Build A Business For The Long Run: What Is a Business Audit?

Welcome to the Well-Built Business Podcast. I'm Chelsea Fournier, systems strategist and founder of the Well-Built Business Method. I'm gonna be honest, I get it, operations isn't the flashiest part of ent- entrepreneurship. It's not the thing people usually want to focus on, but it is what will keep you in your zone of genius and away from burnout.

If you are a service provider or expert-based business owner and you've hit a point where you realize more structure, clarity, or clean systems are what are actually gonna help you unlock sustainable growth, you're in the right place. In each episode here, we talk about what it takes to build a business that supports your life, not one that constantly drains it. I'm really glad you're here. Let's dive in.

Today is kicking off actually a two-part series. I am reflecting back on something I shared in last episode and realized it's time to dive deeper. In the most recent episode, I shared about how I was slash now in real life have launched a third business, a third income stream, and that is a law practice, getting back to my primary career and launching a law practice specializing in trademark law. And so what I shared in the most recent episode was a little deep dive on what my three income streams are and how I was really auditing the first two businesses that I was running.

Um, this business, Well-Built Business, where I offer operations consulting, I do some done-for-you work, I offer VIP days, business systems audits, energy readings, right? Then also, I have my influencer brand where I talk about fintech and insurance stuff and all kinds of things on a TikTok channel, and I've launched a blog for it recently. So you might be listening to this and be like, "Chelsea, that already sounds like enough. You only run your business part-time.

You also homeschool your son. Like, that sounds like enough." But what I wanted to do was to get back to my trademark law practice, and in order to not just scrap what's already working in my other two businesses, okay, but how can I make these as sustainable as possible? When I think about that, that is what I'm doing when I am auditing any business, whether it be mine or whether it be a client's.

Now why do I think it's so important to actually audit the systems, how smooth things are running from time to time, quarterly, annually? It's because I know the reality. I am a realist, and I know that about one in five businesses fail in their first year. Said with so much love, right?

That's roughly 600 businesses closing every single day in the U.S. Five years in, nearly half, about 49% of businesses that started have closed, and by year 10, 65% are gone. So literally only one in three businesses makes it past the decade mark.

And these aren't just startups that never got off the ground, right? Many of these have real clients, real revenue, maybe even employees or payroll. So what's going on? I know this from firsthand experience because when I was actually practicing business law in Maine, every year when I served as registered agent for our - many of our clients, if they - we set up their LLC or I set up their corporation, and every year I would call them and say, "Hey, your annual report is coming up.

Has anything changed? New address, new intent of business? Let's get everything up to date so I can do that annual report filing for you." And I would see this year after year.

Some of them would be like, "Okay, that makes sense." Like, life happened, you had a baby, like, you moved. But then I would look at some of them that would just reply to an email or a voicemail and say, "Oh, I've had to close the business. Can you let that filing lapse?"

And some of them would really break my heart. And, you know, there's a couple that really stand out that I'm like, wow, if they had truly been able to get this out to the world at the level that they needed to in order for it to be sustainable for them. Some of the clients that I worked with had inventions that were life-changing and services that were so profound. And but now I can also look at some of my past legal clients who are still around and thriving, and I'm like, wow, what's the difference?

So what happens in the businesses that close down so early in? The top reason cited over and over, poor management or not knowing how, as a business owner, to step into management and leadership. Inability to delegate kind of tied in. Lack of planning, trying to scale without infrastructure.

And a big one, and a very honest one, is owner burnout, right? I want you to hear that list and to notice what's not on it. What's not on that list is lack of passion, lack of expertise, lack of grit, bad offer, right? Most of the businesses actually have something worth building around.

They have the expertise. They have the services. They have the product. They just didn't have the operational foundation to sustain it.

And so this is why I have from my - I just realized today, I graduated from law school in 2008, so that's like, is that 18 years ago? I'm horrible at math. I'm literally gonna do 2026 minus 2008. Yeah, 18 years.

Just fact-checking myself. 18 years ago, I graduated law school, so that 18 years has been filled with hard experience, like tangible experience as a business lawyer, a business coach, a consultant but also business owner you know, running, being a part of two startup teams of businesses that are still up and running, being the founder of a marketing agency. Like there's - I've had my round of experiences and thousands and thousands of conversations, and those conversations and those experiences is literally what has shaped the method that I call the Well-Built Business.

