Latest / Smart Business Growth with Nicky Miklós / Crafting a Business Exit Strategy: Justine McLean's Key Principles Revealed

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Crafting a Business Exit Strategy: Justine McLean's Key Principles Revealed · Smart Business Growth with Nicky Miklós

• 0:04
  Speaker 1: Welcome to Thrive in Business Together with Nikki and Ness.
• 0:11
  Speaker 2: We would like to acknowledge the traditional custodians of country, the Yagara and Wurundjeri people of Brisbane and Melbourne, respectively, where Nikki and I both work and live.
• 0:21
  Speaker 2: Have you ever stopped to think about what you would do differently if you were selling your business?
• 0:31
  Speaker 2: Now, whether you are selling your business and intending to, or whether you're not, I'm going to guarantee you that our conversation today is going to get you thinking very differently about how you do business.
• 0:42
  Speaker 2: We chatted with Justine McLean, who's the founder of Flossy Creative.
• 0:46
  Speaker 2: Now Justine's a business money mentor and a financial educator who's on a mission to help women in business improve their financial literacy, which totally sings to my soul.
• 0:57
  Speaker 2: She's helped countless business owners improve their relationship with business money and become ROI rock stars and maker in chief of their own businesses.
• 1:08
  Speaker 2: She's also successfully sold three of her businesses over the time, and so not just is pricing her superpower, but she helps take the guesswork out of the business numbers in powers business owners to take actions necessary to create a profitable and sustainable business.
• 1:26
  Speaker 2: She's had close to 30 years experience across a whole range of business retail, e-commerce, publishing and is really sought after for her practical, tailored and proactive approach to business.
• 1:38
  Speaker 2: She's often described as a nice warm hug your business finances need.
• 1:42
  Speaker 2: She has shared so generously with us today and I just know you're going to love this conversation, so let's get straight into it.
• 1:51
  Speaker 2: Justine, I'd really love to delve into getting some insights for you around building a business to sell.
• 1:57
  Speaker 2: So what we know is that you have very successfully sold businesses three times over, and we're really curious about what is it that's the most important thing to consider when you're creating a saleable business.
• 2:12
  Speaker 3: Sure great question.
• 2:13
  Speaker 3: I think when I first started to go into business for myself, which was back in 1994, so a very long time ago a lot of people that I spoke to about it thought I was a little crazy.
• 2:26
  Speaker 3: I did it anyway, but not long after I went to a school reunion and one of my friends at the school reunion said well, okay, you've started a business, good for you, but how are you going to get out?
• 2:41
  Speaker 3: Because the goal when you start a business is not to just start a business, but it's to have an exit plan.
• 2:48
  Speaker 3: So I think something that always stuck with me every time I started a new business what's the exit plan?
• 2:56
  Speaker 3: So I think the number one thing to say if you go into business is that you need an exit plan to find the end goal when you start.
• 3:07
  Speaker 3: So many of us go into business because we've got that thing, that service, that product, that transformation that we want to sell, that we want to impart to our clients, and it's great.
• 3:17
  Speaker 3: And we go on with this idea that we're going to make money and do all the things, but we never really think about the end.
• 3:24
  Speaker 3: What does it look like if we're fed up with our business.
• 3:26
  Speaker 3: What's our exit strategy?
• 3:28
  Speaker 3: So that is the number one thing I would say about setting your business up.
• 3:35
  Speaker 3: So there are lots of other things we can talk about, but that is the number one thing that you need to go in with.
• 3:40
  Speaker 2: I think that's really, really refreshing, because it's not something we hear a lot of.
• 3:45
  Speaker 2: That whole idea of I'm going to go and start a business Great, so when are you going to sell it Exactly?
• 3:52
  Speaker 2: Well, I certainly didn't go into business with that in mind.
• 3:56
  Speaker 2: Obviously, nikki and I because we went into a partnership, we did do the pre-thinking around what happens if one of us wants to exit and we've got a partnership agreement where we sort of like a pre-nup against for business, where we've said, if things change and our goals change or whatever, we've got something there which sets the intention from the beginning.
