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Small Business Bestie
Entrepreneurship is hard, and sometimes we could use a friend to walk a mile in our shoes. Small Business Bestie is here to provide that friendship, support, and inspiration that small business owners need from time to time.
Small Business Bestie
45: Is My Business Sellable? Key Factors to Consider Before Making the Leap
Selling your business might be the furthest thing from your mind right now, but the steps that make a business sellable are exactly what create profitability and freedom today.
Leslie Hassler, founder of Your Biz Rules and business consultant with 17+ years of entrepreneurial experience, joins the show to shatter common misconceptions about business valuation. She explains why emotional attachment to your "business baby" can blind you to how buyers actually evaluate worth.
Financial statements tell your business story to potential buyers, and Leslie reveals the crucial metrics that determine your multiplier. "Taxes are a privilege of profit," she explains, challenging the common practice of minimizing profits to reduce tax liability. This short-term thinking dramatically reduces selling value, as businesses need to demonstrate substantial profit for at least three years to maximize valuation.
Beyond finances, we explore the concept of concentration risk – both from having too few clients and from the business being too dependent on the owner. Leslie provides practical steps for working yourself out of daily operations, starting with eliminating soul-sucking tasks and bottlenecks. This transition requires an identity shift that many entrepreneurs struggle with, as your value moves from doing the work to ensuring work gets done well.
Leslie also distinguishes between growth (which requires investment) and scalability (which generates profits), explaining how these concepts dance together throughout a business lifecycle. She shares powerful documentation strategies that simultaneously increase business value while making your daily operations more efficient.
Whether selling is on your horizon or not, implementing these principles creates a more profitable, enjoyable business today while building value for tomorrow. Don't miss Leslie's generous offer of a free 42-point "Ready to Sell" self-evaluation tool at yourbizrules.com/sbb.
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https://www.linkedin.com/in/lesliehassler/
Check out Leslie's books:
Coming soon! - Scaling Rich
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Hey everyone, welcome back to another episode of Small Business Bestie. I'm Michelle Smock, your host, and today I'm super excited to talk with Leslie Hassler. She is a published author and an entrepreneur of over 17 years and she has so much wisdom she's going to share with us today. Leslie, take just a minute and tell us about yourself.
Speaker 2:Well, howdy, michelle, thank you for having me. But, leslie Hassler, like you said, I founded your Biz Rules, and your Biz Rules is a business consultancy firm, but we like to say we're your fractional C-suite before you can hire the C-suite. But we love working with small business owners to get them profitable, to help them grow and scale in a way that improves their quality of life. Right now, so many people are sacrificing their personal life and we just we don't think that's necessary anymore and we love showing people how it's amazing.
Speaker 1:Spoken with a lot of people locally here in the Lexington Kentucky area who offer at least one of those kind of fractional C-suites, but I don't know that. I've talked with many people who offer the whole range. So that's what you all do is like the whole gamut.
Speaker 2:Whole gamut. And here's why Because when I first started out in this business and this business is about 11 years old you know you come in to fix a problem in the business. But what I learned is a problem is never about one. You know vertical of the business. So a marketing problem usually isn't just about marketing Right. It can be about money. It can also be about team. It could be about process, other aspects of the business and for a lot of small businesses that can't afford the C-suite, so to speak, it's like you need the diversity of knowledge. You need to be able to be working with somebody that goes I know this looks like a marketing problem, but it's actually an X problem. Let's go fix that. So our team is just. It's comprised of some amazing people.
Speaker 2:Let me tell you, everyone has owned a business, been part of businesses, invest in businesses like Small business is our lifeblood and it is our passion. So when we come into a business, we're bringing a wealth of experience of really helping other businesses run their businesses better. And a lot of times our clients will say I'm really good at whatever I do right, I'm a really good accountant, I'm a really good lawyer, I'm a really good ex, but I wish I could be better at business. And that's what we're here to do. We're here to help give the owner a sounding board, some expertise and maybe some paths that they've never been down, and while through it all, we want you to be profitable, we want you to be growing and we want you, as the owner, to be getting gaining something in your life as a result of all the effort that you're putting into the business.
Speaker 1:Girl mic drop. I mean that sounds amazing. But today, specifically, I wanted to chat with you about selling your business and ensuring that your business is sellable. If that's on your exit strategy plan Right? On your exit strategy plan, right? Yes, and so I wanted to know first of all, is there like one major misconception that you kind of come across when people are thinking about the potential of selling their business?
