Business Growth Architect Show

Ep #150: Danielle Hendon: Six Steps to Take Charge of Your Business Finances with Confidence

• Beate Chelette • Episode 150

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Money management is one of the biggest challenges for small businesses, leading to stress and anxiety. Yet, you must know your numbers. In this episode, Danielle Hendon, breaks down the most common money mistakes entrepreneurs face—and how you can avoid them.


Many business owners avoid diving into their finances, held back by fear, anxiety, or simply not knowing what to track or how to interpret the numbers. Maybe you don’t enjoy crunching the numbers—or you don’t like what they reveal! In this episode of the Business Growth Architect Show, Danielle Hendon, founder of 4 Corners CFO, simplifies the complex world of business finance with her six-part financial system that makes it easy to take control of your money.

When you listen to this episode, you’ll learn things like:

  • How to turn fear into financial control by understanding the numbers that matter most.
  • How to leverage debt intentionally as a tool for growth instead of seeing it as a burden.
  • How to create a sustainable budget that aligns with your goals, not one that restricts you.
  • How to manage cash flow to ensure your business is always moving forward.

Danielle also reveals the common money mistakes most small business owners make—and more importantly, how to avoid them. 💡🚀

Danielle's six-part system helps you move from financial overwhelm to financial clarity, giving you the confidence to use your money as a growth tool rather than a source of stress. 📊✨

If you’re ready to take the next step in mastering your business finances, don’t miss this conversation with Danielle Hendon. Check out Danielle's website for more resources, explore her services, and learn how her system can elevate your business.

💬 Join the conversation: What’s the biggest financial challenge you’re facing in your business? Share your thoughts, questions, or tag someone who needs to hear this!


Other Resources Mentioned:

Danielle Hendon:  LinkedIn | Facebook | Instagram

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Danielle Hendon:

Hi. This is Danielle Hendon, founder of Four Corners, CFO, and on my episode of the Business Growth Architect Show, I will reveal how you can use the Six Pillars of financial success and the mindset that goes along with it to put more profit in your pocket. So make sure that you go check out the episode as soon as you can.

BEATE CHELETTE:

And hello fabulous person! Beate Chelette here .I am the host of the Business Growth Architect Show, and I want to welcome you to today's episode where we discuss how to navigate strategy and spirituality to achieve time and financial freedom. Truly successful people have learned how to master both a clear intention and a strategy to execute that in a spiritual practice that will help them to stay in alignment and on purpose. Please enjoy the show and listen to what our guest today has to say about this very topic. Hello. Welcome back. Beate Chelette. Here today, we are going to be talking about money and money and mindset. And with me today, I have Danielle Hendon from Four Corners CFO, and she is a specialist in everything money, and she's going to blow your mind with some of the tricks and tips she's going to share around mindset and money. Danielle, I'm so excited to have you on the show. Thank you for being here. Thank

Danielle Hendon:

you so much for having me any chance I can get, to get people to even listen to me talk about money instead of put their head in the sand. I'm excited.

BEATE CHELETTE:

I love that, that perfect introduction. So for somebody who does not know what a CFO does or is familiar with your work, will you tell them who you are and what do you solve for your clients, yes, we

Danielle Hendon:

do fractional CFO work, which can mean a lot of different things to a lot of different people. So make sure, if you're talking to other CFOs, that you ask what they do, because it can honestly mean different things for us, it means helping business owners put more profit in their pocket and build livelihoods and legacies. And we do that by going from balance sheet, which, yes, you probably very rarely hear that term, it's one of the least looked at financial statements, all the way to your budget and your cash flow, so that you can take control of where your business is going.

BEATE CHELETTE:

The first question I want to ask you is, why is it that people probably just having heard this are immediately going like, I probably should not listen to this podcast right now. What is it about money or these terms that people want to run away?

Danielle Hendon:

If you heard us introduce this and immediately got that, like stomach dropping out, cringe feeling you are not alone. And it's a lot of it is really triggered by shame and anxiety, the combination of those two, if you are not doing as well as you wanted to do, there is definitely shame, and you're going to bury your head in the sand so that you don't have to look at it. And if you feel like you are completely out of control, whether you're doing what you want to do or not, it just feels like chaos. Then the anxiety behind it can also keep you from wanting to look at the numbers. It feels overwhelming, and it can be overwhelming. There's a reason we go get whole degrees in accounting, but it doesn't have to be overwhelming if you've got the right team supporting you. I

BEATE CHELETTE:

like this a lot, so let, let's just go maybe through a scenario and money and mindset and money and tactics and money and balance sheet and, you know, p and l's and whatever there is, what is the mindset a business owner should have? And is there a different mindset for somebody who has a smaller size business, let's say somebody who is under $250,000 is there a different mindset I should have when I run a million dollar business, at a $5 million business, is there like a threshold of when I really need to get serious about my numbers?

