Right About Now with Ryan Alford - From Corporate CFO to “Mr. Biz”: Ken Wentworth on Scaling Businesses, Cash Flow & Entrepreneur Mindset

Episode Date: March 13, 2026

What separates businesses that scale from those that stall? In this episode of Right About Now, Ryan sits down with Ken Wentworth — also known as “Mr. Biz.” After a successful corporate career at JP Morgan, Ken left the corporate world to become a fractional CFO and business strategist, helping companies uncover hidden opportunities inside their financials. The conversation explores what many founders miss when building a business: strong financial fundamentals, leadership mindset, and the willingness to challenge the way things have always been done. Ken breaks down how improving cash flow, budgeting discipline, and margins can dramatically change the trajectory of a company. He also shares what he sees across the companies he works with — from why many businesses stay stuck at slow growth to how economic downturns can actually create major opportunities. Ryan and Ken also dive into the evolving role of technology and AI in business, the mindset needed to scale companies, and why many entrepreneurs underestimate the value of listening to their team. Topics Covered • Why many business owners are great at their craft but struggle with the business side • Ken’s transition from JP Morgan executive to fractional CFO and strategist • The three financial pillars every company must master: cash flow, budgeting, and margins • Why economic downturns can create major opportunities for growth • How mindset determines whether businesses stagnate or scale • The biggest mistakes companies make when trying to expand locations • Why great companies prioritize employees first • How AI is beginning to impact operations and decision making in business Connect with Ken Wentworth Website: mrbiz.com Instagram: @MrBizSolutions Book: Don't Fake the Funk: F Being Average Connect with Ryan Alford Website: ryanisright.com Instagram: @RyanAlford Listen to Collector Nation

A lot of times business owners are really good at the widget they produce or whatever service they're providing. But they're not really good on the business side of things. Increasing sales, increasing your net income, increasing the value of the company. Especially now, you get a lot of baby boomers that are considering exiting and wanting to sell their company. How do I improve the value of my company? This is Right About Now with Ryan Alford, a Radcast Network production. We are the number one business show on the planet with over one million downloads a month. Taking the BS out of business for over six years and over 400 episodes.

You ready to start snapping next and cash and checks? Well, it starts right about now. Hey guys, what's up? Welcome to Write About Now. We're always getting right. We're always right now. We're taking the BS out of business. And hey, what better way to take the BS out of business than talk to Mr. Biz himself?

Ken Wentworth, author of three bestselling books, a known radio master. What's up, Ken? Good to be here, man. We're taking the BS out of business. We've got to go straight to Mr. Biz. That's right, man. I'm here for it. I do respect the registered trademark on Mr. Biz as a marketing guy.

Hey, you got to lean into that brand, baby. Honestly, I was very hesitant initially. Enough people pushed me. I finally said, I might as well lean into it. People remember stories, and they also remember catchphrases and things. There's mastery and simplicity. And Mr. Biz is simple, but it's straight to the point. You're Mr. Business.

You talk about your own business. The brand is aligned. And it's what people remember. Let's set the table on who is Mr. Biz. I had a corporate career for a long time. I worked at J.P. Morgan was able to send a pretty high level there. I was being promoted in the top 1% of the company, which sounds great. Got a mentor, walk through things.

He said, you need to be a CFO for six or eight businesses. And I'm thinking, how the heck do you do that? Because being a CFO in my corporate world for one business in J.P. Morgan is a 60 to 80 an hour a week job. How can you do that for multiple? You're going to clone yourself? What the heck? He's like, no, you're doing on fractional basis. part-time basis. Once he explained it to me, it made a lot of sense. I left J.P. Morgan. I got my first

