What’s the most important metric for your business?

It’s not a trick question! It’s your profit.

Profit enables us to not only have a better life, but also increase our impact and make a greater mark on the universe. We can reach more people, help more clients, improve the lives of our clients all while making our own lives more enjoyable.

Which is why I wanted to bring on my friend Marcia Riner.

Marcia is the go-to guru for all things business growth and greater profitability. With over 25 years of experience under her belt, she's the brains behind Infinite Profit, where she's known as the Profit Booster™️, a business growth strategist, and leading as the CEO.

We discuss:

- Profitability and cost reduction strategies for businesses

- How to empower employees to find inefficiencies and improve company operations

- Creating revenue centers through empowering team members.

- Building a profitable business with long-term growth

The good news is that profit centers and opportunities are all around us in our business. The bad news? You need to make the decision to pay attention and take action to realize the potential profits that you’re sitting on.

I highly recommend connecting with Marcia and your not-so-humble host to help you bring your business to the next level.

Links

Profit With A Plan Podcast with Marcia Riner: https://www.marciariner.com/

Download your FREE Profit Booster Playbook http://www.BoostingProfit.com

Learn more at https://www.adamliette.com

Activate The Warrior Within https://www.adamliette.com/awaken-the-warrior

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Transcript

Adam Liette
Hey what's up smooth operators Welcome to this episode, I'm so glad to have you here we get to talk about something that we don't always want to talk about, well, we kind of want to talk about it. But mostly we don't want to brag about it. But we don't want to talk about it when it's uncomfortable to talk about it. And so we're gonna get the heck over that right now because we need to talk about the core thing that's going to drive your business feel your growth, get you those nice sexy plaques on your wall and those beautiful cars in your driveway or maybe just a new vacation for your kids or better yet just paying the bills you know what I'm talking about profit that Almighty thing that we get into business for even if we tell ourselves I'm just in it for the greater good, fantastic love you I mean it but we have to make a profit, profit fuels growth profit fuels us being able to do more fuels you being able to impact more people have a greater mark on the universe be able to touch more people's lives improves more people's lives. Do I have you excited about profit yet? If you're not you might want to check your pulse because I know what fuels me Yes, I want to make more money flat out on the table, but I don't care judged me. I don't care. I do want to make more money but I want to make more money. Because I know the more money I make the more help I can give entrepreneurs the more I can impact their lives. So some of the suck that I went through on the way to get here hopefully you guys get to shortchange it and learn from some people who have been there done that got the pictures, got the scars got the alcohol abuse nights that we had to do on the way which is why I brought my Marcia Reiner with me so I met Marcia last year at Funnel Hacking live we been in touch a couple of times I've been on her show and I can't believe I haven't had her on my show yet. We're gonna rectify that right now. So Marcia is the go to guru for all things business growth and greater profitability with over 25 years of experience under her belt She's the brains behind infinite profit where she's known as the profit booster boom of business growth strategist and as a leading as the CEO, Marcia, so good to have you. How are you?

Marcia Riner
Thank you. Wow, I loved it. It was such excitement and you know, profit makes my world go around. So I'm glad to be here and and talking about it and sharing some cool ideas and strategies and tips and and impacting as many people as I can just like yourself and yes, alcoholic. You know, abuse was was part of the growth process. So right there with you.

Adam Liette
It was and I've tried something new this year. So we're recording this like right at the front end of February. And it's now I haven't had a drink in 33 days since the new year. And so that's been like my big thing this year. I was like I'm going sober this year,

Marcia Riner
which is the whole year not just January. Well, I'm

Adam Liette
past January now.

Marcia Riner
Dry January's a pretty good, pretty popular thing. But if you can keep on the roll more power to you. Congratulations.

Adam Liette
And alcohol is like the funniest thing in the world to give up because you give it up everyone's like are you an alcohol like? You like give it up and people are like what's wrong? It's the weirdest Craziest thing to give up. But, but it's also like, I can feel the energy is different. I don't know. I don't even know how to explain it. And now like I'm just doing it for me right now to be honest, and bragging rights. I can keep on marking one more day in my planner every day. I

Marcia Riner
got on right on good get for you. I'm proud of you. I'm proud of you. Yeah,

Adam Liette
well, we are recording this. It's at the tail end of the week. And what I always like to do at the end of every week, is I like to count the money from the previous week. And I know there are a couple things that you talked about, like let's, um, like there are a couple of key areas. I know when I'm evaluating the week, I always try to end every Friday just with kind of just some self evaluation, professional evaluation. I'm going to unplug this week, download it, get it done, so I can go actually get some time off. And there's key focus areas that definitely affect our profit the most aren't there?

