In today’s episode, Jim and Tyson chat with Greg Crabtree! They dive into the journey of focusing less on the profession and more on the value. If you’re interested in learning more about finding a better way to balance the service you give, the value you provide, and his new book, check out this week’s episode.
Greg is recognized for being a public speaker, author, and entrepreneur. He works with privately-held businesses on cash flow planning, business consultations, strategic planning facilitation, success planning, and transaction advisory services. Greg’s clients enjoy working with him as he cuts through the accounting industry jargon and helps them understand their data in an entrepreneur-friendly format.
Greg is the author of “Simple Numbers, Straight Talk, Big Profits” and “Simple Numbers 2.0: Rules for Smart Scaling.” He has also contributed to Verne Harnish’s book, “Scaling Up.”
2:15 turned my thinking around
6:28 if you provide value, you should get compensation
10:56 keep the cow healthy
14:31 my cash is cheap; my stock is expensive
18:48 I can do every task in the firm
23:12 find some way to do it
Jim’s Hack: Book the first flight of the day and have a backup ticket in case you need it.
Greg’s Tip: Start the first day of the month, take your expected labor costs (all labor), multiply it by two, make that your billable target, and get after it.
Tyson’s Tip: If you’re looking to hire a personal assistant, check out Wing.
Watch the podcast here.
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Transcript: Thinking Like an Entrepreneur with Greg Crabtree
Greg Crabtree
This is Greg Crabtree with car Riggs and Ingram. I’m the author of simple numbers, straight talk big profits and happy to be on the maximum lawyer podcast.
Speaker 2
Run your law firm the right way. This is the maximum liar, podcast, podcast your hosts, Jim hacking and Tyson Meatrix. Let’s partner up and maximize your firm.
Jim Hacking
Welcome to the show. Welcome back to the maximum lawyer Podcast. I’m Jim hacking.
Unknown Speaker
And I’m Tyson music’s What’s up, Jimmy?
Jim Hacking
Well, looks like you’re rolling to St. Louis. I just got back from my daughter’s softball game. We’re here with Greg Crabtree, this is someone we’ve been wanting to get on the show for a while, we’re really excited to have him I think that this is going to be a really valuable episode for our listeners. So Greg, welcome to the show.
Greg Crabtree
Now, thanks for having me. Glad to be able to speak to your audience.
Tyson Mutrux
Greg, we are super, super excited to have you on we’re gonna get into the book right and ask questions about that. But before we get to that, tell us about your journey, we like to ask our guests to talk about their journey and how they got to where they are, and maybe mention why you wrote the book.
Greg Crabtree
Yeah, I mean, I think it is one of those things that actually because I’m speaking to a group of professionals that, you know, lawyers have a very similar business model structure to accounting firms. And so we all have our, our demons that we have to face in terms of we get caught up in our profession, versus we really ought to be thinking like an entrepreneur, in my opinion. And I was fortunate enough, I was kind of always a frustrated accountant, I look at the accounting profession, and we make it way too darn hard on entrepreneurs to run their business. Because to be quite honest, more times than not, we have our clients working for us instead of us working for them. And, and it’s just a backwards relationship. And so, you know, kind of, I’m kind of driven to say, Listen, you know, there’s got to be a better way, there’s got to be something that creates a, you know, a nice balanced environment, between the services you deliver and the value you provide, and the success of the people that you work with. And I was fortunate enough to get introduced to an organization called The Entrepreneurs Organization back in 2001. And, you know, just turn my thinking around, because, you know, I started hanging out with entrepreneurs instead of accountants. And so that changes your thinking. And I was really fortunate that, you know, my ineo, you meet with a smaller group once a month that got a forum. And those guys were kind of my focus group to tell me what sucks about the accounting profession. And fortunately, I think we decided to listen to them, we couldn’t do business with it. It’s kind of a safe environment. But it was really great feedback. And it’s something that both of our professionals need to hear that, you know, there’s the natural things in our profession is listed number one thing is I don’t like the April 15, Tax Day surprise, which in many cases, the October 15 