Title: “From Big Four to Real Estate Profit: A CFO’s Journey and Tips”
With her over eight years of experience as a CPA in tax services and being one of the top Chief Financial Officers, this is an exciting episode of the Profit First for REI podcast.
Today, we have Mehak Begemann sharing some top tips that help you understand where you are in the journey as an owner or as an operator. She also shares her investing journey that will inspire you!
Listen and enjoy the show!
[01:13] Introducing Mehak Begemann
[02:07] Professional life as a CPA
[06:40] Mehak started to get interested in real estate
[11:05] Indicators for clients that are winning
[13:54] Two types of owner
[18:20] Cool client testimonials/story
[24:24] Her fun experiences working with clients as CFO
[29:36] Connect with Mehak
[12:01] “Owners should be able to answer what their operating cost is at least on average.”
[21:07] “You can’t build unless you know where you are at today.”
[22:38] “Whatever doesn’t get measured gets lost.”
Connect with Mehak:
Tired of living deal to deal?
If you are a real estate investor or business owner who is tired of living deal to deal and want to double your profits, head over here to book your no-obligation discovery call with me. Either myself or someone from my team will hop on a short call with you to get clear on your business goals, remove any obstacles holding you back, and map out a game plan to help you finally start keeping more of the money you work so hard to make. – David
Speaker 1 (00:00):
This is the most disheartening conversation I have with my clients where you see this large payout on April 11th. You’re like, oh, you took this really large distribution. They’re like, no, that was taxes. They’re footing your tax bill. And so with our Profit First rollout plans, we implement a quarterly payout with our clients. And that’s exactly it. It’s your owner comp is what you need for monthly expenses as an owner just like you would if you work with somebody else. And then once is that RV or that trip or that vacation rental, whatever that is, it doesn’t, you name it, right? It’s whatever you desirable want is. That’s a quarterly distribution.
Speaker 2 (00:42):
If you’re a real estate investor who’s sick and tired of living deal to deal, then welcome home. Hear from everyday real estate investors just like you, and discover how they’ve completely transformed their business by taking a profit First approach. This is the profit first for R e I podcast, where we believe revenue is vanity. Profit is sanity. It’s time to start making profit a habit in your business. So here’s your host, David Richter.
Speaker 3 (01:09):
We have another special episode of the Profit first r e I podcast. We have one of our CFOs, Meah Heck Beaman on, and I am super excited about this. She is definitely one of our top CFOs clients Rave about her and she’s going to give some of the top tips and just helping you understand where a lot of people are on their journey when it comes to being an owner versus operator. Just lots of good information that she gives on this podcast, excited for you to listen to her. And thank you again for listening to the show. Hey, we are on the Profit First r I podcast. I have a very special guest. It’s our C F O series that we’re doing here, and I have, which is honestly one of our best CFOs on the team. And honestly, just an amazing human being. There’s so much things that I could say, I could go on and on, but I won’t right now, maybe near the end, but I want her to be able to tell her story. She has an incredible story. Before we go into that, the heck, thank you so much for being on the podcast today.
Speaker 1 (02:07):
Well, thanks for having me. So I’ll just get right into my piece of how I fit into the puzzle here. So I started my career at Big four Accounting, just like all the young kids out of college. And so started there, got a ton of really good experience at Big Four, and quickly found out that as I was starting to have children, it just wasn’t going to be the next 15, 20 years of where I saw myself in the professional career. So anyways, I made a couple of changes, continued to work in public, and then came across simple C F O and the fractional C F O service services and really serving the small business owner, the small investor. When I say small, I’m talking a million to 10 million, so figuratively small, but most of my clients were multi-billion dollar companies. So it was just a different market.
But it seemed like from working with clients here at Simple C F O and otherwise that the impact is so much more larger with small business owners because you’re impacting owners and their families and generationally you’re creating a wealth. And even if it’s the knowledge of investing or knowledge of how to run a business, there’s a multiple return on the dollars invested in education that may not always translate the dollars. So what I saw in serving those clients, it was different. It was different than just going to work and doing the work. It does something to you when you’re adding value to people and their businesses. It’s so rewarding. So that’s kind of my piece of my professional life as a C P A and then coming into a fractional C F O role in serving clients in that capacity.
