Are you a business owner who's ever felt overwhelmed by your finances? Maybe you've found yourself staring at your bank statement, wondering where all the money went. Or perhaps you're avoiding looking at your books altogether because the numbers just stress you out.

Today, we're going to demystify business finances and learn how to transform financial chaos into clarity. Our guest, Carla Titus, is here to show us how to make our numbers work for us, not against us. Whether you're just starting out or looking to scale, this episode is packed with practical strategies to boost your financial confidence and grow your business profitably.

Connect with Carla Titus:

• Instagram: https://www.instagram.com/wealthworthwithin
• LinkedIn: https://www.linkedin.com/company/wealthworthwithin/
• Facebook: https://www.facebook.com/wealthworthwithin
• Website: https://www.wealthworthwithin.com
• Book a call with Wealth & Worth Within: https://www.wealthworthwithin.com

Show Notes: https://laurenglynn.com/14

Mentioned in this episode:

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Carla Titus Interview

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Let's get started. My guest today is Carla Titus. is a finance expert with over 15 years of combined experience in corporate financial planning, analysis, strategy, and online business experience. She provides fractional CFO services and financial consulting to business owners looking to grow their business profitably. Her mission with Wealth and Worth Within is to empower business owners to achieve financial clarity and peace of mind so that they can get back to doing what they enjoy. Carla, thank you so much for being here today. I'm so excited to talk to you.

highlight how those should be for the financial side of the business.

And we help people manage that in their growing businesses. Uh, we also offer professional bookkeeping services as you know, there's just different, you know, bookkeeping services out there. And if you're looking, uh, for, uh, The next level supporter have outgrown your existing support and you know, that's what we are able to provide support on Getting your books ready for tax time and making sure that they're done the right way So we're very passionate about working with growing businesses that are established.

They've been in business for a few years. They're looking around They're like This growth is just a little overwhelming or things got a little more complex, and we don't really have the right financial processes in place to help support where we're going. We want to understand a little bit more of what's coming ahead and how do we think about properly planning in a proactive way, not waiting for it to happen to you.

In business from a financial aspect. And as you know, everything touches money. So even if people are like, well, I don't want to talk about money or like, I'm scared of it. Uh, at some point, this becomes an important aspect that you want to tackle and you don't want to be surprised by it. So we want you to be in power with a clear financial plan.

The right processes to support you at every stage of growth, as you continue to work through expanding your services or creating new revenue streams, or even just managing your cost sometimes to make sure you have profit in the first place. Uh, we want to be that partner, that business partner that's along the way that helps you answer some of those questions through data and financial analysis.

They're, you know, sort of starting off on the right foot. How can they start their businesses off in the right direction with the right structure, the right process?

Like step one, make sure your numbers make sense that you're actually doing the work every month to ensure that you understand what's going on. What is happening in your business from a financial perspective? And this is process one, right? We want to install a good discipline around doing monthly bookkeeping, at least looking at your numbers every month and understanding that we make a profit or not.

If we didn't, why not start to dig into that? And if we did make a profit, can we do more of it? What are the things that are working that we can double down on? And that's where the numbers and the data is going to start to give you the answer. So you don't have to go guessing. What to do next. We just do more of what is actually working, which is shocking.

But a lot of people don't take the time to go back and look.

And this is where they're just trying everything. They're throwing spaghetti at the wall, and they're like, Why isn't it working? But then there they have the two or three things that actually been performing well, but they wouldn't know because they're not measuring that by forgetting to look at their numbers.

So step one, Do your books and look at your numbers. And then from there, start to use that data to make those decisions because now you have information about what's working and you can do more of that, invest in it or double down. And that's where the good financial habits and systems in place are really going to get you further.

And this will grow with you over time, right? When you're two, three years in business or long, you know, along the way, having this habit in place already is going to help you better manage your finances in the business and not be surprised by. The overspending or like the, you know, we didn't make our revenue goal because we didn't even know what that was and setting

those right expectations up front.

So I have now found a new bookkeeper and she's much better at it. But, you know, there was a period of time where nobody was looking at the books cause I didn't know what I was doing. I would go in and my original accountant would be like, no, you're not doing this right. Let me just do it and I'll just categorize it.

And so I just got scared and just stopped looking at it, which I'm sure was the very mature, responsible response to, to that situation. But now I have a great bookkeeper. She's, she's catching everything up for me. But how do you recommend people go about finding, you know, at what point do they need out? Um, and then how should they go about finding that outside help? How do you really find someone that you mesh with, that works well with you? How do you, what's that process look like?

