Your Business Isn't Broke~Your Financial Planning Is (Fix Cash Flow and Get Lender-Ready Fast)

Welcome to the Small Business Credit Minute with S.E. Day, the podcast helping business owners build stronger business credit and real profit growth without the confusing finance speak. In minutes, you'll learn how lenders actually evaluate you and how to align the 3 pillars that decide approvals: business credit, cash flow, and compliance. I'll break down underwriting signals in plain English, show you what's hurting your fundability, and give you one clear action you can take immediately. If you want to become lender ready to receive business loans and business credit cards, stop wasting credit applications, and build bankable business strengths the right way, then this is your Credit Minute. Qualify first, apply second. Let's get you funded. Stay tuned, I'll be right back. In today's competitive world, your business deserves more than just hard work. It deserves the financial freedom to grow. Building business credit is the key to unlocking opportunities. With strong business credit, you can expand faster, invest smarter, and reduce your personal risk. Start building your business credit today because your dreams deserve the chance to grow, just like your business. Secure your spot at the next Small Business Credit Survival Bootcamp. Welcome back. Today we're talking about business financial planning, not the fluffy kind, the kind that protects your cash, increases your profit, and makes you look lender ready on paper. I'm joined today by Randall Avery of Diesel Wealth Management, and Randall helps business owners and individuals build financial plans that actually work in the real world. Randall, welcome to the show.

Thanks for having me. Um, I'm excited to talk about this. I love the blending of being financially ready for credit and just being financially successful. So this should be a fun topic.

Absolutely. Looking forward to it. Okay, folks, you know, I put out disclaimers. I'm an expert at what I am and Randall's an expert at what he does, but this is an educational and informational show. Okay? Not for legal or tax advice. talk to your licensed pro for your situation, or you can hit Randall up later. Now, Randall, let's get to it. All right, so what— when we hear financial planning, yeah, define it like it's an operator, not, not, not an accountant. The average person don't know what that means. So what does— when we hear financial planning, When most owners hear, they think of spreadsheets and headaches. What is it really?

So the root word in financial planning is finance. And what a lot of people do default think about finance is spreadsheet, number crunching, formulas. But finance is really how people get their needs and wants met with money. So it's technically a social science. I think if you think of it like that, it's more of a better thing to get your head around. Now, when we talk about financial planning, All that is, is how can I help you use your money to reach your goals? And there's some things you can do with your money that can make it more of a challenge to reach your goals. And there's some things you can do with your money to make it easier to reach your goals. My job as the professional is to help you leverage the money that you've accumulated, the money you're about to earn for the benefit of you and your goals so you can live a more fulfilling life.

Got it. Now I need you to connect the dots for us because You know, as soon as I heard financial planning, I know some of the listeners are like, I'm ready to take a nap because I did— this is, this is about to kill me. No, people, we are keeping this simple for you, but we want you to understand that you're playing in, in a Fortune 500 world in your business. You better be able to play it right. So connect the dots for us. How does financial planning impact lending, credit, funding?

Yeah, it's all about— everybody knows of credit, it's the 3 C's, okay? Carried capacity, all those things. And financial planning directly helps you in that area. So first thing, it's just having the financial wherewithal that a lender wants to lend to you. So that, let's check that box. So you have the cash flow, you have the reserves amount. They always say the best time to find debt is when you don't need debt. There's a reason for that from the bank standpoint and They're sometimes looking out for your own best interest so they're not lending you money so you can get into trouble. And it's also how are you using money and what does the future hold? That's what finance is, is kind of looking towards the future. What can you do with your money tomorrow will determine how you can pay your debt off in the, in the next day.

You know what, Randall, I want to do a follow-up with you on that because most people hear debt And they think all debt is bad. All debt is bad. I don't need debt. I want to be debt-free. Can you talk about debt and how good and/or bad debt can benefit you or hurt you? Yeah.