Speaker 2:Goodness, there are so many let's just start out with. Just because you love your business doesn't mean everybody's going to love your business, and I think you know that's the passion, that's the good part of being an entrepreneur is your commitment, your belief in the business. But when you put your business up to sell, all of that comes into question because a buyer is trying to find out the truth from their perspective and they'll take that enthusiasm like, oh, yeah, yeah, yeah, you're the owner, it's your baby, I get it. Now let me go poke holes Because at the point in time that you're doing this, this negotiation is over price, right, you want to maximize, they want to minimize and you're working the negotiation through that, so it's just natural that your buyer is going to come in.
Speaker 2:It's kind of like buying. You know, when you do sell your house and you do the inspection and then you get that laundry list of everything your buyer wants you to fix and some of it you're like are you kidding me Really? No, you're like okay, fine, I'll give you a thousand dollars for that. But come on, you know, depending on the list, it can feel very frustrating in that moment and I know from a couple of the houses I've sold. We've been prepared to walk away because the list has been so crazy, but that is natural. That is what we're trying to do as a buyer is get the best value for the money. Same thing happens in your business. So I do think that oftentimes people think, just because I'm happy with my business and I love my business, that is what makes it marketable, and it's just not always the case.
Speaker 1:Yes, that is so true, I think for me. In my experience, I owned spas and so there was a time where we were considering selling the spa and it was like I've put my blood, sweat and tears into this, Every oil and ointment and this, and that was like hand selected and curated with purpose and intention and all of that. And then when we went to sell it, it was like, okay, yeah, that's all cute, but let's look at like, let's look at the bottom line here.
Speaker 2:You know and I was like I'm so sure about my baby. It's that emotional detachment that is a part of process of selling your business, let's be honest, and it and it actually runs into some other problems down the road, but it is that emotional attachment and the thing that you thought makes you special and you even said this. It all comes down to the numbers because, the numbers don't lie. The numbers are actually very neutral. They're the best source of truth to the financial strength of a business.
Speaker 1:So, when you're considering selling your business, are there key aspects that you need to be looking at on the financial statements that are going to make you more appealing to a potential seller?
Speaker 2:Yeah, and this is where we start, because the financial statements are kind of like your first date, if you can think about it. Statements are kind of like your first date, if you can think about it. All right, it is the thing that the people that want to buy your business likely are going to look at first or second. If they've talked to you and they're like, okay, I'm interested, send me your financial statements. That's going to be the next thing they say. Or if they're working with a broker who says I have this opportunity, they're looking at those financial statements front and center Right Now. Here's the crazy thing Most business owners don't consider themselves numbers, people, right Right, and within the realm of entrepreneurship, we have lots of different money management styles.
Speaker 2:Let's say that. So a lot of times when we're coming in and we're looking at the financials, we almost always start with the balance sheet first. This is your worth in the business, if you will. But it also tells us debt and liabilities, and it's an interesting place where we can start to see commingling of funds, meaning that business owners are running personal items through their business. Now I'm going to caveat this right, there are legal tax ways that you can minimize your tax and you're working with your CPA to do that. Great, phenomenal, stunning.
Speaker 2:However, it does not show a first date story. It casts doubt. Now, remember I told you your buyer is going to be going in and trying to pick apart everything, diminish the value so that they don't have to pay as much. Why give them fuel for the fire? And I think that's where people don't understand that your balance sheet tells a story, and what we want it to tell is that this is a cash heavy business, not a cash light or cash poor business. That it is managing its money exceedingly well, even if it has debt that is fully you know, fully maintainable under the current status. So the balance sheet is super important. The next part of it is really about your P&L, and your P&L is really important because here's another little habit like write this down. I need you to understand that taxes are a privilege of profit. Most people want to break even, say it again for those in the back, Leslie Taxes are a privilege of profit.
Speaker 2:If your practice has been to break even because you don't want to pay taxes, understandable. Who wants to overpay taxes? I don't. However, I have to show profit and not just a little bit of profit. Guys like substantial profit on your P&L for three years or more. Three years or more. That is one of the single strongest elements of your financial statements that will increase your value. Now they do add backs where it's basically.
Speaker 2:Your accountant goes through your books and says, oh, by the way, haha, we did all this personal stuff and we're going to add back $125,000 to the net profit. And oh, by the way, blah, blah, blah, blah, blah. Those adjustments, they're normal, not going to knock them. However, again to us, they open up the question what other part of the story is maybe being work, right? So we like in the financial statements to just show a clear, bold truth this business is profitable or return on investment, yes, right.