And so the Well-Built Business method, if you've not heard other episodes where I talked about it, I look at six pillars, and I kind of envision like a big round table with six legs to it, and if any of them are missing, it's just a little bit wobbly. And if two of them are missing and they happen to be on the same side, right, that table's gonna fall over. And so if we can really continually revisit these six pillars of how to run a sustainable and a grounded business, then you are able to scale and put more on top of that table.

So today, I wanna do a quick overview of the six pillars, and specifically, we're gonna sink into what happens when you book me for a business systems audit. What is a business audit actually like, and why might you need one? In the next part of this two-part series, I'm gonna talk a lot more about the client experience. Like if you hire me for a business systems audit, what do you need to do?

'Cause this is gonna be us co-creating a plan, and so what would you have on your plate in order for us to do this together well? But first, so let's dive into these six pillars. The first is foundation and strategic direction. Do you know what you're building, and can you make decisions from a clear, grounded place?

As the business owner, you cannot outsource this. Of course, you can hire coaches, you can hire strategists, you can have a biz bestie, right, that you, you sound board things off of. But foundation and strategic direction, do you actually have systems? Do you have support for yourself on how to do that?

The second is workflow and delivery. How can you take an idea to full completion without everything depending on you? And this can be even if you are a team of one or a small team. Like, how can you make sure that you can move from idea to execution as quickly as possible without having to get into that hustle mode?

The third is team and internal operations. Many of my clients who do hire me for an audit have at least one part-time team member. They may have more people in the pot, if you will, but does your team know what they own, how they're being delegated to? How can they communicate with you?

Can they operate independently? And if not, do you have a system and a strategy of how to get them there? Now, the fourth pillar is client experience and service delivery. This is all about the experience being consistent and professional every time, what you are marketing matching what people are receiving, really even having ways of surprising and delighting your clients.

Regardless of how busy you are, your client service, especially if you're a service provider, needs to be top-notch, and auditing that from time to time can make a huge difference. Now, the fifth one is the one that most people are like, "Okay, I see a lot of marketing around this," right? Because it's marketing and visibility. So you see these challenges of, you know, how to gain new followers on TikTok or how to be more consistent in creating content for Instagram, or maybe you've bought a visibility challenge.

Right now, there's a big creator who's putting out a yapping challenge, right? Those are - So it's easy to see options of how you can improve that. But internally, marketing and visibility, do you have real systems behind your marketing, or does it depend on your mood and energy that week? Or could marketing continue to happen even in a slow week or month or season?

And the last one, maybe not the sexiest one, but super important, is systems, technology, and documentation. That might sound like a lot of things crammed into one pillar, but it's really about looking at are your tools actually working together? Could you t- team - Could your team use things without you? Could your team do things without you?

So a lot of the team and internal operations kind of dovetails with the systems and documentation. Do you have SOPs? Do you have written out strategies of how you do things? Like, what are you doing to more and more pass on the business being able to run without you being the bottleneck?

It's also a good time to make sure you're saving some money every year, 'cause a lot of times you can cut down on software or just kind of audit your software stack, and that's something I encourage every business owner to do on a regular basis. Okay, so those are the six pillars. The businesses that make it past those five and 10-year marks aren't the just the ones that are working harder, right? Aren't the ones putting out prettier carousels, aren't the ones that just happen to have more grit.

They're the ones that build this type of infrastructure and do it strategically and methodically and one pillar at a time. This is where came in the idea for having a business systems audit. Most of my clients do not have a full-time internal operations person. Maybe they have a VA, maybe you have an online business manager, but if you really look at the roles that you have hired, if any, are any of them truly trained and skilled in operations?

Or did you hire them for excellent implementation? Because creating systems and implementing systems are not always the same skill set. Some people can be skilled in both, but a business audit is when you bring someone like me, a fractional meaning I just come in part- like for a engagement. You- I'm not on your payroll for six months or a year.

You just hire me to come in and help you assess, to audit what's going on, and to make a plan for basically filling in the gaps as quickly and sustainably as possible. So a business audit is not someone, like someone, at least in my case, if you work with me, I do not treat it this way. It… You're not hiring me to come in and tell you everything you're doing wrong. This is actually a very structured assessment of how your business is actually running, not just how you wish it was running, not how you want it to be perceived from the outside, right?

What's actually happening day to day? Where are the stress points? Where are the gaps? You wanna think of it like a checkup.

Like you might feel fine, but you go to the checkup or you go to your dental cleaning, and you just wanna catch things even before they become a problem. You don't wanna be ignoring something and then realizing that it's really snuck up on you. Okay? So as a business operations consultant, I'm looking at all six pillars to find where the gaps are, where the friction is, where your biggest stress points are as the business owner, and honestly, just to find where's the biggest opportunity to improve what's already working so that X, Y, and Z does not become a problem.

