Strength in Numbers with Marcus Crigler

Episode 57: The 4 Levers That Instantly Increase Your Profit (Most Ignore #1)

• Marcus Crigler • Episode 57

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0:00 | 31:04

There are only four things that really drive profit in a business. These four spots drive real profitability in your business.

In this episode, Marcus Crigler breaks down the four core drivers of profit in any real estate business. Listen as he walks through how small improvements across cost, people, capital, and advertising can quickly double your profit, the practical ways to reduce expenses, avoid costly mistakes, and build a more efficient, scalable operation.

Enjoy the show!


You’ll Learn How To:

  • Identify the four core levers that drive profit
  • Reduce the cost of goods sold without sacrificing quality
  • Increase margins by improving systems
  • Avoid common mistakes that kill your profitability


What You’ll Learn in This Episode:

(01:26) Advertising as a core for-profit driver

(03:34) Symptoms that don't tell you the root problem

(05:11) What does the cost of goods sold really mean in real estate

(06:13) The four main components of COGS

(07:38) Overly detailed financials can hurt decision-making

(09:28) How to improve margins starting with the purchase price

(10:38) Buy box explained

(12:39) Why staying in your “buy box” matters

(14:10) Maximizing the cost of goods sold

(16:48) Why having a standardized materials list saves money

(20:15) In-house vs outsourced teams

(22:15) Reducing the cost of materials and labor

(23:18) Cheap labor often costs more in the long run

(27:09) Getting an accounting firm to diagnose your business decisions


Who This Episode Is For:

  • Real estate investors looking to increase profit
  • Business owners who feel stuck despite strong revenue
  • Flippers who want better control over their costs
  • Entrepreneurs who want efficient and scalable operations


Why You Should Listen:

This episode simplifies what drives profit. Instead of chasing more deals or bigger numbers, Marcus shows how to fine-tune what you already have and turn small improvements into major financial wins.


Connect with Marcus Crigler:

SPEAKER_01

What I'm saying is hire a really good in-house person that can work for you full time, know your culture, know how you do things, be only yours, and you'll save money that way instead of having to deal with their and another business's profit margin that they need to make, right?

SPEAKER_00

Welcome to Strength in Numbers, the podcast for real estate entrepreneurs who are tired of being broke and not having control of their finances. If you're ready to finally take control of your money, slash your taxes, and start building real wealth, you're in the right place. And now, here's your host, Marcus Krigler.

SPEAKER_01

From the way I see it, there's only four things, only four ways to really drive profit in a business. Now, of course, there's more than four ways of doing it, but in reality, there's four spots where you've got to focus on to drive real profitability in your business, and everywhere else is just kind of white noise, right? So we're gonna talk about that today. There's really only core four areas where you've got to be focused on to drive profitability, right? So the first one, right, is your cost of goods sold. Now that's what we're gonna cover mostly on today. And so I'm not gonna define what cost of goods sold is quite yet because we're gonna discuss all about cost of goods sold today and how to maximize it and minimize it. Maybe that's the point there. Advertising. Advertising is the another core for profit driver. So you've got cost of goods sold, you've got advertising. I think most people can connect advertising to being a profit driver, right? You've got human capital, right? Number three is human capital. People drive profits in your organization. When you start to understand people, how they work, how they need to be paid, how they're motivated, how to lead them, how to communicate with them, you become more profitable, right? We're gonna have a whole section on that, right? And then lastly is cost of capital, right? So if it costs you money to start a business, it costs you money to borrow money, right? To start a business, cost you money to flip a property, right? That cost of capital, I've seen it to where just changing that by a couple percent in your business could be 400, 500,000, $600,000 of net profit gain by not doing another deal, just by managing your capital better, right? And so these are the core four areas. And if you focus on them, each one, just a little bit, a little bit of improvement in each one, your cost of capital adjusts slightly, your cost of goods sold improves slightly, your marketing returns improve slightly, you get a little bit more out of your people, and it's easy, easy to double your profit, right? A lot of people think you've got to go in and oh, my marketing is only at 3x. I need to go get to 6x marketing return on ad spend. Like, well, maybe, but there's three other places that you could drive profitability that isn't just ad spend, but yet you're focusing all of your time in ad spend, and maybe that's not your best focus right now. Maybe the other parts of the business are broken, which is why you're not getting the three X on that why the best you're getting is three X on ad spend, right? And so let's talk about that a little bit. So, number one, Caden, by the way, I'm trying to talk as much as possible to free you of talking, so don't feel like uh you can't step in here. Any any thoughts on those four?