Danielle Hendon:

You should get serious about your numbers the minute you're serious about your business. I don't think there's a threshold. I also don't think there's a specific mindset for those thresholds. Let me explain a little bit further. When we are introduced to a new client, the very first thing I ask them is what their goals are, what they want out of their business? Because I know, as a business owner, personally, it is really easy to get caught up in the the rat race like you literally just put yourself back on the wheel, even though you jumped out of the wheel, and you get caught up in trying to make more money, grow more business. First it's I gotta get six figures, then I gotta get to seven, then I need to get to multi seven. And it never stops unless you stop it. So the very first thing when it comes to mindset is, what do you want out of your business? What is your business giving to you? And how can your business help you achieve that? And it may not be that you need to be a seven figure business. It may be that you are going to be perfectly happy running what we call a lifestyle business. Where you're the only one working it, and you're bringing in enough money to do what you want to do and have the free time that you want to have. Now, if you do that long enough, you might decide that you don't want to be doing the nitty gritty details anymore, and you want some help. And that's going to mean that you need more clients to hire the health and still maintain your lifestyle, and that's where growth can start to happen very organically. But it's not that you need a mindset at a specific point. It's that you need to make sure you know what your goals are, and that your mindset stays focused on your personal goals and not on everybody else around you.

BEATE CHELETTE:

This is so aligned with what we've been talking about on the show a lot lately, I think that there's a really significant shift in the market, especially with having gone through an election cycle and the kind of language that's being used, and the us versus them and the big promises, you are with me or You're against me, I find all of this is a real, real turn off. Do you think that an external environment affects an internal response? I mean, if there's more fear in the external environment, will there be more fear in the internal environment? What do you see?

Danielle Hendon:

It's so funny. I was literally talking to somebody about this today. And while there are what we call economic indicators, there are external factors that can influence your business, because they're influencing your customers. At the end of the day, what matters most is how your business is doing. And yes, you're going to have thoughts and concerns and things that come up because of those external environments. But those do not have to influence your business. They might, but you need to wait and let your business tell you what's influencing it. And that means you've got to be looking at the numbers to know, Oh,

BEATE CHELETTE:

I love that so much. So that's really I want to make sure that we point this out, two, three times. This, I think, is really the key to everything. If you are focusing on the external circumstances, that's an excuse, because obviously something must be working, because people are making a lot of money. You know, I'm an investor, so I look in this, I look at my stock investments all the time, and when I look at some of the stock, or even if I go into the Apple Store, every time I go in the Apple Store, I think they must be giving things away for free, because it's always crowded. So there is an option for a business to come up with a product or service in any condition that will allow you to have success. If I use an external excuse, as the economy is really bad the recession, I'm not aligned, or I'm aligned with this administration, or it's the immigrants, or it's whatever other thing there might be out there, what you do is you remove yourself from taking responsibility over what you have control over, and that is always yourself. So let's go there. So now let me say I'm listening to the podcast. I'm going like crap. I probably, I probably need to get more serious about money, but let's say I'm under $100,000 or let's say I'm under $200,000 you know, somewhere in the sort of I can pay my bills. It's okay, but it's not great kind of place. What do I do now to get my money mindset around where I want to go, and how do I use this money to get where I want to go going? And I know you have a bunch of you have a system that you want to share with us today, so I don't know where you want to bring this in, but, but help me now to tell our audience to say, Okay, here's how we start

Danielle Hendon:

before we even jump into the system. And I do want to walk through that because it covers various mindset components along with logistics. But before you even go there, I want you to know that you should not be the one doing your bookkeeping. If you are, that's part of why you're overwhelmed by all of it. If you are not an accountant, you don't need to be doing bookkeeping. There are plenty of options out there at all kinds of price points to be able to help you with that. So make sure that you have numbers is the start. So have your numbers. The second part, before we jump into our framework is you have to look at your numbers. You have to be ready to look at them. And if that means talking to yourself about the shame or the anxiety. Ask yourself why you don't want to look. What is the worst case scenario if you were to look at the numbers and sort of back yourself through that, and why you're not wanting to look at them, and if it's because you don't think you're going to like it, then I would challenge you to then ask yourself, if you don't look, how can you. Change it, and if you don't like it, you want to change it. So let's take a look, so that we can take control and we can take action and change it, sort of like you were just saying, with the external environment and the excuses, they give us an excuse to not have to take action. But if you aren't happy with where you are right now, you have to take action to get somewhere else. So that is the first part of what I would cover before we even get into like financial frameworks.

