
• 9:35
  time, it means that you're running up a lot of extra costs
• 9:38
  because you're running up a lot of extra hours.
• 9:40
  So by decreasing that alone, you already are going to be making
• 9:43
  operational progress within your business.
• 9:46
  The other thing that I would also say is the handing off in
• 9:50
  the back end of the machine of a business, the handing off of
• 9:53
  things to other people without you being the bottleneck
• 9:57
  anymore. One of the things that is a huge
• 10:00
  sign in scaling businesses is that the owner or the CEO really
• 10:04
  is the bottleneck of the business.
• 10:06
  Like you are the thing that is keeping it from growing.
• 10:09
  It could be because you're again needing time to look at things,
• 10:13
  time to give feedback on things. You are the bottleneck because
• 10:17
  your time and energy is needed for a lot of tasks.
• 10:20
  So if you are the bottleneck in your business, a goal for you
• 10:24
  when it comes to progress may be the fact that you want to remove
• 10:28
  yourself as a bottleneck. Just removing yourself as a
• 10:30
  bottleneck is a huge goal within a business and that for some
• 10:36
  people can take them six months. For some people it takes them
• 10:39
  two years to fully remove themselves from the machine of
• 10:44
  their business. But doing so is a massive
• 10:46
  progress indicator that your business is growing.
• 10:50
  If you let's just say, or somebody maybe who's not done
• 10:52
  for you services, maybe you're in coaching and you feel like
• 10:55
  you're coaching all of your clients on your own.
• 10:57
  Well, your ability to either have offers that somebody else
• 11:00
  can help you to manage or maybe you're in kind of the bucket of
• 11:03
  having Co coaches. That could be something that is
• 11:06
  an indicator to say, hey, I used to be the only and the
• 11:09
  everything to my clients and now I have other people that are
• 11:12
  doing the delivery for me. It's huge.
• 11:15
  It's a huge indicator of your growth that you're not in the
• 11:18
  day-to-day of delivery, if that's something that's a goal
• 11:21
  for you. The other thing which I
• 11:24
  personally feel with a lot of businesses that I work with and
• 11:27
  especially I would say a lot of the agencies that I work with
• 11:31
  are done for you services I work with.
• 11:32
  It is documentation. So documentation and processes.
• 11:37
  I find a lot of the time when I work with businesses that are
• 11:40
  feeling like everything is very clunky, They feel like they're
• 11:42
  not really making progress. It's often because everyone's
• 11:45
  kind of winging it, everybody's kind of custom processing, every
• 11:49
  single situation that happens in a given day or week.
• 11:52
  And so it's only once you actually establish some aspect
• 11:55
  of process or some aspect of documentation that you're going
• 11:58
  to feel that rinse and repeat, right?
• 12:00
  So think about it almost like, OK, all of us know, for example,
• 12:03
  like Subway. Well, imagine Subway had no
• 12:07
  process, right? So imagine it was like, you can
• 12:09
  pick the bread first, you can pick the meat first, you can
• 12:11
  pick the toppings first, like whatever you want.
• 12:14
  It would be a mess. Subway is literally like a
• 12:17
  pipeline. So they've created this process
• 12:19
  where you always pick your bread first, then you pick your meat,
• 12:21
  then you pick your toppings, then you cash out.
• 12:24
  It's this really streamline seamless process to go from back
• 12:28
  to front of the store. Now imagine they didn't have
• 12:32
  that process, what that would look like to have a business at
• 12:37
  scale with no rhyme or reason, no system to how they do things.
• 12:41
  So when you think about the impact that that process has, it
• 12:46
  intensely streamlines everything in the experience as the
• 12:50
  customer. It really streamlines everything
• 12:52
  as the person delivering, IE the person making the sandwiches,
• 12:55
  all of it. So when you think about creating
• 12:58
  a process, you want to think about the fact that you're
• 13:01
  removing a lot of guesswork and you're removing a lot of buffer
• 13:04
  time. When we have a process and we
• 13:06
  have things documented in our business, it means that we're
• 13:10
  not having to think as much. You'll often hear CE OS that
• 13:13
  talk about, you know, what are one of your hacks to being able
• 13:15
  to grow your business? And they'll say, well, you know,
• 13:18
  I just decided to start wearing the same thing every day.
• 13:21
  Or I feel like I have the same routine every morning, or I have
• 13:23
  the same 5 steps that I do when I start my day for work.
• 13:27
  There's a reason that we love repetition in business, and that
• 13:31
  is because it removes room for error, It removes excess energy
• 13:36
  that we don't need to spend, and it removes extra thought and for
• 13:40
  many businesses, extra cost that goes into having all those
• 13:44
  little gaps. So putting a process in place
• 13:48
  can completely reinvent your business because you're actually
• 13:52
  cutting out all those extra pieces and you're finding a lot
• 13:55
  more efficiency by doing that. Now say you have a team that's
• 13:59
  doing everything custom or you feel like everything's kind of a
• 14:01
  unique situation. Then you put processes in.
• 14:04
  The other thing that you're also going to see is let's just say
• 14:06
  you have four team members that are kind of like they're all
• 14:09
  working. They're all, you know, working
• 14:11
  their full hours, but they're doing so in a custom way.
• 14:14
  When they start to have processes in place, you will
• 14:17
  start to see that they actually uncover more hours that they can
• 14:21
  work on the business. So it means that instead of,
• 14:24
  let's just say, you know, 90% of all their hours going into
• 14:27
  delivery, maybe now by having processes, they only have 70% of
• 14:32
  their time being put in delivery.
• 14:34
  So you can either one of two things, take on more clients,
• 14:37
  meaning you can take on more clients, generate more sales for
• 14:40
  the business with the same amount of team, or you can have
• 14:43
  them focus on other areas of the business if that supports you.
• 14:47
  So you'll see here how like we're not like, oh, marketing
• 14:50
  sales, marketing sales. We're uncovering the ability to
• 14:53
  grow, the ability to scale without necessarily having the
• 14:57
  thing we're focusing on be the front end of the business.
• 15:00
  It can also very well be the back end, meaning the machine
• 15:03
  that's allowing the entire thing to operate.
• 15:06
  The other thing that I would also say is a big factor, and I
• 15:09
  have to give a massive, massive shout out to Kelsey Dearborn,
• 15:12
  who is on our team. She's been like a, an OG team
• 15:16
  member since the very since the very beginning.
• 15:18
  And she has an incredible agency called Dear Kells.
• 15:22
  And if you look at it on Instagram, you can find it.
• 15:24
  When she came into my business, one of the things that I will
• 15:27
  say she did the beginning and she still continues to do today
• 15:31
  is that she looks at ways that we are overusing battery.
• 15:36
  So the way that I would almost kind of equate it to be an
• 15:38
  analogy would be it's the equivalent of having apps on
• 15:42
  your phone running in the background and taking up tons of
• 15:45
  storage when you know full well you haven't opened that app in
• 15:48
  like 2 years. So what she does with her
• 15:51
  operational brain, she basically goes in and looks at as the
• 15:55
  business is changing, as it's evolving, where can we adjust
• 15:59
  our actual systems we're using, meaning the platforms that we're
• 16:02
  using, how we're using them, she goes through and she audits to
• 16:05
  make sure, does this actually make sense?
• 16:08
  And here's the thing, which is why I'm obsessed with her brain.
• 16:11
  She actually, the reason I think she's so effective at what she
• 16:14
  does is because she doesn't focus on complexity.
• 16:17
  She actually focuses on simplicity.
• 16:20
  So there's a lot of people who believe it, like the more
• 16:22
  intricate the system, the better.
• 16:25
  And I would argue the opposite. Like we just recently had a
• 16:29
  system that we developed that was really, really, really
• 16:32
  complex. A lot of different pieces to it.
• 16:34
  And then Kelsey as of recent, some time had passed and she's
• 16:38
  like, hey, I found this thing that we can use and we literally
• 16:42
  opened it. And I feel like our entire team,
• 16:45
  like our eyes kind of were like, Oh my God.
• 16:48
  Because we see this, this system she presents to us and she's
• 16:52
  like, hey, what about this? And it literally took what would
• 16:55
  have been like, think about like a puzzle.