Surprises Well, nobody likes that. And there’s a way to fix that. Secondly, though, they said, We don’t like being billed by the hour. Now, you know, and that’s a case where I know in the legal profession, quite a few of our legal clients that we work with have state laws that prevent them from billing any way other than hourly. And that presents a little challenge. But whenever you can bill on a fixed price basis, you create an economic equilibrium, that you’re billing for the value what you do, rather than charging by the hour with as is doing my talks all the time, the bill by the hour, there’s only two possible outcomes, you either gave away your expertise, or you charge for your ignorance. And, you know, and that’s, that’s just not good. And so at the end of the day, you got to find a way, you know, that creates a fair outcome for both parties. But the last piece, and I think this is kind of the secret sauce that in our practice is, you know, they said, Oh, by the way, you have hundreds you see hundreds and hundreds of businesses, most intimate details more so than any any person that the business will do it. And you want to have some idea what works and what doesn’t. And to me, that was a damning indictment of our profession, that we have some of the most sensitive data in the world that we can learn from, that we let it go right in front of our face, doing a tax return or doing some mundane thing that the marketplace needs. But we let the most valuable thing just walk right in front of us. And we didn’t notice it. And it really drove me to start studying client data, you know, and that’s what we base both of the my books on simple numbers, straight talk big profits and simple numbers. 2.0 is nobody’s paying me to do it, you know, so I had to choose to spend time to study data. And now one of the things that probably drives the greatest demand on our client calls every month is the clients are asking us what do we see? We’ve turned that corner to where they don’t look at us as an accountant anymore. They look at us as a market seer. Of what do we see in the data because we actually To maintain 100 company model now that since our practices all over the US, we were not geographically dependent with our client base more industry dependent. And so we get we have a nice basket of 100 companies that we opine on with our clients every month to say, hey, here’s what we’re saying, here’s what we’re saying inflation. Here’s what we’re saying later we’re doing because we see other operating costs, here’s where we see deficiencies in pricing strategies, you know, they’re developing the market, here’s a deficiency and capitalization businesses that are starting to over rely on debt where there’s never cash flush, you know, in times past, and those have the kind of incredible insights for our clients. It’s just not a common thing that our professionals provide.
Jim Hacking
Greg, before we dive into the book and the lessons of the books, why do you think law schools and business schools do such a poor job of teaching their students how to think like entrepreneurs?
Greg Crabtree
Well, it’s a great question. And I think it applies, doesn’t matter if it’s law schools, or medical schools or accounting schools, I mean, accounting schools don’t teach accountants how to be, you know, partners in a firm either. And let’s face it, I mean, in the world of business, when information didn’t exist, it was about who had sway and who had an advantage over somebody and the goal seemed to be in business was who could really get value when they didn’t have to work for it. And, and so, you know, not call me Don Quixote, tilting the windmills, I kind of liked the idea of the balance of, if you provide value, you should get compensation, if you provide no value, you shouldn’t get any compensation. And there’s a lot of range in between. And the vast weaknesses of profession business models is where somebody’s getting over compensated for the value that they provide. Now, value comes in the forms of multiple streams of activity, there’s four things that actually happen in business, the first thing that happens is marketing there has no business transaction in the world happens without marketing of some sort, may not be paid, it may be a person knocks on the door, it may be you know, taking a potential client to lunch or dinner, whatever. But there’s marketing, marketing must always precede sales, which is interesting, because we always say sales and marketing, let’s just because the salespeople are good at convincing us that sales comes from for marketing. And that’s not true. So that, you know, salespeople were really good at convincing you, they need to be paid more when they probably