00;00;00;00 - 00;00;22;26

Unknown

Welcome to the Profit First for Real Estate Investors podcast. This series is the simple CFO Case Files, where our CFOs break down real client scenarios, financial systems and practical decisions from inside the business. Enjoy the episode.

00;00;22;28 - 00;00;52;03

Unknown

Welcome back. Here we are again, your two favorite people in the finance world, David Richter, Christina Gutierrez. And we are here again to be able to talk to you about becoming a better business owner, a business owner that actually understands where the money is going, where the money has been, what to make decisions from today. I'm really excited because if you've been following us at all, we've been hinting that we're going to show you some pieces of our dashboard that we work with actual clients.

00;00;52;07 - 00;01;12;12

Unknown

And today is the day we're showing you 1 or 2 tabs from that dashboard, where a lot of people get the value of having clarity, being able to look at their numbers, being able to then make decisions from those numbers. I believe, Christina, you're also going to show them something very cool that we have set up that stoplight report on the dashboard as well today too.

00;01;12;19 - 00;01;28;15

Unknown

So I'm really excited about that. If you are like, hey, I'm listening to this on a podcast and you're going to share stuff, there's no way, what are you doing here? I want you to number one, we're going to explain things along the way, so you'll still be able to hear some of the numbers in that. So you can still stick around if you want to see the dashboard.

00;01;28;15 - 00;01;53;12

Unknown

We also run this podcast on our YouTube channel. You can go find the Profit First for Real Estate Investing podcast on YouTube. And you can type this episode in and you can actually see what we're about to go through. So as Christina shares and as she talks, you'll be able to see what we actually set up for the people we work with and what we would recommend that you be tracking as a real estate investor and as a business owner as well too.

00;01;53;13 - 00;02;14;29

Unknown

So, Christina, I am super excited about this. This is a long time in the making. So I'm glad that we're showing this today. So I'm going to let you take over. All right I will take over. So we do we have a whole dashboard and it sinks with your QuickBooks online. And also we also have it where it sinks with a few other softwares as well that we won't go into.

00;02;15;02 - 00;02;36;11

Unknown

Most people use QuickBooks online. So the key to having a dashboard is no owner wants to go hit an internet browser, figure out how to get to QuickBooks, website and sit there and log in. Try and remember a password, then go to reports, then go to run report. Figure out what report you want to run. It takes all of that out.

00;02;36;11 - 00;02;59;26

Unknown

So they instead of going through the trouble and having to go through all of those extra steps, we have it together for you on one dashboard. So I'm going to share what it looks like. Quick pause from the episode I have exciting news that's expanding the world of profit first for real estate investors. You may know that years ago I wrote the book Profit First for Real Estate Investing, endorsed by Mike McCourt, that has been read now by thousands of real estate investors.

00;02;59;26 - 00;03;27;17

Unknown

And now we're launching three workbooks, one for wholesalers, one for fixing flippers, and one for rentals. These aren't just deal calculators. They're full implementation guides. They're dialed in for each type of business wholesalers you're getting assignment fee math, marketing, budgeting, planning, and how to beat the feast or famine cycle. If you're a flipper, you get AR accuracy, rehab, budgeting and profit forecasting, and running multiple projects at once without going broke rentals.

00;03;27;17 - 00;03;48;23

Unknown

You get your freedom number, cash flow per door, and a five year portfolio plan, plus the full profit first bank account. Set up an allocation system. Tune to your business with formula specific for your business type everything you need to go from operator to CEO. And right now they're free. You just need to cover shipping. You go to PRE workbook.com.

00;03;48;27 - 00;04;18;09

Unknown

That's PFREI workbook.com just like profit first for Real Estate investing workbook.com. Grab whichever matches your business or you can grab all 3PRE workbook.com. Go get them. Make more profit. All right back to the episode. All right. So this is just the basic snapshot. Now you'll see a lot of other tabs on there. And we do have a lot that we go into because there is a lot of background that goes into working with your CFO.