Speaker 3 (03:58):
Awesome. I want you to tell your story too. You’ve got a great story of actually coming over and living here and just, I don’t want to spoil it. So can you go into that just for people get to know you as a person?
Speaker 1 (04:09):
Sure. So you guys, my story is, it’s unique if you’ve not come across this, but it’s a common story in the us. I was 17 years old, I was in India prior to that age. I grew up in a home. I have three siblings, two siblings, I’m the youngest of three. And came to the US with a couple of suitcases. I had never been to the US and my parents actually had never been to the US either. And I was just recalling, I was telling my mother-in-law just recently, I can’t imagine. I remember looking at the map of Chicago O’Hare sweating, not sure what I was getting myself into. And so it seems so bizarre and seems on the outside, seems courageous on the inside. I was just trying to figure it out. And that feels like business too sometimes. It’s like you’re just trying to figure it out day by day.
So yeah, I came to the US, played division two tennis at a small D two school was a lot of fun, very challenging. I think that’s also where a lot of my discipline comes from to be able to compartmentalize and really function at a very high level just to be able to get a C P A work towards a C P A license and then play a full-time sport for four years. So that’s kind of my story and it’s, it’s just came up on 13 years here in the US and it’s been more rewarding than anything. I have a family now here. I have three children and a spouse. So really grateful for everything that the Lord has brought to me and brought me here. So yeah, that’s a huge part of my story that I definitely glossed over.
Speaker 3 (05:45):
I was going to say, you’ll have to have some of the best parts there of what you did. And because you said people might think it’s brave, but I was scared on the inside. It’s like, yeah, you were brave, you did it, you came over, you did, did all the scary things that a lot of people, especially that we hear in this day and age wouldn’t have the gumption to do. And I believe that you did that and it shines through your personality. I think you bring that to a lot of people and the people that you work with always have incredible stories, which we’ll get into that today. I want you to be able to tell some of those stories as well too. But then you told about the Racal C F O of becoming that and you’re affecting them on a personal level. So is that why you became more of the C F O than just another bookkeeper, another c p accountant, that type? Was that the reason or do you have other reasons of why you started that?
Speaker 1 (06:36):
Yeah, so as I was exiting corporate, I became very interested in investing in real estate myself as an asset class. And so just started gathering all these hours of education as an account. I’m fairly risk,
Speaker 3 (06:52):
I have to ask, I’m sorry, I’m totally interrupting you. How did you even get that bug? I mean, that’s not usually what someone says. Oh, I was in college and then yeah, I was like, I wanted to invest in real estate as an asset class. Wait a second. How did you do that? How did you even get there?
Speaker 1 (07:06):
Yeah, I think my why was just seeing my children growing up and I was just grinding away at a nine to five. I was just grinding away at a nine to five. And again, you know what? Every opportunity has played right into this. My experience at Big Four plays right into this how I serve clients today. I draw on all that experience because I took every opportunity I knew being in the us this was an opportunity that most people don’t get. So I was determined that I was going to make the best of every opportunity that came my way in terms of learning. And so I think that’s really financial freedom, time freedom, location freedom, found real estate as an asset class for investing, and then found you David through actually another investor in New Jersey or New York. I’ll have to find out who that was because you got to give them a shout.
Yeah, no kidding. So yeah, so it was early stages for your business too. You were just maybe year two, year three is pretty early, so have seen a lot of growth here at Simple C F O and how your business has grown and how our clients are growing. So one of our core values is that we want to see our team grow and chief financial freedom and our clients too. And I remember as I am onboarding team members, that is so true because as a team, we truly are seeking to allow our team members to achieve whatever their goal is in their businesses and serve our clients well. So it’s just a testament that there’s enough to go around. There’s not this mentality of scarcity.
Speaker 3 (08:44):
Yeah, that is so good and I’m so glad we have you bought in a hundred percent and that’s really what we want to do. So I’m glad that you recognize that and that helping to permeate that throughout the organization as well and then helping people. But I cut you off too. So that’s why you went into real estate, but then being the C F O, it was like you got into real estate, you were tired of the nine to five, and then how did it come to about that you wanted to do specifically the C ffo role?