Yeah. So from my perspective, and I, I have a very conservative view because I'm a financial planner, debt should be leveraged on things that are certain. So what are some things that are certain? Things like a franchise, things that are proven models, or even within your own business, things that I've done in the past could actually leverage more money. So when we think about utilization of debt, I prefer debt in proven commodities. And why is that? Because I think sometimes debt— and we're going to get into some questions there— can cause us to be, for lack of a better word, lazy and less innovative.

Right.

Within a business. Sometimes we need to sit down and problem solve. We just can't write a check to figure it out, because sometimes when you write that check, you receive a product delivered, it actually doesn't manifest what you want it to, and that makes you— stumbles you. So I believe in a very conservative approach of debt. Debt is for proven commodities, not for, um, things that have not been proven.

Okay, okay, I like that, I like that. So What's the most expensive myth you see small business owners believing?

What is the most expensive? The most expensive myth that I see a lot of business owners believe is that as soon as they open the doors, business is going to come in. A lot of people say, I have a great idea. All my family is excited for it. My friends are excited for it. I potentially have customers lined up. As soon as I flip on the button, people are going to come in. So, what do people do? They have this grand opening. They go into debt on an unproven commodity. They do all these things. And once they open, open the doors, they realize, hey, I may not be getting the support that I want. So I think it's overambitious. And you need that ambition because you won't jump off the porch without that ambition.

Right.

But when we talk about leveraging ourselves, when we talk about being good financial students, maybe we should dial back. And really, the only way you understand that is to talk to people who have experience, individuals like yourself, individuals like me, work with business professionals. And also, here goes the key, people who are doing what you want to do. They will give you the real script and how it actually works. So, talk to people. Do not assume.

I totally agree. I totally agree. I did an episode once and I was talking about revenue and how for some people, they think small business owners, revenue is the end-all be-all. Now, revenue is great. Revenue is great. I mean, it, it keeps your business moving forward. But when we're talking about financial planning, you better know how to parse that revenue in the right way if you want to keep your doors open. So it's like you're saying, you open the doors, I'm expecting everybody to come, they don't. Now I got debt.

Yeah.

I got, I got brick and mortar rent that I have to pay. I have product supplies that I have to pay. And if that revenue is not there, You're going to be in trouble real fast.

Yeah.

So if, if you would give— what I like to do on this show is give people some things that they can actually grab onto and get started. So if you could give us a, um, a simple framework, if an owner tracked 4 numbers weekly, yeah, yeah, what would your suggestion be? Those— of those 4 numbers, what should they track?

Yes. And I had those written down because I thought that was like a great question. So, first one is going to be cash on hand. Cash on hand. What is cash on hand? Cash is when I log into my bank account, what number is looking back at me?

Right.

The first thing that causes people to quit on their business is because they run out of cash. It's not because it's not a good idea. It's not because they're not working hard. It's not because they're not connected. It's because they just run out of cash and they can't do things without cash. We work in a real finance So, cash on hand, number one, always monitor it. If I ask you right now, how much cash is in your bank account? You need to know it like the top of your head.

Exactly.

And I understand a lot of people going into business aren't finance people, but this comes with time. But you do have to take the first step to train yourself. Um, the next thing is going to be money coming in, understanding your receipts. And I'm not talking about sales per se. I'm talking about cash hitting that account to grow that cash on hand. Big difference. I can make a sale. I can have a promise from a client. I can have a contract signed. But is cash going into my account? I think that's so important.

Mm-hmm.

The third thing I'm going to go to is going to be profit margin. I think you alluded to this. You can have this big number, $500,000 of revenue. But what hits that bottom line? How much is actually going into your bank account to increase that cash reserve? And I know it's kind of strange. Everything is going back to that cash reserve because that is what gets a lot of people in trouble. So those would be kind of the numbers that I would say. These are the things that you focus on. Cash on hand, money going out. Also, let's not forget the money going out. Sorry, let's talk about that. A lot of people, we sign up for all these subscriptions.

Yeah.