SPEAKER_02

Yeah, I do. I do think that they feed into one another. The advertising, for example, you're talking about if you're getting a really, really bad return on your ad spend, that could be because your closing team is not doing their job, and that's a people problem. So you might have a ROAS problem, it's a people problem, actually, though. Right. And that's where we have to get into some of that a little bit. And I think cost of goods sold is another one. If you're well, I guess you know, if we break that open and look at that, well, what's gonna cause your cost of goods sold, you know, to be inflated or not be efficient or not be healthy? I think that that you're gonna run into some similar things, cost of capital, people problem, right? There's there's different interplays that go on here. So there is a lot of symptoms that don't tell you the root problem, is maybe the point.

SPEAKER_01

That's right. So hopefully we can point out some places for you to look for some of these root problems and improve in these areas from our experience. So we're gonna talk about cost of goods sold here for the next 10 or so minutes and give you guys a really good uh explanation of what cost of goods sold is, how it's found in your in your business, in your financials, and ultimately how to improve it and why you need to improve it. So, cost of goods sold. You're gonna hear cogs, you're gonna hear this terminology in real estate. And for some of you, if you haven't heard that, we probably got issue number one, right? Because if you're moving real estate and you know, if you're a wholesaler, maybe not, but most people kind of don't just wholesale. So most uh most real estate investors do some sort of flipping a lot of times. Now, some don't, so you might not have cogs. So if you're not a uh flipper, if you don't hold inventory, this cogs part does not matter to you as much, right? But for those of you that have inventory, cogs is is everything, right? It's it is literally your accumulated cost, all of the money that you put into a property all together before you sell it, right? And so cost of goods sold is when you sell that property, that's when you recognize all those costs. So you sell the property for $200,000, and you got a hundred and fifty thousand dollars all in in that property. That's where a lot of us talk about it. We're all in 150 grand. That's cogs, right? That all in number is is what cogs is, and so cogs breaks down into different components. Now it depends on how you want to look at it. You can go so minuscule into cogs, and for some of you, you need to, right? But when on a set of financial statements, we generally look at cogs into four or five different areas. So we have holding cost, right? Which is the cost it takes to hold the property while you're doing what you're doing to the property, right? So you're thinking utilities, insurance, interest, anything, yeah, taxes, yeah, property taxes, anything that's kind of in that boat of hey, whether I'm doing anything with this thing or not, I'm eating cost every single month. It just sets here, right? That's a holding cost. And then we have purchase price, right? Purchase price of the property. That's an easy one, right? So that's what you bought the property for originally, what you bought it from the seller for. Pretty easy one to get. And then you've got your rehab cost, right? So you've got holding cost, purchase price, rehab cost. And then the last one we have on there is selling cost. So number four is selling cost on there, and that'll just tell you how much it costs you to sell this property. And for a lot of you guys, you'll start to realize, especially if you flip a lot, that your selling cost is steep, steep. And you might be able to find some new ways of saving money there. So the reason why we break them down into those categories from a financial statement perspective, and we don't do it anymore or any less. Okay. If you put too much information in a set of financial statements, it becomes unreadable. It does not give you any information. It is too much of a good thing, right? Too much of a good thing is a bad thing. Too many numbers is a bad thing. We've got to simplify our brain, even my brain, which is a numbers brain, Caden's brain, which is a numbers brain. We look at a set of financial statements that have, you know, it's not uncommon where we'll see a three-page set of financial statements and we're getting a headache looking at them because it's too complicated. It doesn't tell you what you actually need to know. And honestly, it doesn't even point you in the right direction to tell you what you need to know. And so we don't break it down any further than that, but there's a good reason why. The other reason why is the subcategories, right? When you have holding costs, right, it's a subcategorized by insurance, taxes, interest, utilities, right? And rehab costs, you might break it all the way down to flooring, kitchen, countertops, all those different subcategories. Purchase price of the property. It could be, it could include different pieces there. So commissions, right? Or selling costs, you could break that down into different categories. When you start to do that, it doesn't actually give you that information. But most people have a separate ledger system that is built to track those things. A lot of our clients use a tool called Builder Trend, right? Where you do all of your operations, even though operations deals with numbers, builder trend is an operating tool. QuickBooks is a financial reporting tool. So we want to get our operating information inside of that operating tool. And then QuickBooks is just going to summarize it for us, right? It's going to give us our financial summary. And so you get this cost of goods sold when you sell a property. So how do we maximize it? How do we put into play strategies to double our net profit for our company, right? Like that's the goal. That's what we're talking about in this presentation today is how do we double the net profit in our business? And it the easiest place to start, or one of the places to start, is cost of goods sold. So, first thing, purchase price. Well, guys, gals, when you become a better negotiator at what you're buying and you buy at less price, a lower price, your cost of goods sold goes down, right? And so I think it's really, really important if you are an investor, that not only you understand that price is obviously you make your money on the buy, but you understand what you're capable of doing with that property, right? And so the property decision may be just as impactful as the property price. I've had several clients that have come to me that have what I've worked with and they've bought a property out of their buy box, right? Everybody has their buy box. What is their buy box? You know, this works both ways, but in this example, this person is usually buying a $200,000 house, putting $50,000 into it and trying to sell it for $325. That's a buy box house. That's what we would call that. Hey, perfect. That's what we want to do. They went out, they bought a $750,000 house.