• 4:18
  Speaker 2: But what I see with our clients who are talking about like they've been in business the two that come to mind have been in business for quite some time and now they're beginning to think about it.
• 4:29
  Speaker 2: But the problem is they're starting behind the eight ball because the systems and structure are needing to be created whilst they're flying the plane.
• 4:37
  Speaker 2: You know that whole the plane gets built while you're flying it and I wonder whether this influences it, because the structure hasn't been created or the thinking is not there around.
• 4:48
  Speaker 2: I eventually want to sell these.
• 4:50
  Speaker 2: We don't go in intentionally, which means we create a bit of chaos around us and then we go.
• 4:56
  Speaker 2: I've had it.
• 4:57
  Speaker 2: I feel exhausted, I'm burnt out.
• 4:59
  Speaker 2: I want out of this.
• 5:00
  Speaker 2: But the reality check then is who's going to buy a business?
• 5:03
  Speaker 3: And you know it's not that easy to sell a business, even though I've done it a few times.
• 5:08
  Speaker 3: People make it sound like it's an easy thing, and you know the sort of business that you've created and you've the transformation that you're making and how many people only buy from you because it's you inside of that business, it's you that is running that container, it's not the thing that's bigger than you that you've created.
• 5:29
  Speaker 3: And so I think that's why it's really important to you know, even if you have been in business for a while and you're starting to think, okay, maybe I do need an exit strategy, maybe I don't want to do this forever, even if you're not in that position where you've got, you know, all the I's dotted and the T's crossed, it's about sitting down and really starting to reverse engineer things.
• 5:51
  Speaker 3: So thinking of things like, okay, what's my ideal timeframe to sell?
• 5:57
  Speaker 3: What sort of financial target do I want to achieve?
• 5:59
  Speaker 3: How much money do I want for my business?
• 6:02
  Speaker 3: How much am I happy with?
• 6:04
  Speaker 3: And then I suppose any, you know personal or professional aspirations that might be no-transcript, so do you want it to be a jumping off point for something else?
• 6:14
  Speaker 3: Is it your swan song?
• 6:16
  Speaker 3: Are you going to go and retire?
• 6:17
  Speaker 3: Are you going to go back to a paid job?
• 6:20
  Speaker 3: And I think when you know those things, it's about then reverse engineering and kind of then, I suppose, almost reinstating your business up to get it ready to sell.
• 6:30
  Speaker 3: So there's a few different elements of how you could do that and I'm happy to kind of talk through those as well.
• 6:38
  Speaker 1: I also think what's really great about this conversation is that if you're listening and you're thinking, yeah, but I don't want to sell my business, that's actually not why I'm doing this.
• 6:46
  Speaker 1: It might be a lifestyle business or it's your latency business, and I think what's really important to remember is that, even if you don't want to now, by following these types of processes, thought patterns, thinking about how you're setting up your business, it's all about choice.
• 7:04
  Speaker 1: You want to build a business that if you decide, actually I'm keen to do something else, you can exit.
• 7:12
  Speaker 1: So an exit strategy or an exit plan isn't only because you want to exit the business, because the benefit of creating a business that you can sell and it can be very profitable is that you create a kick-ass business.
• 7:24
  Speaker 1: You create a business by design that is going to give you time, freedom and, like the examples we gave, a lot of the times, business owners they might not be thinking about the exit strategy, but then the business ends up sucking the life out of them and it's not a place that they enjoy or why they went into business in the first place.
• 7:40
  Speaker 1: So I think that's a really important perspective.
• 7:42
  Speaker 1: If you're listening, thinking, oh yeah, but that's not where I want to go, still focus on this, because you will create an amazing business with systems that will support and set you up and give you choice.
• 7:55
  Speaker 1: I think that I'd love to hear some more from you, justine, around the practicalities.
• 7:59
  Speaker 1: You mentioned the considerations and I think that that's just a really important perspective, because anyone in business needs to be thinking this, whether we choose to act on it or not.
• 8:09
  Speaker 3: Yeah, I mean that's exactly right.
• 8:10
  Speaker 3: I mean you remember that little thing called the pandemic that we kind of had to deal with in 2020?
• 8:17
  Speaker 3: .
