Welcome to Built by Margin, the podcast where strategy meets the spreadsheet. I'm your host, Lori Chen, fractional CFO and tax strategist, here to help you make smarter financial decisions, build a profitable business, and keep more of what you earn. Let's dive into the numbers that actually move the needle. All right. Doctor Greg Parsley, known as doctor G, is a renowned business growth strategist, author and founder of Parsley Business Wealth Alignment Consulting with a unique blend of real world business experience and a doctorate in chiropractic. Doctor G has helped countless entrepreneurs and professionals break through mental barriers to align their business and personal goals and achieve rapid, sustainable growth. His signature Fix Your BS system in five Days of Actualization framework. Empower clients to gain clarity, boost income and create lasting impact. Doctor G. Welcome to Built by Margin. Hey, thanks for having me, Laurie. I appreciate you. Excited to be here. You've got a rare background. You've got a doctorate in chiropractic, and then you have your a business strategist. What was the turning point that pulled you fully into entrepreneurship coaching and what you're currently doing? What a great question. That is a great opening question. Um, so I graduated as a chiropractor at 24, and I started a business and thought, oh, this will be easy. You know, I'm a doctor, I can own a business and it'll be great. After about 15 years of running a business in quotes, which was really me owning a job, I realized that I didn't actually build a sellable asset. I realized I wasn't creating enough income that I would be able to retire or take vacations like I wanted to. I realized that the only way for me to really exit the business was for me to work until I died in the business, because it wasn't actually a business, it was owning a job. So when I was in my mid to late 30s, I realized that I got tired of my wife going. Are you sure we can take a vacation? Because, you know, the business basically shuts down when you're out there and you're the only one that produces. And so I decided that I would implement more, um, options for patients that match the mission of improving outcomes without using med steroids or surgery, but also in the process, implement systems where I turned it into an actual business that runs without me. So that's how the coaching part came around. I was actually on a golf course on a Wednesday and I made an Instagram post, a story, an actual live Instagram post. I'm like, hey, this is awesome. Nobody's here. And, uh, a buddy of mine called me and he's like, hey, man, I saw you were playing golf today. Like, did you take a day off or what? I said, no, man, I my business was running without me. He's like, how did you do that? So that started the consulting. That was about two years ago. And so now I created a group because I got overwhelmed with individual requests. And so now we have a group. It's called Next Level Business Coaching. And the purpose of that group is for business owners that are brick and mortar service based business business owners. We have a lot of doctors in there as well. Um, the goal of it is to learn the strategies that I actually implemented to pull out of the business and actually create an asset that is operating without you there. So what would you say is the one problem that you solve for founders, and what happens when they finally solve it? Well, I teach them how to implement systems and hire the correct people to operate those systems. Most business owners get stuck. And if you look at the stats, the average business owner in America caps out at about 12 employees. And the reason why they cap out is because they are the person, they're the wheel, and all the other people are spokes off that wheel. And so if that's the case, eventually you run out of bandwidth to be able to manage all those people. So if you really look at it, we have to go through a process where we implement the mission, the vision and the values of the company. We talk about marketing, sales, operations, HR and financials of the company because most of the time the average business owner in America doesn't know how to really strategize any of those. And if you don't have a strategy, then it turns into chaos. And that's why businesses get capped at revenue. So my businesses have performed since I started actually implementing my own systems and pulling myself out of the the of being the limitation. Uh, we've we've grown year over year at a minimum of 10% in the businesses that I own and then the businesses that I help, they do the same or better because you have this massive opportunity when you have chaos and you start cleaning it up, it's like this huge spike occurs. And a lot of times that's what we see in businesses when they implement these strategies. I love that. It reminds me a lot of Dan Martel's buyback your time framework. The thing that the business owner generally runs into is they don't know what actually to do next. It's the proverbial throwing spaghetti, spaghetti, spaghetti against the wall and hoping something sticks there, just randomly hoping that things so they don't have an actual strategy. That's the first thing. Second thing is they don't have a actual target that they're trying to meet. Um, the first A of those five A's of actualization is Aim. You have to have something to aim at. And if you look at marketing, you have to have a marketing target or aim. You have to have a sales target or aim. You have to have. And when you look at your HR, your your people, they have to have targets and aims. Those are called KPIs. If you look at operations, you have to have a target of where you're headed in the operational side. And then same thing with financials. You have to have a target or an aim which what's your profit margin that you're looking for. What goal do you have to increase the lifetime value of your client? What goal do you have to decrease the cost