00;04;18;11 - 00;04;36;24

Unknown

But for the sake of just a simple CEO note CEOs don't usually David can vouch for this. CEOs don't want to get into the numbers. They don't want to look at decimal points and try to understand every algorithm that has to go into their business. That is why you hire CFO, or you find a simple way to look at the numbers in your business.

00;04;37;00 - 00;05;01;13

Unknown

Right, David? Yeah, exactly. All right. So this gives you a snapshot. So if you look at it always gives 13 months. And the reason we do 13 months is because every every month that you close out which we're in today is August 24th. If you're watching the podcast, whenever to release that. This is the day we're working on August 24th.

00;05;01;13 - 00;05;17;27

Unknown

So it'll include your last full, complete month so you wouldn't see it as of August because it's not a complete month in your bookkeeper probably hasn't closed out the month for you yet, but you always want to see July this year, as opposed to July last year to see how different it is because markets go like this. Right.

00;05;17;27 - 00;05;36;07

Unknown

So anything seasonal. So you want to know what you're doing this month versus the exact same month. So you'll see 13 months here. And you'll see just the top numbers that you want to see. When you're looking at your business you want to see your total income. You want to see your gross profit after cost of sales. What's your margin?

00;05;36;08 - 00;06;00;23

Unknown

The percentage on it. Then your total expenses. Is everything overhead what you would have to pay if you never made another deal. So that's marketing. That's payroll. That's software subscriptions, rent, things like that. And that gives you that is such a number that I wish everyone okay. Right. That one down. If you're listening to the podcast, you need to know your overhead on a monthly basis, the total expenses, whatever you want to call it.

00;06;00;23 - 00;06;15;19

Unknown

I've heard people call it the monthly nut. Like whatever it is that you need to make sure that you're paying for. So that's one of the numbers that you're going over right now. I just want to put that in there, Christina, because there's lots of people I talk to that don't have that number. And it's such a crucial number to the business.

00;06;15;21 - 00;06;36;17

Unknown

Yes. Or they say I have to pay commissions. And commissions technically belong in your cost of goods sold, because if you didn't have a sale or you didn't have that profit, you wouldn't have to pay commission. So that's technically not your overhead because you would not have to pay that commission. Total expenses is literally I have to pay this if I don't make another dollar.

00;06;36;18 - 00;06;55;27

Unknown

So that's that's important because a lot of people, those expenses are pretty high. And that's something that we do in profit. First, it is very important to do an expense analysis and run through all your expenses that you have to pay, because that helps you back into what you have to make, knowing that this is what you have to pay to survive and keep your business going.

00;06;55;27 - 00;07;16;09

Unknown

So thank you. That's that's very important. And then you have your net profit margin percentage because everything goes by a percentage because it's one thing changes. Your percent should stay the same. So if if income goes up your cost may go up to if your costs go up, you definitely want your income to go up, which your percentage would really stay the same.

00;07;16;12 - 00;07;37;00

Unknown

So as your percentage change this is where it can become a problem. So that's why we always put the percentages as well. I want to make sure I explain some of these things as we go through it. And then cash is king. Total bank accounts. You want to know how much money you're keeping on hand. Because if you have a slow time, you want to make sure you're not eating your cash.

00;07;37;06 - 00;07;58;20

Unknown

Yeah, because you're eating your cash. You are slowly putting yourself out of business. So. All right. Anything else you want to comment on, David? No, not so far. This is great. These are the main numbers that if you're just listening to the podcast and can't see the dashboard, that was total income. Like what's your revenue top line. Your gross profit, the gross profit margin.

00;07;58;20 - 00;08;15;18

Unknown

So how much you're really making from the income to the gross profit line, the total expenses of the business, the net income, then the net income margin and then the total bank account. So that's really the cash that you have on hand. So that way, you know, okay, what do I actually have cash on hand. Is it going up.

00;08;15;18 - 00;08;32;00

Unknown

Is it going down. These are just high level numbers to be able to run your business at a snapshot. That's why this is a dashboard. And this is a specific tab of the dashboard. To see the snapshot of where you are from month to month and knowing where you okay. Where am I now? Where was I? A year ago, that type of thing.