• 8:19
  Speaker 3: So that for me meant that I really redesigned my whole business structure and basically what that did is that meant that I had a really diverse business model where I had various income streams, and honestly, there was nowhere in my mind at that point that I thought I'm setting this up to sell it.
• 8:40
  Speaker 3: Even though I always go back to what this friend had said to me back in the 90s about having that exit plan.
• 8:48
  Speaker 3: I thought, no, I'm just going to create this nice little business and it's all going to go along and I'm going to run these three different streams and happy days.
• 8:56
  Speaker 3: And then got to the end of last year and I had a terrible health scare and all of a sudden, the biggest money spinner in my business, the biggest income stream in my business, was the stream that I decided to, I suppose, despise the most, Because even though I had staff who were helping me run that stream, it was sucking the life out of me.
• 9:19
  Speaker 3: And so for me, even though I had not planned to sell any of my business, I thought, okay, that stream is the thing that if I get rid of that, if I sell that, then life is going to change for me.
• 9:32
  Speaker 3: And so you know, that's just one example of how things can change, I guess, and you can make that decision that you want to sell, but it all comes down to having those fundamentals in place.
• 9:44
  Speaker 3: So it's about building that really strong foundation in your business.
• 9:48
  Speaker 3: So, whether you have a single income stream or whether you have multiple income streams, it's about really understanding that vision, the mission and the values for your business.
• 9:58
  Speaker 3: You know who are your ideal customers, who are you trying to serve, what transformation can you make for them, and you know what other mission, what are the values that are wrapped around that, Because that's how most of us would run our businesses.
• 10:16
  Speaker 3: And then just building that robust, you know, set of foundations in the finance area, the systems and processes, pulling together a strong team, having that culture, making sure that your marketing arm is really set up well, All of those foundation pieces in your business, just getting those set up, Because when you sell a business, you want to be able to sell it really as what we call a going concern, which literally means that I walk out the door one day and the new owner takes over on the next and, for all intents and purposes, the clients don't really know that the business has even sold because to them it's business as usual.
• 11:00
  Speaker 3: That's how I sold my business.
• 11:02
  Speaker 3: I was able to do that because I had ticker systems and processes set up.
• 11:07
  Speaker 3: I had really clean financial records.
• 11:09
  Speaker 3: All of the everything was in place in terms of my finance.
• 11:15
  Speaker 3: I had a great team.
• 11:16
  Speaker 3: Everybody knew where they were supposed to be, what they were supposed to be doing and what our end goal was.
• 11:24
  Speaker 3: The culture in the business was great.
• 11:27
  Speaker 3: The new owner completely got that.
• 11:30
  Speaker 3: He really fit that culture and so he could literally buy it, take it over and, instead of Manny being the figurehead, it became him.
• 11:40
  Speaker 3: I think that's super important getting those foundations right.
• 11:43
  Speaker 3: One of the things is definitely around the finances.
• 11:47
  Speaker 3: I think so many people start their business and they don't think about the money side of things.
• 11:54
  Speaker 3: If I caught such a small business, I'll get that cloud accounting set up when, or I'll employ an accountant when, or I'll get that financial help when.
• 12:05
  Speaker 3: There's always a pause and a when, but I think you never know in your business when that potential buyer is going to come along.
• 12:13
  Speaker 3: I always say start as you mean to continue.
• 12:15
  Speaker 3: Keep those accurate records, set up great money habits and practices from the start and stay compliant.
• 12:23
  Speaker 3: Keeping those clean financial records is another thing.
• 12:27
  Speaker 3: I think it's about documenting all those standard operating procedures so that you can sell us going concern.
• 12:34
  Speaker 3: People can come in.
• 12:35
  Speaker 3: They can just pick up when you left off.
• 12:37
  Speaker 3: They've got you know whether they're written down, whether it's a whole bunch of loom videos, a combination of all of the above.
• 12:43
  Speaker 3: Anybody can come into the business and pick it up today and run it exactly like you had run it To make sure you've got those customer and supplier relationships that are really working well, that you've got this great customer database that you know to your customers and likewise with any suppliers that you're using, and you know to be constantly aware of what the profitability is in your business, how you can maximize that profitability and what the growth potential is for your business, and so I think, think about those sorts of things.