I'm like, yeah, Why should everyone know this if you didn't go to school for it or you didn't like learn it on your own, right? We are here to close that gap I think that the accounting and bookkeeping industry just hasn't done a good job by being customer service or friendly We love educating and helping our clients understand What?

You know, why we do the things we do and how to go about it and explain to them that, but if they care to know the behind the scenes, like, you know, how things work and why, but you need to find that person that makes you feel comfortable that you can bring anything to them. And they're like excited to show you or teach you what you need to know, because again, they know that you didn't know, and they're here to educate and empower you with knowledge so you can have better conversations going forward.

And then they become that trusted partner. Now. To find that person, it is a harder endeavor because you have to filter through some bad support sometimes in order to

get to the good support that you can kind of spot it because even in the way that they do maybe a sales goal or consultation or the way that they're asking you questions, how are they making you feel even just from the first interaction, you can tell a lot about a company or a brand or like the people that work in that, um, support service.

In the way that they just speak to you in the first conversation. So go get on different sales calls. Like when you're looking for your new bookkeeper, ask them some accounting questions, even some basic things like, do you know what a chart of account is? Do you know what a balance, how to manage a balance sheet and make sure that it's clean?

Um, I think things that from an accounting perspective, bookkeepers should know, and you can filter a lot of them out at that point because they won't be able to answer those questions, right? Even if you don't know the answer, you'll be like, Oh, they're stumbling. Okay. Maybe they're not the best. Um, and so it also has that ability or capacity to grow with you because I find that a lot of business owners just stay with their first bookkeeper because it's who they know.

You know, maybe they make them feel comfortable, but then at some point maybe they've outgrown the skill set or expertise of that person and they need to look for the next level bookkeeping support. And it's hard because they're like, I trust this person and I want them to stay on, but maybe they're not supporting me in the way that I need.

And that's where they need to be looking for, um, additional services. Um, or to replace that current, you know, support that they found.

Like it's, it's scary to put yourself out there with those finances. So how does someone who has been in business for a few years, cause I think this is your sweet spot. Someone who's been in business for a few years, they have a bookkeeper, maybe they have an accountant, cause I know they're not the same thing.

I know I use them interchangeably, but they're not the same thing. Um, how does someone You know, but like I said, been in business for a few years. They have some profit going. They have the services that they've already been using. How do they realize like, okay, now it's time to move on. I need something bigger, or maybe I need a fractional CFO.

How does someone come to that realization?

Be happy, right? Everybody's happy. I get paid. You move on.

Um, maybe you're asking your bookkeeper or your accountant, like, can I afford to hire? Um, you're starting to grow. You need more support. And you're not sure if those financial commitments you're ready for yet, because you haven't planned them out right now.

You know, with someone that can help you understand what's happening there and can you afford it? Maybe you're asking questions like, you know, I'm making all this profit, but I don't see that cash in the bank. What's happening? And someone needs to sit down and explain to you why that is the case and what are some of the components that maybe are missing in your financial processes, like collecting on your outstanding invoices.

Maybe you don't have a process for that. And we need to establish one, um, making sure that, you know, those deposits are making it to your bank account, not just. Staying in your PayPal account or, you know, things that

people don't think about.

All

those things that maybe are not the right processes in the business and that will not serve you longer term and come to evaluate some of that for you. But I find that often is asking the questions that lead to more support and you're not getting the answers you need. They're money related questions.

They're like, should I be an escort? Should I change my tax entity? Even your account is nowhere to be found, right? And so like, sometimes that happens and you're like, I just need someone who can maybe answer my emails or my calls. And you know that that is not your current team, unfortunately, and they're not willing to step in.

And maybe again, they don't have the skills or expertise to step into that role and they don't feel comfortable. That's when they should be saying, Hey, maybe it's time for you to go find a CFO that compliments what I'm doing. I could stay your bookkeeping team.

You work with a CFO, you know, we all work to support you.