Speaker 2:If you want to get those three, four, five multiples, which is possible even on a service business, you've got to be thinking smarter and you've got to start managing your financials for that future, not just today's. I don't want to pay taxes, right, and there's a lot of good stuff. That happens when you do that, though there's. So I mean, like if you start to do this, your business is going to pay you almost double what just a sale would be, and that's what we love to see is when a business owner is getting paid today as if they were going to sell their business in the future.
Speaker 1:Love that. So I just want to back up, because I've had conversations with lots of small business owners, and just to clarify the concept of a multiplier. When you're talking about selling your business, can you just give us like a brief overview of what that means?
Speaker 2:depreciation, blah, blah, blah. It's a lot of words, typically. Let me just make it simple Go do your P&L, go down, look at your net income. Right, it's that number there. Okay, that is the number that a multiplier is based off of.
Speaker 2:Now, every industry, every type of business, the dependency of the business on the owner, all of these things impact your multiplier. So you could say it's a multiplier of one, which basically is you're going to sell your business for that net income, right. But more often what people want is a multiplier. So that's if you took the net income times two times three times, four times five. There are some businesses and I'm going to tell you they're the unicorns that can get just huge multipliers, but for, I think, 90% of our small businesses, we're going to be playing in the two to five range and what you do impacts that number so much.
Speaker 2:I will tell you, if your net income is below a million dollars, you're probably looking at two to three. If it's above a million dollars, that tends to be that little line in the sand, especially for service-based businesses, a line in the sand that says now we can go big, yeah, right. And as you increase that net income by seven figures. Your multiplier increases alongside of it. So hopefully that helps and it's just an easy. It's an easy math that people that are buying and selling businesses use to approximate the valuation of a business. Most are on net income, a few are on some like insurance, financial planning. Those types of things get based on revenue. There's a little bit difference out there as far as what they're going to use.
Speaker 2:But, that multiplier is really the thing you're trying to cultivate.
Speaker 1:Love that. Thank you so much. That was such a great lesson. Yeah, you made it very succinct and easy to understand. I wanted to ask also, beyond just the revenue, what other aspects are buyers looking at your business for?
Speaker 2:So I'm going to use this one word and it's going to cover a couple of different things. So concentration is the word that I'm going to use, and this impacts your business in two different ways. One, it's more commonly used with your clients. So is your business concentrated within any one client? And I don't have the number in front of me, but I believe that ratio is like 17, 18 percent. Have the number in front of me, but I believe that ratio is like 17, 18%, like if 18 to 20% of your business is concentrated in one client, it's considered to be overly concentrated, it is not diverse enough.
Speaker 2:Okay, and if you think about it, it's a risk, right? You lose that client, the buyer loses that client, then a significant amount of revenue goes out the door and, consequentially, net income. So we don't want, we want to protect, if you will. So the diversifying of your client base protects the business against sheltering. Now, this could also be. We had one of our clients that was in construction and they worked with some really big architecture firms and they worked in different offices all over the nation, right, but when it came down to it, the main name at the top was always the same. Now that you would think well, every office has a different buying choice, right? So each office is a unique and individual client. They came down to the valuation. That is not what they looked at. They were like nope, everybody's owned by the same company.
Speaker 2:So if the company fails. All of them fail. So you really have to think about how you're diversifying your client base to give it a richness, so that it's protected against risk, and that's all they're trying to do here. So that's the most known one. The other one I will say is over-concentration on the owner.
Speaker 1:That one's easy for me to understand.
Speaker 2:If everything has to run through you, then you're not going to be selling your business, because we even said this before A buyer is looking for what? A job or an investment, more likely, an investment. What you're selling is a job. You're not selling a business, you're selling a job, and I know that's really hard to hear, especially if you you know we do this for so many reasons. In fact, we're wrapping up Scaling Rich as our next book, and I'm talking about this clear concept of why even the most established business owners have a hard time letting go and what you actually have to do in order for that to feel safe. Because it does come down to fear, fear or lack of knowledge of how.
Speaker 2:But generally, it is that double edged sword where you're complaining that you're working too much but you're not doing the things to reduce the workload. And if your goal is to sell your business, then the goal is to fire yourself as the worker bee. Then dress up as a manager. Fire yourself as a manager, then step into CEO right. And what if you fired yourself as a CEO and you became chairman of the board? That right, there is a completely sellable business, right.