• 13:19
  Speaker 3: There are lots of other things you can do too, but bear the key.
• 13:59
  Speaker 2: Well, I can't let an opportunity go past without jumping on the bandwagon about money and really setting ourselves up for wealth creation and for the expectation of building a profitable business, because what breaks my heart is sometimes speaking to people who have established businesses who haven't even got to the point yet where they're paying themselves a wage that feels worthy of what they're putting in.
• 14:26
  Speaker 2: You know, like if we're back in the corporate days, we would match our salary against our skills, and sometimes I think we start that business off thinking, oh no, well, it's got to make enough money to cover my expenses, rather than I want a profit and my expenses and that should be the goal I'm going towards.
• 14:42
  Speaker 2: So I just had to jump on my soapbox for a moment there.
• 14:47
  Speaker 2: I also love in what you're saying is that everything you talked about is actually it doesn't even matter if you sell it or not, because you're talking about creating a business that gives you choice.
• 14:58
  Speaker 2: And this is what we align so closely in.
• 15:02
  Speaker 2: That thinking is around that belief that we want time, freedom, we want to have an amazing business, but we want the freedom to be able to not feel like we're pulled in a million directions and we're stuck in the busy trap.
• 15:15
  Speaker 2: So I'm curious to know, with the way that you approach business, what does that meant in relation to the way you live your life outside of business?
• 15:24
  Speaker 2: Like, how does that play out for you as you're creating this intentional structure around finances, around the way that you do things in the business, like everything with that filter?
• 15:35
  Speaker 2: What does that give you as a business owner?
• 15:37
  Speaker 3: Well, I think it's exactly that For me.
• 15:39
  Speaker 3: You know, part of the reason that I started a business way back when I was family, you know, I wanted to spend time with my kids.
• 15:47
  Speaker 3: I didn't want to be that person that was, you know, on the clock working for someone else.
• 15:53
  Speaker 3: There have been times, you know, throughout the journey since 1994, where I've jumped in and I've done a contract here and a contract there and that's what I had to do.
• 16:03
  Speaker 3: But every single time I did it, it reminded me that when I was on somebody else's time, when I was on somebody else's clock, that choice, that freedom for me was taken away.
• 16:13
  Speaker 3: And I understand in saying, you know, like it's a very privileged position.
• 16:18
  Speaker 3: But you know, when I went into business, I deliberately set up my business around my family.
• 16:23
  Speaker 3: I wanted to achieve what I needed to achieve while the kids were sleeping, when they were little, or while they were in daycare or while they were at school, and then, when they got bigger, I needed to set up my business so that I could, you know, bury them around and take them where they needed to go.
• 16:40
  Speaker 3: And now that my kids are older, for me it's about understanding that.
• 16:45
  Speaker 3: You know I have a business that you know where I can set my time.
• 16:49
  Speaker 3: I can say, okay, I'm not working on Monday or Friday this week or next week, I'm having an entire week off.
• 16:54
  Speaker 3: But I know because I've set it up and to your point, ness, about you know, paying a wage, paying super, setting up your business so that you're doing those things, covering the cost of business and still making a profit.
• 17:08
  Speaker 3: I've intentionally done that so I can have that freedom.
• 17:12
  Speaker 3: I know how many hours a week I need to work and know what I need to earn to achieve all of the above, and then I can go and do other things that fill my cup, that I really love.
• 17:23
  Speaker 3: So for me that's really important because, as a business owner, if I wanted to be available 24 seven or if I wanted to be on the clock from nine to five every day, probably easy to just go work for someone else.
• 17:37
  Speaker 1: Yeah definitely, definitely.
• 17:39
  Speaker 1: We talk about that.
• 17:41
  Speaker 1: Let's not create corporate jobs from our businesses Like let's not just turn it into probably what one of the reason of many of us actually went into business in the first place was to not have that, and I think what's also really cool about this conversation is you talked earlier about.
• 17:55
  Speaker 1: One of the foundational elements was also around documenting processes.
