Scaling Advisory Service through Content ft. Nikole Mackenzie

Speaker A: Hey guys. Really looking forward to sharing this episode with you. Today we've got Nicole McKenzie from Momentum Accounting. Nicole founded an incredible firm that is really breaking out of the typical year end account stereotype. We get into how she's invested in growing her business and how they sell a very different service to their clients, starting with a problem solving bias for their customers. Also how she's gone from being terrified of being on camera to being, uh, a content making machine. So if you're interested in how to make advisory services scalable, building a team, understanding growth, this one is for you. I hope you enjoy it. Welcome to the new F Word podcast where we cut the fluff on business finances and lift the lid on the new F Word M the fractional finance revolution. It's a game m changer for small businesses. I'm your host Colin Hewitt, co founder of Float Cash Flow Management for Xero on QuickBooks. We believe that really understanding your business finances makes all the difference in the world. And having a strategic partner like a fractional CFO is the key to unlocking that. So join us as we dive into personal stories and actionable insights from forward thinking finance leaders and seasoned entrepreneurs to discover why fractional finance leaders have become an irreplaceable part of small business leadership. Nicole, welcome to the new F Word. It's really good to have you. You've been on our radar for like such a long time in the work that you do and the videos and the podcast and everything. So it's great to have you. Why don't you tell us a little bit about how you got into starting Momentum and the story there.

Speaker B: Yeah, sure. So started traditional public accounting route. Back when I graduated from college, there was really two paths. It was either you go do taxes or you do audit. And I was fortunate enough where I went to go work at a smaller firm. So I got to do both of those things. And then in 2014 I believe it was, we got like Xero came about in the Bay Area, QuickBooks Online came about. And so in the US we've got a lot of firms that were starting to think about adding on cat what we call CAS Client accounting services in the US or outsourced accounting. And so our firm, being progressive, decided to add on that additional service line. So I uh, left the tax department, moved over to outsourced accounting and never looked back. So I love the technology part of it. I love being more involved in the day to day operations of small business owners and being able to support them in a bigger way than just Putting things on a tax return at the end of the year. So I ended up leaving that firm in 2016. I briefly went and worked for an ex NFL football player for a while, which was really fun.

Speaker A: No way. As an, as a financial advisor, more of like.

Speaker B: So I did all of his accounting for all of his investments that he had. He had a couple businesses, he did a lot of appearances. So when I came on, he was everything. It was a mess. Wasn't using any like a zero or bill dot com. So I implemented all that for him. And then. So initially. So the name of my company is Momentum Accounting. And initially I thought I was going to work with professional athletes because I have a sports background. And then I realized it was a little bit hard to scale and they're not the easiest people to work with. So in 2017, I started Momentum Accounting. And so today we are a team of 10. And I personally am in the San Francisco Bay area, but I've got team members across the US and then also a few in the Philippines. But what we do is we work with businesses typically in the 1 to 10 million revenue range who have outgrown that. I just have. I just need the books to file a tax return and I have a bookkeeper to like needing full financial operations. So they need an accounts payable process set up, they need an invoicing process set up. They have more employees, they have cash flow issues, they need advice around profitability. So we structure our team in what I actually refer to as a fractional accounting department or fractional finance department, which fits great with your, with the title of your show here. But as a business scales from 1 to 10 million in revenue, they need all these different roles in the accounting function. And what I would consider the accounting function would be a bookkeeper, a controller, a cfo, and then some of the payroll admin. So we come in with the team to support them and then help them implement the right technology processes and all of that to help them ultimately optimize their cash flow and profitability.

Speaker A: When people come to you, are they typically coming out of a place of desperation, like, they're ready for that next step so they understand like, we need. Are they just like, yeah, I'm not sure what value you're going to bring. You know, like, what's the kind of typical sort of mood when they're, um, picking up the phone for the first time?