We sign up for all these services and sometimes we begin to lose track and there's kind of a sloth bloat of these things. Oh, I need this done. Let me write this check. Oh, this is done. And this usually happens when you take out debt. without a proven commodity because you're just writing out checks to solve problems. You have to track that money going out and you have to actually be justified on why that money is going out. So just to recap everything, cash on hand, money coming in, money coming out, and profit margin. Profit margin, just to recap, is revenue minus expenses. What is your profit? And don't forget about taxes, which I think we're going to touch on.

We are going to touch on taxes. That's a good thing that you said your profit margins. And this is where some people get in trouble. They think, yes, we all want the big money, we all want to have a million dollars plus in profit, but as long as you are a dollar to the good, then you're not bad and all of your expenses are taken care of. That's what matters, where you are. I was talking with a banker this morning and, uh, at a credit union, and she said When we closed the books out for '25, we had a net positive of $6,830. Now that doesn't sound like a lot of money, but when you think about all of your operating expenses that you had to do throughout '25 and you ended with a $6,000 profit, you're in the black. You're doing good.

So, and what it is, is it gives you another day to fight. In business, if we want to be honest, it is a fight. And you're in the black gives you another day in the fight. If you're in the negative, you only have so many days to fight, especially if you're leveraged. So, live to fight another day is, I think, a good slogan.

I agree. I agree. So when owners hear cash flow forecast, you know, people tend to tune out, right? So what's the simplest version? That works when you hear cash flow forecast?

Yeah. So, I like to take it a level deeper than just the revenue and expense number. I tell folks, you're in business, let's gamify it. You should see your business as a game. And you need to figure out what factors cause revenue. Is it clients signed? Is it meetings booked? All those different factors. And if you focus on that smaller thing, And what— how does that create your revenue? So, let's say if I have 10 clients, I produced $100,000 of revenue that keeps us $50,000 worth of expenses. You need to know those numbers so you know in a month in, a month out, am I cracking that nugget, which is the client meeting? So, take it a level deeper and then calculate the numbers as a result of those actions. And I think if you gamify it, like really focus on it like that, you won't think of it as purely dollars and cents because it's your business. You love your business and you want to focus on the business. So it's easier to focus on those things than the other kind of dollars and cents because they're just a derivative of activities that you do in your business.

Absolutely. Now, here's one that really gets to a lot of business owners. And one of the things is I don't think they're categorizing it right. It's payroll.

Yes.

And payroll is where a lot of businesses get squeezed. But what would your advice be or your guidance be about payroll?

So, when somebody gets squeezed, okay. Okay. So, payroll is a decision. Let's start there. Payroll doesn't come out the sky. I literally hired somebody. I literally wrote out a job description and the task that I believe if this was done, I would be incrementally profitable. So, payroll just doesn't happen. It's not a reactive thing. So, first thing I would do, and this goes to this call, it's a poor utilization of debt. Remember I said, if you take out too much money on an unproven commodity, what does that happen? It causes you to stop being innovative and you just write checks to solve problems. Well, you just wrote a check for your employees. So, that's a sign of bad debt. The second thing is overhiring. Did we hire too much?

Yeah.

Usually comes to, I have too much cash in my pile and I'm just writing checks to solve problems. You're not being innovative and all these. And the last thing is going to be poor pricing. Am I pricing my goods and service enough that there's enough margin? Remember the profit margin we discussed earlier as far as profit margin. Am I pricing my products enough to cover all of my expenses, including my employee expenses? Those are kind of the areas that I believe people— when people have a payroll problem, it's usually those other problems that manifest that.

And you touched on, you touched on payroll When I said about it being categorized, it is an expense. Yeah. And you have to write it up as an expense. When you said overhiring, yeah, if this job doesn't pay for itself, yeah, you shouldn't be hiring.

Mm-hmm.

Because if you're hiring just because I got money and I think I can grow faster, you need to justify every hire in your budget.

Yeah.

Every hire.

And if we're honest, a lot of times it's, I'm hiring so I don't have to do that job.