SPEAKER_02

Right there, you're basically saying, like, hey, this person's gonna get really good at like if they were a mechanic, you're saying, hey, get really good at fixing Ford trucks.

SPEAKER_01

Exactly, because you know how to fix the Ford truck. So they go out, they go buy a $750,000 house with a $250,000 rehab, but guess what? All good because we're gonna sell it for $1.3 million. So we're gonna be all in for a million, sell it for $1.3 million. I'm gonna make $300,000 on this house, right? Wrong. Right? Well, they thought they were gonna make $300,000 on it. They actually took them forever to rebuild the property. They didn't actually buy it right because they didn't know what they were buying, and they didn't have the construction crews that were capable of doing a million-dollar house because they were great at a $250,000 house, which has different fixtures, different textures to the walls, different everything, right? Different, you know, appliances, all of that. And so now they've got a completely different materials list, completely different everything. And that $300,000 ended up into a uh like it was like a $70,000 loss and a year and a half worth of time. And so it's not just about buying deep, it's about buying right. And buying right means the right property at the right price for you. And if you do that consistently, and I like what Caden said there, it's like, hey, you don't see a lot of mechanics going out there working on every single car. The best mechanics work on Fords, you know, they work on GMC, they work on these ones over here, right? And we know a guy that owns a dealership, he's pulling the best mechanics out of this shop and having to show them how to work for this shop, right? And so that's what they look for. And so you need to look for the same, right? You need to look for that buy box house that allows your mechanics to do what they do best over and over again, right? And if by the way, it works opposite. If you're that $750,000 guy or gal, that $250,000 house you got to pass on because you're gonna over-rehab it, you're gonna put too much into it. You don't know how to rehab that house. That's not your skill set, so it's not one or the other, it's both.

SPEAKER_02

So it's it's kind of like you're gonna have to research if you're putting the right kind of appliances in, if the materials are gonna be good for that quality of house, even your workers, right? If your workers are used to doing $250,000 house, there's a lot that can let slide that people who are buying a $1.3 million house are not gonna put up with. I used to be a handyman for a little bit, and I I definitely worked with a guy who, you know, he could do the the $1.3 million house. His attention to detail was immaculate. You know, this guy would like go and feed the caulking around the toilets and stuff, and it looked like it was art. Then the other people were just smished and their fingers, and it's different, it's different for sure. Totally, totally.

