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The Wize Way
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The Wize Way
Episode 194: Busy But Not Scaling? How to Map the Revenue and Services that Drive Growth
Use Left/Right to seek, Home/End to jump to start or end. Hold shift to jump forward or backward.
Scaling your firm requires more than just generating leads, the services you offer determine whether growth is actually possible. If your model is built around high-end advisory work that only you can deliver, there's a hard ceiling on how far you can go.
In this episode of The Wize Way Podcast, Wize Growth mentor Jamie Johns breaks down how to build a service model designed for scale:
✅ Why advisory-heavy firms plateau and what to pivot to instead
✅ The #1 most scalable service in accounting (hint: it's not what most owners expect)
✅ How to use the Wize Monetisation Sheet to audit your service lines and identify growth bottlenecks
✅ The "ideal client" reframe that makes hiring, marketing, and scaling dramatically easier
✅ Real examples from niched firms already cracking the code on scalable, recurring revenue
If you're ready to stop building a business that depends entirely on you and start building one that can grow beyond you, this episode is essential listening.
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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 Map for FREE - Find out the 101 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. Work with Jamie and our mentors for 8 weeks - Build a custom business plan for your firm - Apply here
Welcome And The Promise
SPEAKER_00Welcome 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 Brett 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.
Growth Plans Start With Services
SPEAKER_01We'll dive straight into it. So today's topic is around scaling and completing the firm's growth path or growth plan. And there's so many facets to the growth plan. There's marketing, acquisitions, organic growth. What I want to focus on today is the services that are driving the growth. I think this is something that is kind of an underrated topic, but really, really critical. So to set a bit of context, a lot of firms tend to struggle to grow past uh 1 million in revenue, or we say 1 million per partner. I've met firm owners doing four or five million dollars without any partners. Um, but as a rule, people tend to struggle to scale past one million. And why is that? Uh most of the firm owners I work with, including the ones in my own firm historically, have been doing a lot of advisory. Uh a lot of advisory. And we can get into what that what that is as a bit of a catch-all term. But by advisory, I really mean high-end tax advice or business advice. Um, really any kind of advice that's high value that only the owner can usually deliver. And um I've seen firms doing a lot more than three or four million dollars uh revenue, annual revenue, where the owner's still kind of glued to the seed because their biggest clients uh need them and only they can deliver the services that their biggest clients value. So it can be something that stops firms from scaling past a certain point. It's also something that keeps kind of owners glued to the chair, the client manager chair in in Quad One, urgent and important, even after growing the firm to a considerable uh size. So we all want to grow at WISE. We're all about WISE, I about growth. I head up WISE Growth, which is our mentoring, um mentoring uh service offering at WISE. We all want to grow, but there's different ways we can grow. Uh as my mentor Ed Shan used to say, or still does, um uh if you've got bad things and you scale them, you'll have more bad things. Scaling something won't, you know, automatically take something from bad to good. And likewise, if you have good things and you scale good things, you get more good things. So it doesn't matter if you're doing 300 grand and you're a sole trader or you're doing $3 million and you've got a whole team. Today's topic is going to be um helpful for you. How do we grow? Now, we are big fans of Dr. Stephen Covey here at WISE, and he has this thing called like begin with the end in mind. And it's one of the seven habits of highly effective people is begin with the end in mind. And what that means to this topic today is how do we scale a firm or how do we ensure that a firm can scale well beyond the abilities of the
Advisory Hits A Hard Ceiling
SPEAKER_01owner? Or another way of putting it is how can the firm scale in a way that is easier to resource and backfill the growth in clients. Hope everyone's with me on that one. It's a really critical point. Um, if you're growing and you have a very advisory heavy firm, very, very advisory heavy firm, you're gonna find there's a very low ceiling on the capacity of your client manager, if you've got one, or yourself in terms of growing that fee base. I was just talking to a firm about this very topic yesterday. There's probably half a million dollars of revenue in the in the base that could easily be accessed if there wasn't so much advisory in this base that was taking up the um partner's time, all the partner's time. So, really critically is not just um what kind of clients do we take on, but being strategic and looking at the service, the services that we can actually backfill or resource and really targeting the growth around around that.
