2:52
A half years they came and said, you have a semester left. You have to choose, oh my gosh, major in last few classes. And so I was like, well, these are the classes I love the most. And one was management information systems. So it was, think of it is somebody who codes but who understands business systems. And so I loved all that. So that's what I majored in. And so then my first job out of college, I worked for Dun and Bradstreet software, coding and managing and running in an accounts payable general ledger. So I was able to merge the accounting and the coding and the business systems. And so I worked there for 10 years, and that was really, it was great, because it was, you know, all the parts of my brain, the creativity of systems. I was the development manager that built a project accounting system from scratch that fit in our we were building accounting systems that were like QuickBooks, but on steroids. We were on mainframe computers like today.
5:58
You might hear the name, absolutely People Soft. There we were the number one and number two in the industry. So we were competitors with them. That's what I did for 10 years. Then I came home to raise my family and started doing custom window treatments. And because all that's math and engineering, right? So I started just making custom window treatments and started that business. Yeah, it's math and engineering and deconstructing. I could look at it and go, Oh, I know what that geometry is. That makes that and then I could deconstruct it, create the geometric pattern, put it all back together and hang it up. So I love that, because I always say I went from Windows to Windows coding.
6:39
That was very bad, I'm really good, but Right? It's really bad and really good.
6:44
But what happened to me, where I found myself that made financials a bigger conversation was I didn't make any money. I worked for three years, and I kept having a negative at the bottom of my PNL, and I was going, what is happening? I can't keep doing this. I was making six figures. I came home to raise my children. I can't I can't work right and make no money. Like, owe money to the company, let's be honest. Like, that's that's a bad place. So I started asking a lot of questions, like, how much money can you make? What does this look like? And nobody could answer me. I thought they were all being snobby.
7:19
I thought they weren't answering me because they didn't want to talk about money, and later I found out is because they didn't know they didn't know their own numbers. They knew how to do the work that they were doing, and they were great at designing, or they were great at procurement, or they were great at custom window treatments, or great at painting, or whatever it is, the skill was that they were presenting to the world, but the financial piece they did not have their arms around so nobody could answer my questions. So I thought to myself, good grief, Michelle and my husband helped by going, What the heck are you doing that? I thought I've managed budgets and projects over multiple years. That's what I did. So why am I not using that same knowledge kind of brought down to a micro business level, which is what most of us are micro into small. Why am I not using what I know in my own business? Because they're not doing it. It's not working for them, and it's clearly not working for me to ignore it, to just keep doing what I love and not make the money that I totally understand at that point,
8:22
I started really digging in. And then in 2009 well, 2007 eight, I started teaching it. And in 2009 and 10, I created a few financial courses that are trademarked that I could start teaching people, like, how to price without emotion, how to understand your financials, how to save for profit, like, how do you do these things? And then, and I closed my business, the custom window treatments and all that. Yep, I closed all of that in 2016 but I started coaching in 2013 I owned a school. I sold that. I bought a school in 2009 that taught a lot of custom window treatments and installation and staging and redesign and how to buy and sell window treatments. Like we did all of that, and I sold all of that, and then just started going, like, let me just show you how to do it. Could I just teach you how to do it? And then, honestly, my podcast was born out of the fact that I was like, I can't get on enough stages, because we talked about before we can travel, is exhausting. Yes, it's exhausting.
9:27
So can I just climb up on this stage and tell you all how to make money? Can I just help you out that if you're going to do all this work, let it count about something, because it changes you are when you work, and then you don't have, you're not paid. Everybody else is paid. It starts to create a resentment for the thing that you love, the great way to put it. And I've felt it, and I didn't want, I don't want others to feel that. And then, long story short, a quick jump. So the podcast was in 2018 and then in 2021 I think it was. Does. I started building a software solution, matric solutions. So what happens is, you download your P, L or your balance and your balance sheet, you can put them into it, and it does all of the measuring for you, shows you all of the numbers, because nobody was sitting there with a calculator
10:15
doing all the calculations created your cancers.