00;08;32;00 - 00;08;59;06

Unknown

So there you go. It's my only comment here. Okay. And one thing I will comment on to is you see all these numbers, right. And I, I mentioned before I started sharing my screen that everything comes from QuickBooks online. So it's updated every morning at about 5 a.m., 4:30 a.m. and you go to, oh, it's I don't think I can see it here, but it's a URL and it's a specific URL, and you just literally save it as one of your favorites.

00;08;59;06 - 00;09;20;16

Unknown

You type http s, blah blah CEO dashboard and it comes up and it'll be refreshed every, every morning for you. So you could go in and every morning to keep from actually going in and check your bank balance all the time, because these numbers are actually more important than just going in to check your bank balance. And one thing that's really good about it as well is these blue items.

00;09;20;19 - 00;09;44;03

Unknown

You'll see those are inputs. So you input your full year target your full year forecast. This happens one time. And you want to make sure you can see how close you are. These numbers go down here to the left side. If you can see the left side where it says revenue gross profit expenses, net profit, cash. So it all relates to what you're doing up at the top.

00;09;44;05 - 00;10;05;22

Unknown

It's just going down here. It's going to tell you what did I do last year at this time. What did I what am I am I at this year at this time. What's my change. And as you can see here, this specific example, it's gone down $170,000. What's my year to date target. So all the numbers and I'm going to take revenue as an example.

00;10;05;24 - 00;10;28;14

Unknown

All of those numbers are am I doing better than I did last year? Am I getting out of the weeds? What did I forecast for? So your target is what you set one time and you say, okay, what am I going to target for next year? And you want it to be like, I'm going to dream big. I have the ability to do this, but you don't want to go so big that you're going to kick yourself every month and say, why didn't I get there?

00;10;28;17 - 00;10;53;02

Unknown

What happened? So this is this is accountability super important that your target is usually more than your forecast or less, because your forecast is when you actually get into the year, things may change in your business. You may lose a big client. You may lose a key person in your company. You may lose something for marketing, or gain a really good person that helps you to make more.

00;10;53;02 - 00;11;10;07

Unknown

So anything can happen throughout the year to change your business. The target is one time you said at one time, this is what I like to do and your forecast is a realization of where I'm at right now and where I'm going to be come through the end of the year. Yeah, exactly. Makes sense. I could explain that.

00;11;10;08 - 00;11;29;21

Unknown

Well, yeah. No, I like that. Just if you weren't, if you're like, I'm just trying to give a running commentary. If you're listening to the podcast only on this sheet, we have okay, here's the inputs of what actually happened this year and how much you like. What is your actual total income? What is your actual gross profit. But you can also put on the right hand side in this dashboard.

00;11;29;22 - 00;11;44;15

Unknown

What are your targets like? What are you forecasting and what are you trying to get to. So that way you can see, okay, what have I done versus what my targets are and how close. So that's what she was just showing right there. But that's a good if you're just putting this together yourself. That's good to have. Okay.

00;11;44;16 - 00;12;06;05

Unknown

What did I actually do. Where did they come from and how much, you know like is my balance in between like what's my differentiation and knowing what my forecast was versus what I actually do now? This is why I'm a partial to us, Christina, is that we can pull these numbers right from QuickBooks in like several softwares. So that's why I love the dashboard, because there's not a ton of manual entry.

00;12;06;05 - 00;12;27;11

Unknown

So we can actually take things out. And it puts it in here. And you can see and you should have it as long as you're as long as your books are up to date and you're getting things in place, then you should have very accurate data in this dashboard. And so that's another thing that we're making sure with people and why we stress that when we begin a relationship with someone is like we have to have clear data because this is what we want to give you.

00;12;27;11 - 00;12;44;02

Unknown

The power of a dashboard is not just to show you pretty numbers or pretty graphs or things like that. It's to make decisions from this dashboard. And so we have to have accurate data coming in. So that's why a big part of our upfront process and when we talk to you is like, do we need to get the numbers clear first?