Speaker B: Yeah, it depends. So it's always nice to have those ones that are in a pinch and ready to buy right away. Right. So they may have an in house accountant or controller who's leaving or retiring. And then we get people at that, just at that million dollar mark, we get a lot of those, especially agencies. Marketing agencies is one of our niches. And so they are starting to feel something going on of like whatever solution they have in place is no longer working and they're frustrated and they want to grow their business and so they start, they need a little more sophistication in terms of their accounting function. I also do a lot of educational content in terms of my LinkedIn and then also my email newsletter and YouTube videos. And so I like to talk a lot about not necessarily what we do at Momentum, but talk about what problems that we see and how we've solved them. And so that ends up helping the business owners see that problem in themselves and then reach out. So by that time we've piqued their interest a little bit and they didn't realize there was a solution out there for them. They just thought that was like running a business is hard. Why can't it be profitable? Like to me profitability is, it really is math at the end of the day. And so I try to do a lot of education around what those numbers need to be and if we follow this formula then, then we can be profitable, that we can have better cash flow and it doesn't have to be this some mysterious thing.

Speaker A: 100%. Yeah. I mean that's funny. I don't uh, that was my background. I was, I used to have an agency as well. So that was like where I came to just having to figure out myself. And you know, my accountant wasn't really being any help in terms of just he was taking and um, providing accounts at the end of the year. But you know I, I had to sort of figure it out myself which is what I really wanted to do. But yeah, it kind of gave me an insight sort of. Yeah. Moments in the process as well. So I was going to ask you kind of a slight tangent to that but you obviously a lot of businesses start off with this desire to do the work and then they get into like all this other stuff like I have to do like for some people, like they say I didn't go into business to do, to do the numbers or do the accounts and you're kind of like obviously you know, you have gone into business to do that. So you, but you've also realized like you've got to do marketing as well and you're very good at it. So what was your journey there? Like have you kind of been on a bit of. Have you had any epiphanies or moments when you realize, like, you know, I know you talk about how to think about marketing span and cost of customer acquisition and lifetime value. Has that been something you've learned through momentum or through your clients?

Speaker B: Marketing has been a long journey for me, and I've spent probably tens of thousands of dollars where I felt it was like, thrown. Thrown in the toilet, basically. I made a lot of mistakes. I hired the wrong people. I focus on the wrong things. And so a lot of it has been learned by doing. I hired agencies who said they could do something, but they couldn't. And ultimately, where I am today has been a result of working with an advisor. She's, uh, $300 an hour. She's expensive, but I meet with her once a week, and she's helped me take. So I had all this content that I had been creating on LinkedIn for years, and it was just I'd, uh, post it one time and then it would go away. I also had started doing a little bit of YouTube videos. And so where some agencies come in or other consultants were wanting to come in and, like, reinvent the wheel and be like, we had to create all these blog posts and all this content on the website. She saw what I already created and said, well, why don't we just put all those things together? We'll start a newsletter. And so all of the content I create, but she's helped me create the system to get it out there. Right. The distribution, which is the hardest part about marketing, is the actual distribution of everything. And so that's helped a lot, especially when you're in a more consultative type of business. Right. We're not just selling a thing. When somebody needs a thing and they want to buy it, Right. We're actually selling advice and we're selling solutions. And so it could take somebody a year of seeing my content to say, okay, now the timing's right, I trust you, I know you. I like you. I'm ready to buy from you. And so I think I had made some mistakes in terms of I hired an agency and they were more focused on SEO. And I didn't know it at the time. I was just like, it's just marketing. Like, they're going to help me get new clients. And I realized that, like, SEO probably wasn't the best strategy for us at that time, given our size and the types of clients that we're trying to attract. So, yeah, I think, like, big takeaway. If I could have Went back two years ago. I would have, I wish I would have had Amber. Like it would have saved me a lot of money working with the right person from the beginning. So I think there's a lot of value in like crossover crossing over to see CFOs, right? When business owners, they try to be cheap and they want to buy, you know, the cheapest solution that ends up costing a lot of money. And that's the value that we as advisors or CFOs can come on and help our clients actually save a lot of money with our services, even though we may be expensive. I think there's also a lot of crossover in uh, like with agencies. What's happened is people like me have been burned because there are bad agencies out there. People who have never run an agency that started saying I can do all these things. And then people like me have this like bad taste in our mouth about agencies. While there are amazing people, probably agencies that do amazing work. Right. And so I'm a little bit worried about the fractional CFO space because I'm seeing this happen a lot where now there's this big push of yeah, you can be a fractional cfo, anybody can be a fractional cfo. And there are people, you know, it's not like CFO is not like a CPA designation. Cpa, you have to have years of experience, you have to take a test. Cfo business owners see CFO and they think of it, oh, this person has a designation. This person is, you know, I should be paying them a lot. And so I'm a little concerned about the space in general of that getting muddied and it devaluing ends up confusing buyers of the services on what actually a CFO does and what a good CFO can do.