10:19
So I just created my own system and gave it pretty pictures and pretty colors, because everybody tells me, if it's pretty, I'll look at it. And I thought, I'll just solve it another way. So to me, that's I love, that my book is, let me just
10:32
do it for you. But what a crazy like evolution,
10:36
yeah, but all the what's so cool, there's a Bible verse that says all things work together for good, for those who love God and are called according to His purpose. And it also says that nothing's wasted. And so I love that all of the experiences I have. I mean, think about it, you are who you are based on all the experiences you had. I am who I am based on. And there were no mistakes. There were yes that we took like if you had told me even five, six years ago that I would be building matric based on the information that I knew from building software, I was going to say 20 years, 30 plus years ago, plus the information I have from running my own company for 20 something years, I would have told you were crazy, like you can't see what's coming. I mean, many of I just didn't I my brain didn't hop to that. It literally came out because I was like, people need to know their numbers and they need to know them quickly, because they don't love them the way I love them. And I can get behind that, but it doesn't reduce the need to know absolutely and right. Didn't make it go away because we choose not to look at it. I've tried,
11:46
we've all tried that. And the same thing with like the chocolate chip cookies that I had last night. Yeah, yeah. I just ignore that. I really count.
11:56
No, no. If you broke it into pieces dissipate.
11:59
Did you know that? Yeah, they break into my mouth. Well, then Okay, so let's dive in with that, because you and I have spoken off camera while we were just logging in here as well, but talking about a financial plan that aligns with your strategy. So y'all let me go back just a little bit. So Michelle and I have been kind of pointed at each other from a variety of different directions, of people that we've known and said, Have you met Michelle? Have you met Michelle? No, well, we finally met a year and a half ago.
12:32
Actually, it was in November,
12:35
okay, Stephanie. We met literally, yeah, I've lived a lifetime in the last year, um, we literally sat next to each other at a Luann event where we were both vendors. And it was just one of those things. It was like, Okay, I've met this woman. I do like her as much as people said I would, and so I Michelle is going to be Michelle and I are going to be working together on my financials, because my entities have grown that, you know, I just, I need help. So one of the things that you do is you take the strategic plan and align it with the financial plan and explain that to the audience as to why it's important to have those two plans talking to each other.
13:17
Yeah, um, just to back up before I answer that you're so right. I'm so thankful that our booths were put beside each other for like, two full days, because I had been told multiple times again, you need to meet Michelle. I think you guys will really and it's not because we have cool name you're going to be, yeah, not just because the name and so I was like, you know, oh my gosh, this is a great opportunity. And what's so interesting, I'm going to say this, sometimes people think that because you're a coach and I'm a coach, well, maybe that's not going to work. I'll tell you, most of the coaches out there, it's just like a designer with a designer, you're going to meet people that you really like. You're going to meet some you don't. But when somebody says, Hey, here's a really cool person, go meet them.
14:00
I'm so glad that you spoken, that I spoke, and that we were able to do that. But what I was going to say about the strategic plan and the financial plan, like I'm going to put it in a term that maybe all the designers that are listening can understand in if they were doing a design job for a client, they would have a couple of pieces of really important information. They would have a scope of work. They would have some type of a calendar plan of when things need to get done, calendar of events. And they would have a budget. So here's the money that I'm going to spend, here's the time frame that this job needs to be done, and here's a list of all the things we're going to get done in our businesses, we don't do that without intention. So what we do is we get caught up in the day to day activities of what we have to get done, and we spend money the way it comes in on what's in front of us. But unless we stop and take a beat and go, Okay, I'm going to be very intentional. You and I had a conversation about our personal values before we started the podcast, and how we have over time, we're still learning how to take those values and to align them with our daily
15:13
sizzle
15:13
together. We're in our Yeah, that's right, but we're learning how how to do that right or or to exercise that must Yep. And so the same holds true in business, right? So if I know here the values of my business, maybe the value is to price with integrity. Maybe a value is to be sustainable, so that we'll be around for multiple years. Maybe I have a value, to provide joy and to work as stress free as possible. Well, if those are my values, then that means that the decisions that I'm making the business need to align with those. And so what I'm seeing, and I'm going to say, I'm going to be I'm going to go out on a limb here and say 90% of the businesses that call me, and I'm talking businesses that are in their first 100,000 to end their multiple millions. They don't have a strategic plan. And I'm not talking about some detailed, crazy plan written in such a way that, you know, you can take it to the bank and get $7 million I'm not talking about that. I'm talking about a very thought out plan that aligns with their why, their mission, their vision, the strategy of how they're going to get to where they want to go. So being very clear on where do we want to go, even in one year, where do we want to be? The question I always ask is, where do you want to be on December 31 if you're looking back at the year you had and looking forward to the year to come. What do you want to have occurred by December 31 because it can't happen on December 30. So we need to plan for it.
