The Harrow and Jett Show
Welcome to The Harrow and Jett Show — unfiltered conversations between two young business owners and Accountants who just merged their firms and are figuring it all out in real time.
If you’re a young entrepreneur, this is your podcast. We talk about the stuff nobody teaches you: creating a 10-year vision (and why you shouldn’t change the goal, just the path), staying disciplined while still having fun, learning from dumb mistakes like hiring too early, spending money you don’t have, using credit cards to “feel like a business owner,” and why paying yourself first is non-negotiable.
We share our real stories — selling golf balls as a kid, moving from Cuba with nothing, leaving cushy jobs, merging two practices, wearing all three hats (technician, manager, entrepreneur), building processes on the fly, and why having the right partner changes everything.
No corporate jargon. No theory. Just two Accountants who work with hundreds of early-stage businesses every year telling you what actually works (and what will sink you).
Perfect for ambitious founders who want to stop stressing about taxes, cash flow, and growth — and start building something that pays you and lasts.
New episodes every week. Hosted by the team at White Glove CPAs & Business Solutions.
Visit whiteglovecpas.com and let’s build smarter together.
The Harrow and Jett Show
EPS 4 Tax CPA and His Dirty Dozens
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In this episode, we share our personal experiences and lessons as entrepreneurs—what has worked for us and what hasn’t. We talk about paying ourselves first, managing cash flow, hiring the right people, and moving fast on ideas. We also dive into thinking long-term, building systems, staying disciplined, and continuously leveling up. This is a real conversation about the challenges, mistakes, and mindset it takes to grow a successful business.
Website: https://www.theharrowandjettshow.com/
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Really, it's really like firing somebody's heart. So like it's like high or less low, create good expectations, communicate, hey, this is not a guaranteed job. You have a 90 day trial period. That way they know what they're doing, and then base based on what you're paying, put a spet? Head of business? Hender.
SPEAKER_01Let's get into it.
SPEAKER_00Awesome, awesome, awesome. Guys, uh, welcome back. This is episode number four.
SPEAKER_01Four.
SPEAKER_00Yes, it's episode number four. With this guy, this is our third recording session. Self-recording session. So let's get to it, guys. Welcome back. By now we should have around like a thousand followers, homebrew, thousand views in YouTube, like uh things out and downloads every episode. Thank you for the support. I think by by now we should be putting uh we should be putting a name to the audience. Why should we name the the guys?
SPEAKER_01Oh man. Okay, there's a podcast I used to watch. I still watch it sometimes and they they call them chickies.
SPEAKER_00Chickies? Chickies. I don't know about that.
SPEAKER_01I mean, no, we're not doing we're not copying them. We need to be original.
SPEAKER_00Yeah, I think for now let's call it like uh so me, me and my buddy, every time we travel, he likes he likes posting feet pictures.
SPEAKER_01The feet pictures?
SPEAKER_00No, no, no. We like posting pictures, not state pictures. My feet don't sell.
SPEAKER_01I was like, I hate feet. What do you mean?
SPEAKER_00People buy them.
SPEAKER_01I know.
SPEAKER_00People buy them, so you should try it out.
SPEAKER_01I hate this doesn't work out. You'll see my feet unlocked.
SPEAKER_00Yes, yes. So but uh but uh uh yeah, but he likes he likes always adding the hashtag like young entrepreneurs or like or young millionaires. I don't know. I I I think we should give us something like that. So how should that been today's hero?
SPEAKER_01It was a good day. That's awesome. Every day is a good day, though. Every day with uh in the life of Harold was a good day.
SPEAKER_00That's awesome. Yeah, that's awesome.
SPEAKER_01But it sounds like you have something interesting.
SPEAKER_00Yes, no, I hey, I think today's been a great day. Um let's let's start with like first of all, I haven't worked this in like in six months because you're doing something hard again. But I stopped doing that. I did not work out. But I'm working out you needed a drink. No, hey, it was just we have we are getting busy at work, and it was really hard to plan the two workouts, and I was just getting home at 11 p.m. and then trying to wake up at 7 a.m. the next morning, uh everything going on was getting hard. Uh, but I'm intentionally trying to work out uh once a day. So but it was good. Then uh so I've been here in the city today, so it was good uh just to be around. I went to this uh Invest Nashville conference at Bristol Arena from like 9 to 11, and that was good stuff. It was good seeing like people around. And it's crazy whenever you you go to events and you start seeing the same people with the same people. I'm like, hmm, am I like am I already too connected? Do I know do I know a lot of people? So because like whenever you go out, you probably start seeing the same people with the same people, but it was a nice nice.
SPEAKER_01So I was like, okay, there's nothing more I can do here.
SPEAKER_00Yeah, which which chamber of commerce was that?
SPEAKER_01Spring Hill.
SPEAKER_00Spring Hill.
SPEAKER_01Well, it's good, like everything's great there, but it was just a space, yeah.
SPEAKER_00So there was no Yeah, so and then it's like, oh, maybe I I already know these people, I should already be connecting more with them, you know. But it's always good in seeing people, like, you know, seeing like and connecting and and all of that. And then uh so I I was driving around the city and the weather was nice today. It was such a good day. So it was a good day to be in the city, working around, and then I went to the West West Woods Houston area, yeah, which is super cool.
SPEAKER_01It's a good area.
SPEAKER_00Where where so how it's out, which is super cool, and it's like, I don't know, it feels like really it's weird because you have all this nice development, and then all around it's just a lot of construction. I know. It's just like a construction side, and I'm like, it's dusty. And then I went out for coffee, and this person got me coffee. What? I hold I hold the door.
SPEAKER_01Wow.
SPEAKER_00And then the first thing he said is like, Edon sound from around here. Where are you from? And I'm like, man.
SPEAKER_01Yeah.
SPEAKER_00Sound the races.
SPEAKER_01Straight to it.
SPEAKER_00Straight to it. So then we we started talking, but he was a good dude. He he was in the music industry, and then he sounds like he lives in Italy.
SPEAKER_01Oh.
SPEAKER_00From Italy about 11 months out of the year, and he has a business here, and then he comes here, I guess, once a month out of the year.
SPEAKER_01So is he a new client of ours?
SPEAKER_00I don't know. I will he he gave me his email address, so I'll probably be sending him an email. Yeah. So to probably like try to learn more about him. So but today I found something out though. Let's talk about this. So you know an issue I have? An issue I have is like, I don't know why, but I always struggle showing up on time on the first thing in the morning. I was supposed to be at this event at 9 a.m. today. I got there at 9.10. The same thing happened with church to me. Like whenever I go to church, I try to make it to 8.20. And then I just show up there at 8:30. I you know what?