• 16:56
  It took like a 20,000 piece puzzle and it made it a 2000
• 17:00
  piece puzzle like instantly. And so why that was exciting to
• 17:05
  me is I'm like, great, we get the same outcome, we get the
• 17:08
  same information, we get the same data, but we do so in such
• 17:12
  an easy way, in a simplified way without all the clunkiness.
• 17:17
  And so while, you know, some people might say, OK, well, it's
• 17:20
  just a systems change. Is that a big deal?
• 17:22
  It's a huge deal because with a systems change, it means the
• 17:27
  system can support you faster and doing what you're looking to
• 17:29
  do. And in this instance, what it
• 17:31
  meant is that the system that she presented to kind of swap
• 17:35
  out her old one was something that allowed us to see the
• 17:38
  information we need to see very specifically, only showing us
• 17:43
  what we needed and nothing else. And so it allowed us to see what
• 17:47
  we needed to make decisions, make those decisions faster, and
• 17:49
  therefore move on faster. So something that might have
• 17:53
  previously taken us, say, I don't know, 20-30 minutes to
• 17:56
  assess might now take us, to be honest, 5 minutes to assess.
• 18:01
  You go through, you see them, you can manipulate the numbers,
• 18:03
  boom, got it done and you move on.
• 18:06
  So when you think about that as like a weekly practice, right?
• 18:09
  Say you're looking at something every Monday as part of your
• 18:11
  prep for a team meeting and you're like, oh, I have to go
• 18:14
  through these forms or I have to go through this dashboard or I
• 18:17
  have to go through this, this system of some kind to kind of
• 18:19
  prep for something. Imagine that thing.
• 18:22
  It's a strenuous process being put into a new system and taking
• 18:25
  you half the time. Well, by having it taking you
• 18:28
  half the time, you've now uncovered half your time back.
• 18:32
  So now it becomes, OK, great, where do we want to use that?
• 18:36
  And that extra half of time is what again indirectly is going
• 18:39
  to help you to scale the business.
• 18:41
  You have more time to focus on needle movers and outcomes.
• 18:44
  So like you'll see this is just, and we have six other buckets to
• 18:48
  go that is just inside of the operations bucket alone.
• 18:53
  So This is why it's really, really important that you
• 18:56
  understand where are areas that we can create progress that will
• 19:01
  through doing so create scalability within the business.
• 19:05
  Because I will tell you there's a lot more outside of just more
• 19:09
  marketing, more sales. Now, obviously, as I said at the
• 19:11
  beginning, there is this kind of common belief or this common
• 19:15
  perception that the main thing that we should be evaluating is
• 19:19
  just more revenue. Like all we care about is just
• 19:20
  more money, more money. Like that's the only thing that
• 19:22
  matters. And as somebody, as I said,
• 19:25
  who's who's in, you know, very big businesses day in, day out,
• 19:30
  I will also tell you one of the things that not nearly enough
• 19:34
  people talk about is profit. And that is because people are
• 19:39
  seeing this glamorized number of, you know, I'm a 7 figure
• 19:43
  business, I'm a multiple 7 figure business, yes.
• 19:45
  But like, how much are you actually keeping of that?
• 19:48
  Whether you are keeping it as the individual, the CEO of the
• 19:51
  business, or maybe you're just keeping it inside the business
• 19:55
  to reinvest it, which is typically the smarter route.
• 19:58
  When you are looking at how much money your business is making,
• 20:02
  you really got to ask yourself that tough question.
• 20:05
  How much money is your business actually keeping?
• 20:08
  Because the thing that is the, the biggest lie that we've been
• 20:12
  told is that just because you make more money, you're going to
• 20:16
  make more money. OK?
• 20:18
  So just because your business makes more money does not mean
• 20:20
  you are actually going to make more money.
• 20:23
  And that is where profit and understanding the actual
• 20:26
  structure of your numbers comes in.
• 20:28
  You need to understand what your profit goal should be for the
• 20:32
  type of business that you are. And that is because different
• 20:35
  businesses generally speaking have different margins
• 20:38
  associated. So like for example, if you own
• 20:41
  like a physical product business, the margins depending
• 20:45
  on what category you're in are not super, super high.
• 20:48
  The kind of more I would say like service based businesses
• 20:51
  typically are considered to be a higher number.
• 20:54
  Like a lot of my clients, I have some clients that you know are
• 20:58
  in the round 30 to 40% profit margins every month.
• 21:01
  And I also have businesses that are playing in like 80% profit
• 21:05
  margins right now. So it really depends on the type
• 21:07
  of industry you're in. But the key is number one, do
• 21:10
  you even know what your profit margin is right now?
• 21:13
  Like do you even have that data? Do you have that awareness?
• 21:16
  And if you don't, that's the place to start.
• 21:18
  But if you want to make progress this year financially in your
• 21:22
  business, you can also say, hey, I want to make the same 10,000 a
• 21:27
  month I'm making right now or the 15 or the 50 or the 150,000
• 21:31
  I'm making right now per month. But I want to make a higher
• 21:34
  margin off that. So maybe thus far you've been
• 21:37
  operating on like 20% margins or 15% profit margin.
• 21:42
  Great. The goal this year needs to be
• 21:44
  that we want to get that closer to about 40% margins.
• 21:48
  You will note that your business overall revenue is going to look
• 21:52
  basically the same, but your outcome and what it's going to
• 21:56
  feel like in your business is very, very different.
• 21:59
  So I have a quick story with this because I actually had a
• 22:01
  client who I was working with and they were doing about, I
• 22:06
  want to say like 180 or SO200K or so a month.
• 22:09
  And I remember they came to me. They had a very, very big team
• 22:12
  and they in starting to work together, we were like, hey, I
• 22:16
  really want to streamline this. Like I just feel like I'm
• 22:18
  busting my butt. I'm making so much money and yet
• 22:21
  I just feel like I need to be making more sales.
• 22:23
  And I was like more sales like $200,000 a month.
• 22:27
  What's the issue? And she's like, I don't have the
• 22:29
  lifestyle that I want. Like I feel like there's just,
• 22:31
  there's, I'm barely paying myself from this big business
• 22:35
  and I just don't get it. So we went into the PNL and very
• 22:38
  quickly we realized that her margins were basically non
• 22:42
  existent, like there was no really owner compensation for
• 22:46
  her. And also with that there was
• 22:48
  really no profit happening in the business at all.
• 22:50
  Very, very, very small margins. And that was because of how the
• 22:53
  business was structured. And so Fast forward when we
• 22:56
  worked together, at the end of it, I was like, OK, wow, this is
• 23:00
  a totally different business. By the end, she herself was
• 23:04
  taking home multiple 5 figures per month as the owner of the
• 23:09
  business. And that is because we
• 23:10
  restructured where she was spending, how she was spending.
• 23:13
  Here's the fun part. Her business was making the same
• 23:16
  amount of money. Her actual team cost decreased
• 23:20
  significantly, but yet she was able to manage and serve the
• 23:23
  same amount of clients. She was in the same amount of
• 23:25
  marketing platforms. Everything remain the same.
• 23:28
  We just made tweaks within the ways that she was spending and
• 23:33
  in the way that she was operating behind the scenes,
• 23:35
  which is the thing that was costing her so much money.
• 23:38
  So with this, she started to be like, this is a whole new
• 23:42
  business. I'm making the same amount of
• 23:44
  money as last year, but the experience is so different
• 23:48
  because of the margins being what they are.
• 23:50
  And so for her, what she came to realize was she didn't want to
• 23:53
  make more money. She's like, I don't care about
• 23:55
  making, you know, 400 or $500,000 a month.
• 23:58
  Like, I don't care about that. I just want to stay right here
• 24:02
  and keep this place and really protect the margins that I have
• 24:06
  now. And so that's what she's doing
• 24:07
  with her business and that's what for her was progress to
• 24:11
  like really keep her happy place.
• 24:13
  You know, she still makes multiple 6 figures a month, but
• 24:16
  she's having a totally different lifestyle associated with that
• 24:19
  revenue, which for her was the progress marker.
• 24:22
  The other thing that I would also say is, is a good indicator
• 24:24
  as well is in the financial bucket, understanding how your
• 24:29
  finances are produced. So for some people when they
• 24:32
  come to me, they feel like, Kate, I am living off of live
• 24:36
  launches. It's like 1 launch after another
• 24:39
  and I feel like I have no sales in between.
• 24:42
  And if you feel like you have to launch in order to make sales,
• 24:46
  that is something that can be a progress marker or IEA goal for
• 24:50
  you this year outside of just revenue.
