The IRS Show – How you and your business should interact with the IRS – SBS 68

The Small Business show, episode number 68 for Wednesday, May 25, 2016. Greetings, folks, and welcome to the Small Business show here at BusinessShow. Cool. I'm Dave Hamilton in Durham, New Hampshire.

And I'm Shannon Jean in Lafayette, California. Hey, man, you know, I was just thinking about the. Your inflection at the end, you know, where you say 2016. You know, you've got a few more years of that. I'll have four more years, I guess, three and a half. And then you're going to have to figure out.

Is it the 2020?

Yeah, all that stuff. So you have to work on that. You got a little time.

Yeah, yeah, yeah. This is probably the most that I'll think about it until January of 2020, and then we'll just see what happens.

That's y. That works good, right? So how are things out there in your neck of the woods?

Things are good. Yeah. It's been actually a good. We've been very busy at Backbeat this week. There's been in the past week lots of activity, which is weird. Well, we sell ads. Right. And that's the activity that I'm talking about. It's picked up. It's always interesting. Q4 is always busy. So starting in September, things really start to heat up.

Oh, yeah. For the holiday quarter and all that stuff. Yeah.

People start planning and all that. There have been years where August, believe it or not, is our best month of the year in terms of sales. There have been years where August is our worst month of the year in terms of sales. In fact, it is only one of the two. I don't think we've ever had an August that is not either our best or worst year or worst month of the year. And it's just all about people's sales cycles and what they're predicting for the Q4 and all of that. But this heading into the summer, the summer is always kind of traditionally our slowest period. So it's interesting seeing that pick up.

Yeah, that's cool.

It's an election year, though, so that always. You can't buy TV ads.

Yeah. That's fascinating. See, I had no idea. That's very interesting.

So the web and podcasts both kind of see a lot of those dollars where people say, well, I can't. You know, the TV ads are just gonna be locked up with all the political stuff and the rates are too high now, so I gotta go put my money somewhere else. So it turns out to be a good thing for us. And I believe we're seeing Kind of the, you know, the beginnings of that. So we should have, you know, people. The phrase vote early, vote often is something that I support in a meta sense. I think we should have elections every year.

It's fascinating that that's. That impact, that causal effect. I just wouldn'. If you're not in the business, you probably had no idea.

Yeah, it took us a little while to figure it out too, but we've been through enough election cycles now where it's like, oh, yeah, that's what's happening.

So that's cool.

Yeah.

Well, hey, you know, this week we, we're going to spend some time talking about the irs. But one of the things that just.

Popped into my head, if the IRS is listening, it's been terrible, terrible, terrible.

No, that's, that's a, that's a good comment. A few weeks ago we were talking about Scott Adams, the Dilbert guy, his, his book. And one of the things that he talks about in there is how he makes the comment goals are for losers. And then he, then he goes on to explain that it's much more powerful to develop systems that you can constantly tweak and develop over time to be successful versus setting this goal out at the end, and that you're not successful until you reach that very goal. And you asked a question that, and I've been thinking about this and I answered one way, but I want to revisit it. You know, you said, well, have you ever set goals for your business? And I immediately said, well, really, no.

You know, I believe financial goals was what I asked.

It was, it was a. Financial goals. Okay. Yeah, yeah. And I think even that, that's, you know, relevant. I think that, yes, the answer was no. But also, falling back, as I've read more into this, this book, Scott's book, I've thought more about it and what we really have done over time is try to put systems in place to reach financial success. But I, and maybe this is what you were getting at. We never set a, you know, this high bar that said, hey, we've got to do, you know, a million dollars this quarter in whatever, you know, that kind of stuff. We've always tried to tweak it and, you know, you always want to see the numbers go up. But my business just kind of, to your point, you just said, you know, hey, one August, it was the best time, our best month ever, and the 1st of August, it was the worst. We have the same thing, you know, at our, you know, various business entities here. It's very hard to track down and dig into, you know, why things happen, but, you know, that kind of thing. So I. I just wanted to go back. You know, everybody who listened to that show, it wasn't that, you know, we're not trying to achieve those things and heading in the direction that we want to. But I think both of us would agree that it was more valuable to kind of set up these systems and put things in place that would eventually lead us to success and not just have this kind of bar that we had to, you know, always go for. Yeah, that makes sense.

Oh, totally. No, that was a very revealing conversation. Self revealing conversation. Because I had never thought about it in those terms. And you make some good mistakes along the way, right?

Sure. Oh, yeah.