client. This is what I'm supposed to be doing. It's not work for me. What I do for a living is a hobby now. It's a hobby you enjoy to do because I love it so much. Someone asked me, how many hours a week do you work? I don't punch a clock. They said, what do you mean you don't know? You don't work a certain? I'm like, no, I don't. I have flexibility. My kids got a game. I take off and I quit work at at 2.30 in the afternoon and go to the game. I might work from 9 o'clock at night to one in a morning or something, too. I do some form of work almost seven days a week. I don't say that to brag or like, oh, man, I'm this big hustle grinder or whatever. It's just because I like it. A lot of times my wife and daughter will go to bed in the evening, I'll pop into my home office

because I've got something I'm working on. I'm excited about. I'd rather do that than sit and watch TV. And people are like, man, there's something wrong with you. I'm the same way. I own multiple companies. And I might be gone at 11 a.m. to do something that no one else has the flexibility to do. I'm doing business. And not because you had to, but are you enjoyed, you got an idea. You want to flesh it out. Same thing. I think that's the entrepreneur gene. It helps what you do what you love. I'm very grateful, blessed that I'm in a position I'm in now. I had a client I had been working with for a while. They're getting to a point where they need a full-time CFO. I said, okay, I help you transition. I'll help you find someone. And then

we'll do the transition. She said, well, why don't you just come work for us? And I said, I love working with them. They're a great client, great people. I didn't want to do it. I can't imagine ever again working with one company, going to one office. I just can't imagine now being kind of locked down to that. They're just working with one company. or whatever. It's one of the things I love about what I do is different challenges of different companies, different personalities, different industries. And she said, well, there's got to be a price. Give me a price. And I said, five million dollars. She said, for what? For 10 year contract? I said, no, for one year. She said, I can't afford that. I said, right. So that means the conversation's over.

So let's move on. I'm very grateful being the position I'm in now. It's pretty rare. I mean, how many times you talk to someone who actually loves what they do for a living? And they're not just check in the box. They're not on Wednesday going, oh my gosh, is the weekend here yet. I'm not that way. Sunday nights, a lot of times I have trouble sleeping. I start planning my week on Sunday, and I get jazzed up about what I got going on during the week. I'm laying in bed on Sunday night going, man, on Tuesday, that's going to be awesome. I'm going to do this. I'm going to do that.

Wednesday, I'm going to talk to this. There's not many people in that position. I don't take it for granted, but I'm definitely very grateful for it. You have a popular radio show. Talk about that where the Mr. Biz came. Talk a little bit about that journey. They had asked me to be a guest on someone else's show to come on as a business expert. They take callers.

There was me. There was an attorney, and there was like a marketing person. So business owners will call and ask a question, depending which one of us, we would answer their question, trying to give them help. I was on the show two different times. I did a couple different segments. The GM of the station said, hey, man, I've been looking for someone to host a business-related show for almost a year now. You're my guy. You've got to host a show. I'm like, I don't do that. This was fun, but that's not in my wheelhouse. And he said, what I'm finding is I'm finding people who are either super knowledgeable, but they have the personality of a thumbtack, or they don't have any depth of knowledge and they're just super charismatic and sound like you use car salesman.

You're a combination of both. I'm like, I'm not sure how to take that. But they finally wore me down. I said, I'll do eight shows and see if I like it. Probably about three or four shows in. I was like, this is pretty cool. I really enjoy it. It's funny.

I think a lot of people think, oh, you're a radio show host. I'm like, that's like this much of what I do. That's almost like a little side project thing. I do enjoy it. It's a lot of fun. I get to meet a lot of cool people and talk a lot of cool people and learn from a bunch of different people as well. I guess I have on a show and things like that. It's another avenue, creating content and be able to put content out for people and things like that.