• 24:53
  So let's just say hypothetically you're making $1,000,000 a year
• 24:57
  in your business or $500,000 a year.
• 25:00
  But that 500,000 or that million requires you to be launching
• 25:04
  every 30 days in order to maintain it.
• 25:07
  The goal this year could be that you want to focus on how you can
• 25:13
  get that same level of revenue but only launch twice this year,
• 25:17
  only launch once this year that can become defined as like the
• 25:21
  new marker, the new indicator of success within your business.
• 25:25
  And so we've helped people that had an entirely launch based
• 25:29
  model to keep and and actually exceed the same level of revenue
• 25:34
  while not having to launch anymore.
• 25:36
  And so for them, the goal was not to increase money, it was to
• 25:39
  change the experience associated with the same money.
• 25:42
  And that was to pull away from live launching and to move much
• 25:46
  deeper into more of an Evergreen model.
• 25:49
  The piece with that is also the fact that, again, a big
• 25:52
  indicator of financial success for many businesses should not
• 25:55
  just be how much you're making, but it also should be the
• 25:58
  predictability of what you're making.
• 26:01
  And, you know, I think that, again, there's a lot of
• 26:03
  glamorized marketing around that.
• 26:06
  We should be so excited to hit a 10K month.
• 26:08
  We should be so excited to hit, you know, 50K month.
• 26:11
  And they are massive milestones. It's not to say that you
• 26:13
  shouldn't celebrate those things, but I think that we've
• 26:17
  put too much emphasis in that versus what all of us want as
• 26:22
  entrepreneurs, even though we've gotten into a very unstable type
• 26:26
  of career by being an entrepreneur.
• 26:29
  The thing that we also have to recognize is like one of the
• 26:31
  things that so many of us want is stability.
• 26:34
  All of us want this aspect of predictable income, predictable
• 26:38
  revenue. And so another indicator that
• 26:41
  you can use for your finances. Again, let's just say that
• 26:45
  you're making, you know, half a million a year in your business
• 26:47
  right now. Maybe the goal this year is not
• 26:49
  to go to 1,000,000, but it's to feel like you have stacked
• 26:53
  monthly recurring revenue for months and months and months to
• 26:56
  come. That to you is like we have,
• 26:58
  let's just say your goal is 8 months.
• 27:00
  I want to have eight months of revenue coming in that cover our
• 27:04
  expenses plus XYZ profit margins.
• 27:07
  And that is going to become our new indicator of success to have
• 27:11
  this aspect of stability and to have this aspect of predictable
• 27:15
  revenue coming in each month. The other thing that I will say,
• 27:21
  this is for all of you who are, it's usually pretty common in
• 27:24
  the agency space, not as common in the consulting space or
• 27:27
  coaching space. And if this tickles or resonates
• 27:30
  with you, there's a reason. If you have all of your revenue
• 27:35
  being locked into one or two or five of your clients right now,
• 27:40
  it is the riskiest place to be in business.
• 27:43
  And that is because, yes, it's really exciting and it's sexy to
• 27:47
  sell high ticket or to have, you know, those like OG clients
• 27:51
  like, oh, but Kate, they've been with me for a year.
• 27:53
  They've been with me for two years, Yes, but what if they
• 27:56
  leave? Then what?
• 27:59
  So another really good way to help yourself to make progress
• 28:03
  in the business is to not feel that your business would be
• 28:07
  vulnerable or that your business would be impacted or affected if
• 28:12
  you lost your quote UN quote OG client or your biggest client.
• 28:17
  It is such a level of freedom because there's many people who
• 28:22
  feel like if they lost their biggest client or if they lost
• 28:27
  their, you know, highest paying client or their longest standing
• 28:30
  client, they're like, Oh my God, I don't even know what I'd do,
• 28:32
  right? A lot of agencies, especially
• 28:35
  people who have ongoing services they will have and you're
• 28:39
  between like 2 to 5 clients that are like the bread and butter of
• 28:43
  their business. And there's kind of this
• 28:45
  unspoken belief that they're never going to go anywhere.
• 28:48
  And I always tell people assume all clients will leave you
• 28:53
  because they will at some point they will.
• 28:56
  And so you always have to stay ready that you don't rely on
• 29:00
  those clients that you feel a sense of safety with because at
• 29:04
  some point when they leave, you have to have a plan and a
• 29:07
  process for something else. So when someone has very little
• 29:12
  dependency on those big clients or like they don't really feel
• 29:17
  like them leaving would impact the business much, that to me is
• 29:21
  a real flex. That to me is a real indicator
• 29:24
  of progress and of success of the scalability of the business
• 29:28
  because otherwise it means that the entire business's success is
• 29:32
  really dependent on like three to 10 people that that agency or
• 29:37
  that that company is serving. And it's a very risky spot to
• 29:40
  be. So to make progress this year,
• 29:42
  yes, you might have the same amount of revenue, but if you're
• 29:45
  like, we're way more stable than we were a year ago because we no
• 29:48
  longer need that big client or those top five clients in order
• 29:52
  for our business to succeed. We've actually balanced out
• 29:56
  where our income is coming from. And a quick story on that.
• 29:59
  I had somebody that I was serving and they had clients
• 30:02
  that were paying them 8500 a month, I believe it was.
• 30:06
  And they were like, you know, we're, we're so excited.
• 30:08
  We're making so much money. We have all these clients that
• 30:11
  are paying us 8500 a month. And that was on the agency side
• 30:14
  of their business. They had both agency and
• 30:16
  consulting. So they only took on a set
• 30:18
  amount of clients, right. So they had like about I think
• 30:20
  it was a 10 clients at 8500 a month.
• 30:23
  Anywho, they have these clients and in one month, 4 clients were
• 30:29
  like, hey, we're not renewing or hey, we're not continuing.
• 30:32
  And I remember that phone call like it was yesterday.
• 30:34
  They were like Kate and I'm like, yes.
• 30:37
  And they're like these clients are not continuing.
• 30:40
  And I'm like, OK, well, like as I said, all clients leave at
• 30:44
  some point. So like, this is something we
• 30:45
  obviously had to be ready for. But what I didn't realize was
• 30:48
  like there was no marketing strategy.
• 30:51
  There was no sales strategy. There was this kind of unspoken
• 30:57
  belief that these clients were not going anywhere, that these
• 31:02
  clients were like our Ogs, they're going to be with me
• 31:04
  forever and this big long story about what it's going to look
• 31:07
  like. And then obviously, you know,
• 31:10
  here we are, these clients are leaving.
• 31:12
  So there becomes this panic of like, I never thought they'd
• 31:15
  leave. Now they're leaving.
• 31:16
  Like, what do I do? And I said, this is great.
• 31:18
  This is an indicator for you that there's growth needed in
• 31:21
  the business that we cannot be dependent that these two clients
• 31:26
  are going to be the make it and break it of your business
• 31:28
  success or its ability to continue.
• 31:30
  And what's interesting was that individual actually came to me
• 31:35
  and said, Kate, I actually realized I don't want to be an
• 31:37
  agency owner because they did not want to diversify where
• 31:42
  their revenue was coming from. And they were like, I really
• 31:46
  genuinely thought that when people were with me, they'd stay
• 31:49
  with me. And so this person like they had
• 31:51
  clients for like a year. Like the clients did stay for a
• 31:54
  year. They had pretty decent retention
• 31:55
  still, but they said like, I just the thought of going and
• 31:59
  marketing and selling on that type of business was not what
• 32:02
  excited them. And they had never had to flex
• 32:04
  that muscle because they always had their OG clients.
• 32:07
  So once they had to flex that muscle, it actually was the
• 32:10
  opportunity and indicator for them, hey, this is actually not
• 32:13
  what I want. I actually don't want this
• 32:15
  business. And so they ended up closing
• 32:17
  down their agency and have since gone entirely into consulting.
• 32:21
  So it's interesting because when we think about revenue, right,
• 32:25
  so many of us are like, how much do you want to make next month
• 32:27
  in the business? What did you make last year in
• 32:30
  the business? It's not to say that you
• 32:33
  shouldn't have financial goals because obviously that's the
• 32:35
  basis of business, you have to make money.
• 32:38
  But I think this idea of like doubling, tripling, quadrupling
• 32:41
  our income year over year is not realistic.
