63: The four crucial things to know for financial success with Michael King

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Welcome to the Becoming Bulletproof podcast. I am your host, Tracy o'. Malley. I'm a mom to millennials, an author, Enneagram expert and multi million dollar entrepreneur and master performance and business coach. I've gone from rock bottom to building a bulletproof business and life. If you're looking for the unfiltered transparent truth and ethos, an extra kick in the ass, you will discover that here. Each week I'll be bringing you success stories of high level entrepreneurs as we discover how they became bulletproof and created their empire. You'll learn the story behind the glory along with Enneagram inspired truths so you can ignite your own purpose, profits and build your legacy. It's time for you to become bulletproof. Buckle up. Let's go.

Hello and welcome to another episode of the Becoming Bulletproof podcast. And today we are going to be talking about money and finances. And before you turn the dial or switch to another podcast, I know why you listen to me. You want to have success, you want your business to thrive, you want all the things. And I'm here to tell you can no longer put your head in the sand and ignore this topic. Especially if you're a coach. You have to stay in integrity. If you say you're a business owner, then you have to start behaving like one. And when I met Mr. Michael King a couple weeks ago.

I loved the way he talked about finances and money because it's usually a scary topic for most. I grew up in a household where my dad talked about finances and money management and making money while you sleep. From the time I could remember anything he said to me, those were my first memories of my dad was talking money and finances and the importance of understanding it. Now fast forward 40 plus years and there's a lot more to those few things that he said to me than just make money while you sleep. There's a lot of moving parts when it comes to that. And when I met Michael King, I thought he would be the perfect person to keep it simple. Kiss. Keep it simple, sweetheart. And I think we why a lot of you bury your head in the sand is because it feels so overwhelmed. Overwhelming. And when people are overwhelmed, what do we do? We usually do nothing. Well, Mike, today is going to be talking about the four things you must know inside and out. As a business owner, as an entrepreneur, as anybody that runs any kind of business, network marketing business, whatever that looks like for you. There's multiple moving parts to finances and you can outsource all the others. But these four you Must know in and out. If you want to be forward thinking in your finances and your business. If you want a business six months from now. This is something that is really, really important. Now when you hear Michael's background, you're going to smile because he's, you know, he's been in nuclear engineering. He's, I think he sold paper or shit like that. It's just crazy. And his brain is so cool. Like I could sit and listen to him all, all day long. We were just talking for about 30 minutes. I was like, do I even need to hit record? Because I could listen to him all day long. So you business owners that are listening right now, or anybody that has something that you're, you got to hang up around money, just tune in. Because Michael's going to break it down and it's going to be so simple. You're going to be like, why did I make this so complicated? Michael.

Hello, Tracy. Thank you so much for having me today.

I am so excited to have this talk. Feels like home. My dad passed away close to eight years ago and I miss these kind of money geeking out around numbers kind of conversations. And you have a similar energy to my dad. Just no bullshit. And I love that. So, you know, we've got a lot of listeners that are maybe first time business owners, solopreneurs, you know, they're bringing in revenue, but they don't know what to do with it. And then the tax bill comes and then they're freaking out, which, you know, we're at that time of year right now that that's happening. So what is the main thing? Before we get into your story, I want people to be hit with some nuggets. What is the main thing that you think any kind of entrepreneur, Whether it's making $1,000 a month or $100,000 a month, what are the things that that business person, business owner needs to know?

