She's On The Money - 3 Ways To Grow Your Business Like A Pro

Episode Date: August 27, 2024

Feeling overwhelmed, juggling a million things, and wondering if it’s time to ask for help? Or maybe you’re spotting some exciting opportunities but can’t decide if they’re worth the leap? In this episode of The Business Bible, we’re tackling one of the biggest questions every entrepreneur faces—when is it time to scale? Whether you’re running a full-fledged business, hustling on the side, or just curious about what it takes to grow something from the ground up, this conversation is for you. Join your business besties, Victoria Devine, and Jessica Ricci, as they share insider tips, personal stories, and practical advice on scaling smartly without burning out. Acknowledgement of Country By Natarsha Bamblett aka Queen Acknowledgements. The advice shared on She's On The Money is general in nature and does not consider your individual circumstances. She's On The Money exists purely for educational purposes and should not be relied upon to make an investment or financial decision. If you do choose to buy a financial product, read the PDS, TMD and obtain appropriate financial advice tailored towards your needs.  Victoria Devine and She's On The Money are authorised representatives of Money Sherpa PTY LTD ABN - 321649 27708,  AFSL - 451289.See omnystudio.com/listener for privacy information.

Hello, my name is Natasha Nabanunga-Bamblett. I'm a proud Yorta Yorta, Kernai, Wolperi and Awadjeri woman. And before we get started on She's on the Money podcast, I would like to acknowledge the traditional custodians of the land of which this podcast is recorded on Awadjeri country, acknowledging the elders, the ancestors and the next generation coming through. As this podcast is about connecting, empowering, knowledge sharing and the storytelling of you to make a difference for today and lasting impact for tomorrow. Let's get into it. She's on the money. She's on the money.

hello and welcome to the business bible are you noticing some burnout signs juggling multiple hats and wondering if it's time to bring more hands on deck Maybe you're seeing some bright opportunities on the horizon, but you're not sure if they're worth chasing. Well, today we're diving into one of the most crucial questions for any business, and that's when is it time to scale? I'm Victoria Devine, your business BFF, and I'm here with our side hustle superstar, Miss Jess Garucci. Hi, Jess. Hello. Welcome back to another episode of The Business Bible.

Happy to be here. I love the business episodes. They're so fun. And I'm so excited for today because I feel like you hear the word scale a lot in the business world. People are always saying things like scale to 10K in one month. Oh my gosh, it's crazy, isn't it? Yeah. People just popping off using the word left, right and center. And it sounds- Yeah, that took me like six years. It sounds great in theory, but like what does it actually mean to scale in business? It's a good question and probably the best place to start. So from the start, scaling your business is kind of like adding the perfect accessory to your favorite outfit. It's

all about enhancing what you already have without losing your unique style, which is harder done than said. In business terms, scaling means growing your operations, increasing your reach and boosting your revenue, all while maintaining the quality and essence that makes your brand so special. It's not just about doing more. It's about doing more smartly with the right systems, team and strategies in place that support your growth. It's exciting, it is challenging and if it's done right it's really rewarding. Is scaling something that we should all be just like diving straight into the second that we start? Yeah just go hard or go home Jess. No I'm joking definitely do not go hard and do not go home. Timing is absolutely everything. Scaling your business

is kind of like tending to a garden. I can't keep a garden alive so maybe this is a really bad analogy, but you need to plant the seeds at the right moments to let them grow. If you try and scale too early, your roots might not actually be deep enough to support new growth and things could wither really fast, like my actual garden. But if you wait too long, Jess, you could actually miss out on a prime season for expansion. It's all about finding that sweet spot where your business is ready to thrive without getting tangled in the weeds of, let's call it, unpreparedness. okay now you obviously are someone who's scaled multiple businesses with a lot of success but did you run into any problems kind of along the way of that journey yeah 100% and then I cried a

lot but I think that's really normal I feel like I've gotten so much wrong and I mean scaling is really hard knowing when to scale is also equally hard because I think so many of us see that as a really shiny next step. But as someone who has scaled, sold, and now is going through, I would say a scale process at the moment, I am recruiting left, right, and center, but I'm also finding it very different this time because I've realized that scaling is not necessarily always the goal. I need at this point in my business to scale because right now the demand we have outweighs the staff that we have. We are overworked at the moment. We're not able to service as many clients as we would love to so I know that we need more hands on deck but on the