Speaker 1 (09:12):
Yeah, I don’t know that I knew, but as I started working with clients, like I said, that intrinsic value, I’m definitely a people pleaser, but the feedback you get that the clients are like, this is so helpful. Wow, it’s the same data too. It’s kind of blows my mind. It’s same p and l, same balance sheet, same processes, but there’s something with having a C F O A fraction C F O or an outside an advisor that helps you see things in your business that for some reason I think it’s because the owners, me included as a business owner that you are in the weeds so much with your business that you sometimes can’t quite see the 30,000 foot view. And so sometimes I feel like on calls I’m stating, I feel like I’m stating the obvious where it’s like, well, your opex is this, your breakeven is this, you need to do this this month. But it’s like, whoa, wow, I didn’t know or didn’t really see it that way. So I think that feedback loop for me is very rewarding to see that I’m making a difference in owners’ lives and they’re telling me like, Hey, this is so helpful. And it helps ’em be ahead of their business as opposed to being reactive. So that feedback loop is really kind of why I do C F O services. I really enjoy the client interaction and being able to add value.
Speaker 3 (10:33):
That’s awesome. You definitely get that feedback loop. I’m out at places all the time and at masterminds and they say how much they love working with you and that you provide so much clarity and insight. So it’s definitely working on the back end. I get to hear that as well too. So that’s awesome. I just wondered why jumping into that side of it and that sounds like an incredible thing that you’re doing and that being able to provide that value. So I do want to ask, since we’re on the topic of C F O and fractional C F O, what are some indicators across the board for clients that are winning?
Speaker 1 (11:06):
So what I see across the board with clients that are winning is that this sounds like not a super smart answer, but it’s like there are historic financials. They are dialed in and when I say dialed in, it’s that their books are current. And one would say, well, that’s only for tax purposes. And as a C P A, yes, you need your books for tax purposes too. And we have clients with that all the time. But what’s most important is that you’re, and I tell my owners, the owners that I work with, you would never underwrite a deal without looking at historic market data. Every deal you ever underwrite, you’re looking at comp analysis based on historic data in the markets that you’re investing in. How is that any different than our businesses? So many times, and this David owners will come in and this not getting down on anybody, but it’s like they’ll come in, they haven’t reconciled books in six months or three months or whatever the case is.
And it’s like, and owners should be able to answer what their operating cost is, at least on average. They should have a pretty good pulse on some of these KPIs that sometimes where owners, and again not beating owners down, but we’re so focused on running the business that we’re not necessarily thinking as an owner, we’re thinking more as an operator. So really that is where you change the focus, which is yes, you still have to operate the business, but the decision, the 80 20, so the decisions that will move the ball forward, you have to have oversight that’s more high level. So sometimes I think that is what’s getting missed, but step one, you’d have to have clean books, work with a bookkeeper if you come on board with us, we have affiliated, we have affiliate bookkeepers at can help you get to a spot where you can actually make sense of your data so you can make it for proactive decision making as opposed to being reactive at tax filing time.
Speaker 3 (12:57):
Awesome. Well there you go. I love that because, and it sounds so simple, just know your numbers. Where do you stand financially and do you have that clarity in your business? I love what you said too, owner versus operator, that was great. It’s like are you acting as an owner or to the operator? And sometimes you’re going to have to play both hats and put both of ’em on, but it’s like you got to make sure you’re putting the owner hat on at least sometimes, and it’s not just the operator go, go all the time. I thought that was really good too. So some more questions. So if someone’s working with us or working with a fractional C F O, can they answer the following questions or know where they can go to get these answers quickly? And I’m just going to run through some of these questions here. My business can and is currently funding my owner’s compensation. So what about that owners paying themselves? What do you have to say on that subject?
Speaker 1 (13:48):
Yeah, so a lot of times we see two type of owners here. So they are owners that have overcome that threshold and they come in and they’re burnt out. Owner comp is not their biggest concern. They want to bring some sustainability to their business at scaling, so they need to add team members. But again, it’s like can you sustain the owner comp you’ve been paying yourself if you onboard team members? So that’s the question we’re trying to answer with some of our larger business owners with some of our smaller business owners who are getting started, for instance, they’re taking owner draws comp haphazardly, but there’s no method to the madness on each month consistently. And especially with a lot of our clients who are flipping homes, it is fairly inconsistent in terms of cash flows. So you see both spectrums, but I see more the latter where there’s a haphazard owner payouts, it’s feast to famine cycles of behavior with owner comp. And that’s part of our process is really evening out the peaks and valleys of their cycles to be able to set aside dollars with each flip in that case to proactively think about the next 30, 60, 90 days out. So some of our owners are like, yes, killing it on the owner comp standpoint, but can’t afford to hire because they don’t know what they can pay and then others, they’re just trying to get to a place where they can consistently pay themselves.