Right.

Okay. There's a time when you do that as a business owner where you're leveraging yourself. You're doing something that when you have a higher capacity or you have the luxury of revenue. But initially, and a lot of times, it's not time. Maybe you need to grind your teeth a couple more months or years before you hire that employee because then you begin into that payroll cycle. And I want folks to know as soon as you hire somebody, you're signing yourself up to a level of consistent growth. Okay. So, before you bring on somebody, consider yourself, I have to grow to X to one, keep that employee happy and to keep your lifestyle right. So, I want folks to think about that.

Good, good. So, let's switch gears a little bit.

Yeah.

We always hear from the personal side. We hear from the business side. You should have a reserve. You should have a reserve. What is a good reserve target that, that, that you can provide to the listeners?

Yeah. So, it's very similar to the personal finance side. So, it's usually about 3 to 6 months of operating expenses. So, not 3 to 6 months of revenue, 3 to 6 months of operating expenses. And similar to what I said, employees come with a cost. The more employees you have, the more reserves you need because you need to have a time where your payment processor goes down for a month. What do you do?

Okay.

Your biggest customer cancels on you. What do you do? You need to have what I call weather the storm money within your business. And I also think sometimes you need to let your biggest customer go. And the only way you feel secure enough for that is if you have those reserves in place. And also, if you want your employees to begin looking for another job, tell them they're not receiving their I guarantee you, I'm about to go now.

Oh, my bad.

I guarantee you they're gone. So, so absolutely. So it's, it's the reserves keeps you at peace of mind. It actually makes you just a better business person in general.

Yeah, I agree. I agree. So if you would walk us through planning profit on purpose. Yeah, it's kind of like a— I've been hearing that phrase Profit on purpose, not whatever is left, but profit on purpose. What does that mean?

And of course, because I'm in finance, it starts with the projections.

Okay.

I am not going to do an endeavor unless I have XYZ profit margins. And I've tapped on my resources. I kind of know this will actually work. Okay. So, I'm going to produce a certain amount of revenue that costs a certain amount of expense that will produce a certain amount of profit. So, I'm not doing any activity that doesn't The second thing is make sure you keep your expenses in line. Remember that natural expense flow? Remember paying for things that I just don't feel like doing today? Remember leveraging up? So now I'm just writing checks. Make sure you hold your expenses tight. And then that should hopefully maintain your profit. The second thing is you have constituents. The IRS is a constituent in your business, an active participant. He wants you to succeed. Don't get me wrong. But he's gonna get his cut.

Exactly.

He's gonna get his cut. So make sure you allocate enough for the IRS and for your own household. If you're stressed out at home, your baby's crying, if your wife is yelling at you, you, uh, your spouse is yelling at you, you need to make sure you're able to consist— it's a certain lifestyle. So when you— it starts from the planner from the beginning. Make sure you're going in an endeavor that can maintain your lifestyle. And if it doesn't happen initially, Make sure you have that cushion in your personal life to ride out that storm.

And you brought up a good point about making sure you have your personal stuff aligned. And a lot of business owners, when they start a business, they don't look at themselves as an employee. I own the company. I, you know, I carry all the cards. I'm in control of the cash. You can get in trouble very quickly. like that. I talked about commingling cash, commingling funds on one episode. You got to keep it separate. And I tell people, you pay yourself— if you're the CEO, pay yourself like you're paying a CEO to run your company.

Mm-hmm.

Don't just treat yourself as, you know, uh, I own everything, I can pull money, because people, embezzlement is a crime. is a crime. And like, like, look, like Randall just said, the IRS is going to get its cut. And if it sees that money is going out and they're not getting their cut, yes sir, brother, you can be arrested for embezzling from your own company. I'm telling you, it's the law. So treat yourself like an employee.

And people— and it— I, I get it. It's a human nature thing in the sense of, oh, I have $40,000 in my account. It feels good to think that is a part of me. No, that is part of the entity that you created that needs to run and oil itself. Discipline yourself. And I'm just being honest. None of us are that smart. None of us are that savvy. Pay yourself a fixed payment and live off of that.

