166. Simplify Finance With AI With Matt Calvano

Welcome everyone to another episode of Professional Builders Secrets. In this episode, I interview the co founder and CEO of Adaptive, Matt Calvano. Adaptive is a software product that focuses on solving one of the biggest headaches for residential builders, managing their finances. In the episode we talk about cash flow management, profitability and the importance of accuracy when it comes to financial reporting. We also dive into how you can use AI to automate a lot of these processes. If finances are ever keeping you up at night, this is a must listen. But before we dive in, here is a short message from our sponsor. This episode of Professional Builder Secrets is brought to you by Apparatus Contractor Services. Apparatus provides full scope, end to end QuickBooks, Precision Construction accounting and CFO services for residential builders. If you feel like you can't completely trust your weekly and monthly financial reports or you feel like you're flying blind, Apparatus Route will rebuild and operate your QuickBooks accounting system and give you precision construction accounting capability you can trust. Learn more@apparatusteam.com or on the APB Rewards Partner Directory.

Just start with something pretty simple and I think the way to keep it simple is to have a really clean cost code list, like a really clean, tight cost code list. So don't go crazy with the cost codes. This is an important foundation. You gotta get your cost codes list in place and I would keep it max 100 and just keep it really tight so it's easy to maintain, easy to manage. And then establish routines around how you manage the cash flow process. Right. That is like, clearly communicated to both vendors as well as customers. I think those two things, like simple, clean, Costco list and routines, can go a long way.

Welcome to Professional Builder Secrets, the podcast for building company owners wanting to grow safely and securely. I'm your host, Will Blunt, and today I'm joined by Matt Calvano. Matt, welcome to the show.

Hey Will, how you doing? Happy to be here. Thanks for having me on.

Yeah, absolutely. Really excited to have you on, Matt. We've been in the same circles for a little while now, but haven't had the opportunity to have you on the show. So I know you've got a lot of great tips and advice to share. Builders on financial management. Before we dive into all of that, can you just let the listeners know who you are, what your company does?

Yeah. So, Matt from the Midwest, Michigan, usa, I am co founder and CEO of Adaptive. I'll tell you a little bit about what Adaptive does in a second here. Before this, I worked. So I did. I grew up Midwest, as I mentioned, and I did work I got a little bit of construction creds as a high schooler. I started digging pools at a pool contractor. And then in college, I ran a residential painting business. So I remember going door to door and telling people their fascia was peeling and they needed a paint job and built a painting business that way. So I did have some construction creds back in the day. After that, after college, I went to work in finance. So I did banking and private equity, but with a focus on real estate. So I was working with big REITs, big homebuilders. Lennar would be a client that we'd work with. Right. On buying other companies, stuff like that. So financials focused, but with a focus on real estate. Went to business school at Stanford. Well, actually before Stanford, I did go to Australia. I've been to Australia once. And I noticed in the reflection of this video here that I was working at an investing company and we did a deal in Australia. And this is actually my like, oh, yeah.

Oh, how convenient.

You just have to relax while you're talking. So Australia there. Anyway, maybe not relevant for the audience, but I have been to Australia, went there and did a deal. We bought some properties in Uluru. I bought a property on Kangaroo Island.

All right.