And that is a good time to maybe access those types of services, which go above and beyond what a bookkeeping or tax person will just do for your business, which is really, uh, focused on current and past, not forward looking.

through contracting. And yeah. But I was working directly with the bookkeeper. I wasn't really talking to the accountant and so I wasn't super clear on a lot of the changes. And then this year I stopped doing so much contracting so I stopped making so much money and now the S Corp is like a, it's a big mess because I can't keep up with the payroll that I was doing

and all the taxes and everything that's involved and like I wish that we had sat down to talk about, like, what happens if my income drops and I can't keep doing the same thing, but I only ever talked to the bookkeeper and I never talked to the actual accountant, and then they didn't bill, this is terrible, they didn't bill me all year.

Like, they never sent me an invoice, they never sent me anything, and then suddenly I get a bill at the end of the year for 8, 000.

uh, we didn't talk about this at all. I had emailed you in March and asked you what it would cost to do these things. You never got back to me. And now suddenly you're sending me a bill in November for 8, 000.

And I was just flabbergasted. And so, yes, I have had terrible experiences with accountants and bookkeepers. So. And it's funny because before I started working with the bookkeeper, my accountant kept referring to him as her IT guy, my IT guy does this. And then suddenly he was my contact. And I was like, is he an IT guy or is he a bookkeeper?

Like, why is he handling everything for me? It was just, the whole thing was very bizarre. It was, it was awful. But I think if I had had someone who was like more of a CFO, I could have sat down and said, here's what my business looks like now.

Cool. I don't think it's going to continue to be this lucrative. Like what should I really do? I know the S Corp is saving me money on taxes now, but what is it going to look like if my income drops? You know, if I had been able to have those conversations with someone and not been brushed off by my accountant and my tax person, then, um, I, you know, I might've been in a lot better financial situation at the beginning of the year than what ended up happening and having the 8, 000 bill and I owed it back to other taxes and it was a whole thing. And so then I

also had to pay my new accountant to, to untangle it all. Like

she had to go to the IRS and find out everything that, cause I had two different EINs and I had a social security number. And so I, you know, it's just so frustrating to me that. People are in business and offering these services, but maybe they're not the right people for it.

And so having someone like you in the CFO role, I think could have saved me a lot of heartache in this whole situation.

So you need to really assess your situation and make sure that this works for you, not only now, but also longer term. So when we made that change. We were prepared from a cash flow perspective, like we knew we were going to have additional costs. We knew we had to run payroll. We knew there was all this inherent costs that come with even filing another form, by the way, which your accountant maybe told you and didn't tell you that there was more costs with them and their services.

That's why

Probably they want you to switch to it. But also, ideally, the tax savings should net off to a positive, um, savings for you overall. And we go through that calculation with my own accountant and said, well, net of your fees, net of the payroll, net of this other cost, am I saving money or not?

Actually saving money or not, versus, okay, now you set this bar of you need to perform at this level or better. Otherwise, S Corp doesn't make sense for you longer term. And one year of savings doesn't make up for three, five years of it not yielding any savings for you and creating more headaches. So, It's not a short term decision and like businesses should know that and they should be asking the questions.

Okay. That works for this year, but what about next year? If I make half as much, what if the next year after that I'm back to growing double, like, how does that work? Can I get out of it? What does it look like for

this

because it didn't work for me. And that.

Right. And so you need to find your professionals that are Helping you educate you in that and help you navigate some of those big decisions so that you don't get caught off guard that you make the right long term decision on just a short term and also understand the implications from a cash perspective, from a budgeting perspective of what that's going to look like and then ultimately actually saving you money or so just creating more headache and unnecessary work.

That makes your accountant happy, maybe, but not you as an owner, because it's not really saving you any money or effort.

they're maybe a little timid about it?

This is just overwhelming because there's too many numbers and I'm not even, no, I don't even know where to look at. So we always say, start by first giving yourself grace. I think a lot of it is like, We put so much attachment to where we're at in business and where our businesses are successful to our worth and value as a person.

So first we have to start by, this is an entity that business performs at X level. We will love it to be better over time, but how would you even know if it's doing better if you don't start with where you're at? What, what if you just thought about Good or bad, terrible or not, negative or not. If you just thought of it as a starting point and then you get to decide what progress you want to make.

And so what we encourage people is say, okay, we're not going to judge ourselves for the results we have today. We want to make sure we're making progress. So maybe it's negative. 10, 000 this year. We don't like it. We want to make progress towards a breakeven or positive scenario. What does that look like?

So we start to make a plan and we start to take the action to help drive the business in that direction. But how would you even know if you didn't know what your start point was? So we want to see the progress. We want to have a plan to map out that actions we need to take to make it more successful.