to acquire those clients, and what strategies are involved around those? But if you don't have a target. You're just hoping it improves. Um, then the most important one, I think, is. Is that the owners belief lid. This is something that comes off of John Maxwell. He talks about belief lids, the owners belief lid of how big the company can get caps the company so the owner's beliefs of what's possible have to get out of the way. The beliefs have to expand to the point where the people within the company can see their future within that company. And if that doesn't happen, then the people that come into the company won't have a structure and they won't have a future within the company. The top three reasons why an employee leaves a company. The culture is terrible, meaning it's not exciting. It's not a, you know, something they like going to. It's nitpicky or crabby or negative. Um, there's no room for advancement. Meaning they either don't know there's room for advancement or there's just not. Or they were given false promises. We're going to implement this into the company to help, and we're going to give you raises and we're going to have a 401 K, and we're going to give you insurance. And then nothing ever actually improves or happens. And when that occurs, the patient or the employee feels lied to. They feel like there's no place for them in the future for them to grow and meet their own goals. Or they feel like, I hate coming here because it's negative and I don't like the culture. And if you don't control those three factors, then you will have an employee turnover rate that's pretty high. So we teach all of these things inside the program to help people with jobs that own jobs, that own the company, but actually own a job, turn it into the business side. This goes back to Robert Kiyosaki, uh, Cashflow Quadrant. You remember that? Yep. Employee. Self-employed. Business owner. Investor. Well, I've effectively gone from self-employed to business owner to investor. And I do not work for myself anymore because now my companies are all over here in the business owner side. They produce cash. That cash goes into investments, whether it's my own businesses or other people's businesses. And so that's the goal is you take the self-employed person. That's who I am looking for that I work with. And I say, how can we implement systems in order for you to learn how to create a business that when you're on vacation, it produces. Right? No, I love that. It's it's not just about building a business. It's about not just replacing someone's job. Right. Because I think at being a solopreneur or being a CEO with, you know, five to, to ten employees, it's it's easy to, to to not like run an actual company and, you know, just kind of try to replace your income. And especially if you don't have the right systems in place, you kind of just end up doing what you did before. So I love how you're, you know, putting the right systems in place from both operations and finance and everything beyond. So that's that's amazing. Um, what are some common mistakes that you see founders make when they're looking at their finances, cash flow or their taxes? Well, common mistakes is, number one, they try to do it all themselves. That's the most common mistake. You have to have professionals in your organization. Number two is they don't know their actual numbers. They don't know what it takes to keep the lights on. They don't know their profit margin. They don't know. Um, if they looked into the projection of the future, they don't know how long their cash would last. They have no idea. All right. Most of the time what they do is they look at. Do I have cash in the bank at the end of the month or not? And I'm like, well, that's a terrible way to look at that. But that's what most people do. And I know because I did it. I'm not I don't talk down to anybody about that because I was there for 15 years. I want to grow. But I didn't know how well I took the lumps, and that's why I teach people how to do it now so they can shave years off their, you know, they can add years to their life and shave lots of investment dollars off of from making mistakes. They can just learn it from somebody like me. And when you talk about like Dan Martell, he has his, uh, his groups of buyback your time. Well, he's part of the reason why I do this is because in 2022 or 23, we met at Bradley's studio. I was doing some recording, and he was recording his podcast. And, um, you know, we started talking about net worth and we started talking about, uh, you know, revenue and income and business and all that. And he was like, so, you know, who's your EA? And I was like, I don't have any a and he was like, no. And that's his like, first thing, you know, if you're doing over 100,000 a year in revenue or in a. In a, uh, as income, not, you know, as personal income. If you have personal income of over $100,000 a year, you should have an E, and I had never really considered that. So after I got his book, talked to him, implemented that. That was a huge game changer because that taught me a lot more about delegating. And I had already been through the process of delegating and hiring people and doing all these things. But that E portion was like the next level. And that's why I called my coaching program Next Level coaching, because there's always another level. You know, Dan has mentors. He has 100 million, 100 plus million dollars net worth. Um, you know, Alex has mentors, uh, the best basketball player in the world. You know, Michael Jordan had a mentor. Had a coach, had a mentor. Um, I've leveled up. I remember the first coach I ever got was a Tony Robin coach, and I spent $5,000 on the coach and was like, oh, my gosh, how is this guy? Geez. Now, you know, I spend six figures on coaches. It's it just there's levels. And so I love helping that business owner. That is where I used to be get there faster than I did. And it's not hard. But you have to change your whole