Yes.

Be disciplined. Have the separate credit card, have the separate bank accounts, do your transfers. And well, that's annoying. It's my money I can control. I have some level of discipline. No, you're not. Okay. No, no, no, you're not. I've done finance. Well, my background is internal audit. That was— it's all about checks and controls and balances. Nobody is that disciplined when it comes to money and meeting their desires with money. Do yourself a favor. Listen to us and separate those two and really put yourself on a budget personally and for your business.

Absolutely. Absolutely. Okay. So let's go into a reality check. Let's go into the business for a second. Um, pricing models, right? So what's the fastest way to identify if you're a small business owner, if pricing is the real issue?

Well, the first thing, if everybody says yes to your offer, somebody is supposed to say no. Somebody say that's a little bit too low.

I was getting excited because people love me. What are you talking about?

I have 100% close rate. I bet you do.

Right.

Um, but to be honest, going back to what we said, are you able to cover all your expenses and meet your margin? And I think a lot of something that people don't think about, they think, okay, well, I cover my expenses, I meet my margin, I'm able to live my lifestyle. But are you making enough to reinvest back into your business? Your business is a baby, okay? If you run it thin and low, it's like a car. Like, hey, you have to do that regularly scheduled maintenance unless it's going to be a big breakdown. What's a big breakdown? Like we said, I lose my clients, I lose my biggest clients, my IT thing shuts down, the IRS comes knocking on my door. If you— certain type of business like mine is heavy compliance, an IRS person knocks on your door and now you have to bring in an attorney, okay, with FINRA and stuff.

Mm-hmm.

So make sure you have enough pricing in there to reinvest back into the business. It's not just revenue minus expenses is profit. You have to put more back. And I like around 10 to 20%.

Okay.

Of your profit should be going back to your business. So all this is math and you just backdoor that amount to what you pay yourself.

Got it. Got it. That's some really good advice. Now we're getting ready to walk down a lane that you really are in. This is your lane. So you, you mentioned something early in the podcast about taxes and the IRS. Tax bills can wipe people out because they look at one month. They look at the whole year, but they look at one month of when I'm doing my taxes. What's your simple tax discipline rule for people?

Yeah, if you're starting out, if you're starting out, just allocate 20% to taxes. Open up accounts, call it a tax account. And if you need to give yourself a reminder, don't touch it unless I'll XYZ, put that on the tax account, right?

Mm-hmm.

Put your profit into it. So before you pay yourself, transfer that money into that account to pay taxes. As long as you have a reserve, that's step number 1. Step number 2, sit down with accountant and make your quarterly estimates.

Yeah.

Make your quarter— well, well, things are tight right now. I might need to hold it. Make your quarterly estimates. Uh, before I got into this business, I didn't know how many people had IRS debt.

Geez.

Um, and it usually— let me tell you where it comes from. It usually comes from a first-time 1099 contractor or a small business owner just starting out. Those are the 2 ways people obtain, um, IRS debt. And all it is is just a lack of planning. They don't think through themselves. They didn't separate their business from the personal. They didn't discipline themselves on their personal side, and they definitely didn't discipline themselves on their business side. So one way is to have an account, a tax account, and transfer for that money in regularly and pretend like that money's in a black hole. You can't pull from it in emergency time. That is not your money.

That is not your money. And I'll tell you, I used to be a car dealer there in Georgia, and I was an independent dealer.

Yeah.

And I would have sales, right? I'm selling cars for the month. Well, the way this— the way the state of Georgia worked at the time, Is I have to collect the taxes.

Yeah.

On this car that I just sold. But the state of Georgia didn't pull taxes from me for 59 days. So I'm seeing this tax money sitting over here and I'm still— I have to pay lot rent, I gotta pay for my floor plan, I gotta pay my staff. There were times that I only had $100 left, but there's $20,000 sitting over in the tax account, and it was very, very tempting to pull money out of there, but I knew the consequences of what would happen if I did not pay the government their share. So you were telling them right, you put it in a black hole. You know it's there, but you— it's not yours. It's already allocated for something. Very good.

