The Wize Way

Episode 186: The KPI Meeting Rhythm that Scales Your Firm

• Wize Mentoring for Accountants and Bookkeepers

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Most firm owners don’t hit a growth ceiling because they lack talent in their team.

They hit it because they haven’t built ownership in their team yet. 

The result? Managers who stay dependent. Performance conversations that feel emotional. And a firm that can’t scale because everything still rolls back up to the owner.

In this Wize Coaching Call, Tim breaks down the simplest (and most powerful) lever to create alignment and accountability in your firm: a monthly strategic meeting built on objective KPIs — plus the “no bypass” rule that stops you from accidentally sabotaging your leaders as they grow. 

Inside the session, you’ll learn:

✅ Why most firms hit a real ceiling around $500k–$1M revenue (and what actually breaks through it) 
✅ The monthly KPI rhythm that builds ownership mindset in client managers 
✅ How to coach performance through the “story behind the numbers” (without personal conflict) 
✅ Why “no bypass” is the hidden skill behind scalable leadership and real delegation 

✅ The metrics that reveal whether your firm is truly healthy: revenue, productivity, write-offs, lockup, growth, and NPS 

If you want a firm that grows beyond your personal capacity — and a team that performs without constant rescue — this is a must-listen. 

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PS: Whenever you’re ready… here are the fastest 4 ways we can help you fix and grow your accounting firm:

1. Download our famous Wize Freedom Strategy Map for FREE - Find out the 96 projects every firm owner must implement to build a $5M+ firm that can run without them - Download here

2. Need to Hire right now? Book a 1:1 FREE discovery call with our WizeTalent hiring coaches to help find your next team member the Wize Way – Click Here

3. Book a 1:1 Wize Discovery Session – Spend 30mins with our Wize CEO, Jamie Johns, a $7M firm owner who is ready to give you his entire business plan to build a firm that can run without you – Find out more here

4. Work with Jamie and our mentors for 8 weeks - Build a custom business plan for your firm - Apply here

SPEAKER_00:

Welcome to the Wise Way, the show for accounting and bookkeeping firm owners who want more time, profit, freedom, and a business that can run without them. I'm Fred Ward, your host, and each week we deep dive into the real stories, proven strategies, and battle-tested tools from successful firm owners just like you. Our wise mentors want to share their journey of how they've scaled and systemized their way to freedom so you can too. If you're stuck in the grind or you're ready to scale smarter, this is your blueprint. Let's get into the episode.

SPEAKER_02:

Who on the call manages all your clients? Like put your hand up if you're managing all your clients yourself. If you don't have other staff that are like managing clients for you. Natalia? Hey, hey, how's it going? Most people so I've got three teams doing a million each, a bit north of a million each, and we've got employees who are running those clients. Like the owners of the business aren't managing the portfolios. Does that make sense? Yeah. So pretty much everyone on the call has employees. We call them client managers internally at WISE. Everyone on the call has client managers who are helping you with running clients.

SPEAKER_03:

Yeah. Okay. That's good.

SPEAKER_02:

Well, this will be this. I'm just kind of testing the waters. This will be particularly um, it should resonate with you if that's you. If you're running your own fee base, um I encourage you to do everything I'm talking about today because to grow to a whatever number, five million dollar business, ten million dollar business, three million dollar business, if you're not doing those figures now, the weird thing is you won't get there unless you start running the business today like it's that business. Does that make sense? So uh regardless of the size of your firm today, start running it like it's a bigger business. If you um I don't lift weights, but if you want to lift heavier weights, I love this. This just cracks me up. If you want to lift heavier weights, you lift heavier weights. Like, how weird is that? So, like if you want to get good at something you've never done before, you do it and you do it badly, but then you you improve at it. So uh another show of hands, who who actually has like KPIs in their business that you look at semi-regularly? A couple of people, about half the core. Half the core, yep. We ran our accounting firm for 20 years without looking at KPIs, if you can believe it. We just didn't look at them. We looked at the end of the financial year, we might look at revenue. That was it. So today's all about accountability and alignment um and how to do that with meetings. So we'll we'll kick it off. Um, I that's the intro, Tim, Tim, Raoul, and Danny. Uh, there's our emails if you need us for anything. And um, yeah, we'll jump, we'll jump into it. So um the key the key constraint to growing a business past 500 grand or or maybe a million dollars is building out an ownership mindset in in what traditionally is called middle managers. We don't use that term much at Wise, but that's really what it is as middle managers and ownership mindset. And um, it's the number one constraint. Uh, I spoke with a firm yesterday um that were doing much less than a million dollars, and it was clear to me why from the get-go they had a control issue, they didn't want to let go of control, uh, and they didn't know how to achieve their goals through others, which is managing people. They just didn't know how to do it. And I meet firms all the time, actually, who are doing anywhere from maybe 200 grand to 500 grand, and they hit a very real ceiling on the owner's capacity to manage clients. And because they don't know how to manage staff, they do a great job managing clients, but it's there's a very real ceiling on how many clients they can manage. So if you want to grow your business beyond what you personally can manage, or like Ed and Jamie, you want to grow your business and do get your time back and do other things, you've got to get good at hiring people and managing them and maintaining them, retaining them, and have them manage clients. It's it's I think the hardest thing, I think, in wines that we teach, but it's also the most central to either withdrawing and getting your time back or scaling the business beyond what you can do. Now, um, no one's going to be able to run the business as well as you. No one's probably gonna be able to manage the clients as well as you. It's just that's the reality of it. Owners tend to do a really good job. They tend to be finders because you're entrepreneurial, you tend to be really good at growing the base and really good at looking after the clients. Owners tend to be the most technical, the most experienced practitioners in their businesses. So it's always gonna be very hard to replace, to replace you. And to boot, you care more about the business because you own it than anyone else as well. So the real question I had for Jamie and Ed when I met them five, six years ago now was how do I get other people to care about the business as much as we care about it? And how do I get them to manage our clients the way we would want them to be managed? That was that was my key, really the key question for Ed and Jamie. And today's next 20 minutes, I'm gonna show you exactly how they told me how to do it six years ago, and it it still works today. Um yeah, we'll jump into it. So there's some stuff. Selena might send um some of these resources that we can see on the screen into the um the chat and we can have a look at them. But it really comes down to two things. Um, one is KPIs, and two is is no bypassing. It's as it's as simple as that. So we say it wise you want to play the bull, not the man or woman, right? It's like a sporting term, and what we mean by that is we want to be objective. We don't want to attack people at hominem attacks. We want to be objective, right? How do you how how you how you do that is the critical bit, and the way you do that is through KPIs. So we look at the Fab Five, um we look at the Fab Five figures, I'll bring them, I'll bring them up because we've got we've got some time. We look at the Fab Five figures every month in a in a monthly meeting, and it's it's the core way that we do everything I've just set out this morning. So every month we look at five KPIs, and if you've got more than one team, you want to look at these KPIs across each team. There's no accountability if you've got two teams and you're just looking at revenue um on a basis of the firm. There's just zero accountability. You can't see who the performers are and who the um underperformers are. So hopefully everyone can see my screen here. This is just a the test um tenant we've got here. This isn't this isn't real data. But here you've got two teams, each running portfolios of fees, and these are the five KPIs that we look at on a monthly basis to build out ownership mindset. Uh the critical thing about ownership mindset is it's got nothing to do with equity. I've seen owners that I wouldn't want running my firm that don't have ownership mindset, and I've seen staff with incredible ownership mindset. If you make someone accountable with these five figures and you keep it objective, and you look at it month in, month out, I've been looking at these figures since 2020. You look at these figures month in, month out, and you ask five simple questions, um you will improve performance, you'll weed out under performers, and you will build ownership mindset. I can I can just guarantee you that. So the five figures we look at are revenue. And I ask one simple question once a month to my managers. Uh are we ahead of revenue or behind the revenue? And and why? Why is that? If we're behind revenue, I really want them to know why. Because we can fix we can fix it if we know what's what's causing the figures. If they're ahead of revenue, I want to celebrate that. And I also want to know why. Is there something they can share that they're doing well with my other two teams? So are we hitting hitting budget figures