belief side because your beliefs are nothing more than a thought that's been repeated. And if you thought to yourself, as a business owner, I can't do that, that doesn't work. That's not possible. Any of those things repetitively. Then it turns into a belief of, you don't even think about it anymore. It's just that's the way it is. And you're like, we have to re, uh, relook at those beliefs and see if they're actually true. Figure out the data and let's make decisions based on the data. And then we can hire people to reach those targets. I think that's a great point that you made about investing in yourself, the best CEOs, the best mentors out there. They all have mentors themselves, and they're investing a lot of money themselves into those mentors. I know, Dan, you know, he pays what, $500,000 for just one session, right. And then and there's this thing about ratios of risk, right. You're investing and you're growing your yourself and your brand, your business. And it's because you're pouring money into it that everything expands about your belief and your capabilities. So we talked about investing in yourself. What about, you know, your philosophy on paying yourself. What do you see founders get wrong about owner compensation and what are your strategies there? Well, most of the time they set some sort of salary and it's based upon the income of the business, not necessarily what they would replace themselves with to be paid. So like. Let's say my business is doing. Whatever, $1 million a year, and it has a 30% profit margin. Some people will pay themselves maybe 70 to $100,000 a year to save on taxes, but they don't understand. And then they will literally either hire more people or use that money to, I don't know, go buy a truck or something. Or instead of understanding that in order to replace themselves, how much revenue or how much income would they be paying someone to do the job they're currently doing? Because that's the that's the idea is like, how do I pull myself all the way out? Well, I need to know what the person that will take my spot needs to be paid, and I need to plan accordingly for that. Um, but most people don't pay attention. They don't think about that. They're just like I said, most business owners in that realm, 300,000 to 3 million ish. They generally are like, I just get pay myself whatever's left, and I just take whatever's whatever I want out of the business. Um, they use it as, like an ATM a lot of times, too. So you got to be you just have to be disciplined and more disciplined. Um, I do want to go back for a second to talk about the changing the beliefs and changing the mindset. There's really two ways or two things because we talk about coaching. And why is coaching valuable? Well, there's only two ways to really change your beliefs. So you could get new information. So you get new information from either other people, or you take action on something, and then you learn and new actions or habits. So new actions, new information, those are the only two ways that you're going to actually change your beliefs and change who you are and grow yourself in order to help other people. And so that's what I tell people. You have to take action and learn the hard way on your own. Or you can get new information from books, from coaches, from mentors, from consultants, whatever, and then use that information to take new actions. Learn from your actions, which gives you new information. It's a great cycle, absolutely new inputs. That's what changes your mindset and your beliefs going forward. What are some financial habits that you recommend on a weekly or monthly business that reduces anxiety, increases and increases clarity? You talked a little bit about tracking KPIs for your founders. What are some common KPIs that you would recommend tracking? We have to know what your CAK is your cost to acquire a customer. You have to know what your lifetime value of your customer is. If my cost to acquire my customer goes down and my lifetime value goes up, essentially without spending any more money in the company, I've actually increased the company value, the actual exit value. Um, those are two major numbers I check, and I've heard this from Grant Cardone, Alex Hermosa and other major names. They checked their bank accounts. They want to know what are my cash reserves? What are my cash accounts every single day. Where's my cash at? And I check that too. I want to know where is my and my my EA actually just gives me a report. Here's your cash accounts. Um, and then I want to know how we're tracking against our sales projections day to day, sometimes hour to hour, depending on if we have an event or if we have some sort of a target. Um, so those are the things I pay attention to the most. Um, because I want to know if we have a sales target, which will give us a certain outcome. Certain cash flow. Then I should know how much cash I actually have. And then that allows me to make decisions as a CEO of those companies or as a consultant of those companies. Make decisions accordingly. Are there any particular financial systems or AI related tools that are helping you track those on a on a daily basis? The one I learned from Dan Martell. Precision is great. It never lock, right? Yeah, yeah, but I use precision. Um, but it it gives me a dashboard. So any moment I can look at my dashboard and see where I'm tracking based on all the data that's coming into the company. Um, pretty seamless to set up to. So I don't get anything from precision. I'm not a investor or anything like that, but I think Dan is, uh, but that's been a fantastic tool. It's really helped. What about for your accounting systems? What do you like to use there? QuickBooks. Yeah, we use QuickBooks. That's just because that's what my accountants used. So I my precision, you know, connects to all of our data. And so that's what I look at. I don't need to look at QuickBooks. I don't need to look at that. I get my reports from