And this for me was one of them. And obviously it's not that I just lucked into it, although that's part of it. It's not all of it. It seemed to be the right thing to do. But hearing it codified right, by when you described Scott Adams saying, not goals, systems, it's like, oh, yeah, that makes sense to me. But now that you say it, even in the last couple of weeks, it's been, well, I can be more deliberate about this now that I'm thinking about it, as opposed to just letting it ride and kind of figuring it out. It's always. But even that in and of itself is exactly what we're talking about. It's a system of refining, being intentional about systems. Yeah.

And measuring. I think one of the most powerful things is measuring your successes along the way as well as your failures. So you're constantly adjusting. You know, if you set a goal, there's only one success. You either make it or you don't.

Yeah.

And. But if you put in this, you know, a system in place, well, all kinds of great things can happen. And, you know, I'll never forget a conversation that I had with a high school buddy of mine is his dad, and the guy was a really successful engineer. And, you know, he said, well, you know, my goal was. This was, you know, eons ago when I was in high school. He said, my goal was to make a million dollars. And he was talking to my buddy Chris and I, and he said, but, you know, I made a terrible mistake. And what's that? How could you? Did you make it? And he said, did you make it? Oh, yeah, I made it. But the mistake was I set the goal at a million dollars.

Yeah.

It just as easily would have been, you know, to attain something much higher. But you just kind of, you're programming a lot of this is you're programming your head into, you know, move in the right to achieve what you want. And I've always remembered that comment. And to where it's, you know, it's better to have an open ended system that embraces whatever success comes your way.

Yes. Yeah. Well, yeah. I've always said the biggest barrier between myself and whatever success is, is me. And it's that I will stop. And I've caught myself doing this. You know, I'll get to whatever I think is. Even though I'm not officially setting goals. You have these sort of, you know, milestones, if you will, in your head. And it's like, oh, great, here we are. Awesome. Now you know I'm here. Oh, crap. I don't know, like, what, what, what do I do next?

Yeah, right?

Yeah, I made it. Oh, that's bad. You know, that's. Yeah, I made it. Is, is, is not a, a good thing in my book. It's like, because it means I don't know what to do tomorrow. And that's, you know, that's not. You never want to be in that scenario.

Yeah. So you've kind of developed all these different systems for different things you're working on. And I think it's a great concept. So anyway, I just wanted to jump back in, not spend too much time on it. But I thought it was worth revisiting and we'll probably talk about this book again in the future. I think it's got some pretty powerful lessons.

I have one thing to add on this, just a piece of advice for everyone. And I learned this from a business partner years ago. He was crazy, but it was in a good way. He would always say, even if he made up his mind that we're gonna do this this way forever and nothing's forever. And he was very flexible in that regard. But he would never tell the staff or our partners or whoever it was that we have changed. We're doing an experiment for the next two weeks. It was always two weeks. We're trying this to see what happens. And that softened the blow with everyone. And I didn't even notice he did it. And finally we were having a conversation. He's like, oh, let me tell you one of my tricks. And it was that. And I've even been upfront with my staff when I do this, you know, like, oh, you know, I'm gonna say we're gonna do this for two weeks. But you guys know that that means two things. If it succeeds, it's gonna Stick around and if it fails, we're gonna stop. But that would be true even, I mean, even if we didn't put two weeks on it, like, if this is really horrible for us, we're gonna stop doing it. But it makes people. People knowing, oh, it's an experiment. I'm in on this. It makes it easier because change is the hardest thing.

Yeah. Less threatening to say, hey, we're gonna experiment and kind of see how it works. Let me know what you think. And you know, let's try it. I like that. That's a great idea.

Yep. He also. He also would. If there was something he just needed to institute, he would just drop it like a bomb sometimes and he'd say, oh, you know, there's this. And instead of asking for feedback, that was his way of filtering out all the useless feedback. If he had some concept or something, he would just drop it and say, this is how it's gonna be. Which is sort of counter to his, we're gonna try this for two weeks. But it worked in the right scenarios. And it would keep him from getting all the useless feedback people would self filter. If somebody really felt like this was a bad thing, they'd still bring it up like, dude, we can't do that. You know, we're gonna crater. Oh, hey, thanks for saying that. You know, be fine. So that was two sides to the same coin. Yeah. Ex. Exactly. Yeah, yeah, yeah. So you can wield those two at the right times.

Yeah, I like it. That's awesome.

Yep.

That's awesome. Hey, and I think we got some listener question that we were going to talk about. I mentioned IRS last week and do you want to read that question from Dan?

