If your business is making decent revenue but you still feel like there’s never enough money in the bank, you need to understand what’s actually happening to your cash. In this episode of The Real Truth About Business podcast, I’m kicking off a new financial series designed to make intimidating money terms actually useful for service-based entrepreneurs and solopreneurs. We’re breaking down cash flow, cash management, and profit strategy in normal-people language so you can understand how they affect your business growth, owner pay, investments, and profitability. After 9 years of experience running my consulting business, I’ve become increasingly focused on the intersection between financial strategy and business strategy because you cannot separate the two. You can have an incredible pricing strategy, lead generation system, and sales process, but if you don’t understand when cash enters your business, where it goes, and how much you actually keep, you can still struggle financially. These aren’t terms only your bookkeeper needs to understand. As CEO, you need to understand them too.

What You'll Learn:

• What cash flow actually means and why revenue doesn't equal cash in the bank
• How the timing of money coming in and going out can create cash flow problems
• What cash management means and how to give every dollar entering your business a job
• How cash reserves can help you prepare for taxes, annual expenses, owner pay, and future obligations
• What profit strategy looks like for a service-based business
• How cash flow, cash management, and profit strategy work together to create a financially stronger business

Episode Highlights:

[00:00] Introduction: A new financial terms series for solopreneurs

[02:00] Cash flow: What's coming in, what's going out, and when

[03:30] Why timing can create cash flow problems even in a profitable business

[05:00] Mapping your incoming and outgoing cash

[07:00] Cash management: Money hit your bank account, now what?

[08:15] Why a $5,000 pay-in-full isn't automatically $5,000 available to spend

[09:30] Using cash reserves for annual expenses and future obligations

[11:00] Profit strategy: How to intentionally keep more of your money

[13:00] Pricing, offers, capacity, expenses, and profitability

[14:00] How cash flow, cash management, and profit strategy work together

[15:30] Why successful businesses can still fail because of cash problems

[17:30] Action steps: Audit the next 30 to 60 days of cash

[19:00] The difference between bookkeeping and managing your cash

[20:45] Wrap-up: Find the financial gap in your business

Key Takeaways:

Cash Flow Is Simply Money In and Money Out

Let's make cash flow significantly less intimidating.

Cash flow is simply when money comes into your business and when money leaves your business.

That's it.

The timing matters because revenue doesn't necessarily mean cash is sitting in your bank account.

Maybe most of your client payments hit your account after the 15th, but most of your software, subscriptions, and other expenses come out around the first.

You could have a profitable business on paper and still feel constantly tight on cash because your money is leaving before your next wave of money arrives.

That's a cash flow problem.

Stop Looking at Revenue Booked and Start Looking at Cash in the Bank

One of the simplest exercises you can do is map when your money actually arrives.

Not when the invoice goes out.

Not the total value of the contract.

Not the revenue you've booked.

When does the deposit actually hit your bank account?

If you send an invoice on the first but your client normally pays around the fifth and the money doesn't reach your bank until the seventh, use the seventh when looking at your cash flow.

The same applies to payment plans.

If someone signs a $5,000 contract but they're paying you over six months, you don't have $5,000 in cash available today.

Understanding the difference between booked revenue and actual cash helps you make significantly better financial decisions.

Cash Management Answers: Now What?

Once the cash hits your bank account, cash management answers the next question:

Now what?

Where does the money need to go?

Some may need to become owner pay.

Some may need to go toward taxes.

Some might go toward debt.

Some may need to sit in a cash reserve.

And some may need to remain available for future expenses.

For example, if a client pays $5,000 upfront for a six-month project, you may need to reserve some of that money because you're going to continue delivering the work for months without another payment coming in.

The fact that $5,000 hit your bank account doesn't automatically mean you have $5,000 available to spend.

Cash Reserves Help You Plan for Expenses Before They Become Problems

I have annual software expenses that renew around the same time because I purchased several things during Black Friday.

Those expenses aren't surprises.

They happen every year.

So I have a cash reserve specifically for annual renewals.

That's cash management.

Instead of seeing a larger bank balance and deciding I can give myself a bonus or make another investment, I already know some of that money has a future job.

You can do the same thing for taxes, annual expenses, owner pay, future investments, debt payments, or other known obligations.

The goal is to know what the money sitting in your account is actually there to do.

Profit Strategy Is About Intentionally Keeping More

Profit strategy is my baby.

This is where we ask:

How do we intentionally create a more profitable business?