Well, the first thing that I would like everybody to kind of be aware of and think of is, is that 80% of small businesses in the United States fail in the first five years. And when you look at why they fail, it's not because they had a bad product, it's not because they have a bad service. It's because they make poor financial decisions. And so what that tells me is there's awesome people out there doing awesome things. They're serving their clients really well. And just because they don't know some of the, some of the foundational kind of financial concepts, they're not able to do that. And So I think society is missing out on their gift simply because they're making bad financial decisions. And let me tell you this, Tracy. We'll go into my background and some of the details more in a minute. It sounds like. But even with the background that I have in an MBA, what I do know is this. For 99% of small businesses, finance and accounting aren't that complex. The challenge is, is that people that typically have the information, the CPAs and the accountants, sometimes they don't. They kind of struggle to kind of communicate those, those bits about finance to business owners in a way that business owners can understand. And so my passion, the thing that I just get super jazzed about, is kind of translating finance and accounting into terminology and strategies that regular business owners like me and you can understand and then actually do something with. So that's where I get really excited and why I'm super excited to talk to your audience today because these are the people that need to know this stuff, just like me and you. So you kind of alluded to this. You know, there are thousands of financial metrics and KPIs and all the nerdy, you know, spreadsheet things and those numbers are all really important. But at the end of the day, when you think of what are the financial definitions and terms and metrics that a business owner needs to understand, there's really only four of them. There's only four numbers that will cause your business to thrive or to die. Alright? And that's revenue, gross profit, net profit, and cash. It's not really any more complex than that. And so, armed with a good understanding of what those four numbers actually mean and how they relate to each other, all decisions in business can be made. Now the rest of those numbers that accountants and CPAs and others like to get into, they're going to minimize your tax bill and they're going to help you maybe bring a little bit more money home. Those are important things, but they're not going to cause your business to die or thrive. Just revenue, gross profit, net profit, and cash. So hopefully we can spend a little time talking about that today and what those mean, what people can take away from that.

I just felt the collective sigh of relief amongst the airwaves just now as you heard that those are the only four things that really that the most important things you have to pay attention to. And the rest, yeah, you can hire somebody in their zone of genius to navigate the rest of that. But I love what you said about translating accounting so that it is simple and not overwhelming and we'll get into the four numbers that cause your business to thrive or die a minute. But I really want people to understand why you are so passionate about the way that you educate. And, you know, growing up in a home where finances and all sorts of this stuff was talked about, I appreciate people that will really go to explain it to those of us that that's not our zone of genius. Right.

I can't stand when I'm talking to even a doctor and they start using all these big words and I'm like, are you using those words to make yourself feel better? Because if I don't understand what's happening, not going to be on board for this. And same thing with, you know, my accountants and CPAs and things like that as well. So where did you find this passion? I know it came long before you got into finances and accounting and money and all that. Where has this love of educating and teaching complicated things made simple come from?

Well, as you alluded to earlier, I spent the first half or so of my professional career is a nuclear engineer in the Navy. So I sat on submarines for 11 years watching dials and gauges and a lot of other really monotonous work. It's. It's interesting because people think, wow, nuclear engineering, that's so cool. But then when you think about what nuclear reactors are all about, you've quickly realized that an interesting day in nuclear power is by definition like a really bad fucking day. When interesting things happen, it's like, no, this is actually not good. And so you tend to have a lot of really monotonous, a lot of really monotonous days just sitting there and watching gauges and dials and pressures and stuff like that. And, you know, I eventually decided that I'd had my fill of sitting on submarines and watching reactors not do entertaining and exciting things. And so I transitioned out of the military and I went to work in the manufacturing world, interestingly making plywood. So nothing super sexy about plywood. But I was hired as a staff engineer, promoted pretty quickly to director of engineering, and then was in charge of operations and in that role. And this is a huge facility. I had 500 some odd people that reported to me. And.

You can imagine the amount of revenue that would come into a facility like that. But I started having financial reports come across my desk, and I would look at these reports and I would look at the accountants and the controller and I'd say, what the fuck do I do with this? And so they would start explaining accountant D things to me. And I said, okay, that's all great. But tomorrow, as an operations person, what do I do differently as a result of this report? And you know, to their credit, they were super nice, but I would essentially get the, you know, bless your little heart look, and they would kind of walk away.

And I realized that my passion was more in business than it was in engineering. And I saw that my future led in business rather than engineering. And I said, I need to understand some more of these business y things. And so I went and I got an mba. And.