And, you know, over time fix this issues, which could be a pricing issue. It could be, you need more sales. Maybe you've got too much costs going on and you need to, you know, change some of that to make sure there's room for profit after you pay yourself. And after you pay your taxes, which is key and then start to.

Make that like monitor that progress. Are we making progress? Are we worst off than we were last month? Are we better off than we were last month? And you start to see that progress happen and you start to create that action plan that helps drive that result you want to see. But you got to stay consistent.

You got to take the right actions and you got to look at the numbers in order to know, are we making progress? Yes or no. And then with the progress, honestly, When things start to turn around it becomes exciting and fun because you're like, oh my god, I'm actually making a profit I'm making money. I can pay myself.

This is fantastic I saved for taxes before they came to you and then it brings that joy back into your business from a financial Perspective because I know the numbers can be boring, but they can be very exciting if they're actually working really well for you You're making money

that's the goal of business

that impact, right?

So you don't even have to think about money at that point. Um, so we talked a little bit about strategies. What tools can you recommend for business owners to start making informed financial decisions? Is it, is it okay to start with just a spreadsheet or should they really have more of a robust tool to start with? Is QuickBooks really the only option? What, what can we look at for that?

um, at the end of the day is the industry standard tool. Unfortunately, or

fortunately, I don't, however you want to say, listen, we're not married to it. We don't get paid to say this. Um, we just know that that's where businesses can grow with it, right? At the end of the day, they're meant to be.

to be the standard tool. Like I have some clients that use Xero also. It's not bad. That's another good alternative. Um, I shy away from the free ones just because they're, you're not going to get the robust reporting and support that you maybe are, you know, needing in your business, especially as you start to grow, but it's okay to start with a spreadsheet.

If you know what you're doing and you know where your transactions are and how to categorize them, a spreadsheet can do the job. Like I had a spreadsheet for the first two years of my business because I didn't need anything fancy. And my accountant was happy because I knew how to categorize things. So they were like, Oh, Here's my profit and loss.

Got it. Uh, you did a great job, right? So making sure that you know what you're doing, first of all, right, you have the right chart of accounts, you have the right categories, think revenue, cost of goods or cost of services, um, to deliver, you know, the services or products that you have. And then operating expenses, anything that's overhead, rent, utilities, internet, anything like that.

And then your profit line, right? Those are your big categories. And within that, there'll be subcategories like maybe marketing and advertisement, there'll be some other subscriptions and software maybe that you're using. And that's nested under those categories. So just knowing what a typical chart of accounts for your type of business model is going to be a good starting point to make sure you frame your spreadsheet in that way, and then transitioning eventually to a software like QuickBooks or Xero or any of those that are.

Automatically fits in transactions so that you can have it all in one place. Also, the beauty is that you have three statements for financial reporting, your balance sheet, your income statement, your statement of cashflow, which if you're going to go to a bank to get a loan one day, you want to apply for credit, you want to do any of those things, they're going to ask for those statements.

So just making sure that you're able to produce them easily and not having to, you know, start from scratch. We help a lot of clients transition from spreadsheets to QuickBooks set up because. We just can automate a lot of that and then do the work of reconciling and categorizing things in the right way and produce those statements for them with ease so that they're not wasting all this time and effort.

Also, their accountant is not mad at them because they categorize a marketing transaction as something else. And they're like, you're not getting the full tax credit on certain things. And the ways that you categorize things for minimizing your tax liability is an important aspect of bookkeeping that I think a lot of time gets overlooked.

And if you don't have the knowledge, either go educate yourself or go find someone to outsource it to, because guess what, if you're growing a business, your time is better spent growing the business and doing the marketing and driving the growth than it is doing the accounting and bookkeeping that you're probably not great at anyways, and you're going to have to pay someone to clean it up and come redo

it for you anyway, so like you might as well just outsource it early and have them grow with you over time.

How does that work when you're trying to separate your accounts?

When you're just getting started, you're probably feeding money into your business, not the other way around. And so you want to categorize those deposits in from personal funds, funding the business as owners. Equity in the balance sheet. And so what I find often is people are just marking it maybe as revenue or income because they're like, well, it's money in right?

It doesn't matter. It does matter because it shows that you have a stake in the company by having brought in your own personal funds into funding the company in the first place and making sure that that gets categorized in the right statement to, uh, Adequately portray what portion have you invested because over time, ideally we're paying you that back as an owner in addition to your own pay.