didn’t earn it. But sales getting to contract comes second, oversight of the activity comes third, and then the product, the actual product or service delivery comes forth. As a general rule, this was the guy that got me into EI was a client of mine that had built a business model built on delivering rapid prototype parts next day, you upload your CAD file to their site, instant quote, and you’d get a, you know, an instant prototype delivered to your business the next day. And this guy was one of the best entrepreneurs I’ve ever gotten to know and became a really good friend as well. And, and, and he, we took this theory from him, so I gotta give Brian all this guy’s name. And I gotta give him credit for it. He said, you know, really, if you think about a business transaction of those four things, marketing’s worth about 20% sales is worth about 10% oversights worth about 10% in the product or service is worth about 60. And you plus or minus 2%, or two either direction, but that’s a pretty good beginning framework of activity value. And so I shouldn’t be getting caught up in if I’m not delivering the service that 60% of the value in our professions world of doing the tasks that is needed for our client, well, am I doing oversight? Am I doing sales getting contract? Am I doing marketing, you know, to keep the funnel going? Or am I living off of residual value where I’m continuing to pay but I didn’t have to do anything for it. And every business regardless of every, every professional business that we’ve worked with, that we break down, we analyze our process similar was process just exposes those weaknesses now, many expose it, you got a problem to deal with. And, you know, be quite honest, sometimes those are the hard conversations that people need to have going, you know, listen, I can’t keep paying you, you know this money because you’re not continuing to bring it in. And the value of doing if you’ve got an ongoing client relationship. You know, I can’t keep paying for every year for the rest of that client’s life. There’s value to getting it in the door, but more value keeping it is are you good at delivering service now there’s only going, you know, marketing, so to speak of customer satisfaction, and customer connection and those kinds of things. But but you really got to look at it in a way that there’s a way to describe valued each one of those functions, and then you have to hold each person accountable to those activities. Now, as I said in the first book, and it’s become kind of the the, the opening salvo of our simple numbers philosophy is this. You get paid get a salary for what you do you get a return on what you own. I can’t stress enough how the professions industries do not understand that that there is a value for me being an owner, what did I give up to get my ownership? Did I do sweat equity? Did I go without full compensation? Did I put caching in all of those types of things, though, that is worth something, once you get equity, it’s worth something, and somebody’s got to pay you something to get it away from, you know, in that point, and I respect that, and a lot of deals that we go in and analyze, where somebody’s got an equity that they probably didn’t deserve. It’s like, well, you just, it’s tough. I mean, he’s got a bad deal, you got to bite him out or work something, you know, to get get away from, because, you know, there’s people that do get ownership, they probably didn’t deserve it, you know, but at the end of the day, as long as you understand that framework of salary for which the return on what you own, you got to keep the cow healthy, that entity that everybody works through and gets their salary. You know, most professions work off of a drained swamp approach at the year, and they take all the cash out to live off a line of credit until they build it back up, you know, middle of the year as just a dumb idea. Yeah, they’re, they’re massively undercapitalized. And the ones that we flipped the corner and taught them how to keep the entity profitable, and be fully capitalized, they become far more sustainable in turbulent times to be that and they have fair compensation across their partner base and their producer base to make sure that people are being paid for what they produce to. And it’s no different than, than the NFL and Major League Baseball, and at the pro sports teams, you know, when you have a crappy season, all of a sudden, you’re a free agent. You don’t you don’t get paid what you were making. So it is about production. And sad to say most practitioners are dreaming of the day that they can make the salary that they’re making, and not have to work to do it. Wow, sorry. That’s just that just makes no economic sense.