Speaker A: Yeah, 100%. And it's not just CFOs, it's fractional everything, you know, like fractional CMO. You could get somebody who just decides, yeah, I didn't want to do the job anymore. I'm going to just be a fractional. And you know, you don't uh, I guess, you know, normally when you're hiring for a C level role, you do quite a lot of, you do an extent of research. But it's tempting when you're hiring fractional. I mean one of the benefits is you can sort of, it is less pressure to get it right because you can't try it and see if it doesn't work and then try something else. But there is still a time cost to that and there is There is, there is probably going to be more people where it's like, yeah, how do you find the right one? How do you understand the different types of fractional cfo, like where their specialties are? And um, I think it comes down to trust at the end of the day, like you say, so building that trust with content, with your education, talking to your target market, showing where you, where the type of experience that you have is invaluable, really. And like you say, you don't know exactly when that's going to be able to show results, but I guess over time you start to see the compounding effects of that.

Speaker B: Yeah. So I recently came up with this tool called the cash potential calculator, which right now it's just a YouTube video, but we're working on making it a public tool because it got a bunch of interest. So what it does. So with cash flow you have three different levers. One is you improve your profitability. Another is you get money coming in faster, so get your customers to pay faster or you slow down payments going out. And so what the cash flow potential calculator does is it shows the business owner like how long it takes customers to pay them now versus if we implement better accounting procedures, let's say it's 68 days. Well we can cut it down to uh, 30 days. So that might create a cash infusion of $200,000 that you have sitting in AR. So if we can extend our days from 0 to 30, then that's another 200,000 in cash flow. And then if we can improve your profitability from, let's say your break even right now, which it's crazy how many businesses are not profitable. We can take that and just increase it 10%. Right. That's going to increase your cash flow a hundred thousand dollars. Right. So we've got, I don't know, $500,000. If you work with me as your advisor, I'm going to help you with these things. And so they can tangibly see the value that the advisor can create for them. And I started using that in my sales process and it's been like absolutely game changing because we're tying back what we do on uh, both on the accounting procedures and processes and the actual advice we're giving them around profitability. So anyway, I just found that was like a very valuable tool of trying to show the value during the sales process. It can be hard for a, a, uh, CEO to justify the cost of working with you, but you know, you can help them. So being able to show Them that value and in dollars has been really, really helpful.

Speaker A: Totally. It's so good. And, um, you know, it's so true because if you think about it from a business owner point of view, you know, like, if I was thinking about hiring a fractional cfo, the question's always going to be like, people can talk a good game, but are they, you know, when they come in, will they really know how to impact my business? You know, like, oh, what happens if we already have an AR procedure in place? So this is really going to help me in that in a meaningful way, or, uh, is it just, you know, but the more content you have, the more content you give away for free, then it just brings that sense of like, I want to work with that person. And that's ultimately how we find our fractional cmo based on what they're. The content they're putting out in LinkedIn. And every post I was like, oh, my goodness, that's exactly what I'm feeling right now.

Speaker B: Yep. They're talking about your problems.