Speaker 3 (15:12):
Awesome. Yeah, I see that as a huge headache and I think that’s where with you working with people, if they’re not paying themselves, would you say that they’re living in survival mode and making decisions that sometimes aren’t the best just all around in their life?
Speaker 1 (15:29):
Yeah, I think when you’re in that pattern, which you can break out of strategically, but you’re definitely acting as the operator most of the time, you don’t have capacity to really think a business owner at that point because right now you’re just trying to make sure you can meet your own needs. So I think you can’t hardly expect an owner at that standpoint to really start thinking about KPIs at an owner level. KPIs, once you get out of that feast famine cycle, that’s really when you’re like, okay, I’m taking care of now I can really grow this thing sustainably. So you’re too concerned with owner comp when there’s not enough or just meeting your operating costs. So you see a change, change in behavior and change in decision making once owner comp is taken care of.
Speaker 3 (16:15):
That change in behavior is huge. It’s being able to go from just living in fear all the time to actually making good decisions and empowered decisions, which is very key. No, that was great. Okay, another question. So can owners answer the following of if they can fund their wants, the actual profit of the business and what they want to do? So once they get survival mode taken care of, what about the thing they started their business for?
Speaker 1 (16:39):
Yeah, this is the most disheartening conversation I had with my clients where you see this large payout on April 11th, you’re like, oh, you took this really large distribution. They’re like, no, that was taxes. They’re footing your tax bill. And so with our profit first rollout plans, we implement a quarterly payout with our clients, and that’s exactly it. It’s your owner comp is what you need for monthly expenses as an owner just like you would if you work with somebody else. And then once is that RV or that trip or that vacation rental, whatever that is, it doesn’t, you name it, right? It’s whatever you desirable want is. That’s a quarterly distribution. So this is where you’re dreaming at first on what you would want this to be. But then being the accounting numbers nerd that I am, it’s like, okay, so if you want 50 k of profit distributions, what does that mean for the business in terms of revenue generated?
So it almost becomes a gafi process, right? It’s like, okay, I would really like to be here in my comp if that is the highest value in terms of what is most important at that time to the owner. But you can back into it, it’s a numbers game, but then you can back it even further to how many deals per month and how much revenue per month. So you tie it back to leading indicators to make sure you can’t fail on the backend or at least you have a reason that you didn’t hit the goal, whatever the goal was for that given month.
Speaker 3 (18:08):
Yeah, no, that’s great. And do you have any cool story or some of what someone’s actually taken a distribution or this was like, oh, this was cool what they did? I don’t know, do you have anything like that?
Speaker 1 (18:20):
Yeah, I don’t have one with a distribution, but I will share one of my client testimonials or stories. So he was in Q one and we were reviewing the deal flow in Q one and he was stressed about cashflow and he had six deals that he did in owner finance on, and it was beyond me and it seemed obvious to me. I was like, why did you not flip these? And he was like, I don’t know, I’m like, you’re concerned about cashflow in your operating business, but you chose to do owner file on all six of ’em. So there was not, yes, it was a bigger payout down the road, but there wasn’t this cohesiveness in decision-making, which was, my operating costs in this business is like 50, 60 K, so how am I going to fund that? Right? So Q one was rough and then Q two we were ahead of the ball.
So Q two, he hit his target. So now it’s a well oiled machine. So Q three, Q three we’re behind, but he knows how much by how. So you see this clarity, so it’s not always good news, but you see this clarity of like Q one was off because of this Q two, we hit targets and we set the targets Q three, we had a target and we know how many days are left in the month and where we need to be at, what is deal flow. So you see this clarity that wasn’t there before. And so even though things aren’t going well, his comment to me was, I know what I need to do to be where I need to be, which was so rewarding. So it’s so great. He knows his dollar amount per month that he needs to be to be able to meet opex, pay, the commissions, pay himself. So there’s this strategic approach to where he needs to be at the end of each month, at the end of each quarter. So it becomes a more measurable process as opposed to haphazardly making exit strategy decisions on your deals.
