Episode #198: Is Your Firm Leaking Money Without Knowing It?

Avoid the mistake of collecting timesheet data and doing nothing with it, or you will keep running a firm that feels busy but cannot tell you whether it is actually profitable.

In this episode of The Wize Way Podcast, Thomas breaks down the metrics that sit beneath your Fab Five and shows you how to use them to diagnose exactly where your firm is leaking money.

✅ What recoverable rate actually means, and why it is becoming the most important KPI in your firm 

✅ The difference between tracking write-ons and write-offs and truly understanding what they are telling you 

✅ Why your WIP balance is one of the clearest signals your capacity is under pressure 

✅ How to use your capacity planner to pinpoint whether your problem is team structure, charge-out rates, or cost of goods sold 

✅ Why offshoring is no longer optional if you want to hit 40% cost of goods sold 

✅ Current onshore and offshore salary benchmarks for senior accountants, and how the market has shifted in the last 12 months

If you have the data but are not sure what to do with it, this episode gives you the framework to turn your timesheet numbers into real decisions that protect your margins and drive your firm forward.

________________  

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 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 

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Transcript

Welcome And Show Purpose

SPEAKER_00 0:00

Welcome to The Wise Way, the show for accounting and bookkeeping firm owners who want more time, profit, and freedom, and a business that can run without them. I'm Brent 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.

Recoverable Rate And Rising Charges

SPEAKER_02 0:38

Okay, today uh we're going to go through a really important topic on and actually uh a topic where there has been new news and um different submetrics to be able to uh focus on. So I thought given um the audience we have here today, Syrindra, Joy, and Liz, and Charlotte, um, you would have heard this topic to death. But uh what we'll be able to do is we'll be able to like um talk about some emerging KPIs and metrics from these that uh uh have been mentioned by uh Jamie that has been worthwhile recovering. And I'm hearing a few firms uh talk about it, and that is the recoverable rate. Okay, it is the amount of dollars a person makes per time, basically. That's what you recover out of a human being. And uh there's no question that in any future we're moving towards uh humans still are going to be at some sort of center, and uh we need to be able to make sure that jobs stay profitable. Like prices for a quarterly bass, it's like what 350? And if you're good, you can get 500 per per per those basses. Uh, it's those prices have been the same for like 20 years or something, right? So, and uh at this point, even if you're offshoring your team, offshoring is basically just compulsory at this point in order to get 40% cost of goods sold. It's almost unavoidable. Oh, unless you increase your charge out rates. And I'm hearing from talking to a few top accounting firms out there um networking with, uh, and then they're open, they're quite open about it. Um, uh, for example, uh uh Davey Mack, uh, he runs a three and a half million dollar firm, very public about it. He he charges a thousand like a thousand dollar an hour charge out rate, and his calendar is booked out. Like I he showed, he proved it to me. He shared his screen, and I'm seeing$1,000 an hour booked out for like 40% of his calendar, and every it's just full. His calendar's full. So, and I'm seeing some firms recently come in through Wise uh around Sydney where uh they're not in this room, they would charge around a$600 an hour charge out rate. And you won't, I mean, like that's generally, and I'm seeing this because these individuals are able to provide an extremely high level of advisory. Okay, and this is something we have to be able to make room for, and in order to the base uh foundation for being able to have an advisory relationship is being able to do that client's compliance and then their bookkeeping, right? And they're trusting us, and we need to be able to run that operation profitably for them. Uh and uh yeah, we uh okay, so we're gonna talk about that. And uh before I go on, uh I want to welcome Danny. Hey Danny.

SPEAKER_05 4:03

Hi Thomas, hi everyone.

SPEAKER_02 4:06

Hey, hey, I might I might lean on you a lot here, Danny, because um, you know, you're seeing a lot of uh new wages uh for roles and they're affecting charge out rates probably get um around that as well. Okay, all right, and uh hey Chris, good to have you here.

SPEAKER_04 4:28

Hello everyone, hi Tom.

SPEAKER_02 4:30

Hey, hey, good to have you here, and and Selena, thanks, thanks for um hosting and good morning.

SPEAKER_01 4:40

Morning everyone.

