0:01

Welcome to Contractor Cuts , where we cover

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the good , the bad and the ugly of

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growing a successful contracting company

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.

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Welcome to Contractor Cuts . My name is Clark Turner , I'm

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Drew Flo . Thank you for joining us

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again . So this week we are diving into

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how you need to be managing money

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on a weekly basis . Whether

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you are a one-man show or

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a $50 million dollar a year company , how

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should you be looking at money day

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in , day out , weekly , to manage it , to

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ensure that you're ahead of the game and ensure

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the money's there when you need it ?

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Yeah , you can't operate a business

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off the hope system . Well

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, I hope that I end up with enough money at the end

0:43

of the day .

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Or we'll see what's in the bank and we'll pay the guys out whatever's

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there .

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That works fine if you're just by yourself , but

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not when you've got your real bills to pay and

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all that stuff . You've got to actually

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focus on them , manage them

0:56

and know what to do with them .

0:57

I would also correct what you just said . That

1:00

works fine , as long as it's working fine .

1:01

Yeah , I know .

1:02

As soon as it doesn't work , fine . Then it's like

1:05

, oh no . I'm going to go get a loan

1:07

shark to give me some cash . So

1:10

if you came on the retreat with us , you already

1:13

have this paperwork where we've walked

1:15

everyone through it there and we're going through it again

1:17

right now to show you how

1:19

you should be looking at it . If you

1:21

want the stuff we're talking about today , please

1:24

go to ProStrike360.com and contact us

1:26

. We'll talk you through it , give you some

1:28

stuff and

1:30

tell you about our coaching program , how we partner with contractors

1:32

. Where we are going to start today

1:35

, though , on money management , the

1:37

very first stop and how I'm looking

1:39

at money weekly is projections

1:43

. I got to have information . I need the information

1:46

before I can know what I'm looking at . So

1:48

everything we're talking about today we're

1:50

talking as an aspect of a general manager or

1:52

owner of the company that has one

1:54

, two , three , four , five PMs of working for them

1:56

. If you are a one-man show

1:58

doing your own project management and you're out there

2:00

running jobs , listen

2:03

to this , and all of the meetings we have is meetings you're

2:05

having with yourself . The meetings we have is just getting

2:07

the knowledge from your people . You already have this

2:09

knowledge , so you're kind of skipping that part . If you're a

2:11

one-man show , if you're a two-plus

2:13

person show , this is the way

2:16

we want you to do it . First off

2:18

is we want to gather the information

2:20

from everybody in the company , from all the project

2:22

managers who know what's happening on each

2:25

job .

2:25

And you should be on our software , which will

2:27

help you gather this information .

2:29

And so we have a weekly meeting . We

2:31

call a PAL meeting and it's project

2:34

management , project manager action list

2:36

, that's P-A-L . That's where it came from

2:38

, and what that is is a general

2:41

manager or the company sitting down every

2:43

single week . You do it on Fridays with

2:45

your project managers to go through a set

2:48

list of questions to gather information

2:50

about the job . Now this is twofold . One

2:52

I need that information so I can make decisions

2:54

as the manager of this company . Two

2:57

this is where red flags are popping

2:59

up with my project managers about their jobs

3:02

what's going on the crew

3:04

money flow and what's happening

3:06

with the money going out . That's not coming in . All

3:09

of those flags are raised during these meetings , but

3:11

in the meeting we require our project

3:14

managers to bring two pieces of

3:16

information . So homework , yeah , that's

3:18

the first piece of information that you need to bring , outside

3:20

of having your organized software

3:23

Checked and verified

3:25

that it is all accurate . Once you

3:27

do that , we want our pms to bring number one

3:29

Projections for the month . Now , this is

3:31

the biggest is the for the

3:33

first week ? Yeah , right , what do you think you're gonna

3:35

be invoicing this month ? Let's look at your pipeline

3:37

, look at your jobs that are open . I

3:40

need you , as my project manager , to look at your

3:42

projects that are on your plate and say

3:44

, well , this one should be all the

3:46

way through Demo , so I should

3:48

be able to invoice 20,000 on this job . This month

3:50

.