BEATE CHELETTE:

I like this. I like this a lot. Where is this guilt and shame coming from? So

Danielle Hendon:

I will speak as a woman in business, because that's what I know the best. But a lot of times we carry a heavy burden. In a lot of different ways. You're carrying a burden in the house. You're carrying the burden of the business. And we take full responsibility for things that are not always our responsibility, things that are not always honestly in our control. Yes, there are a lot of things you can control in your business, but you can't control everything, and if you assign guilt and shame and responsibility to something that you are aware of and working on, it's basically you're telling yourself you failed at something that you're still in the process of building. I tell my husband all the time, and he laughs at me I said, failure is not an option. And he was like, yeah, it is. Failure is not an option as long as I'm still trying to figure it out, it's only an option. When I stop, you don't actually fail at something until you're no longer trying to figure it out. This

BEATE CHELETTE:

is actually very powerful, and I want to make sure that we pause here for a second and reiterate that that the idea to say I am not looking at the numbers because I'm not where I'm where I want to be, but you're on your path to get where you want to be, so you're judging yourself for a step on a path that leads to a destination that you're not even at. I think that's a very powerful and simple visual for our listeners, and for those who are watching this live, is to say, let's be real here, like you can enjoy the view on top of the mountain unless you've gone all the way to the top, and if you're not, if you're on the path there, your view might be, might be not clearly visible. It might be obstructed in some sort of way or shape or form. Danielle, we talked a lot about the mindset and shame around money. I loved what you said around these ideas of getting clear on what am I taking on that is not necessarily mine, and judging myself for something that I've set out to achieve but haven't achieved yet. So talk to me about the system that you have created to help all business owners, which we've established there is no particular financial threshold you have to achieve for this to work. So tell us about your system, please.

Danielle Hendon:

Absolutely. I want to say one more thing before I jump into it, because as you were talking about the step along the journey, I also want to tell you you can change your mindset and remember that success is inevitable. You will get to the top as long as you keep stepping. So it's inevitable that you're going to reach your goal. You just have to keep going.

BEATE CHELETTE:

My performance coach, my high performance coach says is, I actually have a sticker on my computer and it says success is inevitable and never ending, yes,

Danielle Hendon:

and that's the mindset that is going to get you to look at the numbers. Because if success is inevitable, you want to know how to get there as fast as possible, and to get there faster, we want to figure out what needs to change, and that starts with the numbers. So in this framework, we go through six parts, and I'm going to tell you the logistics and the mindset that are both baked into it. We start with the balance sheet, which is the least looked at financial statement. If you have never heard of it or never looked at it. I don't want you to feel bad, because most people haven't. It is not your P and L. It doesn't show you revenue, and you can go get your bank balance off of your bank account and never touch your balance sheet, but it does tell a story, and when you have a bookkeeper or someone helping you to maintain your books, your balance sheet is the foundation of all your finances, it's like the checks and balances we do, what we call reconciliations, and I'm going to date myself in comparing them to reconciling your checkbook and making sure all the checks went through the bank account before you spend money that you shouldn't. It's sort of like that. But for your business, the mindset side of your balance sheet is that your balance sheet is where your debt shows up, whether it's credit card debts, whether it's term loans, whether it's a line of credit. When we are talking to a new client in that very first month, I want to know, do they have debt? And if they don't, why do. If they do, why? Because there is a lot of negative connotation around debt. They're all the Dave Ramsey's of the world and telling us that we need to be debt free and you shouldn't have any debt. But realistically, debt can be a very powerful tool in your business, if it's used right. Debt is not good or bad. It's just a tool, and when you use it with intention, and that's the key here, unintentional debt, I swiped my credit card too often, it did not give me any return. Intentional debt could be that you took a loan so that you could hire a new employee and pay them, because on the other side of them, getting up to speed, you're going to make exponential revenue. That's good debt. Another really good reason to have debt, and something I recommend to every business owner, is to go get a line of credit. Get it before you need it, because it's going to be hard to get when you do need it, while your books look good, it's easier to get financing. Go look into a line of credit, usually, with a local credit union, is going to be your easiest option. The reason I say this is because every single one of us will, inevitable, inevitably, have that moment where your stomach drops out. There will be a bad month. There will be, it just happens. There will be, and I don't want you to blame yourself for it when it happens,

