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Speaker 1: Hello.

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Speaker 2: My name is Santasha Nabananga Bamblet. I'm a proud Order

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Speaker 2: Order Kerni Whoalbury and a waddery woman. And before we

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Speaker 2: get started on She's on the Money podcast, I would

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Speaker 2: like to acknowledge the traditional custodians of the land of

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Speaker 2: which this podcast is recorded on a wondery country, acknowledging

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Speaker 2: the elders, the ancestors and the next generation coming through

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Speaker 2: as this podcast is about connecting, empowering, knowledge sharing and

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Speaker 2: the storytelling of you to make a difference for today

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Speaker 2: and lasting impactful tomorrow.

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Speaker 1: Let's get into it.

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Speaker 3: She's on the Money, She's on the Money.

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Speaker 1: Hello, and welcome to the business Bible. Are you noticing

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Speaker 1: some burnout signs, juggling multiple hats and wondering if it's

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Speaker 1: time to bring more hands on deck. Maybe you're seeing

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Speaker 1: some bright opportunities on the horizon, but you're not sure

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Speaker 1: if they're worth chasing. Well, today we're diving into one

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Speaker 1: of the most crucial questions for any business, and that's

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Speaker 1: when is it time to scale? I'm Victoria de Vine,

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Speaker 1: your business bff, and I'm here with our side hustle

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Speaker 1: superstar is Jess Gorucci. Hi Jess.

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Speaker 4: Hello, welcome back to another episode of the Business Bible.

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Speaker 5: Happy to be here. I love the business episodes. They're

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Speaker 5: so fun and I'm so excited today because I feel

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Speaker 5: like you hear the words scale a lot in the

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Speaker 5: business world. People are always saying things like scale to

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Speaker 5: ten k in one month.

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Speaker 1: Oh my gosh, it's isn't it.

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Speaker 5: Yeah, people just popping off using the word left, frat

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Speaker 5: and center, and it.

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Speaker 1: Sounds took me like six years.

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Speaker 5: It sounds great in theory, but like, what does it

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Speaker 5: actually mean to scaling business?

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Speaker 1: It's a good question and probably the best place to start.

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Speaker 1: So from the starts, scaling your business is kind of

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Speaker 1: like adding the perfect accessory to your favorite outfit. It's

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Speaker 1: all about enhancing what you already have without losing your

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Speaker 1: unique style, which is harder done than said. In business terms,

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Speaker 1: scaling means growing your operations, increasing your reach, and boosting

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Speaker 1: your revenue, all while maintaining the quality and essence that

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Speaker 1: makes your brand so special. It's not just about doing more,

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Speaker 1: it's about doing more smartly, with the right systems, team

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Speaker 1: and strategies in place that support your growth. It's exciting,

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Speaker 1: it is challenging, and if it's done right, it's really rewarding.

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Speaker 5: Is scaling something that we should all be just like

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Speaker 5: diving straight into the second that we start.

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Speaker 1: Or just go hard or go home? Jess, No, I'm joking.

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Speaker 1: Definitely do not go hard and do not go home.

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Speaker 1: Timing is absolutely everything. Scaling your business is kind of

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Speaker 1: like tending to a garden. I can't keep a garden alive.

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Speaker 1: So maybe this is a really bad analogy, but you

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Speaker 1: need to plant the seeds at the right moments to

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Speaker 1: let them grow. If you try and scale to early,

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Speaker 1: your roots might not actually be deep enough to support

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Speaker 1: new growth. And things could with a really fast like

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Speaker 1: my actual garden. But if you wait too longes you

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Speaker 1: could actually miss out on a prime season for expansion.

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Speaker 1: It's all about finding that sweet spot where your business

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Speaker 1: is ready to thrive without getting tangled in the weeds

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Speaker 1: of let's call it unpreparedness.

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Speaker 5: Okay, now, you obviously as someone who's scaled multiple businesses

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Speaker 5: with a lot of success, but did you run into

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Speaker 5: any problems kind of along the way of that journey, Yeah.

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Speaker 1: One hundred percent. And then I cried a lot. But

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Speaker 1: I think that's really normal. I feel like I've gotten

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Speaker 1: so much wrong, And I mean, scaling is really hard.

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Speaker 1: Knowing when to scale is also equally hard, because I

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Speaker 1: think so many of us see that as like a

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Speaker 1: really shiny next step. But as someone who has scaled,

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Speaker 1: sold and now is going through, I would say your

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Speaker 1: scale process. At the moment, I am recruiting left, right,

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Speaker 1: and center. But I'm also finding it very different this

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Speaker 1: time because I've really realized that scaling is not necessarily

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Speaker 1: always the goal I need at this point in my

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Speaker 1: business to scale because right now the demand we have

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Speaker 1: outweighs the staff that we have. Like we are overworked

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Speaker 1: at the moment. We're not able to service as many

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Speaker 1: clients as we would love to, so I know that

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Speaker 1: we need more hands on deck. But on the flip side,

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Speaker 1: I have run a bigger business before and I haven't

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Speaker 1: enjoyed it, and it has you know, I wouldn't say

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Speaker 1: gone to shit, but like I wasn't loving at my

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Speaker 1: mental health, wasn't there, nothing really worked, And I think

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Speaker 1: that there are so many bumps along the way right Like,

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Speaker 1: it's not something that is super shiny, and you do

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Speaker 1: need to really work out what that looks like. And

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Speaker 1: with scale comes in increased cost as well, and that

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Speaker 1: can be really overwhelming, like at some point you go,

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Speaker 1: is this actually worth it? So there's I guess a

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Speaker 1: lot of moving parts when it comes to scaling, and

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Speaker 1: it doesn't necessarily mean that it might be right for you.

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Speaker 1: Like if you love your lifestyle right now, scaling might

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Speaker 1: mean that you are working another forty hours a week.

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Speaker 1: Is that actually for you?

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Speaker 5: Crazy? How did you know that the right time to

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Speaker 5: scale was when you decided to do so well?

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Speaker 1: The first time we scaled was when I scaled my

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Speaker 1: financial advice firm. The first time this is like when

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Speaker 1: she's on the money, was just starting. And if we're

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Speaker 1: being really honest, I think that scale to me was

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Speaker 1: a lot about ego. I wanted a big business. I

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Speaker 1: felt like a big business was reflective of how good

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Speaker 1: I was at my work, and we all know now

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Speaker 1: that that is absolutely not the case. So I scaled,

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Speaker 1: and I feel like I was making decisions because a

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Speaker 1: lot of the time they looked like the right decisions.

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Speaker 1: Having a good financial advice business to me meant having

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Speaker 1: a lot of financial advices. It didn't actually end up

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Speaker 1: breaking even in the way that you would expect it to,

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Speaker 1: because with increased headcount, your entire business model needs to

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Speaker 1: change to make sure that the profitability is still being maintained.