Tyson Mutrux
So Greg, I think this is a great, I want to kind of stay on this topic, because you talked about this in the book, and you talk about equity, and he talked about salary. But something that Jim and I see all the time is people will give up a big chunk of their firm, they’ll bring on a partner. And when you talk about the dynamics of equity when it comes to sweat equity when it comes to salary, and then also what you give up whenever you bring on a partner and some of the things that people should consider when it comes to equity and bringing on a partner,
Greg Crabtree
right? Well, the nice thing is that you’ve got a little bit of a tax issue that you have to kind of work around. And so the thing that I like in the professional world, if I can pull it off, is to actually truly work off a partnership, taxation rules, because those are the most flexible, and they’re there for a reason. I mean, these are long held, the partnership tax rules go back, you know, 50 years, and there used to be more operating businesses that were partnerships, it just became more of a fad or being escort for C corpse, you know, in the 70s and the 80s. And people got away from it. But I think you’re seeing more of the firm’s go back to that partnership approach. And it makes more sense, and in a sense that my profit allocation can go up or down any year. And that’s how our firm works. Now the firm that we merged in with, and it works really well, I mean, I think they do a really good job of maintaining it. Now I have a capital account. And so you know, at the beginning of each year, it’s determined what my share of the profit allocation is going to be, and I gotta go help fill that bucket. But I don’t get 100% Because there’s got to be capital retained in the business to grow it and keep the corporate entity stable. But my capital account goes up with profits allocated, it goes down with distributions sent out. And that’s a that’s a clean representation in a professions partnership approach of making that work. It’s where you get stuck in some situations, though, where you’ve got people doing blended roles. And This especially happens in smaller practices, where, you know, I’m a sole practitioner, and so what do I do to bring in that next person? And really, to be quite honest, I’ll point people to get the first book, simple numbers, straight talk big profits and get to chapter nine, I wrote a whole chapter on how you deal with equity, and how do you deal with earning somebody in it? And the thing is, if even if you’re an escort, there’s a way to do you know, that that process, you know, bringing those people in, but understand that, you know, I had a client of mine years ago that made a statement that always stuck with me, and he says, my cash is cheap, my stock is expensive, and we generally turn it around the other way. And no, no, you’re never going to build an enterprise value business unless you start recognizing that there is a methodology, you know, for that market value. Now, I’ll also talk about in that chapter, what I call the economic value business. I continue I talk a little more than the 2.0 book as well. And this idea that generally in the professions world, we’re not lie likely to get the premium value that you’re seeing with companies that have monthly recurring revenue and the software, the software as a service kind of companies, generally, as a profession, we’re going to stay in that three times adjusted EBIT A plus equity, you know, kind of valuation, you know, a business, which is not bad. I mean, it’s a, it’s a, it’s a great value, as long as you protect profitability and keep it going, you know, but but you do have to be careful and say, I’m not going to give it away. And a lot of people make a lot of bad decisions about equity, because you’re tax motivated. And there’s ways to work through that. I mean, you just have to, you know, sometimes you diminish the value of the equity that you’re giving out, because you’re trying to, you know, work around a tax issue, and I just said, taxes, your taxes, just stick with value, and everything was
Jim Hacking
really your own practice can be scary, whether you’re worried about where the next case will come from. Feeling like you’re losing control of your growing firm or frustrated from being out of touch with everyone working under your license, the stress can be overwhelming, we will show you how to turn that fear into the driving force of clarity, focus, stability, and confidence that eliminates the roller coaster of guilt ridden second guessing, and mistake making to get you off that hamster wheel for good.
Tyson Mutrux
Maximum lawyer and minimum time is a step by step playbook that shows you how to identify what your firm needs and how to proactively get it at every stage of the game. You’re prepped and excited for the inevitable group that will follow name the lifestyle that you want. And we’ll show you how to become a maximum lawyer and minimum time. Find out more by going to maximum lawyer.com forward slash course.
