Okay, welcome back to the Daily Mastermind, George Wright III with your daily dose of inspiration, motivation, and education. I'll tell you what, I'm pretty excited today. I got a chance to meet our guest today, Casey Anson, and bestselling author. I'm going to do a little bit of an intro for you real quick, Casey, but we're really excited to have you here today because I love business and I love strategy and tactics. And today, guys, you're in for a treat because we have the owner of Spark Business Consulting, an author of the book Profit First for Restaurants. It's somebody that definitely follows a lot of what I practice with business and marketing and numbers and things like that. But a former restaurateur in Boston, tons of experience in that industry. We're going to be talking about restaurants in particular. But Winning and losing strategies for hundreds of businesses. She's got 300 clients, an Amazon bestseller, definitely a lot of stuff to dig into. So Casey, welcome to the podcast. Thank you so much. Great introduction, George. Thank you. Pleasure to be here. Oh man, I probably could go on and on and on and you have so much experience, but I'll tell you, I love bringing individuals like yourself in because usually when we talk numbers, people start to just kind of get like either bored or distracted, but you have this awesome personality. So I think people are going to actually stick in and hang in there with us. But you know, as well as I do, that numbers are the game, right? So tell us a little bit about yourself. Kind of like give us the backdrop story of where you're from and kind of the restaurant business, and then we'll kind of bridge into some more strategic stuff. Okay. Let me try and make that. It's not too long. So I'm originally from Connecticut, went to the University of Rhode Island. I always wanted to be in restaurants. I just wanted to own and operate restaurants since I was the time five years old. My parents did not want me to go into that industry at all. They thought it was too narrow a path. It's grueling work. Restaurants have a high unsuccessful rate, a closure rate, blah, blah, blah. I heard it all. But so I didn't go to school for hospitality management. I went for a business and marketing degree and got that. But the second I graduated, I got a job at the Chart House restaurant, which at the time- Yeah, love it. Love it. Yeah. So at the time, it was like one of the number one high-end steakhouses in the U.S. And there was a few here in New England. There was one in Newport, Rhode Island, Boston. So even though I got my degree, I was like, nope, I'm going back into where my heart and soul sings. And that was in the restaurant industry. So the Chart House had me work in Newport, moved me to Boston. And then Boston is where I discovered all of these beautiful little neighborhoods that had all these wonderful little bistros that these chefs were creating food I've never even seen or heard of. And I fell in love with that even more. So I started bartending, waiting tables and becoming manager, director of operations all the way up until I ended up owning a couple of restaurants, myself and two partners, raised some money and we opened Bomboa in the back bay. And then we had another restaurant, Italian restaurant in, um, in the Fens in Kenmore Square, right by Fenway Park. Wow. It was great. And it was awesome. And it was a dream come true. And I felt like a rock star until I didn't anymore. And as most probably restaurateurs can attest to, like there are the best of times and then there can be the worst of times. So on the other end of that, as things were not going so well in the restaurants anymore, neighborhoods were changing in Boston at the time, my partners and I were all going in different, different paths in our lives. One wanted to move to an island. The other one, I'm not even sure. He just didn't want to take work seriously. And I had just gotten married and had a child. So we ended up selling the restaurant before we had to close it. So that was good. We sold the restaurant, went our separate ways. And I thought, what am I going to do with myself now? And I'm going to miss my beloved community, but I'm home with a baby and thought, what am I, well, what can I do? That's all I've known as restaurants other than college. And I thought, oh, you know what? I ended up being darn good at those numbers because I had to be in order to keep those lights on for as long as I did. So I thought, well, maybe I can help some other small businesses figure out their numbers, their accounting, you know, and that's started a little company. And then it really grew like wildfire. And I learned a few things from doing that. One is that your average business owner knows nothing about numbers. Some don't even think they're that important. Newsflash, super important to understand your numbers for more reasons than you can imagine. and two, that it translates to almost any industry because the math stays the same. Two plus two is more, no matter where you go. And understanding logic and following the money is the same. So I was able to grow so fast. People needed me. They needed what I do. But I also, I think that I was a little bit different than your typical bookkeeper