One of the biggest things that I learned during the MBA process was for 99.9% of companies in the U.S. finance and accounting aren't that complicated. Our businesses are not that complicated from a financial and accounting perspective. Now, Apple and Tesla and IBM, yeah, their finances are super fucking complicated. And I don't really understand a lot of it, to be honest. But that's not the norm, right? Most businesses, most businesses in the US are made up of small businesses like ours and like your audiences, right. We're the backbone of the US economy. The GDP is one of the major metrics for financial health for a country. And when you look at gdp, it's almost primarily made up of small businesses, okay? And when you think back to that statistic I gave you earlier, that like 80% of small businesses are failing, and you think, wow, the people that know how to stop that can't communicate well with those small businesses. I said, wow, as I'm going through this, getting this education, I said, all the market's needing are people that can just translate, right? And what a cool way to really move the needle for, like, real people, right? These are mortgages and college tuitions and, you know, as you know, business, small business is a very personal thing. And so that touches on marriages and, you know, relationships and all these things. I said, what a great way that I could actually change lives. So where I felt that lack of fulfillment, sitting on reactors, watching needles engages and those kinds of things, I found that fulfillment in the translation of, you know, the complicated financial stuff and explaining it to people in a way that they can understand. So that was kind of where it came from is I said, you know, boy, this is my way to change the world is I'll help translate this stuff and help people understand, you know, what it is they need to know so that their businesses can grow and thrive.

That is one of the things I think I love about you most, is that passion. And you said it so well. Like, when you own a small business, it is personal. It isn't Something like Tesla and Apple, which are like huge, huge, huge, like out of this world. Like, can't even wrap my brain around all the things that go into that moving part. But small business being the backbone of the economy and there's a gap in the translating of what is driving our entire economy. And like you said, it's so personal. And you know, there's marriages and relationships and houses and homes that are on the line with this gap of the translation. Like imagine, I mean, you see this every day. And by what you are so passionate about doing, you bring such comfort to those of us that have put the blood, sweat, tears into our businesses, all that sweat equity, to know that it matters for something in a way that isn't so crazy. Because I know, and I've worked with a lot of people in the past, that the financial aspect is really what's keeping them up at night. And it's not that they're not bringing in enough. They just don't know what they're doing with it. And they are bracing for impact pretty much all the time because they know without this knowledge, who knows what could happen, Right? So what is the biggest mistake that you see most small business owners making other than putting their head in the sand?

Well.

There'S a little rhyme that I like. Maybe it's a rhyme. It's revenue is vanity, profit is sanity, but cash is king. So as business owners, a lot of when you say to your friend, hey, how's your business doing? What's the first kind of thing they say, sales are up 20%, quarter over quarter, or we're going to double in revenue from last year. Well, that's great. But if you don't have profit off of that revenue, then it doesn't really matter. I like to talk in hyperbole just to make examples make more sense. If I did a million dollars in sales this year, are you impressed? Maybe. But then if I told you it cost me $1.5 million in Facebook ads to generate the million dollars in sales, which means I'm at a half a million dollar loss, well, that's a lot less impressive now. Right? And so I think a lot of times as business owners, we get really focused, really enamored with that vanity metric of revenue. So revenue is vanity, but profit is sanity. And what that says is, okay, once you've subtracted out all the cost to operate this thing, how much money do you have left over at the end of the day? Okay, how efficient is your machine, your business machine? Okay, but now cash is king. And when you think about it, profit and cash, a lot of times are two different things. Okay, totally. And here's a great example of how that might work. If, let's say that you sell coffee cups, and so you sell coffee cups for a dollar, and it costs you 50 cents to buy that coffee cup from your supplier. And so you know, when it's all said and done, after all your other expenses, let's say that you have 20 cents of net profit left over, but you have to pay your coffee cup supplier immediately for that coffee cup, but the person you sell it to doesn't have to pay you except on net 30 terms.

So you made 20 cents in profit, but you have no cash for the sale yet. And that's where a lot of times business owners can get in trouble. Once you start getting just a little bit more advanced than a one to one solopreneur consultant, and you make your clients pay you in advance when you're doing that, then these things aren't kind of as complicated. But as soon as you start having vendors and payment terms, and maybe people are paying you on credit card and your credit card processor doesn't pay you, but every 15 days, cash becomes a really important part of the business. And I like to tell people, of all the numbers on all the financial reports, they're all imaginary. None of them actually exist in the world except for one bank balance.