Jim Hacking
You’re listening to the maximum lawyer podcast, our guest today is Greg Crabtree. He’s an author. And he’s on a mission to help small businesses, professional services, and entrepreneurs to figure out their finances. Greg, could you talk a little bit about the stages of a business’s growth and what kind of outside financial help they need at each of those stages? Well,
Greg Crabtree
you know, the one that we’ve kind of become famous for is our discussion around what we call the black hole of business. And I’ll tell you, the black hole is real, and it fits with us in the professional world, the black hole starts in a million dollars and stays in existence until you hit 5 million in the deepest, darkest moment, and black hole is a 3 million. And here’s why. up to a million dollars, you can cheat, you can cheat the system and where 15 different hats, and you know, keep all the plates spinning, and you don’t have to invest in corporate structure to make the business work effectively. Once you cross a million, especially as you hit towards 2 million, you got to start making a choice, you got to decide, am I going to do the work? Am I going to sell the work? How good can I delegate the work? How good am I at disaggregating the project and get it to essentially the principle that we take to profitability management is everybody worked through their highest best rate and delegate to the available lower cost rates and keep those functioning and sounds easy to do. It’s hard, it is really hard. But that’s how you become profitable. And it’s not about delegating down to that lowest cost rate, that you almost kind of feel like that, hey, I’m getting a freebie here, because it’s like, Hey, we got to do this. But, you know, it’s like, no, you got to hold yourself accountable to value creation, it’s like no, my my lower costs, people can still add great value, it’s just I’m getting a good multiplier on it. And I don’t want to do a task, I can do every task in the front, I have done every task and it’s fun. But it doesn’t mean I should and I need to work to that highest, you know this, right. And when I’m when I delegate and I get freed up, it doesn’t mean that I got more time to scroll through emails and surf the internet and Facebook, it means I am truly moving to higher value tasks and becoming more productive, you know, probably the last three years I have hit probably my productivity peak, and I’m producing at a higher rate than I ever have, you know, my career in terms of value. And it’s the application of those concepts. Now, you know, the challenge is, is as you start to add the infrastructure, then you add that next producer to delegate to there’s a natural negative economic consequence, that person isn’t immediately functional and fully utilized. And so you got to live through that. So it’s a very delicate process of you and you get them up to profitability. And then okay, when’s the next add? The toughest thing to add though, is when you’re adding somebody who isn’t a producer, when do you add back office? When do you add that practice administrator? When do you add, you know, a bookkeeper or you know, financial firm? You know, the good news is in the legal profession and all practices we work with, generally, you know, other than probably somebody to be the pro starts off as an office manager and eventually you get into truly a practice manager professional client role. You know, those are positions that you can probably do some fractional support, you know, especially in the accounting, let’s face it, I mean, you know, probably for a legal practice, there’s not a full time job to have an internal accountant and you get to probably four or 5 million in revenue, it’s, it can be done, you know, part time or you can have, you might have a split role somebody’s doing so administrative function, HR, those things and doing some bookkeeping, because there’s not a lot of economic activity going on, unless you’re just a practice that maybe you do a lot of trust activity log first transactions, you know that those types of things in the vast majority are not that big of a deal. But there’s ways to piece it together. And there’s not just one way to do it, the key is you’re really trying to focus on leverage. And so here, here’s the magic number, you know, for everybody, at the end of the day, regardless of how much you spend, for producers, or back office, people are going to get $2 of net billable value. So if I’ve gotten any out of pocket costs, net those out, but for certain I get $2 of service revenue for every dollar of labor that I spent. That’s it. That’s the magic number, that everything else is noise, there is no magic beyond that. And if you can hold people accountable to that ratio, so like we work with personal injury lawyer practices. And so what’s interesting is generally, they’re litigators. We can look at the revenue generated by the litigator and what that litigator makes. And that’s a lower than a two leverage. Typically, it’s about one and a half to 1.7. But we make it up because they’re the big, they get the big payday. But the case Turner’s the people who keep the settlements going, keep the stuff coming in and look farming that activity to find the the case that’s worthy of taking it to court, those people you get a, you know, three to some of our best ones to get about a five multiplier off of those folks. And they actually make more money doing that. But but in the personal injury world, if you don’t litigate cases, you don’t, you’re not taken seriously in settlements. So you have to do litigation is what most of them will tell you. And so there’s a business model there, you know, but if you’re, you know, maybe you’re into, you know, doing, you know, probate work and trust work or doing just general corporate work, you know, same thing, you know, I’ve got to be able to, you know, Bill, at that rate on an hourly basis, it might be a force multiplier, that’s a misnomer. It’s really about for the year, what did you do for the year? What did I get paid. And I gotta have enough people that that are above that too, in my producer category to cover the people who don’t bill and the overall farm, let’s face it, I mean, I can tell all your listeners right now really simple number to look at, you know what you’re going to pay out in compensation. We’re recording this the first week of August, three days ago, you knew how much you were probably going to have in payroll for the month of August? Guess what, take that number times two. And that’s how much you gotta go produce this month, find some way to do it, you got four weeks to work it out, get after it. And if you don’t do that, you’re not going to be economically successful.