16:49
That's the strategic plan. But also 2024 is bookended by 23 and 25 so how does 24 position us as a company to get to where we want to be in 25 because it's either going to get us closer or it's going to get us further away. And so it's being very clear and intentional about where are we going, certainly leaving room for, you know, opportunity, not saying that, but it's really about what is the big initiative like, for example, you and I working together to take your financial plan for a growing company and make sure that all the different elements work together to support your next stage. That's what we're going to do. That's intentional, but that's what we're doing. You also put it off to do it for third quarter because of the other things that you already had promised for second quarter, right? So that is your third quarter strategy to get you where you want to be by the end of the year. That's the goal. That is the focus. And then you'll have another one for the fourth quarter.
17:52
So it's taking that and then aligning the financials with it. Meaning, how do we put money towards solving that problem, not solving this problem over here that we're not working on, but solving this problem. And so what, what I see is people spending without a plan. We would not do that for our clients. I say to them, you wouldn't just walk in and go, dang, your family room is empty. I'm going to go over here and pick up a sofa. And I heard they got two chairs over here on eBay. I'm gonna get those for you, and here's a lamp, and then you just put it all in the room and hope it works. We're not gonna do that. We're gonna sit down. We may say you need, you know, a sofa and two lamps and a side table, and then a cocktail table, or whatever. We're gonna list out all the things you need, and then we're going to be intentional. How much money do you have to spend? Where's the best place to spend that money? What needs to be the impact statement in the room? How much am I going to put there? How much am I marking up all of this? Because it's not just the spend. How do we manage this? What is the timeline? What is the plan, and then we're going to execute? But we don't put that same attention in in our own companies. So we're spending over here to the right, but we're doing things to the left that don't align. The beauty is, when you've created a plan, here's where I want to be, and you've allocated the money appropriately
19:12
to like, saving for vacation, instead of putting it on the credit card, you save for it, and then you can go first class and enjoy it.
19:20
I love that. That's right, and not worry when you've got your itinerary. So the whole intention here is is really slowing us down in the work. Michelle to say, what do I want to do? Where are we going to take this company? What is the investment needed to get there? What is the rent that I need to pay? What are the people that need to be added to the team? What is the salary that comes with that? What is the educational plan that I'm going to have for them? Right? Like, you do a beautiful job of teaching designers how to start their business and how to do the consult and how to go in and do all these things and they we have to do that like that's imperative. We gotta know what we're doing. Cake, but then we got to know how to manage it.
20:04
Imagine trying to bake a cake without a recipe. You kind of know what the ingredients are, but you don't know how to put it all together. After lots of hard work and trying different combinations, all you are left with is a sticky situation and a stomach ache. Babe running an interior design business can feel exactly that same way. That is why I created the interior design business bakery. This is a program that teaches you how to bake your interior design business cake and eat it too. If you don't want to figure out the hard way, and you want guidance to follow a recipe that has already been vetted, someone that has already been there and done it and will help you do it too. Then check out the year long mentorship and coaching program, the interior design business bakery. If your interior design business revenue is below 300,000 or if you're struggling to make a profit and keep your sanity, this is the only program for you. You can find that information at designed for the creative mind.com. Forward slash business, dash, bakery, check it out. You won't regret it.