Speaker A: Yeah, I feel seen. And, yeah, it's a huge way to, you know, to build that, uh, confidence, because I think that's the biggest barrier for a lot of businesses. Just going, I'm not sure, you know, like, what, maybe it's not going to work out and I'll, uh, just have wasted money and I'll be back where I started sort of thing is the biggest fear.

Speaker B: Yeah. A, uh, lot of it too, is timing. Right. So I don't know how long you were watching that person's post. It could have been a long time. And then you're like, you know what? I've had enough.

Speaker A: Yeah, no, you're right. It was, it was months. Yeah, it's months. And then you just have the moment of going, hold on, why don't I just work with that person? You know, it's like, it's amazing how fast it can, it can go, but, like, yeah, it's, it's. You're not. You feel yourself being sucked into the tractor beam. This happened to me with coaches before. Like, I'm like, uh, the content is everywhere. And it's like, I feel like at some point I'll probably end up working with that person, but, you know, it's not the right time just now. So, so. And people that, you know, it's a, it's a consistency that pays off at the end of the day.

Speaker B: Yeah. And it's like sometimes coming up with content can feel a little bit overwhelming. But I found just by talking to business Owners every day through sale. Like I do the sales primarily at Momentum. I'm not doing a lot of the client delivery anymore. But still during those sales calls you've got, they've come to you with at least four problems. Right. That you know you can solve. As I've stepped away from doing the delivery work, I've tried to incorporate like Ask. So we have a. We use a tool called 15Five and every week it goes out to ask the team, you know, how are you feeling on a scale of 1 to 5, how is your workload? And then we can put some custom questions in there. So try to ask questions like what problem did you solve this week for a client? What are the top questions that you get from, from your clients? And so trying to pull out because I'm not in the day to day as much anymore. And it's easier when you're doing work for a client because every day you're solving problems for them. But how do I get my, how do I get that? Extract that from my team and then take that and use content to say this is ah, what we problems that we solved for clients this week.

Speaker A: Yeah, 100%. I'm um, not. I think you kind of answered my next question. There is really thinking about you've made the shift from doing the work to becoming more of the brand. The face, the. How's that been for you? Have you missed. Do you miss it or do you feel like it's just the natural evolution?

Speaker B: Yeah, I really like supporting my team from, from behind more. It's. I still like working with clients and helping them but I think it's just hard to feel like locked down all the time. So I like the freedom of not being like I have 20 calls this week with clients and so like one big mission for me or something I've been working on for probably four years is how do I make advisory scalable so it does not get stuck with the account with the firm owner. Because this is a big challenge in our industry is that uh, the owner wants to step out and be the CEO and do the strategy, not necessarily do the client work anymore, but the business owner also has the most expertise and can provide the most value for the clients in terms of like advisory services. And so one thing that uh, I did was I started a podcast called Cash Flow show which is target audience is business owners. But I also have my team listen to it and every week we do a discussion about the most recent episode. And then we also have implemented some reporting tools where we start looking at KPIs. And so all of the reports and data we're looking at tie back to the, uh, to the Cash flow show. So that's been a way for me to get everything out of my head and try to make it. And it's. I'm telling you, Colin, it's been crazy. Like, just satisfaction of our customers and the knowledge that are like, the transformation I see in my team. Doing the combo of those two things has been. It's been amazing. So I'm, like, super excited. But it was a long. It took a long time to get there. And so, again, it's like, I really want to help as many business owners as possible, and I can't service all of them. Right. So I have to have my team be the ones to do that.

Speaker A: Yeah. And I think there's that transition for some people who want to be in that fractional role. They just want to have four or five clients and keep it simple. You've. Obviously, there's just a threshold. Then you go over where you're like, no, I'm building a business, and then I have to support the business. And ultimately that's the path of growth. And where do you feel like, have you set a. Do you have a goal as to where that's going? Do you have a certain ideal size of team or, you know, size of company that you're going to end up with? How do you think by that?