3:51

How much do you reasonably think you'll be

3:53

able to close out by the end of the month

3:55

? Looking at your jobs how they're going

3:57

, you know , and the status yeah

3:59

and so I need to know the projection of revenue

4:02

for the month .

4:03

I'm not I don't care as much

4:05

about what I'm spending that's more of the weekly

4:07

but I want to know how much you think you're gonna

4:09

be able to bring in revenue . Wise and that's a .

4:11

That's a skill that need we'll need

4:13

to be honed in . Yeah right , Nobody

4:16

shows up day one with just perfect projections

4:18

. It's a . It's a skill that you have to

4:20

learn how to hone that in and really

4:22

get into a dialed in . I'm gonna

4:24

be pretty close to this number .

4:26

Well , and last last podcast we talked

4:28

through you have to have Organization

4:30

to be able to do financials in

4:32

your numbers , and so that's that's what we're talking about

4:35

. The organization part of this is Every

4:38

project has a gantt chart . You

4:40

go in our software when you're signing out line items

4:42

. It builds a timeline and then you can go to the timeline

4:44

and start moving stuff around and making it accurate . Yeah

4:46

, and so then I've got a calendar view

4:49

of exactly what's happening on this job . So

4:51

if I've organized that and I've done

4:53

that on a weekly basis as

4:56

a project manager , all I have to do is sit

4:58

down , open up my job and look

5:00

okay , this month we should be to this , and so

5:02

that's these line items that I should be able to invoice

5:04

. Therefore , this job should get thirty thousand

5:06

dollars of invoice in this month . Yeah , great , next

5:09

job , this job , we're gonna be through this

5:11

phase . That means I should be able to invoice ten grand

5:13

. Great . And so , as a PM , I

5:15

should . If I've organized my jobs

5:17

and my timeline and communicated to my client when

5:20

everything's happening on their job Because

5:22

I'm organized , I then can

5:24

sit down quickly , go through all my jobs

5:26

and say , all right , this month I'm looking to invoice about

5:28

a hundred and forty thousand dollars from these jobs . Mm-hmm

5:31

great , I know that going into week one

5:33

, that's what . That's what you

5:35

think you can do . That's the first

5:37

projection . Then the next projection

5:40

is gonna be what I should do this

5:42

week . So from those numbers it

5:44

looks like I should have this . I'm gonna send this

5:46

invoice and Backing up a little

5:48

bit . We do these meetings on Fridays and

5:50

we invoice on Tuesdays , so you should

5:52

know by Friday what's gonna be invoiced

5:54

on Tuesday . We invoice it on Tuesday

5:56

when we collect it by Friday . So by next

5:59

Friday I will know that I collected and

6:01

that those invoices were valid and we collected that

6:03

money . And this is we're almost

6:05

done with the work week the the Wednesday

6:07

to Tuesday . So by Tuesday this is what I should

6:09

. So your projections weekly should be very

6:12

accurate . Yeah , cuz it's like it's Friday

6:14

. This stuff happened , this stuff happened

6:16

. That crew didn't show up , so we're

6:18

not gonna get to a spot where I can invoice that . So by Tuesday

6:20

I should be able to invoice twenty four thousand

6:23

dollars on all my jobs .

6:24

Yeah well , and and one of

6:26

the reasons and the importance

6:28

while we started with Pal

6:31

meetings and projections you know if

6:33

we've , you know if you've got a company that

6:36

you know a subscription company and you have . You

6:39

know you own a gym , right , and

6:41

you have a thousand people that have gym

6:43

memberships and they all pay you ten dollars

6:45

a month , right ? You know , every month

6:47

, this is the amount of money that I have coming

6:50

in . Here are my bills and my expenses and that's

6:52

that's good to go . Yeah , right , in

6:54

our industry , the incoming money

6:56

is so random and so sporadic

6:58

and can be delayed that I

7:01

need to be it to be able to manage

7:03

my finances . I've got to get

7:05

information on data from my boots on

7:07

the ground . What can we realistically

7:10

expect of incoming money this

7:12

month ? Yep , just because I have a Million

7:16

dollars worth of business going on

7:18

right now doesn't mean that I'm gonna be invoicing

7:20

250,000 dollars every week . That's

7:23

not the way it works . So I need to be

7:25

able to have reasonable projections

7:27

of when my money is gonna come in so

7:30

that I can manage the money .