Marcia Riner
Yeah, absolutely. You know, I jokingly said, in my first book, I tried to trademark it but you know, someone stopped me. income minus expenses equals profit. You know, I know mind boggling, right? Like I said, I tried to trademark it, but you know, they just wouldn't take it. But I mean, you know, in reality, when we look at these these directions that our business goes in, profitability is the result of all the revenue you bring in and all the money you spend getting there. And in one of the key areas that I know that can really improve that profitability is Yeah, no, this isn't sexy. But let's look at our expenses, right? Let's get down to how can we pull any kind of levers to reduce the cost of goods sold? And yes, service businesses have cost of goods sold as well then may not be as high as productive, or product businesses. But those are always really good areas to look at and reevaluate. There's you got your cost of goods sold and your operating expenses. And so when you're looking at these cost of goods sold, what am I spending to produce my widget or service? And really, truly, what can I do to cut them? What can I renegotiate? Are there any other vendors I have out there? Are there? Are there any other ways that I can get this done in a better way? How's my labor, and in producing that profit? I mean, there are so many little incremental changes that can truly add up. And we often just accept what we're doing as cost of doing business. Well, you know, if you're a marketing company, Google ads have tripled, right over the last year or so. And you just got to pay more for him. And I'm thinking to myself, do you? Are there any other ways, and I think that's the angle, we have to look at it business owners to trim the sails a little bit, you know, cut some things out that aren't producing what we are selling. And there's three not to rattle on forever. But there's three questions I like to ask,

Marcia Riner
is that expense? Producing a new customer? Is that expense? Increasing the lifetime value of the customer? And third, is that expense, bring keeping the customer for me.

Marcia Riner
And if we look at every expense on our on our on our balance sheet, and ask those three simple questions, you might find that some of those aren't necessary. And we're not just talking about the lifestyle expenses, like your spouse's car, and your kids cell phone, and you know, all the other stuff, we our accountants tell us to flush through the business. But really, truly looking at what we do every day, inside of our business and all those subscriptions and, and products and software, and you know, everything else that we have, and really evaluating that because it's coming out of your right pocket, or it's coming out of your left pocket, but it's coming out of your pocket.

Adam Liette
Yeah, there's so much to say for that. Because it's, it's that hard. Look, I think we have to look, look in the mirror and like are we getting? And I think there's another way to approach it too. Like, am I getting the most out of this software? Am I actually using this subscription? Or did I subscribe to it? Because they had a cool t shirt. And I get this newsletter every month that I don't read. But I have this stack on my you know, bookshelf over here. And they look cool. I mean, what is the real purpose behind it? And even with Google ads, I mean, yeah, the costs have tripled. That means you got to get your marketing better on the back end. So you can still be mate, you investing that, but are you getting the most juice from it with your marketing stack as a whole? And so it's, I see it, that's like a personal challenge, like, okay, all right. Let's get after this.

Marcia Riner
Well, I think I think one of the challenges that business owners have is they they often rely on others to do the work. And then they just assume that their accounting team or, or, you know, the, the bookkeeper in the office is looking out for the company and saying, Oh, Bob, did you know that we've got these subscriptions over here? Have you thought about them? It's like the gym right? You forgot you had them? Or like you said the magazine you forgot you had them? And and that's where I think the business owner ought to take at least a Friday afternoon, right? And reevaluate what they've done and and look at him or once a month, sit down and look through your your credit card charges, right, and reevaluate it or take a deeper dive once a quarter, and just really sit down with your counting team and go, What do we have here? What do you what have we had for how long? And then to start looking and saying let me pick three of those each month to reevaluate. Go find out if there's other vendors, go find out if there's, you know, other options for it? Do I really need it? You know, can I put it on hold for a little while and see if we can still perform without it. It's just the little incremental changes. I'm not saying you know, go shake The House and cushions and see where the coins fall out. But there are coins. Yeah,