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Speaker 1: And my profitability was being eaten into significantly, which it's

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Speaker 1: absolutely fine, because often when you scale, there's a number

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Speaker 1: of investments you need to make in the short term

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Speaker 1: to get there. It eats away your profitability and then

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Speaker 1: over time it starts to come back up. I didn't

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Speaker 1: like it, I didn't enjoy it. It wasn't nourishing to me,

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Speaker 1: and we ended up selling that business. So in September

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Speaker 1: twenty twenty two, I officially sold out of being a

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Speaker 1: financial advisor. I went back into mortgage broking, decided to

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Speaker 1: start that from scratch. I've recently had the other business

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Speaker 1: partner in that business, Leaf and we're currently in the

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Speaker 1: process of scaling the business now, but more so that

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Speaker 1: we can properly resource the team so that we can

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Speaker 1: have a really good time. And I mean right now,

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Speaker 1: I currently run Cheese on the Money and Zella Money

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Speaker 1: the mortgage broking business, and we have so many beautiful

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Speaker 1: clients coming from Shees on the Money and I want

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Speaker 1: to be able to service more of them. So the

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Speaker 1: reason for scaling at the moment is purely because I'm like,

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Speaker 1: I want more people to come to my business because

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Speaker 1: I'm enjoying this, not because of an ego thing. And

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Speaker 1: as you know, Jess, a lot of this is taking

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Speaker 1: us a long time because I'm trying so hard to

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Speaker 1: find the right mortgage brokers to hire. My last mortgage

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Speaker 1: broker took four months to hire because I had not

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Speaker 1: found the right person yet and I wasn't willing to

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Speaker 1: compromise in order to say that my team was growing.

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Speaker 1: So I definitely have a different hat on this time,

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Speaker 1: and it is a little bit more complex, but I

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Speaker 1: think it'll be for the better.

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Speaker 5: Yeah. So scaling isn't necessarily just about adding in follow

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Speaker 5: you more quantity of people, or you know, outsourcing to

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Speaker 5: more and more people. It's about finding the right people

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Speaker 5: to support that growth exactly.

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Speaker 1: And I think that there's a very big misconception that

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Speaker 1: the bigger you scale, the bigger profit margin there will be.

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Speaker 1: And someone who's really good at this is Iris Smith

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Speaker 1: from the quick Flick. So she's on TikTok and she

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Speaker 1: shares a lot about how her business has scaled, and

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Speaker 1: she went from a small business where she was packing

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Speaker 1: her own orders in her laund room, which was really cute.

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Speaker 1: I feel like I've followed her since then and now

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Speaker 1: her products are available in price line. But what you

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Speaker 1: guys probably don't know is that if you get to

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Speaker 1: that stage with a cosmetics company, you are not only

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Speaker 1: paying for mass amounts of production to supply to these

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Speaker 1: big companies. You're paying for the display stands, you're paying

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Speaker 1: for the marketing. You're paying for the branding and arguably

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Speaker 1: the spot inside the store to begin with that, and

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Speaker 1: you're sharing your profit margin with somebody else because they're

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Speaker 1: stocking it. They're not going to want to stock your product,

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Speaker 1: jess if it's not financially beneficial for them to do so.

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Speaker 1: So it's all about is that even worth it? And

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Speaker 1: it's about weighing up do I actually want to scale

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Speaker 1: or do I want to stay small and maybe keep

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Speaker 1: a higher percentage of my profit margin. There's a lot

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Speaker 1: to take into consideration.

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Speaker 5: Okay, well, I feel like after the break, we should

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Speaker 5: talk about maybe some indicators for people on how they

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Speaker 5: can know whether or not scaling is the right choice

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Speaker 5: for them. But let's go take a really quick break

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Speaker 5: and come back. Surely, Welcome back, everybody. Now, I know

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Speaker 5: a lot of our listeners are eager to learn a

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Speaker 5: little bit more about whether or not scaling is the

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Speaker 5: right choice for them because it feels a little bit

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Speaker 5: like a gut decision. But is it really just about

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Speaker 5: your intuition and what you think or are there things

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Speaker 5: that we can look out for that let us know

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Speaker 5: that it might be the right choice.

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Speaker 1: It's definitely not a gut thing. I mean at the moment,

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Speaker 1: I know in my gut that I really want to

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Speaker 1: scale Zella money because I just know that that's going

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Speaker 1: to nourish my soul, having more brokers that can support

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Speaker 1: more folsts home by, Like, I just love it, right,

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Speaker 1: So in my gut that's what I want. So it

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Speaker 1: feels really positive, but I have a number of tools

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Speaker 1: that I need to implement because just because it feels

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Speaker 1: right doesn't mean it's going to be financially viable. And

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Speaker 1: if we go down that route just based on gut feeling,

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Speaker 1: I could end up in a lot of trouble Jess,

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Speaker 1: because more money, more problems. Right, So there are some

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Speaker 1: key indicators that I want you to keep an eye on.

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Speaker 1: So firstly, if you or your team at the moment

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Speaker 1: are completely swamped, they're working additional hours and you're still

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Speaker 1: feeling like you're drowning in tasks. I would say that's

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Speaker 1: a red flag. You might need to hire some more

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Speaker 1: hands and delegate some tasks off, or ask yourself if

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Speaker 1: there are tasks that you do all the time that

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Speaker 1: you might be able to automate or get someone else

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Speaker 1: to do next up. If you're selling out regularly, that's

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Speaker 1: usually not just luck. I think lots of us, especially

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Speaker 1: small business owners, they're like, I am so lucky, and

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Speaker 1: you're like, no, you are so talented. That's demand telling

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Speaker 1: you that maybe it's time to level up. And lastly,

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Speaker 1: if your current tools, space or tech setup just isn't

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Speaker 1: cutting it anymore, to me, that's a sign that your

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Speaker 1: infrastructure needs an upgrade to keep up with your growing business. Now,

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Speaker 1: it's something when we're looking at key indicators. If I

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Speaker 1: sit down and look at it, right, I have a

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Speaker 1: team of mortgage brokers. You don't need to know what

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Speaker 1: they do at the end of the day. They see clients, right,

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Speaker 1: and I know that at this point in time, my

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Speaker 1: mortgage brokers can see two clients a day, and I go, wow,

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Speaker 1: I'd really like more clients to get through my door.

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Speaker 1: The first thing I might think is that means we

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Speaker 1: need more brokers, Yess, But in reality, we actually need

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Speaker 1: to look at the back end processes. Are we equipping

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Speaker 1: them with enough admin staff to get their job done?