flip side I have run a bigger business before and I haven't enjoyed it and it has you know I won't say gone to shit but like I wasn't loving it my mental health wasn't there nothing really worked and I think that there are so many bumps along the way right like it's not something that is super shiny and you do need to really work out what that looks like and with scale comes an increased cost as well. And that can be really overwhelming. Like at some point you go, is this actually worth it? So there's, I guess, a lot of moving parts when it comes to scaling and it doesn't necessarily mean that it might be right for you. Like if you love your lifestyle right now, scaling might mean that you are working another 40 hours a week. Is that actually for you? Crazy. How did you know

that the right time to scale was when you decided to do so? Well, the first time we scaled was when I scaled my financial advice firm the first time. This is like when She's On The Money was just starting. And if we're being really honest, I think that scale to me was a lot about ego. I wanted a big business. I felt like a big business was reflective of how good I was at my work. And we all know now that that is absolutely not the case. So I scaled and I feel like I was making decisions because a lot of the time they looked like the right decisions. Having a good financial advice business to me meant having a lot of financial advisors. It didn't actually end up breaking even in the way that you would expect it to, because with increased headcount, your entire

business model needs to change to make sure that the profitability is still being maintained. And my profitability was being eaten into significantly, which is absolutely fine because often when you scale, there's a number of investments you need to make in the short term to get there. It eats away at your profitability. And then over time, it starts to come back up. I didn't like it. I didn't enjoy it. It wasn't nourishing to me. And we ended up selling that business. So in September 2022, I officially sold out of being a financial advisor. I went back into mortgage broking, decided to start that from scratch. I've recently had the other business partner in that business leave. And we're currently in the process of scaling

the business now, but more so that we can properly resource the team so that we can have a really good time. And I mean, right now I currently run She's on the Money and Zella Money, the mortgage broking business. And we have so many beautiful clients coming from She's on the Money and I want to be able to service more of them. So the reason for scaling at the moment is purely because I'm like, I want more people to come to my business because I'm enjoying this, not because of an ego thing. And as you know, Jess, a lot of this is taking us a long time because I'm trying so hard to find the right mortgage brokers to hire. My last mortgage broker took four months to hire because I had not found the right person yet and I wasn't willing to compromise in order to say that

my team was growing. So I definitely have a different hat on this time and it is a little bit more complex, but I think it'll be for the better. Yeah. So scaling isn't necessarily just about adding in volume or quantity of people or outsourcing to more and more people. It's about finding the right people to support that growth. Exactly. And I think that there's a very big misconception that the bigger you scale, the bigger profit margin there will be. And someone who's really good at this is Iris Smith from The Quick Flick. So she's on TikTok and she shares a lot about how her business has scaled. And she went from a small business where she was packing her own orders in her lounge room, which was really cute. I feel like I've followed her since

then. And now her products are available in Priceline. But what you guys probably don't know is that if you get to that stage with a cosmetics company, you are not only paying for mass amounts of production to supply to these big companies, you're paying for the display stands, you're paying for the marketing, you're paying for the branding and arguably the spot inside the store to begin with. And you're sharing your profit margin with somebody else because they're stocking it. They're not going to want to stock your product, Jess, if it's not financially beneficial for them to do so. So it's all about, is that even worth it? And it's about weighing up. Do I actually want to scale or do I want to stay small and maybe keep a higher percentage of my profit

margin? There's a lot to take into consideration. Okay. Well, I feel like after the break, we should talk about maybe some indicators for people on how they can know whether or not scaling is the right choice for them. But let's go take a really quick break and come back shortly. Welcome back, everybody. Now, VD, I know a lot of our listeners are eager to learn a little bit more about whether or not scaling is the right choice for them, because it feels a little bit like a gut decision. But is it really just about your intuition and what you think, or are there things that we can look out for that let us know that it might be the right choice? It's definitely not a gut thing. I mean, at the moment I know in my gut that I really want to scale Zella money

because I just know that that's going to nourish my soul. Having more brokers that can support more first home buyers. Like I just love it. Right. So in my gut, that's what I want. So it feels really positive, but I have a number of tools that I need to implement because just because it feels right, it doesn't mean it's going to be financially viable. And if we go down that route, just based on gut feeling, I could end up in a lot of trouble, Jess, because more money, more problems, right? So there are some key indicators that I want you to keep an eye on. So firstly, if you or your team at the moment are completely swamped, they're working additional hours and you're still feeling like you're drowning in tasks, I would say that's a red flag.