Up in Silky Oaks. Silky Oaks Lodge. What's it called? Up in cans. Yes. Daintree Rainforest. Yes. So I was doing that. That was a real estate private equity fund I was working at. And then I went to Stanford for business school. I met my co founders there. I have two co founders. We started the business with a different idea than what we're working on now. Okay. So we had an idea, it was in construction. So we started working with a lot of construction companies. This was August 2021 when we started the company. And yeah, we were working on an idea around more focus on real estate developers and how they find plots of land that they want to buy and then rezone and ultimately develop. And we started to get a lot of exposure to builders through that idea we were working on. We had just left business school, where the entrepreneurship courses teach you that the way to find business opportunities is to ask people about their problems. What are the biggest problems you have? And so we were asking builders, what are the, you know, what are the biggest problems in your business? As we'd have conversations with them and the thing that kept coming up was bookkeeping. So we'd hear a lot of builders say, construction, bookkeeping, kind of without fail, that'd be in their top three problems. And we would ask more specifically, like, what, what are the problems. And I'd say builders fall in, typically fall in two buckets when it comes to bookkeeping. Either they aren't doing it. They kind of aren't staying on top of their financials. They're kind of just writing checks and hoping they're collecting more from their clients. That's bucket one, I think that has kind of, you know, that's like pretty obvious what the problems are with that. The second bucket is that you have builders that are just spent. They have a very manual process around the financials, kind of scattered across systems. And the manual process then leads to a ton of time, which costs money, Right. And then because it's manual, often a lot of errors. So I remember we had a customer in Austin, Texas, and this was before we pivoted, right. We're still working on the original business idea, and we're trying to develop conviction that this is a big enough problem to go solve. So they were. We heard this complaints. Bookkeeping, bookkeeping, bookkeeping. Let me go see in person. Let's see what it's like. So I remember going to their office and just asking the shadow for the day so I could see what like a client draw process the look like. And I remember sitting there in the chair with her name is Elanese at the time, being really, really surprised by just how manual the financials process is for a lot of these builders. Right. So you'll see this. And I've seen it time and time again since then, right? We've seen it thousands of builders. They'll typically have a process that it looks like this, right? You have someone in the office that's managing an email inbox, like accounting at. Right. And this is like a pretty good process, right? This pretty tight process, but it's still pretty manual. Accounting at subcontractors send all the bills in there, right? Or most of them go in there. Receipts should go in there, too. And then there's often a lot of, like, spam that they have to sift through as well. And so someone's kind of manning this inbox. They got to make sure they're downloading bills. They got to make sure they move them into a folder so they don't download duplicates. Right. And then the person who's doing that often doesn't have the knowledge of whether the work's complete on the job site or what the right cost code is, what the right job code is. So maybe they're putting it into a Dropbox folder for the PM or they're putting into the Project management software, or they're printing it, right. And then it's got to. They got to wait for the PM to do their work, and then the PM does their work, and then the office person needs to manually enter it to the accounting software. The list kind of goes on around the bills. You got credit card receipts where you're manually reconciling the credit card statement at the end of the month. The draw process is often kept in an Excel doc because maybe the bank has a specific format of the client as a specific, specific format. So then you're reconciling all the data from the accounting software to manually update your draw sheet. In Excel, payments are still done in checks. Right. So this is what we were seeing and I was like, wow, this is quite inefficient. This must be taking an enormous amount of time. Imagine the errors. This is a much bigger opportunity than the other problem we were working on. So we pivoted to this. Okay. That's how we discovered the opportunity, discovered the problem. We pivoted to this in the beginning of 2022. So it's been almost three years now of working on this business. We raised a seed round from venture firm called Andreessen Horowitz in April of 2022. We built our product with a lot of construction accountants as well as builders. Early on, From April to February 2023, we kind of debuted at IBS, which is where I met Russ in February 2023. Since then, we've grown to close to 400 customers using us. In the past year and a half, we just raised a $20 million round of financing from big company, another venture capital company. And yeah, I think I'm pretty excited about the future. I think that it's kind of right place, right time, especially with a lot of what's happening in AI right now. We can talk about that. There's some really, really interesting use cases to further streamline things for builders. And yeah, that's the background on me. A little detour to Australia and then how it got.

No, it's good context and actually it illustrates how much you understand about the problem you're trying to solve, which is awesome. Before I ask my next question, you still own that property in Kangaroo on Kangaroo island or.

Yeah, so the. So I don't own it. I worked at a private equity firm that bought it. Right, right, right. But we bought it was. Have you been to Kangaroo Island?

I haven't, but I know a couple years back it got ravaged by wildfires.