or are we missing budget figures and and why? And the budget's always always larger than last year's actuals in my phone. We're always growing. Um, profitability. Are we hitting cogs of cost of goods sold of 40% or less? In other words, uh are we getting good return on investment on our number one most expensive cost, which is salaries of professional staff? Um, and or are we not? If cog starts to go north at 50% in my firm, I start to say, do we have too many staff? Because we're not they're not they're not pushing out enough work, you know. Do we not have enough work? Is there a bottleneck in production? Um, are we getting a 25% um profit margin? That's more on me. We are we are we managing our overheads effectively? Overheads have to be 35% max of revenue. Do I need to cut some overheads? Are we getting write-ons or write-offs? So are we efficiently getting through the work? Um I've worked with firms recently, like in the last 12 months, who got write-offs of north of 400 grand for the last financial year. Um, if you're not measuring timesheets and productivity, you you very likely don't know what your write-offs are. You can't manage what you don't measure. You know. No one wants to see 500 grand write-offs on their on their Fab 5, but at least you could do something about it if it is there. Uh, if you're getting write-offs, again to be celebrated. Uh in my firm, if anyone's got write-offs, we do the eight reasons for write-offs, which Selena can pop the ebook in the um the chat if she's got a link to it. And the eight reasons for uh oh thanks Ral. Eight reasons for write-offs is brilliant. If there's eight reasons for there's more data there that looks a lot better. Thanks, Ral. If there's eight reasons for write-offs, the 8020 rule usually comes into play here, and there's usually one or two main contributors to write-offs in in my teams or in the firms I work with that have have teams as well. Um, there's usually one reason. We don't want to change eight things, guys, if we only need to change one thing to get a better result. So write-offs are the sim are the symptom. The eight reasons are the cause. And if you've got employees who are running teams and they don't know why they're getting write-offs, that's that's not good enough. They've got to figure out why, because because they're responsible for the results and they need to know what's happening that's contributing to those results. Otherwise, they can't manage it effectively. Um, again, we've got WIP that's selling us our lockup. I've seen firms with incredible um profits but terrible cash flow. And um on paper they were making a lot of money, but their lockup was just huge. I still remember this Canadian firm, they had um you know, seven, eight hundred K of debtors sitting there. Huge debtors problem. You know, it looks great on the PL with the with the profit, but but there was no money for anything. So again, we look at the the the whip, the lockup, that's all the time that hasn't been invoiced, locked up. And um, we look at the debtors um on a monthly basis per team. Then are we growing or are we shrinking? I again I've seen I've seen firms very privileged to have worked with over 50 firms now over the last six years. I've seen firms, guys, with incredible profitability. Like we'd all want to have equity in these businesses, incredible profitability, right? Their margins are just good, but they were losing, they were losing clients like nothing else. Or they were losing as many clients as they won, and they were winning a lot of clients. So again, we want to grow sustainably, scalably. Um, and this is critical for the people on today's call who put their hand up and have employees uh who are running fee bases. We really want to make sure they're not losing clients. Right? We really like this this is probably the most important figure, frankly, if you've got other staff who are running client bases for you on your behalf. Are they maintaining the clients? Most client managers that are employees aren't really great finders. They don't have to be for the system to work. It's great if they can be, but the one thing they have to be able to do is maintain the clients. The quickest thing to get a client manager sacked in my book is that they're just losing clients. They've got to be able to maintain the clients and be a good mind at the at the bare minimum. And you need to measure that. You don't want to find that out a year later when they've already lost 200 grand. You want to measure that monthly. Right? And if you click on this here, there's a section where it says the reason you lost the client. I'm telling we lost a client, and I went to the client manager, it's a true story in my own firm. A bit of a dummy sometimes. I said, Why do we lose this client? And they said, She died. I can't blame the client manager for that. That's outside of their control. And I said, What do they die of? And my client manager looked at me and they said, Tim, she was 103. Like she died of old age. You know what I mean? But again, the critical thing is that's a true story. I'm that was that was me. There was a firm I worked with years ago that were they were winning about 500 grand a year, 600 grand a year, but they were losing 350, 400. So we're growing like slower than some of the firms that barely grow at all. And the reason here, it was like this: not returning phone calls or emails. Their client managers weren't. Not managing client expectations, too expensive. People kept saying it was too expensive. There's no such thing as too expensive. There's such a thing as not getting value. You know what I mean? And if the value disappears, even something reasonably priced looks pretty expensive because you're not getting value for it. Price is what you pay, value is like what you get, right? So are we growing? The second most important KPI, frankly, if you've got employees running running clients, is the net promoter score. Again, I saw someone who got an IBIT of 40% one year. Not my firm, but uh 40% IBIT. And the team net promoter score was basically like the six or a five. So this was like a harsh taskmaster who was churning through the team to get really good numbers. Was it a crack of year, this was two financial years ago? It's a crack a year for her numbers, but she wasn't able to do it the next year because the whole team quit. True story. The entire team quit because they just couldn't handle working for her. So it was great in the short term, wasn't sustainable. Right? And we're looking at having these businesses hopefully for the rest of our lives. It's got to be sustainable. So are the clients happy and are the staff happy? Because our two biggest assets, which we don't own, they can walk, are our clients and staff. This is the least filled-out KPI out of any firm I work