21:28
And fix this next certified. And one of the things in the fix this next is there's like this pyramid for businesses on how we evolve, and the very first level is sales, which means that the very first thing we're going to do is get sales. That's what you teach people. Here's how to get a sale, and here's how I fulfill the sale, right? That's what you're teaching. And we have to have that after we have focused on getting the sale, the next thing we focus on is profit. That's where I come in, because I'm really trying to go, Alright, let's take that process and let's see how to maximize it, to keep up with the profits, to manage the profits, to do what we need to do. The next level is order. That's where we're really putting tight processes around everything, so that the sales chain, the profitability, the sustainability, is all working together. Now, Michelle, most companies only get to that level they choose. I'm got good sales, we're profitable, we got a good order. Let's just churn.
22:27
Okay, but there are two more levels. The next level is impact, and then the final level is legacy. So that's the companies that go you know what? I don't want to always be the owner of this thing, or I want to be the owner, but I don't want to be the only one doing it, so I've got the sales in line. I've got the profitability in line. We got an order. Now we're going to start making an impact. That might mean making an impact on their employees. It may mean a larger impact on the community. It may be an impact on the world. They might start having social experiences and things like that that they're doing. Then the last is legacy. That's where you're looking at having that management turn. That's like that family owned business, where it's churning all the way through because the company is outliving and is sustainable outside the person who started it. So you can see how a lot of companies get to the point of sales or turning off the lights. And there's nothing wrong with it. It's just, you know, probably a good 70 to 80% are, like, right there, but that other 20% goes a little further and says, I want this to keep going even outside.
23:30
I love that, and I didn't. I've, yeah, I've never thought about it that way. Just in regards to the there's five layers in the pyramid, and what was that called? Yeah,
23:41
yeah. Sales, profit. Sales profit, order, Impact and legacy. And that is, it's like a business hierarchy. And, you know, it's interesting. I figured out a long time ago, people called me and they're like, Michelle, I need to understand my profits. And of course, you need to understand your financials. But they had no profits. They had a sales problem. They weren't getting people in the door. They didn't know how to complete the sale. They didn't know how to do some of the different pieces of design. That's not what I teach. I mean, we certainly talk about how to maximize those things, but I'm not sitting down teaching anybody how to do that. That's what you do. I'm teaching them how to then do the profit piece and some of the order and then the impact. Like, let's,
24:23
let's take that and talk about, you know, a lot of the people that I coach and talk to will sometimes mistake or not understand the difference between revenue and profit. So Michelle, I, you know, like, they'll tell me, I'm I, I had a $300,000 year, or I had a $700,000 a year, but they're still struggling.
24:48
Yeah, I'm not getting paid. I've got one of those right now. It's so interesting that you say that. So I send out a monthly two two newsletters or coaching moments a month, and it's so funny. So if anybody wants that, go to. Call it thread consulting com and just sign up. But that's exactly what the next one, I think it's September, is actually explaining every bit of that. So let me tell you what it is. Revenue is the amount of money that you sell. It's all the money that comes in from the sale. It could be sell of product or sale of service. So revenue or income, same kind of thing. Two words. It's the money that you're getting from a cell of some type, okay, out of that sale, we pull out the money that we have to pay to complete that sale. It's called cost of goods or cost of service. It's Who are we paying to complete that sale. So it may be where you're buying the sofa and where you're buying the lamps and where you're doing those things, or where you're paying the painter or the work room or somebody else to do something for you.