Speaker B: Yeah, I don't see momentum turning into like, a $10 million business right now. We do. We're probably about like 1.2 million. I'd like to maybe double that. But I'm also very passionate about educating accountants in the space. And so I'm working on a side project or, uh, not project, I, uh, call it. It's a. It's a framework. So if anybody has heard of like, eos, Entrepreneurial Operating System or Profit First. Right. Those are kind of like business frameworks. So I'm creating one called Profit Points. If you go to my YouTube channel, there's a Profit Points, but basically it's a toolkit and education for accountants who want to be able to be better advisors to their clients. And so that's one area I'm pivoting to. So I'm trying to figure out with momentum, like, do I put in an operator and have momentum? Do I merge with another firm? Not to say that I'm going to do that anytime soon, but I'm in, like, a little bit of a transitionary phase right now where I'm trying to Figure out where do I, like if I was going to carve out the ultimate role for Nicole, like, what is that? Where I can wake up every day and really feel excited about what I'm working on.

Speaker A: Yeah, it's huge, isn't it? Like that. What does success look like? Something I think about a lot, you know, in terms of. Yeah. Like I don't want to be, I don't want to end up with a certain type of company and um, be more miserable. You know, like it's. Which is really possible. How do I get, how do I get to the point where I'm like, yeah, this, I'm doing more of the things that I love and, and yeah, and that's a bit of. That takes reflection and it takes thought which I guess you're ultimately creating for yourself by not being, not having the pressure of being client facing. One of the things I've been trying to do more is like create that mornings are my time. So I, I um, try not to schedule meetings if I can in the mornings and then like I'll back, I'll back up the afternoons with loads of calls. But yeah, it doesn't always work.

Speaker B: It's a lot of gear switching as a, as a, as a business owner. It's like jumping from one thing to the next to the next.

Speaker A: Yeah. Yeah. No, but it sounds like you're real. I think, I love that. Uh, sort of. I think you have to have that growth mindset, that willingness to shift into trying different things in the business and being willing to sort of say this is a season where I'm going to be in sales and it's probably not going to be forever, but at least I knew it rather than bringing somebody in and hoping that they figure it out for me. So like that's been my very similar for me like learning how to, like how to do marketing, learning how to. And now for us we're looking at sales as well. Like we've never had to do that before and now we're, we're engaging more with like advisors and on the. And CFO is we're having to build that longer term funnel because it's like people aren't always ready to buy. So.

Speaker B: Yeah, well, I think I love about podcasting too is like a lot of this stuff is evergreen content now. You can take clips, you can reuse it, your marketing team can write articles about it. It's just, it's, it's fun. I, I never thought I would be a podcaster. If you would ask me three years ago. I'd like, you're crazy and you should. Uh, but my friend Scott Scarano, he, it's. He has a podcast called Accounting High, if you're interested in that. He's got a lot of great content there. But he asked me to do a podcast with him and I'm like, uh, he convinced me to do it. And the first ones are terrible and. But it's totally helped me get over. I mean, when you've listened to the first ones, lots of likes, ums, I mean, you could totally tell. And it's helped me become a much better speaker by doing it. So I would say if you're afraid of yourself on video or podcasting, whatever, the more you do it, the better you'll get. Better. You'll get at it.

Speaker A: Yeah, it's a shift, isn't it? I was the same. I used to see people, uh, on LinkedIn. I'm just thinking, that's cringy. Or like, I never want to do that. And then just realizing, like, I'm going to have to. It's a threshold that you have to go through and you will get better at it. And a big part of it is just stop and caring what people think as much and. Yeah, but a lot of people are not. Like, I see them, like, I can see the ones that are going over, you know, through the, the chasm, and they're going to make it the other side. And then people hear, like, no way, I'm never doing that.

Speaker B: I was going to say, I find LinkedIn to be a much more friendly environment than. I don't do much on Twitter. I know some people do. But, like, if you go on Instagram and look at some of the con comments is fruit. Where, like, seriously, like, I would never do anything on Instagram because I do not have the courage to, to deal with, like, people being brutally honest. Whereas LinkedIn, it's. People are presenting themselves professionally. So it's much more encouraging. People are very friendly and forgiving there, I find.