BEATE CHELETTE:

or equipment breaks, or your car breaks down, or pandemic hits, I

Danielle Hendon:

mean, Lord Yes, exactly,

BEATE CHELETTE:

or something, yeah, of that magnitude, yeah. But

Danielle Hendon:

I want you to have this line of credit, because when that happens, your mind is going to go immediately to I need money, and you are going to say yes to all the wrong things. You will say yes to anything that puts money in your bank account, even if it doesn't actually make you money in the long term. But what a line of credit can do is give you space to have some peace of mind and think rationally about the next step in your business with that space, you can pivot. With that space, you can go find the right clients. With that space, you're not worried about how you're going to pay tomorrow's electricity bill or payroll while figuring out how to pivot in your business.

BEATE CHELETTE:

Yeah, I think this is, uh, some, some really good advice. These are some good, good, good, good tactics. Okay, so let's continue. So look at the balance sheet, look at debt, look at look at this with big girl pants.

Danielle Hendon:

Yes, I love that term, because really you this is going to be the first thing you're going to look at it is going to be foreign to you, and it's okay that it's foreign. So part two, once you're comfortable with your balance sheet, you know that you've got reliable numbers, because that's always got to be the start. If the numbers aren't reliable, we don't want to go look at the P and L, but once your numbers are reliable, the next step is to look at your revenue. 90% of the time when a new client comes to us. They have a single sales line in their P, L, all of their income, all of their sales, are bundled up into this one line. Oh no, and no, yes,

BEATE CHELETTE:

oh no, oh no. Business sells one thing, no, no, and then you will never know what is, what makes money and what doesn't make money, or what the units are that you moving the most no

Danielle Hendon:

idea. You cannot tell the story with one line. So the last thing we do is figure out what are all of those revenue streams? How do you split it up? Either by offer, by type of income, by location, service product? Yes. So we've got to figure out the split, but then we also want to figure out the revenue generating cost. If you're a little more accounting fluent, you might know the term cost of goods sold, but I like to call it revenue generating cost, because it makes it really easy for people to identify the things that aren't there but should be, because just like most clients, have a single sales line. A lot of times, service based businesses will not have a cost of good salt because they're like, Well, I'm I don't have a cost. Every piece of revenue has a cost, and if that cost is your time, you need to value your time and assign a cost so that you understand the true profit margin by product or service of what you are doing in your business. That is the logistical side. I want you to identify the different products and services, know what their revenue is, identify the revenue generating costs so that you can calculate your profit margin. Profit Margin is revenue minus cost. Easy peasy. I want, yeah, what's profitable

BEATE CHELETTE:

the cost, the cost of goods sold. My book keeper sometimes challenged me and says, Is this cost of goods sold? I'm like, it is, you know, like, and I want to spend a minute on this. I'm a certified mind breaks practitioner. I. So part of my personality assessment is the cost that caused me to make these assessments, and then whatever, the booklets and stuff like that that goes against my coaching, because that is a reduction of my profit and is directly correlated to my work as a coach, even though coaching is a service and I'm buying a physical product if you so want to so also put these things in. Or if you are coach, a consultant, and you, you know, you have to rent a place to do the consulting. That is a cost of good, cost of consult well.

Danielle Hendon:

And I would challenge you even further, so many people don't value their time, and this is not what I'm going to call generally accepted accounting principles. I'm a CPA, and I know better, and there are technical ways to do this, but there's also an easy peasy way to do this. And I want you to think about what you as a business owner either are currently paying yourself or want to be able to pay yourself, and divide that by the number of hours that you want to work in your business, that is your hourly rate. And if you are coaching somebody for an hour, you better be charging a profit margin on top of your hourly rate to cover the rest of the costs of your business. So make sure you know what your time is costing, and then the mindset component for revenue, especially with women in business, men don't struggle with this quite as much. When's the last time you raised your rates?