25:48
So you have revenue, and then cost of goods, and then you subtract cost of goods from revenue, right? Because if I've got a million and I gotta pay $500,000 out the door, gross profit is what is the result of that. So that's like, right? 500,000 in that particular sample. Gross Profit is the amount of money that you have to run the company. Let me back up and say this, there's one way that money comes in. That's your income. I mean, you may have multiple revenue streams. Money comes in. There are two big categories for expenses, expenses that are associated with the client or the sale, and expenses that are more operating expenses, like, what are the things that we're paying to keep the company alive? Things like a website, your cell phones, rent, utilities, you know, marketing, advertising, all those things, right? Subscriptions, auto, all of that. So if you think about it in general, there are five anchor points. You've got your revenue, cost of goods. That's where you're paying out on behalf of the client, gross profit, which says, How much do I have to run the company? Expenses where I'm paying out for the company. And then net profit is the result of all of that. Now here's where it gets interesting. I like to focus to your point on gross profit instead of revenue. Because people will say, I'm a million dollar company. Yet when you look at the cost of goods, they paid out, they're, you know, $400,000 company. They have 400,000 to run the company, not a million, because they paid 600,000 by the vendors for all the product that they purchased.
27:24
And so what happens is, if they think like they're a million dollar company, they're going to spend like a million dollar company. But if they see themselves as a $400,000 company, they'll spend like a $400,000 company. And so if that gross profit is not enough to pay you, to pay your people and to pay for the all the running of the company we have that makes perfect sense, yes, right? Yep. And so just one more step down, we have gross profit. We have the expenses. We have net profit. Net Profit does heavy lifting in most of our companies. So let's talk about that for a quick second. I encourage everybody, if you're listening to this, I encourage you, Michelle, will be doing this right beside you, write a job description for the net profit in your company. The way that you write a job description for your employees, write a freaking job description for your net profit. And here is why. Here are all the things, all the heavy lifting that net profit may have to do in a company, it may pay the owner. Either, if you're an LLC, it's where you're going to get paid, and if you're an S corp, you're going to be able to get your draws from there.
28:29
So if there's not any money down there, you don't get a draw, right, right? If there's no money down there, you don't get paid. So we need, we have some type of owner's pay that goes down there. It has to cover all the taxes on all the profit. So there's gotta be tax money that comes out of that debt repayment, right? Comes out of that. You gotta have extra in net profit to be able to pay down debt that you owe. Bonuses come out of that retirement can come out of that capital investment comes out of that. I want to buy another computer. We need to buy a car. We need to get, you know, move into a new building. Savings for the company comes out of that. We need a three month savings, you know, to hold back so that if anything happens, all of that comes, oh, here's the big one, inventory replenishment. I want to be able to go to go to market and buy some things with on spec, without a client telling me, Well, it's coming out of net profit. So if we don't know what net profit does, and we go buy inventory now, we can't get paid yet. We might owe taxes over here, and we don't know where the money's going. That's why you hear this all the time on my P, L, it looks like I made money. I don't know where it went.
29:44
It's because they're not telling you where to go. I've had the years like that, and that's absolutely and I'm sure that sounds so familiar to a lot of our listeners, because part of it is that it's just so foreign. But you break it down so straightforward, it's
29:58
just not understanding. Right? It's just not, it's like, That's right. It's like this, if a client were to give you, just go back to this. If a client gave you $100,000 and said, I need you to this is the money that I have for you to buy product. Let's just leave it there by product. Okay, we know if we've been in business any amount of time. And certainly, if we work with you, we know that $100,000 we do not want to hand all that to the vendors, because we will make nothing. So if that 100,000 is they're all in what is the job description of that 100,000 it's to pay for the product. It's to pay profit to us for the markup that we added to it to pay shipping, handling and freight. If they've told us that's they're all in and it's to pay sales tax. If that's right, it's what we have in our state. So when we look at that 100,000 it's got four jobs to do. And if we only look at it as buying product, we're going to get screwed on the other three? Well, that's the same thing that happens to net profit. Net Profit does a lot of things in our company, and if we aren't intentional about how we're going to allocate those funds, then it can be so easy to over allocate to one thing, to have no money absolutely and
31:16
especially since so many of us are just running like with hair on fire sometimes, just trying to keep the client happy that we neglect our own financials and the stepping back and looking at our business as a project because we're so deep, yeah, exactly
31:36
right. Your strategic plan is like the blueprint. Where are we going and what are we building? Love, love, love it. Yeah, right. And so when you have that, your flat lays your conceptual designs, like we're doing the same work. That's what I tell people all the time. I'm going to let you design everybody else's stuff, but I'm going to help you design your business, because then we may come in and maybe they've built this business. We may rearrange. I might say you got something over here that we might want to move over there. Kind of like when we go into a house and go, Hey, can we pull that from the front room and move it to the family room? I think it works better in there. Same kind
32:11
of, remember when you and I were first chatting about working together that I don't know what it was that you said, but you had mentioned, well, you know, you've got these four entities, you know what? Let's, let's figure out how they work together, and all the things that you know go into it. And I'm just thinking, I've never looked at it as I always look at them as four separate entities. And so I love the fact that you can pull back and, like, peek behind the curtain, and you see it so much more clearly. And even if it was just one entity, right? If it was just ml interiors group, like most of our listeners, don't have four stupid businesses, like, who does that? That's that's like insane. But being able to look at it and so objectively, there's so much emotion that, I think that we as women and business owners carry thinking that we should have all of our shazizzle together, you know, and be able to run a business profitably, and all those things, whereas it doesn't come naturally, if you're not inclined towards numbers at heart.