accountant. And then I actually cared. I had to think that's just the way it is. We work with a lot of CPAs because we don't do taxes, right? So we partner with every one of our client CPAs. So that's almost 200 different CPAs more so that we work with. And they're still like, you know, attach, please find your 2022 taxes, the end. Like that's it. And that you'll never find anything like that from us. When we're ready to give financials, we're going to say, hey, let's sit down. Let's what are you doing here? What happened last month? Where's where's your payroll cost this high? What's going on here? Hey, or that's kind of what you hear. Or you might hear like, congratulations on that launch. You just killed it. And this labor costs, what? Good job. Let's have 12 more Julys. So you're going to get a cheerleader and you're going to get a coach and you're going to get somebody that is going to tell you like it is. And I think that's why every one of our clients is from word of mouth, from a referral, because we give it to you straight. We talk your language and we make you understand that numbers can be fun, but they also are super important. So I love that you said that because you made a couple of distinctions I want to point out as people are listening here. Number one, there's a big difference between tax preparation and tax planning and tax strategy and numbers. And people need to understand that when we're talking about numbers, we're not just saying like your accountant's doing the books, right? You've got to be very strategic. And this is a hard message for some people to accept. But the bottom line is you may or may not like numbers, but that's not really the point. If you want to be successful in business, the numbers are what drive the business. So being strategic and proactive with numbers are different than just doing your numbers for your taxes. But I like that you said you can have fun doing it. Look, I mean, when you get in a business that you enjoy and you love, if you want it to thrive and you want it to grow and you want it to sustain, you got to dig into the numbers and you got to dig hard. And finding, I always talk about finding someone that you can work with, whether it's a tax professional or finance professional that cares about you and your business as much as the numbers, that's huge. And you feel like that's been a big reason for the success you've had, right? A thousand percent it has. And actually, even to this day, and I've owned Spark for over 15 years now, it still shocks me when I come across a CPA that you clearly could tell does not care. You're talking about like in the business itself? What's that? You're saying like in the business itself, a CPA, or you mean outside the business? CPAs. I mean, outside CPA, that any one of our 200, 300 plus clients, you know, hire to do their taxes. They're just like, just give me the books. All right, here's your tax return. Goodbye. What? There's so much more that goes on. Yeah. Do you think a lot of businesses though, because you work with a ton of business, you've worked with thousands of businesses. Yeah. Do you find that most of them kind of just, they're not passionate about the numbers? How do you, do you, because you are, and you understand the significance, and I know a lot of businesses, they just don't put as much on the numbers. Do you feel like you have to kind of like drive that a little bit or what, is that one of the reasons a lot of businesses that you find are not doing as well as they should? I have to drive that home a lot, a bit. I mean, a lot with all of them. And I think yeah I say 99 of our clients they only came here because they felt like they think they had to You know you have a business you have responsibilities whether it payroll or your taxes like you have responsibilities to your numbers. So that's just one piece. That's kind of like the end game piece. Like you have to do that. But I mean, it's a tool. Like money is a tool for you to use in your business. And it can tell you so many things. And it's just everything. I mean, cash flow, they say, is a lifeblood of a business, right? And literally just like blood in your body, you need to keep, it needs to keep pumping and moving through so that you can thrive as a human. It's the same with cash, money in your business. It has to keep moving. Yeah. And you have to be intentional. It can't be something like, okay, well, I'm going to open the store and I'm going to unlock the door and I turn on the lights and I hope people are going to show up. And if they do, I'll take their money. And then I don't know what happens after that. Because I feel like I do see that a lot. And that is not being intentional. Like, no, that's not a business model. Let's talk about your business model. Yeah, you wonder why business, I mean, people wonder why businesses fail so much. I got to ask you a quick question just on your background. But also when you say numbers, because people are listening to this and they own businesses and their investors and whatnot. When you generally are working with a client, and I know it's all of the above, but I want you to give kind of a level of priority. Where do you prioritize cash flow versus financial statements versus