BEATE CHELETTE:

I raised my rates, probably about a year ago, a year now. That's not

Danielle Hendon:

bad. That's not bad. Sometimes when I talk to people, it's, I don't know, and they're still running what the same rates they had five years ago. Even if you are a service based business, and you don't have to pay for a bunch of product costs that you would easily see, the the increase in price on your cost of living is increasing. And if you were an employee anywhere else, you would have been giving yourself a cost of living raise, which means your profit margin now needs to take into consideration a an increase on what you're charging, so that you're still making money. And then I want to go a completely separate side note to that, because we've talked about revenue from the perspective of cost, which sounds like I'm a proponent of cost based pricing. But actually, I don't want you pricing based on cost at all. I just want you making sure you're covering your costs with your pricing. What you really should be pricing is based on your value and your worth and what you're delivering and the transformation that you're giving people. It's not about how much it costs you, it's how much it's worth to them. Yeah, 100%

BEATE CHELETTE:

and that, that I think is a is a major, major misunderstanding, especially in consulting and coaching, where people say, Well, what's your hourly rate? I don't have an hourly rate. You know, I my coaching consultant. Consulting is based on 40 years of experience, and so I I have shortcuts. They're gonna get you there in a much shorter amount of time. So you're gonna invest time or money. So if money is the criteria, then you need to go with somebody who's cheaper, but it's gonna take you longer. If time is the criteria, and time should always be the criteria. In my opinion,

Danielle Hendon:

it's the only thing you can't get more of.

BEATE CHELETTE:

Yeah, you need to. You need to pay more. And as

Danielle Hendon:

a business owner, you need to be valuing that transformation, the value added, the value that your customer gets. And you can do some market research, look at what other people are doing, excellent.

BEATE CHELETTE:

All right, let's move on to the next All right. Third

Danielle Hendon:

piece is all about your expenses. So outside of revenue generating costs, you have what we call non revenue generating or operating expenses, all those things below your profit line, inside your P and L, we put them in one of three buckets. It's either required, which is cell phone and internet, or if you've got a building and you've got rent that might be required, you've got personal perks, which is anything tax related that we've funneled through the business for deductible reasons, but it probably doesn't add value to the business. Every single thing you spend that is not absolutely required or a personal perk is an investment in your business, and I want you to look at it and think about how it returns time, money, or both back to your business. And if it's not, I want you to ask yourself why you're still paying for it. We are so knee deep in budgets with clients, you have to know what you're going to nix so that you can get into the next year and be where you want to be and start off strong.

BEATE CHELETTE:

And the word no is in the word to know. Mm, hmm.

Danielle Hendon:

I love the I might, I might have to borrow

BEATE CHELETTE:

that one. Go ahead. Go ahead. It's a result of this amazing podcast.

Danielle Hendon:

Don't go cutting things that are actually giving you a return on investment. And this is where. Of the mindset comes in, because when we think of return on investment, we automatically think money. But like we were saying earlier, your time is actually more valuable than money, and if it's saving you time, it's it might be worth the money or

BEATE CHELETTE:

sanity. You know, I have this conversation all the time. My husband works from home. I do not want to spend 24 hours a day with my husband. I mean, as much as I love him, it's just not gonna happen, and he takes up a lot of space. I rent an office, but it's not cheap. This is Los Angeles, Palisades, but then I think about the costs that it would have on my mental state and my mindset and my my prosperity mindset. I love going to this office. I love my office. I have a podcast room. I just walk in here, pop on the lights and I'm ready to go. I couldn't do that anywhere. So these things you know to your point, also have a return on investment. Is not always just financial. It's also part of a mindset. Piece. What puts you in the mindset of prosperity

Danielle Hendon:

and sanity? Sanity is important and not burning out.

BEATE CHELETTE:

Yeah, truly. All right, let's move on to the next Daniel fourth is

Danielle Hendon:

building your budget, and I'm not going to actually talk about a ton of the logistics, other than we are a fan of what I call bottom up budgeting. So everything that you just went through and identified for your revenue and your expense, put a line in your budget and then roll it up to a number that you can put into QuickBooks or something else, but know what makes that number up in detail, so that when we get to part five, it'll make sense. So I'm going to save that. And then on the mindset side, I want you to take a really big step back when you build that budget, and I want you to make sure that this is aligned with your goals. Are you putting in more hours than you want to to get to this number? Are you? Is this aligned with the type of business you want to run, and is this aligned with what your business needs to give you in your life? Otherwise, we can all just go be employees somewhere, like, let's be honest, we don't want to be working 4060, hours a week when you could probably make more money being an employee somewhere. So what is your goal to get out of this business, and how is it going to serve that so when you build that budget, make sure that forward looking future perspective is going to get you where you want to be, and if it's not, start looking for what you can change.