Adam Liette
because I think there's also an opportunity cost to switching to platforms too frequently to save 10 bucks. For example, there's one platform I'm on where yes. Is it a little bit more than another platform? Yes. But the migration is going to take me two weeks full time. There's no way, I'm just not going to do it. Yeah,

Marcia Riner
you'd have to, you'd have to figure out where the breakeven is on the change, and what's the improvement rate on the other side of that, and you know, then it's never just you, you always have to get the buy in of the team to come in and start to decide that they want to go on the new platform as well. So I mean, there's, there's a lot of questions and issues you want to ask, but, but just staying in the status quo is not always the best way. And when you're looking at how do you grow your profitability, that's a great place to start. That's just one of probably, you know, 2025 different strategies you can do to increase profitability. But it's a nice, easy place to start and find some hidden money.

Adam Liette
And it's easy to start because it's 100%. In your control, huh? Yes. Which I've always found, if I can control the controllable then I have the room for the chaos of the uncontrollable.

Marcia Riner
And there's enough of that, for sure. People

Adam Liette
that's like Tuesday, it's every day of the week, like something I every day, something's gonna go out of control. I just accept that reality. And so I'm like, like, ridiculously regimented on certain things that I do. So that I react the way I want to when those things occur.

Marcia Riner
Exactly. Exactly. So yeah, there's, there's tons of places to look, that's just one of them. You know, looking at operations is always, always a fantastic place to look and say, you know, what, how can I lean out? Right? What, what wastes do I have waste in team, you know, waste in operations or software processes that could be improved. And one of my favorite little itty bitty tricks is in accountability and ownership. I learned this from another friend. And so I'm not taking credit on it. But there was, there was a gal that came on my show, maybe six, eight months ago. And she talked about enabling your team to look for inefficiencies. Oh, man, she Yeah, this is super juicy. And she gave her team permission, and had them block out a certain amount of time to reevaluate how they were processing their own job. And she said, every Friday afternoon, between two and four, or, you know, three and four, however long it took, she gave them permission to reevaluate and look for ways that they could a improve, be cut some costs, or see help to transition, a process that could make it easier and in everyday action, so that they improved. She a got tremendous buy in from her team members. And they took that accountability and ownership and would come back on their monthly report and say, This is where I found in efficiencies. And this is how we can improve it. And so talk about so many levers being pulled at the same time, that in the operations of the company, they can improve and find nickels and quarters to turn into hundreds and 1000s of dollars of savings.

Adam Liette
Yeah, and it's that it's a bit like a treasure hunt, like, go find these things. And everyone's seeing it from their own purview at the ground level, like right from their face, but they probably had seen it 100 times. And until they were given the charge to go look at it with this mindset that changed everything. Exactly,

Marcia Riner
then you start to also build a set of team members that are more excited about their role, right and the role that they provide within the company. And I always love to make sure that every employee is pulling their weight, right? That they're earning their keep that if I'm paying you, you know, five grand a month or whatever, I'm paying you that you're producing me five to $10,000 a month in revenue for the company. And what better way to do it is to simplify their systems and processes and and find ways that they can improve.

Adam Liette
Absolutely. Now you hit something on there, like the idea of like you need to earn more than you're being paid as an employee. And yeah, it Most roles, I mean, some roles are different, we won't even go down. That's a whole rabbit hole unto itself. We'll stay away from that for now. And I found that small business owners I talk to they fall in one of two camps. They're either I'm gonna share all the data, or I'm gonna hide it and pretend like my team doesn't know about revenue and profit. Like, where do you fall on this? And what's your thoughts?