33:16
And it's a totally different thing than design. That's why in the book, I say it's totally it's not totally different, but we see it as totally different. It's like in the book E Myth revisited. I'm sure you've probably while you're at that, and I love that at the beginning the the young lady makes pies, and everybody loves her pies, and so she decides to open a bakery. Well, then she realizes when she opens the bakery like, you gotta answer the phone, you gotta bake the pies, you gotta stand at the front, you gotta manage the people like it's a whole different ball game than baking pies. She's no longer the one baking the pie. She's now running the organization. And then if she wants to think like an entrepreneur, right? Or like a visionary, she's gotta be able to think forward. And so when we are trying to do all of this by ourself, let's be honest, we are exhausted, because by the time you've run the company, you only know what you know, and when you if somebody's not guiding you, and you don't know to ask for it, then you're doing everything you know to do down here, and it still may not be turning out exactly like you think it should, but you don't know what to do to
34:25
fix it. Oh, you need a copy. That's why I am so excited to work with you next.
34:30
Yeah. Well, thank
34:30
you. I am too, but I work coaches for things that I don't know. It Fast Tracks me. I get education for things that I don't know. I work with therapists for things I don't know. I go to doctors when I need to go the doctor, I go to people that are professionals that are going to help me solve the problem. And sometimes, to your point, I don't even know I have a problem. I'm just thinking, something feels off, or I'm not sure what's happening in my business here, can I talk to somebody about it? And then they say, like, marketing like that is not my jam.
40:00
When they work with you and get that layout of that process. And here's a step by step. And if I do this, it's going to work. There's that confidence building of I know how to do it. I know how to show up. They're not faking it till they make it. They are showing up with an understanding that they get it when I have the opportunity to help them see their numbers and to watch that light bulb come on of Oh my gosh. This is how the money comes in. This is where the money's going to go. I can say yes, I can say no, I can put on my big girl panties or miss banks, and I can make the decisions that I need to make. And I can have this business work for me, while it also works for my clients and my employees, when I see that light bulb, come on and they start getting giddy and excited about looking at their numbers best. My best moment in
40:50
that y'all cannot see Michelle. I'm we're looking at each other through zoom. I hope you can hear the passion in her voice, because you just your eyes light up. It's just like, this is, this is what you're this is what you've been placed here to do
41:03
it. So is Michelle. It's one of those things. Think about this. Here's the way that my heart. This is my why, the way my heart thinks about it. If I and men, if you're listening, I'll help you too. Nothing against me. But men have historically been taught how to manage money. They've been taught how to think about money. They've been the ones that have directed the majority of our money. I mean, the fat little woman could not get a business bank account in her own name until like 1984 80 freaking four. I was in high school, and a woman couldn't get a business bank account without a man signing for her. Couldn't get credit cards, couldn't do any of those things until, like the 70s, like the fact that men had all of this access for all of this time, and women didn't. So then a lot of times, even when I was in school Michelle, we were told that the boys were better at math and science and the girls were better at history and English. And it irritated me, and it frustrated me. It still makes my blood boil. It it'll hype me up. You can get me
42:03
so don't let that little southern accident. She's a pushover, right? I could be a little
42:09
bulldog. I can be a little bulldog when that comes out. Because what I want women to understand is, if I can affect a woman understanding her own finances, I want you to think of the power of that. I want you to think of the confidence for a woman to know I work with a lot of women who have gone through divorce, and they're like, I now have to make this work, right? Like I'm on my own. I've got women who are saying, I'm in places that I need to get out of. I need to make this work. There is a power to know how to run a business to know how to make money. Now, your children are affected. Your spouse is affected, your partner's affected, and you're affected like there is a trickle down when a woman understands how to run her business. And my goal is for them to know how to how to manage the money and love that, yes,
42:57
the empowerment that comes with it. So, yeah, that's
43:00
what I love, Michelle. That's the that's yes, you drew it out.