SPEAKER_01You have to tell yourself to lie to yourself and say it's at 8 o'clock. I have to do that.
SPEAKER_00So that is the solution to the city.
SPEAKER_01I lie to myself, yeah.
SPEAKER_008 o'clock, and then you should you show up there around like 10.
SPEAKER_01Yeah, my church starts at 8 40 or 9 45.
SPEAKER_00Okay.
SPEAKER_019 20 in my head. That's also like I have to leave by 9 o'clock. And I do every single time.
SPEAKER_00And then you get there at 8 20. And you build the parking roche.
SPEAKER_01Yeah, and then I get to put the kids in there, like places, and then I get to go.
SPEAKER_00So I need I need to do that same thing. And that's something I want to start doing because always like, you know, always I say, hey, I'm going to show up to the office at 7. And I end up, I end up getting to the office at 8 a.m.
SPEAKER_01Yeah. But but you have to like, I'm you have to just lie to yourself.
SPEAKER_00I gotta do that.
SPEAKER_01It's crazy, but like I have to do that. It's like my only solution.
SPEAKER_00Yeah. I feel I'm pretty good at showing up to stuff, but I always have trouble showing up to the first thing of my day. If it's like church, or if it's going to the gym. So I I'm looking to to work in that, you know, just just to figure it out. Just to figure it out because it's crazy.
SPEAKER_01I say like with church, I say that like and you only have yourself, you don't have kids to get ready.
SPEAKER_00Yes, I bet that take one more time, bruh. How much time? How much time does that take?
SPEAKER_01An extra hour at least.
SPEAKER_00Really? Like, what do you mean? Like when every parents say, Oh, I need to get my kids ready, it's like, what does that mean?
SPEAKER_01Like you literally have to like rest, right? Yes, and and get them like to focus and sit there and get ready. And you know the the thing is sometimes sometimes like you get them ready. Yeah, and then like they get themselves on ready when you're getting the other one ready.
SPEAKER_00Do they do that on purpose?
SPEAKER_01Kind of, and like and like when they're young enough, they don't mean to, like they don't know what they're doing.
SPEAKER_00Okay.
SPEAKER_01And then sometimes they're like, I didn't like this shirt, so I took it off. And you're like, oh my gosh, I have to put that one back on. And the other one's like I hated these socks, so I took them off. And you're like, Are you kidding me?
SPEAKER_00It's crazy. You know, uh, you know, I have for twin brother, right?
SPEAKER_01Yeah.
SPEAKER_00I remember we always would fight, you know, my mom would dress up the same, but we always would fight like that is my shirt.
SPEAKER_01Oh my god.
SPEAKER_00But it was the same shirt.
SPEAKER_01Yeah.
SPEAKER_00So what we had to do is is that like every time we got the shirt, we had to put something like a little mark or something in the label, just you know, like I remember we had a build and it was the same belt. It looked the same, and we just had to grind our names in the in the back of the build just to don't forget about it. But yeah, it's interesting.
SPEAKER_01So how do you both your name start with J too? So like you can just put like J. You can just put your initials, you have the same initials.
SPEAKER_00That is a good point. That's a good point. So yeah, it was funny. Like, and I need to talk more about to my mom about that, but she always loves dressing up, the dressing as the same. Do you do you dress up your kids the same way?
SPEAKER_01Yeah, sometimes I have them match, especially like for like Easter and things like that. Awesome.
SPEAKER_00Yeah, awesome. Hey, how you feel about Sunday? Woman's Eternational Day. Is it? Yeah.
unknownWow.
SPEAKER_00Yeah.
SPEAKER_01I feel I feel like are you gonna give me a cake?
SPEAKER_00You want one? I'll give you one if you want. I'll I'll guess you one. What time? What time do you want it?
SPEAKER_01Uh let's see. Let's do like uh 3 p.m.
SPEAKER_003 p.m. Uh okay, it's 3 p.m. Okay, okay. I will I will I will get a delivery for National Women's Day. Yes, National Women's Day.
unknownOkay.
SPEAKER_00Yeah, so now I'll I'll think we gotta think about that like I think we have a month too.
SPEAKER_01I think this month is women's month or something.
SPEAKER_00I think so. I think this week was cons woman's in construction's week. So you know what I mean? Yeah, so oh I'll get it. I will get you a cake, 3 pm. I guess you want any feeling inside?
SPEAKER_01No.
SPEAKER_00No, just tryches? I guess.
SPEAKER_01And but like I like it when they have fruit on the uh on the top of it.
SPEAKER_00Okay, okay, okay. Let me let let me go about that. That way I don't forget. Make some leches with fruit. What what type of fruit?
SPEAKER_01Just like berries. You know how they put berries on top.
SPEAKER_00Okay.
SPEAKER_01Wait, have you ever made tres leches?
SPEAKER_00What? No. Have you ever made oh no? No, I just buy it.
SPEAKER_01But you know, it's better when you make it.
SPEAKER_00Have you make it?
SPEAKER_01Yeah.
SPEAKER_00Cool. Why why why I don't send it ingredient and just make it yourself? How much how long does that take?
SPEAKER_01It takes a while because you have to actually bake the cake. You have to do like the milk, put the milks, the three milks in there, and then you have to let it soak.
SPEAKER_00What are the three meals? What type of milks are they? Are they I guess one of them is like cond condensed milk?
SPEAKER_01Yeah, it's like condensed milk, and then it's like I don't remember the other two.
SPEAKER_00How did you learn to learn to learn trash lashes? It's just like you look the recipe online or yeah, yeah, yeah.
SPEAKER_01Yeah, the recipe. And I had a friend actually, yeah, who like they're from Mexico, so like her mom made best traslashes as well. And that's where I fell in love with it. Like I had a before, like I fell in love with it for her. So I kind of mimic her recipe, but like I wasn't sure about exactly like what all the ingredients were called. Yeah, like the milks. So I just found like online.
SPEAKER_00That's awesome. That's awesome. Okay, I got you, I got you. I've got a doctor we should we do anything for the rest of the team? Other women in the team?
unknownThat's a good idea.
SPEAKER_00Yeah, we have our director of operation, we have tax intent, we have our assistant assistant, then we have accounting team, yeah. Maybe we should think about it and do something.
SPEAKER_01I like it. We shouldn't.
SPEAKER_00I don't know.
SPEAKER_01And men, the men they don't have a day, do they?
SPEAKER_00No. I don't think do we do? I don't think we do.
SPEAKER_01I don't think so.
SPEAKER_00I don't know. Uh he's probably half a day, though. Oh, yeah. He's probably half like the whole month of September.
SPEAKER_01Yeah, okay.
SPEAKER_00So that should be that should be good.