So we want to make sure we track that amount in owners, um, equity, and then it's just stays there. Right? And then if you keep feeding that money into the business, at first you were just going to keep increasing that owner's equity, you know, whatever amount that you put in at some point. Okay. Your business is going to be self sustaining, meaning it will make enough

revenue to cover your expenses.

You're breakeven. Now we're making

progress again, progress right

over not making money. And so you're not dipping into those cash reserves that you have built through your personal funding of the business. And this is where having that business bank account is so critical at the start, because you don't want to be using your personal bank account to say, Oh, that's business money or your business account to pull personal expenses out of it.

Cause you want to keep Keep that separate, one, from a record keeping perspective, but also from a liability risk perspective of someone maybe, you know, comes after your business and now all of a sudden they are able to access into your personal life finances and you don't want any of this. You want to keep the two separate.

And what you want to do is once your business starts to make money and you have cash there, you're able to transfer from the business to your personal bank account. And As little money or as much money as you can afford to do in the business. Um, and then it's a clear transaction that the business is paying you as an owner.

Now, I want you to think of your business as an entity. I know you own it. I know you run it. You're probably doing all the work. I know it's you, you, you, you, you, but the business itself is thought of as an entity on its own. Now you happen to work for it. You happen to own it. And that business will pay you Hopefully a salary one day or just a monthly amount that you're able to afford.

So don't think of the business money as your own either, because now you have to, you know, pay taxes on it. All the money is the business money. It's not your money until you move it to your personal bank account. And so then it becomes really clear that you have this entity that runs and operates. It has its own money.

It's full of cash that you use every month to cover your expenses as you're making revenue money comes into the business account, not your personal. The business account gets those deposits so that it's clear that this was generated by the business. It might be again, you're working, doing all the things, but it's the business that's receiving the funds, not your personal because.

The beauty of a business is we get taxed differently than from personal income, and that's why they behave differently. That's why we have to track them differently and separately, and we want to create clean records for how the business is performing, and sometimes there's advantages. You know, the first year you might not make money.

You get to, you know, um, Take advantage of that. And then the second year, maybe you made some profit and you're paying taxes on that profit only. You don't want to be paying taxes on anything more or less than you need to. So clean financials are going to be key. And also we talked about decision making, right?

Having clean financials for decision making is super key when you're making progress in business as you're growing

veil

sometimes, sometimes you got to pierce that corporate veil if the money's not coming in for you.

So, but no, now I know a better way to do it is actually transfer the money in, market as owner

How can they really plan out their financials, have a better understanding of it? What, what's some tips and tricks you can give for, for those of those people who are just starting out or maybe who have been in business for a while and never had a budget before? I have a budget, so that one's one, that one's not one that I

have done personally.

Budgets move because they change because things change and you got to be able to adjust. So what I always say is like, start with a budget. Baseline budget. And what I mean is go look at your last six months of expenses. What do you spend on that subscription? What do you spend on that internet bill? What do you spend on X, Y, C things that you need for your business?

Now that is a starting point. So you'll say, okay, I spend this much and, you know, rent or utilities or Internet and software, but guess what? I'm about to purchase another piece of software. So I want to make sure that I add that into the budget. And maybe you did a yearly membership instead of monthly. So now you have this blip in your budget that is yearly.

And you know that every April, you're going to get charged that 1, 000. So guess what? It should be no surprise that next April. You will get charged that again. So you start to map it out, right? You're like, Oh, those come due then if I do a monthly, then it's more consistent. So I know what it is ongoing. So you get to make those decisions to save money or not.

And then you start to map out all the costs that you already have. If you're new to business, you might not know what those are. So you need to just make your best guess of, I'm going to need a laptop. Maybe I need some software.

Maybe I need A website, And you know, you'll start to just kind of list some of the things and then start, go find out how much those things cost so that you can start creating a budget for your business.

And then as revenue starts to come in, or even before it does, you start to set goals for your revenue too. That's part of your budget. I'm going to have five clients pay me. I'm going to have five projects to pay me X per project. You start to map out how money is coming into your business and those become your goals.

So if you haven't started or you're already going and you're like, well, in the last six months I did six projects. Well, can I do that again? And then you map it out and you make it a goal and you say, I'm going to go find those six clients and do this again at this price point that I know is working well.