SPEAKER_02 4:44

And uh that and hey Syringer, good to have you here. Hi, hey good to have you here. Uh and Yavet, good to have you here too again. And uh when and hi. Hi, hi, Justin. Alright, let's let's let's keep let's get going.

SPEAKER_03 5:04

Okay.

SPEAKER_02 5:07

So uh just uh I want to ask a few questions around here actually. Uh who I'm sure everyone here does do timesheets uh in their firm, correct? Right? We move past that. Um and I know I know I are we at a point where we who here isn't measuring their right ons and off and whip balance? Like, are we all we're all doing that? Yeah, sort of. Okay, sort of, okay. So uh I got Syrindra and Charlotte and oh how about you, Justin? You you're doing right ons and off and whip balance, yeah, yeah. And you you happy with it? Yeah, yeah. Okay, okay, cool, cool. All right, so and I know um Liz, we're you're tracking extremely well as well in your firm. And uh Joy Ogvet, if you're there, and I I'm I'm not sure you can uh something. All right, well, I wanted to uh hear uh first. And Joy, Joy, are you tracking your ride ons and off and wet balance?

SPEAKER_03 6:18

Uh you're on mute. Sorry.

SPEAKER_05 6:21

Sorry. Um, yeah, I do use the term sheet. Um, I use a cabin, which is kind of a clock on, clock off. But but the downside of a call cover is it doesn't have a starting time, exactly the clock. Say start at the nine o'clock, finish at 9.50. It pretty much is just a start and then give you 15 minutes without telling you what time you start, what time you finish. So I don't like that. Um, but um, in terms of run-on, run-off, I do track. I think most of the time it's run off running on. Yeah.

SPEAKER_02 6:53

Hmm. Do you mean like be able to manually add time? Like set the time period to manually add time.

SPEAKER_05 7:00

Um, it's a couple kind of got a workflow. You set up a walk item that's a 2025 tax return. So when you start a walk, you click on the clock button, it's the same as the zero. If you know the zero term, it's the same, yeah.

SPEAKER_02 7:16

Yeah, oh yeah, yeah, same sort of functionality. Yeah, exactly. Exactly. So, and then yeah, it's good to have exactly you have it in carbon because you're measuring it against your fees and your actuals and your budget, and carbon's a great tool for that, right? Okay, so you are that's good, that's really good. And uh you have it. All right, uh now that's and Joy, I would say that's a typically a pretty good setup. Okay, that's pretty uh that's a pretty good setup. And so Charlotte and Syrindra, you sort of like were like so so about it. And do who who wanted to share first their like what their take on ride-ons and off and whip balance is like what like what are you feeling about it? Like what are you know, you know, what what what aren't you seeing that you want to see in it?

Early-Stage Tracking Growing Pains

SPEAKER_01 8:03

Um uh so uh Syrindra, you want to go ahead first? So yeah.

SPEAKER_06 8:13

Uh nothing much. Uh just um how we started uh putting everything on place. Um and actually I'm still still on the early stage of um all those uh time sheets management and on write on and write off. I have not done the write-on write off at the moment, but I have started implementing the timesheet, but still um in a very um primitive stage. Um last month I tried to use the meme time, um, but like I'm still trying to figure out something better than that. So still still working on. And then like like you said, just back from holidays and everything, too much traveling, so and still trying to settle on work. Um yeah, it's been a long break, uh but yeah, that's it at the moment.

SPEAKER_02 9:08

Okay. And and and just to be clear, how many accountants are in your team?

SPEAKER_06 9:14

At the moment, we got four. So including me. So yeah, but I'm not doing much uh at the moment. I'm just um managing everything.

SPEAKER_02 9:25

So like at the moment, they they they are doing their time sheets, the team just started doing the or they are?

SPEAKER_06 9:31

Yeah, they are they are doing, um, they are keeping the time, but like uh I'm not at the moment, I'm just it it's like um, but I have not gone through it directly like too much in deep. So still um, yeah, they're keeping the time, everything there, but like yeah, I just need still need to go and manage everything. Um haven't done that yet.

SPEAKER_02 9:51

Okay, I see. You want to be able to dive deeper into your timesheet data.