Also known as cash. And so back to your question. What's the number one mistake I see businesses making? They focus on vanity metrics like revenue, and they don't focus on the one number that's actually real, the one number where you can actually touch it if you want to. And that's cash. It's just not as sexy to talk about. But at the end of the day, cash is what pays you. It pays your employees, it pays your vendors, it pays your rent. That's the number that people should be focused on first and they should be focused on revenue last.

I know there's a lot of you listening right now that are getting a little nervous because, you know, we've all done it. We've all focused on the happy, shiny parts. And when we have to actually look at the facts, some of us, some of you are like, oh, shit, like cash is king. It is what allows you to make decisions. It's what allows you to pivot if you need to. I love that you said that. Because in the world that we live in today, every fucking thing is about vanity metrics, isn't it? Doesn't it seem it's like, how many likes do I have on Instagram? How many followers do I have? How much revenue did I bring in? What was my six figure month? But like you said, like, okay, let's subtract all the things that it took for you to have that six figure month, right? So a lot of the people that are listening are in the service industry, whether it's a coach or a network marketer. I know that you talked about like product people, and I know this applies to everybody, but for somebody that's a brand new coach or network marketer or what advice would you give them as far as setting up their finances? Or even if they're in it already and know that they have not been a great steward of this whole financial part, what is the top thing you would have them do first?

So the first thing I'll tell them to remember is there's no shame in that game, okay? Everybody started not understanding their finances, right? Very few people go into the game. Unless you are like a solopreneur accountant understanding how this stuff works. And here's a great example that highlights this. I went to a Rachel Hollis event back in November. There were 6,600 people there. And she said we were doing this kind of trust thing. And she said, I want everyone in here that like, be honest, be real. If you don't understand what. If you can't clearly articulate what were your revenues, gross profits and net profits last year, please stand up. And I bet 5,000 of the 6,600 people stood up. I mean, it was well over half, okay? So you're not alone. However, that doesn't excuse you from the responsibility to figure your shit out now. Okay? So step one is like, all right, I need help. Step two is actually, go get help. So here's the thing that I would tell you is like the most meaningful.

Go hire a competent bookkeeper, okay? If you are not an accountant, you're not going to YouTube your way to keeping good books. And if you don't, it's true, right? And a lot of times, and like a lot of times as solopreneurs or small teams as CEOs were like, I'll just figure it out, right? Like, I'll figure it out myself. I'm smart, right? I can solve problems, I can learn anything. I'm going to go figure this out. You are not going to YouTube your way to doing QuickBooks or Xero the right way. Go find a small business bookkeeping service that's going to do a good job. They're Going to serve you with the heart of a teacher. They're going to not just do it and hand you a report, but they're going to teach you and talk to you and up your game along the way. Because you can't understand those metrics, right? Revenue, gross profit, net profit, and cash. If your books are bad, okay, so spend the 250 bucks a month and go get yourself a bookkeeper that is going to teach you those things and do a good job interview, right? Don't just go find the first one. I would interview five or six and find the one that you like, really jive with their personalities and that you can trust, ask for referrals, and then again, find one that's got the heart of a teacher. Because this shit's important. They don't need to teach you all the things, but they need to be teaching you every time you talk. What's my revenue, gross profit, net profit and cash. And really focusing on those things. So that's my advice to like that solopreneur and smaller businesses, you know.

Be okay with, not with the fact that maybe you haven't done before. And then the first thing you need to do is go hire a bookkeeper so that you can get those financial reports in order and you need to be looking at them, like, all the time.

That was great advice. This is not like building a website or working on Canva where you can YouTube your way. This is not something you want to jack around with because like you said, you know, the reason why 90% or whatever it was of small business fail in the first five years isn't because of a bad product or service. It because of poor decisions. And I agree, this is one of the most important $250 a month that you will. You will pay for. Sure. Really, really important. So I know that we live in an age where people are switching things up all the time. You know, they are doing one thing. And, you know, you and I were raised in an era where, you know, you go to school, you get a job, you stay in the same job for 40 years, you collect money, you retire. You and I are about the same age. So that's kind of like what we were raised around for the most part. Even though my dad was kind of an outside thinker, I don't know about yours, but, you know, we live in an age today where people are, you know, multipreneurs, they're pivoting, they're making money on YouTube, all sorts of things. And, you know, part of the conversation that we were Chatting about before we even hit record. I was very intrigued by that. Even you in this industry decided a year ago to pivot. And I think it's a really important conversation that people hear. You know, sometimes we stay in the wrong thing for too long. Right. And even though you have all your numbers down, there was something in you that it just didn't feel good. Right?