7:31

That's why we started here , because this industry

7:33

the incoming money so sporadic it's

7:36

, you got to get a handle on , you can have two weeks

7:38

with zero dollars invoiced and Collected

7:40

and then the third week you got two hundred and eighty thousand

7:43

dollars because of how the phases

7:45

work in In construction . So understanding

7:48

that is where we need to start , like you said , and

7:50

Also that weekly projection

7:53

I'm looking at and that's also

7:55

going to be one fourth , usually one

7:57

fourth fifth of . The monthly

7:59

projection right , and so if we get to month with

8:01

the week two or week three of the month and

8:04

Jared it told me I'm gonna do a hundred and forty , and

8:06

by week three he's invoice 25

8:08

, something's off . We got a flag . Why did you

8:10

think you get 140 ? Cuz , even

8:12

if you invoice that big invoice next week

8:15

for 75 a 50%

8:17

, you're gonna be at a hundred thousand instead of 140 . So

8:19

yeah , where do we miss this ? And so this is

8:21

where I start coaching and honing in with my project

8:23

manager . Hey , you keep

8:25

sliding every single month because you

8:28

have every single trade right

8:30

up next to each other . Let's build in a day

8:32

between trades , for if this doesn't

8:35

happen and goes an extra day , then my trade

8:37

starts .

8:37

Well , I'm where this , where this can help , is . It

8:40

helps you determine the question Is

8:42

this a Projections issue

8:44

, that he just doesn't ? He has a hard time

8:47

with projections , or is this

8:49

a project management issue ? Yep

8:51

, right , if I , if I go

8:53

in there and I , you know , I've got

8:55

a project manager who's paid out $50,000

8:57

in materials and in labor

8:59

, but I'm not anywhere close

9:02

to that number in my invoicing . We've got

9:04

a , we've got a problem . There's an issue on

9:06

site that needs to be addressed . It's not a projections

9:08

issue at that point . Yep , it's a project management

9:11

issue .

9:11

So this meeting that should be 30 to 45

9:13

minutes with your PM . You're grabbing

9:16

all of your financial data that you're gonna use

9:18

in a little bit to start managing

9:20

the company and the cash flow , and

9:22

you're also raising flags about performance

9:25

, about crew performance , about

9:27

customers dragging their feet , performance . Really

9:30

, this is . This is kind of three birds with

9:32

one stone having them show up

9:34

with projections because , a there's

9:37

an accountability point with it as

9:39

well as I know how to manage it , and

9:42

it's B and C being I'm

9:44

raising these flags . Yeah , so that's kind of

9:46

the three pronged attack on why

9:48

we want them to show up with projections because I can look

9:50

at All of that stuff and start honing

9:52

in their skills as a PM and

9:55

really start and identify where I can help them grow

9:57

. Bring on new crews hey , you're

9:59

not managing this way . You need to do this

10:01

with your invoicing , with your clients , and

10:04

we can start really coaching them in those

10:06

meetings as well as gathering this

10:08

information .

10:08

Yep .