• 32:46
  And even if it was something that, you know, every single
• 32:49
  business should normalize, I actually don't know that that
• 32:51
  should be the goal post. Because if you're a 7 figure
• 32:55
  business with a, you know, 5% profit margin, I don't really
• 32:59
  care if you make multiple 7 figures because you're still at
• 33:02
  5 figures profit. What I'd rather is you make 7
• 33:07
  figures, you don't go to multiple 7, but we take the 5%
• 33:10
  profit margin and we make that 55.
• 33:13
  Now we're talking, right? Very different style of
• 33:16
  business, very different experience in the business, same
• 33:18
  amount of revenue. So This is why it's really
• 33:21
  important that we we ask ourselves those critical
• 33:24
  questions of like, why do I want to make more money or why is the
• 33:27
  goal this year to just double and to double and to double?
• 33:30
  Like am I going deeper than just the surface level of how much
• 33:34
  the business is making? And this is just my personal
• 33:38
  perspective. I believe the reason that so
• 33:40
  many of us get tied into that is because so much of our goal has
• 33:44
  been given to us by somebody else.
• 33:46
  We don't really think about our own experience with the money
• 33:51
  we're asking. We think about, OK, well, you
• 33:54
  know, you want to make 7 figures.
• 33:55
  Why? If you want to make half a
• 33:57
  million this year, why? Like, what's the real underbelly
• 34:01
  of why that goal is even a goal for you?
• 34:04
  And if you say things like, well, I want to make more money
• 34:07
  for myself, or I want to put away more personal savings, or I
• 34:10
  want to hire another team member, or I want to reinvest
• 34:13
  back in the business, this is your invitation to look at maybe
• 34:16
  making more money in the business is actually not the
• 34:19
  thing that's required to have you do that.
• 34:22
  Like, what if everything you want for yourself and for your
• 34:24
  business could happen without just revenue being the only
• 34:28
  marker? So by no means do I want you to
• 34:31
  think that I'm telling you not to have financial goals.
• 34:33
  I want to be very, very clear. My coaching here is not to say
• 34:38
  that you shouldn't have financial targets.
• 34:40
  You should, but I think that those should only be the target
• 34:44
  after we've looked at some of these other pieces to say are
• 34:46
  there other areas that need progress in addition to just the
• 34:49
  revenue. Another category that I think
• 34:52
  many people don't look is a little bit behind the curtain,
• 34:55
  which is talking a little bit about about leadership and
• 34:58
  overall team and the dynamics of anyone that's working with you
• 35:03
  inside of the business. So one of the big, big
• 35:06
  indicators I look at that someone's business is scaling is
• 35:10
  that they are able to delegate responsibility.
• 35:13
  They're not delegating tasks. You have a team that is rooted
• 35:19
  and actually supporting you with getting outcomes.
• 35:22
  They're not just people who do things for you.
• 35:25
  And you will know very quickly if you ask yourself this
• 35:27
  question, what kind of team you have?
• 35:30
  Do you have people that get you outcomes?
• 35:32
  Do you have people that manage those outcomes on their own
• 35:35
  without you kind of having to quote, UN quote, babysit it the
• 35:38
  entire time? That is a massive indicator that
• 35:42
  someone's business is scaling, which is the fact that you used
• 35:45
  to have, say four or five people who all needed to constantly
• 35:49
  say, OK, now what? Now what?
• 35:51
  Now what? And instead they're coming to
• 35:53
  you saying, hey, here's the progress report.
• 35:55
  I got this. This is the outcome we got.
• 35:57
  Here's how the metrics have gone up.
• 35:58
  Here's what I'm thinking. And they really own their area
• 36:02
  of the business. They really take charge and
• 36:05
  headline that as their own individual thing.
• 36:09
  And it's something that I, I really, really recommend for
• 36:12
  people to look at because if you have a team, again, you might
• 36:16
  scale revenue, but you're also kind of scaling your own To Do
• 36:18
  List because you don't really have people you can effectively
• 36:21
  delegate to. You're really just giving them
• 36:23
  tasks. You're not really giving them
• 36:25
  full ownership or responsibilities.
• 36:28
  An indicator of that as well is also looking at how much of the
• 36:32
  time are you needed to make decisions in the business.
• 36:36
  One of the things that I think is really freeing for people is
• 36:39
  to understand how decisions are made and with this see progress
• 36:43
  in decisions. Like if in the earlier stage of
• 36:46
  your business you're like every single thing had to go through
• 36:48
  me. I feel like no decision can get
• 36:50
  made without me. No plan can get made without me,
• 36:53
  no next step can be taken without me.
• 36:55
  And initially, I think when we're building a business, it
• 36:59
  feels very exciting because you think, OK, like I'm needed and
• 37:03
  like I'm building this and it's like you're, you're involved in
• 37:05
  the creation. But then as any scaling business
• 37:08
  owner knows, you get busier and busier and you don't have time
• 37:13
  to be involved in absolutely everything.
• 37:15
  And so you have to evolve out of that structure if the business
• 37:19
  is going to grow. And so one of the things that I
• 37:22
  also look at is in a team, how are people able to move without
• 37:27
  the lead? How are people able to move
• 37:29
  without the CEO always being present or always being there?
• 37:33
  And if they can't move, if they can't make decisions, then
• 37:37
  that's also something that we need to be aware of because that
• 37:40
  needs to become the progress marker for the business.
• 37:43
  On the contrast, I had a client who had team members and they
• 37:46
  were like, Kate, I feel like I'm constantly inundated with what
• 37:50
  about this and what about that? And so the marker for their
• 37:52
  business was that we wanted to have them instead of being in it
• 37:57
  all the time to move them to being more into like an
• 38:00
  escalated or an escalation role. Basically meaning that we
• 38:04
  created processes in their business that at a certain level
• 38:08
  of that process, it became an escalation, which means that it
• 38:11
  then basically said Ding, Ding, Ding, get so and so involved
• 38:15
  versus every single task having that person involved.
• 38:18
  And so that again, for the CEO created tons of capacity to grow
• 38:24
  the business. They would not have otherwise
• 38:27
  been able to scale the business because they were literally in
• 38:30
  the day-to-day thick of it all the time.
• 38:32
  Another indicator as well when it comes to team and to
• 38:36
  leadership is turnover. My goodness, the amount of, I've
• 38:43
  worked with some agencies that their team are like the OG team,
• 38:48
  they've been there since like the beginning.
• 38:49
  They've got like their core, you know, 357 people and they're
• 38:53
  just like hustling it out together.
• 38:55
  And I, I love to see it. I love to see it.
• 38:57
  On the contrast, there's also people who have agencies or
• 39:02
  businesses where the turnover is insane.
• 39:07
  The amount of turnover between team and the people involved in
• 39:11
  the business is insane. That is not an indicator of a
• 39:14
  stable business. If you are just like burning
• 39:18
  through people, you're hiring and firing, hiring and firing
• 39:21
  non-stop or even worse, you're hiring and people are quitting.
• 39:27
  That is something that I will say is like, OK, you know, we
• 39:31
  need to not be focused on revenue.
• 39:33
  You don't even have a stable back to your business from which
• 39:38
  to provide to the people you're selling to.
• 39:40
  So if you wanted to you double your revenue or triple your
• 39:43
  revenue, that's really irresponsible to even be
• 39:46
  thinking about if you don't have a well structured team.
• 39:51
  Now, I don't want to, as I say this, create any shame in
• 39:54
  anybody that like just because you have people who have quit
• 39:58
  before or like, Oh my gosh, is that me?
• 40:01
  Having someone like a couple people who over the duration of
• 40:05
  your business quit is normal. That happens, but the reality is
• 40:10
  how fast. Is this happening and how
• 40:13
  frequently is it happening? So meaning is someone coming
• 40:16
  into your business and kind of realizing in like 2 to four
• 40:19
  months that they're like, no way, and they're leaving the
• 40:22
  back door. And are you potentially having
• 40:25
  this kind of rinse and repeat experience where you hire
• 40:29
  people, you feel like you train them, you get them integrated,
• 40:32
  couple months go by and then they're like, I'm out of here
• 40:35
  and they don't want to stay. To me, it's not a stable base of
• 40:39
  a scaling business. So when people are like, OK,
• 40:41
  like, yeah, how do we double our revenue this year?