Speaker A: Yeah, I definitely, yeah, there's a few more good years of LinkedIn at least, you know, I think before it kind of becomes something, maybe else, but it certainly feels like it's a great place to be right now. Uh, there's so much.

Speaker B: But yeah, yeah, I think the trick too, right. Has been, okay, how do I grow a newsletter? A newsletter has been a really good, good marketing tactic for us. And a lot of it is just people I've met in person. Like, I'm part of a networking group, and networking, I think, is always the quickest way that you, if you need clients quickly, like go out and network. But it helps me, you know, I may go three years ago, I may have driven 45 minutes to go into San Francisco to meet with somebody for coffee. And if I don't stay in front of them, they're never going to remember me. Right. So like LinkedIn and the newsletter then helps me stay in front of those people that I've already met in person. So it like reinforces a. No, like trust, refer.

Speaker A: And do you maintain the newsletter yourself or do you have somebody else do that for you? How does that work?

Speaker B: So Amber, my marketing advisor, she uh, we have two newsletters that go out every, every month. One's like a personal one for me. That's usually just a piece of LinkedIn content that I've already created during the month. She just goes and pulls one kind of miss. Sometimes we'll have a theme and then the other one is more of a general one. So she'll take, you know, things I've written, YouTube videos, I have like an app of the month I recommend. So that one's a little bit more general. But she takes it and puts it together and keeps me on schedule and I'm like, okay, then uh, I go review it, I'll edit a few things and then I actually go hit the send button. But one thing we want to do, right, is get people from LinkedIn to our own newsletters so that we can control that relationship. Rather like something happens to LinkedIn or is always trying to get. And uh, the other strategy too that I'm going to start doing this year, which I haven't done. I'm speaking at a conference which is a really big MYOB. David C. Baker's conference. Yeah. So that's October 23rd in Atlanta and uh, you know, public speaking.

Speaker A: I didn't realize myob was in the US I thought it was more like Australia, New Zealand.

Speaker B: It might be a different myob. So myob I think is an accounting software possibly. So this is mind your own business. It's David C. Baker's. He's in the marketing and creative agency space, an advisor. So he's got like tens of thousands of people subscribed to his newsletter, big following. So he puts on a conference and he puts on like every quarter has some in person workshop or conference that he does. So anyway, that's like the next progression for me is how do I get comfortable public speaking standing up. So that's something I'll be working on in between then. And then Doing some webinars, too, with some partners.

Speaker A: There's always stuff you're working on. I think that's like, a lot of people, I imagine, look at your stuff. You've got, you know, YouTube channel. You know, you're doing content. It looks like you've got it all together, but in your mind, you know, there's another threshold like, you want to do. You know, it's public speaking. It's being better in whatever area, but it's a constant progression. So it's really interesting to hear that. That's how you're thinking.

Speaker B: Yeah, I should see some of the videos that I created, like, eight years ago on LinkedIn when I first started. They're so bad. They're so bad. So just start somewhere and you'll get better, I promise.

Speaker A: Yeah, yeah, no, absolutely. And for somebody, like a business that's thinking about taking on, like, what's your advice? Like, where would you, you know, obviously, if it's in the US like, obviously speak to you guys if they're, if you're in that, uh, threshold, about 1 to 10 million. What if, what would you say to somebody, you know, if they weren't able to work with you guys? Well, how would you tell them to? Like, what would you watch out for? What would you. What would your advice be?