10:09

Yep . So I've sat down with Jared

10:11

, I've sat down with Bob , I've sat down with Jim . We've

10:13

got all , all of our projections down

10:16

. As the GM , I'm sitting looking

10:18

and say , okay , so this week Jared's

10:20

gonna collect checks from these two clients for

10:22

this amount , and I'm writing that down . Jim

10:25

is gonna collect four checks from these four clients

10:27

and Bob doesn't have any invoices

10:29

that are going out next week . So I know that

10:31

these six checks will be coming

10:34

in next week , they are sure of it . And

10:36

at the same time , weekly , who

10:38

are you paying ? How much are you gonna be paying out

10:40

on Tuesday ? What does that look like ? Because we

10:42

send invoices and we create

10:44

payments for vendors on Tuesday , we

10:47

deliver payments on Friday and

10:49

we receive money by Friday . Yeah , right , and so

10:51

that's our system . Everyone's got a different . We , we

10:54

suggest it that way . We'll

10:56

lay it all out calendar wise why we do it that way . But

10:58

for us , we're invoicing on Tuesday and I want

11:00

that money by Friday . Yeah , and we , we invoice

11:02

small amounts weekly to try and

11:04

stay ahead of the customer as well as

11:07

not get over our Sches to where , if

11:09

a customer screws us , we're not screwed out of 80,000

11:11

. I'm screwed out of 6,000 . Right , right , anyway . So

11:14

now that I've gotten all this information

11:16

and I said , jared's invoicing

11:18

these two jobs and it's gonna be

11:20

$50,000 of invoicing for these two jobs combined

11:23

. But on these jobs , he's got to spend

11:25

40,000 next week on bills , on

11:27

on , he's got to buy the cabinets that we're invoicing

11:30

for , and he's got to pay the the demo

11:32

crew , so I got 10 grand .

11:33

I don't have 50 .

11:34

Yes , and so I write down a one column this

11:37

is how much he is collecting

11:39

. And then over here on the other , on

11:41

the other part of the spreadsheet , is this is

11:43

how much he's spending going to sub labor

11:45

or materials , and I've

11:47

got those line items . I go to the next

11:49

guy this is how much he's collecting , this is how much he's

11:51

spending . So let's say , jared's

11:53

a positive 10,000 net , bob

11:56

is a positive 10,000 net as well

11:58

. We've got $20,000 coming

12:00

in . That is gonna be profits

12:02

, right . I might have $80,000

12:05

being invoiced . 20,000 of that

12:07

is profits . The other six you're being spent , right

12:10

. So I'm looking at my spreadsheet . I can see what's

12:12

going out , what's coming in , and what I like about

12:14

identifying those two things is I'm

12:16

not gonna be buying the cabinets unless

12:19

I can invoice for the cabinets , right . So those

12:21

are kind of tied together to where , if I can't invoice by

12:23

Tuesday , I'm not gonna pay

12:25

for the cabinets until I can invoice for them , yeah . And

12:27

so that might push the next week , but also

12:29

that's pushing those expenses the next

12:31

week , the next part of the spreadsheet

12:34

, and I know we're gonna get super technical

12:36

. So please hit us up if you want the spreadsheet

12:38

. We'd love to talk with you right ? The next

12:40

part of the spreadsheet is our bills . Every

13:21

bill that is gonna be spent on a monthly

13:24

basis is on the spreadsheet . All of the

13:26

overhead Expenses , all of the

13:28

overhead . So my payroll , I've

13:31

got my rent , I've got insurance

13:33

, I've got gas , I've got utilities

13:35

, everything that I've lined item on my , my

13:37

P&L , my profit and loss statement

13:39

, I've got line item also on here as money

13:41

going out . I also have Credit

13:44

card payments credit card payments full

13:46

. Like you know , you might have a revolving

13:49

credit line that has to be paid in full . So

13:51

I know I got an $80,000 payment coming up at

13:53

the end of the month . Your Home Depot credit card , your Lowe's

13:55

account . Every dollar that's gonna come out

13:57

that isn't already classified

13:59

as labor of materials .

14:00

Yeah , and week over week . Those may not be

14:02

due on that week , but they're listed

14:04

so that I can see the is

14:07

it do this week . Is it cash that I

14:09

need ?

