Good day. Good day, and welcome to The Business Made Easy podcast where
we make business. Jason Skinner your host here for another week of the
podcast that is all about growing your business. Growing your business bottom
line profit and giving you a better life as a result. Thanks so much for joining me
today. I’m glad you’re here on the show. Number 76 and we are into February of
2019 and the year is absolutely ripping by. I
have that so much stuff that I wanted to do and I don’t know where the days are
going. But I hope everything is well for you if you are new to the show, welcome.
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Uh, what? Sorry, that, I said that wrong, why I’m here for you. Uh, it’s a terrible
English, wasn’t it? Why I’m here for you and that is to help you grow your
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growing businesses and, and giving you that, that better life. That’s what I want
for you and um, and I want for myself as well. So I want it for, for, for everybody.
Here’s taking a risk and, and having a go at life and, and getting out there and
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All right, today’s episode is not a very sexy topic. Uh, it’s not a glamorous job in
business um, but it’s probably one of the most important uh, roles or jobs you
could do in your business each year. And I, I, I recommend we do it annually and
that is review your overheads or your, your, the cost in your business. Now, I say
this with the, with the word of caution and disclaimer um, and, and we’ll get into
why as we get through the episode. But um, the reason we do wanna review our,
our, our cost or our overheads is that as we grow in business, as our business has
grow overtime and we get busy chasing sales and customers and collecting
money and etc. It’s very easy to take your eye off the ball as far as your
expenditure goes. And at the end of the day, when, when, when we’re looking at
business, business is all about margin. At, at the very — when you break it all
down, when you look at, at, at business and making profit, it’s all about margin
and margin is — or profit margin if you wanna call at that — profit margin is, is
basically what is left after we’ve paid for everything.
So let’s, let’s just break it down into a simple, simple sort of um, example. Now, if,
if uh, a customer gives you a hundred dollars um, you’ve obviously gonna pay for
your materials. Um, so some of that is gonna come out of the hundred dollars
you’ve got to pay for your uh, rent or keep the lights on, electricity, stuff, all
those things, all those costs come out of that hundred dollars the customer gives
you. And what’s left is what we call your profit margin. Once everything’s paid,
that the amount that’s left over is your profit margin and it’s probably you know,
that’s yours then. Um, once you know, you pay the tax and everything like that
but very, very easily we can take our mind off that and take and we get focused
on chasing sales and getting more and more customers but I’m our margin might
be actually getting squeezed. And we’re not taking, not taking a look at that. A, a
serious look at that.
Now, I look at my margin regularly. Like I mean when I say regularly, I’m talking
weekly to monthly. Um, the actual fact now my cash flow budget that I do
basically is a weekly, a weekly cash flow and, and, and the reason I’m doing that
now is um, that basically I, I, I can keep an eye on things uh, in a lot more real
time. Now, I’m not saying you have to go to that extent but I do wanna, I do
wanna take — I want you to get some practical uh, ideas out of this um, episode
that you can go away and really, it’s, it’s a quick way to give a boost to you uh, to
your bottom line profit um, when you go through the things I wanna go through
today with you.
So margin is very, very important to understand that concept of margin. And
one, one of the um, I guess the main elements of calculating your margin is, is
knowing what your expenses are. So your overheads and your expenses have a
very direct result on what drops out of your, um, of, of your bottom line profit at
the end of the day or your margin at the end of the day. So that’s why I wanna
focus on that today because I come across that quite regularly that uh, business
owners just haven’t looked at in some time.
And um, my father used to use a great analogy. He used to say, “Son, look after
the pennies and the pounds will take care of themselves.” And, and um, they
couldn’t be, uh, you know, that, that couldn’t be more correct. It, it, basically um,
by doing the small things and looking after you know, a penny here and a penny
there or saving a dollar here and saving a dollar there, you can actually make a, a,
a big difference in your uh, bottom line profit at the end of the day. And it’s very,
very easy for your overheads and expenses to get out of control. I’m gonna,
going to go through some of the more common uh, expenses that do get out of
control um, and we’ll go through why and, and, and particularly you know, how,
how the the modern day business particularly can easily have, have this cost
overruns in their business.