SPEAKER_01So uh trace late, trace then.
SPEAKER_00Okay, I gotcha, I gotcha. I gotcha. I'm going to have to ask my brother to sell him some money. But I gotcha. I will I have uh we can use a business card. I have an open tab with him. I have an open tab with him. So yeah, with some of my brother. I think I own now around $2,000 for him. Okay, so uh third thing. Pay yourself first. I mean like the that is something would be like you know, always pay yourself first.
SPEAKER_01Yeah.
SPEAKER_00Uh okay.
SPEAKER_01And like when you say pay yourself first, as like a a new business owner who say like owns an ice cream shop who knows nothing about accounting or business, like how would you explain that to them?
SPEAKER_00Just look at the bank account and make sure just certain amount of dollars you want to pay yourself every week or every month, depending on cash flow. Yeah, if it is $2,000 or $4,000, always pay that first, you know, make sure you have that money.
SPEAKER_01And I guess can you explain to them how we did that and like what what what what the first payment we paid ourselves was after we merged?
SPEAKER_00So uh so uh I know before we merged you already were making money. Yeah, but I wasn't making any money.
SPEAKER_01I spent like big I'm like, I mean, yeah, you were making money, you just weren't paying yourself money.
SPEAKER_00I wasn't really making any money.
unknownOkay.
SPEAKER_00I actually like lost. I mean I loved you lost money, but I was looking at the PL and I also lost around six thousand dollars. You know what I mean?
SPEAKER_01It was it was those that dang like little thing you paid for.
SPEAKER_00Yeah, the marketings help or whatever.
SPEAKER_01The marketings and then the And you didn't do a lot of smart.
SPEAKER_00No, I did not do it. I did not do it. So and then uh yeah, so uh so I didn't pay myself and then where whenever we we merged, we were responsible, you know, for each other. Like, you know what I mean? Now we are business partners and we need to make sure we're getting paid. You get paid, you know, because you have you have a family, you got kids, you gotta provide food.
SPEAKER_01Yeah. I'm like me, we would have to pay someone to do my laundry.
SPEAKER_00Yes, uh, you know, babysit and all of the fun stuff. So, but there was this time around June that we are like, hey, we gotta stop paying ourselves because if we keep putting other people first, we're never going to pay ourselves. And like our first payment was like $500 a month. And then what we are what we agree on is is that we were going to double it up every month until until through the end of the GL entry we get to that money that I want to do. Hey, somehow we did it. So $500 to $1,000, $2,000 to $4,000, $8,000, $16,000, yeah, and 32,000. You know? So and then we did it somehow, which was crazy. So always and I think once you once you pay yourself first in business, at least me, I'm a people pleaser, and I feel like a lot of people start businesses because they want to help people. Yeah, they want to help the customer, the client, they want to help the employees, and sometimes we put everybody else first except us, and then we pay everybody else, and then we don't take tough decisions. The business owners don't make tough decisions because they don't want to make anybody mad. So, but paying yourself first makes you realize, you know, you have to make those tough decisions.
SPEAKER_01Sorry, I'm laughing because the tree.
SPEAKER_00Yeah, hey, I'm gonna need to move back. You know, it's okay. We put it out.
SPEAKER_01So anyway, yeah.
SPEAKER_00Well, what do you think about that?
SPEAKER_01No, I agree. I agree. No, I agree with you. You have to, and like this is something I actually tell our advisory clients. I'm like, if you're not paying yourself, then you have a very expensive hobby and not a business.
SPEAKER_00That's that's a good line.
SPEAKER_01I mean, right? I mean, I mean, you're you're putting all your time and effort to it and you're never getting compensated. Yeah, and it's really easy to get into like into that rhythm of like, okay, like I'm grinding, I'm working so hard, but like I have no money, like I'm not paying myself. And you can never pay yourself the big bucks if you never pay yourself the small bucks, you know.
SPEAKER_00I agree, I agree. No, that is for sure. And then I felt sometimes I would make the math of how many hours I was working. I'm like, man, I'm only making like $2 an hour. It's just crazy until until you get to that amount. Now, something that happened with me, and I know a lot of business owners deal with this at the beginning because I was solo, you know, I was solo, I wasn't responsible to any business partner or anything. I would take the business card or business credit card and just like buy the vacation, buy the mission trip, pay for the launch.
SPEAKER_01Is the IRS listening to this?
SPEAKER_00Yes. No, but I actually, you know, I'm an accountant, so I need a county.
SPEAKER_01You tracked it properly.
SPEAKER_00I tracked it properly and I break it down, and and then it was funny. Uh it was funny. So I remember like from January to April, the the world would say, hey, I'm not paying myself. So I'm going to pay myself with food and the business car. I would take lunch and all of that. So what what is your thought about that? What what would you say about that?
SPEAKER_01No, I did the exact same thing. So I bought all my food and gas. But again, the gas, like the only reason I really used my like would leave is for business meetings and I would go like all around Nashville area. Like, as you know, you did the same thing. And then for food, it would usually be because I'm taking a client out, I'm going to coffee, I'm doing or potential client things like that.
SPEAKER_00So no, I would go like, hey man, I'm working so long here, I'm going to step out for lunch and yeah, and graphite and grab some food.
SPEAKER_01Or like I would get something door dashed to the house because I was working, like I would work until like 10 or 11 p.m.
SPEAKER_00Yeah. I know, I know something that have happened with us since we merged is that like we have reduced those expenses. Or where are you putting those expenses outside of the business and then we take a deduction for it? In the tax year as an uncre-imburse business expenses. Like, how do you uh how do you think it's the right conversation with a business partner to like, hey, like, you know, that's a good question. Let's, hey, look, uh, what is the right budget, or how should we start be able to pay for my gas, like pay for my health insurance, life insurance, pay for gas.
SPEAKER_01I think that comes when you can pay yourself, like when you and your partner can pay like like we have a decent salary we can pay ourselves, right? Yes. All of our expenses are being met. Like we have savings in our account, yeah, somewhat. And like I think that's the important piece. Like, if you can get all of that, then you can add the extras, but you have to have that conversation. Like we like we have a monthly CFO meeting where we say, Okay, here's what we did, here's what we're going to do, what other expenses do we have? And we have a little touch bases like where you'll say, Hey, we need to update this expense, or like, can we add this? For sure. So I think that's important. If you're not doing that with your business partner, and like that's something that we advise clients on. Like, you, even if it's not us facilitating the CFO meeting, you have to have a CFO or finance meeting with for your business, even if it's just you.
SPEAKER_00Yeah.
SPEAKER_01Or you and your business partner. Or I don't see how you can run a business without doing that, without knowing your numbers.