You might need to hire some more hands and delegate some tasks off or ask yourself if there are tasks that you do all the time that you might be able to automate or get someone else to do. Next up, if you're selling out regularly, that's usually not just luck. I think lots of us, especially small business owners, they're like, I am so lucky. And you're like, no, you are so talented. That's demand telling you that maybe it's time to level up. And lastly, if your current tool space or tech setup just isn't cutting it anymore, to me, that's a sign that your infrastructure needs an upgrade to keep up with your growing business. Now, it's something when we're looking at key indicators. If I sit down and look at it, right? I have a team of mortgage

brokers. You don't need to know what they do. At the end of the day, they see clients, right? And I know that at this point in time, my mortgage brokers can see two clients a day. And I go, wow, I'd really like more clients to get through my door. The first thing I might think is that means we need more brokers, Jess. But in reality, we actually need to look at the backend processes. Are we equipping them with enough admin staff to get their job done? Are we automating enough processes? Is there anything that I could do to mean that my mortgage brokers do less admin work and get to see more clients?

Is there a way that I could scale my pre-existing team from seeing two clients a day to being able to see three? What would that actually look like? What would I have to alleviate from them? And I think that we need to look at our businesses this way first, because if you're just going, okay well I need another Jess like Jess you and I both know in she's on the money if scaling she's on the money was the plan and we go actually Jess is really productive she's running all the partnerships maybe we need to double that maybe we need another partnerships manager you and I

both know that's not the answer the answer would be to alleviate all of the things that you personally are doing that could be done by somebody else so that then you can scale that because from my perspective you'd be the right person for that yeah so I think we need to take a step back and pragmatically look at our businesses before we actually pull the trigger or immediately think, okay, well, I want X, so I need Y. Yeah, that could mean that you're seeing more people, but is that the most cost-effective decision? Are you effectively outsourcing things? Are there things on your team that you are doing that you don't really need to be doing? Recently, I've re-reviewed all of the financials that I'm doing. You guys know I have a bookkeeper and I

adore her. Hi, Helen and Carmen. Love you. They do so much. But when I went back to the drawing board, I was like, oh my gosh, every single month I'm generating all these reports and I'm doing this and I'm doing that in addition to their bookkeeping. I could actually get them to do that, pop it into my emails. I can still do the review, but I'm saving at least another five hours a month by not doing it myself. And I think that that is really important. But as business owners, Jess, we don't like to let go. Totally. And you've probably seen this, but for me, letting go has been a really big part of it. I don't really want people to come in and do it for me because I feel like I'm good at it and I want to still feel involved. But at the same time, sometimes you

turn around to me and go, V, I can actually do that. Yeah. And we both know I'm better at it. Yeah, I know. I know. So I think it's really important to step back and go, what is the actual logical answer here because it might not look the way that you think it looks. Because for me, to scale my business right now, if I looked at it at surface level, it's hire more mortgage brokers. I actually need a lot more admin. So that's going to look different. There's going to be different costs associated, different resources associated. And I just think it's really important to have a look at the indicators and go, are we even ready for this? Is this even something I want? Yeah. It sounds like you need to have a really in-depth understanding of like

your backend, your processes. Like it's not just a quick snap decision. If someone is feeling the pinch in those places, scaling is a very abstract word. I feel like, what do we do? It's a bit different to scaling a fish. Don't want to think about that. Yuck. But then you said abstract scaling and I was like, okay, let's go completely rogue. When we're talking about scaling, you should always start with a financial health check. I bet none of you saw that coming from me. Assessing your financial situation. It's going to ensure that you're ready for the financial investment that scaling actually requires. First, I want you to look at your cash flow. Before scaling, you need to make sure that your cash