SPEAKER_06 9:57

Yeah, yeah.

SPEAKER_02 9:58

Take a look at it and do something with it, right? Yeah, okay, I get you. Like, okay, so like, yeah, we're you're saying, yeah, we're collecting it, but like what are we doing with it, right?

SPEAKER_06 10:09

Yeah, that's the right thing. Yeah, so we're still I just need to deep dive into uh what's going on, all these write-on, write-offs. Um, I have not done that one yet, but like we have started putting the time sheet, so yeah, that's uh that's at the moment uh still trying to figure out some um um how to get it done properly.

SPEAKER_02 10:35

Okay, all right, okay, all right, more things to figure out. Okay, all right, no worries. I um now Charlotte, I I like thank you, Syrindra, for sharing that. Excellent. I I totally get where you're coming from on that one. And and Charlotte, could you relate to that or uh is your experience different?

SPEAKER_04 10:55

No, no, my experience is um similar in the sense that we are recording all our time um uh that that we spend per client. Um and I sort of look at it, but I I need to have a clear understanding of how to um, you know, um there'll there'll be times that I see, oh, that one's over, this one's under, um, but I don't really specifically track track it um as such. Um I'm fortunate I have fixed fee clients um being in bookkeeping. So um, but I need to check it because I don't know if we're making money or not, you know, if we're overservicing. I have a feeling we are definitely overservicing. Um or it could also be that team members are just putting time on the um, I'm not I'm not actively checking it.

SPEAKER_02 11:55

Right, right. So you've got the data there, and it's like um it will be great to be able to use it uh uh to figure out why certain jobs go off budget, but you're you're most confident that it is just that you're going outside the services, like clients are just asking for more bookkeeping than they're entitled to, or like they're just asking extra questions, right?

SPEAKER_04 12:21

It could be uh clients asking more or team members just shoving time uh onto clients because they know that we are on fixed fees with them. Um, so I need to identify what you know what are the criteria with regards to how long are we supposed to be on these jobs and um is it a true over or under, or is it um yeah, I I need to analyze the information to see if it's actually true or not.

Turning Timesheet Data Into Habits

SPEAKER_02 12:56

Right, true or not. 100% you got your hypothesis, and you're like you you got the data there, but what do I do with it to prove what it's about? Yeah, great, great, that's a great one. That is a great one too. And Syrindra, you're along the same lines. Who here is in the same position? Like, there are two layers to this. Um, like one, we should be able to at least determine what and to illustrate, I will just open up the wise hub.

SPEAKER_03 13:26

Okay, and so we're looking at something different. Let's go to this example one. Okay.