14:09

well , they're they're all listed , and

14:11

then we have dates that they're due and

14:14

so we highlight on this tab of

14:16

the spreadsheet these are the three that

14:18

have to get paid this week and these

14:20

, these other ones that were paid last week . So those are rolled

14:22

off and these are the ones coming up next week and the week after

14:24

. So I can look , looking at this spreadsheet

14:26

, I have to minimum pay these

14:29

and if I got extra money , this is what's

14:31

due next week . Yeah , right , and so I can look

14:33

at the spreadsheet and say , all right , I

14:35

got a positive $20,000 coming

14:37

in . I need to pay this , this and this

14:39

Total of those expenses because we

14:41

don't have payroll , we don't have this other thing . This week

14:44

. I've got $8,000 going out

14:46

. That being said , I've

14:48

got a positive $12,000 for

14:50

this week if we collect what

14:52

we say we're gonna invoice and pay out what we say

14:54

we're gonna pay . Now that I know

14:56

that number , I've got $20,000 . I'm

14:59

now gonna click over to the next tab in the

15:01

spreadsheet and say what's next week ?

15:03

What's coming next ? What's next week , guys ?

15:05

And so I'm gonna look at the bills that are coming up , because

15:07

a lot , like I said , the labor materials are

15:09

tied to invoicing as well , yeah , so I'm not as

15:11

concerned about that outside of why

15:13

invoiced cabinets this week and we got to pay

15:15

it next week ? Well , let's , let's identify that

15:17

. Yeah , but I'm gonna look and say , okay

15:19

, next week We've got that big payment for

15:22

Home Depot credit line . I gotta

15:24

pay 10 grand . Next week Also , all my payroll

15:26

is coming out , my payroll is coming out , whatever

15:28

. So that 12 grand I'm gonna leave in

15:31

the account , because next week I'm gonna need

15:33

it . I might move it over to next week's . Or

15:36

let's say , next week has $10,000 worth of

15:38

bills . Yeah , I got 12,000 from

15:40

this week positive . I want

15:42

to win or break even every

15:45

week . So what I'm gonna do this week ? I'm gonna

15:47

take $2,000 of that 12 and

15:49

put it in the bank as profit . I'm gonna

15:51

take the 10,000 and roll it over for bills

15:54

for next week . Right , so I'm starting next

15:56

week 10,000 up and that

15:58

way , if I can collect more , I might that

16:00

week take whatever I feel comfortable with

16:02

and put it into the bank and roll the rest

16:04

of it over to the fallen week . So now I'm

16:06

not just looking at making my

16:08

bill payments this week but also projecting

16:11

the next week and even the third week ahead of me

16:13

and I'm starting to start

16:15

nesting some away into

16:17

a bank account that is straight profit

16:19

money . That's just my extra cash

16:22

flow for in the future when I need it . So when

16:24

I do have that week , that is a negative

16:26

$30,000 week because everything

16:28

piled up , I got it . I

16:30

got it stored away and I can handle it .

16:31

I've got some operating cash to handle that

16:33

with .

16:33

So that's the weekly budgeting . That's what

16:35

I'm looking at and where guys mess

16:37

this up as they're looking at invoice not

16:40

collected . So a good example

16:43

of this is if Jared says , well , I'm going to invoice 25

16:45

grand from this job , I'll say , great , can

16:47

you get ? Are we getting that payment next week ? And

16:49

he goes well , no , that customer is out of town till the

16:51

first .

16:52

Yeah .

16:52

Are they going to cut us a check and they wire us money ? How's that

16:54

going ? Yeah , they'll cut us a check . Okay , then I'm not putting that on the tracker

16:57

.

16:57

I can't spend an invoice .

16:58

An invoice doesn't help me , and that's guys

17:01

that are living off their P&L's that's

17:04

great for projections and looking at

17:06

flags that you can't manage money

17:08

from a profit and loss , because a profit and loss shows

17:10

the invoice and the money spent

17:12

. And in our industry

17:14

an invoice isn't collectible today

17:16

often , and so we that

17:18

can really throw your numbers off like , oh , we've got $100,000

17:22

being invoices week . Well , no one's going

17:24

to pay that , so we don't have 100 grand to spend

17:26

this week . So understanding that

17:28

what is collectible , what

17:30

is going to be spent , and then

17:32

what are my bills that I got to pay , is how

17:34

we're looking at the money weekly Now our office

17:37

manager does that the majority

17:39

of that and brings it to the GM , says , okay , this is where

17:41

we're at , this is what we got . So the GM can make the

17:43

decisions based on those numbers .