• 18:00
  Speaker 1: Oh my goodness, which is, well, in my world, probably one of the most unsexy things in business and most people there are some people that get excited about that but trying to actually tether down or get the information that's out of either business owners or leaders or key people in the business to get it out of their head and document it, and I love that.
• 18:18
  Speaker 1: You also said it could be loom videos, it could be written processes.
• 18:22
  Speaker 1: There's a lot of creative ways to actually get that information written down, and what I'm hearing is, yes, that might seem like maybe a waste of time right now or a pain in the bum or boring or whatever that thing is, but it's about reframing and going.
• 18:37
  Speaker 1: Actually, if I can get those processes out and down as an example, the payoff is time freedom.
• 18:43
  Speaker 1: The payoff is Exactly, yeah, freedom.
• 18:45
  Speaker 1: It is building that business by design.
• 18:48
  Speaker 1: It's not falling into the trap of creating a day job.
• 18:50
  Speaker 1: So short term pain, long term gain.
• 18:53
  Speaker 3: Yeah, exactly, and I think, as you said, particularly if you're working on your own, you probably think why do I even need to spend the time doing that?
• 19:02
  Speaker 3: But even if you never intend on selling your business, even if you intend on doing it and then just one day shopping, I think you never know when you're going to be in a position where you might want to scale your business, where you might want to go, I don't know, to the Bahamas for a month, and you want things to keep running, and the easiest way to do that is to set up something in the back end.
• 19:25
  Speaker 3: So, as I say, anyone can walk in and take over.
• 19:27
  Speaker 3: You might want to hire because you're scaling and if you've got all the set operating procedures set up, if somebody else knows how to do a job, sure, it's going to take some training, but gosh, it makes life so much easier to get things done the way that you want them to get done.
• 19:43
  Speaker 3: Because I don't know if you girls will agree with this, but I think most business owners, particularly if they're solo preneurs, kind of think that nobody can do all the things as well as they can do the things.
• 19:58
  Speaker 3: So I think we're all kind of perfectionists in our own way and we all know that we can do things to the degree that is acceptable to us.
• 20:08
  Speaker 3: But the truth is, if we keep running at that level, we're going to burn out.
• 20:12
  Speaker 3: So eventually you want to bring in help and there's lots of things I've promised you that you can outsource, and if you've got those procedures in place, they're still going to get done to that level maybe not as well as you could do them, but it's going to free up your time to do maybe some money making stuff in the business or maybe just to have an afternoon off.
• 20:30
  Speaker 2: Yeah, it's really interesting.
• 20:32
  Speaker 2: What's coming to mind is one of our clients and this.
• 20:35
  Speaker 2: This business has been operating for a very long time and started with just her and has grown.
• 20:43
  Speaker 2: It's interesting that, when it comes to talking about training others and working at your standards around, what does it look like in our business for this particular service offer?
• 20:55
  Speaker 2: She's really struggling with that, but every single job is really different.
• 21:00
  Speaker 2: It's just something that I know and I can sense.
• 21:03
  Speaker 2: I don't know how to explain that to others.
• 21:07
  Speaker 2: It's interesting having that conversation with someone who doesn't see the pattern because they're so close in it and they're going yeah, but I could go out to this job and I could say this today, but I'd say this tomorrow.
• 21:18
  Speaker 2: What became the conversation that we have was well, this is a new problem to solve and this is going to require different thinking.
• 21:26
  Speaker 2: I'm curious to know what is it that you think would be the mindset shift or the belief shift or just some sort of shift in there, if you find you're coming up with all the reasons why you can't do it, those excuses that come after oh yeah, I would have systems in those, but what is it that we need to shift in our way that we approach it or think about it in order to see a change.
• 21:51
  Speaker 3: Well, here's the cold hard truth, because you said that before, Nicky, that you didn't think standard operating procedures before texting.
• 22:00
  Speaker 3: Well, I can tell you 100% that people think finance in business is the least sexy part of business right, Apart from people like you and Ness.
• 22:11
  Speaker 1: I think yes.
• 22:11
  Speaker 3: So when I am speaking to people about finance in particular, often they have exactly that dialogue with me about but I want things to change, but and they can't say what's the next step is.