43:05
So if you were not doing this, what would you be doing?
43:08
I would be working in I've already told my family, here's where I'm going when this is done. So they they know first I'm going to be loving on my grandchildren. I have a new grandbaby coming in November, our first. So I'm excited. But the second thing that I would be doing is my hope is that I could go either into like a crisis pregnancy or a crisis center, where women are getting out of abuse and where they're being retooled and set up to go back into the workforce. That's where I would like to go volunteer and help these women with all the same kind of skill sets, but to get back on their feet and to get out of situations that have not been great for them and give them confidence to try again. Yeah? So it's,
43:48
it's deeply ingrained in your heart serving women in one way, or, yeah, I'll
43:52
do, I'll do this, and I will do this until I die. Like, I don't even, I don't even know how to not even my kids are like, Mom, we don't even know how you're not going to not do that. It may not be under scarlet thread consulting or matrite solutions, but I will be, I will be giving women a foot up a leg.
44:10
Oh, that's a well,
44:13
is there any piece of wisdom or advice that you would want to leave with our listeners?
44:17
You know, it's hard to edit things,
44:19
especially on a spot,
44:20
on the spot, but I will say this understanding your financials is within your reach. Boom, that's what I'll say. It is within your reach. And so if you can't do it on your own, ask for help. Call me. Call somebody. Take a course. I've got plenty of opportunities to support and help people from a very low price point to a really high price point and everywhere in between. But it is within your reach. It is not outside of your understanding. I have so many people who say I didn't go to business school or I don't have a business degree, and I don't understand. I don't care. You don't need it. I can teach you how to do it. It is within that's fantastic. Well, with that being said, How
44:59
can. People find you,
45:00
oh my gosh, I'm hanging out everywhere, right like you. So Instagram and there as scarlet thread ATL and as matric solutions, same on Facebook and my two websites are scarlet thread consulting, com and matric, m, e, t, r, I, Q, U, E, matric solutions, com, um, you can be, well, I will email me, call me, whatever you track her down. Y'all,
45:24
track her down. I will make sure that all of that information is in the show notes, so that our audience can reference it. And y'all, if you want a like a business bestie or a pocket coach, sending business tips, encouraging words, event updates, like all the things I send them directly to your fingertips. You can text the word bestie to 855-784-8299, that's 855-784-8299, and you'll hear from me on the regular, and I promise there's no spam. So choose to be great today, y'all and Michelle, thank you for being here. Thank
46:04
you for having me.
46:07
Hey, y'all, if you love the show and find it useful, I would really appreciate it if you would share with your friends and followers, and if you like what you're hearing. Want to put a face with a name and get even more business advice, then join me in my Facebook group, the interior designers business launch pad. Yeah, I know it's Facebook, but just come on in for the training and then leave without scrolling your feet. It's fun. I promise you'll enjoy it. And finally, I hear it's good for business to get ratings on your podcast, so please drop yours on whatever platform you use to listen to this, we're all about community over competition, so let's work on elevating our industry one designer at a time. See you next time you.
Transcribed by https://otter.ai