• 40:43
  How do we triple our revenue? I'm like, hey, hey, Becky,
• 40:46
  you're gonna need to dial in a team first.
• 40:50
  You have no responsibility looking to increase your revenue
• 40:55
  when out of the last four people you've hired, 3 have quit.
• 41:00
  Like that's what needs our attention, not you doubling or
• 41:03
  tripling the business. So you, a lot of the time people
• 41:07
  will think about churn when it comes to their clients.
• 41:11
  You also should be thinking about how many of your team are
• 41:15
  wanting to leave or how many of your team are looking to move
• 41:18
  on. That's also an indicator of the
• 41:20
  really the basis of your culture, the inside of your
• 41:22
  machine and how it's doing. And the thing that I would also
• 41:25
  say is like, for me, like the Creme de la Creme of scaling
• 41:29
  when it comes to team, is that your team feels like an asset to
• 41:33
  you, not an expense. And I had a conversation with
• 41:36
  somebody recently about this because they were at this place
• 41:41
  where they were like, hey, I need to cut costs.
• 41:44
  So I have to just like, chop everybody.
• 41:46
  And there was no emotion to it. It was really interesting.
• 41:51
  I said, OK, well, whoa, like, how do you feel about this?
• 41:54
  They're like, what's just like, what has to happen?
• 41:56
  And I'm like, yes, like, obviously logistically in the
• 41:59
  business, like if that's what has to happen, it has to happen.
• 42:01
  But like, how do you feel about it?
• 42:02
  And we uncovered that she really didn't see her team as an asset
• 42:09
  because truthfully, your team should be somebody that you
• 42:12
  like, look at. And you think, I don't even know
• 42:15
  what I would do if I lost that person.
• 42:17
  It would feel like a big loss. And like, for me, I feel like
• 42:22
  that about every single person that's in our business.
• 42:25
  Like I don't have a single person that I'm like, Oh yeah.
• 42:28
  Well, if they weren't helping us, like, it wouldn't be a big
• 42:30
  deal. It would feel like monumental
• 42:34
  for any person to not be involved that we work with right
• 42:38
  now because they're such an asset in the role that they're
• 42:42
  in. Like, so many of them are like a
• 42:44
  category of one in the sense of the way they do things.
• 42:47
  So if you have a team that you don't feel that way around, that
• 42:50
  is something that to me is a very big indicator that we need
• 42:53
  to dive deeper on that because I have had many conversations with
• 42:57
  people who have to let go of team members for whatever the
• 42:59
  reason might be. For some people, if they're
• 43:02
  restructuring their business or some people, it's the decreasing
• 43:05
  expenses and some people, you know, it's interesting when that
• 43:09
  their back gets against a wall, they have no qualms letting go
• 43:14
  of somebody. Like there's no resistance.
• 43:16
  There's like a great 321 go. It's Sarah and she like they're
• 43:19
  they're going. And here's the thing that I
• 43:21
  believe to be true about that one or two things.
• 43:24
  You knew all along that this person was not a good fit and
• 43:29
  you were in denial for whatever variety of reasons.
• 43:32
  You don't want to have to hire somebody new and you're like,
• 43:35
  oh, well, they're not that bad. I guess I'll keep them.
• 43:38
  You had, you know, situations that happened, but you thought
• 43:40
  I'll maybe it'll get better. You maybe don't have a good
• 43:43
  connection with this person, but you thought, you know, I don't
• 43:45
  have to be their best friend. They just got to get the job
• 43:47
  done, right. So there's a lot of these
• 43:49
  beliefs that allow sometimes team members to stay within a
• 43:52
  team, even though the leader knows that this person is not
• 43:55
  like a core asset. And I always tell people, if you
• 44:00
  know that someone's not an asset in your team, they shouldn't be
• 44:04
  there. Every person that you let go of
• 44:07
  should be a loss, because if it's not a loss to you, it could
• 44:13
  be that you are not emotionally connected to your team.
• 44:15
  So there's a high possibility of that, that you see them as
• 44:18
  people who work for you, not you work for them.
• 44:21
  So that's something that you could invite yourself to dive
• 44:24
  into to say, how do I perceive my team?
• 44:26
  Because that's important as well.
• 44:28
  But there's also an aspect here, which is that some people don't
• 44:31
  see everybody on their team as crucial.
• 44:35
  They're just comfortable and it's one of the best things that
• 44:39
  I ever learned from a mentor of mine years ago who said if you
• 44:42
  even have an inclination that there's somebody that you would
• 44:45
  let go, it means that you didn't see them as inherently valuable
• 44:50
  in the 1st place. So like a lot of us, if you know
• 44:53
  someone you're kind of thinking about, they need to go, you
• 44:55
  already know, OK, so like let this be your invitation to look
• 45:00
  at. OK, great.
• 45:02
  Who are those core players? And an analogy that I was given
• 45:05
  is that a good team of a scaling business is like an NBA team.
• 45:09
  An NBA team, whoever is gonna be on that bench have to be the top
• 45:15
  A+ players. If you are gonna be on this team
• 45:18
  and you're gonna be on this bench, the same thing is true
• 45:21
  for you as a business owner. If you want your NBA team of
• 45:25
  team players, if someone is not stepping up and cutting, you
• 45:29
  know, their weight basically within the team, there needs to
• 45:32
  be an invitation to do so or you have to really protect the
• 45:36
  assets because those are that bench is significant to be on
• 45:41
  for multitude of reasons. You know, obviously it's taking
• 45:43
  up space where somebody else could sit, but it's also this,
• 45:48
  the NBA bench kind of analogy is also to ensure that as you up
• 45:52
  the caliber in your business and as you up yourself, you up the
• 45:56
  level of the business that you want, you're surrounded by
• 45:59
  people who add to that elevation, who compliments you,
• 46:02
  who support you, who challenge you to the growth that's
• 46:06
  possible for you. So if you do not believe that
• 46:09
  someone on your team is an asset right now, it's your invitation
• 46:11
  to dive into. So when I look at a team and I
• 46:14
  say, OK, great, well, you know, how is your team?
• 46:16
  People will say, yeah, they're great, they get their job done,
• 46:18
  but they don't see them as an asset.
• 46:20
  And so that's something that I always dive into with people.
• 46:22
  Now, the one that we all want when we go into business, what
• 46:25
  do we want more than anything? We want more money, we want more
• 46:29
  time, we want more freedom, we want more location freedom.
• 46:32
  We want the pina colada on the beach in wherever, and we just
• 46:37
  want to relax and make passive income.
• 46:40
  That was a dream that all of us were sold, right?
• 46:42
  So let's look at maybe instead of just money, how is your
• 46:46
  lifestyle changed, even if potentially your money in the
• 46:49
  business has stayed the same or it hasn't quadrupled in the last
• 46:52
  year? How many hours you're working?
• 46:55
  I was literally at brunch this past weekend and I was saying to
• 46:57
  somebody, I remember that, you know, for a moment I thought, oh
• 47:02
  man, am I making enough progress, right?
• 47:04
  Like I was thinking about how fast I was growing.
• 47:07
  And then I shared that I literally used to work non-stop.
• 47:12
  Like I was like up at 5:00 in the morning.
• 47:14
  I was going to bed at 1:00 in the morning.
• 47:16
  It was non-stop all the time. And I was saying that what's
• 47:20
  interesting is the business, even though it might be in a
• 47:23
  similar spot, is also such a different experience for me.
• 47:27
  And that to me is 10X because it means that my hours I'm putting
• 47:33
  in are a lot less than they once were and yet the outcomes can
• 47:38
  remain the same. So that's a really good
• 47:40
  indicator of progress because it means that you're working and
• 47:44
  again, decreasing cost, you're working half the time, but
• 47:48
  you're managing to get the same outcome.
• 47:50
  So like that's for me a big deal, which is how little input
• 47:55
  that can actually impact the output and actually potentially
• 47:59
  increase the output, right? So in scaling a business, it's
• 48:02
  not about more hours, it's about leveraged hours.
• 48:06
  So it's not this idea of like, how can I work more?
• 48:09
  How can I spend more time tonight?
• 48:10
  How can I work the weekend? It's about saying if I work less
• 48:15
  or even if I'm really, really strict about my calendar, how
• 48:18
  can I get 3 times more outcomes while working the same amount of
• 48:22
  time, if not less time? So a great indicator of success
• 48:26
  and a scaling business to me is when someone's like, I've never
• 48:29
  worked less and I've never made more.