SPEAKER_00That makes sense. Do you think every business owner should know the money side of it?
SPEAKER_01I've I don't think they have to know it, but I think they have to be aware of it to know, okay. I mean, I mean, it I guess it depends on the side, but uh the size of the business, but I think they have to be aware of it enough to say, okay, we are profitable, we're not profitable, or hey, maybe I should slow down on spending, or maybe I'm if I am if I'm spending like 20% of my revenue on marketing, that's crazy. Like I've seen it, you've seen it.
SPEAKER_00Yeah. But sometimes people don't know that. Like you know that because you're a CFO, yeah, and you geek out about those stuff. Like, sometimes that is more in the bank account, and I'm gonna pay myself, or I don't want it for myself. It's like, oh, let's spend it.
SPEAKER_01And that that's where it's like if you ever want your business to be like successful and really grow, you have to have a good partner, you know.
SPEAKER_00I agree.
SPEAKER_01Um, I digress. So that number one was pay yourself first. Yes. I love that one. Um, that one was a really big one for us. It was a game changer for the business, yeah.
SPEAKER_00I agree.
SPEAKER_01Um, number two, what do you have?
SPEAKER_00Systemize the customer experience.
SPEAKER_01Okay, so explain that. Systemize the customer experience.
SPEAKER_00Yes. Uh so uh I know we are kind of a boutique CPR fan, why glove CPO is we are a boutique fan, but something that happens uh with business owners and more starting out, like we treat each customer differently sometimes, and we have a different process for each customer just because they are the new client. Different preferences that they may have, yeah, expectations, different expectations, how you deliver the staff, how you offer the person, how you offer, how you offer the service, how you accept payment. Yeah. And I feel all of those things really like in if you have if the system, if the customer experience is different for each customer, I think it just add a bunch of element time and a bunch of your time.
SPEAKER_01Like whenever I think how are you gonna remember like when you go from five to a thousand customers, how are you gonna remember what that client wants?
SPEAKER_00Yes, how they're and then also how do you train that? Can you imagine if you bring a new employee and you have to train a new employee in how to treat every each one of customers? Yes, you know, so that's where I come and then and and then I am of the belief like if if you do the if you do it one way for the big client, you should also do it for the smaller client because that is going to provide the best pros the best process uh possible, and that's and that's how I think about it. Like, hey, if I'm doing this for this client, why I don't do it for everybody, consistency, which is a big thing in accounting, too.
SPEAKER_01So like it's makes sense that your brain would think that way. And I think that's a big deal too. I think clients would appreciate that. Like if you whether your business brings in 10,000 or 12 million, we're still you're still getting the same consistent effort and yeah, and as you said, it's easy to train people and and then it's easy to delegate.
SPEAKER_00Now, now that I have that we have personal assistant helping us out with everything, like I don't have to train them on every single client. I'm like, hey, this is the process, this is how you do it, this is how you do it with every client. And then if if a client doesn't like that process, like hey, we are not a good fit.
SPEAKER_01No, and it helps, I think, set expectations, not only for like our clients and for us, but our employees.
SPEAKER_00Yes.
SPEAKER_01Because if that's the standard, then that's the standard.
SPEAKER_00I agree.
SPEAKER_01Like we don't falter from that. I agree. And it helps us produce good work too, and it's possibly.
SPEAKER_00Yes, and yeah, and then it's also always easy to review, to remember, you don't have to be like figuring stuff out. So for sure. Okay.
SPEAKER_01Number three.
SPEAKER_00Number three. So the next one is like think 10, 20 years ahead. I like to tell businesses like a lot of businesses stayed as a solo preneur, and the only thing about just making enough money to live. Comfortably to live around like 150-200k and I think that makes them reactive, you know, reactive instead of proactive. Whenever I start a business, I think big. You know, I want to think between 10-20 years and then like try to think try to build this, build the business as if as as as if if it were going to be a billion-dollar company. Because whenever you think that way, like you build the right foundation and you build the right processes uh uh and system and you don't get to focus on the short-term uh up and flow and you focus on the long term. And it gives you a lot of a lot of perspective in business as well.
SPEAKER_01I like it. That's good.
SPEAKER_00What are uh what what are some things about your thing? Like, how do you think uh do you think businesses are struggle to think 10-20 years?
SPEAKER_01I think so. And I think you were right on it when you said that, because most of them start off and usually just stay a solopreneur. Yeah. You know, solo entrepreneur. And when they're doing that, they're they're they create a job for themselves is what they do. Yes. They're not creating a business that will produce and provide jobs for others or produce like um mailbox money, as I call it. So like money without doing anything, like it'll never be that, only for the fact that they're not planning 10 to 20 years ahead of time.
SPEAKER_00That's true. Yeah, and then thinking ahead, you can also above uh you can also see issues coming up before they come up, and then you already like you don't get scared by the issues or the challenges with growth because you already And then you can see it coming.
SPEAKER_01Yeah, yeah, yeah, exactly. Sure, yeah.
SPEAKER_00And then I also I also tell people it's like as a motivation, I tell people like, hey, we live in the greatest economy, the greatest country on earth. Like if you're going to start a business in the USA, why don't things big? The opportunity. Yes, like we definitely don't have these opportunities in Cuba, yeah. Or in any other country.
SPEAKER_01I think people who are like from the US, like the states, like they get it's just here that they that's all they know. So to them it's like it's not as great as like for you. Like when like when you came here, you're like, whoa, what is this? Like there's like big TVs in New York City, right?
SPEAKER_00Like that was your like yeah, no, I I came to a small town uh here in Tennessee, and all of that was huge. Oh, Warmont. The first time I I got into a Walmart, I was really amazed. Yeah, I bet. Yeah, and really into a Wang Mother like McDonald's and and all of this.
SPEAKER_01Humorism.
SPEAKER_00Yes, yes, you know, but it gives you a lot of opportunity. But yeah, definitely think big, think 10 years, think 10, 20 years ahead that way you're building your business the right way, and you're growing fast, and then like you know, to make money you gotta you be all, and then to be able to take vacation and all of that function.
SPEAKER_01But do you think people should plan like 10 to 20 years in advance if their goal is just to provide a job for themselves?
SPEAKER_00Yes.
SPEAKER_01Okay, and why?
SPEAKER_00Why do you want a job for yourself?
SPEAKER_01Like I mean, I agree, but like everyone's goals are so different though. So, like, say for example, say there's a doctor. Yeah, and and they all they want to do is they want to practice medicine, right? And that's all they want to do. They don't care about like selling it eventually, they don't care about h hiring other doctors to make more money. They're like, I want to practice medicine when I want to on my time, which is also a big reason people start businesses because they want to do it on their own time.
SPEAKER_00Yeah.