Speaker 3 (20:08):
Sounds like that’s giving him more peace of mind throughout the months too in the quarters because of what he said to you as well.
Speaker 1 (20:15):
Yeah, he wasn’t panicking. He wasn’t come into it like, oh my gosh, where cash starved. I was like, we’re behind and this is what we’re doing to get there. So he’d already worked that out. It was clearly defined targets in place. Yeah,
Speaker 3 (20:30):
That’s great. So then another question then. How about knowing operating costs per month since we’re kind of already on that, do most people get to that point?
Speaker 1 (20:40):
I think most people are not there yet. Not without, again, going back to not having historic financials. A lot of times I’m cutting through complexity with our clients, which is they’ll say, well, marketing keeps changing, but you’re not going to go from 20 K to a hundred K. It’s within a range, so you can get within a range of opex. So sometimes the thing that owners feel like they’re in the gray area, they don’t have confidence in their numbers. So really you can’t build unless you know where you’re at today. So that’s where we’re really intense in the first 90 days when you are working with supposed C F O, especially because we are trying to get to financial clarity in the first 90 days so that we can build on it. Because I mean, it’s hard to quantify what your opex is if you don’t have the last two quarters of financial. So I think most clients, all of this kind of runs, right, with not having clean books for at least two quarters.
Speaker 3 (21:40):
Yeah, okay. That makes sense because a lot of people just come in and don’t have that, and it is, it’s so freeing. I remember when we had in the real estate business, it’s like now we can at least make a decision, even if it’s a bad place that we’re in, we can at least move forward from there. So that is really rewarding and I love that. Just a couple other questions here around that. What about the percent of opex versus marketing? Because a lot of people in the real estate world and just business in general, do they know what they really need to spend in order to get the deals to come in or know what the percent of the overall budget that they have in order to spend to get the deals to come in the door?
Speaker 1 (22:22):
Yeah, I think you would agree, David, that a lot of investors in the real estate space, I mean marketing is an expense that we have to have in our businesses completely, and it pays many times over, but whatever doesn’t get measured gets lost. So the bigger question here is you might know where your ad spend is per month, but really as owners, do any business really, do you know how well your channel, each channel, if you have multiple channels, how well they’re performing? Most of the time you might be, a lot of our clients are tracking this in their C R M, but it never actually gets materialized in terms of dollars. So your conversion rates, those numbers, but then on the backend in terms of how much cash is actually leaving your account, which is a large part of opex, something like there’s a missing bridge there to really be able to materially say, this channel we spend 20 K and it brought in this month, the revenue was, or at least in the pipeline because not everything closes in a given month was a hundred K. So it’s like, okay, that makes sense. But I think once it starts, once you start measuring it, you have something to go about to be able to tweak it then. But a lot of times I’m seeing that maybe we’re not even tracking it in the first place to be able to hang your hat on some decisions around it.
Speaker 3 (23:44):
Yeah, that makes sense. Oh man. Just we keep coming back to that word clarity, it’s just getting that clarity around those different numbers that really affect the business and that’s why you’re so good at what you do because you bring clarity to those people so that way they know exactly where they stand and what’s important to them. Okay, how much do we want to spend and are you getting the returns you want? And then is the business overall, because like you said before, reverse engineering, just a lot of that good stuff. Okay. You’ve been a C F O for a while. What do you think is one of the most fun parts? Obviously the feedback loop of when they say stuff like that, but what do you see and or what has been some of the most fun that you’ve had working with clients?
Speaker 1 (24:26):
I think for me it really is seeing our clients winning. And it doesn’t always materialize into a large owner comp or for each owner actually what they view as a win is different. So for some of my owners, they’re like, Hey, I would like to exit the business in five years or at least be more passive. So helping them create financial systems that really help them build what they would like to do in their business At a future state, I have owners who are, they want to 10 x their business in the next five years or whatever, the K two years. And then I have owners who are like, Hey, the market is too uncertain. I really don’t want to flip right now. I’d rather do some private money lending. Let’s take that approach. So I think the most fun I have with this is really being able to understand what, and sometimes owners don’t know.
So really kind of helping them figure out what do you think you want? Where do you want to be a year from now, three years from now, five years from now? And being able to trend in that direction instead of just making decisions and hoping that you might be a year in and actually really not working in your business. It just feels like you’re just going through this. It’s no different than your corporate at that point, just the grind. So yeah, it’s really just tying owners’ desire what they want the business to be or look like to a roadmap of how to get there. I think that’s probably the most rewarding thing in working with clients.