Absolutely.

And so I do want to talk about that, even as somebody who's a numbers guy, like, there is a time that the numbers, even though they may not make sense, to shut everything down and wipe it out and start over. What was it about what you did a year, not even a year ago, that made you decide to do that?

Well, so my company has been around four years next month. But it was just about two years ago that I got really committed where I said, this isn't a hobby anymore. This is going to be my thing. And so, you know, put together a basic business model. And I'm going to do financial consulting. And, you know, this is kind of the services I'm going to offer. And this is what I'm going to charge. And you get a website and you start kind of going after it. It's good to plan. But, you know, every. Every plan. What is it Michael Mike Tyson used to say is, everybody's got a plan until they get punched in the face, right?

So it's true.

So it's great. You spend a little time, you put together the plan, and this is the market I'm going to go after and et cetera. But then real quick, you need to be out there with boots on the ground and doing it and learning some things. And I did that, and I'm really proud of that.

I'll just be really transparent with you. So I have a lot of experience and a lot of knowledge and a lot of things, but building a business from the ground up isn't one of them. Okay. And so I realized that I could go and find some clients on upwork and I could start getting some good revenue from that. And so that's where I was picking up a lot of my clients, was right off of upwork. And so I built that up to where I was doing, gosh, I don't know, like 25, 30 grand a month. Right. It was, like, pretty meaningful. I had a couple of. I had one person on my team at that point. And so we're building this thing up. And one of the things that I learned was in order to do financial. The strategic financial planning stuff that we do, our clients had to have really good books. Okay, we're not bookkeepers, okay? You have to have a bookkeeper. So we're like having to send them away to go find good bookkeepers and then they would come back. Well, that was too much of a hurdle for people to get over. They just didn't come back. So I said, hey, what a great thing for us to bring into our ecosystem is, hey, you don't have good books, but we can do that for you too. So I went and hired a bookkeeper, and he was awesome. So we started doing bookkeeping work for these clients. And it grew and grew and grew. But I realized that I started. I was getting really resentful of the work. I wasn't enjoying it.

I just. When I would get to work every day, I had anxiety. Not this awesome overflowing desire to serve. Well, I said, why is that? What's going on here? And so I took a really good look at the clients that we were serving, what we were charging them, the level of service we were able to provide. And I realized that wasn't where I wanted to be. It just. It wasn't in alignment with where I wanted to be and who we wanted to work with. And I said, okay, how do I get out of that? How do I pivot from that? And I couldn't come up with a good way to fix it other than a reboot.

Okay. And so we blew away all of our clients except for one. Like, I literally fired all of our clients. I went to the. One of the guys on the team and I said, do you trust me to figure this out? And he said, I trust you'll figure it out. And so with one set of emails, it was done.

Wow.

And, well, I didn't sign up. I didn't go into business to work for what I was making and to do the kind of work that I was doing. And it was all my fault. I mean, I didn't set good boundaries with clients as an example. And so clients are calling me and texting me day and night, right? No reputable business that's doing multiple seven figures lets you call their CEO at 9 o' clock on a Friday night to ask a bookkeeping question. Right? And it was because I wanted to serve and be available that I let those boundaries just keep getting pushed and pushed and pushed. But that's not scalable. That's not a real business in my mind. But I knew I had let those boundaries get too far and I couldn't pull them back. There's no way I can Go to a client and say, you're now. You're now. I'm now accessible from 9 to 5, Monday to Friday, except federal holidays. Right?

So blew them all out. And I said, I've got to rethink this thing, or this entrepreneurship thing just isn't for me.