Marcia Riner
Well, I think depending on the company style, you know, you don't necessarily want the the receptionists looking for ways to improve, but you can improve, but imagine that you've got a fleet of HVAC repair guys, right? And and they're going out to visit your customers, and they come out on a call, and are they looking for opportunities to upsell? Are they looking for opportunities to cross sell? Are they asking if that customer would like to be put on a continuity plan? I mean, there's 1000s of ways that you can empower your team to act like business owners. And when they act like business owners, they're looking for better ways to improve the company and the bottom top and bottom line, right. But if they're just employees that are they're looking for a paycheck, then you probably want to find a replacement. But it does take a little bit of, of, of thought, envision on the on the owner founder side to lead a company of business owners, because they're there, they're doing all the work for you, you might as well have them pulling their weight. And then one other thing that I think is a huge piece, just because someone isn't out there, selling doesn't mean they're not producing revenue. If I've got an assistant, that's freeing up my time, by taking that garbage that I really shouldn't be doing off my desk, then they're freeing up me to be more productive on the sales side. So in turn, that assistant is actually producing revenue.

Adam Liette
100% Yeah, I remember the day I first got an assistant. Beautiful. And actually, I turned it into like a half million dollar payday, because I had this, I had this passion project on the side, not payday. For me revenue for the business, guys, don't ask me for money. I have this passion project I've been thinking about for a year, and I never had the opportunity to do it. This person came in took half my job away. And I turned and that half million came within three months. Because it was it was already there waiting. So yes, you're right. And I think and I think you hit on something really interesting there. Like, take someone as simple as like your H fac repairman or your customer service lead, if you're running a service based online business. Those can be revenue centers, if you are empowering them, I think with some playbooks with some tools to help them like really creating a system for them to work through with those upsells cross sells continuity programs, like how do you often coach people to fashion that like creating that, like little profit center? Within those those sectors? Excellent,

Marcia Riner
excellent question. You know, it is a matter of being able to visualize it, right? I'm, I'm super handy, because I'm not in the woods that I can see through the trees and see the whole picture as a visionary. But I come in with ideas and saying, Hey, where are the gaps that we could improve on and in turn, you know, getting the buy in from the business owner of hey, this is possible. And then looking at the opportunities that arise from it, and just analyzing right, looking at the data, looking at what the goal is, and where the missed opportunities are with the customer, right? Because a happy customer is going to stay with you. And a blind customer will go buy your service from somebody else because you just didn't tell them. So by having that kind of position of saying, did you know we offer this and how could we make your life easier? And how can we get more involved with our customers, that creates a lifetime an increase in the lifetime value of your customer. And when you can look at those kinds of opportunities from from a creative side. A you create a much better market position for yourself. I like to call it a market dominating position right? And it adds more value to the customer that didn't even realize they need that that service. Oh, of course, I would like you to come out and take care of the spiders every quarter instead of just waiting until I have an infestation on the corner of my backyard, right? Of course, I would love that I would love to not think about it. And I think that when you offer that to your customer, they're going to be more open to buying it. And what better way to know that you've got a list of annuity customers that are spending with you every month or every quarter without you having to go out and get them. Absolutely. And and you just, once that idea is there, you bring on the team, you teach them the playbooks and everything else to really bring it on, but coming up with those ideas that that aren't seen. That's that's what I do.

Adam Liette
I think it's a it's a good way of flipping the script on the always, always be selling mindset versus it's all you're always serving. Serving. Yes, thank you. I like selling, selling is serving, because you are filling their needs, you're making their lives easier, just like you want your life made easier, right? I mean, who doesn't like the fact that something just gets taken care of, I'm gonna like be dreadful when my kids are like, out of the house in a couple of years, and

Marcia Riner
you're on garbage out?

Adam Liette
I feel like yeah, I just totally take the recycling out again, and, and I'm gonna have to go clean up those spiders in the corner that are just taking care of for me right now. But they'll be gone. But that's okay, I'll have more money, because the grocery bill will go down. It's all gonna work. That's right, they'll be off the payroll. God willing. Yes, let's. So why are more businesses thinking like this, in your opinion? Or what is kind of the hang up around this word profit?

Marcia Riner
Hmm. Because, you know, what I find is that, in general, business owners, entrepreneurs, they came out of some sort of corporate environment, they thought they could do something better, they have this skill set, or this license or these credentials. And yet, they really weren't business owners, right? They were tacticians that developed a company around them. And so nobody ever makes it alone. In in business, there's no there's no Amazon or Microsoft, or, you know, some major company that ever was created with one person in one person's thoughts. So having teams of people around you that are thinking about things differently, and innovating processes, innovating ideas, innovating products and services, when you're able to do that and surround yourself with those kinds of people, whether they're employees, mentors, advisors, like you and I, coaches, consultants, when you can do that, then you are able to grow and scale the way you want to and provide the revenue opportunities that you want to. But if you live in a, in a in a box, you know, with sunglasses and earplugs on, you're going to be stuck in the same way and probably run over by a freight train have the call be competition?