Tyson Mutrux
That’s great. So I’m gonna sneak in one last question, because I know we’re going we’re getting close to time. But you mentioned something earlier on. And it’s a piece of advice that I know that most of us have heard, if not all of us were, you know, zeroing out at the end of the year, you know, spend all your money, I will tell you, I’ve even been guilty of saying, hey, buy your Maxwell concert tickets for the end of the year to help get you to that zero balance, you know, it it’s not good advice. Right. But do we talk about that a little bit as to why that’s not good
Greg Crabtree
advice. So two things around that. I mean, you know, number one is, and I, you know, the only negative comments that I get on my Amazon reviews are people who don’t like my tax position and said, Listen, I got an h4 here. I mean, there’s a lot of lot of smoke and mirrors, but tax stuff. At the end of the day, if you didn’t write a big check to the IRS, there’s only two possibilities. You didn’t make any money, or you cheat in both of those are bad. And so get over. I mean, you know, this, the goal is I want to write a seven figure check to the IRS because I know I made some money. And so to spend $1 to say 40 cents in tax is the absolute thing that drives me nuts. And, and I have to kind of watch what I say sometimes but you know, I tell entrepreneurs all the time, it says if the words out of your accountants mouth and the last week of the year is you got profitability, and the first thing to say is Well, is there any equipment you need to go by? It’s like, you know, just have a bad reaction. I won’t give you any suggestions of physical violence, but it’s like this is just insane. You’ve gone 52 weeks of the year and you didn’t need it. Why would you go buy it now and waste money? That’s idiotic. But the other thing that also helps is this idea of our two month core capital target concept. has been an enormously strong benefit for our clients because it tells them what is the minimum amount of cash, you should never go below in business. And it’s a definitive number that will scale with you as you grow. It’s not, it’s not the same number for any business. But there’s a, there’s a hard way we calculate it. And it has been amazing how many people have have really used that to anchor to keep them from draining the bank account, you know, at the end of the year, and making foolish purchases that really didn’t add any value. And in so I’m really proud of what our team has been able to do to help. I mean, we got a, we can tell the stories publicly, and then some of our clients, let us tell them publicly of just the massive wealth creation that our clients have shifted to where they were attract, like a frog trying to fly until we started working with them. And then all of a sudden, they got released into their ability to be profitable, and not only do good work for their customers and their clients, but also create wealth from the family.
Tyson Mutrux
It’s amazing. I love it. Jim, I don’t know if he had another question. If not, I’m gonna begin to wrap things up.