with. It's it's you can guarantee if they're missing a KPI, it's this one. And it doesn't make sense to me because we don't own our two biggest assets. So we really want to know are our two biggest assets happy or are they are they close to leaving? We want to do a temperature check, and that's what the Net Promoter Score survey is. Very easy to implement. Reach out to us today if you're having trouble implementing it. Reach out to RAL. We can we can recommend some providers for that. We can't wait to get this in our own Wise Hub so we can just say just use our Wise Hub for the NPS. I think that's in the pipeline, but but I shouldn't talk out of school because it might be a while a while before we see that. So it's really critical that you manage with numbers. I know a lot of owners who don't look at their own numbers at this level, and we're trying to show employees these numbers. Now, if you want to make someone accountable for something, you've got to show them the numbers. Otherwise, they're not gonna feel responsible for it. Right? So looking at these numbers month in, month out creates accountability. If you're if you don't have any employees yet doing it, do it yourself. Like I said at the start, act now, run your business now if you're doing a million dollars, run it the way you run it if you're doing five million, and you will find it much easier to get to five million. It's much easier, guys, than trying to run a five million dollar business the way you run a$1 million business. I'll tell you that much. Much easier. So if you're just running it yourself today, still still do exactly what I'm saying. Have a meeting with yourself or with a mentor, preferably like with me or one of the other mentors. And if you have staff, book it in the calendar, second week or third week of every month, give you enough time to get the numbers up to date. Look at this stuff religiously. I I love long speeches. You can probably tell from today's call. I love writing long emails. Churchill's a hero with the oration. It doesn't matter how many good speeches they gave to my team, I didn't see a change in results until we started looking at the numbers. Yes, you've got to be their biggest cheerleader, but guys, the numbers in my own firm I've seen people go from 200k write-ups to 150k write-ups within a year. I've seen my worst team had debtor days of uh debtors of 400 grand. They've got them down to 100 grand. No one likes to be a loser. No one likes to look at bad numbers month in, month out. And if they do, they've got you get get get them out of the team. Like they don't, they've got to care about the firm, right? They've got to care about doing a good job. But if they care about doing a good job, show them the scoreboard just once a month, 12 times a year, show them how they're going, and ask them to explain to you the story behind the numbers. And the second thing I said at the start of the call was no bypass. You can do everything I just said, and you can still completely self-sabotage and jeopardize the whole thing by bypassing. And this is going to be a big temptation if you can get better results yourself. It's very hard to sit and watch someone else do the job that you could do better, not as good as you. Very hard, especially for left-brain control freak types, which tend to be accountants, usually auditors, but but accountants tend to be auditors, bookkeepers, then accountants, in my experience, tax accounts, but very hard to do. Jamie's doing six, seven million. Ed's doing three and a half million, I think, or three, I don't know, doesn't really matter, but he's doing north of three million. Ed goes there once a month. Jamie goes there once a week. Very hard, guys, to run those kinds of numbers if you're a control freak. I said to Ed, are you happy with someone else running Channeler? And not you, Ed. I said this when I first met him. He said, Tim, they can run Channeler 80% the way I'd run it, and I'd be happy. So 80%? That's crazy. Like, you know, surely it's 100. If Ed was a control freak on that level, he wouldn't be living the life he's living right now. He'd be stuck running the running the joint. Same with Jamie. Jamie's a big believer in micro training, not micromanaging. Jamie's a high performance person. If you've met him, you know he's high performance. Like uh he's high performance. He's also incredibly patient uh as long as he's seeing progress, if I can say that. So I I I I had pretty rubbish figures when I first started at WISE. That's clearly I needed WISE, that's why I was here. Um, and um I asked Jamie how quickly um he'd expect to see the numbers turn around. He said at least at least a year, which I was shocked because he's quite an impatient guy. He's he he he's definitely like a fast mover. He said, You want to bring along these late adopters, early you know, middle. Adopters, you want to you want a change in habits, um, a change in habits that are relating to the write-offs, you won't see a massive change in write-offs for at least a year, right? Because you've got to start undoing all the write-offs that you've got. You know, um, if the cogs are really bad, you need to look at the workflow or whatever it is, whatever it is, right? It takes time. So we're very patient as long as we're seeing incremental progress. And you don't see incremental progress if you're not looking at the numbers on a monthly basis. Does that make sense? I can't emphasize enough. The way to manage people is to make them responsible for for a fee base, make them accountable for that fee base by showing them how they're going on a monthly basis, and then just getting out of their way and not bypassing. Getting there to support them and micro-train them or or or help them behind the scenes, but but but as much as you might be tempted to, don't take over. Let them run the show and help them in the background. Um, and that's really that's really that's really what it's about. Um takeaway uh if you're not doing the Fab Five, start doing it, even if you don't have uh managers. If you have client managers that are employees, irrespective of the equity piece, it might still be you in that seat. If you've got multiple teams, you might be running one of them. Go up to that monthly meeting like an employee, like a client manager, because if you're running a team, a fee base, you need to model what it looks like to run that fee base. You don't get a free pass if you if you're if you're the owner. You've got to have great, you've got to have great results and lead from the front and practice what you preach. So, yeah, start start tracking the Fab Five if you're tracking it. That's great. Start looking at it in a monthly meeting and start inviting the client managers who are looking after the fee bases to that meeting and asking them the questions.