I will.

Awesome.

DAN asks. Hey, guys, I have a question about the irs. I started getting some letters from them about my business tax filings from a couple of years ago. I think I know the answer to most of the questions they have, but I'm kind of freaking out that this may lead to an audit or something. I don't have anything to hide, but having never been through this type of thing before, any tips for dealing with the irs? I'm going to start, if you don't mind, with the Chicken Little response here. If the IRS is asking you questions, it is an audit in so much as they're asking you for details. An audit isn't necessarily, you know, we're going to look at every nook and cranny of your tax return. An audit is. We have a question and we need more details about this. And the reason I chicken little this a little bit is because when you are talking to the irs, there is a rule, and I think they stick to this still. They can only ask you about what they've already asked you about unless you show them something new. So be very careful to compartmentalize your answers as best you can so that you don't show them something else because they can't, you know, the computer or whatever, something generated. We need answers to these three line items. Awesome. Stick to that. Don't go outside the lines.

You got it. And you know that. Skipping ahead, I have my little laundry list of things here to talk about. And one of the things, it's way down the list, but we might as well touch on it now is that that's absolutely true. I mean, it could be the most important thing you hear in the next 20 minutes or so is that that compartmentalization, you know, you're not hiding anything, you're not doing anything wrong.

It just saves you from lots of boring and potentially costly conversations down the road.

Correct. You never want to put someone that's auditing you from any sort of anything and give them access to your accounting software, a sales database, or whatever it is you want to produce what they ask you for, you know, within reason. And you may need to get some advice on whether, hey, can they ask for this kind of thing? Sure. But you want to keep it narrowly focused on answering what they want because even if they're just, you know, again, 99% of the time you don't have anything to hide. You want to provide the information. But first, and at a minimum, it is a massive time suck when dealing with any sort of bureaucracy, government, agency, whatever it is. And you want to just keep it quick and to the point, be polite. But you want to answer just what they want to, you know, just the questions that they're asking.

Yeah, I, I, the only time I've been audited thus far and I've got wood to knock on here was before I had any official business entities. So I was running a couple of businesses. I had my computer consulting and my, I was always have been a musician. And so I filed both of those separately as schedule Cs. So self employment.

Okay.

And the IRS asked me about three things. I got the letter saying, yeah, we want to know this stuff and that is an audit. And the letter that you got, Dan, probably it should say that. I mean, if they're asking you a question, I can't imagine it's not an audit. But it was, it was clear, right? That it's okay. We need these, you know, three things answered. And so I decided at that point, I had had this same advice, and I decided, all right, well, I can go one of two ways with this. And this is in 1998. So technology wasn't quite what it is today. I could either take the receipts for, you know, each of those three things and pile them all up and show up at the IRS office and let them sort it out and give them the headache, and maybe they decide it's not worth it. Or I could show up extremely organized and extremely polite. And I chose plan B. But with either plan A or plan B, my tactic was. And I did this. I scheduled my appointment. I told him the only time I have is late in the afternoon on Friday. And so I showed up for the last appointment on Friday at the IRS office, and it was all smiles and. And I was there for about 45 minutes. There were three things, like, I said, that they asked me about. And one of them. It was like, two of them. It was travel expenses on both the music and. Or it was travel on my computer, consulting, and then some equipment expenses on both music and computers. I'd bought a drum set that year. I'd bought a couple of new computers that year. And so it was a little out of whack compared to previous years, which is what triggered this. And I found receipts for everything. I actually. And for things I didn't have receipts for, I went through. I scanned my credit card receipts, and I blurred out all but the lines that had the items that were, you know, that matched my tax return on them.

Did I mention brilliant?

And I highlighted it, and I walked in and said, oh, I did this to make it easier for you. Which is partially true, but I didn't want him to see anything else. And this stuff was all commingled because it was like my personal funds. But there was one thing that I couldn't find, and it was a receipt for an airline ticket of all the things to not be able to find that. And it was $330 or something. And I thought, man, I can't find this receipt. So what I did was I made three packets, one for each line item. And at the top of the packet was a report from Quicken, which is all I was using at the time, that listed all the details of that line. And that number matched the number I had put on my. The total of that report matched the number I'd put on my tax return. And that was all fine, except the packet that I brought for the travel expenses was missing the airline receipt. Now, the packet matched itself, meaning the COVID that I had on it. Sure, I'd skipped the airline receipt, but then the total number didn't match the total number that I had put on my tax return months prior because it was missing it by 330 bucks. And I figured they would notice that. And they'd say, you're missing this. And I'd say, oh, you know, I looked for that receipt. I couldn't find it. I don't know, you know, we're here, what's the deal? And they'd say, well, you, you know, you owe about 100 bucks in tax. If, if that's the, if you, if that deduction isn't. Isn't legit, great. And then there's a penalty of 50 bucks. And I figured, all right, 150 bucks, and I'm, I'm, I'm free and clear because I can't find this receipt. It's just not going to happen. And when I went in for the audit, they made sure that my, the reports that I printed matched the receipts that I brought with me that day. And never once did they compare it to my tax return.