Adam Liette
So if you build it, they won't just come No.

Marcia Riner
Way. No way. Oh, my gosh, what a terrible concept, that movie. Because, you know, so the business owners just don't know all the moving parts. They're not an expert in all the moving parts. They were an expert in their thing, their jam. And they need help from the experts that know those other pieces that can come in and go, Hey, I got an idea for you. Have you thought about? What if you did this, and when they are open and willing to accept that, then that's the momentum that's going to fill those gaps and keep them moving forward and see that profit and revenue growth?

Adam Liette
Absolutely. In the long game. I told a business owner this the other day, um, she was like mid 40s. So not even close to retirement. But yet she had built this successful thing it was moving. I was like, well, don't you want to, like sell this someday? And she just looked at me like I do. Hey, well, let's, let's go. Because I found that some of these correct me if I'm wrong, I think some of the same things we can do to build this up and make a more predictable revenue stream and profit stream is a lot of the same things that we want to be doing if we're wanting to eventually sell it. Because we want those kind of like in like ironclad systems, right.

Marcia Riner
Absolutely. Absolutely. And thank you for bringing it up. When I came out of my financial planning practice in 2016 2017. When I left, because I saw this gap, many of my business owners weren't planning for retirement well, and they were using their business as part of the retirement and come on guys, we all know, we put our money back into the business because it needs this, it needs that it's bleeding, that it's leaking this. And, and so they would come to me with this, you know, fantastic idea that they thought they'd sell their company, they really didn't know the value. And more importantly, they didn't have a solid plan to ensure that the business would be worth that when it was time to let go. And so I started coaching people on on what I was investing in my own coaching, and decided to let go of the financial planning way back when. But I think where the problem lies, is, business owners don't think about selling until they're done, right? Or they had something happen, right? Maybe it's a medical or life event that's forcing them to sell. And when you get to that point, it's too late to make any changes. And so I started talking to folks about getting ready to sell their business. And their answer was always, well, I don't want to sell yet. I'm busy growing my company. And I'm like, great, that's what I wanted to hear, you know, so I kind of flipped it around and talk about the growth strategies, so that whenever you want to pull the trigger, you can sell the company on your own terms for maximum value, because it creates this amazing Win win scenario of increasing positive cash flow. Owner involvement, you know, at a limited systems and processes and key employees that are going to stay with the customer and in contracts and great things that are going to keep the momentum of the business going. So then when a buyer comes in, they're like, Oh, this is an attractive growing company. Of course, I'll pay you what you're asking for Wink, wink, you know, and, and it creates that win win, I got a great company that I love and enjoy running. Now that produces a great amount of wealth for whatever I need. And I get a windfall when it's time to let go. So to me, that's a double win.

Adam Liette
Yeah, cuz it's the same process no matter what, like, you're building these things anyway, you

Marcia Riner
might as well build it with the end in mind. Right? And you should it's never too early to start. I even like to, you know, Coach, people that come see me, I don't know, normally do startups, but it's like day one. How do we how do we do the corporate structure? What's the name of the company that's attractive to sell? You know, how do we, and then and then the processes in the systems that you're creating? Make the owner to become the leader and visionary of the company, and not the ones swinging the hammer every day? Yeah. But it just makes it a more attractive business for the long run. And

Adam Liette
God bless you for occasionally taking on a brand new one. Oh, it's usually

Marcia Riner
friends. They're usually friends or some help or my, my, my pro bono for the for the year. I

Adam Liette
just took one on and it was because it was a friend referred them and I'm like, gosh, okay, this is what a lead magnet is Johnny was like that level again. I'm like, oh, yeah, painful. Yeah, I'm gonna get him there. I'm gonna get in there. Because that's my stubborn nature of what

Marcia Riner
it does for you, though. I think it's very refreshing. Because you get a chance to go back to the basics and you go, Oh, then you turn around and look at your long term client that you have, or, or that enterprise company that you're working with that has missed that gap. And you're like, Hey, what are you doing in this day in this level right here? You know, I know it sounds like it's you know what business 101 But you haven't closed yet focused on that in a while. Let's let's bring that back in. And you'd be surprised what that kind of stuff does.