And you might be coming to me because you are specifically experiencing a problem. Someone hired me recently, their team communications and their systems of how they were doing project management was the big pain point. And so, okay, let's make a, a plan to solve those things. You might know what the challenge is, but you also might be surprised what we find that the opportunities are.

So I'm always looking at which system, which pillar could we address first, because if we focus on what is the biggest opportunity that's gonna buy back your time, buy back your excitement to be in your zone of genius, or buy back your team's ability to be focused on what they can do independently, like there's just so many opportunities to have things flow more smoothly, and it doesn't have to take a long time. So the goal is not me coming in and overhauling your business or saying like, "Oh, I prefer this software.

You should be in this one. Let's overhaul everything for no reason." I know some people who do that. That is not me.

It's literally to give you a clear, prioritized roadmap for what systems could be put into place, what to address, in what order, based on where you actually are right now and realistically where you can be going Who is this for? Maybe you're sitting here and you're like, "Okay, having things run more smoothly would be great. An audit would help me to see the big picture instead of me just, like, guessing what to throw money at or what to hire." And so this is for established service providers.

If you're still in startup mode, if you're a team of only one and haven't quite gotten, like, consistent lead generation coming in, you don't have that consistent income yet, honestly, a VIP day with me to figure out how you're gonna be leading yourself for the next 90 days is the best bang for your buck. But when you're an established service provider, you're past startup mode, you have clients coming in, you have revenue, but things are just feeling harder than it should. Or maybe you've recently hired, desire to hire.

You might be that founder who is accidentally the bottleneck of everything. Everything needs to run through you, and you can't step away. Or you might have a team, but things still fall through the cracks because roles aren't super clear and processes aren't documented. Maybe your tech stack is like you signed up for software that made sense for what you were doing four years ago, and you have cobbled together to try to make that work, but you really need an audit of like, what do I really need, especially with how fast software and AI and everything is changing.

Maybe your marketing is entirely dependent on you and whether you feel creative and inspired that week. Or maybe you've been so deep in the doing that you have not had a chance to step back to look at the full picture in a long time. I want to tell you, you do not have to be in crisis to benefit from an audit. In fact, the best time is before things break.

What you do when you bring me in as a consultant to do an audit together is, you know, I'm not coming in as like a business coach. I think that's really important to make the distinction. Truly, a business coach is there to help you think through decisions, hold you accountable. There's a lot of people out there calling themselves coaches who are not truly using coaching skills.

That's a whole other topic for another day. But a business operations consultant like me, what you would expect, I'm coming in and I want to become an expert in how you run your business as quickly as possible, so I can look at the whole machine as it's actually running and point out what's working, what's not, what can be fixed. Because I know day to day You're serving clients, you're recording reels, you're creating content, you're on networking calls, you're on the things.

Your focus is on the things that really need you. And so it's nice to say, "Oh, I'm gonna take a whole weekend coming up and really look at all my systems." But A, likelihood that you're gonna actually carve out a whole weekend, not super high. Something's gonna happen.

Maybe I'm speaking from experience. But also B, if you don't have training and awareness in the systems, when you sit down and open your laptop, what do you do? Right? Like, what are you looking at first?

What questions are you asking yourself? So this isn't about outsourcing the problem. I'm not here to, like, fix your business without your input. This is co-creation.

So you know your business intimately. I know how to see the systems underneath it. I'm here to use my superpowers to find patterns and to find gaps, and together we build a roadmap of what you're gonna focus on as soon as possible and a little ways out so that you can start to really be putting yourself in that category of likely to be here for the long run. That's why there's extensive, I would say, pre-work.

There's pre-work that you put in on your end before we have our call, and I'm gonna walk you through in detail in the next episode so you would know. I say extensive, it's really about looking at all of these areas of your business. And if what I described today sounds like something your business needs, or maybe your nervous system needs because you're the one holding it all together, the link to book a business systems audit is in the show notes. I'm recording this at the end of July.

I currently have all of my available dates through the end of 2026 on my calendar. There will not be more dates added. It's all of the ones that I have. But if you want to understand exactly what the experience looks like, feels like, what would be on your responsibility list before, during, and after the call, what you'll be asked to prepare, how we work together during that audit, and what you would walk away with, come back for the next episode where I'm gonna pull back the curtain on the full process so you can see if that is a ping for you.