Speaker 3 (26:02):
I love that. I love what you said. I a hundred percent agree with you that most people just don’t dunno what they want and sometimes you’re deleting them to that. Here, what do you want this promised lander, that one. What does it look like to you at the end of the day? And I think that’s really good because a lot of people just don’t know. And then it’s even more fun to be able to build the systems and business around, here you go, this is what you said you wanted, and then we can get there. We can finally get there with you. Awesome. Well, let’s see. There we go. I think it just cut out for a little bit, but here we go. Alright, I just have one more question. Do you have any final story that you’d like to share? And then we’ll wrap it up.
Speaker 1 (26:46):
Let’s see. I’ll share another quick one. So with one of my clients, I’ve been working with him for over a year and it was a subtle pain point. I knew this was a pain point, but it was never said out loud, which was just pass you taxes, payment plans and installment payments where your future dollars are already called for because of i r s tax bills. And so in a prior call he had mentioned to me that he’s all caught up with prior taxes and has reserves set aside ongoing. And that was a win that it was a win. It was a huge win, but it was not really mentioned as often as a pain point. We weren’t actively working towards it, but in the back of his mind he was allocating per flip so much to taxes because it was just a pain point for him.
So it was just really rewarding to see that the systems are working, the financial systems we’ve been working on. He has complete clarity on his flips. I mean really he knows his gross profit margins on ongoing flips. He can back into where he needs to be to make the margins he’s looking at looking to make, so he can define the scope of his react so you can really see the proactiveness, which sometimes when clients onboard, they’re like, that seems too farfetched. The fact that I’m going to be able to do this in 90 days or 120 days, they’ve been in the hustle for so long that it feels too farfetched. And so something changes in them when they see it play out like, oh, this can happen for me too. Something changes in them where they’re no longer just feast to fam and in that cycle of just doing, they can pause and restructure and move forward from there. So yeah, I thought that was a huge win that he was ahead of it and felt like a weight was lifted off of his shoulders because that was taken care of.
Speaker 3 (28:34):
Yeah, I love how you phrased that. So many people have never been there. They don’t know what it feels like. It’s like they don’t know what it feels like to have that clarity to know. And it’s like they’ve been the operator for so long or just been in the business and never really had this where, oh wow, I can actually make decisions, not just the gut feeling anymore. It’s pretty eyeopening. So this has been awesome. I am so thankful to have people like you on the team that actually care, that care on the other end, that people have these wins and want them to have these wins and work alongside them to get them there because that’s really what we’re trying to do. So is there anything else I want to make sure, I don’t know, do you want people to follow you on Instagram or Facebook? I know you’ve got a great Instagram that gives some tax advice and things like that as well too. Or just some videos there, or just real estate investing videos, you’re an active investor, plus you’re doing this as well too, so just want to make sure anything that you’d like to put out there to the world.
Speaker 1 (29:36):
Sure. Yeah, so I’m on Instagram at Smart Advisors. I try to a lot of tax tips over there and also just tips for, especially with real estate since that is my niche on the tax side, but also on the C FFO side. So try to share as much as many resources as possible. But yeah, I’m just thank you for having me here on the podcast and happy to share, share more about our client wins and have the conversation today.
Speaker 3 (30:05):
Awesome. Well, I appreciate it greatly. And if you’re listening to this and you’re like, what the heck, this is actually real and there’s actually real people behind the scenes and they’re really getting these types of things. Yes, we want that for you. We want to give you that clarity, that financial freedom, whether it’s the owner’s comp or if taxes are a burden in the back of your head or the multiple things that she went down the road with the different clients. That’s what we can help you firstname.lastname@example.org. Schedule that call and we can at least see are we the right fit at the right time and give you someone like her on the team to be there as a C F O to go to battle with you to really help you get to where you want to be. So this was awesome. Thank you so much for being here again and remember to make profit a habit in your business. And thank you for listening.
Speaker 2 (30:48):
This episode of The Profit First for R e I podcast is over, but there are plenty more where that came from. Are you ready to learn how David and his team can help implement the Profit First system in your business? Schedule a discovery email@example.com right now. We’ll see you next time on the Profit First for r e I podcast with David Richter.