00;12;44;02 - 00;12;58;12

Unknown

Because I know what the end result is. The end result is being able to look at these numbers on a dashboard to be able to make a decision of, are we on track, off track, what do we need to be able to pivot and move to? So there you go, Christina. There's my commentary on that section. Yeah. Love it.

00;12;58;12 - 00;13;16;10

Unknown

Keep commenting. And I'm going to go back to what you said about pretty pretty graphs. We're not in it just to do a pretty graph. But I will say it is a lot nicer to look at in a glass than a bunch of numbers. People can get lost in all these numbers up here. You can get really lost in just seeing dollar signs.

00;13;16;10 - 00;13;35;06

Unknown

So we've created a nice graph below that shows last year where was I with my revenue, which is the line, and this year where am I at with my revenue which is green. So you can really see okay, I did great. No, last year was great in May. What happened this year in May. And that actually is a great tool to see.

00;13;35;13 - 00;13;59;23

Unknown

And you can see it in the snapshot. You say, okay, I did this great in May, but this year I was only at 172. What happened in May. And you can actually go back to May and say, what did I do? And really figure out and dig into it. So this is not that a CFO would would be the one holding your hand to walk you through exactly what went right, exactly what went wrong, exactly what needs to change.

00;13;59;25 - 00;14;22;04

Unknown

Yeah. So you'll see all of them as a graph to the right, just to make it easier to see. Because if you're in a hurry, you're going to go close the deal. You're going to go look at a house like there's so many things that an owner needs to do to drive their business forward, that they don't need to log into QuickBooks every day, and they don't need to see a bunch of numbers that are just going to swirl around in their head and still be able to make nothing of them.

00;14;22;04 - 00;14;45;28

Unknown

So if you're just logged in and saw a graph, you'd be like, oh, that sounds good. These are different things that you would definitely go over with a partner, a financial partner, because you want to see, oh no, I'm down in revenue. Oh no, I'm also down in gross profit. But my expenses look good. Well, let's let's talk about that a little bit without trying to go too much into it.

00;14;46;01 - 00;15;05;17

Unknown

Great. My expenses are lower. But keep in mind that even if your expenses are lower, that may be a problem. So it's I'm not going to do red green right now because it's a lot more to go into. But you may not be doing enough marketing. You may not have the right person on hand and you may need to hire an employee.

00;15;05;19 - 00;15;33;13

Unknown

So right now your expenses look great, but that could be the reason why you're not creating more revenue and more profit. Yeah, the numbers tell a story and that's what we're trying to get in front of people is the story their numbers are telling them. So if you have something like this dashboard that Christine is going through, then you can even having those high level numbers trigger a conversation, whether it's with your financial partner or digging into it a little bit more like, okay, why are the expenses like this?

00;15;33;13 - 00;15;53;02

Unknown

Or why is the revenue down more? So that way you're having to see is there something that's a root issue that we need to get out of here or us something off? Or did we just know that this was coming because we didn't have the pipeline full? Or was this, you know, a the marketplace was this Covid years where we had no idea when at the very beginning what was going to happen.

00;15;53;02 - 00;16;09;06

Unknown

So that's being able to put it on a dashboard to answer those questions, because then you can find the real root issues of what's going on versus just like, oh, let me look at this for the last month, or let me look at these numbers, and I have no idea what they're telling us. But, you know, this is what we did last month.

00;16;09;06 - 00;16;32;27

Unknown

Great. But how was it a year ago? How is it now? You know, like comparatively. So you can ask yourself a better question, which gets you ultimately a better answer. Yeah. And here's a good example too. If you look at this example, the expenses last year as this line were right, expenses as percent of revenue. So yeah, last year it was in the middle.

00;16;32;28 - 00;16;59;12

Unknown

So I'm just trying to comment for the podcast people. So there we go. So she's showing us May 2026, June 2026, July 2026. But the percent as of revenue was what is that lower last year. Oh yeah. Lower. Yep. Yeah. This year. This year it's higher. Last year it's lower. So if it's if it's lower last year as a percent of revenue what changed.