are you digging deep into KPIs for the business, like key performance indicators for their money? What do you generally look at and what is it that you prioritize for a business if you're having them monitor their numbers? What are some of the top priorities you like to throw out there? Okay. So these are a bunch of top ones. Not a lot. a lot to unpack. I know that's a lot to unpack. So I'm just kind of curious, you're at a real strategic level and you wrote a book on profit first. You drive in and say, because I'm a big fan of, I believe that a business lives on cashflow. Cashflow can sustain you through periods of time when you don't have the financials the way you want them. But that's such a big, big deal. And if you're not tracking your KPIs and your real key performance indicators of your business, the numbers, right? You don't have a heartbeat on your business. So I'm curious from your perspective, what you prioritize when you go into a company. Yeah, I love this question. So I'm going to go over with you how I do a diagnostic review. If we have a new client coming on board, they send me their books and they get a diagnostic from me. And here's where I start. I start with the balance sheet all day long. And most people don't want to look at a balance sheet, but the way I explain it, I think it's in human terms, they're going to get it right. So your Your balance sheet is the spine. It is the backbone of your business, right? And everything stems off of the balance sheet. So I got to start there. And when I'm reviewing a set of books, I want to see how strong it is. Now, at the top of your balance sheet, you're going to have your assets, right? Which is going to be your cash, your bank accounts, your savings, AR, accounts receivable, who owes you money, your fixed assets, any vehicles or equipment that you have. So I want to see what's going on in this business. Are they strong cash-wise? Sometimes I see they might have 30 cents in their bank accounts and that's not all that strong. Sometimes they have millions. So I start there and I go down the spine and the other half of that balance sheet is your liability. So I'll say, okay, what kind of credit card debt am I looking at? And are they paying it off every month or not? If they're not, that's goal one, really. Like, all right, we got to get this thing paid off because credit card interest is stupid and I can't stand seeing that in a business. Wasted money. Wasted money drives me nuts. So then we move down. We'll look at some other liabilities, some of the loans they might have taken out. and then I'll start seeing some of those high interest loans. Like, well, I'm probably not going to name any, but there are some type of usury type loans where they end up paying back about 40 to 50%, right? So if I see that, I know, oh, this business has been in trouble and they didn't know how to get out of it themselves. And then you move down to the bottom of the equity part of the balance sheet. And then right there, that very last line or second to last line, it says total equity. That number is the final number that I will highlight to a client because what that number can represent, and it's not the whole story, but it's a part of the story is if they had to shut down their business on that day, the day that report was run, and they had to empty out all their bank accounts and collect all the money that was owed to them and then pay off those credit cards and pay off everything else, what would they be left with? And that total equity, if it's a few hundred thousand, depending on the business, good for them. But I want to see that keep going up. Oftentimes, maybe 50%, it's negative. I can tell you, and I always know right now, why it's negative. It might be the first thing that I point out. This is negative because you have too much debt in this business and your business doesn't produce the cash to pay that. So then we're going to go over to your profit and loss statement. And that's more the story. It's super important, but it's not your spine. It's the story of what's going on in your business. So then I'll start from the top down and I'll go through like, what's your revenue? What was it last month? What was it last year? Where are we year to date? Then I'll look at prime costs in a restaurant or cost of goods sold for another business, right? Where are you cost of goods sold wise? Meaning what did it take for you directly to produce those sales? And is it within reason? And across industries, I can tell you right off the bat, what's within reason, what's not. As a matter of fact, yesterday, I was looking at a set of books. It was for a service space. It was a law firm, actually. 