• 22:27
  Speaker 3: And the cold hard truth in this is that if nothing changes, nothing changes.
• 22:33
  Speaker 3: So if you want to see the next result, if you want to see something different and improvement, a step, the next level in your business, then you need to be open to change, and that is the reality.
• 22:48
  Speaker 3: I think if you ever engage a business coach or someone to work with you or help you as a mentor in particular, I think you both would have been counted this that you do have clients who are very kind of you know there's a brick wall there that you almost need to knock down.
• 23:06
  Speaker 3: It's like they expect you to come in and wave a magic wand and it's all okay.
• 23:11
  Speaker 3: But it's not going to be like that and unfortunately, there's no shortcuts.
• 23:15
  Speaker 3: You just have to do the work, and it's often those small, simple, consistent changes.
• 23:21
  Speaker 3: For me with finance, which is obviously where I specialise, it's just about, you know, really sharing these tiny, incremental changes that clients can make every day of their business to get those quick wins.
• 23:34
  Speaker 3: Because I think when you see the quick wins and they add up, and add up, and add up, all of a sudden over a week, two weeks, a month, things do change.
• 23:43
  Speaker 3: And then it's like ah okay, yeah, I can see it now.
• 23:47
  Speaker 3: So sometimes it's dragging them, you know, by the teeth, saying you just need to do this.
• 23:56
  Speaker 1: And what comes to mind?
• 23:57
  Speaker 1: There is this I think there's a quote about it, but there's a price of entry for every growth level.
• 24:02
  Speaker 1: So there's a price of entry I'm going to say that again price of entry for every growth level, which might mean actual bunny price because you know you're paying for working with a coach, as an example, or you're paying for an update in systems and in the business and software.
• 24:17
  Speaker 1: But it sometimes is also a price in terms of time, investing some time in getting the processes up.
• 24:23
  Speaker 1: We cannot.
• 24:24
  Speaker 1: For every level of growth for ourselves and our businesses, there's always something that we have to invest.
• 24:31
  Speaker 1: And I also think about this analogy of a brick wall.
• 24:34
  Speaker 1: What you're talking about with these little incremental steps, these little actions that you can take, which we talk about a lot in all areas of business and personal development, it's basically focusing on one little brick at a time.
• 24:45
  Speaker 1: You don't have to slam into that wall and try and like I feel like there's a comedy of trying to smash a door open with your body, body slam it.
• 24:53
  Speaker 1: You don't have to do that.
• 24:54
  Speaker 1: What's one little brick that you can take out, one at a time, so that you also can still have this sense of time, freedom and finding this harmony and flow in business that other people talk about as work-life balance, but we prefer to look at it as a harmony and a flow.
• 25:09
  Speaker 1: I want to, justine we always like to finish out with one action, one actionable action that people can take.
• 25:16
  Speaker 1: What do you think, in context of the conversation that we've had and again, getting that business raring to go so you have the choice of selling even if you don't want to?
• 25:26
  Speaker 1: We've touched on a lot around some practical aspects, but also the mindset piece around this One action that people can take in 24 hours.
• 25:35
  Speaker 1: That walking away from this in context of this amazing conversation that we've had.
• 25:42
  Speaker 3: I think that the biggest favourite any business owner can do and you can easily do this over the next 24 hours, because it's a place that we're probably thinking about our business 24, 7, 3, 6, 5, is to really just take a critical, almost helicopter view of your business and be honest with yourself about where those weak spots are.
• 26:06
  Speaker 3: So, is it your finances?
• 26:08
  Speaker 3: Is it your marketing?
• 26:10
  Speaker 3: Is it that you don't have any standard walking procedures?
• 26:13
  Speaker 3: And I think, once you identify what that is, it could be that you've got all these great customers, but you're actually not nurturing those customers.
• 26:23
  Speaker 3: You've forgotten about people who you've worked with in the past and that needs to be beefed up in your business.
• 26:31
  Speaker 3: Find the weak spot, identify it and then decide that you're going to change it, that you're going to improve it, that you're going to make it better, and you can work out what the next step is.