my EA with what my cash accounts are. And then I get what how we're tracking based on our data based on the precision numbers. So that's how I look at it. I want to be able to look at something and really quickly note like pay. I look at it like this. I think of it like this. A mentor of mine explained this one time and I thought it was really great. He goes, imagine you're going to fly a plane and you're in the cockpit and you're looking around and you got all these little levers and buttons and things, and they're all green. Okay, when one of them turns yellow or red, that's the one I want to go. Hey, why is that different? What's going on there? Let's investigate. Well, that's literally what that dashboard does for me. It gives me all my data so I can go, why is this one off? And then I ask, is it a people problem or a process problem? Does the person that is in that role that has that responsibility? Do they know what they're doing? Are they capable of doing it? Um, based on their skill set, or is it a process problem, meaning they weren't trained properly, or they don't have the systems or tools in order to reach that goal, and that will show up as a red flag. Hey, this number is off. It's not tracking what's going on with that. So then we can dive in, ask the person, give me what I like to ask. And this is something I learned from Dan Martell. Um, give me the process of education that you went through in order to know how to get to that number. And if there's not an educational process that that person had to go through, that they learned to get to that number, then it's a process problem most of the time. Do you do any forward looking forecasting in in your business? Do you have I mean, sure you have. You know, your revenue targets that you want to meet every year. You said your businesses are growing at least 10% every year. How do you track your forward looking revenue goals? Well, I'm a visionary, so I look at my job as the CEO is to look into the future and say, what do we see in the marketplace that is affecting the business, and what opportunities do we see that would help the business? Um, a great, uh. You know, as a CEO, I'm connecting all those things. That's my my job is to know what the market's doing and seeing what needs to happen and what potentially would affect the business, positive or negative. And so there's no software necessarily with that. But being in the industries and talking with people and individuals and knowing that flow, um, I'm able to pay attention to it. And then I can say, oh, based on this, I believe this is going to happen. So then I can, uh, track or predict where I believe that company's result could be, how big it could grow. Um, but most people, in my opinion, most people underestimate the potential of growth because they don't base it on data in the market. They base it on what they hope will happen. You know, you said, I'm going to set my yearly goal. I hope, you know, I believe we're going to raise we're going to grow 10%. And you're like, why 10%? Like why ten? Well, because that seems comfortable. Yeah, but what does that have to do with the market? Like, how are you penetrating the market? If the market's $1 billion and you're doing a million, you're at 1% of the market, I think. Is that right? Or 10% of 10% of the market? So why do you think you're going to grow 10%? If it's a billion, why couldn't you grow 20%? Like and literally most people are like, well, I've never thought of that. And I'm like, I know you're setting goals for Wimberly nimbly. I think we're going to grow 10% like y. Yeah. Yeah, that's a great way to look at it. Um, 10%. That's an arbitrary number. You've really got to do some deep dive analysis into what your targets are. What's your take on the mindset of money? Why do some founders avoid looking at their numbers even when they're capable? Or why the some founders not even know their numbers? I know you mentioned that earlier in the podcast. Yeah, most founders don't know their numbers because they've never been taught to look at them. They don't know what to look for. So if you don't know what to look for, there's no sense in looking at it. Um, and secondly, most people don't want to look at the numbers because they're too confused. They, they don't they're either embarrassed by them or they don't actually have a target that they're tracking. So therefore they're like, I'm confused at what I'm even looking at. So then they allow their. They allow their bookkeeper or their, um, their CPA to tell them how they're doing. You know, and the CPA and the bookkeeper I figured out along the way. They're not business people. The bookkeeper keeps the books. The accountant takes account of where the money is going or organizes it, and looks to mitigate or reduce your tax burden as much as possible. They are not business owners. I don't ask them for business advice. So most people will look at and be like, hey accountant, how am I doing? How's the business look? Well, the account's not looking at anything other than what's your profit and loss and what your balance sheet look like. That's all they're looking at. Oh, you were profitable. Okay. Why were we profitable? You know, like, let's look at the actual data. What's where in the process went. Right. So we can duplicate the profitability and multiply it. That's the way I would look at it. Right. And so anyway, it's it's just funny. So you have to have mentors in your corner, but you also have to know what their expertise is and where they're giving you information from what position. Because for instance, Grant Cardone talks about this. There is nowhere on a balance sheet that a plane makes sense. The accountants will talk you out of that. That is a ridiculous, huge expense. I'm buying a jet. It's a $63 million jet. Yeah, that's a huge expense that there is no way that that makes sense on paper. But yet he can get to from Miami to Texas to California, back to Miami in a day, look at