SPEAKER_03:

And um do your best not to bypass them.

SPEAKER_02:

And it won't happen straight away, but you you will see over time like that ownership mindset develop in your staff. And that's that's really what it's that's really what it's about. That's pretty much that's pretty much it. It's as simple as that. I think there's a video in the Wise Vault 10.1, I think it is. I think Selena put the put the link in there. There's probably more more detail around how to run the meeting. Um, today I've just tried to give context around what why the meeting's so critical. Like it's the number one thing to create that management, that management level that's necessary to scale the firm beyond what you can handle. Um probably about five minutes or so before we do breakouts for any questions related to this. I think Mina, have you got a question related to I think you do today's topic? Um do you want to hop off the mic or hop on the mic rather and just let us know what you what you mean by that? The monthly announcement.

SPEAKER_01:

Hey Tim, how you going?

SPEAKER_02:

Good to have you in the call. Good to see you. Yeah.

SPEAKER_01:

Um, so with the the Fab Five, we do like a monthly announcement to both teams. And there's been some resistance as to whether we include, you know, in that team every single person that's there, and they can see everyone else can see their results. I'm just wondering how you manage it in your practice. Is that good because it in you know promotes accountability to all your colleagues? And just getting an idea as to what you do, how do you broadcast it? How do you inform the team?

SPEAKER_02:

Yeah, so I think there's two elements there. Um, I've got three senior client managers and one office, and they all come to that weekly. We have a weekly meeting, and once a month we look at these figures. Um, they all see each other's figures, and that's actually when you have more than one team, it's a really underrated aspect to this. No one wants to be a loser, but people are also competitive in a friendly way. So people, I think that for I won't say the name, but for one of my three senior client managers, they really care about um saving face and not doing as you know, not being worse at the figures than the other two teams. There's a bit of ego there, but that helps because that person steps up in areas and works harder on areas where they're not traditionally as strong because they don't want to be lagging and and pulling the whole firm back in that area. So I think it's very powerful. Some firm owners don't want to do that, but I think I think that's a key part of it. If you've got more than one client manager, more than one team, have them all in there together. It also saves you time having to do like multiple meetings just to the other element to the question is we don't share the Fab Five figures with the whole team. We just share it with the senior client managers. The the thing that the team know, the team know their their monthly budget, and that's it. My production managers have to know the monthly budget because they're driving the work. And on a on a daily huddle and a weekly workflow meeting, the whole team knows what what they're trying to get in terms of hit the revenue. And my best, my best team in the in this area has a weekly budget, and they work really hard to get that weekly budget, about 25 grand a week out. Does that make sense? So, yeah, I just don't think that Fab Five figures need to be showed with every employee in the business. Um, I I don't know if anyone's been there. I've been in jobs before where I was in meetings where I just I wasn't able to have any influence over the outcome of what that was being discussed. It didn't impact my day-to-day job. And I'm like, why am I here? Like it's just a waste of time. So I hate those kinds of meetings. So just have the key decision makers in the room, the key people who can influence the figures.