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Speaker 1: Are we automating enough processes? Is there anything that I

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Speaker 1: could do to mean that my mortgage brokers do less

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Speaker 1: admin work and get to see more clients? Is there

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Speaker 1: a way that I could scale my pre existing team

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Speaker 1: from seeing two clients a day to being able to

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Speaker 1: say three. What would that actually look like? What would

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Speaker 1: I have to alleviate from them? And I think that

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Speaker 1: we need to look at our businesses this way first,

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Speaker 1: because if you're just going, okay, well I need another

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Speaker 1: Jess like Jess, you and I both know in she's

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Speaker 1: on the money. If scaling she's on the money was

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Speaker 1: the plan, and we go, actually, Jess is really productive.

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Speaker 1: She's running all the partnerships. Maybe we need to double that.

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Speaker 1: Maybe we need another partnerships manager. You and I both

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Speaker 1: know that's not the answer. The answer would be to

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Speaker 1: alleviate all of the things that you personally are doing

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Speaker 1: that could be done by somebody else, so that then

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Speaker 1: you can scale that. Because from my perspective, you'd be

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Speaker 1: the right person for that.

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Speaker 2: Yeah.

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Speaker 1: So I think we need to take a step back

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Speaker 1: and pragmatically look at our businesses before we actually pull

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Speaker 1: the trigger or immediately think Okay, well I want X,

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Speaker 1: so I need y. Yeah that could mean that you're

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Speaker 1: seeing more people, but is that the most cost effective decision?

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Speaker 1: Are you effectively outsourcing things? Are there things on your

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Speaker 1: team that you are doing that you don't really need

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Speaker 1: to be doing. Recently, I've re reviewed all of the

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Speaker 1: financials that I'm doing. You guys know, I have a

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Speaker 1: bookkeeper and I adore her. Hi Helen and Carmen love you.

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Speaker 1: They do so much. But when I went back to

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Speaker 1: the drawing board, I was like, oh my gosh, every

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Speaker 1: single month, I'm generating all these reports and I'm doing this,

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Speaker 1: and I'm doing that in addition to their bookkeeping. I

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Speaker 1: could actually get them to do that, pop it into

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Speaker 1: my emails. I can still do the review, but I'm

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Speaker 1: saving at least another five hours a month by not

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Speaker 1: doing it myself. And I think that that is really important.

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Speaker 1: But as business owners, Jess, we don't like to let

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Speaker 1: go totally. And you've probably seen this, but for me,

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Speaker 1: letting go has been a really big part of it.

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Speaker 1: I don't really want people to come in and do

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Speaker 1: it for me because I feel like I'm good at

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Speaker 1: it and I want to still feel involved. But at

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Speaker 1: the same time, sometimes you turn around to me and go,

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Speaker 1: they I can actually do that, and we both know

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Speaker 1: I'm better at it. Yeah, I know, I know. So

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Speaker 1: I think it's really important to step back and go,

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Speaker 1: what is the actual logical answer here because it might

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Speaker 1: not look the way that you think it looks. Because

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Speaker 1: for me to scale my business right now, if I

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Speaker 1: looked at it at surface level, it's high more mortgage brokers.

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Speaker 1: I actually need a lot more admin. So that's going

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Speaker 1: to look different. There's going to be different costs associated,

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Speaker 1: different resources associated, And I just think it's really important

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Speaker 1: to have a look at the indicators and go, are

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Speaker 1: we even ready for this? Is this even something I want?

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Speaker 4: Yeah?

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Speaker 5: It sounds like you need to have a really in

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Speaker 5: depth understanding of like, ah, you're back in your processes.

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Speaker 5: It's not just a quick snap decision if someone is

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Speaker 5: feeling the pinge in those places. Scaling is a very

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Speaker 5: abstract word. I feel like, what do we do?

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Speaker 1: It's a bit different to scaling a fish. Do about

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Speaker 1: that yuck that you said abstruct scaling And I was like, okay,

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Speaker 1: let's go completely rogue. When we're talking about scaling, you

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Speaker 1: should always start with a financial health check. I bet

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Speaker 1: none of you saw that coming from me assessing your

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Speaker 1: financial situation. It's going to ensure that you're ready for

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Speaker 1: the financial investment that scaling actually requires. First, I want

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Speaker 1: you to look at your cash flow before scaling. You

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Speaker 1: need to make sure that your cash flow is positive

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Speaker 1: and consistent. You need to be able to cover the

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Speaker 1: costs of scaling without jeopardizing your financial stability. Then I

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Speaker 1: want you to have a look at your profit margins.

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Speaker 1: We spoke about this before the break. Your profit margins

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Speaker 1: should be strong enough to support the additional cost of scaling,

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Speaker 1: like hiring and marketing and production increases. Like, for example,

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Speaker 1: if you're taking a product into a different store that

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Speaker 1: you don't run, what percentage of that profit margin are

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Speaker 1: you going to end up having to share? What does

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Speaker 1: that look like? And how does that eat into your

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Speaker 1: ability to put that product on the table. How does

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Speaker 1: that work? And don't forget we all need a financial buffer.

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Speaker 1: I jump up and down on cheese on the money

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Speaker 1: about making sure that we have an emergency fund. Where's

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Speaker 1: your business emergency fund?

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Speaker 3: Jess?

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Speaker 1: We need one of those two. This is going to

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Speaker 1: be your safety net to cover any unexpected costs. Like

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Speaker 1: what if growth is slower than expected during this process

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Speaker 1: of scaling. What if you've done all of your numbers

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Speaker 1: and you've dot it all your eyes and crossed all

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Speaker 1: your tea's and then all of a sudden, it's just

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Speaker 1: not working the way that you thought it was going

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Speaker 1: to work. But you know it's going to work long term.

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Speaker 1: Can you get through that period? We don't want to

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Speaker 1: be under significant financial stress so that we're forced to

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Speaker 1: make a.

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Speaker 5: Decision we don't want to have to make. And that's

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Speaker 5: a risk, right with scaling n sive risk. You know, ultimately,

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Speaker 5: in an ideal world it works exactly like you said.

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Speaker 5: You add in a new team member or a new

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Speaker 5: piece of machinery or a new factory or whatever, and

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Speaker 5: it improves your profitability. But that isn't always how it works.

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Speaker 1: Right Like you and I, Jess, we could sit down

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Speaker 1: and I'm clearly just using my businesses because it makes

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Speaker 1: the most sense to me, and both you and I

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Speaker 1: understand it, and I think that they are full enough

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Speaker 1: when we distill them down. So I have this mortgage

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Speaker 1: broking business right and right now, it's going well, and

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Speaker 1: I adore it. If I sat there and said, Jess,

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Speaker 1: we want to scale, let's make a plan. What could

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Speaker 1: we do? We could do more mortgages or yes, we

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Speaker 1: could add another stream of income to that business. What

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Speaker 1: if I go back to financial advice? So maybe I'm

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Speaker 1: not the advisor. Maybe Jess, we do the numbers and

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Speaker 1: we realize we've got the demand. I reckon, we could

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Speaker 1: get clients for this. Let's hire a couple of financial advisors.