SPEAKER_01Right.
SPEAKER_00I guess if that is your if that is your mentality, I will also think 10, 20 years in advance. Like if you are a doctor, if you are young, like you need to plan out for whenever, for example, me. Uh uh, me, I like I'm already thinking about okay, how I will, how I will, how much time I will work and how I will manage the business whenever I have a family. Probably whenever I have a family, uh, kids and wife and all of that, I probably want to slow down. I know like the same way with you, and then by thinking ahead, you're getting yourself ready for those things. I think if you are a a solo entrepreneur, it's going to be harder for you to take off some days, you know? Yeah. So and then also it's about thinking ahead too. Uh you know, stuff stuff happens, you know, the economic and changes and everything, and we need to be able to, you know, be ready and be proactive whenever any challenges come. But we should question if they just want to start like, you know, just want to be a doctor and just be a doctor, like uh you know, I guess they don't produ they don't think themselves as a business owner. They say themselves, hey, I'm just a doctor. And I have people helping me out, you know, and I and I have a team.
SPEAKER_01So all right. Uh what about number four?
SPEAKER_00Master your cash flow.
SPEAKER_01Okay.
SPEAKER_00So uh we have talked about this before, but like cash flow is keen. And sometimes whenever money coming in, it's not the same time whenever money comes out. So one of the few things we did it, and you know, and we knew about this because we are accountant and we are CFO. Like we are accountant and we know finance and nobody's like we did payroll, like we do payroll once a month. Yeah, you know, we do payroll once a month, which like that will probably change. That'll probably change, but it's not going to change to weekly, it's probably going to change to like twice a month.
SPEAKER_01Yeah, yeah, twice a month or something.
SPEAKER_00But at the beginning, that helps a lot. Can you imagine if we have to stress about making payroll twice like or multiple times a month? Yeah, multiple time a month.
SPEAKER_01Once a month, and like that's kind of why like when I was like when we were um individuals, like before we uh merged, that's kind of why I did it. I was thinking, like, oh man, how am I gonna pay these evil? And like most of my recurring revenue or money was like reoccurring each month, right? Yeah, so everyone paid the first. I was like, okay, great. If I pay all my employees and like the end of the month, right? Yeah, then I have the money already, and like Yeah.
SPEAKER_00Yeah, no, for sure. Uh yes, and then for like cash flow and and expenses, if people make it too often, that takes more admin time. For example, I know construction businesses that they make payroll every week, they grind checks to their workers every week, they they pay vendors every week. Can you imagine like, no, every week it's the same thing, it's the same thing. Like you like comes Thursday, Friday, you now gotta be thinking, man, I gotta sit down and grind this check to these people, or I gotta do payroll. And that takes time every day.
SPEAKER_01No, I agree. And and then like as the business owner, or even like for your admin team, you have to think there's like an opportunity cost of your time too. Like as a business owner, is it worth your time to think about what expenses you have to pay every week? Or is it better suited to be like twice a month, 15th and 30th?
SPEAKER_00Yeah, no, for sure. For us, as of right now, and because we are a small it works, like you know, when we have more people and we're doing payroll uh every other, you know, twice a month, we probably need somebody to do it. Yeah. Because, you know, right right now you do payroll. You don't want to be doing payroll every twice a month. Imagine you having to sit down, like taking blocking that time, you know, or already once a month is enough time. Imagine doing it twice a month. Yeah. You know, so we definitely know some people. So and a lot of time I see with businesses is that uh they they they like paying people right away, but they don't get the money right away.
SPEAKER_01No. And it's the cost of your money too. Like, you know, your the cost of spending your money right away. People don't think about that, I guess, unless you're like you're an accounting, right? But um, you know, that that 15, that net 15 or net 30 time frame of to pay, um, I mean, yeah, cost of money.
SPEAKER_00And and and right now, the way we do stuff, we pay payroll at the end of the month and we had all of our expenses. That's the day. The first day of the month. At the beginning of the month, which is really good. Like, you know, we have like three weeks, four weeks to get ready for it. And we don't have to be thinking about it, like stressing about it every two, every other week, you know, which is definitely helps. At the beginning, as you start building the reservations, and also for cash flow, you gotta be looking at the money coming in. Money coming in, if money is not coming in, you gotta work it out, you know. You gotta work your account receivables, you gotta work your working process. If you're a restaurant, something, you need to figure out how to get money more often because if you don't get the money more often, if you don't get the money often, it's not you know it's not going to happen.
SPEAKER_01So that's number four. So if there's one tip you could give that's like that you think would be the most impactful to a business owner for cash flow, what would that be?
SPEAKER_00Uh make sure your expenses are almost all around one week of the month. Or that you pay beards the same week of every month and then you can collect money every week to get to get for it. Yes, I think.
SPEAKER_01So using your time wisely.
SPEAKER_00Yes, or make sure if you have to pay like beards every week, make sure you have a big reserve there because if your account is at zeros and you know you have to pay beards every week and you don't get your money every week, that that creates a lot of stress every week, you know? That's true.
SPEAKER_01So Okay, that's a good one. Number five, what do we have?
SPEAKER_00Okay, for number five, I got protect your times and priorities, you know? Okay, do what is best for you, long term for the health of the business and yourself. Nobody's easy at the moment. Like with protect your time and priorities, it's like, hey, sit down and see what is important and what is priority to you. Like sometimes as business owners, it's really easy for the business to take all of the time.
unknownYeah.
SPEAKER_00And we are investing all of the time to the business.
SPEAKER_01Which at first I think you have to do. Like I think we both did that. Like I did that and I was like, I did nothing else.
SPEAKER_00I did too. I did, I did too. And and right now we are in this season because it's a busy season that we're like, you know, we do all of that, but you need to make sure that it's temporary, that it's not long term, because if you're working on the time, that that is not sustainable. And then also it's really important to know how you're spending your time inside the business. Because if you are doing stuff that is not worth your time, or you know, it should be delegating, delegating those things and then also spinning your wheels.
SPEAKER_01So if you're working on something that's actually not going to result in anything beneficial, or you just keep looking at the same problem over and over again.
SPEAKER_00Yeah, and that's why you gotta come in and create systems and processes and make sure that doesn't happen. And then with priorities, like as business owners, we have a lot of ideas.
SPEAKER_01Yes.
SPEAKER_00Our director of operations can tell you that. Yes. You need to figure out, you know, the way I like with ideas is I like thinking, okay, is this a good idea? I run it by you. Okay, yeah, this is a solid idea. And then we decide, okay, when is going to be the best time to implement these things? And then we communicate that we prioritize each staff. But sometimes like there are some stuff in the to-do list that is not priority, it's not really to make a big damp, but that is something else. Some more, some more stuff that is really what I already done really needs to get done, you know? Yeah.