Oh, yeah.

And it was a legit expense. I mean, it wasn't like I was hiding something. But I was hiding something because I didn't, I just didn't have. I don't know where it was. You know, I couldn't find it. But, you know, it was Friday afternoon. I was polite and happy and smiles and.

That's awesome.

Yeah.

Yeah. And I think that those are very, very important lessons there. You know, really making it easy for them is really powerful. And maybe I'll back up a little bit more.

Yeah.

When I've had issues over the years and it's whether an inquiry, we need more information, or whether it's, you know, that kind of thing.

So is there a difference between an audit and an inquiry then?

I believe so. Okay. I think you could certainly. Your analogy, you know, hey, you can consider that an audit. Yes. They are looking at your information, but oftentimes they want more clarification.

Got it.

It's a very, you know, tax is a very gray area, and it, they may just need to clarify, get it. Get some information from you or have your accountant explain how they did something. And quite often that's the easiest way to do it if you're working with an accountant. But when you get that, those letters or this kind of thing, you know, it seems very formal and, you know, it can be Kind of scary. And there's this, you know, thinking of the IRS as this massive government agency and in, in the last, you know, 20 plus years and the. Thankfully, again, I'll knock on wood, too. Minimal interactions that I've had to have with the irs. The thing that, that comes to mind, where I've been more success, the most successful is when I've humanized things. And, and what I mean by that is not responding with a letter back to them right away, unless that's what they're asking for. And it's something very, very simple, but reaching out. And usually those letters always have an agent assigned to it or, you know.

A phone number, specific person at least. Usually that's right.

Yeah. They're giving your case that kind of thing. I highly, highly recommend you call them. Even though maybe the last thing you want to do, you know, you can't ignore it. You know, they're never, they're not going to go away.

Right.

It's just always going to come back. So you, you know, you get those letters, oh, man, I don't want to deal with this. Yeah. But making that phone call and trying to get that human connection with whoever picks up the phone, well, you know, that, that could make all the difference in how things go for you. And that's a powerful thing. And I've done it numerous times. And you always try to get a connection. If you get somebody that just is really not cutting it for you, you can always ask for someone else. And always. And we've done that. And there's a couple different ways to do it. You can ask, right, hey, you know, is there a supervisor I can talk to or is there someone else? But oftentimes, if you call at different times of the day or if, if that person is, is gone, they'll often leave you another number when you call and say, oh, if I'm not available, call someone. You know, reach out to this person who's covering for me. And I can tell you from experiences, you know, you, you get a second chance to connect with this person who's covering. And you can just ask them, hey, wow, you know, you really were great. You really helped me Answer these questions for me. Can you be my point of contact? And I've never had them say no. And it's very simple.

Brilliant.

Yeah. And it really works. And the thing is, just as it's very good to break down that big wall thinking of the IRS and actually talking to, like, Gloria at the IRS and calling and saying, hey, Gloria, how you doing? How was Your weekend. Great. Hey, I got this information for you. I had a couple questions. How do I do this? How do I do that? That can make all the difference for you as well, because they're not going to think of you as taxpayer id, Whatever. Whatever. Your Social Security number. They're like, oh, I got to call Shannon back. He left me a message and, you know, whatever, or he's going to be out of town. You want to develop that relationship with you, and if you're not the person to do that, maybe someone else can call on your behalf. Maybe it's your accountant, maybe it's your bookkeeper, your spouse, whoever it is, you know, if you give them the authority to call, that is really powerful. And I would recommend it.

The same business partner, former business partner, still a friend that gave me the previous two little nuggets of wisdom that I spoke about in the previous segment here, gave me one that, though he didn't specifically give it to me, focused on the irs. It applies here. He was talking about something where. I don't know, it was. I think he was talking about a traffic ticket. But he said, look, I gotta go to court. Right? You know, that doesn't scare me because it's not me versus the court, it's me.