85% payroll. How many businesses you know can survive at 85% payroll? Yeah, yeah. None. None. It's not even like, it's not even a thing. I can't even imagine one is because that doesn't mean the other. And yet businesses, I got to add this because, and yet businesses operate every day without looking at all these numbers and they operate every day in positions like that. Some of them not for very long and they just don't know or they know and they don't identify that, right? They don't identify that. They just don't know what they don't know why we have plenty of work, right? So then if I go down, so I go down through, so I'll identify some key percentages of what's too high. If it's a retail, it might be their occupancy costs. Maybe they got some huge store and some high-end strip mall or whatever it is, and they don't have the sales to support it. Guess what? Dump that lease right now or you're going to go bankrupt. So there are things like that. Then we get to that bottom line, that net income, the profit. And here's the thing. This is probably one of the most common things I get from businesses, is that bottom line might be positive. It might be 10, 15, 20, $50,000. And they'll say, yeah, but where is it? I can tell you exactly where it is. If you'll just sit there for a second and listen to me, right? They always say, where is it? It's always in the numbers. It's on this balance sheet. It is attached to your debt or your owner's draw or your shareholder distribution. That's where it goes. You know where it should be? It should be in a bank account that you point to and say, there's my profit. But if you don't take that, If you don't deliberately put that money aside and call it profit, then it's just going to vanish into thin air. This is one of the things I love about Profit First and why I wrote the book for restaurants. But I love the book in general is because you put intention behind every single dollar that comes into your business. And that first intention should be profit because the business can't survive without it. It can't pay their debt. It can't service their owners. It can't grow. And I don't think we put enough attention there. So that's what I love about Profit First. But that's kind of how I read the balance sheets. I don't even get over to a cashflow statement because the way those are, that's when the eyes start to roll back in people's heads. Got it. So I just explain it a different way. No, I love though the perspective because that's one of the reasons why you need, and I'm talking to some of the listeners out there, why you need to bring people in that have the perspective that are going to help you to make sure that you're staying focused on what's important. Because at the end of the day, and I like how you put diagnostic. I mean, we have different episodes based on hell, you know, mindset, business, finance and wealth and wealth accumulation. And if you don't have, listen, if you have not done a diagnostic of where you're at, you don't know where to put your attention. You don't and where your attention goes, energy flows, your results happen. So diagnostic is such a great word and such an important thing to do. And listen I know that there some business owners especially startup CEOs entrepreneurs that they struggle with being down in the weeds But that one of the reasons and I think there an importance by having a good team a good whether it outsource inside whatever it is because you don't have to be an expert in everything. You just have to prioritize the things that are important and bring in experts that do that, which is obviously why your business has done so well. I love how you bridged into profit first because I'm a big advocate of the book. I really like the message and things behind it. What made you decide to write a book versus you've got your clients, you've done the restaurant business, you've gone into this. What made you decide to write a book and where are you going with that? What's your goal with that? This is probably going to be a terrible answer, but it's the truth. And if I'm not anything, I'm truthful. Okay. So when I was talking to the original owner, author of Profit First, Mike Michalowicz, like I said, he was my business coach for a few years ago. And he approached me about writing it. I was like, I am never writing a book. Nuts. I'm writing a business. Had no plans on it. Fast forward a couple of years later, my business was running on all cylinders. It was doing great. I moved people up into the higher positions. It was running without me. It's how I built this out. by the way, it's how every business should be built to run without the owner. I've always known that. So I built it to run without me. It had been running without me. So I was kind of looking for another project. I was looking to open a restaurant. I'm like, I don't know. My kids are in school. I got to be around for them. And I looked at some business opportunities. I wrote a couple of different business plans, kind of a hobby of mine. I like to write business plans. So I wrote a few, couldn't figure out, but I knew I needed this project. I just didn't know what it was. And then one day, about two years ago, I'm on a call with Mike for something completely unrelated. And I just literally, George, it was like a light bulb went off in my head. I'm not even kidding. And I just, I sat up in my chair and I went, Mike, did anybody take the derivative for Profit First for restaurants? Because by now, a bunch of people are writing the other derivatives. Yeah. Let me check. He called his assistant, got back on the phone. And he said, nobody's taken it yet. And I said, that's my project. And not only because I was looking for a project and I needed it. And by this time, I had run into a few other people in the Profit First