unknown:

Yep.

SPEAKER_03:

Thanks, Tim.

SPEAKER_02:

Uh great question, though. Yeah, I should have said that at the start. Who who comes to those meetings? We look at them on a weekly basis. So we're just looking at the KPIs here, and the KPIs are really 90% of 80, 90% of how it's done. But in that weekly meeting, there's a template in your own wise hub, um, which outlines the other things we should be doing in that meeting. Like we look at SAP approval in that meeting, we look at debtors in that meeting, we look at new clients, we look at like um issues in the firm, um, compliance changes to tax law that impact the teams. Very powerful. Like we were using zero, one of my three teams wasn't using zero's jobs in an optimized way, and that came to light in one of these weekly meetings yesterday. And they're now they're now doing what the other two teams are doing. So we want to have different teams. We don't want to have silos. Like if one team figures out a good way of doing something, we want to share that information across. Even though they're all in the same office in my firm in Sydney, they still don't really have you want to make a quad two kind of time once a week where they can share that stuff because it doesn't necessarily just get shared. People aren't hiding, but they just don't, we don't talk and focus on on a certain issue naturally unless we make space for it. So there's that's another whole topic. But but the key, the key to that weekly meeting is is once a month to look at those figures.

SPEAKER_01:

Tim, go and ask them. So are you bringing the teams together once a week? Is that what you're saying?

SPEAKER_02:

Just the client managers, yeah.

SPEAKER_01:

Just the client managers, okay.

SPEAKER_02:

Yeah, we do it up. I'm doing it after this today because we we rescheduled it. We do it on a Monday, and there's a lot of public holidays on Monday, or there's a lot of things, like it's kind of not the best day for it. So sometimes we'll reschedule it if we can't do it um on a given week. Yeah, there's a again, there's a there's a template. Ralph, chat to Ralph if you if you if you can't find it, but there's a template in the meetings, I believe, Raoul that that has the weekly agenda, weekly tactical, I call it, or I think Jamie calls it a manager's meeting. It's got the template um agenda that we we all use at wise for that meeting. And you can add to it if you want to add stuff that's specific to what you're doing. Like we we look at lodgements once a month on this the third week of the month. I've added that to that agenda because I just want to make sure like we're on track with the lodgements.

SPEAKER_03:

Yeah, cool.

SPEAKER_02:

Well, um thanks for attending. Hope hope that made sense to everyone on the call. Um, hope you got a good takeaway from that. Um and we'll we'll I think we'll go into breakout rooms now, is that right, Sleeve?

SPEAKER_03:

Yes.

SPEAKER_02:

Too easy.

SPEAKER_03:

All right.

SPEAKER_02:

Um, just a heads up, are we actually doing the breakouts?

SPEAKER_03:

Yes, we are.

SPEAKER_02:

Yeah, yeah. Just a heads up, just a reminder, like it's not rude at all if you want to switch between them. So if you've got a wise talent question, hop in Danny's. But then if you've got like a mentoring question, you can hop in mine. If you've got a wise sub question, hop in browse. Like you can go, you can do around Robin to all of them. It's not like you're stuck with the choice or whatever. So again, we're here for you. Here for you. Uh come with a question, and um if yeah, uh and I'll see you about five minutes to the hour when we wrap up today's meeting. Sound good? Yes. So then you can help uh some good questions. I hope you got a lot out of um the breakout sessions. Danny and Rao the best. So um sure you did. Um I'll just share the next session so you know what we're looking at. One comment I got recently was that people weren't sure what their uh oops, now I'm showing everything wrong. Oh great. Just a second. I'm so bad with Zoom. Is that can everyone see the Zoom thing again?