Welcome to the Well-Built Business Podcast. I'm Chelsea Fournier, systems strategist and founder of the Well-Built Business Method. I'm gonna be honest, I get it, operations isn't the flashiest part of ent- entrepreneurship. It's not the thing people usually want to focus on, but it is what will keep you in your zone of genius and away from burnout.

If you are a service provider or expert-based business owner and you've hit a point where you realize more structure, clarity, or clean systems are what are actually gonna help you unlock sustainable growth, you're in the right place. In each episode here, we talk about what it takes to build a business that supports your life, not one that constantly drains it. I'm really glad you're here. Let's dive in Today is kicking off actually a two-part series.

I am reflecting back on something I shared in last episode and realized it's time to dive deeper. In the most recent episode, I shared about how I was/now in real life have launched a third business, a third income stream, and that is a law practice, getting back to my primary career and launching a law practice specializing in trademark law. And so what I shared in the most recent episode was a little deep dive on what my three income streams are and how I was really auditing the first two businesses that I was running.

Um, this business, Well-Built Business, where I offer operations consulting, I do some done-for-you work, I offer VIP days, business systems audits, energy readings, right? Then also I have my influencer brand, where I talk about fintech and insurance stuff and all kinds of things on a TikTok channel, and I've launched a blog for it recently. So you might be listening to this and be like, "Chelsea, that already sounds like enough. You only run your business part-time.

You also homeschool your son. Like, that sounds like enough." But what I wanted to do was to get back to my trademark law practice, and in order to not just scrap what's already working in my other two businesses, okay, but how can I make these as sustainable as possible? When I think about that, that is what I'm doing when I am auditing any business, whether it be mine or whether it be a client's.

Now, why do I think it's so important to actually audit the systems, how smooth things are running from time to time, quarterly, annually? It's because I know the reality. I am a realist, and I know that about one in five businesses fail in their first year. Said with so much love, right?

That's roughly 600 businesses closing every single day in the US. Five years in, nearly half, about 49% of businesses that started have closed, and by year 10, 65% are gone. So literally only one in three businesses makes it past the decade mark. And these aren't just startups that never got off the ground, right?

Many of these have real clients, real revenue, maybe even employees or payroll. So what's going on? I know this from firsthand experience because when I was actually practicing business law in Maine, every year when I served as registered agent for our, many of our clients, if they - we set up their LLC or I set up their corporation, and every year I would call them and say, "Hey, your annual report is coming up. Has anything changed?

New address, new intent of business? Let's get everything up to date so I can do that annual report filing for you." And I would see this year after year. Some of them would be like, "Okay, that makes sense."

Like, life happened, you had a baby, like, you moved. But then I would look at some of them that would just reply to an email or a voicemail and say, "Oh, I've had to close the business. Can you let that filing lapse?" And some of them would really break my heart and, you know, there's a couple that really stand out that I'm like, wow, if they had truly been able to get this out to the world at the level that they needed to in order for it to be sustainable for them.

Some of the clients that I worked with had inventions that were life-changing and services that were so profound and… But now I can also look at some of my past legal clients who are still around and thriving, and I'm like, "Wow, what's the difference?" So what happens in the businesses that close down so early in? The top reason cited over and over, poor management or not knowing how, as a business owner, to step into management and leadership. Inability to delegate kind of tied in.

Lack of planning, trying to scale without infrastructure, and a big one, and a very honest one, is owner burnout, right? I want you to hear that list and to notice what's not on it. What's not on that list is lack of passion, lack of expertise, lack of grit, bad offer, right? Most of the businesses actually have something worth building around.

They have the expertise. They have the services. They have the product. They just didn't have the operational foundation to sustain it And so this is why I have from my - I just realized today, I graduated from law school in 2008, so that's like, is that 18 years ago?

I'm horrible at math. I'm literally gonna do 2026 minus 2008. Yeah, 18 years. Just fact-checking myself.

18 years ago, I graduated law school, so that 18 years has been filled with hard experience, like tangible experience as a business lawyer, a business coach, a consultant but also business owner you know, running, being a part of two startup teams of businesses that are still up and running, being the founder of a marketing agency. Like there's - I've had my round of experiences and thousands and thousands of conversations, and those conversations and those experiences is literally what has shaped the method that I call the Well-Built Business.