And it got burnt down.

But the island got burnt out.

Yeah, yeah. It's called Southern Ocean Lodge. It's epic. I think it's like the number. It's like the number one property in the, in that region on Conde Nast or whatever. It's. It's amazing. Australia was amazing. The diversity of terrain there was incredible. I mean, we flew into Sydney, then we went to Uluru, which there's a property there we bought called longitude 131. And then I went down to the Barossa Valley to this place called the Louise. They bought a hotel there called the Louis.

Any wine lovers would like to head down to Barossa? For sure, yeah.

And then I Adelaide for a little. Then we flew up to Cairns, which I couldn't pronounce, and then that Silky Oak Lodge. And then we've bought other ones since then. But yeah, Australia, that was great.

Was great.

That's cool.

Anyway, sidetracked, but I really want to hear more about the AI side of things. But before we get there, where does adaptive fit in the ecosystem of construction software? You've got, you know, project management, construction software, some try and do it all, then you've got, then you've got your accounting softwares like your QuickBooks Zeros in Australia. Where do you guys fit into that ecosystem?

Yeah, that's a great question. We are very, as you can kind of guess, we're very focused on the processes that the kind of the money in and money out, the cash flow management process.

Right.

And then ultimately all the data that needs to go into the accounting. I would say we call ourselves like financial management. Right. AI powered, like construction, financial management. That's the specific focus. And if you think about it, there's really not been any software that's purpose built for that cash flow management process. Right. Think about the person who's in control of kind of managing the cash in the business. There's the accounting Software, which is QuickBooks. It's not built for construction.

Right.

It does the job, but it's not built around this process. And then there's project management software which is more built for like the field. Right. And the budgeting is kind of designed from the field's perspective. It's not designed for the money in, money out relationship. How much cash do I have in the bank? All of these other things that go into a good cash flow management process. It's a little bit of like a new category kind of, that's, that's emerging, I would say, specifically around cash and controlling the cash in your business.

Yeah. Awesome. We've been talking to Builders, you know, all over the world for almost a decade now. And if it's not new leads and sales that they're worried about, it's cash flow and profitability. Right. They're the two, you know, anchors that just keep coming up all the time. Why do you think so many builders struggle with finances?

I think it's because of two things. One, the construction accounting is pretty complex, pretty specific. And two, not many people know how to manage it. So if you think about business owners in construction, they often came up through building, through the trades, you know, through project management, whatever. It was not necessarily, like, trained on the kind of accounting and finance side of the house. And then there just aren't that many people available, you know, that are affordable, that know this stuff really well. Okay. So I think it's a combination of, like, complexity and then lack of people who really, really know how to put a tight process in place and manage everything. Right. It's pretty difficult to deal with. You got job costing, you got lean waivers, you got vendor compliance, you got purchase orders. Right. There's always added things on top that don't exist for other companies that exist in construction accounting.

Yeah, that's a great point. It's kind of like how you mentioned about QuickBooks or the accounting softwares. They're built for all businesses. They're not specific to construction. The same way most accountants are trained, right?

Yep, exactly. Yeah. So I think. Yeah, put it simply, it's kind of hard, and not all people are trained in it or it is quite hard. Not a lot of people are trained in it. And then it's also high volume, right? It's high volume. There's a ton of. There's a ton of transactions happening. And then it's not like in our company where we're a software company. And it'd be bad if I did this, but I could probably just wait to, like, categorize the expenses till the end of the year because my money out is not connected to my money in. Right. At least when construction, you gotta stay on top of this because you gotta turn around and get paid by your clients because you have all these different, you know, you have all these, like, basically different companies funding your business because you're like the central router of all the cash. So it's like high volume. And you got to do it. There's no, you know, you can't. Can't ignore it.

Yeah. It's sad to say, sometimes when inexperienced builders can see all this cash coming in and. And, you know, mistakenly think it's profit or something they can spend when they've got a lot of outgoings on the horizon.