And that goes back to maturity. You have to mature. I, I, like I said, starting off looking at the numbers is going to be an ick to you, but over time, once you really have fun with the gamification— but it takes a level. If you want to go into this world of business ownership, you are going to have to have certain levels of maturity like you just displayed. There could be a leak in your roof. That $20,000 is not yours.

Not yours.

Um, it could be something that— a vacation opportunity that's once in a lifetime. That's not your money. That's not your money. Stay away. So, but go ahead, go ahead.

So, so debt is a tool. It is a tool, but it can be a dangerous tool. When should an owner use debt?

I, I mentioned it before, but I'm just going to dig that a little bit deeper. Debt should be used Debt should be used for a proven commodity. You have to have some level of proof. Debt should not be used for hopes and dreams. So everybody online, they only see the winners.

Yeah.

They see the people who win with debt, who leveraged up to their eyeballs and made it out on the other end. But I see it on the other side. I still see the debt from their business from 20 years ago. I still see the debt reducing their net worth, which reduces their ability to retire for an extra 10 years. I see that side of the equation, which happens a lot more than that business owner that becomes successful. Also, for most of us, when we get debt, we're gonna have to do a personal guarantee. What does that mean? You individually liable. Your business goes away, you're still paying for it. Okay.

Yeah.

Leverage yourself for a proven commodity. So, what are proven commodities? So, I have a business, it's doing well. I may want to increase the advertisement campaign. I may want to increase the quality of the fabric for the time being, and I know it's going to help with the sales, things like that. That's when you try to do that incremental thing for your business. That's where debt can be leveraged for a short time so you can recoup that money back and pay off the debt. So, and let me get it wrong. My perspective is a little bit more conservative based off the experiences that I've had and I've had with my clients.

Mm-hmm.

I understand there's a different way to think about these things, but that's just my perspective.

Got it, got it. Now I know you run into this in your business. Um, owners are sitting with you, they're doing tax planning, they're either doing tax preparation, and they look and they say, well, Randall, you know, I want to go borrow some money. I, I, you know, I think I'm ready to borrow some money.

Yeah.

What documents What documents should a business owner, uh, have that should be clean and ready to make them lender ready in 60, 30 to 60 days, say?

For most small business owners, the first thing they're going to check is your tax return. And, and, and if you know that you want to obtain debt, okay, Yeah. Um, there's some things you can do with your tax return to make yourself look more lendable, for lack of a better term. It's similar to business owners who want to, um, purchase a home. Okay, there's some things you can do in your business, some deductions you may not want to take to make yourself appear better. Um, and please consult with your tax preparer on any of the things that are said today on this call. Um, so you have to prep your tax returns years in advance For that lending. The second thing I want you to have is a profit and loss statement. This is something that we said earlier you should be forecasting, but then you have to call— we call it actualization. You have to actually put your real numbers and show, hey, this is my profit and loss statement, and it better sure enough be consistent with your tax return. Okay, there's a slight difference, but they should be pretty consistent. You don't want a, I guess, a banker come and ask you a whole list of questions. The last thing is going to be is a balance sheet. If you're taking out a large sum of money, they're going to need some type of collateral. Make sure you have your asset listed, make sure you have a CIRA number, all those different things so that you can actually successfully lend against those assets. So those are, I would say, the 3 things I tell my clients to prepare if they're going to get debt.

And Randall, I'll throw one more in there. You better have some bank statements. That can reconcile everything that you just said out of those 3. You— and they better look good because they tell a story to underwriters, and bad behavior shows in your banking behavior. Yeah.

Um, you know, every bank statement usually nowadays has a summary up top. Receipts in, receipts out. Okay.

Yep.