SPEAKER_01

And and guess what? If he did a $250,000 house, he'd never make money on it because he needs somebody just to put the caulk around the toilet and move on, you know what I mean? Or maybe not put caulk around the toilet. There might even not even be any caulk there, right? So that's just the reality of it. So here's what the most successful people that maximize their cost of goods sold. And what do I mean by maximizing? It's really minimizing, right? But maximizing sounds better. I like you know, because you're maximizing your cost of goods sold savings, right? So, how do you do that? Number one, you never go into a property without a plan. This whole thought of when you buy a flip, a lot of people don't know this. When you buy a flip, you basically have a mini little financial statement right here. A flip has its own balance sheet, it has its own income statement, it's got its own thing going on, right? And so it's it's interesting when you go buy this flip, your business, you go and put a budget together and you you know hold the countability. Well, at least we should we hope you are you're holding accountability towards your budgets, but when we go and buy this property, we don't put a great budget together, we don't hold accountability towards us a scope, right? So the best ones they sit down before they start swinging hammers, most of the time before they even actually take the property down, right? They've got the scope drawn so that as soon as the property is in their possession, they're doing the next phase, whether it's clean outs, permits, whatever, they're doing the next phase. They're not going to wait two or three weeks to get a scope done and then start the project. That puts you two or three weeks behind, which leads us into our next thing, which the best ones do. They focus on timing of their projects. Timing of your projects will be the single most important thing that you can do to drive profit in your company. And it's not just about the cost of holding on to the property, it's not all about the interest cost, it's not all about the utilities cost. I mean, those things certainly add up, but it also drives your inability to buy your next deal, right? If you can, let's just say your turn time on a property is 90 days, right? So, in that amount of time, if you can only do one property at a time, which everybody can do more, but you got to start with the math here. One property at a time, the most you can do is four in a year, right? So you stop the next one, you start the next one. But if you could do it in 60 days, all of a sudden you can do six properties in a year with the same amount of cash, right? You have the same amount of capital, but because you're able to get in and out of those deals 30 days faster, you turn that capital over more, you're able to do more deals, and you're able to be more profitable, right? So speed is what this game's all about, right? Scope first, speed focus second, right? You've got to control your material cost third, right? And so if you're one of those people that don't have a dialed-in material sheet, this is what I do on my properties, this is the light fixtures that we have, this is the flooring that we use, this is the countertops that we use, this is the paint we like to use. Because when you don't have that materials list, what you end up doing is you end up going and buying a bunch of stuff that doesn't have consistent pricing. So you can't ever consistently budget your properties. And so when you get a consistent materials list of what you're gonna do in 80% of your properties or 80% of the materials in your properties, you can buy in bulk. We've got clients that have, you know, have warehoused their inventory, their different construction products, whether it's uh appliances, I mean a lot of people will buy bulk appliances, right? If you're somebody that buys appliances and you'll go out and you know, it's not uncommon for us to see somebody go buy 20 refrigerators or 20 stoves. Why? Because they can buy them at $700 a piece when their retail is $1,700, right? Well, that thousand dollars a piece of savings on 20 units, that's just one little piece. And we start thinking about all of the different little pieces that can come into play of okay, well, can I can I find somewhere to get a discount on lumber? Can I find somewhere to get a discount on you know these types of fixtures? We have a connection to Home Depot and Lowe's where you can get a discount just by being a member at Home Depot and Lowe's, right? I think it's like a 12 or 15 cash back return. It's not bad. Don't quote me on that. You guys can reach out to me, I'll connect you if you want to be connected. But nonetheless, like little things like that, that you're finding ways of reducing your cost to do that same product makes a massive difference. And what we're talking about by doing that is it increases your gross profit margin. So gross profit margin is that little margin. So if you take your $200,000, subtract your $150 cost, we got $50,000 in gross profit. Well, gross profit margin is that $50,000 profit divided by the $200,000 of risk or the hundred, yeah, the $200,000 that you put into the property or that you sold the property for, that's your gross profit margin, right? So that's a 25% gross profit margin on that deal. And so when you're focused and you look at last year and you say, well, my last year gross profit margin was 15%. Well, what if you can move that to 17%? What does that look like on your business? Go do the math for yourself. If you did $10 million in property sales last year, go do the math. Pretty good chunk of cash back in your pocket, right? Not doing more, it's doing the same, but doing it better, right? And so I think that's really, really important to realize how much of an impact you can make by just a couple percentages percentages here and planning out ahead of your cost of goods sold. Right. And so I think the last piece of the puzzle, and and I'll stop here. I'm jumping a little everywhere because I'm just trying to spit out all the ideas. Last piece of the puzzle that I've started to see is whether or not you are going to in-house or outsource your workload, right? Now we start talking about this kind of a people problem too, but your GCs is that are you gonna in-house the GC or are you gonna outsource the GC, right? Outsourcing the GC is more expensive, but when you're smaller, probably makes a little bit more sense. Hiring a GC on staff full time costs you more risk, right? You've got to deal with the risk, you got to pay them no matter how many deals you're doing, right? But probably cheaper on a per deal basis. So you've got to kind of decide when do I bring that person in house? But guess what? As you get bigger and bigger and bigger, you're gonna start finding other opportunities. We've got clients that are exploring HVAC, bringing an HVAC company in because of how many HVACs they install in their properties every year. We've got clients bringing in plumbing companies because of how much their plumbing bills are for the year, right? And they're like, well, heck, I'm paying a million dollars a year to a plumber, right? A plumbing company that's coming out and doing all my units, 150 flips or whatever. Now I can go and just buy a business that does plumbing, or I can go start my own plumbing business, or I can just hire an in-house plumber to go do some of those jobs for me. But those are the ways that you can drastically cut your cost of goods sold. And if you focus on it, right, line by line, start with the big ones, purchase price. We talked about how to how to negotiate that, right? We've got to negotiate it down. We got to make sure it's the right house for you. You've got holding costs. We've got to make sure that we are turning this property as fast as possible. What we can talk about cost of capital, you can reduce our cost of capital. A little bit on that, and maybe that would help. And we'll talk about that on core four or profit driver number four a lot more. But that's how you do it, right? Is that time piece of it? You reduce your time on the rehab side. It's all about materials. How do you reduce the cost of materials? How do you reduce the cost of labor in it? Is it outsourcing labor? Is it getting discounts on materials? Is it buying in bulk? All of these things you got to figure out where you're at in your business and what you can implement quick, right? What can you implement that makes the most amount of impact quickly? Right. Maybe that's something you should be thinking on your quarterly strategic planning meeting. Another thing that we didn't talk about, which is also an outsourced versus in-house uh discussion, is selling costs, right? Do you have an in-house real estate agent that you're going to sell all your properties through, or are you going to have to hire a real estate agent and pay, you know, the commissions for an outsource company? Both can make sense depending on your size, but one is generally going to be more profitable than the other one as far as gross profit margin, right? And so all of those things can come in and really make a massive, massive impact and help you. I mean, I'm telling you, if you just listen to this and take some steps out of this, you'll double your profit margin. And we haven't even gotten to core profit driver three, four or two, three, and four. You know what I mean?