• 48:32
  That is like, OK, amazing. It tells us what we need to
• 48:35
  know, which is that you're really intentionally leveraging
• 48:38
  your time. The other massive one for people
• 48:43
  scaling businesses is that you can take time off and your
• 48:46
  business does not fall apart. It's huge.
• 48:49
  It's absolutely huge as a scaling business is can you step
• 48:54
  away from the machine and will it die?
• 48:56
  And there's so many people who I will talk to who go on vacation,
• 49:00
  but they don't act. They're constantly on their
• 49:02
  phone. They don't actually take a
• 49:03
  vacation or they feel like I can't do that because I have
• 49:06
  this happening, my client needs this and I can't step away.
• 49:09
  Being able to step away from your business is such a massive
• 49:13
  thing because it means that the business truly is its own
• 49:17
  self-sustaining entity. It means that your business
• 49:20
  really can truly function without you.
• 49:24
  And so that is a massive indicator of your growth as a
• 49:28
  business, as an individual, as a company.
• 49:31
  There's so many levels, but it's a massive indicator of progress
• 49:34
  because there's a lot of people who stay in their business and
• 49:37
  who can never step away. And with the stepping away, it's
• 49:40
  even 2. When you're resting, where's
• 49:43
  your head at? So like I, I was noting down
• 49:45
  like what an indicator for me was like when I would go to a
• 49:49
  massage before I'm remember when I would be on the massage table,
• 49:52
  I would be non-stop thinking about business.
• 49:54
  Like I would be like, oh, I'm going to make this lead magnet.
• 49:57
  I'm going to make this new offer.
• 49:58
  And like, oh, I could feel like this would be a cool marketing
• 50:00
  concept we could do. And I'm like, girl, relax at
• 50:04
  your massage, right? Like just be present.
• 50:07
  And I felt like I couldn't because my mind was constantly
• 50:10
  running about business. And I know like I even talk to
• 50:13
  people now and they'll be like in the middle of the night.
• 50:14
  I had this random idea for a piece of content.
• 50:17
  It was so annoying. I was like, just go to sleep,
• 50:19
  you know, or you wake up in the middle of the night and you're
• 50:21
  like, oh, that's an automation I want to create.
• 50:23
  And you're like, or an offer you want to create and you're like,
• 50:25
  thanks, brain. That moment where you can just
• 50:27
  be like, I'm so insanely present and I'm not constantly thinking
• 50:31
  about the business. Like I feel like I truly do have
• 50:33
  a moment and like a time of mental separation.
• 50:36
  It's huge. And because of this, you know,
• 50:39
  another experience you might have that is growth, a growth
• 50:43
  indicator for your business is that you're not constantly
• 50:45
  drained, you're not constantly burnt out like this is, I will
• 50:49
  say, of all the seasons of my business, like the least burnt
• 50:52
  out that I've ever been. And I look at my business and I
• 50:57
  think to myself, like, you know, am I in this current moment at
• 51:03
  this place where I'm like 6X my business?
• 51:05
  Like I'm honestly not. And I would say that like it's
• 51:09
  really freeing because it's actually about the experience of
• 51:13
  the business, not some vanity thing.
• 51:15
  And while obviously in this, I want to be very clear, it's not
• 51:19
  like I am not looking to grow or that, you know, any of that is
• 51:23
  not still our target. It's just that it's not my
• 51:25
  identity. It's not my core progress marker
• 51:29
  for me. I'm tracking things like how
• 51:31
  much time do I go and like be socializing and have fun and
• 51:36
  play and how am I sleeping and how much am I working on the
• 51:39
  weekends? Like, do I feel like I'm having
• 51:42
  to compromise my life in order to do the business?
• 51:45
  And if I feel like that's constantly happening, that's
• 51:48
  like a Ding, Ding, Ding, something's wrong.
• 51:50
  So the the progress indicator for me is about like, how is my
• 51:54
  energy while the business is operating?
• 51:57
  Like how do I energetically feel about business?
• 52:00
  And the way that it's feeling to me day-to-day, it's a big
• 52:03
  indicator of something that you can look at outside of just
• 52:07
  money alone. And also with this, I think for
• 52:11
  me, what was a fun Phase, I remember this phase was like
• 52:15
  deciding where I spent my time. Like I just hadn't had that
• 52:19
  moment before of like really being able to just spend my time
• 52:23
  wherever I wanted to. Like, I always felt like there
• 52:25
  was a, a right or a thing that needed me all the time, a right
• 52:29
  place that I had to be. And so when you have these days
• 52:32
  where you're like, I can, you know, my boyfriend and I just
• 52:36
  went to, it was like on a random weekday and we got up and just
• 52:40
  like went to the spa and we sat at the spa and we had champagne
• 52:44
  and we were just like hanging out.
• 52:46
  And I had no guilt. I had no like, Oh my God, I have
• 52:51
  to get back to my laptop or Oh my God, I got to get back on
• 52:53
  Slack or Oh my gosh, I got to get to my emails or Oh my gosh,
• 52:56
  I have to put some on social. Like right now.
• 52:58
  I think I post it like 3-4 days later because I was just like so
• 53:02
  present and I didn't feel any pressure.
• 53:03
  And I was like, wow, old Kate would have been like, got to
• 53:06
  quickly answer DMS Like I would be walking and voice noting
• 53:10
  people or I'd be like on the treadmill doing voice notes.
• 53:13
  Like I was just constantly never actually truly present.
• 53:18
  And it's because I wasn't allowed to focus on what I was
• 53:20
  focusing on. I always had something else I
• 53:22
  needed to be doing. So there's also such a freedom
• 53:24
  when someone gets this moment where they can say, like, what
• 53:27
  do I want to do with my time today?
• 53:29
  And I had a past client actually messaged me this morning.
• 53:32
  She's in the middle of a big move.
• 53:33
  She's like moving cities. And she was like, Kate, I
• 53:36
  literally had one call this morning and my entire day is
• 53:40
  open. And I thought to myself, you
• 53:42
  know, oh, my instant brain was like, what should I do in the
• 53:44
  business? And then she thought to herself,
• 53:47
  literally nothing. There's nothing I need to do in
• 53:48
  the business. I literally, I'm just going to
• 53:50
  go adventure around my new city that I live in.
• 53:52
  Like I'm just going to go explore.
• 53:54
  And that's to me, like a true indicator of success.
• 53:57
  Like, yes, you know, all of us want to make more money, but
• 54:01
  what if the feeling of what you focus on each day could be truly
• 54:04
  something that you determine when you wake up?
• 54:06
  Here's what I feel like doing today.
• 54:08
  Or if it's a matter of you wake up and you're not burnt out and
• 54:12
  you're not uninspired, you're actually energized and excited
• 54:15
  about business again. Or you're working half the hours
• 54:18
  that you did last year, but you're making the same amount of
• 54:20
  money, if not a little bit more. Like that, to me can be a
• 54:23
  massive goal for a business owner.
• 54:25
  Now with this though, these are lifestyle things.
• 54:29
  OK, this is a lifestyle reality you can check in on.
• 54:31
  But what about client indicators?
• 54:33
  What are things you can focus on with clients that are progress
• 54:36
  markers? 1 is retention.
• 54:39
  I think so many people underestimate the power of
• 54:41
  retention. And a easy question to ask
• 54:44
  yourself is how many of the clients that I, that I signed to
• 54:49
  work with stay with me? And if they stay with me outside
• 54:52
  of the initial contractor container, how long do they stay
• 54:55
  outside of that initial contractor container?
• 54:58
  That is a great indicator of how your retention is within your
• 55:01
  business. So when we focus on retention,
• 55:04
  there's a lot of opportunity, a lot of scalability that comes
• 55:07
  with having people not just sign but also stay.
• 55:11
  And so that would be something I would invite you to look at if
• 55:14
  you're wanting to grow your business because indirectly that
• 55:17
  will also massively affect your revenue.
• 55:20
  Great quote that I learned was that scaling businesses are
• 55:22
  built off of retention and not acquisition.
• 55:25
  And that to me was a big insight because it really it was a
• 55:30
  simple phrase to basically say, understand where you're supposed
• 55:33
  to focus in business. Like so much of the online
• 55:37
  marketing tells us, marketing, sales, marketing sales, yes.