The Biggest Hidden Time Waster

SPEAKER_02 13:49

Okay, so just these these ones uh here. So at the bare minimum, without any f part of the machinery that produces timesheet entries in your firm, because it is a data that we intentionally produce as an accounting firm because we find it valuable. Okay, but like because it's hard for us to be able to size up accurately certain things, and we just need data to be able to compare it to. We don't need it to be like in real time, but at least you will do one analysis of your timesheet for deep foundational systematic things, like once every month or quarter at best, where you'll do a deep dive because you end up with an initiative and it will take months to get through because you want to nail it. Um, but I've analyzed a bunch in firms I've worked with, but okay, at the bare minimum, you you should be able to figure you should your data should produce right on and off data and whip balance data. And it's very simply that uh where you do your work, okay, uh, ideally is where you keep your timesheet. Not a hard rule, but that makes it easier, and then that the minimal data is uh in addition to get this right on and off data, is you need to be able to work out what, even if you're a fixed fee, where you have an annual, like a monthly recurring, and then it adds up to an annual, and you have all these bunch of compliance services in there or package of services, or whether you do time base or whatever else, there needs to be a uh like a budget, uh a portion of that annual fee for that particular job in your workflow system in your timesheet. So, what I mean is you if you do, if you have your team doing timesheet against, say like annual job, you won't figure out what's wrong with the firm until a year's past. You won't know if it's like a specific type of service line or work type that has an issue. And so to write on and off uh report data needs to be granular enough that we can report on this monthly, right? That you can figure out for the jobs completed in a month. This is what we would have charged if we were an hourly rate firm. If you're a fixed-fee firm, you still measure yourself up against an hourly rate firm generally, because we take human time, we take human processing time. Um, and it'll increasingly be just become GPU time. But right now it's human processing time. Google charges their service, the computers out by the hour and sometimes, and then so do humans. And so we estimate how much expertise is needed from a person and time to get a good result, and we budget it, uh, and we compare what it actually took against it, and we would review it monthly. This write on an off report in a board meeting in every weekly tactical. If you want to take this to the you want to like take this to as far as level before you need any more insights, okay? But first develop the behavior and culture in the weekly tacticals, always have an agenda item where you have the team report on their write-offs, okay, and then they talk about their reasons, and then you would just kind of pull everyone's problems together and then prioritize one as a team. Okay, it doesn't belong no write-off or like wasted time is any one person's fault. We're just gonna assume everyone's honest and has integrity and is intelligent and has a good attitude. We're all astronauts on a spaceship, and let's just pull all our reasons together and let's let's let's work out one initiative to nail over the next quarter, okay? And then you do that because life never ends. Okay, we've got plenty of quarters. So, uh, and that's how you build that right on and off culture. At some point, you're going to exhaust what people can come up with or identify through their own data, and this is when you'll go to the next level. This is where, or you could even do this now, and I've done this a few times. You would download a large quantity of annotated timesheet data that is labeled correctly to the right job and the right assignee at the bare minimum. And carbon is great for this. Uh, but XPM, you can do it anywhere, let's just export out timesheets, and then you begin to ask deeper questions about the data itself and explore uh by yourself what that data is. But before you do that, you need to just try and exhaust your team's ability to solve their own problems because that's the engine you need to introduce anything else, anyway. Uh so some of the insights I found from analyzing other people's timesheet data. Um, and this probably comes from a population of about five firms. The number one time waster, and this is a huge one, like number one and number two, the gap can be wide, number one can be like 30%, a third.

SPEAKER_03 19:33

It is emails. Yeah.