And you start to map out those revenue, those costs, and then you see what's left. Is there a profit left? Are you breakeven? Are you negative? And then you're starting to ask different questions. You're like, Ooh, I'm negative. That means I'm going to fund my business every month with my personal money. What can I do to change that?

I can make more money. more clients, more revenue, more, you know, grow, or I can maybe cut back on some expenses, maybe delay, pause, uh, cancel. And at a later time, resume some of those costs as they start to grow. So you start to right size your budget, meaning you are going to only pay for the things you can afford at this time.

And that one is the hard one. Cause I think a lot of business owners are told just invest in all the things and your business will just automatically grow and you'll make all the money back.

Not every investment is ROI positive. I wish I'm like, oh, if I had every investment pay off, I, you know, different situation, but Nate understanding, like, are you profitable or not?

What is your plan to get profitable? You know, that's where the budget is going to help you. Every month your budget might not be the same, but roughly it probably doesn't change a lot. So you can kind of use that as a starting point and you should be evaluating every three to six months. Has my budget changed?

Has my cost increased? Because now I'm growing now. I need an assistant now. I need a production team to do all my Social media, video editing, whatever. So you started to kind of add those costs in because you know they're coming and you made decisions to invest in a program or some mastermind. You want to add that cost in too and know that, can my revenue support that?

But if I grow my revenue by 10%, maybe this is a no brainer. Again, you start to set those goals. So then it's a benchmark and you start to see your progress against it.

And I'm

like, why are you still paying me? it, if you're not using

it, you don't know how to use it. You haven't put any time into it. Why are you still paying for it? And some people just forget, which I'm like, how do you forget 250 a month? So I think having it all laid out and I find that going back through like my bank statements and my credit card statements is a really good way to kind of double check, like, Oh, did I forget to add any subscriptions?

Did I add a new one? Like I'm going to make sure that I included in the budget. Um, so I think going through it can be really eyeopening for business owners to see. Oh, this is where all my money's going. I totally didn't even realize I was spending all of that money. Um, so yeah, definitely. And I, I do it all in a spreadsheet.

I have QuickBooks, but I still do my actual budgeting in a spreadsheet. It can be super simple. My budget spreadsheet is not super simple, but it can be super simple to just kind of like, here are my costs, here's my income, you know, here's my budget. It's, it's, it can be really easy to, to set that up.

You're like, never, right? Like five minutes, please. Anyone out there, like just make it simple, but yeah, we just, we don't even like forget sometimes we just like make the investment hoping we'll have the time to do it and then we, we

don't. And guess what you get to choose. To cancel that and rejoin later. Like it's always an option. It might be a

different price, whatever. It doesn't matter because if you're not using it, you're just wasting money anyways and time because you don't have it. And so I always say to business owners, and we do this for all of our clients, right?

Every six months we're reassessing, is this still the right investment for the business? Do we still need this thing? We paid for it three months ago. Are we even using it? Or is it a duplicate of the other thing that we supposedly canceled, but didn't, and we're still getting charged for like making sure that you're going through that You know, and reviewing and making sure is this still supporting the direction that we have set for the business goals that we're trying to achieve?

And if not, then let go of it. Find a new one to a

different time. Rejoin. It's fine.

if it's not the right time for you, then it's not, it doesn't matter if the, if you could do it again later or not, like it doesn't, if it's not the right fit.

So, well, um, any other sort of last. pieces of wisdom you would like to impart on our listeners, either the beginners or people who are a little bit more experienced. What other financial wisdom can you leave us with?

You will see that every decision you make is probably some sort of time commitment or money commitment that you're making. So shying away from your numbers and putting your head in the sand will not fix that. Um, so making sure that you're taking the time, put it on your calendar, you know, maybe review your numbers once a month for just, you know, 15 minutes, like that's maybe all it takes for now to just get you to have the information that you need to make good financial decisions that are data driven, not just your gut and instinct, which is good, like that serves as well.

But when you pair with data, it can be so much more powerful because now you know what's actually happening versus what you think is actually happening. So go validate that with your numbers.

or have someone come hold your hand, like your bestie, you know, in business, be like,

just, we'll do this together so that we're not afraid alone.

And if nothing else, feel free to follow us on social media at wealth worth within. We're on Instagram, Facebook, and LinkedIn. We're very active. So feel free to, you know, tell us what kind of content you want to see and how we can help support your business money journey so that you feel more empowered and in control of your finances.