Yeah.

And another person who happens to be a judge having a conversation. He says, I'm comfortable talking to anybody. He says, I wouldn't be in business if I wasn't comfortable talking to anybody. And he said, so I don't think of these things in this David versus Goliath thing. He says, it's David and Jimmy and we're just having a conversation. And yes, Jimmy, in that scenario has a little bit of control over what happens next in David's life. But. But it's. You can have a conversation and it's just two people. Are you scared of talking to the customer who. You know, who cold call, like, the next time the phone rings. Are you scared of talking to that person? Absolutely not. I'm excited. There you go. You know, that's it. You know how to talk to people. Or if like, like you said, Shannon, if you don't find the person, you've got to have somebody in your company that does, because otherwise you don't have customers. Right. So with someone there, and it's probably you is the one that talks to people. And so it's really not a big deal. But you're right. If you delay that, then suddenly Gloria is not happy with you.

That's right.

Just like if you ignore demand letters from the court, a judge isn't gonna be happy with you. It's the same thing. It's like, dude, I have a job. I need you to respect the job that I have to do. It doesn't mean I enjoy every aspect of my job. No one does. Right. You have to respect that there's a human on the other side of this. And. Yeah. Do they like sending you these demand letters either for your taxes or, you know, parking tickets?

No, no, they didn't.

They didn't, you know, at 10 years old, they didn't say, oh man, I can't wait to, you know, demand money.

Most of them. Most of them, yeah.

Sociopaths. That's different.

Yeah, yeah, yeah.

But yeah, right, you know, it's like, okay, this part of your job sucks for both of us. Fine, okay, let's accept that and let's find the parts of your job that don't suck for either one of us.

And it's okay. Yeah. And be transparent and be truthful and just say, wow, hey, you know, Dan, when you're talking to them, just say, man, you know, I'm kind of freaked out here. You know, I've never had to do with this kind of thing. And you'll often find that the. I mean, I can remember dealing with one situation where, you know, it turned out we had sold a company. And unbeknownst to me, because I am not, you know, we should have probably premised the shows. You know, we're not tax experts, we're not accountants. These are just our own, you know, kind of anecdotal, you know, historical perspective on things.

And I'm hoping that the story I told that might or might not have been just an anecdote and not true. I'm hoping that if in fact it was true, the statute of limitations on that 100 bucks in taxes has expired. Because otherwise I owe a lot more than that 100 bucks.

That's right. Yeah, yeah, that's right. And you know, you want to just, you know, work with them and you'll find a way. They really want to help you. Actually, I'm sure of it, that they get counseling or training on how to counsel. And in this case, when I called, it turned out we owed about $150,000 from the sale of this business that should not, we were not aware of based on our basis for some write offs and things that changed when we sold the company. And I was just flabbergasted and I just told her, I said, I'm just totally caught off guard. I Have no idea. I had. Yes, we work with our accountant, but that we weren't made aware of this kind of thing. And this gal, this lady who happened to be named Gloria, she was totally cool. She's like, I understand it's kind of a murky area. Let's figure it out. And yes, we wound up paying it, but she waived. There's always penalties that can be up to 20%. And so she waived the penalties and she was like, let's get you on a payment plan. What can you afford? And. And she didn't even ask to justify a payment plan because I tried to keep it as reasonable as possible. Like, hey, you know, I can only pay you, like, you know, five grand a month or something, whatever it was at the time. And she's like, okay, well, let's figure this out and just keep me in the loop. And I talked to this lady for a couple of years on a quarterly basis, and I can even recall having to, you know, make the phone call and say, look, you know, business is a bit slow right now. I'm having a hard time to be like, okay, I'm gonna. I have to add this interest on, but thanks for calling me and not just not making the payment. Yeah. So they want to work with you. They know they can't just grind you into dust.

No. Blood from a stone doesn't happen. Right.

It doesn't work. You're a customer. When you owe someone a bunch of money, you have some power over them. And don't forget that. So as long as you're on, you know, you respond in a timely manner. You treat them with respect. You know, Dan's comment was, you know, dealing with the irs, and that's kind of how we always think about it. But really, you know, you want to interact with Gloria, who happens to work for the irs, and you want to think about how do I get her on my side. And like I said, there's a ton of detail and we could talk for hours about this, and it sounds like we probably should do a second follow up show with some more details about our experiences. But I would say that is going to be the most important message that we leave you with today, is break it down to a human level. Get to someone that understands you're being authentic and honest about things and work it out just like any other business negotiation.