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Speaker 1: That's significant in our head, it makes a lot of

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Speaker 1: sense because you know, mortgage broking and financial advice go

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Speaker 1: together really nicely. And arguably I've done this before. But

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Speaker 1: is that worth it? Yeah? Like the amount of money

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Speaker 1: to hire financial advisors, pay them properly, get them off

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Speaker 1: of space. Is that something I even want to engage in.

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Speaker 1: I know it's scaling. I know it's going to ultimately

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Speaker 1: add profit to my business, But at what cost am

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Speaker 1: I going to have the same time, time, energy, and

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Speaker 1: effort to focus on my mortgage broking business? Have I

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Speaker 1: thought about what the mortgage broking business will lose because

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Speaker 1: I'm investing my time, energy and effort into something else,

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Speaker 1: Like what effort needs to go into that to maintain it.

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Speaker 1: I think we need to talk about all of these

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Speaker 1: other things because financially, on paper, we could distill it

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Speaker 1: down and go, okay, Jess, we know that a third

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Speaker 1: of the income that is generated from hiring a new

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Speaker 1: financial advisor is going to go to the overhead costs,

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Speaker 1: a third is going to go to paying their wage,

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Speaker 1: and a third is going to go to profitability. I

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Speaker 1: can make a beautiful spreadsheet, so the financials checkout, but

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Speaker 1: that's not all we have to consider.

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Speaker 5: Yeah, apart from the financials, what are the things should

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Speaker 5: people be looking at all?

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Speaker 2: Right?

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Speaker 1: So I have a framework for you. I love a framework.

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Speaker 5: You love a little bit.

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Speaker 1: Hold the three p's framework, And it's all about making

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Speaker 1: sure that your people, process and product are set up

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Speaker 1: for growth. First, you're going to look at your team.

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Speaker 1: Do you have the right gesses in place in your

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Speaker 1: team and can they handle more work? Of course that

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Speaker 1: might be just you at the moment. Let's be honest.

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Speaker 1: Let's go back to our candle example that I love

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Speaker 1: using on their business Bible could just be you. Are

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Speaker 1: you just looking at your process, your person and your product.

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Speaker 1: So could you handle this on your own or do

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Speaker 1: you need to look at getting some help or outsourcing

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Speaker 1: some of your tasks. You need to ensure that you

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Speaker 1: are scaling but not burning out. I've done that. Do

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Speaker 1: not do that. It impacts your business more than you know.

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Speaker 5: Yeah. Are you staying up until five in the morning

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Speaker 5: pouring candles, go into bed for three hours, and then

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Speaker 5: getting up to take all the candles out of the molts?

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Speaker 1: Yeah, and you're just having the worst time ever, Like

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Speaker 1: one out of ten cannot recommend. Next, we want to

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Speaker 1: look in and have a bit of a check in

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Speaker 1: with our processes. Are your systems for things like production

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Speaker 1: and customer service and management working efficiently? And are they scalable?

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Speaker 1: You want to make sure that everything is running as

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Speaker 1: smoothly as possible for scaling. So a good example of

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Speaker 1: this right now is just I'm going through everything in

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Speaker 1: our business right now, and we're really good at customer service,

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Speaker 1: Like that's my favorite part. And I want every single

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Speaker 1: person that comes through my doors to be like, Wow,

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Speaker 1: working with Zella Money was incredible, Like I loved that.

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Speaker 1: I'm going to recommend them to a friend because that's

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Speaker 1: going to grow my business, right, But when I review it,

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Speaker 1: it's so manual at the moment, Like in the background,

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Speaker 1: my team are doing an incredible job at it, but

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Speaker 1: everything is manual, Like they are writing out birthday emails

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Speaker 1: and letters to clients on a monthly basis, Like none

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Speaker 1: of that is automated. They are you making sure that

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Speaker 1: every client email is going out when in reality I

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Speaker 1: could probably automate some of that to take the pressure

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Speaker 1: off my team. One to make sure it's consistent, but

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Speaker 1: also if we take on more clients, Jess, we wouldn't

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Speaker 1: be able to maintain that same level of customer service.

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Speaker 1: So right now we're small and it's really easy to

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Speaker 1: pick up the phone and talk to us. But like,

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Speaker 1: if I'm scaling, how do I make sure that the

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Speaker 1: client experience of a client joining us in twelve months,

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Speaker 1: when hopefully we have a bigger team is exactly the

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Speaker 1: same as it is today. What does that look like?

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Speaker 1: So then the final thing I want you to look

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Speaker 1: at is your product, Jess. Is your offering consistently meeting

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Speaker 1: customer needs and getting positive feedback? Your product needs to

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Speaker 1: be ready to meet the demands of a larger market.

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Speaker 1: So you might have a really small business and it's

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Speaker 1: really niche and they like really like your candles, and

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Speaker 1: maybe you have like a run of candles and it's

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Speaker 1: like the Seconds, like you sell the ones that have

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Speaker 1: the bubbles in it for a discounted price. Is that

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Speaker 1: actually scalable? Like it might be a really good business

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Speaker 1: right now, But like if one of the most profitable

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Speaker 1: things is your seconds candles because like maybe you're not

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Speaker 1: so good at it, but your current community absolutely adores it,

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Speaker 1: is that something that's going to work long term because

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Speaker 1: I can almost guarantee that it's not going to be

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Speaker 1: picked up by a commercial store, like they're going to go, well,

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Speaker 1: we don't really want to sell your seconds candles, So

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Speaker 1: we need to look at it pretty pragmatically and as

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Speaker 1: business owners. Yes, that's really hard. Yeah, I've had to

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Speaker 1: do that a number of times and be like, maybe

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Speaker 1: I'm not doing my best here, And that's okay, because

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Speaker 1: if you can identify that you're not doing your best,

435
00:21:00,440 --> 00:21:02,639
Speaker 1: we can change it and we can be better. But

436
00:21:02,960 --> 00:21:05,879
Speaker 1: it is really confronting when your business is your baby

437
00:21:05,920 --> 00:21:08,040
Speaker 1: and your life and your soul and then all of

438
00:21:08,119 --> 00:21:10,000
Speaker 1: a sudden you're like, I'm not really good at that.