SPEAKER_01So that's good stuff.
SPEAKER_00Let's do it.
SPEAKER_01Number six, what do we have?
SPEAKER_00Okay, number six is going to be execute fast.
SPEAKER_01Okay.
SPEAKER_00Execute fast.
SPEAKER_01So tell me about that. And tell me about that, like as your perspective on white glove, like before we merge and after.
SPEAKER_00Hey, I like with white glove and everything I do. I like if I'm already thinking about something and we all agree, I like moving fast on it. I'd rather so I rather make mistakes fast and fix it fast, then do stuff or through what then do then be making mistakes all through all years. I like to compress that time. Uh for example, like last year, I always knew the first two years, and you know, we are going to make a lot of mistakes.
SPEAKER_01Yeah, of course.
SPEAKER_00So, and I intentionally said, hey, at least for the first years in business, I'm like, hey, I'm going to make all the mistakes I can these years.
SPEAKER_01Yeah, so you're doing all the things.
SPEAKER_00All of the things, all of the mistakes I can. That way, I just get with it, you know, I just get drunk with it, and then and then I learn from it. You know, for example, like, uh the way, for example, uh, let's see some mistakes we did. Like, whenever we implemented our client management software, practice management software. Like, I'm like, hey, the software is good, we need to figure it out, let's just make mistakes fast.
SPEAKER_01Yeah, and and and we did.
SPEAKER_00And we didn't have a lot of mistakes.
SPEAKER_01I think one mistake we made during that is like we didn't give it enough time. And I still did not give it enough time.
SPEAKER_00And then because we were cash poor back then, the business was cash poor, but then we didn't want to we didn't want to pay the $3,000 onboarding fee.
SPEAKER_01Yeah.
SPEAKER_00And then that ended up costing us because it took us like three weeks to figure out how to send an invoice. That thing, you know, and and and what I took people is like, was the staff internally like, hey, the best way I learned is by making mistakes internally. Like, yeah, oh, like let me try all of this way. If it doesn't work, I know it's not the right way. Like, you know, the more mistakes you made, you're going to find the right way at the end of it. And then, and then like the thing is like whenever I think about the stuff, I like to execute on it fast. I like to more fast. Like, if I'm thinking about a new software implemented, like, let's do it right now.
SPEAKER_01Is there a time like where executing fast could be like a problem?
SPEAKER_00Uh I think the smaller you are and the newer you are, it doesn't matter. Now, whenever you have a stroll and more people, and that you have to train more people about it, uh it can be a problem. But as long as as long as you know the pros and the cons and what would be the consequences, and you are okay, and the consequences aren't that bad, I would say move forward to it. If the consequences are bad, uh try to to figure it out. For example, like let's see, like let's think about it.
SPEAKER_01Everything's fixable, at least in my opinion. I mean, we haven't ran into a problem that we couldn't fix.
SPEAKER_00Yeah. That's right. Uh for example, what has been one of the what's been one of the things where I have moved fast and then I have long with it. Uh I feel now the new way, the new process for the tax department of how we manage projects or the queues, I'm like, hey, I know I need to get this thing done by January 15th. We gotta single of this by January 15. We gotta do it. Yeah, you know?
SPEAKER_01And the cue, I like the way you have that set up. Like that's it's very good.
SPEAKER_00But the thing is, like, if you don't implement it fast, or if you think about it too much and you don't and you don't implement until it's perfect, you're kind of just wasting time on it and you're wasting like it took me like two months, like trial and error, like asking them, hey, hey, how is this going? And then I feel you learn more by putting it in practice. And then all of the mistakes you have, you fix it right right there. And then also our new invoicing system for the task departments. We learn a lot through that, you know. Also, the way we communicate the staff, the way yeah, I think you gotta execute fast. If you have an idea and you think it's going to be good for the business, why wait two months to make it happen? Like just scare it down, you know. Also, like the same thing with merge.
SPEAKER_01Like we execute fast.
SPEAKER_00How long? Like, we didn't really talk. Like, I knew like, hey, I have this problem. Yeah, merging as it's going to fix it, then why do I have to think about it? I'm like, why do I have to think about it tomorrow?
SPEAKER_01One of the best decisions, I think, business-wise.
SPEAKER_00Yeah, you know, it's been good work. Like, like, I wouldn't recommend doing that uh anyone else. No, I think we got lucky.
SPEAKER_01We did get very lucky.
SPEAKER_00We got lucky, but but at the end, I didn't have anything to lose.
SPEAKER_01Yeah.
SPEAKER_00I didn't have anything to lose. I'm like, hey, what am I going to lose here?
SPEAKER_01I mean, yeah, I mean, neither of us really did.
SPEAKER_00I mean, we didn't have anything to lose.
SPEAKER_01I mean, we we definitely like expanded our reach and like opportunity to make money then.
SPEAKER_00Because I kind of feel the the way it went is like I had the tax clients, but you know, tax clients were not good cash flow clients because they just get paid once a month once one once once a year. You had the accounting clients, you like none of those clients are probably still around, or just a little of them are, but it's not a significant amount of money. No, it's not like it's probably it's really amount amount of money. Yeah, so it's like right to be from from scratch, and I'm like, hey, I didn't have nothing to lose. And then I'm like, you know, you do the process that comes up.
SPEAKER_01See at the advisory clients I had, I charged them so cheap at you know, because at the beginning that we didn't keep any.
SPEAKER_00None of them are staying around. So actually, no, one of them did, but he just said it's a miscellaneous, like yeah, miscellaneous advisory ball, like compared to what total revenue is not significant. So it's like, I'm like, hey, let's execute fast, I have this problem. Hey, and the solution fast.
SPEAKER_01It worked, and like the rebranding of everything, I think I think that was a big issue.
SPEAKER_00Yeah. So cool.
SPEAKER_01So execute fast, you heard it here first.
SPEAKER_00Yes, yes.
SPEAKER_01Um, okay, number seven, what do we have?
SPEAKER_00Hire slow, fire fast. I have a lot of that I think that's one of my favorites.
SPEAKER_01I'm really excited about that one.
SPEAKER_00Yes, so uh this is the thing. I so we have said before, I'm really bad at hiring people. I feel for hiring you need a system, you need a process because I'm a people pleaser and I like making people happy and I'm martial base. I'm really bad at hiring.
SPEAKER_01And I think you need like a test, you know, like like we talked about before.
SPEAKER_00Yes.
SPEAKER_01Like a little quiz. I know it's annoying probably for the employees, but it's like competency, you know.
SPEAKER_00Yeah, I agree, I agree. And then and then starting out your business, uh, we always go for the cost efficient person or the cheapest person.