00;16;59;14 - 00;17;19;20

Unknown

So then could you have possibly put the wrong money in and you're spending too much money. You know there's so many different reasons that we could jump into. But I'm not going to because I'm going to show you why this matters. So we can go through expenses. We can look at net profit. Obviously it's down here. So there's a pretty big change.

00;17;19;20 - 00;17;45;09

Unknown

Their and your targets are different. And then cash, you know, that's a big thing. You're eating at your cash a little bit. So if that's happening that's a big deal. So this is pretty much the first thing. And as a CFO it's a what is the most important thing in your business that is going to drive or change or what can you do as an owner, not ten things that you need to go out and do right right away.

00;17;45;12 - 00;17;59;12

Unknown

1 to 3 things that you need to do right now that are really going to move the needle in your business and start to make a difference, because we can think about while we do it every day. When you wake up in the morning, we all probably sit there and go, I got to do this, I got to do that.

00;17;59;12 - 00;18;19;29

Unknown

I got to do that. But what's most useful in your day? What are you how are you going to start your day and what's most useful? Just like your business, what is most useful in my business? You could go do a lot of things, but what's actually going to make a difference and a good financial partner is going to steer you in the right direction to get you on the right path to make those important moves in your business.

00;18;20;02 - 00;18;40;13

Unknown

Right? That's why if you build this out, that's great as long as you're using it, keeping it up to date. But that's why having a financial partner there for you, whether it's a CFO or someone that's actually cares about your business, it's making sure that you run these things past each other and you're holding accountable, and you're making sure that you're making decisions from these numbers.

00;18;40;13 - 00;18;58;11

Unknown

And then sometimes it's interpretation like, okay, what are these numbers telling me? And what decisions do we need to try and make from these numbers as well too? So that's another reason that you have a dashboard. A dashboard is there not just to, yes, give you those triggers, but to talk through it with someone to say, okay, what do I not see?

00;18;58;13 - 00;19;19;11

Unknown

Or what am I looking at here? And what do I need to take action on as well? And the next step, something that we do that's so important than all the numbers. These numbers don't mean anything without a purpose behind them. So we always have a nice little stop by report that tells you what is the biggest thing that I need to work on right now.

00;19;19;13 - 00;19;38;21

Unknown

So if it's not if it's not healthy or you're not on track. What do we need to actually look at to get it on track? What business stage are we in. Because it makes a big difference what stage you're. And if you're a startup, you're not going to have money. Right now. You're working on start doing, you know, starting up your business and making new things.

00;19;38;21 - 00;20;05;29

Unknown

So cash isn't really going to be the biggest key except for when you go out need cash. So there's other purposes for it. If you're in the middle of scaling, you may be hiring someone right now. That's going to cost you a little bit more money at first. Yeah. You want to make sure you're in looking at the stage of your business when actually analyzing it, because it depends on where you're at in your business and what you're actually trying to do before you even make the next moves.

00;20;06;00 - 00;20;24;15

Unknown

Yep. That's why just to jump in for the podcast, she just changed to a different tab called the Stoplight Report, which literally has a picture of a stoplight on it, and we marked in red, yellow, green. Is it off track? Is it not on track or is it on track? Like is there a risk? Is it a very heavy risk?

00;20;24;16 - 00;20;42;22

Unknown

Is it a lighter risk or is this something that's not this is good. And then we need to know what stage of the business this is in, because that will help us to determine what feedback to give the business owner as well to. So that's what she's showing on this screen right now. If you can't see it, we're seeing okay red, yellow green.

00;20;42;25 - 00;21;01;00

Unknown

There's going to be things at the bottom like what do we need our on track off track. Then at the top as well there was the business categories of like where are they. So that way we can take that client through and take that person, someone that we're trying to help and give the proper feedback, depending on where they are in that stage of business right now.