SPEAKER_02

Yeah. So there's a you know a couple of big players there in the cost of goods sold. We talked about, you know, general contractors, subcontractors, and then real estate agents. I think the pricing is important to consider. I think another another thing that's worth considering is if you can only afford to hire a cheap fill-in-the-blank, you're gonna get what you pay for as well. So sometimes you're saving a nickel and it's costing you a dollar, is maybe what I'd bring up there.

SPEAKER_01

Yeah, no, you're exactly right. You're exactly right, and most of the time that is actually the case, right? Like very rarely do I find that somebody was like, Yeah, I hired this person because they were a lot less expensive and it worked out so well. Yeah, you know what I mean? Most of the time it's like, yeah, they were cheap and I got what I paid for, right?

SPEAKER_02

So that's what's kind of interesting is the economic impact on the accounting, right? Like, oh, we'll see. Oh, look, you save some money, but then long term we might be costing ourselves a lot because fill in the blank here. The GC, if the GC doesn't know what they're doing and is not in command of those projects, you're gonna be having really, really fat, extended holding times, and you're gonna have really long holding costs. You know, if your GC is, I don't know, markets. The GCs typically handle all the materials and stuff too. These guys might be costing you a fortune because they don't handle everything.

SPEAKER_01

They're the runner of the deal, right? So their whole job is to keep it on time on budget. And if they don't do that, I mean, it kills the deal, right? And it absolutely does. And you're right. I think it's an interesting dynamic because we're sitting here talking, hey, how do you reduce your cost of goods sold? But at the same time, you can't just skimp out on cheap labor or and honestly, cheap materials and all these other things, too. Like you can't, there's a level at which you have to be strategic. We're not telling you to be cheap, we're telling you to be strategic, right? Those are two very, very different things, right? Whether you hire the GC outsourced or in-house, I'm not saying hire a cheap in-house person. What I'm saying is hire a really good in-house person that can work for you full time, know your culture, know how you do things, be only yours, and you'll save money that way instead of having to deal with their and another business's profit margin that they need to make, right? And so basically, we're bringing their profit margin in-house so that we can take more of that. That's kind of that vertical integration that we talk about with a lot of businesses as they grow is when do you bring that in-house? And then when does it make sense? And that's that's a big discussion, right? That's a big discussion, it's a big decision. And for sometimes it's kind of one of those things where it might make sense to bring it in-house, but your outsource provider is so good that you're like, I'd rather just pay more and make less because I don't have to deal with the headache of bringing in in-house. You know, this there's give and take here. You know, life is not all about maximizing profit, that is for sure. But if you're looking for ways to maximize profit, we definitely discussed several today.