439
00:21:10,119 --> 00:21:12,280
Speaker 1: I'm going to need some help here. Yeah, that can

440
00:21:12,320 --> 00:21:14,240
Speaker 1: be really confronting. Yeah, it's all right to look at

441
00:21:14,280 --> 00:21:16,120
Speaker 1: things with a critical eye. That's how we all grow

442
00:21:16,200 --> 00:21:19,120
Speaker 1: and develop and change. I guess you have to sometimes

443
00:21:19,200 --> 00:21:21,480
Speaker 1: face those hard things, because better to address it now

444
00:21:21,600 --> 00:21:23,760
Speaker 1: than before you put all this money into scaling and go,

445
00:21:24,280 --> 00:21:26,080
Speaker 1: oh my god, it's a flop and I'm now, oh

446
00:21:26,160 --> 00:21:29,200
Speaker 1: my god, and I'm also sad. Yeah, and that sad

447
00:21:29,240 --> 00:21:32,720
Speaker 1: piece is really important because now my goal we need

448
00:21:32,760 --> 00:21:35,360
Speaker 1: to scale to have the business I want to have.

449
00:21:35,800 --> 00:21:38,000
Speaker 1: But it's not about scaling so that we can be

450
00:21:38,040 --> 00:21:40,879
Speaker 1: the biggest. Like I say this all the time. Internally,

451
00:21:41,200 --> 00:21:43,280
Speaker 1: I do not want the biggest team, but I want

452
00:21:43,280 --> 00:21:46,119
Speaker 1: the best team. Like I want people to want to

453
00:21:46,160 --> 00:21:49,160
Speaker 1: work with us, and it might be hard long term.

454
00:21:49,359 --> 00:21:51,160
Speaker 1: We don't want to have to have long wait lists.

455
00:21:51,560 --> 00:21:54,719
Speaker 1: But I also want to maintain that consistency, in that

456
00:21:54,840 --> 00:21:58,480
Speaker 1: quality so that our customers and our clients are obsessed

457
00:21:58,520 --> 00:22:00,560
Speaker 1: with us. I love that part of it the business.

458
00:22:00,680 --> 00:22:03,359
Speaker 1: I love getting dms. I got one this morning, Jess.

459
00:22:03,359 --> 00:22:05,200
Speaker 1: It was from a girl who was like, oh my gosh,

460
00:22:05,280 --> 00:22:08,560
Speaker 1: I just had their best meeting with Tari yesterday. She

461
00:22:08,720 --> 00:22:10,840
Speaker 1: was an incredible broker, Like, you should be so proud

462
00:22:10,840 --> 00:22:14,200
Speaker 1: of the business that you run, girl, I am. That's

463
00:22:14,400 --> 00:22:16,480
Speaker 1: the grit that I want to keep. So I think

464
00:22:16,520 --> 00:22:18,560
Speaker 1: you also need to ask yourself do I want to

465
00:22:18,560 --> 00:22:20,200
Speaker 1: be the biggest or do I want to be the best?

466
00:22:20,480 --> 00:22:22,439
Speaker 1: Or do I want to increase my profit margin? Like

467
00:22:22,600 --> 00:22:25,399
Speaker 1: what are your lifestyle goals? There's so much to talk.

468
00:22:25,280 --> 00:22:28,080
Speaker 5: About here, Yeah, and scaling can totally help you achieve

469
00:22:28,119 --> 00:22:31,119
Speaker 5: them if you have a good understanding. So we've got

470
00:22:31,119 --> 00:22:34,240
Speaker 5: the financial sorted, the three p's are all checked off.

471
00:22:34,560 --> 00:22:36,920
Speaker 5: How do we make sure, I ask, scaling plans align

472
00:22:37,200 --> 00:22:39,840
Speaker 5: with the overall business vision that we're talking about.

473
00:22:39,840 --> 00:22:43,000
Speaker 1: So that's literally what I'm talking about now, So good segue.

474
00:22:43,440 --> 00:22:46,920
Speaker 1: So this is where a visions and goal checking happens.

475
00:22:47,520 --> 00:22:50,320
Speaker 1: Start by getting crystal clear on your business vision. This

476
00:22:50,440 --> 00:22:52,040
Speaker 1: can be as personal as you want it to be.

477
00:22:52,240 --> 00:22:55,600
Speaker 1: Like Jess, some of my business goals are actually really personal.

478
00:22:55,920 --> 00:22:59,600
Speaker 1: They are around me feeling really fulfilled. They're around financial

479
00:22:59,640 --> 00:23:02,399
Speaker 1: targets for me, the lifestyle I want to lead. Because

480
00:23:02,600 --> 00:23:05,439
Speaker 1: let's be honest, if you are the business owner listening

481
00:23:05,520 --> 00:23:08,119
Speaker 1: to this, your business is meant to be setting up

482
00:23:08,160 --> 00:23:11,439
Speaker 1: the lifestyle you want to live. Like, I know it

483
00:23:11,440 --> 00:23:15,080
Speaker 1: can sound selfish, and I feel like historically I felt

484
00:23:15,160 --> 00:23:18,199
Speaker 1: quite selfish saying that. But I want to have a

485
00:23:18,240 --> 00:23:20,720
Speaker 1: business that provides me with the lifestyle that I want

486
00:23:20,720 --> 00:23:22,680
Speaker 1: to live. I don't want to get to sixty five

487
00:23:22,800 --> 00:23:25,040
Speaker 1: and retire and go well, I should have just had

488
00:23:25,040 --> 00:23:27,439
Speaker 1: a salary and way journing job and not done this

489
00:23:27,480 --> 00:23:29,040
Speaker 1: whole business thing, because I would have been in a

490
00:23:29,080 --> 00:23:31,399
Speaker 1: better position. I would have cared about my superannuation and

491
00:23:31,480 --> 00:23:33,919
Speaker 1: had more to fall back on in retirement. Like I

492
00:23:33,960 --> 00:23:36,159
Speaker 1: want to get to retirement and be super proud of

493
00:23:36,200 --> 00:23:39,159
Speaker 1: the journey. I want to do so much. And my

494
00:23:39,320 --> 00:23:41,640
Speaker 1: vision and my goals for my business are very different

495
00:23:42,119 --> 00:23:45,040
Speaker 1: to what someone else's might be. Like I get a

496
00:23:45,080 --> 00:23:47,359
Speaker 1: lot out of making sure that my team can achieve

497
00:23:47,400 --> 00:23:50,400
Speaker 1: their goals as well. Like get crystal clear on these

498
00:23:50,720 --> 00:23:52,200
Speaker 1: things about where you want to be in the next

499
00:23:52,200 --> 00:23:55,240
Speaker 1: three to five years business and personally, do you see

500
00:23:55,240 --> 00:23:58,400
Speaker 1: this brand expanding internationally? Or maybe you want to become

501
00:23:58,400 --> 00:24:01,440
Speaker 1: the go to expert in your niche. I do it finance.

502
00:24:01,480 --> 00:24:04,560
Speaker 1: I want to be the go to expert your scaling efforts.