I definitely enjoy it. As a fractional CFO, when you step in, what are people looking for you to help with? And maybe what's some of the most practical outcomes that come from your expertise in what you end up helping businesses with? Typically, I come in as very strategic. My undergrad's in accounting, but it bored me to tears. I worked for the first couple years in my career in accounting. And I'm like, oh, my gosh, this is like way too far in the weeds for me. Typically coming in and helping a business, a lot of times they're businesses that probably a lot of people can relate is they've been a business for 8, 10, 15, 20 years.

and you kind of start to get a little bit of tunnel vision and you start to get the, this is the way we've always done it mentality and having a fresh set of eyes that come in and say, wait a minute, guys, why are we doing this? It's so often I come into a business and there's so much low-hanging fruit of ways to improve and make massive changes where managing their margins better. In a nutshell, meaning that for every dollar you're bringing in sales, you're keeping more of it. More of it's standing up in your pocket to the end of the day. And that's not just cutting expenses and things like that. It's a lot of other strategic things to do and making sure you're pricing things. And a lot of people just come in the air and they're

pricing things a lot of times without considering what should your margins be on those different things and managing through some of that stuff, ways to increase sales. This stuff's in your way house as well. There's so many times you get that mentality. We've always done it this way and picking their head up out of the weeds to like see the forest a little better and a little clearer. When I first started doing this after I left my corporate career, I was like, can I really do this? Can I help people? Can I really make a difference? And then the first client I'm with in 90 days, the change. You could see the transformation in just the first 90 days and then obviously beyond that. And then the next client I got, And it's like, holy crap, it gave me a lot of confidence to say, yeah, I am pretty good at this.

It's easy for me to go in. And I just always thought because everyone has this knowledge. I was in the corporate world. I was in a financial company, and there's a lot of financial smart people around me. So I just thought, well, everyone has this knowledge. Everyone thinks this way. And a lot of times business owners are really good at the widget they produce or whatever service they're providing.

But they're not really good on the business side of things. Increasing sales, increasing your net income, increasing the value of the company, especially now you get a lot of baby boomers that are considering exiting and wanting to sell their company. How do I improve the value of my company? In my agency now, my role a lot of times with the client is what you just described, because that's my expertise in marketing and branding. It's really almost more that business consultant type role. And I was just sitting here thinking, I'm like, man, I'm going at this from.

Some of the challenges we have is we're kind of always on the agency side of the fence. They want to listen to me, but unless you're like on the team, even if fracturally, it's hard to get implementation to happen. Half the time we were working with a client, if they would get this, this and this out of their way or do this, a lot of times that's more than one ad who's going to save the day. This ad could do it, and we can write you a great campaign, but that's just going to be a lipstick on the pig. When I'm talking to someone who's a prospective client, and I found this out early on, you've got to have someone who's willing to listen and willing to implement.

I had one client. That's how I learned it that giving them all these different things to do and change in their business, and they're not implementing anything. I really took a step back. I tried some different approaches. I really have to make sure that when I'm talking to someone to prospective client, that they are going to listen. I'm not saying everything I say is gospel. Like I've got every great idea in the world.

But when we do agree on something that they're actually going to make the change. And so for me, having someone that's an ally in the business that's not just a CEO, but someone under the CEO that's C.O. Or something like that, that's actually going to be implementing some of these things. It's critically important. One of the things I do that I require for a client, if you have a staff meeting with your leadership team, I'm in it. Because I want to be part of the team. I want to be perceived this part of the team, and that way it helps me keep my finger on the pulse of the business.

And it gives me a voice at that table to push some of the initiatives that I'm trying to get some of the changes. I'm trying to think, who's picking up on this? Have we made any progress on this? And that made a huge difference, really making sure that I'm involved in some of those key meetings when they have quarterly planning off sites. I'm there. And a lot of the clients are like, you'll do that.

You don't even an employee of ours. I got to be part of this. I want to. And it's going to help me be able to help you better. It's critically important to be involved. It's so frustrating to have someone that doesn't implement. You just did these two other things. It could be explosive.

The name of our agency is radical. And that was intentional because I think of myself as a progressive marketing guy and progressive thinker. Also, to give license to ideas because I'll pull the card on the client. You hired a fucking agency name radical. And you're telling me that idea is too crazy? I do the same thing. I had the last big client I brought on.