properties and potentially purchase a multi-million dollar apartment complex. Tens of millions in his case, where other people wouldn't even be able to get to see one of them. So it pays for itself in other ways. And that's where the understanding, the growth of understanding comes from, because he just understands that. And if he didn't understand that, he probably would allow the CPA to talk him out of it. That's a great example. Um, yeah. It reminds me of the idea of qualitative ROI. Like, you hit a good point in that, you know, from a quantitative ROI perspective, that plain doesn't actually make any sense at all. And the CPA is probably trying to convince you to not have that on your profit and loss or your balance sheet. Right. Um, as an asset. Um, but yeah, I think that that is a great, great example. Uh, reminds me of, uh, the book that I'm writing. I'm talking about risk taking and decision making based on what qualitative ROI it it brings, brings back to you in your business and in your growth. So that's a perfect example. What, in your view, separates a smart risk from a reckless risk for founders that you work with, a reckless risk is not knowing anything about the industry or what you're talking or you know, if you can't. Explain or describe what you're investing in or what your what your strategy is to another investor or another business owner or somebody else that is in the room. You can't eloquently explain it, then you shouldn't be doing it. Simple. Point blank. If I have to beat around the bush and I think kind of maybe, probably if those type of words come out of your mouth, you shouldn't be doing that investment. It's too risky because you don't understand it. Um, you know, people get into Bitcoin and, you know, digital currencies. This is a great example. Um, with the hope that it was going to go it's going to grow and it's going to be huge. But if you actually ask them to explain bitcoin to you or digital currency, they would have no clue. I couldn't explain it very well at all, so I don't put a lot of my wealth into it personally. I reinvest my wealth back into businesses that I have control that I can that I understand. So that makes a risky investment is as simply you don't understand it. Mhm. So let's talk a little bit about the sellable assets. So you, you uh help businesses turn into sellable assets. What is the most important thing to make a business sellable. Replication of currency potential for growth. Think of it like an investor from the investor standpoint an investor. If they're going to purchase your business, they want one thing. They want a return on their investment. How quick am I going to get my money back? And how much money am I going to get as far as percentage of growth? That's what they want. So the the less risky your revenue is, the less volatile your revenue is, and the more systems and people you have key people in place that are operating those systems that show a trend of stability with the income and potential of growth of the income, the more likely it is you'll be able to sell your business. It's that simple. Now it's that simple. From that standpoint, it's hard to get there because you have to be very specific and disciplined and deliberate. But it's very possible if that is your end goal. But most people never have that end goal. Most people wait. They they're doing their business, they're making an income, they own a job, and then they go, you know, I'm getting tired of this. I'm going to sell. And then it's not sellable because they haven't prepared it to be sellable. Can you tell us about a client who was stuck for years and then after working with you, um, they made some massive change. One of them is a regenerative medicine practice, so I own regenerative medicine practices. P.C. Medical Centers is one of them. Um, we've grown substantially over the last 4 or 5 years. So naturally, when we first started doing the consulting side, that was one of the first clients we had that came on, and it was a physician that had two locations, and they were running back and forth, and they were just burnt out, you know, doing $8 million in revenue per year, but just burnt out because they're running around doing everything. They were the key person, you know. And so we I worked with them for a year. And, um, we were able to add over a half $1 million of revenue. But the more important part is that they delegated tasks to other people in their organization and really defined what their roles were and what their KPIs were. What the role was, was. Here's the outcome we're looking for. Here's the tasks that we have to get to that outcome. And here's the training that you need to do in order to perform those tasks. I mean, it's it's relatively simple when you put it like that. But what most people do, and in this person's case as well, is they would. They started a job, they started a business, but they knew how to do a thing. And then when they got busy, they hired somebody to take over part of it. But they never really had training for that person. They never really aligned that person with the goals of the company. They never really had a process where that person could grow over time. And so once you do that 4 or 5 times and you have all these people that have their own idea of where the business is headed, it creates chaos. And that's what happened. It created chaos. Um, but that was one individual. So she was able to do less and her company made more. That's huge. Um, and then subsequently, she actually had an offer to join in a roll up, which a roll up is when a bunch of companies come together that are similar in a similar, um, uh, industry or niche. And then a private investment company actually comes in and purchase all of them together at the same time. They roll all the businesses together, so they own a big chunk of them at once. Um, but that's how they predict the revenue because it's diversified in that roll up. But anyway, um, the other