SPEAKER_02

No, that's for sure. Yeah, it's just you know, just kind of going into that, I think that may or may not be a great place for you to find some movement in your margin. If you got somebody who could do a great job and can fill that gap for you, then by all means, but that role could be costing a ton. And then on top of that, if you do have a GC in-house, doesn't that also bring in workman's comp and all that kind of stuff into all your costs?

SPEAKER_01

Yeah, I mean, anytime you have construction in-house, you're gonna have some workman's comp costs as well. So it's definitely it's something that, and that's why it's why you should consider an accounting firm to help you diagnose these questions and to get answers to those questions so you can decide is this a good idea or a bad idea, or at least have a strategist in your corner helping you make those decisions because these are big decisions, right? It's like, well, I could do this or I could do this, which makes the most sense. Well, let's start a pros and cons list, let's figure it out, let's work through it. I had to do that with a client this week, you know. Unfortunately, they were trying to figure out if they needed a staff member on their team or not. And it was like, Well, I can't tell you to fire somebody or I can't tell you to keep somebody, that's not my job. But what I can do is I can ask you a bunch of questions so that you could come up with the right answer, right? And he came up with an answer and he made the decision, he moved it on, he did let the person go in this scenario, but he was able to get enough information by having the questions asked to him to make the decision, it's the right decision, it's gonna make his business stronger, we believe. And so those are the things that we're here for. That's why I think you need a CPA, that's why we're out here promoting ourselves, right? We are out here trying to tell people we're here to help you, and uh, that's what we're here for. So if you have struggles with numbers, we Beck CFO would love the opportunity to help solve those for you because we believe in it that much. We believe that it will literally change your life.

SPEAKER_02

So that's right, and we specialize in real estate, that's why we're not working with dental offices, right? We we picked our lead.

SPEAKER_01

This chiropractor, I mean, we get it's funny, we get leads from all over the place, and you know, most of the leads we tell them sorry, we just don't work with this type of client because we want to focus on real estate investors, we want to focus on helping them be better, so that's just what we do, Caden. This is a great one. Should be a lot of really, really good gold nuggets here that I think people are gonna be able to gain from it. Next week, we're gonna talk about the next strategy, which is advertising. And I think a lot of people are gonna enjoy that. We're gonna talk a lot about advertising strategies, all the various advertising areas that we're seeing. And I might even have some advertising statistics from lead all the way down to uh close that you could be thinking about in your business and how to measure all that stuff and you know how to do KPIs around advertising. We're gonna have a lot of fun next week around advertising because it drives real estate businesses. It is it is a big driver, so we got to make sure we know how to look at it, how to analyze it, how to maximize it, all those good things. We'll do that next week. Before we jump off here, Caden, anything, any last second things that you want to chat on?

SPEAKER_02

We're two weeks away from the filing deadline. Yeah, that's pretty fun.

SPEAKER_01

So April 15th, around the corner, make sure and get your life together. If you're not a Beck CFO client, Beck CFO clients will most of them have already had all their tax returns extended or filed. If not, they will be extended or filed by the end of the week. So all good. Not a lot of stress over here with the tax season deadline, which is nice.

SPEAKER_02

Yeah, we'll we'll be here on Wednesday, the 15th, talking about, you know, I think what is that one gonna be? That one's gonna be uh people.

SPEAKER_01

So yeah, that one will be people. So we'll be here on the 15th talking about that, not spending our time all night trying to do last-minute things for clients because we're proactive and out ahead of it. So I love it. Awesome.

unknown

Sweet.

SPEAKER_01

Bye, brother. We'll see you next week. We'll see everybody next week. Have a great day.

SPEAKER_00

Thanks for listening to Strength in Numbers. If you're ready to take control of your finances and start building real wealth in your business, be sure to schedule your free discovery call with Market at BECTFO.com to get started. Thanks for listening, and we'll see you on the next episode.