17:45

But that's the systematic way that we have it . Let's push

17:47

this payment . I'll place a phone call to

17:49

him and say hey , is it okay if I can push it till

17:52

next week ? Right , you can make those decisions

17:54

once all that information is put in there .

17:56

And we're not this . That

17:59

used to be done in my head right Back

18:01

in the day . It was like I know what's going on , I know what's

18:03

going in , how much can we collect ? Great

18:05

, let's do that . And then , when I stepped

18:07

out and have an office manager managing

18:09

the finances , the financial side , we

18:12

had to put it into a system so they can do it the same

18:14

way and I know all I need are facts

18:17

from that person . I need this , this , this , this and this . Give

18:19

me that data and , as a GM , I can

18:21

spend five minutes making decisions , as opposed

18:23

to three hours figuring out where money is

18:25

Well .

18:25

When I was running that position for a short

18:28

period of time , I

18:30

called this process my ability

18:32

to see . Right , I can't see

18:34

if I've got enough money . How

18:37

do I like ? There was nothing that was

18:39

telling me do I have

18:41

enough money to cover what's coming

18:44

? Yeah , right . And so there needed to

18:46

be a way to organize it of . Here's

18:48

everything that is potentially going

18:50

to either that is , either actual

18:52

cash or going to become cash , and

18:55

here's everything that is going out and

18:58

it's going to do the math on that . And

19:00

at the bottom of this spreadsheet it says I

19:02

am positive or negative . Right

19:05

, you can , you know , you can go deeper , dive

19:07

on it and add a line out of man .

19:09

Every week I want to set $1,000

19:11

aside and factor that into your decisions , make it a bill

19:13

, put it in your bills and the bill is savings

19:15

payment . And so a thousand bucks this week

19:17

I got to pay into savings somehow , yeah .

19:19

But it's the the . The complication

19:21

is is like the bills show up and

19:24

if , if you a lot of guys they

19:26

look in their bank account it's a $2,000

19:29

bill and they look in their bank account and they're like , well , I've

19:31

only got $800 , but I know I've

19:33

got a client pay me next

19:35

week some point , right . So that thing goes

19:37

into a pile and they'll wait for it and

19:39

then they roll around and they get that money in and they forget

19:42

about it and then they've you know they're reactive

19:44

. They're being reactive in the way that the bills

19:47

are coming . They pay bills when somebody

19:49

tells them , hey , this is due , right ? Versus

19:52

taking ownership of it and saying I

19:55

need to have a plan for this so that

19:57

I can organize my cash and I don't risk

19:59

getting in the place where I

20:01

can't pay my crews or I can't pay

20:03

my employees , right , like

20:05

those are detrimental . If I can't

20:07

pay my crews , they don't come back , right , they don't show

20:10

up If I can't pay my employees

20:12

, like I've failed them , like

20:14

I have to be able to pay them . So

20:17

I have to have a system of organization

20:19

to be able to see how much money do

20:21

I have , how much is coming in , how

20:23

much is going out , and can I ? What

20:25

decisions do I need to make to

20:27

make sure I hit a zero or higher

20:29

at the end of every single week ?