Ideal Clients You Can Backfill
SPEAKER_01Um when you're when you're in your early days, you some of you may be, or you've if you're not, you can remember what those were like. You tend to take on anyone and everyone. You just want to grow, right? And you you have kind of what we call a scarcity mindset. Like I don't know when the next lead's coming in, I just want to grow. Um, I'm not gonna be choosy. You know? When you get to a certain size, or or your mindset changes to an abundance mindset, um, you start to feel emboldened to say no to people that aren't your ideal client. Right? And it's really important to determine what that ideal client is. Another way of saying ideal client, Ed's ideal client definition was simply a client that didn't need or want to deal with Ed. Because he he could only run about a million dollars himself, and he didn't want to do that anyway, right? So it's really good to start with uh invert and start with what is it, what are easy services to resource and what are the current services we're offering as a firm? And those two things might not be this not might not match up. If you're heavy on advisory, like like my firm was um seven years ago when I came back to to start running it. If you're heavy on advisory, you're gonna find um it's great when you've got it, but it's very difficult to scale. And that's what we found. We just plateaued. We were doing like over a million dollars in advisory, um, well over a million dollars in advisory, and we just plateaued. And to grow that, we would have had to hire very expensive, hard-to-find, hard-to-keep managers who could continue to deliver that advisory. Um, and it's just not as scalable a model. The margins are nowhere near as good. Um, when key staff leave, there's huge key person risk on that model. And it was very tough for us as a fan and family, family business to pivot from that to something that was more scalable. But that's what we ended up doing. So what got you to a million dollars isn't necessarily what's going to get you to five million. It's almost certainly not what going to be what gets you to five million, right? And that there may well be a pivot that's needed.
Audit Services And Protect Margins
SPEAKER_01Um, so to give you some concrete takeaways on this topic, um look at the services that are high demand but are easy to easier to resource. Uh, look at a point of difference other than I can offer advisory. If that's the point of difference, you've got a job and not a business. Um and even if you are doing a lot of advisory right now, be strategic and tactical about what kind of clients you want to take on. Have an ideal client. And if you do do marketing, make sure you're targeting that kind of ideal client. And the ideal client should be based around a few things. But in today's topic, the ideal client should be based around a client that needs the kinds of services that you can relatively easily deliver.
SPEAKER_02Hope that makes sense, right?
SPEAKER_01So do it do a service audit of the services your firm currently currently offers the clients. Look at the ones that are easier to resource and that are harder to resource, and then any acquisition or marketing should be tailored around, and any future growth should be tailored around services that that you can deliver and still make a decent margin on and that are easier to backfill with more people. Another way of putting today's topic is um what we're doing in 2026, and your firm is making sure your firm is scalable. I hope that makes sense. Uh let me know by that in the chat if I'm not making any sense. But we all want to grow to a certain degree. The firms I work with, we map out exactly what revenue they want to be hitting and what year they want to hit it by. Right?
SPEAKER_02And it's usually two, three, four times what they're doing today. You know, sometimes more for really ambitious firms. What we then need to do is figure out well, what's the scalable model to reach that number?
SPEAKER_01What's the scalable model? And what you'll find is doing whatever you're doing now and just trying to do more of it probably won't be inherently scalable because it wasn't scalable by design. If you do this whole process and it is, that's awesome. You know, that's that's great. You've got it, you've got just keep growing what you're doing. But most firms grew from zero to one million or even plus one million because of a of a charismatic entrepreneurial owner who loves doing the advisory stuff. And and that in and of itself is not what I would call a scalable, a scalable model. Right? Because there's only one one owner who has those traits and they've only got so much time in the day.
The Monetisation Sheet Framework
SPEAKER_01Um, a bit of IP around today, we love, I love this bit of IP. Um, really, really love it, is the uh the monetization sheet. Um not sure if Selena will be able to pop that in the chat. She should be able to find that, I think. Selena, that's the one where there's two tabs. I don't have it handy right now. There's two tabs. And one tab is a list where you can put all your clients and look at all the services you are currently offering and services you could be offering. The second tab is key to today's topic. And the second the second tab takes all this all the services you could, you know, conceive of uh, you know, an accounting practice offering, tax accounting practice offering to the clients, and then some. And it ranks the services according to several criteria, and it ranks the services according to the need, services clients need. Clients need to lodge a tax return.