community or kind of surrounding community. They also were servicing my beloved industry of hospitality and restaurants. But I didn't think they don't love it as much as I do. They weren't in it. They don't. I don't. I didn't get the vibe. They cared like I cared. And I was literally worried that one of them would would take the rights and want to write it. And that was my book to write. That was. Yeah. Yeah, it just resonated with you. And it stacked up all your experience too, like going from restaurants to numbers to your mentoring with Mike. I mean, obviously that all worked kind of to your advantage. So you released the book just back in June, right? And obviously it went right off the charts and everything. And you really loved it. And now your goal and your mission is really to help restaurants thrive, which I got to just ask, that has got to be one of the hardest businesses to make work, right? Like, I mean, I mean, I'm just saying what I've heard is it is. Why is that? Is it just because it's give me give me your thoughts on restaurants in general as a business choice? Yeah, because if you put up a restaurant, I mean, even just financially financial reporting wise against almost any other. There are so many more moving pieces, meaning more expenses, more things to look out for in a restaurant than there are in almost any other business out there, especially a service based business. but even with general contractors, it's just restaurants have a much longer P&L. There are just more things to hyper manage. And it is a business of nickel and dimes. Overall, you're just, I mean, I have a whole story in a book just about to answer this question, because even though you might be able to charge 50 bucks for a steak, that's not a $50 profit, even if the steak only costs you $15 to buy. I mean, you have, think of all the people. The unit cost itself. Yeah. You had the sommelier, the chef, the dishwashers, the porters, the prep cook. I mean, there are so many moving pieces. Again, all have to be managed and all going toward making one steak. You can sell a hell of a lot of steaks to make any profit, which is why the profit is so scarce there. So it is a very tough business. And it's kind of ingrained that way. But I'm trying to shift that mindset. If you're just more strategic and intentional behind every dollar that comes into your restaurant, you can change that. it does not have to be a struggle. You don't have to struggle to make it in the restaurant. So it's ironic and interesting that, and I'm guessing, I don't know the answer to this, but I would think most people start restaurants because it is something they love or they're passionate about. Because I can't think if you're looking by the numbers, hey, let's do a restaurant that doesn't come to the top of the list. So they're probably the most passionate about it. And yet it's probably the most difficult thing you could do with your passion. And what you're saying is using the numbers pretty much like any other business though, you can really ensure your success. And I love that. I really think that's pretty cool overall. So that's feeding your real purpose behind this book, it seems like. Yeah, it really is. And to speak to what you just said, I had put that in the introduction of the book is that nobody starts a restaurant because they're looking to start a business or build themselves a job. They start a restaurant because they're building a dream. It's always about passion and a dream. And it's always one where you're stuck in the mire and beating your head against the wall, but there is a different way. And I hope that I explain it in the book well, because there really is. There's so many great things that will come out of implementing this profit first system for restaurants in your business that it'll change your world. It changed my world, and I don't even own a restaurant anymore, and it changed my world just doing it for my business. I know it'll change restaurateurs' worlds. Well, I love that. And I'm going to ask you kind of a general question, and this is kind of really random as well. You've helped thousands of businesses. You're passionate about restaurants. But it kind of begs me to ask the question, because you've seen so many different businesses and you're really a numbers person. Right now, what type of businesses are you seeing working? What type of businesses do you think are the best ones to start? Give me just any or strategy tip kind of like in the current marketplace. What have you seen from a numbers person as really the best industry sectors business going? Do you have a take on that at all? I didn't know whether you would or wouldn't. I mean, it kind of depends on what part of the country you live in as well, because we work with businesses all across the US. So we have some general contractors, small ones that are subbing out all the work that that are making a 40% profit off of that, but they're also in communities where they can charge a ton for their real estate and whatnot. So there is a sector of that if done well, if done well, meaning you actually reply to your leads and your customers, you create a customer experience that people want to follow and feel engaged, feel seen, feel like they