SPEAKER_01But like, and I think that's true with all new businesses, but I think we've kind of learned from that now. So now we're like, okay, how can we invest in some experience, someone who is maybe more expensive?
SPEAKER_00I agree because those new people you have to train them. And I have spent a lot of time training people.
SPEAKER_01And that takes time, and then the cost of the mistakes.
SPEAKER_00Yes, cost of the mistakes, everything. So make sure you are intentionally hiring. You definitely need need help at the beginning. You have to eat it up. If you want good help, you gotta pay for it. It's going to be expensive. Like now we're probably at that level. It's worth it, but now we're probably out at a level where we can afford that. At the beginning, we could not afford that.
SPEAKER_01Yeah.
SPEAKER_00So we had to deal with it.
SPEAKER_01Unless we took on some kind of funding, which we did not.
SPEAKER_00Yeah, I agree. I I agree with you. So, but know what you're getting yourself into where like if you're going for somebody's ship that doesn't have experience, it's going to cost you.
SPEAKER_01It's going to take it something I feel like I would for some reason it just didn't click with me at first.
SPEAKER_00Yeah.
SPEAKER_01I I didn't think about the opportunity and time cost or time commitment that I had to give the employee. That was a big mistake, I think. And I think you told me this, but a mistake isn't a mistake until you make it twice. Right. Didn't you tell me that? Yes. So I think I l I really like that. And I've been living by that lately. Yeah. So I feel like it wasn't a mistake, but it was something it was a great learning opportunity. Yes. That I had. Because I didn't, for some reason, it wasn't something that click-kicked me that when I hire people who are like a cheaper rate with less experience or none, the time commitment and the cost, like opportunity cost for me to spend my time training them or looking over or the mistakes like with the um employee.
SPEAKER_00Yes. Yes, no, uh it all it all has a price. Those mistakes have surprised, and you would pay for it. And then it's really, it's really like have firing somebody's heart. So it's like high or less low, create good expectations, communicate, hey, this is not a guaranteed job. You have a 90-day trial period. That way they know what they're doing, and then based on what you're paying, put expectations around that and yourself uh expectations for it. Then don't take for granted part-time help. If it's good qualified part-time help, it helps a lot. And then for the staff that can be outsourced, outsourcing really save a lot of money.
SPEAKER_01Yeah, outsourcing is a big deal.
SPEAKER_00Outsourcing is really saved a lot of money. So I feel like we we talk a lot about softwares and outsourcing. We need to get an outsourcing firm to sponsor us. And like, yeah, go and get your people here.
SPEAKER_01You know, we we I mean, technically, like we are kind of an outsourcing firm though, because we people outsource their accounting to us.
SPEAKER_00But I mean, like for like the second of assistant and all of that. We should we should start hitting those those guys for a sponsor. Yes, if you own a business software and outsource your fan about people, hit hit us up. We're going to a sponsor sub deal Gustion, we're going to make sure we mention it, you know, every time we talk to you about it. And we will take you, we'll take you the clients. Yeah, this crew is big, you know. So this crew is big. So yeah, so definitely do that higher slow, fire fast, and all of that.
SPEAKER_01So our our people, our followers could be the crew.
SPEAKER_00Yes, we have a big crew, yeah. We have a lot of people watching this. And you know, and that it's going to need like you know, a lot of business owners, it's going to need uh virtual assistant, virtual assistant, it's going to need people from another country, it's going to need part-time people, it's going to need the software we're talking about. If you are a bank, he hit us up. Everybody needs good banking.
SPEAKER_01Hey, hey, if you're a bank, sponsor our events.
SPEAKER_00Sponsor the podcast. Give us some money. We're going to give you some money back. You know? You know, get rid of that marketing boy that you're going to be able to do. They are they are making money from us.
SPEAKER_01Hey, that was number seven. Number seven, hire slow, fire fast. Yes. Number eight, numero.
SPEAKER_00Sale division.
SPEAKER_01Okay. Yeah. This one's acting, this one's a big deal for entreprene for entrepreneurs. Yeah. And most of them are good at it or they wouldn't be entrepreneurs.
SPEAKER_00Yeah, yes, but you need to be able to communicate it and vision and if having a vision and communicating it really get people motivated and want people to stay with you long term.
SPEAKER_01I feel like they have to communicate it to their employees too. I think that's where I'm referring to they they communicate it to the clients or customers and that's how they become business owners, entrepreneurs, but they forget they have to do that and reiterate it internally. Yes. Especially small businesses because employees can get complacent and they can say like why am I here? Like this is a startup like why am I working for a startup?
SPEAKER_00Yes. That's but they need to serve the the vision and what you're doing and the real opportunity and all of that. When I say serve the vision is like serve that dream. Like hey you want this to be for example us, uh our fame, we are going to be the top 200 CPA fame. You know and a lot of people are getting excited about it and they know that over the next 10 years we're going to become the top 200 CPA fame and they know they're going to have career opportunities. And then I like selling that because whenever whenever we do stuff we're thinking about it because that's our 10 year 20 plans and everything we do is like okay is this getting us closer is this process is this system getting us closer to becoming 200 top 200 CP CPA fame. And then once I sell that vision to the team they already start thinking about it. Okay what am I doing here is going to allow the business to become a top 200 CPA fame.
SPEAKER_01And I think I think you're right like in selling your the vision and selling like your thoughts on your bit like for us like I think we have a unique thing with our firm is most CPA firms, accounting firms, they don't really promote until like you're older, right? Like until you have 10 years experience.
SPEAKER_00Yeah.
SPEAKER_01We're a bit different because we both that like that was untrue for us. I felt like we exceeded our peers who were 10 and 20 years older than us very quickly like within a year or two. Yeah. And I think that because we have that ex like personal experience we know you're not too green. Okay you've been doing this for this many years very very few mistakes you know you have a lot of knowledge. Okay great let's promote you manager director.
SPEAKER_00Yeah I like to tell people like uh I don't want to be all a communist business. I want to be all a very capitalistic business. I like it. And what I say like communist is like oh everybody gets the same result. Oh yeah you are here for three years this the this is your pay bump and all of this and and they don't look at they they don't look at each individual people by themselves and what they're doing because someone might be working harder or may have or maybe is more productive not working harder let's call like more all productive no matter the background or age or gender right gender yeah like we pay for productivity like we don't pay for like oh this is oh yeah we haven't here we don't be here five years what your hair color we just care about uh how productive you are and if you are efficient how efficient productive quality you know being being being a good team player and and all of that and and we want to encourage those things and reward those those attitudes and that is what capitalism does you know climate doesn't do that so number nine what do we have fixed problems immediately I think this comes back to like SQ fast if you see a problem like fees right why yeah why would why let it still become a problem yeah okay I know we're running out of time now let's run through that was pretty good.