And it's your receipts in, receipts out should be a profit minus your distribution. Okay. And that's just the simplest way to do it. When the banker gonna look at it as like, hey, there's nothing coming in, a lot coming out. Um, and you also went and go get ice cream, but that's, that's not the point.

On a Sunday evening.

On a Sunday evening. Just make sure you're clean. And, and being clean, even if you're not getting debt, is just a great practice. Okay, and we're in business. We want to have some level of maturity, and that does take time and effort.

So one thing back on that, on those bank statements, um, you were delving into what, what underwriters are looking for.

What patterns, minus the ice cream on Sunday afternoon from your, from your business ATM card, what patterns hurt small business owners when it comes to their bank I think one thing is if you cannot provide support for your revenue, you know, random Cash App come in, cash deposits, and some businesses are just more cash business than others. That's fine. But you better have receipts. You better have signs. Those, I think, are key. So make sure that you can support all of your revenue in a moment's notice, all the way down to the customer date and thing that was purchased. I think that's important. Consistency. There's, there's nothing that will drive a banker crazier than if you have great revenue one month, great revenue, 2 bad months. And if that's the nature of your business, my business like that, I bill quarterly, mate, you're going to have to show that for 6 months, potentially an entire year to prove the seasonality of your business. So just know that those are the challenges that we face. Remember, bankers want to make things easy like you want to make things easy, so they're going to take the easiest path. So just make it easy on them and be fully transparent with that.

So Randall, as we come to a close, what is one immediate action recommendation that you can give to small business when it comes to tax prepare, tax planning, and getting themselves ready for the next step? What is one action they can take immediately?

I think one thing is create a system that you use to check your finances. So, the system could be every month I scan all my receipts for my bills. The system could be I run a P&L report every single month and this is my process and stick to that system. You have, as you would like your employees to follow your policies and procedures, you need to have policies and procedures for your finances that you are willing to follow. And this is something that probably won't be outsourced for a while. But this is something that you need to check and do every single month. And the last thing I'll say is gamify it. Go down to the level of details I mentioned. How many clients do you need to see? How many calls do you need to make to make that certain amount of revenue and really run those numbers through to your profit and loss? So, create a system and gamify it. Those would be the 2 things I recommend your listeners do.

Everybody, you heard it. You heard it. And this is— I try to bring you, uh, guests that will talk to you like you are their client, like you are the individual sitting in front of them. The information we're telling you only makes you better. Only makes you better. Randall, how can we get in touch with you? Now, I'm gonna have your information in the show notes, but how can we get in touch with you?

Yeah, the best way to get in touch with me is via my website. So it's going to be www.deasilwm.com. That's deasilwm.com. And there you can schedule a free 15-minute consultation and learn more about my financial planning firm and how I help business owners. I'm also on social media. So if you're not ready yet, but you just want to watch, learn more information that I'm saying, I'm also via on YouTube, Facebook, Instagram, LinkedIn, follow these, I post on a pretty frequent basis. That way you kind of know how I process information. And maybe you get some tips to enrich yourself that will make you want to come towards me to help you manage your money.

Absolutely. Randall, thank you for being on the show. And listen, audience, if you want a simple roadmap to start building business credit the right way, go to our website, get our free business credit starter kit. It'll help you. It'll be— the website is also listed in the show notes. It'll walk you through the first steps of getting your business lender ready so you can start that today. Remember, your business credit isn't a score, it's your company's future. Always qualify first and then apply second. Thank you for tuning in to the Small Business Credit Minute, and I hope you enjoyed today's episode on Your Business Is Not Broke, Your Financial Planning Is, with Randall Avery. If you got value from the credit from this Credit Minute, please subscribe and download the podcast, share it with a fellow business owner, And please leave a review so more business owners can grow smarter and faster. And as always, your business deserves a chance to grow just like your business, just like your dreams deserve a chance to grow just like your business. I've been saying that enough. I don't know how I messed that up. That is my tagline, man. I love it. Listen, enjoy, and we will be back soon. Thanks again, Randall.

Take care.