Yeah. So I think that's why. And then what. Did you have a second part to your question?

Yeah, well, just in terms of, I mean builders are struggling with finances, which you've touched on there. But what are some of the common mistakes you see them making that could be easy fixes they could get on top of?

I mean we can talk about some of the specifics. I think there's a number of like things that, you know, best practices you can put in place that are, you know, the opposite of the best practices. Maybe a little bit of a mistake. I think at a high level, maybe a number of builders don't realize how much time they're spending on this, how much that time costs, both in terms of the, you know, labor required to stay on top of it, but also the delay and reporting which then leads to cash flow costs because you're not turning around and drawing quickly and then the errors that potentially happen in your business as well. Nick Schiffer is one of our customers and he tells the story of how they did an audit of their Amex over the prior, I think it's past three years, maybe past two years, something like that, and realized that they had 100k cost that they should have billed for, that they just failed to account for a hundred K. I mean it's like a 1 500K job. You got a 20%, 20% profit on it. Like that's a shitload of work. You know, like a hundred K, that, that would go a long way. So I think people maybe don't realize that like all these like small little mistakes, they can add up to a big amount of dollars. And that's just the error piece. There's also the like cash flow piece. If you're slow on your billing cycle, there's the just straight hours going into the process. Right. So I think that's maybe people aren't often like quantifying the cost of this is probably the high level mistake I would see people making.

Yeah, that's a good reflection as well because as you as a building company grows as well, which a lot of the listeners out there are in that growth period, they're trying to go, you know, break through that ceiling from, you know, 3, 10, 20 million in revenue. And when you're, you're a small builder and you're maybe just doing a couple of jobs and you're doing a lot of work yourself, you can probably a lot of These things might get hidden without noticing too much. Like a bit here and there doesn't really matter. But it really starts to amplify when you grow, doesn't it?

100%. 100%. We got more. Tell more stories on that if you want. On the.

Go for it if you got a couple.

Yeah, yeah. No, I mean seriously, the theme of like seems small but adds up. That happens time and time again, right? I just told you about Nick Schiffer. We got another customer said on one of their projects they had a bunch of small change orders they had failed to kind of get around to. And at the end, kind of total 90k went to their customer and said, hey, we got this 90k change order. 10 $9000 change orders over the course of 12 months is a lot more palatable to a customer than one $90,000 ask at the end of a project. Customer said, no, screw you not paying it. Builders out 90k. Also like the reputation of their business is slightly damaged because the customer probably thinks they're trying to get scammed or scammed or something. Right. Because it's happening at the end. So I think we see that people onboard to adaptive. We had a customer onboard. When you onboard to adaptive, the way it works would be just plug into your QuickBooks. It just like works with QuickBooks and it pulls in all your historical data. And on the budget screen she was like, oh, there's $2,500 charge I forgot to bill for on this. I would have just completely missed that. So I think that happens over and over.

Dive into the implications for the. The company as a whole a bit more. Obviously, you know, that's money, but what does that actually mean, you know, in, in a year or a couple of years time if you let all of it go.

In the case of that builder, I just. And there's like this plain direct, obvious ones of like your business could get caught in a cash flow crunch, right? If you had that 90k episod, like five projects, that's a huge, you know, 450k, right? Just like that boom. 450k cash shortfall. That could kill a business, right? That's bad. Hopefully most people aren't in that scenario. Hopefully that's not happening. But that's like the obvious direct implications of a bad cash flow management process. I think at a higher level across the business, I think that construction is a mature industry been around for a while. We've been building stuff for a long time. And when you're in a mature industry, you have to be really good at execution. Right. You have to have really tight operations. And I think that poor financial management is kind of a symptom of like a disease. And the disease being like you're not really planning, you know, you're not, you don't have data. If you don't have data, how are you going to plan? If you can't plan, you're going to be exposed to these like negative surprises, like the change order thing. Right. So I think that if you don't feel like your financials are pretty tight and are super tight, then I would question like what's going on across the business and do you have good processes in place across the business is what I would say. In addition to the direct cash flow impacts.