Speaker B: I think you need somebody at every level. So whether you're just starting out, like, at least put in a bookkeeper that doesn't have to be very expensive. And then as you grow, you're going to need more support. I, uh, usually tell people you should be spending 2% of your revenue on your accounting function or finance function. So allocate that as part of your budget. Just know that that's part of being a savvy business owner is you need marketing. Uh, you need it, you need accounting, you need hr. Right. And you can use your internal resources if you want. But I'm a big proponent of always having an outsource expert, even at a small fraction. Right. You can have somebody coming on a very small advise you and help you avoid a lot of mistakes rather than trying to figure out yourself. So that'd be my advice. And then also feel free to reach out because I, you know, I get business owners that come to me every day that may not be a good fit for momentum, but I know enough people in the space so I could be like, you need to talk to this person. So get somebody, get some help. Use float, because it's awesome tool. One thing we didn't talk about is one way we Love using float is we have clients that actually agency owners that have come to us using the float and then we've been out. Uh, they've. They manage most of it themselves in terms of if they have a new employee they want to hire or a

Speaker A: new

Speaker B: client in the pipeline, they can go in and control themselves. And then on our end, we're making sure that the cash is up to date, the books are balanced, and we're like coordinating them to say, hey, on Thursday we got everything up to date. You go on and see. Now you can see your up to date forecast. So it's very collaborative and the clients love it. So, yeah, that's my advice.

Speaker A: Thank you. You didn't have to say that. Um, that's nice. But, yeah, and I guess, like, when. When you take on a client, final sort of thing is like, it sounds great. Like, you're obviously like, what if I want, you know, what if you're the person that, like, I trust because I built the relationship and then you're passing over to the team and I'm like, oh, uh, maybe I'm like, Nicole is just a face and now I've got somebody else. Like, it's not what I wanted or what I expected. How does that. How do you. How does that work? How do you do that?

Speaker B: Yeah. So I think my biggest fear when I started doing marketing was how do I make sure that we practice what we preach? And so I became obsessed with, uh, making sure that my team's educated and they're doing, you know, the expectation, what I would expect of them that they're doing. And so that, again, that was part of the education that the internal education that we do. We do a lot of role playing with clients. So when we onboard a client, we'll take the reports that we put together and their KPIs, and we have one team member act like they're the client, and then the rest of us will ask questions and then I'll provide my insight of, like, here's what I'm seeing with this client. So while I'm not client facing, I'm, um, client supporting. And we have our weekly meeting where we're going through any client challenges. And so I'm supporting from behind and I'm also teaching what, like, whatever methodologies and things that I think I'm teaching my team that as well. So you're not just getting one person, you're getting a team, and you're also getting a process. Like, we've got a pretty dialed process. My team's amazing. Like, honestly, uh, you probably like my team better than me. I'm not a good accountant anymore. My team's amazing, very detailed, oriented. They'll actually execute things. I'll just talk about them and not actually execute them. So I think it's trust in your team. And my team is. I mean, I would say, like, four of them have been with me for, like, over seven years.

Speaker A: That's a good sign.

Speaker B: So people stick around. Yeah, they take a lot of pride in, in what they do, and I think they really, really care. The one thing I would say, my team really cares about their clients and wants to help them be successful.

Speaker A: Amazing. Well, look, it's been so good to chat. Love what you're doing, love your content. We'll drop a link to where people find out more about you. What's the. What's the URL?

Speaker B: Cash flow show. And that's on all major podcast players. YouTube channel is under momentum accounting. You can find me on LinkedIn. Nicole, spelled with a K N, I, K o L E. McKenzie.

Speaker A: Hey, thanks so much. Let's wrap it. And yeah, hopefully speak soon.

Speaker B: Okay. Good to see you.

Speaker A: All right, Colin, thanks for tuning in to another episode of the new F Word. I hope you enjoyed it. Remember, expert financial advice shouldn't be limited to those with just big budgets. You can access the same level of advice for a fraction of the costs, thanks to this fractional revolution. I believe that every growing business needs to know how much a game changer this can be. So if you love the episode, please consider subscribing the show. It'll help us keep doing what we're passionate about. And feel free to share this episode with others who might find it useful. Finally, we'd love to hear your thoughts. Feel free to connect with us on LinkedIn. See you in the next one.