one was an electrical engineer, but he was on the sales side of the electrical engineer side, and he had to hit, uh, hit a target. He had to increase his revenue or increase his sales, his, uh, contracts by about $200,000. A little less than that, but almost $200,000 over a three month period. And he was freaking out. He's like, man, if I don't hit this target, I'm going to lose my job. Like, I don't even know what to do. Well, we went through a process with him and this was once again, we were working individually, but we went through a process of looking at what low hanging fruit there was of contacts that he already had that he wasn't actually working with anymore, or that had a great experience and they could connect him with somebody else. So in his case, referrals was the number one low hanging fruit. And that he'd never accessed. He was always, let's get new clients, new clients, new clients, new clients. And that's what most people think of marketing clients, marketing new clients. And I'm like, what about what about the clients? You did really well because we're talking big contracts 50,000 hundred thousand 150,000 $200,000 contracts. I'm like, you only need 2 or 3 contracts to do this in three months. Is that possible? He's like, yeah, that is possible. So we set a goal aim. Then we abandoned the things that weren't working. We accentuated the things that were working and we applied new actions. And guess what? Bam! He hits his goal. He actually exceeded it. Uh, so those are two really good examples of just getting clarity outside of the business of somebody looking at it and then asking questions. And it's so funny because most of the time people that are in it don't see the solutions because they're too close to it. So that's what's great about the coaching. It's not me telling you what to do. It's I have a framework and I ask you questions to figure out what part of the framework is broken. So we replace or fix that framework. So yeah, those are great examples. And I love how you talk about, um, you know, having that coach, having that person in your corner to give you a different perspective sometimes, you know, as a, as an owner or an entrepreneur, like, you know, what you're supposed to do, but you need someone else to tell you to do it. You know, just having that sounding board, that perspective that you bring into their business and into their mindset is the key and makes all the difference in success. So last question that I'd like to leave the listeners with. If a founder or CEO is feeling overwhelmed today, what's the first move that should that they should make within the next 24 hours and then the next move that they want to make in the next 90 days, if they want to have sustainable growth without burning out. Well, the first thing is you have to get clarity. And the only way to get clarity is to step back. Um. Clarity comes from new information. Like I talked about earlier. And new perspective is another way to say that. So take a step back if you're overwhelmed. That means there are too many things going on in your mind right now that you don't understand or don't have the answers to. Clarity is coming up with a one specific question that you're able to write down that I can focus on answering that question. So what I have some people do in that instance is I have them do a brain dump, sit down with a pad of paper in a quiet space, and dump out all of the things that you're worried about your business, that you're confused about, that you're scared about, that you are, you know, questions that you have just literally sit there and write, let your brain dump it out on a paper. Then you're going to organize that brain dump. You're going to actually look at them, and you're going to go, which part of these are marketing, sales, operations, HR and finance. And then you clump them together. So you dump and then you clump. All right. So dump them out and then clump them together. And then we're going to set a target and aim. You're going to aim for something. You're going to say okay. I'm going to set a target for my marketing. It needs to produce X. So then, based on the things you just dumped out. What things need to be abandoned? What things need to be accentuated? So what things do we need to get rid of? What things do we need to do more of in order to reach that target? Sales? HR. Operations. Finance. The same thing. In reality, the tools that are there are just tools. The person has to be willing to admit that this is in my head. Take a step back. Get some clarity. I would say for the 90 day targets, I would say find yourself a coach or a consultant or somebody that is in your space, or that you trust that you like their framework. So that way you can work with them because it'll help you get there faster, whether it's one on one or whether it's a group format, it'll help you get there faster, and it helps you get there faster, because they can give you insight into the things you don't actually see in those problems that you wrote down. Those are some great, actionable insights that you've given us. Um, where can listeners find you? Um, do you have a website that you can share or you pretty active on Instagram? Uh, Instagram is really the easiest. That's the best. Um, websites are kind of dying, unfortunately. I mean, it is. So. Yeah. Go to Instagram, go to, um, Doctor Greg personally at Dr. Greg or Sally. Um, and, you know, if you have questions, feel free. I'm the one that answers all those questions on Instagram. I'm pretty active on it. I love when people ask questions on there. Um, we do have a I do a webinar that kind of goes through this framework and educates people on it. Uh, it's free if you're interested in that. When you go to Instagram, just type in webinar. You'll get the invite. Um, I'd be happy to, you know, help in any way I can. My goal is to add value. I love to help a lot of people. I love to make a lot of money, and I love to have a lot of fun doing it.