That's it. Yeah. If you treat it like any other business negotiation, you already know that your goal is to remind those people that you are human and that it's two humans working out A deal. And it, you know, usually, hopefully it's working out a deal that you sell something that your business has to someone else and you get some cash out of it. But sometimes it's. You're working with a vendor and you're purchasing something from them, but you're also going to negotiate. It's the same deal with the irs, and it's that human element. Few of us go into either of the two examples I mentioned with, you know, fear and pitchforks. Right. You know, it's just not how that works. It's not productive for either side. And it's the same is true with the irs.

Yeah. And that fear, I think, is your. The big thing that, you know, everybody is so worried that, oh, my gosh, these people are going to destroy my life, you know, that kind of thing.

But it's not their goal.

It's not their goal. But what they are waiting for, see, is they're not used to the advice that Dave and I are giving to you. They're not used to people trying to connect with them. And what they get is they kind of get cynical over time. So that's actually an opportunity for honest people like yourself to make that connection. Because they're treated like, most of the time, like crap. Right. Because you're just like, oh, you work for the IRS and you're hassling me for this and that. And they're kind of, you know, I think, and I can only speculate, but when they don't get good communication, when you don't treat them with respect, then they just kind of are not motivated to help you as much. So why wouldn't you use that. Yeah. Use that power that you have to connect with them or with the next person if they're not the right one, and make it, you know, turn it into a positive experience.

Yeah. Think about the last person that negotiated with you for whatever it is your business sells, and think about the last person you gave a deal to that's bigger than. Than, you know, a bigger discount than you might give to anyone else generally. Why did you do it? Most likely it's either because they're a great customer already or you liked them.

Well, yeah, that's right.

You know, that street cuts both ways and in a good way. Yeah. I will say this. If you work with an accountant, I've. And. And this. This is truly my own, you know, superstition and maybe has no bearing on. On anything. But I've always felt like having your accountant sign, like, do your taxes for you, and then when they do that. They have to sign your tax return. Basically, what they're signing is saying, you know, based on the information I got from my client, I've done this correctly. You know, and I'll take responsibility for making sure it's been done correctly. But if they gave me false information, you know, I'm not on the hook for that. But I've always felt like having the accountant's signature on the tax return is a good thing. I don't know if the IRS looks at that any differently. I feel like they. I mean, I think you're right. They should. I would if I were the irs, if I see, oh, this person's got an accountant. All right. Is that accountant on our blacklist?

No.

Okay. And, you know, they have a blacklist, by the way. You know, I would if I was the irs, you know, oh, that guy's a crook. Look, let's go get some more money out of all of his clients. But otherwise, they're gonna. They're gonna look one more time before they send out that letter. Like, do we really. Do we really think that a mistake was made here, either intentionally or otherwise? You know, and if probably not, you know what? Let it go. I always feel like that. But even if that's not true, well, you at least have a partner when the IRS calls. You're gonna have to pay that partner.

Yeah, of course. But you're right. And, you know, I think they look at it and go, well, at least they're being advised, you know, and they're making the effort to do things right. Yeah, I think it's good stuff, but I definitely think we're gonna have to come back and do the IRS 2.0 show because, well, in taxes.

2.0, because there's franchise taxes and all that other stuff that, you know, I'm sure both of us. But I know I've learned the hard way, and I'm still learning the hard way, so.

Us, too. Yeah, me too. So we'll, you know, we covered some things this week. We talked about, you know, really humanizing your relationship with the irs. But we're going to jump back and continue this conversation. It may not be next week, but we'll see.

Yeah. Send us your questions.

Keep going. Yeah. How do they get ahold of us, Dave?

Feedbackusinessshow. CO Is one way. And then, of course, we have our voicemail and text line for the small business show here at 401-472-4249. That's 401-472-4000. 249. We'd love to hear from you. It'd be great. Anything else Shannon, before we let him go?

No, that's it. Have a great rest of the week. Enjoy. You got a three day weekend coming up. Enjoy it with your family and friends, man.

That's right. Yeah yeah yeah. Start a start of summer and you know I've been thinking about it. I said we need some sort of a tagline but it's, it's gonna it I feel like it especially after last week but every week you know we all lead a charmed life. I don't care how you know it doesn't it's we all are at different levels of whatever it is we're doing but if you're able to take time and listen to this show, you are leading a charmed life. I have no doubt about that whatsoever and hopefully you learned something from the show. So here we are protecting each other's charmed life. Keep doing that and we'll see you next week.

Awesome.

It.