Yeah, talk to me about that. That leads into what a solution might be. So there's probably a lot of builders out there that are thinking right now, you know what, maybe I don't have as tight a handle on my finances as I'd like to. Maybe I don't have enough information about, you know, how much cash is coming in, out and all that kind of stuff. What would you recommend to them as a step by step just to get on top of all of this?

Yeah. So I'd say it depends again on which bucket you're falling, you kind of fall into. If you're, if you're like you're not doing it at all, or you are, but it' really slow. Like let's start with that. You're not doing it at all. If you're not doing it at all. I'd say like, just start with something pretty simple. And I think the way to keep, keep it simple is to have a really clean cost code list, like a really clean, tight Costco list. So don't go crazy with the cost codes. This is an important foundation. You got to get your cost codes list in place. And I would keep it, you know, under 100. Right. Max 100. And just keep it really tight so it's easy to maintain, easy to manage. Too many cost codes, no one's going to know which one to pick. And then kind of the exercise becomes pointless. So keep it really simple on the cost codes and then establish routines around how you manage the cash flow process. Right. So something like very clear communication with subcontractors. We need all invoices in by Wednesday evening so you can get paid on Monday, because I'm going to do my client draws on Thursday and they're going to pay me on Friday. Something like that. That is like clearly communicated to both vendors as well as customers. I think those two things, like simple clean cost code, list and routines can go a long way. Obviously you need good estimating, good budgeting and like know what your overhead is and stuff like that. But I think just those two things would be good and then for larger customers that are spending a lot of time on it and it's kind of like obviously it's why we built the product, but I would just look and evaluate at just how much manual entry there is in the process. Manual entry costs a lot of money and like leads to a lot of errors. And there are solutions out there now to really, really speed up that process. And so that's what I would say I would, I would look into. Right. If they're a bigger company.

Yeah. It's crazy how much of the industry still paper based with a lot of things and probably to even if they're digital, maybe it's a spreadsheet rather than using, you know, automated technology and things like that to reduce errors.

Yes. The paper based nature of the industry is often again like it's back to those two buckets. Like you'll see the paper more often in the like bucket. One of generally like not, not really doing it much at all. Like getting, getting bills in the mail and then writing a check and then the bank account's connected to the accounting software and like two months later it comes in that oh, I wrote a $5,000 check two months later. You don't really know what it was for. So then the sub sends you another invoice a month later and you forget that you already paid them 5,000 and then you pay them 5,000 again. You know like those types of things.

Yeah, that's an absolute killer if you're, yeah. Double processing invoices. I mean there's also a lot of cyber issues at the moment in the industry in terms of like invoice scams. And that kind of stuff is you don't have tight processes in place so you can really expose yourself.

I think like yeah, not to be like super scary negative on the podcast about financial like the doomsday of financials. I mean like I said, I think that it's not, it's not that hard to get a good, good process in place. This is why I said, when you asked me what are the common mistakes, I think people not like recognizing necessarily the like scale of the problem, the quantifying the problem, that's the real mistake. Because then once they recognize that and appreciate that it's not that hard to get things in order. Right. Talking about setting up a Costco list. You can do that in an hour, two hours, you know, you can sit down. Our team does it with almost all customers we onboard and they'll clean up the Costco list in a one hour session.

And then.

Yeah, to establish some sops around billing, you know, to get your team on board. Maybe one, one hour call. This is what we do now. Right. It's not that hard.

Yeah. I think your point of like where people are at in the journey as well is important. I mean you, you can't automate and improve efficiency if you don't even have a process in place in the first place. Right. So it, it just depends where you're at. Yeah.

Yes, yes, yes.