503
00:24:04,760 --> 00:24:07,800
Speaker 1: I think they should directly support that vision to make

504
00:24:07,800 --> 00:24:10,560
Speaker 1: sure that you're always moving in the right direction. Because,

505
00:24:10,600 --> 00:24:13,919
Speaker 1: as someone who's gone off the cliff in terms of

506
00:24:13,960 --> 00:24:16,359
Speaker 1: going in the right direction to support my goals and

507
00:24:16,440 --> 00:24:19,560
Speaker 1: my lifestyle and who I want to be, it's just

508
00:24:19,560 --> 00:24:22,280
Speaker 1: not worth it. Chess, Yeah, like it sucks and it's

509
00:24:22,359 --> 00:24:26,600
Speaker 1: not fun. Then we want to break that down into smaller, specific,

510
00:24:26,960 --> 00:24:30,679
Speaker 1: really measurable goals. Let's say your vision includes launching a

511
00:24:30,680 --> 00:24:34,680
Speaker 1: brand new product line. Maybe let's set a timeline, so

512
00:24:34,760 --> 00:24:36,879
Speaker 1: we want to have in that timeline some time for

513
00:24:36,920 --> 00:24:40,320
Speaker 1: research and development and then launch. Or if you're aiming

514
00:24:40,359 --> 00:24:42,560
Speaker 1: to grow your customer base, I want you to decide

515
00:24:42,560 --> 00:24:45,119
Speaker 1: on how many new clients you want to attract each quarter,

516
00:24:45,160 --> 00:24:47,919
Speaker 1: and then outline the marketing strategies that are going to

517
00:24:48,000 --> 00:24:51,159
Speaker 1: get you there. By setting these really tangible goals, you're

518
00:24:51,160 --> 00:24:53,600
Speaker 1: going to ensure that every step in your scaling journey

519
00:24:53,640 --> 00:24:56,320
Speaker 1: is really aligned with that big picture and keep you

520
00:24:56,359 --> 00:24:58,920
Speaker 1: on track. And I feel like so many times when

521
00:24:58,920 --> 00:25:02,520
Speaker 1: people talk about scale Jess, they're not talking about that.

522
00:25:02,840 --> 00:25:05,560
Speaker 1: They're talking about get your processes in place, you know,

523
00:25:05,640 --> 00:25:09,040
Speaker 1: do your profitability margins like organize all of this, you know,

524
00:25:09,320 --> 00:25:13,280
Speaker 1: start recruiting, you know, even get funding, right, but they're

525
00:25:13,320 --> 00:25:15,160
Speaker 1: not talking about, well, how are you going to feel

526
00:25:15,200 --> 00:25:17,560
Speaker 1: when you've scaled? What's that going to look like for

527
00:25:17,640 --> 00:25:20,320
Speaker 1: your lifestyle? What's that going to look like for your

528
00:25:20,359 --> 00:25:23,199
Speaker 1: fulfillment out of the job that you do every single day?

529
00:25:23,240 --> 00:25:25,520
Speaker 1: Because I promise once you get there, if it's the

530
00:25:25,600 --> 00:25:28,919
Speaker 1: wrong type of scaling, it's a massive regret.

531
00:25:29,800 --> 00:25:32,679
Speaker 5: Well, you've said before on the show, and even just

532
00:25:32,680 --> 00:25:34,280
Speaker 5: to echo what you said before, you don't want to

533
00:25:34,320 --> 00:25:36,760
Speaker 5: have the biggest team. There's a point at which you go,

534
00:25:36,960 --> 00:25:38,040
Speaker 5: I would be really happy here.

535
00:25:38,280 --> 00:25:39,240
Speaker 1: That's your tipping point.

536
00:25:39,320 --> 00:25:41,239
Speaker 5: Yeah, you would hit your tipping point. So what if

537
00:25:41,280 --> 00:25:43,879
Speaker 5: somebody else is listening to this episode and they're just thinking,

538
00:25:44,600 --> 00:25:46,960
Speaker 5: I'm so busy. I've got a full time job, I've

539
00:25:46,960 --> 00:25:49,639
Speaker 5: got a side hustle, I've got all of these personal commitments.

540
00:25:50,040 --> 00:25:53,600
Speaker 5: Scaling that up, making it bigger seems really overwhelming and

541
00:25:53,760 --> 00:25:56,080
Speaker 5: like a weight that maybe they just don't want to

542
00:25:56,119 --> 00:25:57,040
Speaker 5: carry right now.

543
00:25:57,359 --> 00:26:00,800
Speaker 1: They're not gonna like this. Jess cannot have your cake

544
00:26:00,840 --> 00:26:03,639
Speaker 1: and eat it too. There is always going to be

545
00:26:03,680 --> 00:26:06,280
Speaker 1: compromised along this journey. I feel like we talk about

546
00:26:06,320 --> 00:26:08,600
Speaker 1: it in terms of like work life balance, and you know,

547
00:26:08,800 --> 00:26:11,879
Speaker 1: even for example me, I knew that at some point

548
00:26:12,600 --> 00:26:15,480
Speaker 1: when I had scaled my financial advice business, I had

549
00:26:15,520 --> 00:26:17,960
Speaker 1: shees on the money. I was doing broking as well.

550
00:26:18,119 --> 00:26:21,200
Speaker 1: I knew that with everything that I was doing, starting

551
00:26:21,200 --> 00:26:24,600
Speaker 1: to write books, it was not going to all be

552
00:26:24,720 --> 00:26:30,160
Speaker 1: able to continually be successful. Like me, diluting myself across

553
00:26:30,200 --> 00:26:32,199
Speaker 1: all of those things meant that I was going to

554
00:26:32,240 --> 00:26:34,880
Speaker 1: become not good at all of them. I could already

555
00:26:34,920 --> 00:26:38,200
Speaker 1: see cracks in things starting to appear, you know, emails

556
00:26:38,240 --> 00:26:40,800
Speaker 1: slipping through the cracks and not being addressed in the

557
00:26:40,920 --> 00:26:44,119
Speaker 1: you know, timely manner that I expected from myself. And

558
00:26:44,320 --> 00:26:46,679
Speaker 1: I had to choose a plate that was spinning to

559
00:26:46,760 --> 00:26:50,920
Speaker 1: push off myself, because otherwise a plate was going to fall,

560
00:26:51,200 --> 00:26:53,119
Speaker 1: and it was going to be one that I didn't choose,

561
00:26:53,440 --> 00:26:55,560
Speaker 1: and I didn't want that to happen. I didn't want

562
00:26:55,600 --> 00:26:58,080
Speaker 1: to see she's on the money falling when in reality,

563
00:26:58,119 --> 00:27:00,960
Speaker 1: I just wanted to pull the trigger on the financial

564
00:27:00,960 --> 00:27:04,159
Speaker 1: advice stuff. And it was heartbreaking at the time, and

565
00:27:04,200 --> 00:27:07,240
Speaker 1: you were here for this journey of me coming to

566
00:27:07,280 --> 00:27:10,840
Speaker 1: the realization that selling the practice was the best thing