Maybe your pricing strategy needs to change because your margins are too low.

Maybe your direct costs have increased.

Maybe your offer requires too many delivery hours.

Maybe you need a more scalable offer.

Maybe you can delegate certain tasks and increase your capacity.

Maybe unnecessary expenses need to go.

Revenue tells you how much you're selling.

Profit tells you how well the business is actually working for you.

Inside my Focused Visionary Framework, we work on Pricing, Pipeline, and Sales because those three pillars help you generate revenue. Profit strategy asks what needs to happen so that more of that revenue actually stays in the business.

These Three Financial Strategies Work Together

Cash flow, cash management, and profit strategy aren't three separate conversations.

They work together.

Cash flow: When is money moving into and out of the business?

Cash management: Where should the money go once you have it?

Profit strategy: How can we create more money to keep?

A stronger profit strategy gives you more money to manage.

Better cash management helps you navigate the timing of your cash flow.

Understanding your cash flow helps you avoid situations where you continually rely on credit cards or debt simply because money leaves the business before the next deposits arrive.

This is the intersection between business strategy and financial strategy that I want more solopreneurs to understand.

Good Revenue Doesn't Protect You From Bad Cash Management

You can have a successful business and still run into serious financial problems.

I've spoken with business owners who made money but didn't understand how to manage what was coming in. The money arrived. They spent it. More expenses came up. The cash wasn't available, so they relied on debt.

Then more money came in and the cycle started over.

That's why these aren't just nice-to-know financial terms.

They're need-to-know business concepts.

You don't need to become an accountant or CFO. But as CEO, you need enough financial understanding to recognize what's happening inside your own business.

Business strategy can only take you so far if the financial strategy on the other side isn't working.

Start With the Next 30 to 60 Days

You don't need a complicated spreadsheet to start understanding your cash.

Look at the next 30 to 60 days.

First, identify exactly when cash is expected to hit your bank account.

Then identify when money is scheduled to leave.

Next, decide what jobs your incoming cash needs to have.

Does it need to pay you?

Does some need to go toward taxes?

Do you need cash reserves for future expenses?

Do you have annual renewals or other costs coming up?

Then look at what's actually left after everything is paid.

If there's a gap, that's information.

Now you can start figuring out how to fill it through better cash management, stronger profitability, different timing, or another strategic change.

Understanding Your Money Helps You Make Better CEO Decisions

A bookkeeper can provide financial reports and categorize what has already happened.

But you still need to understand what those numbers mean for the decisions you're making next.

Can you afford the investment?

Can you pay yourself more?

Why does the business generate good revenue but constantly feel tight on cash?

Are your offers actually profitable?

Where is your money going?

This is why I'm bringing more financial strategy conversations to the podcast.

You don't need to become a financial expert.

But you do need to understand your money well enough to make informed decisions about your service-based business.

Start with the simplest question:

When is money coming in, and when is money going out?

Find the gap first.

Then we can figure out how to fix it.

Resources Mentioned

• Get your FREE Ceo Income Plan
• Book a CEO Strategy Call
• Learn more about The Missing Piece Intensive
• Learn more about The Focused Visionary Accelerator
• Download the FREE Lead and Conversion Tracker
• Subscribe to the Sunday Morning Brew Newsletter

About the Host:

Michelle DeNio is a business strategist based in Sarasota, Florida, specializing in helping service-based entrepreneurs break through revenue plateaus using her Focused Visionary Framework. With over 300 podcast episodes and 9 years running her consulting business, she helps coaches, consultants, and service providers scale sustainably through strategic planning, pricing optimization, and sales process development.

Connect with Michelle

1. Website
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4. LinkedIn
5. Facebook

Let's talk money, money, money, money.

All right?

I'm going to start a series.

So every month we are going to have an episode like this that is going to kind of break down three financial terms that are used in the business space and why you need to care about them or how they matter to you as a solopreneur, small business owner, okay?

Because I think a lot of times they feel like big terms.

They feel like this doesn't apply to me.

And.

And they absolutely do.

And so I'm just here to break them down.

So it's going to be like a what the hell does this mean for me?

Type series.

So the three we're breaking down today are cash flow, cash management, and profit strategy.

Okay?

Because these are terms you are likely going to hear me throw around.

You've heard other people throw them around.

You maybe have seen them in content.

If you work with any type of business mentor outside of the online space, they're going to mention these terms to you, right?