And so the Well-Built Business method, if you've not heard other episodes where I talked about it, I look at six pillars, and I kind of envision like a big round table with six legs to it, and if any of them are missing, it's just a little bit wobbly. And if two of them are missing and they happen to be on the same side, right, that table's gonna fall over. And so if we can really continually revisit these six pillars of how to run a sustainable and a grounded business, then you are able to scale and put more on top of that table.

So today, I wanna do a quick overview of the six pillars, and specifically, we're gonna sink into what happens when you book me for a business systems audit. What is a business audit actually like, and why might you need one? In the next part of this two-part series, I'm gonna talk a lot more about the client experience. Like if you hire me for a business systems audit, what do you need to do?

'Cause this is gonna be us co-creating a plan, and so what would you have on your plate in order for us to do this together well? But first, so let's dive into these six pillars. The first is foundation and strategic direction. Do you know what you're building, and can you make decisions from a clear, grounded place?

As the business owner, you cannot outsource this. Of course, you can hire coaches, you can hire strategists, you can have a biz bestie, right, that you, you sound board things off of. But foundation and strategic direction, do you actually have systems? Do you have support for yourself on how to do that?

The second is workflow and delivery. How can you take an idea to full completion without everything depending on you? And this can be even if you are a team of one or a small team. Like, how can you make sure that you can move from idea to execution as quickly as possible without having to get into that hustle mode?

The third is team and internal operations. Many of my clients who do hire me for an audit have at least one part-time team member. They may have more people in the pot, if you will, but does your team know what they own, how they're being delegated to? How can they communicate with you?

Can they operate independently? And if not, do you have a system and a strategy of how to get them there? Now, the fourth pillar is client experience and service delivery. This is all about the experience being consistent and professional every time, what you are marketing, matching what people are receiving, really even having ways of surprising and delighting your clients.

Regardless of how busy you are, your client service, especially if you're a service provider, needs to be top-notch, and auditing that from time to time can make a huge difference. Now, the fifth one is the one that most people are like, "Okay, I see a lot of marketing around this," right? Because it's marketing and visibility. So you see these challenges of, you know, how to gain new followers on TikTok, or how to be more consistent in creating content for Instagram, or maybe you've bought a visibility challenge.

Right now, there's a big creator who's putting out a yapping challenge, right? Those are - So it's easy to see options of how you can improve that. But internally, marketing and visibility, do you have real systems behind your marketing, or does it depend on your mood and energy that week? Or could marketing continue to happen even in a slow week or month or season?

And the last one, maybe not the sexiest one, but super important, is systems, technology, and documentation. That might sound like a lot of things crammed into one pillar, but it's really about looking at are your tools actually working together? Could you t- team - Could your team use things without you? Could your team do things without you?

So a lot of the team and internal operations kind of dovetails with the systems and documentation. Do you have SOPs? Do you have written-out strategies of how you do things? Like, what are you doing to more and more pass on the business being able to run without you being the bottleneck?

It's also a good time to make sure you're saving some money every year, 'cause a lot of times you can cut down on software or just kind of audit your software stack, and that's something I encourage every business owner to do on a regular basis. Okay, so those are the six pillars. The businesses that make it past those five and 10-year marks aren't the just the ones that are working harder, right? Aren't the ones putting out prettier carousels, aren't the ones that just happen to have more grit.

They're the ones that build this type of infrastructure and do it strategically and methodically and one pillar at a time. This is where came in the idea for having a business systems audit. Most of my clients do not have a full-time internal operations person. Maybe they have a VA, maybe you have an online business manager, but if you really look at the roles that you have hired, if any, are any of them truly trained and skilled in operations?

Or did you hire them for excellent implementation? Because creating systems and implementing systems are not always the same skill set. Some people can be skilled in both, but a business audit is when you bring someone like me, a fractional meaning I just come in part, like for a engagement. You- I'm not on your payroll for six months or a year.

You just hire me to come in and help you assess, to audit what's going on, and to make a plan for basically filling in the gaps as quickly and sustainably as possible. So a business audit is not someone like someone, at least in my case, if you work with me, I do not treat it this way. Uh, you're not hiring me to come in and tell you everything you're doing wrong. This is actually a very structured assessment of how your business is actually running, not just how you wish it was running, not how you want it to be perceived from the outside, right?

What's actually happening day to day? Where are the stress points? Where are the gaps? You wanna think of it like a checkup.

Like you might feel fine, but you go to the checkup or you go to your dental cleaning and you just wanna catch things even before they become a problem. You don't wanna be ignoring something and then realizing that it's really snuck up on you. Okay? So as a business operations consultant, I'm looking at all six pillars to find where the gaps are, where the friction is, where your biggest stress points are as the business owner, and honestly, just to find where's the biggest opportunity to improve what's already working so that X, Y, and Z does not become a problem.