Adam Liette
I'm really glad you said that. That's a good spin on things. Because I've often said, like that super guru who's on his own private jet. One particular one is like, Man, if I made 50 grand a month, I'd kill myself. There is one guy like I'm like, how do you relate to people and who relates to you for real? Like they it's so hard to forget.

Marcia Riner
They walk around with their tail while fluffed up going look up.

Adam Liette
Look at my ass. Exactly. Pun intended. Oh, it's so good. So when we're doing this, I've found when when comes to generating that predictive revenue. So we've talked about the expenses we talked about, like building that system. And I think promotions are always easier for me when I feel like I'm operating from a plan. When it's not like, well, what am I doing this week? What's my plan? Well, it says to do this. And I just do it, because I already wrote the plan out, like, how do you help? Or what do you recommend to start like creating that plan? I feel like some people try to go too big too quickly. And what's your, what's your experience tell you works the best if you've never done something like this before? Well,

Marcia Riner
great question. And I'm a planner at heart. And I'm a firm believer that a plan is a living, breathing document that demands prime real estate on your desk or on your calendar and or in your computer, that that a plan needs to be worked on frequently, weekly, monthly, daily, right, I've got I've got a guru that I follow that says, you know, every day, you've got three things you need to do. And you cannot go home until those three things are done, right. That's a plan because those three things lead to the weekly goal. And that weekly goal stacks up leading to the monthly goal, the monthly goal, three of them stack up to the quarterly quarterly bi annual, annual, you know, all these things lead you because you don't get up in the morning and say I'm gonna make a million dollars this year and go, What do I do? Right? You take that goal that is achievable. It's gotta be a little stretchy, uncomfortable, but it's an achievable goal, and you reverse engineer it. And you break it down to Okay, well, if I need a million dollars, then by mid year, I got to be at that 500 mark. And if I, if I need to be at 500 at it mid year, then I need to have 250, you know, in the first two quarters, well, how do you break, how am I going to get to 250 in the first quarter? Well, that means I've got to, you know, so it's just that kind of reverse engineering. And, again, it is something that's measured frequently. So if you lean a little bit to the left, you can go oops, let's straighten back up again, and stay on track, right, and then you're gonna lean a little bit to the right, and you're gonna go, oops, let's straighten back up again, and head on point. But the plan itself is not just going to have $1 value, it's going to have a operational value, it's going to have a team member value. So who's going to execute on it right, who's responsible for it, it's gonna have a timer, a calendar value on it, and then nothing happens out of thin air. So then you're gonna have to have a resource commitment on to that plan, right. And my plans are not 1000s of things. It's maybe three to five things throughout the entire year that are going to help me achieve that goal. So I know I ran kind of up and down and around and through and over. But when you think about it, it's all in the vision that you want the company what can I do stretchy? What are the five three to five triggers? I'm gonna pull that will get me there. And then how do I reverse engineer those put resources, people time, energy effort into it to get it? And then that reevaluation. Every every often every so often is like every day kind of look at?

Adam Liette
Well, you reevaluation daily, no, that's hurts. That's painful. Of course

Marcia Riner
it is. But if you've got those three things that you need to knock off your list, if you only got two of them done, well, first of all, you shouldn't be going home until that third one is done. And you probably want to get them done in the morning. But you'll start to be able to see is what I is what I planned working. Yeah. And that's the reevaluation. You know, it's that it's that 30 minutes on a Friday afternoon before you go home. And you're looking back like we started this conversation, we're looking back on. Well did all those actions, did I do everything first? Did those actions produce the results that I'm looking for? Check? Are those actions moving me closer to a bigger goal? Check, right? That's a reevaluation, not a total analysis and breakdown in spreadsheets and numbers and icky stuff. It's just thinking back. Like we started the conversation. What did I do last week or this past week to move me closer to my goal?