• 55:40
  But it literally takes so much extra time, money and effort to
• 55:43
  convert somebody new versus the person you've already converted
• 55:47
  when they signed with you and keeping them a happy client and
• 55:50
  keeping them inside of your world.
• 55:52
  So I would say focusing on retention is a great indicator.
• 55:56
  So let's just say right now you have on average your clients
• 55:59
  stay with you three to six months.
• 56:00
  Maybe your goal this year should be that we want to try to keep
• 56:03
  clients with us on, you know, for like 9 months or a year,
• 56:06
  whatever, maybe double their contract is.
• 56:09
  That can become your new marker of success, which again is going
• 56:12
  to indirectly massively affect revenue for you.
• 56:15
  Also clients coming back. The other thing that I also note
• 56:19
  is like, even if clients leave, something I also look at in
• 56:22
  business, which I think is a really underestimated metric is
• 56:25
  how many people leave and come back.
• 56:27
  And it's interesting, you know, I obviously like any anybody in
• 56:30
  services, I have had clients that have left and you know,
• 56:35
  we're friends and we're, we're connected, but I haven't worked
• 56:38
  with them again. But I also have a good amount of
• 56:41
  clients who have come back, some of them another time and some
• 56:44
  multiple times, right? So like I had a client who was
• 56:47
  in accelerator and then she came back and did an intensive and
• 56:51
  then she did AVIP day and then she came back and did
• 56:54
  accelerator again. So there's a lot of repetition
• 56:58
  in coming back and what it tells you is that your service is
• 57:01
  something distinct, your service is something that people value.
• 57:05
  And so again, what that is an indicator of in the world is the
• 57:09
  people that are actually happy and fulfilled with your product.
• 57:13
  So things I look at are retention, meaning how long they
• 57:16
  stay, but then also looking at how many people have ever left
• 57:19
  your service and come back. That's also a really good
• 57:21
  indicator of something you can track that will help you to grow
• 57:25
  the business. This is one that I will say is a
• 57:29
  really big one is referrals. If you don't have referrals, you
• 57:34
  don't have a good product. And I know that that is a very
• 57:37
  hard thing to swallow. People who are happy with a
• 57:42
  service rave to their friends and to the people around them,
• 57:46
  to their peers about how much they love the service.
• 57:49
  Like you guys will hear me talk about the incredible different
• 57:52
  companies that we work with and you know, the photographers that
• 57:56
  we use and the, you know, operations company we use.
• 57:59
  As I was saying earlier today in today's episode, dear Kells is
• 58:02
  like the backbone of the machine of our business.
• 58:05
  And So what I will say is the reason I refer business to her
• 58:09
  or the reason that I refer business to anybody inside of
• 58:12
  our our company is because they are the best.
• 58:17
  Like they are incredible what they do.
• 58:19
  And as a total side note, a shameless plug, if you are
• 58:22
  looking for support with marketing podcast, anything,
• 58:26
  shoot me message on Instagram. I will send you the list of all
• 58:28
  the people that I recommend. But the reason I refer them is
• 58:31
  because I'm such a happy customer.
• 58:33
  So if you don't have referrals, it often means you don't really
• 58:37
  have a lot of happy customers. You want to see, hey, so and so
• 58:40
  recommended you to me or so and so said that you're the go to
• 58:44
  person to work with. You want people sending you
• 58:46
  business because it means that people not only like your
• 58:49
  product, but they support your product, they support your
• 58:52
  brand. So again, it's an indicator of
• 58:54
  success because if you don't have a lot of referrals
• 58:56
  happening, if you don't have a lot of retention, if you don't
• 58:59
  have a lot of people coming back time and time again to work with
• 59:02
  you, you need to see that as a glaring, flashing red light that
• 59:07
  something needs to be looked at when it comes to the inner
• 59:09
  workings of your business. You should not just be focusing
• 59:12
  on front revenue and signing more people in.
• 59:15
  The other thing that I would also say is an easy one to track
• 59:20
  internally, but it's something that will again as a kind of
• 59:24
  down line or a through line impact your revenue is the level
• 59:28
  of results. So you know, even for me over
• 59:31
  the years, one of the things that I focused on was not only
• 59:34
  that I got clients outcomes, but what those outcomes were.
• 59:37
  So you know what, initially I focused in the six figure
• 59:40
  bucket, then it was multiple 6 figures, then it was 7, then it
• 59:43
  was multiple 7, then it became how fast can I get them?
• 59:46
  These results, meaning how quick can I not just that I can get
• 59:50
  them, but how quick can I get them?
• 59:52
  And I remember I had a client who like hit seven figures so
• 59:56
  fast and working together. And so then after that I was a
• 59:59
  great my marker is to try to create as quick of results in
• 1:00:03
  like an ethical way. Or whatever, like not by cutting
• 1:00:06
  corners by any means, but to look at how fast can I get
• 1:00:09
  people results and with that, what results are possible for
• 1:00:11
  them inside my world. And so when your work delivers
• 1:00:16
  bigger and bigger outcomes for people, you're going to find
• 1:00:19
  that generating sales, generating more revenue in the
• 1:00:22
  business, seeing people stay longer, seeing them refer more
• 1:00:25
  people is going to be so easy because again, people are more
• 1:00:29
  vocal about getting great outcomes.
• 1:00:32
  And it's honestly so much easier to market a product and to sell
• 1:00:37
  a product that has fantastic support or fantastic outcomes.
• 1:00:40
  Now, the last one here is more about you.
• 1:00:43
  And it's about you asking yourself the questions of how am
• 1:00:48
  I growing? Like, what's my progress looking
• 1:00:50
  like? And one of them is the fact that
• 1:00:52
  you're able to make fast decisions.
• 1:00:55
  I remember, you know, being in this place where again, like
• 1:00:58
  revenue was growing, but every decision took me what felt like
• 1:01:02
  2 months to decide on something. And it was so frustrating
• 1:01:06
  because you want to make quick decisions.
• 1:01:07
  You want to feel like you can have speed.
• 1:01:09
  In business, we always talk about, you know, success loves
• 1:01:13
  speed. You have to know 321 go and, and
• 1:01:16
  you move quickly and you take the action necessary.
• 1:01:19
  But it's, you know, easier said than done.
• 1:01:21
  And so with that, you might be focusing on revenue where again,
• 1:01:25
  there's a lot of time being, you know, lost and burned in a lot
• 1:01:29
  of just rumination and over processing and circling the
• 1:01:33
  drain on things when you really could 321 go and and make
• 1:01:38
  decisions much faster. So for me, I often assess myself
• 1:01:42
  as part of my success. I often assess myself to say,
• 1:01:46
  where do I need to level up? Where do I need to change in
• 1:01:49
  order for the business to, as a result, scale and grow as well?
• 1:01:53
  I also will say a big growth for me too was detaching my identity
• 1:01:59
  or my success from the businesses outcomes.
• 1:02:01
  I used to be so deeply defined by my business, like my business
• 1:02:06
  was my only identity. And I feel like truthfully, only
• 1:02:09
  in the last probably I'd say like 2 years has that started to
• 1:02:12
  change. And that's because I realized
• 1:02:15
  that like I was going for more and more and more, but I was
• 1:02:18
  going for more in business because I didn't feel enough
• 1:02:20
  without it. I believes that I had to make
• 1:02:23
  more money to be more valuable. I had to have more, you know,
• 1:02:26
  flashy success in order to be seen as more of an authority.
• 1:02:29
  I had to do these big things to be big enough myself.
• 1:02:34
  And so I really think that a massive indicator of growth when
• 1:02:38
  I work with people is that they are themselves separate from the
• 1:02:42
  business. They love their business.
• 1:02:44
  They're obsessed with their business, they are passionate
• 1:02:47
  about their business, but their identity is not their business.
• 1:02:51
  And I think that's a massive indicator that many of us should
• 1:02:54
  be focusing on outside of just more money.