SPEAKER_03:

Yeah, yeah, we can.

SPEAKER_02:

One comment I got, which is a fair one, which is like that people aren't sure what the topic is. I don't know if Selena, you send that out to people ahead of time, but I'll I'll I'll tell you in a minute what next week's is. Um just to plug, if if you're not in you know, wise growth, I'm a bit biased because I head up wise growth, or you feel like you're not getting the most out of the wise hub because there's so much IP in the Wise Hub. We're here for you. Like if I can speak on behalf of Jamie and and Brenton and Ed, we're here for you. Um, and we're here for your success. So you're in the right spot, but you might not be getting enough out of out of it. Hop on a call with Christy and she can point you in the right direction. Um, just reach out to her. Selena can put you in touch. Um you've got to have a plan. Successful people have a plan and they know where they're going. If you don't have a plan, you'll you'll do something, but it'll be other people's agenda ultimately. And you won't achieve what you want necessarily out of life unless you're super, super lucky. So reach out to Christy. Um uh her email, I think, is Christy at wise mentoring. Um, Selena can put it in the chat. We should have our email there if we say reach out.

SPEAKER_03:

Yeah, we'll do that.

SPEAKER_02:

Yeah, if you're having trouble hiring, Danny's the best in the business. I think she's hired like four people for me this year. Um, reach out to her and just have like a one-on-one um complimentary, like no strings attached call just to find out if if if we're the right fit for helping you uh hire someone. Um people are 80-90% of it, guys. Like, I can't emphasize that enough. Your people are 80-90% of it. And you if you start off with the right people, Genesis is a lot easier than having people who are kind of in the right seat. So reach out to Danny. She's got plenty of time to uh to chat with you about whether or not she can help. Next week's meeting, uh, which is Monday evening if you're in the Northern Hemisphere, it's ninth uh Tuesday morning if you're uh in Australia. It's on uh the essential Wise Hub training for partner CEOs and practice managers. So I think Raoul will be likely heading that up. Again, the Wise Hub gets updated on a fortnightly basis. Um you've all got access to it if you're on today's call. You can do a lot worse than just following whatever's in there uh as a baseline. You know, help yourself and come along. And if you can't make it, I'm pretty sure we record these and Selena can can point you on the recording. But um, yeah, that the Wise Hub is really the essential tool for scaling. All the IP you need is in there, all the tools you need are in there. The Fab Five we looked at today's session is in there. Everyone on the call will have access to their own Fab Five, which we're now in the process of APIing with Zero and QuickBooks and all the major software, so we can try to automate getting those figures in there because it's just so critical to get those numbers. So um I'll see you at the next one. Thanks so much for coming. Um keep kicking goals, don't give up. You've got one life. This is your business. Like just don't give up. Do not give up. Yeah. If you're struggling with anything, just reach out. If you don't even know who to reach out, so reach out to Selena, she'll put you in touch with the right person. Um, I couldn't have done it by myself, and um it's just not worth giving up on. So yeah, stick stick it out, guys. Good on you for making the time for yourself and um keep doing that. You you're your most important client. Don't forget that.

unknown:

Cool.

SPEAKER_03:

And if you haven't joined the WhatsApp group yet, please do. I sent the link in the chat. Yes, it's quite quite lively. Sure is. Alright, see you again next week. Thank you, everyone. Thank you, guys. Thanks, Tim. Thank you, Steve. All good. All good.

SPEAKER_00:

Thanks for tuning in to this episode of The Wise Way. If today's episode sparked an idea or helped you see things differently, please don't forget to leave us a review. And if you haven't subscribed to the podcast on your favorite platform yet, please go ahead and do that as well. Let's continue the conversation here through YouTube or any other social platform that you can find us on. And just remember, if you're not a subscriber of our weekly Friday tip newsletter, get that to your inbox every week going forward. Whether you're starting out or scaling up, you don't have to do it alone. Let's build a business that works for you the wise way. See you in the next episode.