It was a company. They've been in business for almost 40 years doing pretty well. They're doing 20 million a year. They gave me their books. I'm looking them over and everything. And I went back and had a second meeting with them. We get to the end of the meeting. and I said, look, if you want a CFO that's going to help you maintain your 20 million a year,

22 million a year, I'm not your guy because this company is a 50 million dollar company. If you hire me, I'm going to push your ass to 50 million. And if you don't like that and you don't want that, don't hire me because you're going to frustrate the crap out of me and I'm going to frustrate the crap out of you. You want someone to push you to 50, then hire me. Let's go. Let's go. And the guy stood up. He pounded his hands on the table and he's like, you're my guy. Let's fucking go.

I was like, okay. I love it. I knew that company and the potential, they had. I'm like, man, they're going to drive me nuts. Like if they want to just chum along at 20 or 25 million, that's going to drive me crazy because I can see the potential for it. Just put the cards on the table. If that's not going to work for you, then we probably shouldn't work together.

Exactly. Again, before we transition into the state of business, what is formulated Mr. Biz? Is this nature or nurture? Are you a student of some form of business technique or you've read a billion business books and you've just distilled it into your own thing? Or is this just innate? I think it's a little bit of a combination. almost a little bit of everything. A lot of it was just the experience I got in the corporate

world of JPMorgan working in a lot of different types of businesses. At one point in my career, I worked in the private equity. We would go into businesses and private equity. We would go in and turn businesses around. I love that. The only reason I didn't stay with that is we started a family and I was traveling a lot. And so I don't want to be on the road and missing out on my kids and all that kind of stuff. So I pulled out of that group. I call my three pillars of financial success. So this is what I start with, with every client I start with. We start with cash flow, you know, cash in a other business. And there's almost always ways you can improve your cash flow. Usually things are very simple to implement to improve your cash flow pretty quickly. Budget.

If you're not going to have a budget, you can't work with me because a budget is so critically important on making sure you're measuring how you're doing every single month. That way you see what the heck is working and what the heck is not working. And you could fix it right away, not get six months into the year and go, holy shit, we're not going to hit our sales goal for the year. Now what are we do? And then the last part is I caught mining your margins, talking about your pricing and your margins and everything I touched on a little bit earlier. But there's almost always subtle ways to improve that. And I don't mean just cutting expenses and things like that, but ways to improve those things. Those are the foundation of any financially strong company. You have to have

those three things. Once you have those right, you got three strong pillars to set the business on. And then we can start talking about other things. Really, for me, foundational, you got to start with those. But yeah, I think it's a combination of my experience. Just seeing a bunch of different businesses and us people want to see. And again, it's bragger. I'm like, I am pretty good at this because someone will give me their P&L and I'll look at and I'll be like, your sales have been declining for the last six to nine months or so. I can see. And they're like, how can you tell that from looking at that? I'm like, I don't know.

If anyone remembers the baseball player, Barry Bonds, right? Oh, yes. I remember seeing him interview, this is when he's still playing. And they were doing a slow-mo of the pitcher. And they said, tell me what you're thinking. And they show a pitcher and they're winding up. And they literally, to give him the remote control. And the pitcher, like, starts to rock back in his stance and then there's windup.

And he paused it. And he said, did you see how he rocked back on his left foot? He took a step back further than he did the last pitch. He said, that probably means that it's going to be a fastball because he's dipping back further to get more. And they're like, you saw that. And then he gets a little bit further. And he's like, you see how he's got his glove held?

It's probably a change up because of this, this and this. And they're like, how do you know that? He goes, I don't know. I see it. I think, why can't everyone else see it? It was interesting. Barry Bond had a few home runs. He was a natural for sure.