SPEAKER_02They don't need business coaching.
unknownRight?
SPEAKER_02Business coaching is quad two, it's like a gym, you know. So it ranks it according to need for clients because the more they need it, the easier it is to sell.
SPEAKER_01It ranks it according to recurring revenue, and it ranks it according to uh the criteria, according to how easy it is to hire people to help you deliver that service. Number one on that service, love love to see if people can take a guess on what that is via the chat. I'll I'll tell you in a minute. Have a guess at what number one is on that chat according to that criteria.
SPEAKER_02And I'll I'll come back to you in a minute.
SPEAKER_01If if you've already seen it, I mean feel free feel free to put it in the chat anyway. Good on you for having a look. Um, but it was pretty eye-opening. My firm had we had a bit of ego, we liked being able to offer this big advisory stuff, we liked being uh a bit of a bigger fish in a smaller pond, so to speak, and we liked having those kinds of clients that needed those services because it kind of made us feel good about ourselves. Oh, look how complex our clients are, look how complex the work we're delivering is. And um when I first started going through this monetization sheet process with Ed back in 2020, it was a bit of a shock that none of the services that we thought were really the B's and E's services were anywhere near the first half of this list of um of services. Chris Chang, mate. Full marks to Chris Chang. I don't know if you uh if you cheated there or not, but um you got it. That's right. Chris is right. Bookkeeping is number one. Bookkeeping is number one service. Um it's the easiest to find resources for. It's needed by the clients and highly valued, and it's it's obviously recurring. So and it's very sticky. Yeah, good on you, Chris. That's
Why Bookkeeping Ranks Number One
SPEAKER_01awesome. So bookkeeping. Um sometimes we work with bookkeeping firms, and this is their words, not mine. They feel like a second-class citizen hanging out with tax accountants, which is so stupid, but I I I can see why, right? And uh my message to you today, if you're a bookkeeping firm or if you're doing a lot of bookkeeping, congratulations, you've got a scalable, you've got a scalable service offering a scalable business. Right? CFO advisory obviously is not going to be at the top of that list. Anything with advisory is gonna be in the in the second half of that list because it's harder to resource, which means it's less easy to scale.
SPEAKER_05And it's also not something that that that your clients, strictly speaking, need. Right? Um there's only one size, isn't it? Yeah.
SPEAKER_01So if you're looking at where to start, start with that monetization sheet. Um, Selena can find it, she can put it in the chat in the Wise Vault. Start with um ticking off all the main services that your firm offers. Uh not all firms can do this, but if you can, it's really good. If you've got your revenue broken down by service line item, which is not something a lot of firms do, they tend to package all the services together in their engagements. But if you've got your service uh by line item, even if it's just like bookkeeping and the revenue that's generating, and then the tax prep financial statements work and the revenue that's generating, that's a good start to see what your main services are. And then you can also plot the profitability of those services uh as well. Because we want to make sure that the margins are good, which they are if you do bookkeeping properly. So yeah, if you want to if you want to know where to start, have a look at your services that you're currently offering, look at the services that you that that the owner, uh, if you're the owner, that that you're least required to deliver, and put together an ideal client based around uh the criteria of a scalable client being an ideal client.
SPEAKER_02Um yeah, very underrated topic, very underrated project.
SPEAKER_01It's all core two. But if you find that you're struggling to scale your firm, it might not be that you're not able to generate enough leads from organic referrals or marketing. It might just be that you don't have enough time to offer the services that the clients that are coming your way are requiring, and it's going to be very expensive or difficult to find a resource to help you offer those services.
Hiring Reality And Training IP
SPEAKER_05Um what we might do, because that's pretty much that's pretty much it.
SPEAKER_01Maybe we'll spend the next 10 minutes or so, Selena, if we're allowed to, because you're the boss, just um discussing that topic, um, just to see if people um um resonate with it or have any questions. And then around half an hour in, we can just break that open to to to general questions, or you can do the breakouts. Selena, does that sound good?