567
00:27:11,040 --> 00:27:14,159
Speaker 1: for me. But it was sad because a lot of

568
00:27:14,200 --> 00:27:17,360
Speaker 1: that practice was tied to my self identity. Like I

569
00:27:17,440 --> 00:27:20,439
Speaker 1: saw myself as a financial advisor, and I knew that

570
00:27:20,480 --> 00:27:23,760
Speaker 1: by stepping out of that, what would I become a

571
00:27:23,800 --> 00:27:26,719
Speaker 1: retired financial advisor. I didn't want to be seen only

572
00:27:26,760 --> 00:27:31,320
Speaker 1: as a finance influencer, like I always saw myself doing

573
00:27:31,359 --> 00:27:34,040
Speaker 1: more than that, and you know, having a gritty business

574
00:27:34,080 --> 00:27:36,440
Speaker 1: in the background, because that's what nourishes me. So it

575
00:27:36,520 --> 00:27:39,199
Speaker 1: was about finding my place in the world again. And

576
00:27:39,240 --> 00:27:41,919
Speaker 1: I'm not saying that you need to get rid of something,

577
00:27:42,200 --> 00:27:43,840
Speaker 1: but you do need to look at your goals and

578
00:27:43,880 --> 00:27:47,160
Speaker 1: what's achievable, and your values and your vision for what

579
00:27:47,200 --> 00:27:49,399
Speaker 1: your life looks like. Because at the moment, if you

580
00:27:49,480 --> 00:27:51,679
Speaker 1: have a million plates spinning, more often than not, you

581
00:27:51,760 --> 00:27:53,840
Speaker 1: haven't taken the time to step back and go, well,

582
00:27:54,160 --> 00:27:56,440
Speaker 1: what is the big picture? What am I looking at?

583
00:27:56,480 --> 00:27:59,360
Speaker 1: Like I'm just treading water at the moment, Like, oh, fire,

584
00:27:59,560 --> 00:28:01,600
Speaker 1: I do really want to focus on my business. What's

585
00:28:01,640 --> 00:28:04,520
Speaker 1: that going to look like? So if you're scaling doesn't

586
00:28:04,520 --> 00:28:07,119
Speaker 1: fit with your vision, it's actually really okay to hit

587
00:28:07,160 --> 00:28:10,159
Speaker 1: the pause button pushing for growth just because you feel

588
00:28:10,200 --> 00:28:12,679
Speaker 1: like it's the next step can lead to burnout and

589
00:28:12,720 --> 00:28:15,240
Speaker 1: take you off track from your true mission, and I

590
00:28:15,240 --> 00:28:17,000
Speaker 1: think that that's what we want to be looking at.

591
00:28:17,640 --> 00:28:20,760
Speaker 1: So taking a step back and revisiting your long term

592
00:28:20,800 --> 00:28:23,919
Speaker 1: goals is something that you should be doing. Sometimes the

593
00:28:23,960 --> 00:28:27,399
Speaker 1: best move actually isn't expanding, it's refining what you've already

594
00:28:27,480 --> 00:28:31,400
Speaker 1: built so it's more streamlined. So focus on streamlining your

595
00:28:31,400 --> 00:28:34,879
Speaker 1: processes and strengthening your relationships with your current customers and

596
00:28:35,040 --> 00:28:39,280
Speaker 1: enhance what's already working. And remember, growth isn't always about

597
00:28:39,320 --> 00:28:42,880
Speaker 1: getting bigger. Sometimes it's about getting better and more efficient

598
00:28:43,120 --> 00:28:46,320
Speaker 1: and going through that. And that's where I'm at now.

599
00:28:46,560 --> 00:28:48,000
Speaker 1: But if you want to scale and take over the

600
00:28:48,080 --> 00:28:49,880
Speaker 1: entire world, like girl, I have your back, Like I

601
00:28:49,920 --> 00:28:52,120
Speaker 1: want that for you too, but I want it to

602
00:28:52,160 --> 00:28:55,600
Speaker 1: be really crystal clear and part of the vision, not

603
00:28:55,800 --> 00:28:59,080
Speaker 1: just what you thought was the logical next step. Because

604
00:28:59,680 --> 00:29:01,360
Speaker 1: this is going to be hard to swallow for a

605
00:29:01,360 --> 00:29:04,040
Speaker 1: lot of people. But sometimes that next step is there

606
00:29:04,080 --> 00:29:07,400
Speaker 1: and you see it, but it's actually really ego driven.

607
00:29:07,880 --> 00:29:09,720
Speaker 1: You want to be bigger because you want to be

608
00:29:09,760 --> 00:29:11,520
Speaker 1: the biggest and you want to be the best, But

609
00:29:11,920 --> 00:29:12,800
Speaker 1: why do you want that?

610
00:29:13,160 --> 00:29:14,480
Speaker 5: Yeah, and if you're standing on the edge of that

611
00:29:14,520 --> 00:29:16,400
Speaker 5: cliff and you're like, wow, I'm so overwhelmed. I've got

612
00:29:16,440 --> 00:29:18,240
Speaker 5: all of these things going on. That is kind of

613
00:29:18,320 --> 00:29:20,800
Speaker 5: the choices in it. It's like, Okay, either we jump

614
00:29:20,800 --> 00:29:23,280
Speaker 5: in both feet and we scale, and that takes, as

615
00:29:23,320 --> 00:29:25,480
Speaker 5: we've discussed in this episode, a lot of commitment in

616
00:29:25,560 --> 00:29:28,239
Speaker 5: terms of finances, in terms of processes, in terms of

617
00:29:28,240 --> 00:29:32,480
Speaker 5: bringing in team members, or you go, okay, maybe I

618
00:29:32,520 --> 00:29:35,120
Speaker 5: take a step back and maybe I scale in the

619
00:29:35,120 --> 00:29:37,280
Speaker 5: other direction. Maybe I pull back a little bit to

620
00:29:37,280 --> 00:29:39,720
Speaker 5: get a really solid foundation so that I can either

621
00:29:40,280 --> 00:29:42,240
Speaker 5: then grow on top of that, build on top of that,

622
00:29:42,600 --> 00:29:45,760
Speaker 5: or maybe I'm happy being small and like there's something

623
00:29:45,800 --> 00:29:48,440
Speaker 5: in that too, in acknowledging that it's okay to stay small.

624
00:29:48,480 --> 00:29:51,160
Speaker 5: You don't have to want to grow to be the biggest,

625
00:29:51,360 --> 00:29:54,680
Speaker 5: and you can have a really successful, awesome business that

626
00:29:54,840 --> 00:29:56,680
Speaker 5: is just small, that is just you or maybe one

627
00:29:56,720 --> 00:29:57,280
Speaker 5: other person.