Jim Hacking
Greg, how do our listeners find you? Are you taking on new clients? How do they get the boat? Yeah, yeah,
Greg Crabtree
we’re always looking for clients that, you know, look for what we do. And we’re kind of unique in the sense that, you know, we’ll do other traditional services for our consulting clients, but you have to come to the consulting board, if somebody comes to us and just wants to do tax returns, like our 31 of our other CRI offices, but we have our office he office delivery is we start with consulting, we price it very cost effectively to it’s a rounding error in the scheme of things, I believe, in terms of what we help people accomplish. And easiest way to probably get in touch is if you have a simple numbers.me That’s the book website, and there’s a link to contact us you know on there, they can certainly reach out to me directly via email Greg dot Crabtree at cri cpa.com. I’m probably one of the easiest people in the world to fund not that many great Crabtree’s unless you find the former pro wrestler or the bull rider. But I think both of those have passed away. There’s not many great crab trees out there. So
Tyson Mutrux
well, I’m hoping we keep you around for several years to come. So we have to wrap things up. Absolutely. I’m going to wrap things up, I don’t want to before I do want to remind everyone to go to the big Facebook group join us there’s a lot of great information being shared on a daily basis. If you want a more high level conversation, join us in the guild Max law guild.com. And while you’re listening to the remainder of this episode, you don’t mind giving us a five star review, we would greatly appreciate it. Jimmy, what’s your How can we,
Jim Hacking
as Greg mentioned, we’re recording this in the first week of August of 2022. And I’ve been doing a fair amount of traveling lately. And let me just tell you, it’s only gotten worse, like travel was better during COVID than it is now. And two tips. One is if you can get that 6am flight, that 7am flight, the first flight of the day, book that flight because you know you’re most likely going to have a plane there from the night before, you’re most likely going to have a well rested crew. So unless something breaks that morning on the plane, you’re in pretty good shape, I think you’ve got to think defensively. And that brings me to my second tip, which I’ve heard from a couple different people. And I just did it for this weekend. And that is to have a backup ticket with Southwest you can get a full refund on the ticket. So we’re scheduled to go out Saturday night, but I have a backup Sunday morning in case I need it because things are just crazy right now
Greg Crabtree
from going back from Ireland, and I was stunned at the quality of service in Ireland, and we were on the Kalani area for a week. And just excellent. I mean, those people were restaurants were fully staffed they, they were happy to see that we’re caring. And it’s like man, can I bring you guys back to the States because I totally 100% echo your experience that I am having to fly a day before, not day, and not late in the day? Because I’m seeing the same thing.
Tyson Mutrux
That’s great advice. Greg, I’m gonna kick it back to you, though. We always ask our guests to give a tip or a hack of the week could be a podcast, could be a book could be anything. Do you have a tip or hack for us?
Greg Crabtree
I’ll just reiterate what I said earlier for all of your listening audience, you know, the business models that all of your listeners are in, I would challenge you to start the first day of the month, take your expected labor costs all labor, everybody grow, take that number times two, that’s your billable cardio for this month and get after it.
Tyson Mutrux
Love it. Really, really good stuff. My tip of the week is it’s something I’ve been testing out for a little bit now. And I really, really like it when assistant DICOM and I was looking for a personal assistant for myself. And I went, I stumbled upon wing assistant DICOM and they’ve got a really cool service. They’ve got an app built in. They’ve got tutorials where you can record videos for your assistant, and they actually meet with you in advance to look for your needs. And they find someone for you based on your needs and they and they fit to your needs and they’re actually really reasonably priced. I believe for just a standard VA it’s like 799 a month that’s fine. 40 hours a week, I don’t know how to do that. I’ve got an executive assistant, I think it’s 1299 or 39 a month. That’s for 40 hours a week. And it’s actually really reasonable. And if you have personal purchases that need to be made, they give them their own card, they will front those expenses. And I’m sure there’s got to be some sort of limit. And then you just pay that out of your account at the end of the month. So they’re not getting your personal credit card. They’re not getting your anything to pay for your expenses. So it’s actually it’s a pretty cool process. Pretty cool product too. So I do recommend that. Greg, thanks so much for coming on. I learned a lot on this episode, even though I’ve read your book I need to read to point out not read that but great stuff. Love it. Thank you. They’re
Greg Crabtree
now both available on audio as well. I went in the studio and read both of them. So nice.
Tyson Mutrux
Thanks, Greg. Thanks, guys. Thanks so much, Greg. We’ll see ya. Bye.
Speaker 2
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