Speaker 2:Because, it doesn't need you.
Speaker 1:So what can business owners do to start working themselves out of a job?
Speaker 2:I think an easy peasy thing is to get rid of everything that sucks your soul dry. Okay, that's the easiest move, because you already dislike it, you don't want to do it, it likely is the thing to not get done. So easy peasy. We call them the vampires because they suck your soul dry. But get rid of those. Get rid of the energy sucks. Then the next thing is get rid of anything where you are the bottleneck, where the work that you have on your plate stops when it gets to you because there's just not enough of you to go around. Get rid of the bottlenecks, right? This is another easier choice.
Speaker 2:And then you have to really ask yourself what's my role in this business? And we kind of alluded before when we were talking about it's your baby. You put so much effort into it. Hey guys, been an entrepreneur for 17 years, I've had two different businesses. Totally get it, I'm not any different. But I understand this part. This next part it's as you grow, you're gonna have to let go, and so much of our value as a human is based in the work we produce. When you started the business, you did it because you were good at whatever it was right, and then you were reinforced because your business grew, that you were good at, whatever it was. There's a value proposition there where you have to recognize that your value in the business, once you're getting ready for selling, once you are hiring team, once you are doing all of these growth and scalability moves, is no longer in doing the work, it is ensuring the work gets done and that it's an identity crisis that people don't realize they're going to face.
Speaker 1:For sure. Yes, I had that identity crisis so hard with the spa because I was a massage therapist and I was really good at it.
Speaker 2:And.
Speaker 1:I loved that feeling of knowing, after every session, the clients would come out and talk about how great they felt and what an impact.
Speaker 1:I was making, you know, and it filled me up so much and it really took a lot of work to be okay stepping out of the massage room and saying I'm no longer the therapist but I am taking responsibility for making sure therapy happens. And that's a new type of value. And every step back is like another layer of the onion you've got to peel away and say like who am I at my core and what's my work?
Speaker 2:And it's those things again. We talk about this in Scaling Rich because it's so true. I go through it as well. I mean, we're growing very intentional. I know where we're going, why we're going, what we're doing right, I'm on board with all this. I'm choosing this, and yet I still come across this and it's so entertaining because here's what it looks like in your business is you've delegated a task right, or you've encouraged your team to take ownership, and then something happens that puts you in a little bit of a freak out mode. Maybe a client's disappointed, maybe a ball got dropped, maybe you see a cash gap coming up and you're just like, oh my gosh, I got to take care of it. And you take it back. You're sitting here and if you ever ask yourself, why am I doing this, it's that identity coming to play right, showing us our opportunity for growth.
Speaker 2:So I put that story in the into the book. Our main character's name is Josh and you go through and you just see what Josh is thinking behind the scenes. I often say it. I was like you don't want to hear what's going on in my mind. Really you don't, but this is kind of a I think, a quintessential what happens in business owners' minds when they're up against these daily things that are occurring in their business the struggles, the identity and they're like what am I doing? I said I never wanted to do this again and now it's back on my plate.
Speaker 2:How did this happen? You know, and I think the best indicator that you've done well in getting yourself out of this overconcentration is when you have a team member that comes to you and sees you doing this and they're like ha ha ha, give that to me, love you. And they walk off. And I will give that to me, love you. And they walk off and I will tell you. When our clients come back and tell us that, they're like you wouldn't believe what happened. Oh my gosh, I was doing this and someone said just came into my office and just took it off my desk and they said they would take care of it. I'm like that's so cool. And they're like I never thought it would happen. It's a happy day.
Speaker 1:Yes, so tell me more about the books. You've mentioned each of your books a time or two, so walk me through, like, who is who needs to read first this than that?
Speaker 2:So first this than that is about the foundations of growth. So growth and scalability are two words that get bantered around, but I don't think people fully understand what the difference is. So let me explain that, because that explains the two books almost precisely. So growth is foundational. It is about the ability to have capacity, deliver reliably, be able to get clients reliably all those things that are super important in business. And then scalability is about reaping the benefits of your productivity capacity.