BEATE CHELETTE:

I like that a lot. All right, let's move on to number five. Part.

Danielle Hendon:

Five is my favorite. It's where we do the budget to actuals. I tell all of our clients, this is where the magic happens. This is where you get to tell the story. So my mindset moment here is that when you write a budget, when you set a budget, the goal is not actually to meet the budget. The goal is to understand why we don't meet the budget so that we can take action. I do not want you to think of a budget as a restriction. I want you to think of it as a roadmap. Because when we look at the budget to actuals, it's just the guideline, it's the ruler. So I can say how far above or below, and if we're above or below, why? Why are we above or below? Do we need to make a change in our budget, which is our expectations, or do we need to make a change in the business so we can get back to our budget and our goals? Okay? Part Five is my absolute favorite, but I will say it's very technical. Like, literally, you want all those details, because we're going to be like, Hmm, hey, why didn't your internet bill come through this month? I didn't see it. Is it is it gonna end up hitting twice next month? Did you cancel it? What's going on? Or my favorite, if revenue came in high I want, I want you to think back and ask yourself, how that happened? How do we do that again?

BEATE CHELETTE:

Yeah, what happened this Yes, exactly. Yeah. What did you do this time? You know, do you spend more time on making sales calls? Yes, yes, yeah.

Danielle Hendon:

How do we do it again? Yeah. And then part six, which is honestly what most people come to us asking for, is cash flow. Usually, when someone comes looking for a CFO, it's because the bank account hurts. And I wish we could start with cash flow. But in order to have a realistic cash flow forecast, you have to have a budget. You have to know where you're going to predict where the money's coming from. There are things we can do if you are in a cash pinch right now, while we're listening to this, there are things you can do, and I will tell you, go look at your accounts receivable and collect every penny you can. And you can go make cash feel better, but realistically, for a long term cash flow projection, we need that budget, and then we want to layer in saving for taxes, because I want you to be profitable, and if you're profitable, you're paying taxes. That is our mindset. Component for Part Six. I know none of us want to but we will. You will end up paying taxes if you have a profit. And I want you to be as profitable as possible, and we will work with all the best CPAs and tax people to come up all the strategies we can run through. But at the end of the day, I don't want you to be surprised in April. I want you to know that your taxes are coming. Yeah, I also want you to be paying a profit distribution. Yeah. So if you are not paying yourself a profit distribution, you are losing out, honestly, on the whole point of running a business, so making sure that that is also part of your cash flow, because it won't show up in your budget, and then any of those debts that we talked about having are also going to need to be in your cash flow because they don't technically show up on your P L, so they won't be in your budget. And I want to make sure that the cash looks good. We want cash to stay in the red, in the green. We literally have a spreadsheet that we use with clients, and it's color validated. So as soon as something goes nice, we're like, red. We need to talk about the red. This is not good. This is

BEATE CHELETTE:

amazing. Yeah, I feel like we got, like, a full on financial education just now for business owners. So Danielle, for somebody who heard this and goes, shoot, I need to get better at this, and I want to consider working with Danielle. Where do we send them? We

Danielle Hendon:

have a landing page set up just for you guys. It is going to be the number four, not the word the number"4" cornerscfo.com/business,

BEATE CHELETTE:

Growth architect, easy enough, exactly. All right, I think that's it for us. For today. Danielle, this was amazing and really insightful. So it's a good interview if I want, if I want to now go and run my own numbers and go. Been kind of slacking on that one a little bit. So thank you so much for being here today. Thank you so much for having me. And that's it for us. For today, I think that what we learned today is that you cannot have control over your numbers unless you know what they are, and that it is important to look at things even if you don't like looking at them, look into the reasons on why there might be shame or guilt around money. I certainly have had a lot of revelations myself around my own shame and guilt with money, which comes from surprise surprise, my childhood and I do not recommend you taking mindset, mindset ideas that you had as a seven year old into your adult business life, and with that, I say goodbye. This was a great episode. Thank you so much for watching or listening to this episode, and goodbye. So appreciate you being here. Thank you so much for listening to the entire episode. Please subscribe to the podcast, give us a five star, review, a comment and share this episode with one more person so that you can help us help more people. Thank you again, until next time. Bye. You.

People on this episode

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Beate Chelette

Host
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Danielle Hendon

Guest