Stop taking back the work.

You are the boss, you're the CEO, you ain't got time to take anybody's work. There's nothing that should get assigned to you. Like sometimes we quit when all we have to do is have a hard conversation. So when there's a funky part, the solution is not run away from the entire business model. Throw it away so that we could just go, go back to what feels easy. That's not the solution.

The solution is...

Mary Angelica, who's up first?

At first, we have Cecilia.

Cecilia.

Hi.

Hi.

Okay.

So, yay, I'm excited you're here. So before we dive in, I want to know who your ideal clients are.

Okay, so we currently do AR, AP, so accounts receivable, accounts payable, footkeeping, and financial

strategy for small businesses, earning 100K and our biggest client is up to 10 million.

Tell me your question in the context.

So you're serving clients from 100K to 10 million. Yeah, some of them are slipping in there that are less than that, so that's another thing. Oh my God. So the people who are at 10 million, how much are they paying you? Yeah, so that's about half of my revenue now. Half of your revenue is the larger clients. Which I also do their AR and their AP. And there's one of them or a couple of them? There's three of them. Three of them. Okay, we love that. So you got big clients who are paying you a lot of money and then you got these little clients who I imagine are not paying nearly as much. That's correct, yeah. Okay. is now with that context. I don't want to do accounts receivable and accounts payable anymore. It just takes up a lot of my energy. I find myself just being in the details. We have a team and I'm still in the details, which means that I can't focus on other things. But if I say no to these clients and that means like I would be reducing revenue by like 50% and then like

trying to rebuild but because a lot of my energy is going on the side of the

business I'm just like I don't know what to do which which which part of the

business specifically is hard just I have to be in all the details so you're doing

accounts receivable accounts payable is there another thing that you're doing

yeah so the bookkeeping and the financial strategy so ideally I just want to do the bookkeeping and the financial strategy and I want to get rid of AR and AP. But in getting rid of that, then I will have to, it will feel like I will have to start again. Can I tell you what I'm seeing? Yeah. I think what it is is that you're getting involved in what your team members should be doing. So the accounts receivable and accounts payable is making you a lot of money, yes? Like instead of sending that money out the door, mainly because you're involved in it is why you want to get rid of it. Is that the only reason? That's correct. Like I find myself in the details. There's one account that someone is able to manage really well. They have like good system, but then everything else, like, it's just exhausting, like in terms of that. So that's a good question because that's what I'm seeing now as well as I think about it. If you had team members who you could trust to get that done and you didn't have to think about it, would you keep those clients? Maybe one out of three. Okay. So one of them is just a problem and you don't want to work with them? I think so. Okay, great. So let's get rid of them. Bye. Okay. Mainly because when someone is taking up all your energy, that's energy that could go to business development. That's energy that could go to clients that are delight instead of clients that are a pain in the ass. Let's get rid of the people who are difficult, who are challenging, who slow

everything down. But then the other client that you do like, what about this team member that's

working with the one big client that does it all and you don't have to worry about it? Can you get

them to take on this other client as well? They're involved. Why aren't they running it? It's too confusing. They don't have the infrastructure. Like we even have someone else on this and like the client doesn't have the infrastructure to make it. Oh, the client is messy? Correct. Okay. And is, is this a client we're firing or no? Okay, so the messy client, we're firing. Okay, so they're gone. Okay. And this is, is this a client we're firing or no? Mm-hmm.

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