SPEAKER_02I don't think she's here anymore. Ah, she dropped out. Well, yeah, she made on internet issues.
SPEAKER_01Well, then we'll just do it. Okay, awesome. So um, because Raul and Danny are here, and I want to make sure if you've got questions relating to you know, wise talent or or just hiring in general and the wise hub, we can look at those too. But yeah, um has anyone just on today's topic, any any questions or clarifications before we get into a bit of a discussion around it? Has anyone found they've struggled? I know some firm owners actually on the call or some firms on the call do already have this heavy niching one or two service service um offering, like Natalia. I think you're on the call. Hey Natalia, you your firm's quite narrow in the services it it delivers, right? Have you found it um easier to hire people in the team, not at the top, but in the team to be able to resource that?
SPEAKER_04Hi everyone. Uh we do self-manage submarination funds. Yeah. Um, I guess, yeah, I guess it is high. Uh sorry, it's easier, but at the same time, um uh that's another challenge that uh SMSFs are so popular and uh the staff is in demand, the SMSF experts or professionals or seniors, they are in high demand. So it is easier because you're just looking for this one specific skill, but it's it's harder. Um it's harder because um it's in demand. That's if you if if we are talking about hiring, are you talking about hiring?
SPEAKER_01Yeah, yeah, yeah, like resourcing it, yeah.
SPEAKER_04Yeah, yeah.
SPEAKER_01That's that's really interesting. Uh that kind of makes sense, Natalia, because it's a lot of accountants don't have SMSF skills, so they are kind of in higher demand, aren't they? Um I'm not sure if you've started doing this yet, but one thing Ed really encourages is putting together like training IP. Um, because if you only need them to be able to do one thing, um Thomas, one of our other mentors, did this years ago and it worked really well. He put together like a training course because there wasn't an existing one, and he'd hire people who didn't have that exact experience and just put them through the training course. And um within a couple within about, I think, was it four weeks? My daddy might remember, I don't know. Within about four weeks, they could do that, they could do the thing. And um he was kind of bypassing that demand, that demand because he was hiring people who people were looking over because they couldn't initially do it.
SPEAKER_04Yeah, it it comes down to you know who is going to do the train course, someone has to put it together. So you first of all, you have to have a free um time, or you have to um say, for example, have a senior manager, and if I ask you to put this training together, it will take you probably you know a few weeks as well to do so. Um and then you train these people and then they go somewhere else. So that's that's pros and cons. I think it depends on this on um size of the firm. If um if if you're larger size and you're training like 10-15 people at the same time, it's worth it. If you're training one person and you have to put um 50 hours of your senior or yourself, you know, like you have to um have a look at um how much you're putting out and how much you're going to get in uh for your time. So for us, it's not worth it.
SPEAKER_01I couldn't agree more. Yeah, Thomas Thomas made like uh an online, he made the tests and the and the he made the actually it's in Wise Marketplace now. You can have a look at it. It's not SMSF specific. He made the training course, an online one that didn't require a manager to review, so it was multiple choice, and they had they had to get 100% before they went to the next module. I think there were eight modules, and where they f took like three or four goes, that feedback went through to the the manager that they were just going over and over and over again. So they were they were slow to learn. Your point exactly, Natalia, he didn't want to he didn't want to use up all his manager's time training people, he may not be there. So so again, this is a lot of work, right? But again, it's building a scalable business, build getting a competitive advantage over all the other people. Um, instead of just trying to do an auction and throwing more and more money at people to get them. Um, this this was a really clever way he did it. And another thing you said, which I couldn't agree more with, uh, Natalia, was like, yeah, it's not worth it if it's just one person. Um, he would hire batches of five of five juniors um who basically had no Australian tax experience. So he was paying them like, you know, 15,000 pesos, 20,000 pesos, just you know, whereas an SMSF wanted to be six times that short, you know, probably, you know. So he was it was they didn't all stay with him, and the ones that were good, he had to give um raises to when they were able to get to the point where they could deliver the work because it just wasn't win-win anymore for them. Um but it was great because they got the investment and training that they wouldn't have got elsewhere. Some did stick with him, and they've turned out to be some of his best staff. So I I couldn't agree more, Natalia. Making, I think the win the the learnings there are um make it something that um doesn't have to be delivered by a human and um hire you know build in redundancy, which you can afford to do when they're when they're when they're that cheap. You can afford to hire more than more