Okay, now you've given a ton of value for 20 odd minutes here, Matt, and really appreciate that. There's lots of good nuggets in there for builders about cash flow management and better financial management in general. Now let's talk a bit more about adaptive and how you guys are especially using AI, but just improving this whole ecosystem for builders. Do you want to dive into a bit more of that?

As mentioned earlier, typically the way adaptive works, we work with QuickBooks. Almost all of our customers are using project management software alongside of us as well. Right. So something like the main project management software that are out there onboarding super quick. We plug into your QuickBooks as I mentioned earlier, so you don't need to pull jobs in vendors, any of that stuff. Cost codes just populates in our system. And yeah, I think we talked throughout this podcast about like this core underlying thing of like time and manual entry and error prone and disconnected systems. Like we are very focused on the automation piece. Okay. So to give you an example, I can take you back to that, take you back to that story I was telling you about the Scott Turner in the office watching how they, you know, man the email inbox and download the bills and then pass it along the PMs. Like I'll just describe how it would roughly work in, in adaptive in our software. Okay. So where it works with adaptive, you just plug your email in to our system. QuickBooks is plugged in as well. We're just going to pull the bills from the subcontractors and we know how to job code and Costco using AI. That's the AI piece. The AI will also do intelligent things like if they realize the document is a bunch of different invoices in one, it'll split it up into the right invoices. Right. Almost acting Like a human. So it pulls in, eliminates all the data entry. We'll know which PMs are working on which jobs. It'll just get pinged to the PM automatically. They can approve the bill from their phone. When they approve budget gets automatically updated and then from there it's very easy to prepare a draw either cost plus fixed price doesn't matter percent complete how you're drawing just a couple clicks. Prepare an invoice, send it off to your client. So just kind of end to end. You can imagine the, the before and after. Like before is like email to Dropbox to project management to accounting to Excel. Right. And kind of back. This just all happens in one place. You got access to all your data and it's like a super tight overall cash flow management process.

So it also acts as like a repository for all invoices and everything as well.

Yeah, I mean there's, I can get into the features. I mean we have obviously budgeting all the vendor payments. Company employees can connect their credit cards to the system and then you can assign users to each credit card so you get all the receipts. Vendor compliance and insurance that'll get as you're paying bills, it'll alert you. We have lien waivers built into the product. So you can just send a payment and say sign the lien waiver and get paid. So it's like a full, it's a full stack financial management platform in terms of the features and the capabilities.

And how hard is it for a builder to get set up on? Because it feels like that's always the slow down bit right when you're trying to get a new software working in your company.

That is a great point. I feel like that's a great point. A lot of people talk about how I think that even like in the venture capital industry, people say that construction industry is tech laggards. I don't know if they actually are like tech laggards because a lot of them have tried, you know, a lot of the business we come across now like they've never tried software before. They've tried software but then the, they're busy and they're not in the office all day and then software takes forever to set up and then they give up on it. So we knew early on it had to be really, really easy to adopt and so we've spent a lot of time on that. You can honestly I could teach you how to use adaptive in one hour.

Well, maybe if someone gets a demo then they'll, they'll see that play out.

Yeah, or you could, you could probably figure it out yourself just using our help center calls. We've had customers that do that as well. It's really the key is like just plug your email in, plug your accounting software in, import your budgets from Excel. It's just like you're good to go.

So would you say that, I mean the AI portion is that more so just because everyone's talking about AI, you've incorporated a bit of that into, into your product or do you feel like that is the backbone of what you're doing?