Speaker 2:Growth is an investment necessary, but you don't like what you get back from the business in terms of cash is usually a dollar for dollar or maybe like you've spent a dollar, you get 90 cents back. Growth is kind of expensive and it's necessary, but it doesn't really generate profits. Scalability generates profits. So when I hear people say, oh, we need more money, we're going to grow, and I'm like that's not going to work. But let me know, let me know, maybe I'm wrong. Really, what you need is to find the places where you can scale. And so I think there's also this because we love our list, checking and checking things off right. We like want to say we're done with growth and now we're scaling. The truth is, it's a dance, it's like the cha-cha you know, one step forward, two steps back, one step forward tied to the side step. This is more what it's like, and you have to understand that growth and scalability are dance partners. They're both needed. It's just that at some times growth leads, other times scalability leads, and when you're done with a period of scalability, you're going to come back to excuse me, so first this, and that is about getting growth right. Excuse me, so first this, and that is about getting growth right, because too often people try to skip over the things that you need to make scalability possible.
Speaker 2:And I liken this to like if you had an infant. You don't expect that infant to go from crawling stages, but there's stages, there's a sequence. That's what happens in business, that's for sis, and that Scaling rich really is about. You've got the foundations, but things aren't clicking into place. They're not lock, stepping. You're working hard. You've probably got some semblance of a team, even if it's just one person, maybe it's 20 people, and you're not seeing the cash coming back, and part of that is we're locked into the hustle and grind. It's a part of our culture, it's a part of our upbringing and that's why we say scaling rich is the antidote to the hustle and grind Excuse me, allergies, I tell you, in Dallas, in Dallas and in the middle of winter, but scaling rich really is for that entrepreneur that's probably a little more seasoned, a little more battle-worn, is really questioning like what, why, how, how do I get out of this?
Speaker 2:And I think one of the best phrases I heard. I was actually sitting at a conference and I love when I'm doing this and people are talking and I'm like, oh, you just proved the story. True, love it. But I'm sitting here and there's two business centers talking and one business looks to the other and goes, I'm really thinking about shutting it all down. And she's like why You're so successful? She goes look, if I get back to corporate, I'll make more, I'll get to take vacation, I'll be putting things into my retirement and at the end of the day I get to turn it off and I'm like that's the truth, that's how we're locked into the hustle and grind when it comes to really trying to scale our businesses and we get lost.
Speaker 2:So that's the difference between the two books that Scaling Rich really is about doing it in a new way and taking advantage of all the abundant resources that we have and as many as we feel like some days we don't have enough.
Speaker 2:Tell that to somebody from the 1500s, right? I think we've got a different story going on here and really when you're looking at you know, bringing it back to being ready to sell, being ready to sell, all those things that you do to get ready to sell, are just really good business, and getting them to play at play in your business as soon as possible just means you enjoy your business, you make more money with your business, you probably do better work and you'll get recognized for it, and that's what we see like a lot of our clients that have been doing this maybe for a year or two. They're the ones that are getting the fastest growing business awards, the best place to work award, small business owner of the year awards People notice and that other aspect of people noticing guess what it does to your valuation. I'm going to guess it skyrockets. It's all strategic, all of it's strategic. So this why not reap the benefits now, today?
Speaker 2:Why stop looking for someday aisle. It's an island that we always talk about but we never quite reach. Why not get what you deserve in your business today, Miss?
Speaker 1:Leslie, I'm just going to let everybody know that we've had some difficulty trying to get a recording date set and it's kind of been a lot of back and forth and, as always, I just have to like take a moment and appreciate the universe, because I needed this message today, probably more than any of the listeners, because I'm in that phase right now of launching a new business and it's so appealing to just like I'll just get it done. I'm just going to get it done, you know, in like to slow down and document why I'm doing it and how I'm doing it, and like creating those systems is such a drag but it is such an investment. So I'm going to run out today and get a copy of first this, then that, and then I'll be so looking forward to scaling rich when it comes out.
Speaker 2:When it comes out, it's it's coming right around the corner. But I will say, like that whole feeling that you have about documenting systems totally normal. Hear it all the time. You just have so many more tools nowadays and we've always been. You know we record everything we do with our clients, because we talk about so much during a client call. We just switched from Otter to Fathom Notes and I will say I have been really impressed with the level of detail. That alone could be your process, because it's a video, it's step-by-step, it summarizes it for you and then it does a nice little link to the exact part of the video where you're talking about that. So when you're, all you need to do in that pace is just hit record right. That's how simple documenting processes really can be. And it's the best place to start. And as we have team members that come and go because that's life right we are always asking our team like we trained them on the process when we started it, but they've evolved the process and part of their parting gift to the business is that they go through and they make sure that we have up-to-date videos on how to do every part of the business.