matter. So that I can see if you do it well, you can make a lot of money there. Any service-based business, actually, I'm kind of in love with because that is really where you can make some fat profit margins because you don't have a lot of inventory. So that's kind of where I got. It's probably why I ended up not opening another type of brick and mortar business myself is because I see like, oh, even if I do it, it's passionate. The margins are always going to be thin. Like, they're never going to be crazy. Yeah, I was curious what your response would be just because you are a restaurateur. where you're passionate about brick and mortar, but yet you see the numbers. And so I was curious kind of where you would go with that. Well, listen, I know we don't have a lot of time, and I want to get you back on our academy group and some other things, but you have also developed a ton of really great tools and systems. And before we kind of even get into that, I just wanted to ask you, do you have any recommendations, regardless of the type of business that someone's doing right now? What kind of the top thing you recommend someone does to start to improve their numbers or their focus on their numbers What kind of that first go you would generally recommend to your clients to do an action step something tactical that they can do to start to improve either their focus or their numbers in general as a business owner? That's a really good question. I can think of like, I have a million things running through my mind right now. Does it depend or do you have like certain tools or strategies you want to really have most businesses start out with? I would say so we're talking specifically about number because my first thought when you started asking me this question was oh you develop your morning ritual because that is everything I love that that's everything when I finally learned that and knew it wasn't just something like woo mind trick like actually having a morning routine that did not involve email or fire drills of any kind but was about me and setting up my day for success I think I literally turned the corner and building a multimillion dollar business was really that. So that's not numbers driven. That's just having a morning ritual for yourself. Yeah. I got to just comment on that though. I kind of left it very generic on purpose, but what I found a common, common trait and success leaves clues and common, you know, successful people think differently. Right. And the same is the same token. It's very rare that I don't find someone say, listen, you got to get a routine. You got to get some discipline. You got to get your mindset right because it will affect everything else. And so I love that you said that, especially the morning routine. I'm a big fan of morning rituals because I think, you know, even some people, they're like, oh, man, numbers, you know, how am I going to get focused? Listen, when you get your routine and your morning or your daily rituals in line, the things that are important will become things that you do better at no matter what. And I love that. I love that. So, OK, so back to maybe something more strategy or tactical. what would you recommend for somebody that maybe isn't really focused heavily on the numbers, but they need to start doing it? What should they do? So I think they should outline their business model. And here's what I mean by that. They need to get back to basics. I'm very, very big into keeping everything simple, simple, simple, get fancy later if you absolutely must. But I like simple. So depending on whatever their business is, doesn't matter what it is, I want them to walk through their customer or client's mindset. What is your average customer pay? Okay, so we have that, right? Maybe your check average, your customer pay. Then what does it take for you cost-wise to produce that thing that your customer bought from you? Okay, so that's your direct cost of goods sold perhaps. Then take a look at what you're overheading in and have you really done an expense analysis? I just want you to have like a business model. Like, okay, 100 people walk in the door, they pay me this, I got to pay my staff to execute or whatever it is. And then I have this bit of overhead. what's left it's basically just simple numbers percentage wise and i i would just do this on a scratch piece of paper just start looking at your business model and i think not enough people do that as a matter of fact i put an entire chapter about a business model in my book and my editor was like this doesn't make any sense she wanted to throw it out i'm like no no no no this isn't this is important because people don't think of this like one example is everyone wants to open in a food truck or they did for a while, not so much anymore, but they did for a while thinking it's a great idea. I love food trucks, but you know how many tacos you're going to have to sell to even make any money, let alone pay yourself for the six hours you might be in an event. Yeah. A lot of fricking tacos. Like people don't think about that. So if you kind of just understand your model, what you need to bring in, what it costs and what's left over after that, it's really a good start. And it sounds simple, but not