And as you grow, if you go to get funding, as you try to get investors, all of these things like these terms that we're going to start breaking down are things that you need to understand, okay?

But we're going to break them down in terms that make sense for you as a solopreneur, small business term, business owner, okay?

Because they're not just for your bookkeeper to understand, okay?

They're not just for your bookkeeper to understand, all right?

They are not just financial terms.

They are business strategies.

Strategy.

This is what I say.

There is an intersection of financial and business strategy, and that is the.

The bridge that I am trying to gap.

The bridge that I am trying to gap.

That doesn't make sense.

That is the gap that I am trying to bridge for you is com.

Bringing financial and business strategy together, okay?

Because when you understand your money, money, money, money, it's going to help you answer some really important questions or, right?

Can I pay myself more?

Can I afford to make this investment?

Why am I making good revenue?

But I'm always tight on cash, right?

Is my business actually profitable?

Okay, so we're breaking them down into normal people language, what they actually mean for you and why you should freaking care.

Okay?

So number one, cash flow.

What is coming in, what is going out?

All right?

When is money coming into your business and when is it leaving?

All right?

This is literally what it means, cash flow.

The flow of money in and out of your business, okay?

And why this matters is because revenue does not mean there's cash in the bank, okay.

And timing matters, right?

When is the money coming in versus when is the money going out?

Like, do you have money going out before you have money coming in?

Right.

And even though you could be extremely profitable, you could have cash flow problems.

And here's an example of this is if all of your money comes in right after the 15th of the month, but a lot of your bills or money going out, like your auto renews, different things, comes out around the first of the month, right?

That is where you can create a cash flow issue.

If you don't manage the cash well enough, which we're going to talk about the next one, cash management.

If you don't manage your cash well enough so that there is money to cover the expenses coming out, right, you can start to get into these cash flow issues because you have money going out before you have money coming in.

And that is where you have this like, oh my gosh, why do I continue to come up against this cash flow problem?

Why am I continuing to have to rely on debt?

Is simply because you have.

Your timing is different, right?

Like there the timing of when your money comes in and out.

I actually just did this for myself is I literally sat down and wrote.

Down and made a list.

And this is something very easy that you can do is make a list of all of your current reoccurring revenue.

Or if you have money on payment.

Plans or whatever, make a list of it and like really note the date that it arrives.

Okay.

And it, it doesn't mean like invoice.

So like I have an invoice that goes out on the 1st, but it doesn't get paid usually to the 5th or the 7th.

So I don't count that money on.

The 1st, I count that money on the 7th, right?

Because it usually doesn't hit my bank account until at least the seventh.

So that's what you want to look like.

So if you've got a, any type of checkout thing, thrive, cart, stripe, doesn't matter which One you're using, QuickBooks, doesn't matter.

You can go and see like, when do my, when does my money typically hit my bank account?

Start to look for trends in that.

Now if you're project based and you're constantly working off of invoices and different things, this can be a little bit harder.

And this is why cash flow is even more important to you and cash management is going to be more important to you because you've got to manage that cash because you don't have a consistent flow flow coming in On a project basis.

Right?

So again, this is why this matters to you.

Okay?

So you've got to look at this is you've got your list now of when your money comes in, when it hits your account.

Now what you can do on the flip side of this is, and I may create a template for this.

So if you want it, I, because I created it for myself, so I can very easily turn it into a template if you want it.

DM me on Instagram and tell me you want the template for managing cash flow.

And I will.

It will force me to get it done and it'll force me to turn it into a template.

Because right now I only have it for myself.

But it's very helpful.

It's very simple, Very simple.

Because I do things simple here.

Cause I'm trying to make them.

You don't need a big fancy spreadsheet.

We need when does money come in and then when does money go out?

Okay, that's what we're looking at.

So we know when the money comes in.

So you're going to look at all of your reoccurring revenue, your deposits, all of that.

You're going to put the date that it hits your account.

Now you're going to look at all of the money going out of your business.

So if you have things set up on Autopay, if you have bills that are due, all of the money that's going out, you're going to put dates on those too.

And then we can start to line them up.

I usually break it down depending.

You can break this down into whatever works for you.

If you've depending on how your money comes in.

This is why I say it matters in how your money comes in.

So my money, I've got mine broken into four different weeks, like four different sections.

They're not like week one, week two, it's like the sixth, the 12th, the whatever based on when I saw money was coming in.