Like I said, if you, if you want to look at some of these, these experiences, the
first one I guess that I would, I would consider and, and before I get into though I
would like to just you to just ask yourself that question of it. How, when was the
last time that you did review your expenses and uh and your overheads and do it
thorough of it, you know?If you haven’t done it for it a while or you haven’t done
it before even, even still, uh, I’m gonna give you some practical ways you can do
that today and easily. Um, show you how to do that. But some of the common
expenses that do blow out in your business, um, the necessary expenses uh, but
you know, they, they do get out of control. Um, the first one that comes to mind
is your uh, are your insurances, your insurance business, your insurance policies.
Now, every business owners should have insurance um, for, for their business.
I’m not gonna get into the types of insurances today. It’s not for this podcast but
we might, we might cover that in the future episodes. But your insurances are
one of the, the easiest ways that your uh, expenses, one of the easiest expenses
that, that, that can blow out. And typically, what happens is, we might go um, and
get some quotes for insurance and an insurer will give you like a honeymoon
rate. Like a, a, discounted rate for the first year that um, that you sign up for
And compared to the other rates that you get, it might be a very attractive rate
and you go, “Gez, I’ll go with that. I’ll go with that insurer.” But what actually
happens is usually only a one year um, lower rate. The next year, you don’t even
think about it because mentally, in your head, you’re thinking, “Uh, these guys
were cheap, cheapest. Last time I just pay it and move on. I won’t compare again.
And this is where insurance companies can make a lot of money because,
because they know that people aren’t going to do that. But they know people
aren’t reviewing their insurances and, and keeping up with uh, what the latest
charges and, and, and, and policies up.
So, I would encourage you, um, if, if, you know, if you haven’t looked at
particularly insurances, that’s one area that, that can um, can blow out and I, and
I would look at that and shop around. It’s a good idea to shop around regularly
and um, and just say, that, that you are getting the best uh, thing for the buck.
And more importantly too that you do have the right cover that you need.
You’re not over insured or under insured. So just, just make sure of that. Again,
I’m not gonna get into insurances today but that’s one cost area that, does blow
out in your overheads.
Another area in particular in the modern day business um, and I, look I tell you
what, I do this. I’m guilty of this one. Your software subscriptions or shelfware if,
if, if, if, if we wanna call it that. Uh, I call it shelfware because basically, if you’re
not using it, it’s just sitting on the shelf and you’re just paying for nothing. And I
see so many businesses um, paying for software subscriptions that they just do
not need anymore.
So, uh, and it’s very easy to do. Um, very easy to just you know, “Oh that looks
great,” sign up. You know I’m doing it all the time. “Uh, I’ll take that out, da, da,
da, da, get a — oh yeah, I’ll use that,” and I’ll use it for a month or two, and uh, and
then it sits on the shelf. So it’s used to be uh, a lot easier before sort of the
software are service type model came into play because and you know, if you
bought you know uh, you went and bought Microsoft Office or you went and
bought a piece of software, you used to buy, you used to buy the box. And um,
I’m sorry, my age would be here, but used to go and buy the box and, and, you
know, um, it have a, a, a disk in it and you owned it.
You owned that software so um, you know, you weren’t continually paying. But
nowadays with the software as a service type model, um, there are monthly
charges coming up and they can add up, you know? Much same like a dollar here
and two dollars there for that subscription or you know, five dollars here but,
but, quite often um, some of this software expenses uh, can get out of control.
And one of the things that um, can happen to, even if it’s not a monthly
subscription, when you pay — and I’m, I’m sure I’ve mentioned this before in
previous episodes — but when you pay for something uh, using your PayPal
account or [Inaudible] that sort of thing, you go into uh, an auto renew um,
system. So basically, if you um, let’s say, I buy a piece of software today and it’s
not a monthly thing. It’s just a one off um, you know, three hundred or four
hundred dollars for the software or course or anything like that, um, what will
happen is you go along um, do the course or use the software or stop using the
software, you won’t even think about it again.
And then next year on anniversary of that, that purchase, you will um, you will
be charged again for. And I had one the other day that um, that I’d forgotten
about completely and it was like fourteen hundred dollars um, charged to my
credit card um, of, of my business. And uh, very, very easy to do, um, you know
fortunately, I picked it up in time and um, and, and had it um, reversed and
though happy, they happily they did that for me. I mean, they weren’t doing
anything wrong, it’s just that I was on an auto, auto renewal system and I didn’t
realize that. So, you could imagine, if you do that two or three times fourteen
hundred dollars apart, you know, it, it adds up. And that’s eroding the margin in
your business and I’m going to give you a practical way you can um, deal with
this, this situation. So I’d like, like to know how many others uh, of you out there
have suffered this fate as well.