Ken, where can everybody keep up with everything you're doing? Your books. Talk about don't fake the funk, your latest book. What do people expect from that? And where can they find it and all that stuff? Yeah, the easiest way to find everything we got going on is Mr. Biz.com, all the stuff's out there, radio show, the books. and all that good stuff. You know, the book, it's different. My first two books were business-related

books. This one was completely different. It's not business. It's more goal-oriented. I had, unbeknownst to me, just kind of going along, I used to be a competitive power lifter and had a lot of success there. And a lot of the goals I tackled in life, I developed this four-step approach on how to tackle goals and achieve, like, big goals. I was talking with someone who I mentor and was kind of walking him through. He was trying to do something. I'm like, well, I would do this. And I was kind of walking through. And again, not even knowing. And he's taking notes. And he's like, really, just make sure I got this right. It's basically just like four steps. I'm like, yeah, I guess so. A couple weeks later, going through the same process with someone else I mentor,

same thing. The woman's like, it really sounds like it's kind of just like four steps. And I was like, so I started thinking, I'm driving home from that second of meeting. I'm like, yeah, it is kind of four. And they're like, this is great. I do a lot of speaking engagements. It was this guy, his speaker backed out on him. It was early December and it was like a holiday party kind of thing. And he's like, hey, can you come and talk about? I'm not going to talk about. I'm not going to talk about. People don't want to hear that crap. Like people are having some adult frescoes. They don't want to listen to someone talk about. cash flow or whatever. They got this new topic. Talked about it. Everyone loved it. Standing ovation,

all this other crap. And people coming back afterwards. And they're like, please tell me you have a book about this that outlines all this. And I'm like, no. So I'm like, maybe you need to write a book about it. So that's, that's what it ended up becoming, don't fake the funk. And subtitle you might appreciate is F being average. From marketing branding, we were testing out subtitles for the book. I knew Don't Fake the Funk was going to be a title, but like, what's the subtitle, right? We came up, we brought it down to four options. And we hired a company. We survey a thousand people that were in the demo for the book. F being average had more than the other three options combined. It had 54% of the votes and the other three combined had 46%. I was like,

okay, let's go with it. Because people were like, you can't put profanity, let alone the F word in a subtitle your book. And I'm like, the people have spoken. Let's go. Yes. Does not surprise me. It's funny. I was surprised by the results. We put the asterisks. It's not spelled out. But still, I mean, I was very surprised. And I caught some heat. People were saying, I know what kind of person you put that word in the subtitle your book. And I'm like, hey, man, if that offends you, you probably don't want to read the book. You probably won't like me either. Some of the people get caught up on the cussing thing.

I don't think I have a potty mouth, but it's just natural. It's just words, man. It has emphasis. But, man, the amount of people that really get in their panties in a lot over that shit, it's mind-blowing. Anyway, I love it. Don't fake the funk. Fuck being average. With or without the fuck, it's empowering and motivational.

That's why people like it. And I'm assuming from the premise, and I did skim through it, but admittedly from show booking to getting you on, I haven't read the full book. But I have to assume you're kind of saying, you know, don't fake it till you make it. You got to live it to get there. Absolutely. Yeah. I'm not a fake until you make a guy at all.

I think that's trash advice. If you're faking it to you make it, it's always fake. If what you're making a copy of isn't great, then what you get out on the other, it's not going to magically have higher resolution if you make a copy of a bad photocopy. Yeah. Right. Right. Exactly.

It's almost the exact same thing. I really appreciate you coming on. I was honored to be here, man. I appreciate it. It's good conversation, Ryan. You know where to find us. Ryan isright.com. You'll find all the highlight clips and the full episodes from today,

including the YouTube video. We've got some exciting things coming on the video side, and I'm always at Ryan Alford with that blue check before you can buy it. We'll see you next time. I'm right about now. This has been right about now with Ryan Alford, a Radcast Network production. Visit Ryaniswright.com for full audio and video versions of the show.

or to inquire about sponsorship opportunities. Thanks for listening.