• 26:43
  Speaker 3: But I think it's just having that really clear, honest discussion with yourself about where the weakness is and then doing something to make that weakness better.
• 26:53
  Speaker 3: Turn it into a strength.
• 26:55
  Speaker 2: Yeah, I love that.
• 26:56
  Speaker 2: What comes to mind is, if you want some help with that, we do have our mini business health check which helps you to understand that helicopter view of the business to.
• 27:06
  Speaker 2: I think it only takes like four minutes or something to answer the questions in there, but it does give you.
• 27:12
  Speaker 2: It does give you the opportunity to see where do I need to focus my attention.
• 27:17
  Speaker 1: I love getting into that.
• 27:18
  Speaker 1: We always like to.
• 27:19
  Speaker 1: We talk about getting on the balcony.
• 27:21
  Speaker 1: Actually, our business mentor, janine Garner, shared this metaphor with us around the same thing as getting on the helicopter of the business and I get on the balcony.
• 27:29
  Speaker 1: So you're looking at the dance floor, which is the day-to-day runnings of the business, and we get up on the balcony.
• 27:35
  Speaker 1: And I also want to say we had a really great conversation with Donna McGeorge a few episodes ago and she suggested one of our actions was to book a meeting with ourselves.
• 27:43
  Speaker 1: And this could be something, listeners, that you do in that meeting that you've booked with yourself Reflect, look at those areas of the business that Justine has taken us through, to really look at what is that weakness and then what's something that I can do about it and also acknowledge your strengths.
• 27:59
  Speaker 1: So really incredible action, justine, thank you, and I also know there's lots of resources that you have as well to help with this.
• 28:06
  Speaker 1: So we're going to put a whole bunch of links in the show notes, but just as a quick summary, if people want to come and follow you, maybe friendly, stalk you, maybe say hi, look, check out the work that you do, because you really are a game changer in this space.
• 28:20
  Speaker 1: Where can they find you?
• 28:21
  Speaker 1: Where would you like to direct them to?
• 28:23
  Speaker 3: I usually hang out on Instagram because Justine looks like a pretty, you know, really fun sort of platform.
• 28:30
  Speaker 3: So you can find me over at Instagram, at flossingfiles, that is flossing with an I F-L-O-S-S-I, my childhood nickname.
• 28:39
  Speaker 3: Or come and have a look at my website, flossingcomau, again with an I.
• 28:44
  Speaker 3: And I've also got a podcast secret the successful business which you ladies are going to be appearing on very soon.
• 28:51
  Speaker 2: I'm so excited for that, very excited, very excited.
• 28:55
  Speaker 1: It is a great podcast, so make sure you get that into your listening ears as well.
• 28:58
  Speaker 1: Thank you so much, Justine.
• 29:00
  Speaker 1: Thanks everyone for listening and next final words.
• 29:03
  Speaker 2: That's all.
• 29:03
  Speaker 2: Thanks, justine, appreciate it.
• 29:05
  Speaker 2: See you next week.
• 29:07
  Speaker 1: Thanks for listening to today's app.
• 29:08
  Speaker 1: If you loved what you heard, find us on LinkedIn and let us know what you enjoyed.
• 29:13
  Speaker 1: Also, don't forget to rate and review and, of course, share this episode with your biz besties.
• 29:19
  Speaker 1: Ness and I are obsessed with helping you break through your business and life barriers to get you to your next frontier of growth.
• 29:28
  Speaker 1: We bring two business minds and two perspectives into your business.
• 29:33
  Speaker 1: As the magician, I help connect the dots, see the possibilities and the hidden potential, and as the architect, ness turns those possibilities into practice, implementing plans and frameworks.
• 29:45
  Speaker 1: Because, let's face it, every vision needs a practical pathway to success.
• 29:50
  Speaker 1: We offer business health checks, taking you from chaos to clarity in just 30 days.
• 29:56
  Speaker 1: Are you curious to find out more?
• 29:58
  Speaker 1: Send us an email or go old school and give us a call.
• 30:02
  Speaker 1: All our details are in the show notes and on our website.
• 30:05
  Speaker 1: Until next time, happy listening and here's to thriving in business and life.