• 1:02:57
  And also I will say in kind of tied into that because you when
• 1:03:03
  you detach your identity from business, you are going to feel
• 1:03:06
  like you don't personally take the roller coaster that your
• 1:03:09
  business takes. So like your business going up,
• 1:03:11
  your business going down doesn't mean that you are up or you are
• 1:03:15
  down. And I think that that's a really
• 1:03:17
  big for me indicator when I work with a client that they are
• 1:03:22
  growing so much within their business because so many of us
• 1:03:25
  are riding like we are strapped to our business roller coaster
• 1:03:29
  and we can't get off. And I think it takes a really
• 1:03:32
  strong and again, a lot of growth within a person to be
• 1:03:37
  able to see that the business has fluctuations, but they still
• 1:03:41
  have a baseline. And it's again, easier said than
• 1:03:43
  done. But that's why I think we need
• 1:03:45
  to be focusing on what are our goals and what are we saying are
• 1:03:49
  the things you want to focus on this year maybe for you, one of
• 1:03:53
  your goals that you're like, I don't want to ride this roller
• 1:03:55
  coaster anymore. Like I don't want to be on this.
• 1:03:58
  I want to be aware of it. I'm going to fix it.
• 1:04:00
  I'm going to own it, but I don't want my life to take the roller
• 1:04:05
  coaster that my business takes because in being an
• 1:04:07
  entrepreneur, that's what you've signed up for.
• 1:04:10
  You've signed up for your business to be a roller coaster,
• 1:04:12
  but it doesn't necessarily mean that you and your life have to
• 1:04:15
  follow suit. And so I think that that's also
• 1:04:17
  a huge indicator. And truthfully, one of the last
• 1:04:21
  ones is and a big one that I see from people when they're scaling
• 1:04:25
  and when they're stepping into that like scaling phase of, of
• 1:04:27
  growth for themselves is that you are operating from a place
• 1:04:31
  of being proactive and not reactive.
• 1:04:34
  It is such a key indicator for me of people who are on their
• 1:04:38
  path to growth is that they're not this happened.
• 1:04:42
  So now I do blank, right? Like they're not constantly just
• 1:04:46
  fire, fire, fire fires. Yes, fires happen.
• 1:04:49
  They happen to me, they happen to you.
• 1:04:51
  It's part of the business, but it can't be that your business
• 1:04:55
  is consumed by the fires. And so if someone is completely
• 1:04:59
  consumed by being reactive all day, every day, it basically
• 1:05:03
  means there's not really any needle moving happening in the
• 1:05:05
  business. So that would be something that
• 1:05:07
  I would focus on with someone is to say, listen, we are
• 1:05:09
  constantly in reactive mode here.
• 1:05:11
  Your everyday, your every week is because a client said this
• 1:05:14
  and a team member needs this and this is what the market's doing
• 1:05:17
  today. And I need you to go do this
• 1:05:18
  this week. And you have this list and then
• 1:05:21
  you look up and you think, why do I feel like I did nothing
• 1:05:25
  this week? Like why do I feel like I didn't
• 1:05:26
  move the needle at all? And not sometimes it's because
• 1:05:29
  you didn't, you didn't move the needle.
• 1:05:31
  And this is where the opportunity comes in to say I am
• 1:05:33
  being way too reactive in business.
• 1:05:35
  I got to start being proactive. And so the invitation is to say,
• 1:05:40
  OK, great. How can I use that as an
• 1:05:42
  indicator to assess each week to assess each quarter or this year
• 1:05:46
  to say, looking at how I did this year, how reactive was I?
• 1:05:49
  How proactive was I and the reason we go through these
• 1:05:53
  today? You know, obviously today we we
• 1:05:55
  cover operational things to look at different financial markers
• 1:05:58
  outside of just revenue, team and leadership, your time, your
• 1:06:02
  lifestyle, your client and your delivery in your market
• 1:06:05
  indicators, your personal growth as the CEO.
• 1:06:09
  The reason I share these is because I will tell you I've
• 1:06:12
  seen dozens and dozens of businesses that have come to me
• 1:06:16
  and they are making so much money and they are quote UN
• 1:06:20
  quote failing or making 0 progress on any of the things we
• 1:06:23
  talked about today. You don't want to be the
• 1:06:26
  business that's making seven figures but who is working
• 1:06:30
  non-stop around the clock everyday.
• 1:06:32
  You don't want to be the person making seven figures who's also
• 1:06:35
  feeling like their brain is constantly consumed with
• 1:06:38
  business and you can't turn it off.
• 1:06:40
  You don't want to be the person making seven figures who feels
• 1:06:43
  like their clients are coming in within three months, they're all
• 1:06:45
  leaving, getting no referrals, no renewals, no people raving
• 1:06:49
  about the product, no testimonials.
• 1:06:51
  You don't want to be the person who is making seven figures but
• 1:06:54
  who feels like you were having to look over every single thing
• 1:06:57
  within your business and nothing can go through the business
• 1:06:59
  without you touching it. We need to start to revise what
• 1:07:04
  we determine to be progress in growth.
• 1:07:07
  And so the invitation today is to look through this and to
• 1:07:10
  maybe give yourself some grace, go back through some of these
• 1:07:13
  different pieces and say, wow, I actually have made a lot of
• 1:07:16
  progress from last year. And maybe you're not going to
• 1:07:18
  see that directly only in revenue, but there's other
• 1:07:21
  things that threw us talking through this today.
• 1:07:23
  You say to yourself, wow, I have way better boundaries and I have
• 1:07:26
  way better retention and I have way better systems and I am
• 1:07:29
  working less than I ever have. That's massive.
• 1:07:33
  That's massive. And so let this be the
• 1:07:37
  opportunity for you to also give yourself a pat on the back.
• 1:07:40
  Let this be an opportunity to acknowledge yourself in how much
• 1:07:43
  you have done and how much progress you are making because
• 1:07:46
  it's huge and you can't let the Internet and the outside noise
• 1:07:50
  of like you should be making this much and this is what your
• 1:07:52
  goal should be. Tell you that all that progress
• 1:07:55
  is not enough. And on the contrast, if maybe
• 1:07:58
  you are listening right now or you're watching right now and
• 1:08:01
  you think to yourself, but I got a lot of work to do.
• 1:08:04
  The thing I also want to say is this is not going to happen
• 1:08:07
  overnight, but it is going to require you to desire other
• 1:08:10
  change other than revenue in order to have a very different
• 1:08:13
  experience in business. So if you have been the person
• 1:08:16
  who is entirely focused on money and absolutely nothing else, I
• 1:08:20
  want you to know that you can make the same, if not more
• 1:08:22
  amount of money in your business by focusing on some of these
• 1:08:25
  other progress markers. The businesses that I work with
• 1:08:29
  that are the most stable, that scale the fastest, are the
• 1:08:31
  people who recognize that the revenue and the money the
• 1:08:35
  business is making is just a vanity piece.
• 1:08:39
  There's so much underneath it that allows it to be able to
• 1:08:42
  continue to grow. And there's also a lot to be
• 1:08:46
  said for not just how much you make, but what your experience
• 1:08:49
  is in the pursuit of making X, whatever that number is for you.
• 1:08:53
  So I would love of love to hear maybe one or two that were take
• 1:08:57
  away for you today. Maybe you know, two things maybe
• 1:09:00
  that you've grown in this year. It could be two things that
• 1:09:02
  you're really kind of latching onto for the next, say, six
• 1:09:05
  months or 12 months that you really want to make progress in.
• 1:09:08
  We often talk with the fact a great quote that I I learned
• 1:09:11
  from a past mentor. Is it the best transformation
• 1:09:13
  that anyone can have is the one that you're witnessed in?
• 1:09:16
  And so let this be your opportunity to be witness in
• 1:09:19
  that if there is something that you have as a goal that you're
• 1:09:22
  like, I really need someone to see me in this so that I can
• 1:09:24
  stay committed to it. This is your invitation.
• 1:09:27
  Shoot me Adm It was literally, I cannot tell you.
• 1:09:29
  It fills my bucket more than anything to connect with you in
• 1:09:33
  the DMS when you guys were like, hey, I loved this episode.
• 1:09:36
  This was a take away for me or I just listen to X episode and
• 1:09:39
  this is a piece of homework I'm working on or this is my big
• 1:09:41
  goal after listening. Thank you, whatever it is, shoot
• 1:09:45
  me a message. And also if you're like, hey
• 1:09:46
  girl, I could use some help with XYZ, you guys know where to find
• 1:09:49
  me. So with all that being said, I
• 1:09:51
  hope today was a helpful episode for you, a good opportunity for
• 1:09:54
  reflection. I am excited to dive in on the
• 1:09:57
  next one. So with all that being said,
• 1:09:58
  we'll see you on the next episode.
• 1:09:59
  And, as always, stay ambitious.