than one. Um we had our SM, we had three SMSF specialists when I'm at Ed, and we know I only have one. And when the last one was going on maternity leave, we got her to make um videos, go through a regular SMSF and make videos for each step. She ended up making about 20 hours worth of videos. It's insane. And she just clicked record, she just did the thing and just talked through what she was doing. So like it was one long SMSF that we wouldn't have made money on. She made about 20 hours worth of videos, and this is back when we used carbon, and we made like a workflow with 20 plus steps on how to process an SMSF. Um, and again, it's like sharpening the saw. It it did take a bit of time, but it was well worth it because we've got that IP now. If we ever want to do in-house training um and she has another kid, which you know, who knows, she probably will, right? We can go, hey, check out these videos. It hasn't changed much since she made them. Um, but again, it's all about the IP. It's all about the IP. Creating IP is a quad two exercise. Creating IP that allows you to scale and have a competitive advantage over your competitors is a quad two activity. Um, and sometimes you've got to slow down on on growth for a month or two to reinvest in in your own IP um so that you can you can grow a lot faster um down the track. But yeah, thank no, thanks. That's that's it's really uh I just Sorry to pick you out, Natalia. Just I realised you're doing what we're doing today anyway, right? You you you're going yeah, just on that vertical. Um you are, you are.
Niche Focus That Sells Itself
SPEAKER_01You're doing a great job. Um any any questions or comments on today's topic before we open it up to breakout rooms or just general conversation.
SPEAKER_05Mark, I know I'll just keep picking on people.
SPEAKER_01Mark, I think you're with um council. Yeah, that's correct. Um with council CPAs. I I think I would argue you tell me if you you think I'm wrong, but I would argue your firm's doing what I'm talking about today.
SPEAKER_03Yeah, yeah, you are you are correct. We are we provide like full accounting services for law firms as well as like tech services. So accounting services, you're right, it's more scalable. And try we try to all every I think um we are like um working with mid-size, like um and uh small and mid-sized law firms. Yeah, but yeah, that's right, bookkeeping, accounting services, that's like recurring work, and you are trying to scale that work and uh and to more like uh to be involved in more advisory KPI report and like CFO services. But um finding right talent and keeping the talent and investing there and uh training these people is really critical and uh it is it is challenging now, but uh hopefully yeah after like those trainings and the time and like recurring work, it is gonna be easier going forward.
SPEAKER_01Yeah, I yeah, totally. Um I think the discipline required as well. Like you I I work closely with Emil who who works with Mark, the founder of Council. The discipline required and focused just to say no to other kinds of clients. I know you you tend to do pretty well with with that niche, so it's probably easier now. But I think a few years back he he really um consolidated Mark from what my understanding of working with him, he really consolidated and just focused on that niche and on those two or three services, didn't he?
SPEAKER_03So um Yeah, you you need to basically you need to earn that. It is not from the beginning, it's gonna be like uh challenging. You need to get to that point that like you have your steady clients and you are covering your expenses, then you start like uh concentrating more on your niche and getting more professional on that, like in that like uh area, and that that's that's gonna be like when like your clients they see like you know about them basically about their industry more than sometimes they do. Yeah, 100%.
SPEAKER_01100%, 100%. I mean, that it goes very quickly. We're looking at the scalability part of it today, but it does go very quickly from what Mark was saying to the niche firms I've worked with have been able to charge a premium because because there is a point of difference from a marketing perspective, and you're seen as an expert in the area. Um, and of all the marketing we do in my own firm, the niche marketing has the highest conversion rate by far. They basically you could put the most lousy salesperson in front of these leads and that they already want to do business with us because they think that we're an well, we are, but they think that we're an expert in their kind of area. So it it's easier to convert, it's easier to charge um above market rates because the point of difference isn't price. If you don't give anything to differentiate your customers on, they will differentiate. They'll always pivot to price. So we always say, we always say you're not too cheap or too expensive, you just don't have a point of difference. So yeah, in terms of the marketing, um, obviously it's also really, really helpful to have this niche that that that really means that you have a niche service offering as well. But yeah, every which way, it it just it just makes sense, doesn't it? That's another whole topic for another day. But um yeah, it's the proofs and the pointing. I'm privileged to work closely with some of the firms on the call today, and it's amazing to see some of the numbers they can pull um because they're getting the stuff right early on.