Other, other costs that can mount up and, and, and get you go um, erode your
profit margin are advertising costs. Um, things that Google AdWords and uh,
Facebook ads and all those sort of things. If you’ve got um, any of that stuff
running, uh, it’s a good idea to do a review of that to make sure that um, you
know, it is actually being — this is if it efficient expenditure, you know? This, this
actually driving business for, for you and um, and, and actually helping you grow
your business. Not actually eroding your profit margin because you know, every
year, every one of those clicks on your uh, Google AdWords ads um, does, does
cost money and, and it’s a good idea to do a review, a review of that as well.
Um, another, another big area that, that cost can blow out are energy cost. Um,
basically, uh, equipment running uh, on your, you know in electricity using
electricity uh, when it shouldn’t be running. Um, a little bit like your home you
know? You go around and make sure you can save your home energy bill. That’s
the same thing with, with your business. You know, is all the equipment in your
business uh, that is currently using or consuming electricity required to be um,
on at those times and using, using that um, electricity? Are the lights, you know,
the, the night lights and security lights etc. like are, are they coming on too early,
All those things seem like little things but they do add up. They chew more
electricity, They, they, they’re chewing dollars out of your bottom line profit. So
I want you to have a sort of a think about your electricity usage around your,
your factory. I’ve seen um, I’ve seen equipment in factories and things like that
running um, with no one using it and and, and, that sort of thing before you
know? And it’s just um, it’s just no point to it. It’s just a waste of energy and it’s
just waste of money. Um, so bad for the envi– environment, bad for your uh,
your, your business bank account as well. So just uh, energy cost is one area that
um, that, that, that does blow out for sure.
And probably one of the the biggest costs that, that business owners have um,
and I see um, chew with the- chews into their bottom line profit are basically
staff wages and, and I guess, inefficiency in the staff wages. Now, this again, is
probably a-another whole podcast topic just on staff wages and, and efficiency
in your stuff. But, you imagine if you had um, your staff, staff members were
doing a particular job or um, or, or function in your business that wasn’t either
necessary or um, or, or has outdated and not relevant anymore. Doesn’t add any
value to the end product that you serve or service that you providing to your
customers. And let’s just say they spend half an hour a, a day or week even uh,
on that task or, or any amount of time, really. If you sit down and add that up,
you could actually be you know, um, employing an extra person um, that you
don’t actually need in your business. And wages are one of the biggest costs that
um, any business can have.
So, what I want you to think about there is, um, is have, you know, have I
reviewed my staffing efficiency? And um, you know, are my staff being efficient?
Do I have the right staff? Do I have right levels of staff. Have I got high end to
high like expensive um, salaried stuff doing lower end um, work that I could be
either outsourcing uh to, to, uh, to cheaper um, employment or you know,
employing some or training someone in, in a lower level to be able to do it or
systemizing that procedure so that the higher and expensive person doesn’t
need to be um, to be um, doing that. Now, this can happen a lot too um, in um, in
um, roster-ring. So if you’ve got a business that is um, if you’ve got a business
that is, let’s say um, uh, you know, like a seven-day a week business like a
restaurant or cafe or something like that. Um, I’ve seen businesses before where
they, they’ll have their most expensive person on working on a public holiday or
on a Saturday or Sunday you know?
And they’re paying him time and a half or, or double time wages. Um, you know,
at the highest, the, the most expensive possible person, now that just erode your
profit margin like, like there’s, there’s absolutely no tomorrow. So wages and
salaries need to be reviewed regularly. They, they need to be more regularly
than annual. They need to be consistently monitored because that’s one of the
big leakage areas of profit in your business and um, and I want you to have a
think about that as well when you’re doing these reviews of, of your, of your um,
of your costs and your overheads. So, there are some of the — there are some of
the big ticket items that, that I guess, will have a, a direct impact on your
business bottom line.
Now, there are other costs and you know, stationary getting wasted. Um,
consumables being wasted in your business. Um, rent, unfortunately is a bit hard
to do anything too much with because it’s usually govern by your lease. Um,
bank fees are another, another area that can have a, have an effect on your
business margin as well. You know you’re paying more for transactions than you
otherwise um, need to. And um, that’s something that, that really regularly
should be reviewed.