Engineering Write-Ons Through Workflow

Why WIP Balance Is Hard

Capacity Planning Fixes Profit Leaks

Using Claude To Analyse Timesheets

Systems First Then Go Hands-On

SPEAKER_02 19:42

And and and you know, emails, emails are mostly junk. How can and so that is a huge problem, and there's no question the amount of email volume I've seen over the years has and we've all seen really has increased dramatically. Dramatically, dramatically. There's no cost to send an email, there was always a cost to send a letter. So it's just it's a lot of wasted time there. Uh that can quite easily be solved. Uh all that requires is that you route. You would either pay the cost of one system plus person to route at that one point before it ends up in the rest of the firm where it causes chaos as it bounces around, or everyone gets CC'd. So it the routes uh are supported by that team structure, so people just instantly know what belongs to them, even though six people are in it. That's where you want to get to on that one, anyway. Well, assuming all of this, uh, yeah, you go and analyze it deeper, and uh you'll find all these little gems that you can implement, and then you go into write-on territory and you're going, how can I write on more? And then that's when you move. Once you've nailed being able to come into work as a team, thinking like, how I'm gonna build the system that does this thing, rather than you know, like be like a victim to it. We're going to like try to inject additional workflow uh steps in our workflow to monetize better. Example would be uh during the uh processing of compliance, at least just have one last step for the accountant to put together a recommendation for the client manager, right? Like little little simple things like this, like just little touches where you would uh inject a little bit of intelligence or an additional first or last step, and the team can reliably Follow off of a carbon workflow, for example, or any type of workflow system template. Um, you will create value. You will end up creating value. You will find more play. I can we can do a touch point here. We can do a touch point there. I can call the client here. Uh that all becomes selling opportunities. Okay. And you will strategically use them for the right client. Um, A's might activate all these touch points. These might activate different ones. But anyway, you will work as a team to come in and actually engineer this machine to produce tremendous amounts of write on. And it will it will be so high, it will look point, it will look meaningless, right? Because it will look meaningless, it will look like a hundred thousand or something. It will just look stupid. And the only reliable rate then is recoverable rate, because we return to some three-digit number that you know is easy for us to interpret. And uh I find the most valuable type of recoverable rates belong to recoverable rate per person and recoverable rate per work type, at least at that level, and and then yeah, then go further. But that recoverable rate is not in here yet, it is uh found within the actual uh profitability itself. I can't quite remember. Anyway, uh, and then there's whip balance, and whip balance is a difficult one to actually measure. You think about an Australian post, and then you order something, and it passes through multiple systems and then triggers different statuses. It is a highly automated system of uh uh this supply, and then statuses change automatically, like millions of dollars, and packages count on them. In most accounting firms, we rely on ourselves to basically hit a button once we're like done something, and then everyone's interpretation of this is different. So one person's interpretation of in progress is different to one or this is the worst one. One person's definition of ready to start is different among everyone. Ready to start to me means you've got all the clients known information, not like ones we cannot foresee, just like all known right now, we can figure out, and then um their proposal accepted. Okay, that's ready to start, that's truly ready to start. Then the accountant never has to look back, they're just looking forward, the firm is looking forward. That's it. So um from that, everyone has a different definition of this. So when you try to measure the whip balance, you never get a truly clear picture until everyone respects that rule, and then it's from ready to for me. My definition of whip is ready to start in any step before completed. That's work in that's all work in progress. And for a fixed fee firm, you would use the total value of the work existing in between those two statuses, what what their value is. And so if you have a per random package, you have to split out a bass into it, and then you'll get this whip balance. It's a then that will be a very clear whip balance picture, too. Uh okay, so these two things need to be measured uh from, and then as you can see, they're from the Fab 5, right? But what this just gives you this surface level. What happens when you want to actually dig deeper and go and try address a root cause? I'd probably recommend going to your actual capacity planner and then questioning the assumptions made around people's seniority or uh their capabilities or what roles they've been assigned. Because as you can see here, we have a revenue budget of a million fifty-six, but we have a revenue capacity of 978,000 amongst these uh four people. That puts us in a minus 8% capacity situation. We want to be in this surplus 10 to 15%. Surplus 10 to 15% is going to feel normal. Okay, that's why, and then you you would get this up. And there are only two ways to get it up. You hire people or you increase uh you get everyone working full-time or you increase people's charge out rates. Okay, and then we want to be in this 15% category. If you are in this negative territory, how it would appear on your whip balance is you'll have a really high whip, you may still have a normal right on and off, but your whip will just be high. If you're in 10 to 15%, all systems should be normal from the Fab 5. If there are above 15%, there are only two possible and um situations. One, you have high capacity and a normal cost of goods sold of 40%, meaning you found a way to increase your capacity. You found a way to do more with less people, okay? Genuinely. And that's only possible through increasing their charge out rate. So like you might start making a person's uh charge out rate in the system of Wise Hub their actual recoverable rate because they might be pumping up 20 bass an hour. I don't know, something silly in the future, okay. Uh in most cases, a high spare capacity. Okay, there is a third situation. But I'll go to this one. If you have a high capacity but a low cost, uh a high cost of goods sold, meaning mostly you're probably