SPEAKER_03Um this is so interesting that this stuff that we are talking about. This is like um on the like only like a side note that before like joining to Cancer CP, I was part of like Australian company and I was a partner there, and I visited like last August to Sydney, and I I I loved everything the culture and everything. So we were talking about this like there, and um like we we were doing like basically this same concept and everything, like trying. Yeah, yeah.
SPEAKER_01I didn't know that. I I didn't know that. That's awesome. I'm from I'm from Sydney, I'm in Sydney right now. Nice, and you're based in LA, aren't you?
SPEAKER_03Or yeah, yeah, yeah. I'm based in LA, so the company is public public accounting company in Australia, so they're expanding in US. Wow.
SPEAKER_01Awesome. Well, I'm yeah, you're one of the few people who've already been here. I don't think anyone's been to a Sydney yet, so I have to get him to come down.
SPEAKER_03Yeah, I can take him there, and I already I know where to go, what to eat, what to see.
SPEAKER_05Oh good on you.
SPEAKER_02Good on you, Mark. It's about okay, so it's about 9 30 now. Any any final questions or comments on today's topic?
SPEAKER_05Anybody okay, too easy.
SPEAKER_01Well, thanks all for listening. Uh hope it's been thought-provoking. Selena, are we gonna break out into breakout rooms? Yeah, we can go to breakout rooms.
Resources, Wise Hub And Closing
SPEAKER_01Just a reminder, just a reminder guys, doesn't hurt any of our feelings. Um I can speak for everyone. Um, hop into a breakout room, ask your question, and then if you've got a question for one of the other breakouts, um, hop out of it and then go into that one. We really don't mind people jumping from from from room to room. Like a lot of firms I work with have wise up questions. Raoul's here right now. He might, well, not mine, he will be able to help you. And if you, you know, so yeah, make the most of our time. That's why we have someone from recruitment, the software, and the coaching company all on the call. So you can you can really just do a round robin. Um, but otherwise, we'll come back at like five minutes to the hour just to wrap up. So um see you guys all on a breakout. Uh, bring your questions. Um, yeah, make the most of this time.
SPEAKER_02Yes, we'll unmute you.
SPEAKER_01I hope you all had a great um session. There's some really interesting um detailed topics today in my breakout, and I love getting into the detail. Just a couple of resources um from today's topic. 8.6 is is broadly about the business plan and growth strategy. We were really focusing in today on how service, um, being disciplined and focused when it comes to service plans fits into that growth strategy. But there's so many other aspects to it, like we said, there's marketing, there's niching, um, acquisitions. So hop in to the wise bolt, have a look at that. And there's uh wiser mentor now, um, not wiser than us. I think it's just a nickname. Uh, he's in the he or she's it is in the wise uh hub. So really great way to find resources that you're struggling to find otherwise and just ask um general questions. This AI is custom, custom trained on over 300, I think over 300 hours, anonymized, uh, and you know, dozens and dozens and dozens of articles and transcripts and posts. So um it's a very good resource. Us mentors use it frequently, and it's a great place to start if you're looking to go further on any given topic. And there are articles being published, I think weekly or fortnightly in the Wise Hub Knowledge Center as well, um, because that just keeps growing and growing and growing in terms of functions and usefulness. So uh if anyone here's not doing Wise Growth or has never done a GPS, which is our two-month business plan, feel free to reach out to Selena and she'll put you in touch with Christy and she can take you through, you know, what what this uh business plan is all about. Um love seeing you guys here, love uh getting to come in every now and then and uh host. See you guys at the next one.
SPEAKER_00Thanks 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 platforms that you can find us on. And just remember, if you're not a subscriber, 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.