20:31

Yep Right , when the week you're going to win the month

20:33

you're going to win the year . So , that's

20:35

what we're trying to do with that

20:37

weekly money management is being able to

20:39

have a vision of what's

20:42

happening , full vision , without any

20:44

surprises . And so part

20:47

of that conversation too if Jared , if you're

20:49

my project manager we're talking about this is when

20:52

Jared says I'm going to invoice 28,000

20:54

on Tuesday and I should collect that on Friday

20:57

. Monday rolls around . He shows

20:59

up on site painters didn't do

21:01

what they said they were going to do and he can't invoice that . He's

21:03

going to now call me because he knows I'm

21:05

making financial decisions based on his promise

21:07

of invoicing as my PM . So

21:09

Jared will call me on Monday and say , hey , man , the painting

21:12

is not done . I said I was going to build an invoice

21:14

28 . I can't invoice that painting line . That

21:16

was eight of it , so it's only going to be 20 . But

21:18

the good news is we don't have to pay the painters . So here's

21:20

the adjustment to my numbers . And so

21:22

him notifying me about that allows

21:25

me to say okay , so we got to switch things around

21:27

. We're going from 12,000 profit down to

21:29

9,000 profit . We got this going out , we

21:31

have this happening . Great , we're good to go

21:33

. But he knows the importance of his job

21:35

in the system that he

21:37

has promised to invoice this and collect

21:39

it and now he can't follow through with that , he's going

21:41

to notify me and communicate that information , absolutely

21:44

. So that's how we're going to be managing

21:46

the money weekly , zooming

21:48

out and we're not going to go too deep into this . We're

21:51

not using this method on a month-to-month

21:53

basis . Outside of I'm looking at next month

21:55

what's going in and I'm managing it weekly

21:58

. We want to switch over to

22:00

the profit and loss reports and start looking

22:02

at that to look more of a monthly picture

22:05

. I want to go into a reporting in the software . We

22:07

have our own set of reports that you can filter

22:09

. But again , if you don't

22:12

have the data of doing the jobs , the right , way

22:14

it doesn't matter , you're not going to have it Correct , it

22:16

doesn't . That's not going to help . So

22:18

we want you to start at least with this weekly

22:20

and this is what I'm going to invoice

22:22

, this is what I'm going to collect , and now I'm holding

22:24

myself accountable to that invoicing elections

22:27

and the big thing when it comes to that win this

22:29

week , yeah , right .

22:31

And then next week win that week , yep

22:33

. Just that simple thing

22:36

will help you roll towards success and

22:38

health .

22:39

Well , it also goes along with when

22:41

you're my project manager and you're calling

22:43

me on Monday and say these paint painters aren't

22:45

quite ready , and I say , well , if you can invoice by

22:47

Tuesday , tell them they're not getting paid Right . Now

22:50

. We have an accountability system to where the crew

22:52

is not like well , I got rent , man , I got

22:54

rent , you got to pay me . You knew

22:56

that this had to be done by Tuesday and we're

22:58

making moves where we don't have cash to pay you

23:00

. I can't collect on this . Yeah , and that's

23:02

legit . I don't care if I've got 500,000

23:05

in the bank , I can't pay

23:07

you because I don't have the money , because I can't

23:09

collect on what you're doing to pay

23:11

you with what you're doing . Right , I'm going to spend the

23:13

money from this job on this

23:16

job . I'm not going to steal from my

23:18

profits from last job . This is

23:20

this job , right ? So it allows

23:22

the crew accountability , the PM accountability

23:24

, and then also no surprises

23:26

that are waking you up at 1am wondering

23:29

, oh crap , I didn't do this Right

23:31

. We're getting rid of all that . That's

23:34

it . That is how we look at money weekly

23:36

. If you want this spreadsheet , if you want to talk

23:38

with us , you want to figure out how to start implementing

23:41

this in your company . Please , please , reach out . We love

23:43

chatting with people that have zoomed . The

23:45

other week with company that isn't in coaching , we've

23:47

spent a couple hours with them just to help them out and

23:49

they were in the software and wanted to help them and maybe

23:51

they're a future coaching client . Maybe they're not , but

23:53

for us we know that we are

23:55

trying to build a long-term relationship with every contractor

23:57

to where we can support you where you need

24:00

it and you can run on your own where you don't , and

24:02

let us . We don't mind giving around

24:04

that Right Absolutely , because it's a long-term vision

24:06

for us . So thank you so much for listening

24:08

. We'll catch you next time , see ya .