Speaker 2:Now I've seen some companies to where that documentation is actually a part of the review, the performance review with an employee. The employee is required to have at least 80% of their role documented in some way, shape or form so that we're paying into the value of the company, which guess what High helps your valuation and what you're able to sell the business. Plus, it makes your life like a million times easier. That is genius. So I mean like even our onboardings are all set up, all this is organized and we know how to onboard somebody for that role. And we're like here, here's your job, here's the videos. We want you to watch it first, then come to me and then let's talk about it, and then I'm going to show you and then I'm going to watch you, right, and I'm going to do this back and forth and it just hyper accelerates, bringing on team members as well, because it's so well thought through.
Speaker 2:And then everybody loves it because they're like I know what to do and I was just we just brought on an 18 member and I was like, okay, what are your questions? She's like I don't have any for now, but I know I'm going to go back to Fathom and I will look there first and I will integrate. You know, cause you can have a little AI conversation. What did she say when she said this Right, yeah, back. So what a time saving right, but also productivity, and productivity makes you more profitable. Absolutely Everything is just when I said at the beginning of the conversation there is no one issue in business that is only a single solo issue. It is all integrated.
Speaker 1:Yeah.
Speaker 2:And that's what we see time and time again. So good business should pay you today, tomorrow and hopefully forever.
Speaker 1:That is incredible. I am, I'm super excited. I've been trying to utilize more of the tools that are available, especially the AI assisted tools.
Speaker 1:And even just recently I took like a little weekend strategic planning session for just myself and my new business and the whole time I was just conversating with AI, like what do you think about this and what do you think about that. And it was so helpful because I think as a solopreneur sometimes we can feel like we don't have that sounding board right, we don't have a board of directors to go to and say, help me figure this out. And I just think that the tools we have available now are so incredibly helpful to just like rocket fuel right To get us to that next level.
Speaker 2:And they are amazing. We have heavily invested in AI as a company, and we're bringing it into our clients as well, so truly a champion of it. What I will say, though, is AI right now is a pattern recognizer. It's not a thinker. It doesn't not strategy per se. It can give you strategy because it sees pattern of strategy, pattern of strategy. So when you're pouring into AI, be careful of the pattern that it's mimicking, because AI's job is to give you the quickest answer, the fastest right, the shortest, quickest, most concise answer, the fastest. So slow it down right, feed it the pattern of what you want, so that what you get back is now granted like straight cold in. You're probably getting a 70% quality, but if you master that pattern, understanding right is when you get 90 or 95% quality, and that is kind of the thing that will go from what people know of chat, gpt or Claude or Gemini. Whichever one you're using will take you from here to here. I love that you brought that up because, again, it's a scalable system.
Speaker 1:Yes, wonderful. Well, is there anything else, ms Leslie, that you would like to leave everybody with? Or word of wisdom, anything like that?
Speaker 2:Sure. So we actually set up a page for you guys, for your listeners. So it's at yourbizrulescom forward slash S B as in boy, b as in boy. So small business bestie, and at that you're going to see you actually can grab versus, and that we have a link to the books there and also what I have for you as a free gift, it's just our ready to sell self-evaluation.
Speaker 2:It's a 42 points that we look at when we're looking at getting businesses ready to sell, and I will let you know that we go through this and as part of like our first audit that we do, we go through and we scale, we give our clients a grade so that they can really can see what areas of the business they're strong in and maybe what areas of the business they need to work on. So I think it's a fabulous tool. I know some people hold this for like two years and then they come talk to us and I'm like, okay, you like the tool, phenomenal, so that's available again, yourbizrulescom forward slash SBB. If you're ready, you want something more? Then we've got a quick link to show you how you can work with us.
Speaker 1:Amazing. Thank you so much. That's so generous of you. Well, I'll make sure to link to that in the show notes, as well as to your social medias and your website and all of the things. But, leslie, thank you so much for taking time out of your day to talk with us and give us all of this amazing information. I know it's going to be very valuable.
Speaker 2:Phenomenal. I enjoyed it. Thank you for having me, Michelle.
Speaker 1:All right. Well, guys, that is going to wrap up this episode and we will talk to you guys later. All right, besties, that does it for today. If you're interested in becoming a part of the Small Business Bestie community, join us in the Facebook group or find out more information on the website at smallbusinessbestieorg. Please share the podcast with your friends, who could use A Friend in Business, and it would really mean so much to me. If you follow the show and take just a few seconds to rate or review, a five-star rating really helps the show become visible to other besties who may just need the support and friendship that we offer.