That is such a powerful story. And I love that you said that, you know, being good at what you do didn't necessarily mean you knew how to build a business from the ground up. And, you know, whether it's relationships or business partnerships or clientele, sometimes you do have to kind of like, burn the boats and start from scratch. So when you said to your one person that was working with you, do you believe that I'll figure this out? Did you know that you would figure it out as fast as you did?

Well, it's interesting. It's all perspective. You know, when I look back on it, I feel like it took forever.

I'm sure.

And when you. If you talk to him about it today, he'll say, I'm amazed that Mike was able to re. Put this. Put this thing back together again as fast as he did. And I'm like, how in the world do you think that was fast? You know, and he's like, you rebuilt the business from the ground up, you know, in the course of, like, 90 days. And, you know, it's taken off since then. It was like, that's fast. I'm like, oh, that's not fast. That was the most arduous 90 days that there's ever been in the world. You know? What are you talking about? So was it that fast or slow? I don't know. So I guess it's just a matter of perspective. But, you know, what was your question?

No, you answered it. So there's a lot of people out here that are exactly where you were two years in. Like, they love what they do, but the business aspect of it is just not working. So what would you recommend for somebody that, like, it's, this is not what I wanted to do and this. And they know they have done exactly what you did and had no healthy boundaries because maybe they felt like they had to give, give, give in order to have the clientele they did. What would you recommend? Would you recommend just burning the boats? Or is there a. I operate best like that. I'm sure you do. Like, when my back's up against the wall, I do well. But most people that probably is really scary to think to do. So if that's where they're at, what would be a good Transition to switch that up.

Well, I wasn't quite as flippant as it makes it out to be.

I know you were.

So what I did, you know, I don't know what's right for you, but for what I did is before I burned the boat, I sat down and I said, why am I unhappy? What. What are the real things that I'm doing that make me feel unfulfilled or unhappy? And I was. I got really real with myself and said, these are the things that I'm doing that I don't want to be doing.

Love that.

Okay, what about the customers am I unhappy about? What about the revenue am I unhappy about? And I got very clear with what I was unhappy about. And then I said, all right, well, if this is not good, what does good look like? And so in a very similar way that I listed out the things I didn't like, I said, what would the ideal state look like? What hours am I working? How much am I billing people? What kinds of clients am I working with? And I listed that out and I said, okay, now that I know this is where I am and this is where I want to be, what has to exist, that's what has to be true. That's not true today for that to exist. And so I mapped that out, okay. Once I had that clear path from today to the ideal end state, that's when I burned the boat, is I said, I know what I need to do to get there. And so we hit eject, eject, eject. And I got about the business of making those things true that weren't true to get there. And one of the big gaps that was there, I think this is probably what you would ask next, is one of the problems that was, I mean, fundamental problems with the business is my branding was off. Okay? I was attracting a client that was a little bit earlier on than I ideally wanted to work with. Right? There's nothing bad about that. I just wanted to work with some. Some businesses that were a little bit more developed and that had a really strong growth trajectory. But the words that my website used, the words that my sales pitches use, the website itself and the images, everything down to the logo, were really appealing to that, like, really early stage company that could afford a certain amount of an investment in our services. And I think that the single biggest thing that changed was that realization that it's the words that we use and the pictures that we use in the low. Like, all of those things really mattered. And when I got those right, nothing changed about our service. We didn't start doing a better job for people, but when those things changed, we got paid.

Kind of proportional to the, you know, the levels we wanted to. You know, we were working with the clients that were at the right stage in their life cycle that we wanted to the. We were working with the kinds of business owners that we wanted to work with. And it was literally a game changer for me. It was a life changer for me. And injected that, like, adrenaline back into me every single day that I get really jazzed to get up and do what I do now.

And that's amazing. And I love that you laid that out like you didn't just burn the boats and say, fuck it, let me figure this out. Like, you had. You knew exactly what was missing in order for you to have the clients that you wanted. And I think he even mentioned to me earlier, like switching up words and how he presented what he did to people. I think at 4 or 5 x'd your business, right?

Oh, easily. Yeah.