Because there are some things that you can do, like if you are paying down debts or credit cards, a lot of times you can change your billing date, right?

So this can help with cash flow.

So if you know that you've got something due but the money doesn't come in, you can change your cat, your dates, that things are due.

So again, this helps you to like move more realistically with the cash coming into your business.

The other thing that you've got to really look at is the cash flow is a lot of times what I see happen is we look at what the total overall amount build Is right, so somebody may owe you.

Let's say you're a project based business and you have a $5,000 project coming in.

And so we look at it like we've got $5,000 worth of cash coming in.

Well, not necessarily.

If the cash is only coming in once a month, like it's broken into six payments.

Well, you don't have $5,000 in cash to work with.

You have approximately like $1,000 or less every month, depending on what your payment plan is.

Right.

So that's what I mean by looking at and understand what cash in the bank, right?

Cash in the bank, Cash going out of the bank.

All right, that's what cash flow is, what is coming in, what is going out.

Okay, now we have cash management.

What are you doing with the money?

Right?

This is like, okay, money hit my bank account.

Now what, what do we do with it?

Right?

You know, you're going to hear that a lot.

Like, I feel like my entire job and role in the business, entrepreneurial space is answering.

Helping you to answer the question of now what?

Right, New buyer found you or new, you've got new audience.

Now what?

You have a prospect that has wants to do business with you.

Now what?

You have money that hit your bank account.

Now what?

You have new offers you want to create.

Now what?

Right?

Like I literally feel like I'm just constantly answering the question, now what?

So that's what cash management is.

What are you doing with the money?

Okay, so cash management is intentionally deciding where that money goes.

Okay, so I got this money in.

I'm putting some of this towards owner pay.

I'm putting this percentage towards the taxes.

I have this going into debt, I have this going into cash reserves.

Or cash management could also be, okay, we just got a $5,000 pay in full, but that's for a project over six months.

So we need to put some of.

That in cash reserves.

Meaning I'm going to reserve some of that cash because I'm not going to.

Have money coming in for the next.

Five months because they just paid in full.

So we need to reserve some of that.

Especially depending on what your cash flow situation is.

If you have bills going out, right, you can't just go and spend $5,000.

Because it hit your account.

You got to look at what's coming up, right?

What are my future investments happening?

What money do I have going out?

Do you have things that you want to invest in?

Do you have a personal expense coming up that you want to be able to account for?

So you need to take a bigger owner draw, right?

So again, it's really looking at and understanding, okay, I've got this money.

What do I need to do with.

It and how do I need to manage it, right?

How am I managing the money that's in my account?

So that you're not getting in this situation where all of a sudden taxes are due and you don't have the.

Money for it, or you wanted to.

You have.

Here's another one.

Like, here's a good example of cash management.

So I purchased a lot of things on Black Friday one year.

I just went like ham one year on Black Friday because there was tons of deals and it was softwares that I needed and stuff.

But now they renew in November, right?

So I have an account set up, like a reserve account, cash reserve account set up for annual renewals.

Because I know in November I'm going to get hit with big dollar amounts because I pay all of these softwares annually, right?

So I want to make sure that I have money set aside so I'm not like spending like, okay, let's say I get a $5,000 deposit.

It's like, great, wonderful.

I can give myself a bonus or I can buy this, or I can invest into this program.

And then it's like, I forgot I've got all of these big bills coming up because they're annual payments that we don't pay on a regular basis, right?

That is cash management.

That is understanding.

Okay?

I've got this reserve account for when this comes out.

I know I have this coming up.

And you look at your bank balance and go, I've got the money sitting there, right?

That's what that really comes down to is knowing that the money is sitting in your account for whatever you need it to be.

So whether that's to pay yourself or whether that's for an expense coming up, whether that's for taxes, future investments, these pay, you know, these annual renewals, whatever it is.

It's, how are you managing the money once it hits your account?

That's cash management.

Okay?

And now the last one is profit strategy, which is my baby, right?

Profit strategy is how do we intentionally keep more of our money?

Right?

It's not just about what is left over.

Profit strategy is really looking at how do we intentionally create a more profitable business?

So this could look at, you know, raising your prices because your profit margin is too low based on your prices, based on the hours that you're putting into it, based on the deliverables, based on your cost.

If you're Somebody who has direct costs associated with your offers.

We gotta always take that into consideration.

The costs of everything are going up, our softwares, everything like that.

So we've got to really look at our costs.

Again, like that's a huge part of profit strategy, is making sure that we are accurately accounting for costs.