It could be a matter of just going and talking to your bank and saying,”Hey, what
can I do to get these fees down?” Sometimes with the bank fees, um, the way you
do your banking can actually add up with your fees. So you know just by
tweaking some of your systems and procedures around how you do your
banking can actually make a difference to your bank fees. But, generally
speaking, your bank fees to me uh, and yes, they’ll have a little bit of an impact
but they’re not going to be a deal-breaker like these other costs that I was
talking about um, with a, with a, quite large, uh, quite large overheads in any
business that um, that can have a, a big impact.
So one of the ways, that I like to measure um, this cost and, and before actually,
before I get in to, to measuring them, one of the things to keep in, in mind with
this, when you when you’re looking at your overheads in your business and your
expenses in your business is to be very careful that you’re not um, being too
frugal or frugal to the, to the, to the point that it’s actually something’s going to
break down the track or it’s going to uh, restrict uh, your business from growing,
okay? Very, very important that you have capacity to grow and um, if you don’t
have capacity, if you don’t create capacity, so let’s just say, for instance I was
talking about staff wages before. Let’s just say we’ve got about a half a person
too much that we need in our business to the present time. Um, it’s better to
have that half a person too much and have that capacity to grow than to get rid
of the half of person to save wages and then you got no capacity to grow. It’s a
very, very important disclaimer that I put around this reviewing process that
you must understand.
That I want you to know that you can’t just go and cut off expenditure to um, it’s
going to affect your business of, affect your business performance. Affect your
customer service and limits your growth. You would need capacity to grow just
like we need time to grow, we need capacity in our, in our people as well.
Another example of, of cutting off something to you know, being too frugal and,
and damaging your business doing it too much um, is let’s say you’ve got a piece
of machinery that um, is, is detrimental to your business or piece of equipment
or a service that’s detrimental to your business and it requires regular quarterly
maintenance but you decide that, Oh, I’m gonna cut that expense.
Yeah, that is too expensive. I won’t worry about maintaining it. I’ll have it cut it
back to every six months or, or you know, restricted that way. You need again, to
be very, very careful that you’re not creating further long-term damage. So just
because you’re gonna cut the cost today, might mean that you’re, you’re gonna
uh, shorten the lifespan of that piece of equipment because it, it’s not getting its
regular care and attention in oiling or whatever it needs doing. Um, so it might
not last as long and you end up having with the bigger cost down, having a bigger
cost down the track. So, just keep that in mind when I’m talking about
re-reviewing your overheads and, and reducing your overheads, I’m talking
about eliminating waste, not, not cutting um, necessities or, or, um, or, or
restricting any growth sort of extra. So is it all about waste that I’m talking about
and, and, and you know, like the software subscriptions and things like that I was
talking about, that is just waste. Energy can just be wasted so, so think about,
think about that as you’re, as you’re doing it.
Now, this how I like to basically do these reviews. One of the, one of the very
first things I would look at in how you can get an, an, an indication that you are,
uh, you are getting a lot of waste in your business in terms of your, um, your cost.
A very, very exercise that you can do. You just need a, a calculator um, and your
last financial statements and if you add up your total ex — if you get the —
there’s, there’ll be a figure on your financial statements on the profit and loss
statement and it will say, um, uh, expenses, total expenses. If you divide that
figure, so divide your total expenses into your total sales, okay? So divide you
total um, expenses into your total sales and multiply it by a hundred.
That’s gonna give you a percentage that your expenses represent of your sales,
okay? So basically, look at it this way. Um, it’s basically going to be so much in
every hundred dollars. Um, so let’s work it. Let’s just say for instance it works
out that our expenses are thirty percent of um, of our total sales. We divided our
expenses into our um, total revenue that gives you a seven, a percentage in, in,
in, um, sales that your expenses represent. If you think of that as a hundred
dollars and that’s you know, comes up thirty percent, that’s a thirty dollars out
of every hundred dollars, you are spending on um, on overheads. On, on, on,
expenses to run your business. Now, if that figure grows, if that percentage
grows over time then, then basically what’s happening is that your margin is
decreasing. Your expenses are growing higher than your revenue is growing.
So very, very important calculation you can quickly and easily do it any point in
time whenever you get your uh, profit and loss statement. Uh, your financial
statements and hopefully getting as regularly if you’re not, give me a yell and uh,
we’ll get you sorted on that because you do need to be looking at this stuff at
least monthly. But you wanna to divide your total expenses into your total
revenue. Get a percentage, multiply it by a hundred to bring it as a percentage
and if that figure is growing it means your overheads are growing. Now, you can
further break that down, yeah.