628
00:29:58,120 --> 00:30:01,200
Speaker 1: And I think so often as business owners, we tie

629
00:30:01,480 --> 00:30:05,080
Speaker 1: our self perception to the success of our business, and

630
00:30:05,200 --> 00:30:08,000
Speaker 1: often that success looks like bigger is better, right, so

631
00:30:08,040 --> 00:30:10,080
Speaker 1: we go, I haven't really made it, and I mean

632
00:30:10,120 --> 00:30:12,719
Speaker 1: all of us we just making it up as we go, like,

633
00:30:13,000 --> 00:30:15,160
Speaker 1: if you haven't run a business before, I've been in

634
00:30:15,160 --> 00:30:16,840
Speaker 1: that position, you just make it up as you go.

635
00:30:16,920 --> 00:30:19,360
Speaker 1: You're like, oh, next thing, Oh, I need to work

636
00:30:19,400 --> 00:30:23,640
Speaker 1: out that process the things I google sometimes yes, how

637
00:30:23,680 --> 00:30:27,840
Speaker 1: do you CRM like? It's not embarrassing. We're all there,

638
00:30:28,160 --> 00:30:30,320
Speaker 1: but we're the ones with the grit to get it done.

639
00:30:30,400 --> 00:30:34,920
Speaker 1: But we also just tie our self worth often too

640
00:30:35,040 --> 00:30:37,720
Speaker 1: closely to our business and assume, well, when my business

641
00:30:37,760 --> 00:30:40,200
Speaker 1: is better, I'm going to feel better about myself. When

642
00:30:40,240 --> 00:30:42,880
Speaker 1: my business is you know, the biggest in my niche,

643
00:30:43,160 --> 00:30:46,320
Speaker 1: I'm going to feel finely confident, like that's not going

644
00:30:46,360 --> 00:30:49,440
Speaker 1: to happen. I'm really sorry, but that's not the reality.

645
00:30:49,560 --> 00:30:52,160
Speaker 1: In fact, the more you bite off, the deeper you're

646
00:30:52,160 --> 00:30:54,160
Speaker 1: going to feel, and the deeper you feel, the more

647
00:30:54,200 --> 00:30:56,200
Speaker 1: overwhelming it's going to be. So we need to kind

648
00:30:56,200 --> 00:30:59,280
Speaker 1: of also this is fluffy, but work on ourselves and

649
00:30:59,320 --> 00:31:01,440
Speaker 1: why we do it these things in the first place.

650
00:31:01,840 --> 00:31:04,720
Speaker 1: Because then once we've worked that out, we can scale,

651
00:31:04,800 --> 00:31:07,720
Speaker 1: and it's going to be a healthy scale as opposed

652
00:31:07,720 --> 00:31:10,960
Speaker 1: to one that maybe isn't sustainable long term.

653
00:31:11,040 --> 00:31:13,320
Speaker 5: That's such a good point. It's all about finding the balance,

654
00:31:13,640 --> 00:31:15,400
Speaker 5: making sure you're growing in the best way possible.

655
00:31:15,880 --> 00:31:17,640
Speaker 1: I agree, and I mean we're running out of time,

656
00:31:17,760 --> 00:31:20,520
Speaker 1: so don't forget. Growth is going to look very different

657
00:31:20,600 --> 00:31:23,480
Speaker 1: for everyone, whether you're scaling up or simply you just

658
00:31:23,520 --> 00:31:25,680
Speaker 1: want to get better at what you do. It's all

659
00:31:25,720 --> 00:31:29,080
Speaker 1: about making sure that aligns with your personal vision and

660
00:31:29,200 --> 00:31:31,240
Speaker 1: your goals, not someone else's.

661
00:31:31,520 --> 00:31:34,200
Speaker 5: That's what makes it exciting, you know. No, it's different,

662
00:31:34,240 --> 00:31:36,280
Speaker 5: and it's personally going to be exactly what's good for you.

663
00:31:36,320 --> 00:31:38,480
Speaker 5: And I think after Jay, I'm definitely going to go

664
00:31:38,520 --> 00:31:41,400
Speaker 5: home dive into my own business plan, dive too.

665
00:31:41,360 --> 00:31:44,280
Speaker 1: Deeply, because I don't really want to lose you. No, no,

666
00:31:44,400 --> 00:31:46,080
Speaker 1: I mean if you did, actually, you can just stay

667
00:31:46,120 --> 00:31:49,640
Speaker 1: on the Business Bible slaves.

668
00:31:48,320 --> 00:31:50,440
Speaker 5: Perfect nothing to worry about here, all right.

669
00:31:50,480 --> 00:31:52,960
Speaker 1: Well, I hope that you all are feeling really motivated

670
00:31:53,000 --> 00:31:54,880
Speaker 1: after that and you're ready to reflect on your own

671
00:31:54,920 --> 00:31:57,880
Speaker 1: business goals. There's some really important work ahead to make

672
00:31:57,880 --> 00:32:00,160
Speaker 1: sure that you're growing in the right direction. If not

673
00:32:00,240 --> 00:32:02,600
Speaker 1: even planning on growing, these are just like nice seeds

674
00:32:02,640 --> 00:32:05,360
Speaker 1: to plant ifever this topic comes up in the future,

675
00:32:05,720 --> 00:32:07,920
Speaker 1: So guess what, guys, This is the end of another

676
00:32:07,960 --> 00:32:11,480
Speaker 1: Business Bible episode. We'll catch you next month for another episode,

677
00:32:11,560 --> 00:32:14,120
Speaker 1: mister Scricci. As always, it has been a pleasure.

678
00:32:14,400 --> 00:32:20,240
Speaker 5: Thank you, Bye guys.

679
00:32:21,360 --> 00:32:23,920
Speaker 4: The advice shared on She's on the Money is general

680
00:32:23,960 --> 00:32:27,840
Speaker 4: in nature and does not consider your individual circumstances. She's

681
00:32:27,880 --> 00:32:31,320
Speaker 4: on the Money exists purely for educational purposes and should

682
00:32:31,360 --> 00:32:34,520
Speaker 4: not be relied upon to make an investment or financial decision.

683
00:32:34,920 --> 00:32:37,080
Speaker 1: If you do choose to buy a financial.

684
00:32:36,720 --> 00:32:41,040
Speaker 4: Product, read the PDS TMD and obtain appropriate financial advice.

685
00:32:40,760 --> 00:32:42,120
Speaker 1: Tailored towards your needs.

686
00:32:42,480 --> 00:32:46,400
Speaker 4: Victoria Divine and She's on the Money are authorized representatives

687
00:32:46,440 --> 00:32:50,320
Speaker 4: of Money showper pty Ltd ABN three two one IS

688
00:32:50,360 --> 00:32:54,200
Speaker 4: six four nine two seven seven zero eight AFSL four

689
00:32:54,360 --> 00:33:03,720
Speaker 4: five one two eight nine