hiring onshore people and you have a high cost, or you're paying people way too much money, or your charge out rates don't make sense. Okay, look, if any of these things are off, there are so many reasons, really. But like if these two numbers are off, your capac spare capacity for a team and your gross profit here, these two numbers are off, and that's why we're showing these two things side by side. Uh you don't have any other problems right now except your capacity planner and your team structure and your charge out rates. Really, okay, all your problems are localized to this. Let's say you've moved past this point, you've got this 10 to 15% capacity, and you're trying to find uh more. Uh, why you're getting write-offs, then scope is scope is definitely something because they're just you might have strong systems, you'll just have these very few clients, and they're all business owners, right? I have Chinese business owners, and they are so mean. And if you turn your back, you have your whole office, they'll be they'll be taking command of your office from you. So um either very strong systems, or then like uh people have to be able to know how to uh see if something's in scope or out of scope, but that's a whole other thing too, which which I which I have in in in a different project in Scopekeeper. But okay, back to the topic of uh profitability. If you've got all these nominal, you've got all these basic KPIs, yes. Then go to the next level of analyzing sets of time uh timesheet data sets uh through Claude, honestly. If you've got these Excel sheets, just download Claude in Excel and then ask it there. It is extremely powerful. A firm I work with in America, and they do about uh 6 million USD per year. Has recently just hired an ex-engineer of mine from Scopekeeper. I I didn't my my CTO is Aussie and he won't work with a remote team, okay, as an engineer. And he's like, get rid of them. And and so I gave it to this guy, and he's doing great as a data engineer. And they he's he's getting up in all their carbons and working at recoverable rates. They don't need to pay carbon in oh god, I shouldn't be saying that, but they don't need to pay carbon intelligence if you're just getting exactly what you want, right? And that that was quite they have 70 employees, okay, 70 to 80 employees. So it was expensive. Uh, it was worth them hiring this person and they got what they wanted. This is the absolute pinnacle a firm can possibly do. I mean, once you have the capability to nail these basics to the point where it feels like just layers inside the these uh initial ones where they form the base, uh yeah, there'll be a there'll be a reason to pick up that power tool, and then there'll be a reason to actually use it, and that guy has a reason to use it. And so for for 80% of the time, and we've got other priorities, we've got other things we need to do too, right? We don't have all this time to spend uh tweaking out this perfect uh instrumentation. But what's in this wise hub, if you get this, you're 80% of the way there, and you're good. Your profitability and your job profitability will look after itself. And ultimately, you will still get jobs that are out of scope and these sort of things. The two simplest ways to deal with it is show it in the one meetings, weekly tacticals and board meetings, like I mentioned, where the client managers, anyone who inter, everybody show everybody in that weekly tactical, uh, the Fab Five and this capacity planner, and just keep trying to make them understand this connection between I have personally done the math on what is econ, like what is financially, I've modeled this thing financially. Okay. There is no way we cannot be outputting this right now. There's no way you're coming to me and telling me that we don't have enough people. It doesn't make any sense at all. Okay, and I've seen enough firms to know what I'm looking at when I'm seeing these sort of numbers. We're fine, honestly fine, right? So it doesn't make any sense what you're saying to me, and I have plenty of real examples too. So I try to keep drawing my team to connect those two thoughts between capacity um and the fab five and have make them understand that there is not I'm not there's only something fundamentally wrong if I'm saying it or you're seeing it here. But otherwise, we are good, we're so modern good. Okay, the lots of plenty of capacity, we're totally fine. Uh and then they'll just follow on the Fab Five. Um Okay, well, look, this is from a systems point of view. If you nail that down, that's all you can pretty much do. The only other things you could possibly do is get hands-on again. Okay, if you want a system that runs without you, it's basically that's that's probably as far as you can get it. Get a team of engineers, data science, and five chief financial officer working together, and you would know everything in the world. And uh you it wouldn't ever be a problem to you ever again. And then there will be out-of-scope things, and there will be jobs that are still in write-off, but you won't care anymore uh because you're working at that macro level. Uh, but I've seen from certain people their ability to hold the micro after taking care of the macro, uh, that's where it goes to the other level. Okay, and then they want to get back on and hands again, but only after they've nailed that part. Um, yeah, I covered a lot of different things here. My main takeaway message is this is uh if you've reviewed your capacity planner and it all makes sense and you've genuinely set it up properly with respect to what these team structure, the deeper narrow team structure is. Okay, it was the uh this one. If you can if you can honestly put a name to this to the people in your firm that map to this engine, then you're then you're fine. Like it's not just about having these titles, it's this is a specific engine. It's not people, these assistant climb, these are these aren't people, but it's just roles we try to fit and we can deconstruct, but they have to belong to the same colors, basically. Uh you do with real people now. If you've genuinely got your bases covered, communication, traffic-wise, finder miners, and grinders-wise. Two, yeah, your foundations are solid. No matter what happens, your foundation is solid. Okay, and you can only go out. You can really you should be confident that you should just go heavy and hard if you've got that already. But until then, you want um certainty, right? Australia.

Closing And Listener Call To Act

SPEAKER_00 36:02

And thank you for joining us today. 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 favourite 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 of our weekly Friday tip newsletter, you can 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. We'll see you in the next episode.