So there’s two ways that I basically do a review. Is this, there’s, there’s a quick
review um, which is basically um, I guess, just a back of the envelop type
calculation which I go through that which is eventually I’ll touch on just there.
And then there’s the long, the long way. The line by line review and I’ll talk about
that in a second. But at the very first point, you wanna make sure that you are
getting regular financial statement and you do have reliable data to work on. It’s
no good checking this stuff against um, data that’s not reliable because what
you’re going to do is um, you, you’re gonna make it’s basically garbage in
garbage out. If you, if you garbage information you’re gonna make garbage
decisions. And we know that we can’t afford to do that in business um, so you
need to really have accurate, accurate data to, to calculate this so, to work this
So, uh, if you go back to episode 73, businessmadeeasypodcast.com/episode73
you’ll — I spoke about accounting and bookkeeping software there and the
importance of that. So um, go and, go and check that out if you, if you haven’t
done so already and you don’t have a proper bookkeeping system in your
business, I really hope you do. All businesses really should have one and that
really should, they should have one. Um, so and, and if you need help with that,
just let me know. Drop me a line at [email protected], and I
will um, I’ll point you in the right direction to get sorted there but you do need to
have uh accurate reliable data. And then there’s two methods as I said of
calculating this. The first method is what I called the quick way which is basically,
you get your profit and loss from your bookkeeping software divide your
expenses into your turnover as I just went through and that’s gonna give you
um, back of the envelops sort of guide as to um, how things are traveling um,
with your expense ratio, okay? Now, what you can further do is do some
helicopter view sort of calculations if you like um, from that. If you find that,
that, that quick review has highlighted that your expenses are, are out, running
out or growing dis-proportionally to your revenue, then what I would look at is
then doing some, getting the big ticket items on your profit and loss statement
and then dividing those by your revenue to get uh [Inaudible] So for instance
staff and wages as I mentioned, I would divide those my total wage cost into my
revenue to come up with a how much in every hundred dollars are my wages
costing me. Uh, then I, then I’m saying. Are they growing? Are they, are they
under control or they’re shrinking, preferably shrinking.
Um if your wage cost is growing at a greater, greater rate than you’re actual
sales are growing, then, then, you may have an inefficiency uh, issue there or
roster-ring issue or those sort of things around, around staff and wages as I
mentioned. You know, divide your total computer software expenses into your
revenue and come up with a percentage there as to, to what your software is
costing you as a percentage. So you can do this for every for every cost really.
Any of the major cost, I just found out the total is divided by the revenue for that
same period. Make sure that you’re comparing apples and apples so you wanna
look at the — if you’re looking at the, the electricity bill, uh, wages bill for July
then you wanna divide it by the total sales for July. Make sure you’re, you’re
comparing apples with apples because um, you’ll, you’ll get screwed sort of
results and again garbage in garbage out you make the wrong decisions. So
make sure you check that out properly and compare apples with apples.
Um, so that’s sort of the quick way of doing things up. Quite often if I get a new
um, when I get a new client, a client will come to me and they might be having
issues and I wanna grow their business and there’s, they’re not, they’re not
getting the performance that they want from their business, that’s one of the
quick things that I will do straight up, is to have a look at their financials and do
some, some back of the envelope calculations, just to get a — I call it a smell test
— but just to get a smell about a sense of uh, where the business is currently at
and what’s going on in the business.
And you, and you do over time get to see um, see these things um, where, where,
where they, where they, they be able to pinpoint I guess, where exactly the, the,
the wheels have falling off. So that’s a quick way. If you wanna do a more
thorough and I would recommend this once a year at the minimum of more
thorough in depth look, I would do it, then look at the long way of doing this
review of your overheads. And that is basically printing off what they call a
general ledger statement from your um, financial software. And what that will
do is give you line by line so if you look at computer expenses, the, the ledger
code for or account for computer expenses, you’ll see the line by line listed
down every single cost that you spent for computer expenses.
And what I do, in that, what I have, what I have taken to doing now which I have
found really, really handy is I’ve actually built a register of subscriptions in my
business. So I have a subscription register and I basically um, being a accountant
and I guess I have a love for spreadsheets — but don’t tell too many people that
— but um, I have a spreadsheet just a simple Google sheet set up and I have all
my subscriptions and their renewal dates and their renewal amounts um, listed
down on that spreadsheet.