Do we need to change up your offer strategy a little bit?

Do you need a mix of offers so that you have maybe one that's kind of a little bit more scalable?

Remember we talked about in a last.

I don't remember exactly what episode it was about four or five episodes ago on high ticket versus scalable offers.

Right.

So again, maybe you need a scalable offer, not just a high ticket offer.

Is there a way that we can increase your capacity?

And no, that doesn't mean just manufacturing more time that looks at like how can we maybe reduce time and hours inside of a current offer?

Maybe there's something that we can delegate.

Delegate because you are doing something that you no longer need to do and it's maxing your capacity where.

Which means it's in, it's creeping into your profitability.

So we look at like what, what's the trade off of hiring versus being capped on, you know, capacity type of thing, you know, cutting unnecessary expenses.

Right.

So profit strategy is all about how can the business keep more of the money than just than what we're bringing in.

Right.

Revenue tells you how much you are actually selling.

Right.

Revenue is a sales number, but profit tells you how well the business is actually doing and working for you.

Right.

And again, there's profit strategy.

And then with that, then you look into the tax strategy.

I don't get into all of that.

I'm not a tax strategist by any means.

But profit strategy is me looking at your business or helping you to look at your business and understanding like, how can we make sure that we're actually bringing in a little bit more profitable or making said offer more profitable, making your overall business more profitable.

Right?

Like it can be down at the very minute level of just changing an offer.

It could be minute level of looking at a specific client.

It doesn't really matter.

It's really more about like what, what can we do to create a more profitable business?

Okay?

And now here's how they all work together.

Okay?

And here's again how they, why they matter to you.

Because they're not three separate conversations, right?

Cash flow is when in, when is the money moving in and out of the business.

Cash management is where and should the money go.

Right?

Where and what do we do with the money once we've got it?

And profit strategy is how do we create more money to keep, Right?

How do we bring more money into those categories so that we can manage the cash better, so that we have a better cash flow?

Right?

Profit strategy gives you better cash flow and gives you better cash management skills because there's more money staying in your business.

So that makes the cash flow easier.

Makes the cash management easier.

Okay?

So again, they help you make better decisions about how you grow.

Right?

They tell you exactly what is working.

They tell you exactly, here's where the money is coming in, here's where money is going out.

The cash flow one is the easiest thing.

If you feel like you're constantly having to rely on your credit cards and you can't figure out why, even though you're making good money, it's likely just a simple cash flow thing.

It could be that there's money, the money is coming in after the money is going out, and we just need to shift that a little bit.

Or then if you can't shift it, then you manage it differently.

Right?

Like that's how they go together.

Cash flow and cash management go hand in hand together because it's like, okay, the money is going out and then the money doesn't come back in again until whatever time.

So we need to make sure that we are putting this money into reserves so that we're not getting into this cash flow situation.

But again, without knowing this, without understanding this, you could be just again, in this cycle of money comes in, I spend it, then I have to spend again.

I don't have the money, I rely on debt.

And then we get money in.

We.

You know what I mean?

Like, this is what creates that cycle.

Okay?

So again, those numbers and understanding all this, they tell you what is happening, but they also tell you how to make better decisions so that you don't continue to be in this situation.

Right?

That's why they matter to you as a solopreneur.

Because honestly, some of the most successful businesses I have seen, they go under.

Because they have cash flow and cash management issues.

Like these three things, cash flow, cash management, and profit strategy, are some of.

The biggest things that cause a business to fail.

Right?

One, they're not bringing in enough profit, so which means they're not bringing in enough cash flow, which means they're not managing their cash properly.

And so they end up in so.

Much debt and they get into such a cycle of debt that they can't get out of it.

And then that's why people end up going out of business or because it becomes such a problem simply because they never had anybody helping them.

Actually had this conversation with somebody.

It was so random.

It was a sales guy that came to a friend's house and he was, they were just being sales guys and.

Asking me, so what do you do?

Blah, blah, blah.

And I was talking to them about cash flow and cash management and profit strategy and everything.

And he looked at me and he goes, that's what we needed 10 years ago.

He goes, my buddy and I started a business and we had no idea what we were doing.

We had no idea how to manage the money coming in.

And we went out of business because we just literally didn't manage it correctly.

We spent it, we didn't manage it.

And we couldn't get out of it.

And we ended up going out of business.

Right?

So again, this is not like a nice to know.

This is like an a neat.