00;21;01;00 - 00;21;21;07

Unknown

So there you go. Now she's going to show the rest of this tab. All right. So that's the overall. But but you can't just take the overall of the business right. You have components. You have pieces of your business. Like are you closing the deals that you are targeted to close. Are you even making the average deal size that you said that you wanted to make?

00;21;21;09 - 00;21;47;04

Unknown

And, you know, I'll stop and say that if you haven't actually made the goals and targets for your business, you're running your business even more blind. You may know your numbers to a tee, but if you didn't sit down and talk about targets and budgets and where you want to be, you have nothing to compare it to. So budgeting and targeting is so important because you want to make sure that you're aligned with where you want to be because everyone starts a business for a reason.

00;21;47;04 - 00;22;04;26

Unknown

So we all have goals. So you want to make sure you're on track for your cost of sales, how much your commissions are paying, are they going up? You know, different things that you pay when you make a sale because that can actually break a business as well. Yeah, your payroll cost, but your payroll costs includes your people, your processes.

00;22;04;26 - 00;22;24;29

Unknown

Are you happy with them? And that's a conversation we have a lot to like. Are they doing what they should be doing to drive your business forward as well? Any marketing ROI is your expenses, which is your overhead. Are you in line with your net profit goal? Do your cash needs? Are your cash needs aligned with your goals?

00;22;24;29 - 00;22;44;21

Unknown

Are you on target with your profit first allocations? And most importantly, are you paying yourself enough? So these are really important components that are not a one size fits all. We change the components. If there's something additional that's specific to your business, that becomes a new component that we way every month and make sure that you're on track.

00;22;44;28 - 00;23;04;01

Unknown

But for the purpose of this sheet or this, this example, those are the components. And we just kind of assess what's the status. Do you have risks? Roadblocks. Are you on track? Is it a potential risk. And then who's the owner of that. If you you do not want to be the owner. The owner and David can vouch for this.

00;23;04;01 - 00;23;22;28

Unknown

The owner does not want to be the the task owner every single time you you hire the right people in your business to hand off certain tasks to. So then you can get and people that you trust so you can move your business forward. If the owner does it all. Yeah, it's a bottleneck. It needs to be a discussion.

00;23;23;00 - 00;23;41;02

Unknown

We just onboarded someone who's realized that in his business, where he's the bottleneck in a lot of the and a lot of the decisions. And so just going through a process like this, I know he's going to have his eyes open to, oh, I'm in a lot too. I'm doing too many of these things. And so I'm going to have to prioritize.

00;23;41;02 - 00;24;03;00

Unknown

If I had people in the right place, I could get this off my plate and I could do things that actually produce revenue for the company. And just having something like this helps owners to realize, okay, what am I missing out on? What are the opportunity cost? Because I'm doing these other things that are taking me away from what the core business is, or what my core expertise is as the owner to really drive the business forward.

00;24;03;00 - 00;24;19;08

Unknown

So sometimes this is just very revealing to people like that, where I love people that come in that are coachable, that say, like, I already know I'm a bottleneck, show me where it is. And like, where could I swap out? Or if I got someone in here, what could we be making? Or what could I be doing on the other side?

00;24;19;08 - 00;24;45;00

Unknown

So this is really good for people at different stages of business, because if you have a big team like some of the people that we work with, then all these boxes are going to be filled in by different people. But now it's still revealing of like, okay, what's off track on track, who's going to own it? If it's a small business and it's a 1 or 2 people on the team, it's more like, okay, there's still stuff that's on track, off track, but what are the things that are off track and do these take precedence, or do I need to get someone in here, or do I need to take care of it myself, or

00;24;45;00 - 00;25;12;12

Unknown

what do I need to do, and what's a good long term solution? So that's why I love a stoplight report to really understand what are, yes, what's on track or off track. But then am I the bottleneck or are there things that could be taken care of just because, you know, like if I got out of my own way and got the right people in place, or if I actually didn't need to do some of these processes, or if I focused on a better exit strategy, whatever it might be, might be a million answers, depending on the business.