And what I can do at any point in time is go there and see what’s coming up for
renewal. Is is still current and relevant for my business? And if not, I can cancel it.
So check that regularly. Check that you are still using the software or whatever
service it is and, and that it is still pertinent to your business because that is
where you’ll have huge blow outs. I guarantee you. Just so easy now with the
internet to just sign up for things and sign up for software and sign up for
courses and, and all that sort for stuff. So I want you to just um, form, just create
one of those registers and if you need a hand or one looks like just give me yell
and all and I’ll point in the right direction there. If you just email me at
[email protected], and I can point you in the right direction
as far as I like a subscriptions register.
Now the gold rule around this register is that you don’t take out any new
subscriptions until it’s entered on the register. You must, if you take out a new
subscription, yes you might need it but just make sure you put it on register and
keep it up to date so at all times you’ve got that um, you’ve got that detail and
you can see uh, just, because it does add up. I can guarantee it does add up. So
um, yeah, just so, so line by line, you basically arm yourself with a ruler and you
go down and you sort of question, is that, is that relevant? Is that relevant? Uh,
what’s that cost for? Is that, that? Is that, that? Um, where does this add values?
So these are questions you can ask yourself. Is this a maintenance cost and a
necessity? Where does it add value to my business? What’s this cost doing?Is it
adding value to my business? Is it the most efficient that it could be? When you
get to things like your electricity, you know, have a good think about your
electricity. Is your electricity usage growing? Um, do a, do a bit of an order
around your business so you know, what, what are we, what are we running that
we don’t need to run so often or, or, or the like, you know? Uh, look at that. You
might not get bigger efficiency savings in your electricity. It might be fine but I
do see that um, I do see that business just don’t ad-address it um, and, and it is
scenario that can just attract wastage. Um, and we don’t want waste.
So um, yeah, do that. Go through line by line and that’s the sort of more detailed
approach. Um, I personally, like to put um, put all my general ledger with the
software that these days you can usually put your general ledger into a
spreadsheet. And um, and I like to work off that spreadsheet and then I can
highlight in red, what it is that I’m going to eliminate and, and, and get rid of. And
um, and look, I have to be honest I’ve just done this recently in, in, in my very
own um, business and in our accounting practice and that was amazing just to
see how much um, how much software that, that we, we pay for and use that we
just don’t need to, to do anymore.
Um, in some cases, we had software that was um, some people on this software
and some people on that software and, and just by merging it all into one
platform, you know, save a few hundred dollars a month. For that all adds up,
you know and, and um, and that’s, and that’s more efficient. You know the staff
now only one have one place to go and do this work on the software other than
going to two different types of um, software.
This stuff adds that up. So I want you to check this out and um, and do a
thorough a review of your overheads. Ask yourself a question, remember how
long since I reviewed my overheads? Um, when you do the exercise, I’d love, love
to hear um, from you as to what you found and if or not, you did identify any
potential savings because anything you turn off in that area is going straight to
your profit because these overheads comes straight at your bank account and
straight out of your profit. Anything you turn off, you’re instantly saving
additional cash and extra profit in your business. So um, think about that as you,
as you’re um, as you, as you’re contemplating doing this review. And I’d love to
hear what, what cost savings you did identify.
Um, by all means please send them through to me, at
[email protected] or go over into the business, um, to the
Facebook group at businessmadeeasypodcast.com/community and do a post in
there. And, and, let us know exactly what, um, what cost savings you’re able to
identify to uh, build your business profit which is all, it’s all about it at the end of
the day. We wanna uh, we wanna get that money in the bank account and um,
and, and put it to good use for, for things that are gonna improve your life not
um, not just get wasted.
All ready, that episode went longer that I thought it was going to go. I thought,
oh when I brought the topic, I brought thought of it,”Oh that probably wouldn’t
be a, a, a big episode but there is quite a bit in it. And um, yeah so I hope, I hope, I
hope it’s been uh, good for you and you, and you’ve got value from that. Um,
don’t forget, uh, I’d love to hear your feedback if you’ve got any about the show
or any topics or questions that you want answered in the show. Just drop me a
line at [email protected] and uh, I’d love to hear from you.
Until next week, I’m going to uh, hand you over to Mia, now. She’s gonna take us
out for the first episode of February and um, until next week, here’s to your
success. Take us out, Mia.
Mia: Thanks, Jason. You’ve been listening to The Business Made Easy podcast
where we make business easy.