enough people. I love that. And it's funny. You're right. Most people don't do it. In fact, I will a lot of times with business people, they get so caught up in the idea or the opportunity that they don't say, okay, well, let me just like at a real high level, real strategically, let's, let's think this thing through, you know, what's it going to take? What are we going to do? How much are we going to end up with? And they don't even actually go down the, the, the, and, and I love how you said, keep it simple. I mean, I'm a big one pager guy, but just go through your overall model real quick, because you may be in a business. These are businesses that produce and produce, produce that I've gone into before. and I'm sure you have as well, that you could just sit down in an hour and go, wait, this whole thing doesn't even make sense from a high strategic level. What are we missing here? And so I think going through that model periodically because businesses evolve is a great strategy execution type of exercise that someone can go through. So I really love that. And I think it helps you to really get out of the weeds sometimes because you can get so in the weeds that, and I don't mean you're in the numbers. I mean, you're just in the weeds that you don't see the forest through the trees. You don't see the vision of where you're going and maybe your ladder's up against the wrong wall. Like you just don't, you're climbing a ladder in business and it's not going where you want. So I love that. That's, that's super cool. I love that. That's, that's great. Well, where can everybody, I know we're kind of out of time. Where can everybody follow you, find you, get access to some of the things that you've talked about, because you do have a ton of resources. What's the best thing they can do to kind of connect with you? Yeah. So I would first say go to our kind of our big worldwide website. So that's Spark, like in Spark Plug. So sparkbusinessconsulting.com. We have a ton of information. We have a lot. We have a blog page where you can find all of our tools that we've developed that are free downloads. If you also happen to be a restaurateur interested in the restaurant business, we have another website. You can get to it from the Spark one, but it's Profit First for the number four restaurants.com. So Profit First, the number four restaurants.com. And there, there's links to the book, but we have specific restaurant tools that you can download. I think there's maybe 13 or 14 different tools where you can go down. There's some spreadsheets. There's all kinds of things in there. So those are two places. And then there's caseyanton.com for just about me and speaking and podcasts and things like that. Cool. Well, I'll put, listen, everybody, I'm going to put that in the show notes. And so I'll put those links in there. And I did go to the site, I saw a bunch of cool resources in there, checklists, hiring, you know, daily planners. I mean, there's a ton of resources, all designed to get you more, you know, organized and more focused. I mean, sometimes as owners, depending on the level of business that you're in, the elevator you're going through, you need different types of tools. And so I highly recommend that. So, well, it was great spending some time with you. I really appreciate all your, your knowledge. I mean, people know me, they know I'm a real tactical guy. So I love that. But I also think you have a great message. I love your dynamic team called the Sparkles. I mean, you got some cool stuff to keep people excited. So thank you so much. Is there anything else you'd want to kind of leave our listeners with? Anything else you'd want to add to our discussion today? God, I just want to add, this has been great. I could do this stuff all day long, George. I mean, I love talking about what we do and I know that we're helping restaurateurs and entrepreneurs in general, even if it's helping them not open a business. It's just I love getting making everything super simple down to brass tacks. But we're also cheerleaders and coaches. So I just I love that. I would say if anyone is interested in how I built one of in the top one percent of all bookkeeping and accounting firms in the U.S., definitely go to the Spark Business Consulting website because I basically have my whole story on there of how I did it and gave you the tools that I used to get there. So I love it. And that's the whole point behind our show. Listen, everybody, we appreciate you being here with us. And, you know, just remember, I always say it, no matter what level you're at, whether you're struggling, whether you're overcoming obstacles, whether you're crushing it, you want to go to the next level. It's really never too late to start living and creating the life that you want to live. And so if you haven't been, you know, all over your numbers, start today. There's a lot of great resources. It's never been easier to get information like Casey's talked about. So do me a favor, share the show. If you have any questions, you can hit me up on The Daily Mastermind at Facebook or Instagram. And we look forward to talking with you more tomorrow, everybody. My name is George Wright III. This has been The Daily Mastermind. Have a great day.