Like these are need to knows.

But this is why I say they go together.

This is why it's been so important.

To me this year to bridge that.

And bring them together.

Because it's like it's not just about financial strategy or understanding accountant accounting or understanding business strategy.

To me, they go hand in hand.

Right?

And that's why I've been really trying to shift more into this profit strategist, profit business strategist title.

Because I want to be able to do both.

Right?

Because again, you can have the best business strategy in the world.

But if your cash strategy is terrible and your profit strategy is terrible, like the business strategy only is going to take you so far, you have to have a financial strategy on the other side of it.

All right?

So action steps, if you want the cash flow template, it's going to.

That breaks down like what?

Seeing money in, money out.

You're going to DM me and you're going to force me to get it done.

But if you don't want the template, what you can do is just look at your cash coming in for the next 30, 60 days.

And when I say cash coming in, I do not mean revenue booked, I do not mean contract signed, I mean deposits in your bank account.

When does cash hit your bank?

Okay, Then I want you to look at what is actually going out.

Okay.

When does money go out of your business?

And then I also want you, if you want from an action step, these are just action steps.

Decide what jobs your incoming cash needs to have.

Right.

Does it need to pay you?

Does it need to go towards taxes?

Does it need to be set aside for future spending?

Does it need to cover costs that will be coming up in the next couple of months?

Right.

And then really understand where and like what job does your cash need to have?

Okay.

And then look at what you're actually keeping after everything is paid.

Hopefully it's more than just a little.

Okay.

And if it is just a little, it's okay.

Like, seriously, some months I have just a little bit left, right?

There are some months where we just have better spend your months.

September is a spendier month for me.

Well, fourth quarter in general.

Because like I said to you, I have these annual payments that come up and I have events usually.

Like I do a retreat.

This year I'm doing Boston.

Like, it's just a spendier month.

Q4 is usually spendier.

So I need to have some cash reserves set aside.

Okay.

And again, just ask yourself, like, where, where is there a gap?

Okay.

If you know, if you find the gap, then you can start to fill the gap.

And that's all you're trying to do here, is find the gap.

And if you don't know how to fill the gap, this is where I can help you on the profit and cash side.

Right?

Like, that's why I literally named that offer profit and cash strategy.

Because that is the problem.

Right?

Like we could look at a million things, but at the end of the day, what I really want to help you with is managing your cash, understanding your cash flow.

Sure you're bringing in enough profit.

So if you see that this is a gap and you're like, I don't freaking have a clue how to fix it.

Even if you have a bookkeeper, Like I was talking to somebody, she said to me, michelle, I have a bookkeeper.

And she presents me with all these reports, but it still is not telling me how to manage the cash coming in.

Right.

It's not telling me how to forecast and pre, you know, plan for the future.

It's not it.

Because again, that's not bookkeeping.

Bookkeeping is just categorizing your tr.

Not just, but it's, it's, it's more about the categorization of it.

Some bookkeepers will get into a little bit of this.

CFOs will get into this.

Some accountants will.

But again, for the most part, most solopreneurs don't need a full blown cfo, depending on what level they're at.

But typically, you know, you don't need somebody.

You need help managing your cash.

That's why I want to Start doing these episodes where I'm going to just break down what these financial terms are, and then you can decide, do I need help with it, or can I figure it out on my own?

If you.

Once you understand it and you have the actual definition of it and you can really.

And I break it down for you in the most simplistic of terms, then you may be able to do it on your own.

Right?

And if you don't want to do it on your own, then I can help you with it.

Right?

Like, that's the goal here.

But my bigger thing is that I want you to understand it, because the financial side, I'm telling you, is what's going to keep you in business.

You have to have some understanding of it.

You don't have to do it, and you don't have to have a full understanding of it, but you got to.

At least have a little bit of an understanding.

And that's what I'm trying to teach you in these episodes.

So they're gonna keep coming once a month.

We're gonna do these financial terms, and why the hell you should freaking care, okay?

So go find your gap.

If you need help filling it, come find me DMS and email all the things, all right?

And just look at money coming in, money going out.

That's the.

Honestly, that's the easiest step for you.

It's the easiest one to break down, and it's the easiest one to see.

Like, well, no wonder why I keep coming up short every month on my payments.

Because this all goes out, but then this doesn't come in.

Right?

Whatever.

So, all right, that's what you're working on.

Until next episode.

I love you.

I believe in you, and I will talk to you soon.