Adam Liette
And I think there's a certain level of like self discipline that you develop during that process that

Marcia Riner
like being a business owner Oh,

Adam Liette
yes. And it was easy. Nobody said it was easy. And God bless my wife's grandmother. Well, you own your own business, you can leave work whenever you want. I'm like, Oh, I can't. Okay. You

Marcia Riner
didn't hear my whisper? Did you?

Adam Liette
Yeah, that was me at 1130 last night, because of yesterday. Yes, it was a grind day, I accept that it is what it is. I love it. But it was like 11 o'clock. And I looked at my list, because my planner literally has like, what's your top three things for today? I love that you put it in threes. And I had only accomplished two of them. Hmm. And so I was like, Okay, here we go. Let's crank down and get this third one done. So I can go home. And now I can rest.

Marcia Riner
You know, it's, it's, it's really important. Because how important is that goal to you? Yeah. And I think the more important you make it, and it's not just because I want to make a whole lot of money. But what does that money mean for you? And your family, and your team, and your community? And your impact on the world? Right? The more you have, the more you can do. Yeah. But if it's important enough for you, and you set the right meaning behind it, then you're going to get it done. If it's not important, you know, then I'll do it tomorrow. I'll do it. I'll do it tomorrow.

Adam Liette
I'll do it tomorrow along with taking out the trash and cleaning up the spiders from the corner. Like those are the like where we can

Marcia Riner
take a router? Yes, right.

Adam Liette
I've been doing that job since I was like six. I'm an expert at it.

Marcia Riner
I was gonna say, haven't you? Haven't you been promoted yet?

Adam Liette
Temporarily? Yes, because the kids are here. And then they'll grow and payroll. You

Marcia Riner
can write him off. I hate that recommendation from from tax folks to add your kids to your payroll.

Adam Liette
Yeah, well, pause it.

Marcia Riner
Take it out of your paycheck and pay him.

Adam Liette
Absolutely. Oh, my goodness, we could go on and on. I do know that you we have a deadline here. And I do want to respect your time. It's been an absolute pleasure having you Marcy, I'm so glad we got the chance to catch up again. I hear you have a pretty cool thing for business owners to check out where can they find you online and and get their own playbook?

Marcia Riner
Awesome. Thank you. Well, I started with this little project I thought would be really cool and really helpful. And it turned into a mini novella. So it is basically 25 pages with five strategies, five action items that will help you implement them and then some expert guidance around why you need to do it and how to help you do it easier. And it's all free. It's an a download. It's really easy. It's graphically pleasing to look at. And it's at boosting profit.com Go get it it's i I promise you it will be worth your time. And you'll get some ideas that you didn't think about before. Love

Adam Liette
it. I'm gonna go download my copy right now. Because the one thing I love more than the pizza I'm gonna have the night watching Marvel movies with my kids is more profit, so I can get better pizza.

Marcia Riner
There you go. Funny. I'm having pizza watching the Marvel movie with my grandson tonight

Adam Liette
too. Right? Which which Marvel movie are we on? Well,

Marcia Riner
he's he's been he's a Spider Man fan. I mean, he's only five. So he's, he's all about Spider Man. So I'll probably be heading that path.

Adam Liette
There we go. We My daughters are just now old enough to watch Marvel. So I've already watched the whole MCU series it straight through with my boys now the girls are coming along. Now watching it all the boys of course they're in the room too. But we're up to the first Avengers.

Marcia Riner
Oh, you know what out there? They're like 1212 movies now something like that. It's like it's there's a lot if

Adam Liette
you watch the MCU from like, from the beginning from a credible Hawk through end game, right like 2426 a lot

Marcia Riner
more than I thought.

Adam Liette
I know it's a lot. It's a commitment, but it is. Darn it. I'm teaching my kids to have a commitment

Marcia Riner
to their goals. Have their

Adam Liette
goals. Darn it.

Marcia Riner
We are raising goal setting whether you like it or not. Oh

Adam Liette
my gosh, if I skip a Friday night too, they let me know it's it's you wanna believe it? I love it. I love it. Oh, gosh, thank you so much, Marcia. It's been an absolute joy and do check her out. Her I can't like I said, I'm gonna go download this right now for myself. But link will be in the show notes and thank you so much and you have a great rest of your day.

Marcia Riner
Thank you Adam. This has been a great pleasure.

Adam Liette
We'll end right on that