00;25;12;12 - 00;25;35;12

Unknown

Right? So that's where just having something like this in front of your face will really help you understand. What do I really need to work on that will move the needle for my business? Yep, that's exactly what it is. So whoops. So I'm not going to go through all of these. But the there's a section on here that says highlights and or action items.

00;25;35;12 - 00;26;03;02

Unknown

It's just something that your CFO will go through and highlight why they said it was a risk or roadblock, why they said it was on track, and then maybe what needs to happen next and then give it an owner so you and your financial partner can talk through it and say, okay, this belongs to the sales team. They keep track of the numbers they need to work on getting it aligned, and then come up with the action items that we need to give other people so we can move the business forward together.

00;26;03;04 - 00;26;22;13

Unknown

Yeah, this is great. I love this because it's not just about showing you what's off track. It's okay. What is our feedback or what is the next step. What's the action item to take from here? So it's not just something you look at. It's something that you take action on. Yes, definitely. So those are the only two that I want to go over today because there's a lot.

00;26;22;14 - 00;26;40;00

Unknown

But these are the biggest things, like looking at your dashboard and just kind of understanding your numbers, seeing it as a graph, not getting too tied up, you know, and then waiting to meet with the financial partner that's going to put it all together for you, give you the red, yellow, green and talk you through what those immediate next steps are for you.

00;26;40;03 - 00;26;57;03

Unknown

Yeah. So if you have been following on on the podcast, I highly encourage you to go to YouTube so you can actually see what we went through today. But then also if you're like, hey, I'm on YouTube and I love this and I there's no way that I want to actually put this all together. I, I need some financial help.

00;26;57;04 - 00;27;15;17

Unknown

You can always go to simple CFO comm, and you can make sure you go to that website, book a call with us. We'd love to at least help you get to this point. To where a couple things here. If you are at the stage where you can actually get a dashboard, that means that your numbers are clean and clear, and you can get the clarity from the books and from the numbers.

00;27;15;18 - 00;27;29;22

Unknown

That's where we want to get you to. And if you're like, there's no way I'm nowhere near there, then you probably need to reach out to us too, so we can get you into that position. Because if you're running around like a chicken with your head cut off, you'll never get to where you want to go. And you'll just keep saying, where did all my money go?

00;27;29;26 - 00;27;46;19

Unknown

Where is it? So that's where I want you to be able to have someone that's in your corner. So there I think I have the QR code up there as well too. So if you're on YouTube right now, you can scan the QR code and you can actually go through the steps of if you need someone to either get you clarity in the books, clarity in the numbers, clean up a mess.

00;27;46;21 - 00;28;06;16

Unknown

We can help with that. Or if you're like, this is great, but there's no way I'm going to put the time effort to put all this in, and I just need you to show me my numbers. That's what we can do with your CFO. Go through, build you this dashboard, sit with you, talk to you like a business owner and tell you, okay, here's what we're seeing, and here's the next steps in order to put you on a great financial trajectory.

00;28;06;16 - 00;28;20;24

Unknown

So that's what we really want to do and help you with. So Christina, thank you so much for going through that today. This was an incredible share and I'm looking forward to it because I think we can do this on several more tabs and show them a couple other things that we do on the profit first side. Just some other things.

00;28;20;24 - 00;28;35;19

Unknown

Cash, clarity. There are some other things that we do as well to that we can show you in the future. But thanks for listening. Anything else? Christina, before we sign off that you want to say, just want to give you any opposition. If you want the dashboard set up. Cool. There we go. Have a great rest of your day.

00;28;35;19 - 00;28;53;06

Unknown

And thank you for listening to us. Remember to keep profit a habit in your business. Thanks for listening to the simple CFO case files on the Profit First for Real Estate Investors podcast. If you found this helpful, make sure you subscribe so you don't miss our guest interviews featuring other real estate investors and our Profit first chats with David Richter.

00;28;53;09 - 00;29;00;07

Unknown

If you're ready to bring clarity and structure to the finances in your business, visit profitrei.com to apply for a free financial discovery call with our team.