I think that it's increasingly becoming the backbone of what we're doing. Initially it was about automation through integrated systems. Like a system designed to take in bills, to then automatically update the budget, to then create the draw and give you all the information. Yes, with some AI, but like more like V1AI, right. OCR scanning invoices. What the generative AI the LLMs are allowing us to do is like the much more advanced stuff, right? So reading the job accurately, like the job code is often in different places. In the invoice it will be maybe the address, it'll maybe be the customer name, maybe it's an abridged name. We can read that with 90% accuracy and increasing. Right. So we'll figure out the job cost code. Similarly challenging. Right. Requires reason. Like we can tell our models if it looks like something related to dumpsters, code it to dumpsters. So that's not really viable with just like more rules based AI because it's going to look for the word dumpster specifically. But if you see something on the invoice and the line items like trash can rental or something, you know, it's going to know, oh, that must be dumpsters. But if it says like picking up and clearing off trash cans as well as like garbage from the site and like removing it, maybe that's not going to dumpsters. It's not dumpster rentals. Right? That is like, like a punch, you know, punch list at the end or whatever. You're like cleaning up the job site. So having the ability to take in like the natural language things like telling it, hey, if there's an early pay discount on the invoice, like the sub will give me a discount, alert me. These are all these types of things that like the LLMs, the new kind of version of AI is able to do quite well because they don't need super specific instructions. So it is increasingly becoming, I would say the backbone for how we're building the product.

And how have you guys trained that AI, is it just by pure number of invoices and everything that's gone through the system?

Yes. We got a ton of, ton of history at this point, ton of data, ton of customers using us. So we're able to tell pretty quickly whether something's feasible and how accurate it is.

Do they get automatically categorized and moved around based on the AIs, what the AI picks up, or is there an approval process for moving stuff like that?

I think you're always going to want some sort of approval process, right? You're going to want some sort of approval process. I think that right now it's more like rules. I do think that we can move increasingly and increasingly towards like a lot of the upfront work being fully done by the AI. Most of the product experience is reactive as a human being. What's the best thing, right, where you just get like reminders that tell you what to do and, you know, you don't have to like spend a lot of mental energy, right? This is why people use schedules, so they don't have to like, keep in their head that they have a meeting tomorrow or Monday. So with financials, like that routine I told you earlier about, like, you need that routine because you don't have a system that's keeping you on top of things, right? So you need your routine. So you remember that on Wednesdays I sit down and I do my billing for two hours. If you have a really intelligent agent that's like managing your financials, it can just ping you and say, hey, your job's under billed by like 50k. I pulled all these lines in. I can tell these lines are this percent complete. Can you please approve this and I'll send it to the client for you? And then that's like the more reactive experience we're working towards with the product that I think is getting us and our customers really, really excited.

Well, it sounds really cool. Matt, I appreciate you coming on the show today. Have you got any final advice for builders out there on how they can better manage cash flow and their finances?

I would say for the piece earlier from the cost code cleanup list. And that's a plug our own podcast, but we did an episode with Penny Lane where she talks about setting up the cost codes and chart of accounts. And I thought it was like a very good foundational episode. So you can go give that a listen. I'm sure you guys got some content as well, but that's what I would emphasize. Like, that's the starting point. You need a good. You need a good list for your the language of your financials before you can do anything else.

Yeah, cool. Well, if anyone wants to check out Adaptive's podcast, go to Adaptive Build slash Podcasts and they can see all their episodes there. Recommend checking that out. If not, if you just want to check out Adaptive, obviously Adaptive Build. And for APB members, Adaptive, one of our rewards partners. So you can get a cash rebate by checking out. Checking them out on the rewards directory. Thankfully, their name starts with an A and they happen to be in the very top left corner of the rules.

There we go. Yeah, there we go.

So nice and easy to find if you, if you dive onto that page. Unless you get another partner with a something before D, which I don't think that's going to happen very quickly.

Yeah, yeah, we're winning on the alphabetical ordering, but maybe losing on specificity for Google searches there. So you got to search adapt.

Okay.

Yeah, yeah, There you go.

Yeah, I gotcha. All good? Well, yeah. Matt, thanks once again for coming on the show. Really enjoyed having the chat today.

Yeah, it's great talking.

Cheers. Also, a big thank you to our listeners wherever you are in the world. If you like the show today, please subscribe to Professional Builder Secrets on your platform of choice. And if you're feeling generous, leave us a review. But until next time, have a great day.