SPEAKER_01Know your numbers it's just about cash flow which like I think that was something we both had on our list so we kind of talked about that on it but yeah no you gotta know your budget how much is taking you like are you making are you losing money you you you gotta be looking at those things yeah every day every day yeah for sure number 11 what do we number 11 is choose vendors and source provider strategically that is an important one so like for example I mean like when you say that that comes to my mind is like a marketing firm that who like who will market for white glove marketing materials for us. I'm not going to choose one who's already marketing for a bunch of CPA firms to be honest because I don't want our stuff looking like theirs. We're not them we're so different. Yeah I want someone who's going to say here's what you have for white glove and we're going to make everything like white glove that golden green like it's going to be yeah exactly like how you picture it's not going to be the hospital blue and white no offense yes I was hey it's not gonna be plastered everywhere it's not gonna be on billboards. I don't want it on billboards yeah yeah you wanna you wanna give more insight about that joke yes so so the blue hospital blue and white when you go to these like meet the firms every recruiting bench like yeah recruiting events different things things like that with a bunch of accounting firms they're all blue and white yes they look like hospitals they're very bland you know how I did that and why I did that what I knew having a website yeah having a logo having a name was important and as I said SAQ fast I was like I'm not going to spend three months yeah trying to figure out how how I want my brand to look and know the name the setback with all itself so I just look at the competitor of my old employer okay just do it did the same thing as them yeah I even don't do this but I even took the same descriptions.
SPEAKER_00Oh my gosh that's hilarious and put it there and I'm like I'm not going to spend like this is not worth my time like I need to execute fast on this and I know when I have more resources I will pay somebody to label that up and then and then I don't really I don't know about marketing I'm not creative like you handle all of those conversations I don't want to think about it I'm not good at it.
SPEAKER_01Which is like why we're complimentary again but but like wouldn't you say like how big of a difference you think that that made though made a big difference yeah and like I think we really stood out yes at the recruiting events. And I think we stand out other places too because people are always like wow white glove it seems it's very it's very very masters.
SPEAKER_00Yes like the you know the only thing I got the only right thing I think I got was the name though. Yes because I spent great we love I spent like six months thinking about it while I wasn't remember we well we and we spent a lot of time merging thinking about that too.
SPEAKER_01Yeah I'm yeah we're creeping up so do we want to go to number 12? So choose vendor strategically make sure you're working with the right partner that's number 11.
SPEAKER_00Yeah number two is important.
SPEAKER_01Yeah now we're 12 stay hungry and keep leveling up I feel like whenever you get complacent comfortable in your in your business say okay you know it like like if you feel like you're making like you maybe you get to that number like that 15000 that you want to make and you're like okay I can stop now.
SPEAKER_00Also your responsibilities are getting mundane I'm like okay I gotta level up like I need to bring a challenge because whenever there is challenge whenever you stay hungry you know more money will come more growth will come but if you're if you're if you don't have challenges and everything is just really mundane if you're like a job man I just show up here from 8 to 4 and these are my responsibilities I get done with it like you know I uh I I make my money I got the stuff done but but you are not growing anymore because you already did the hard work you got a system and processes I always feel you gotta stay hungry keep leveling up and keep chasing the next thing to uh to grow and and I started a business and I went into business because I hated like doing the same thing with the same thing every day and feeling comfortable. You know so I always at work wanted to feel challenged I wanted to figure something out I wanted to keep learning embracing and learning keep making mistakes and keep learning and keep improving and I feel like as a business owner if you keep that mentality like you know the the sky is the limit.
SPEAKER_01Yeah no I like that that's good stuff. I I feel like I was that way with my I think I like annoyed my all my bosses it's always like what else can I do? So okay what other opportunities do I have? Like how can I grow?
SPEAKER_00And I know they they hated to see me coming down the hall is that and and something I did like I started the uh I started the business because I wanted to keep I wanted to have the same attitude with me. Like right now you don't have a boss that you ask like hey what is the next thing I can do like you ask that yourself. I asked that to myself and then you know we keep growing and and I think that is just the best thing like if you can ask those questions to yourself intentionally and you follow through through that like you're unstoppable because I feel sometimes people do more stuff that other people ask of them that then they themselves ask of themselves.
SPEAKER_01But and I think like setting those goals though like helps with staying hungry because if you continuously set almost unachievable unrecognizable goals for yourself and for your business and you're constantly having to stay hungry and stay after.
SPEAKER_00Yes I agree and then you're gonna keep growing and bring opportunities to everybody.
SPEAKER_01Yeah. Harold this was good to go hate number 12 12 things. So out of those 12 things is there one that stands out that's the most important that people should be aware of man I feel on the dirty dozen list.
SPEAKER_00Stay hungry pay yourself first and think 10 20 years ahead okay stay hungry keep leveling up so but which one is like the number one would say there's one stay hungry. And keep labeling up stay hungry keep leveling up never get complacent until you get to a point where you don't really care. Yeah but make sure that point is really big enough and you have what like FU money probably I guess a hundred million dollars how much is that though? I think it's a few money for you.
SPEAKER_01To me FU money is like when you can just go and buy like a PJ and go wherever you want anytime you want a lot of money that's probably around 20 30 million so yeah exactly so I mean you know a hundred million.
SPEAKER_00100 million yeah yeah so yeah for sure so definitely yeah don't stop until 100 million so and then after that it's like easy to get to the next stage because you've already done it. Yeah I agree. So it just and you know like uh something whenever you put goals to yourself and you accomplish them you build confidence and use resilience like you know okay I've already done a southern time I have put myself a goal yeah I have followed through I have accomplished it so you are confident you're going to get to the next goal. The only thing is you need to stay through to yourself.
SPEAKER_01But see I feel like that like you're producing confidence and I feel like that's the same for entrepreneurs and risk that that's how so many people become bankrupt when they get to that millionaire billionaire status. Yeah because their risk tolerance is so high and they've been so successful with their risks right that they've taken.
SPEAKER_00That makes sense. So then they're like more more that's a good point higher level more and then they just lose it all over and then because taking a risk yeah but because it's a risk it's higher risk higher reward. That makes sense yeah I I guess also pay attention to your risk life I guess uh you only have risk in business whenever you take on debt yeah yeah that works absolutely all right jet dirty dozen I think we got it sign and sealed that is yes let us know what you think and then see you next episode doing it for the next episode yeah and comment sub sub subscribe if you have any questions for us drop in the comment and then we we are going to do a QA here very soon sounds good sounds good thank you guys that was awesome