And you might be coming to me because you are specifically experiencing a problem. Someone hired me recently, their team communications and their systems of how they were doing project management was the big pain point. And so, okay, let's make a, a plan to solve those things. You might know what the challenge is, but you also might be surprised what we find that the opportunities are.

So I'm always looking at which system, which pillar could we address first? Because if we focus on what is the biggest opportunity that's gonna buy back your time, buy back your excitement to be in your zone of genius, or buy back your team's ability to be focused on what they can do independently, like there's just so many opportunities to have things flow more smoothly, and it doesn't have to take a long time. So the goal is not me coming in and overhauling your business or saying like, "Oh, I prefer this software.

You should be in this one. Let's overhaul everything for no reason." I know some people who do that. That is not me.

It's literally to give you a clear, prioritized roadmap for what systems could be put into place, what to address, in what order, based on where you actually are right now and realistically where you can be going Who is this for? Maybe you're sitting here and you're like, "Okay, having things run more smoothly would be great. An audit would help me to see the big picture instead of me just, like, guessing what to throw money at or what to hire." And so this is for established service providers.

If you're still in startup mode, if you're a team of only one and haven't quite gotten, like, consistent lead generation coming in, you don't have that consistent income yet, honestly, a VIP day with me to figure out how you're gonna be leading yourself for the next 90 days is the best bang for your buck. But when you're an established service provider, you're past startup mode, you have clients coming in, you have revenue, but things are just feeling harder than it should, or maybe you've recently hired, desire to hire.

You might be that founder who is accidentally the bottleneck of everything. Everything needs to run through you, and you can't step away. Or you might have a team, but things still fall through the cracks because roles aren't super clear and processes aren't documented. Maybe your tech stack is like you signed up for software that made sense for what you were doing four years ago, and you have cobbled together to try to make that work, but you really need an audit of like, what do I really need, especially with how fast software and AI and everything is changing.

Maybe your marketing is entirely dependent on you and whether you feel creative and inspired that week. Or maybe you've been so deep in the doing that you have not had a chance to step back to look at the full picture in a long time. I want to tell you, you do not have to be in crisis to benefit from an audit. In fact, the best time is before things break.

What you do when you bring me in as a consultant to do an audit together is, you know, I'm not coming in as like a business coach. I think that's really important to make the distinction. Truly, a business coach is there to help you think through decisions, hold you accountable. There's a lot of people out there calling themselves coaches who are not truly using coaching skills.

That's a whole other topic for another day. But a business operations consultant like me, what you would expect, I'm coming in and I want to become an expert in how you run your business as quickly as possible, so I can look at the whole machine as it's actually running and point out what's working, what's not, what can be fixed. Because I know day to day You're serving clients, you're recording reels, you're creating content, you're on networking calls, you're on the things.

Your focus is on the things that really need you. And so it's nice to say, "Oh, I'm gonna take a whole weekend coming up and really look at all my systems." But A, likelihood that you're gonna actually carve out a whole weekend, not super high. Something's gonna happen.

Maybe I'm speaking from experience. But also B, if you don't have training and awareness in the systems, when you sit down and open your laptop, what do you do? Right? Like, what are you looking at first?

What questions are you asking yourself? So this isn't about outsourcing the problem. I'm not here to, like, fix your business without your input. This is co-creation.

So you know your business intimately. I know how to see the systems underneath it. I'm here to use my superpowers to find patterns and to find gaps, and together we build a roadmap of what you're gonna focus on as soon as possible and a little ways out so that you can start to really be putting yourself in that category of likely to be here for the long run. That's why there's extensive, I would say, pre-work.

There's pre-work that you put in on your end before we have our call, and I'm gonna walk you through in detail in the next episode so you would know. I say extensive, it's really about looking at all of these areas of your business. And if what I described today sounds like something your business needs, or maybe your nervous system needs because you're the one holding it all together, the link to book a business systems audit is in the show notes. I'm recording this at the end of July.

I currently have all of my available dates through the end of 2026 on my calendar. There will not be more dates added. It's all of the ones that I have. But if you want to understand exactly what the experience looks like, feels like, what would be on your responsibility list before, during, and after the call, what you'll be asked to prepare, how we work together during that audit, and what you would walk away with, come back for the next episode where I'm gonna pull back the curtain on the full process so you can see if that is a ping for you.