That's crazy, you guys. So it does matter. You have to be clear and you have to have like.

That vision for that before you just start, you know, burning the boats. Right.

Back to practice what I Preach, if it 4x my revenue, it probably 10x my profitability, right? So it wasn't just on, on the revenue. It was profitability as well, because we're spending less time per client because of the boundaries that were set. So we're still able to do an awesome job and deliver just ridiculous value, but we're able to do it in a way that makes sense from a time perspective so we can actually serve more people now. So the profitability of the business became higher. The efficiency of the machine was doubled down.

I love that you said I got goosebumps when you said, but I 10x my profitability, because that's more important, right? That's sanity right there.

That's right.

And because of that, like you said, it was able to free you up for the things that you are passionate about, like educating. I know you have a podcast now. And don't you have courses or something like that that people can learn from you from? How can they learn from you other than the market?

Well, soon.

See, I'm just making it. I'm making it happen.

You are.

You're welcome, everybody.

So today, from the core consulting business, you know, we work with businesses that are, you know, somewhere between 2 and 35 million in revenue. That's just where we, we like to operate. We can add the most value, but once I got the consulting part figured out. I said, how can we go back to those earlier stage companies now and give them that knowledge again? Because 80% of small businesses and how do we serve like the really young businesses? And I said, boy, I think there's something here that I think we could teach this. I think that we can give, you know, a no bullshit education to people and really connect them with this knowledge in a way that they can, you know, watch a course, you know, some, some short clips and where I'm dropping some F bombs and stuff here and there and keep it fun and tell some silly stories, you know. But I said let's, let's go back and serve that part of the market now and serve them really well in a way that they can afford and it makes sense for us. And so, yeah, we're putting together kind of a CFO course now to help you understand those kind of mechanics. But again, it's focused just on those four numbers, you know, it's not getting into depreciation and crazy tax stuff and. But yeah, that's coming and it'll be out this summer, so that's exciting.

Oh my God. You guys are gonna want every part of that. In the meantime, I love your podcast called in the Trenches with Michael King. It's only been launched a little like a month and two days I think now, and it's already in the top 20 of business podcasts. Is that accurate?

Almost. It's. Yeah. So it's been the highest. It's been is 43 now, so not quite top 20.

That lets you know that he is dropping knowledge bombs and actual value that people like you and me can benefit from and apply. Which, you know, it's one thing to talk out your ass about whatever it is you're good at, but if, if it doesn't move the needle for people, I believe we are all failing. And I love your commitment to educating all of us so that the backbone of our economy can stay strong and powerful, that we can have passion while we do it without having to worry about all this stuff. Mr. Michael King, I could talk numbers with you all day long. So other than the podcast in the Trenches with Michael King, where can people find you to kind of cyber stalk you?

Well, they can go to the website that is kfe solutions.com so k as in Kilo, F as in Foxtrot, E as in echo solutions.com and you know, you can find us on all the normal scroll hole places like Instagram and Facebook, etc.

I love it. See you guys like talking money and finances doesn't have to be scary or boring. This was a fun conversation and I'll probably have him back on at a later date to talk more of the things that you guys are struggling with. I'm sure he, he's an educator and he, he gets geeked out about teaching. It's so fun. I love it when people are passionate about really helping people change and feel confident in what they do so they can, like he said, bring their gifts to the world. It would be a shame if your gift was lost because of a bad financial decision and Mr. Michael King is here to make sure that doesn't happen. So thanks for being on.

That was my pleasure. Traci, thank you so much.

I appreciate you.

All right, cool guys.

See you next time. Thank you for tuning in to the Becoming Bulletproof podcast. If you learned a thing or two from our show today, it would mean a lot to me if you shared it and tagged me so I can hear exactly what landed on your heart. This will help me to bring you even more episodes with the topics and guests you want. Please head over to itunes and leave an honest and loving five star review. If this made an impact on you, you can find me on Instagram at traceyomalley and I have tons of free resources for you@traceyomalley.com as always, if you are wanting to ignite your purpose, profits and build your legacy, it's time to stand on the front line of your life and do the work. Let's become Bulletproof.

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