flow is positive and consistent. You need to be able to cover the costs of scaling without jeopardizing your financial stability. Then I want you to have a look at your profit margins. We spoke about this before the break. Your profit margins should be strong enough to support the additional costs of scaling like hiring and marketing and production increases. For example, if you're taking a product into a different store that you don't run, what percentage of that profit margin are you going to end up having to share? What does that look like? And how does that eat into your ability to put that product on the table? How does that work? And don't forget, we all need a financial buffer. I jump up and down on She's On The Money about making sure that we have an

emergency fund. Where's your business emergency fund, Jess? We need one of those too. This is going to be your safety net to cover any unexpected costs? Like what if growth is slower than expected during this process of scaling? What if you've done all of your numbers and you've dotted all your I's and crossed all your T's and then all of a sudden it's just not working the way that you thought it was going to work, but you know it's going to work long term? Can you get through that period? We don't want to be under significant financial stress so that we're forced to make a decision we don't want to have to make. And that's a risk, right, with scaling? massive risk you know ultimately in an ideal world it works exactly like you said you add in a new

team member or a new piece of machinery or a new factory or whatever and it improves your profitability but that isn't always how it works right like you and I Jess we could sit down and I'm clearly just using my businesses because it makes the most sense to me and both you and I understand it and I think that they are simple enough when we distill them down so I have this mortgage broking business, right? And right now it's going well and I adore it. If I sat there and said, Jess, we want to scale, let's make a plan. What could we do? We could do more mortgages or Jess, we could add another stream of income to that business. What if I go back to financial advice? So maybe I'm not the advisor. Maybe Jess, we do the numbers and we realize we've got the

demand. I reckon we could get clients for this. Let's hire a couple of financial advisors. that's significant in our head it makes a lot of sense because you know mortgage broking and financial advice go together really nicely and arguably I've done this before but is that worth it yeah like the amount of money to hire financial advisors pay them properly get them office space is that something I even want to engage in I know it's scaling I know it's gonna ultimately add profit to my business, but at what cost? Am I going to have the same time, energy, and effort to focus on my mortgage-broking business? Have I thought about what the mortgage-broking business will lose because I'm investing my time, energy, and effort into something else? What effort needs

to go into that to maintain it? I think we need to talk about all of these other things because financially on paper, we could distill it down and go, okay, Jess, we know that a third of the income that is generated from hiring a new financial advisor is going to go to the overhead costs. A third is going to go to paying their wage and a third is going to go to profitability. I can make a beautiful spreadsheet so the financials check out, but that's not all we have to consider. Yeah. Apart from the financials, what other things should people be looking at? All right. So I have a framework for you. I love a framework. We love a little acronym. It's called the three P's framework and it's all about making sure that your people, process and product are

set up for growth. First, you're going to look at your team. Do you have the right Jess's in place in your team and can they handle more work? Of course, that might be just you at the moment. Let's be honest. Let's go back to our candle example that I love using on the business Bible could just be you. Are you just looking at your process, your person and your product? So could you handle this on your own or do you need to look at getting some help or outsourcing some of your tasks. You need to ensure that you are scaling, but not burning out. I've done that. Do not do that. It impacts your business more than you know. Yeah. Are you staying up until five in the morning, pouring candles, going to bed for three hours and then getting up to take

all the candles out of the molds? Yeah. And you're just having the worst time ever. Like one out of 10 cannot recommend. Next, we want to look in and have a bit of a check-in with our processes. Are your systems for things like production and customer service and management working efficiently and are they scalable you want to make sure that everything is running as smoothly as possible for scaling so a good example of this right now is just I'm going through everything in our business right now and we're really good at customer service like that's my favorite part and I want every single person that comes through my doors to be like wow working with Zella Money was incredible like I loved that I'm going to recommend them to a friend because that's going

to grow my business right but when I review it it's so manual at the moment yeah like in the background my team are doing an incredible job at it but everything is manual like they are writing out birthday emails and letters to clients on a monthly basis like none of that is automated they are you know making sure that every client email is going out when in reality I could probably automate some of that to take the pressure off my team one to make sure it's consistent but also if we take on more clients Jess we wouldn't be able to maintain that same level of customer service. So right now we're small and it's really easy to pick up the phone and talk to us. But like if I'm scaling, how do I make sure that the client experience of a client joining us in 12 months

when hopefully we have a bigger team is exactly the same as it is today? What does that look like? So then the final thing I want you to look at is your product, Jess. Is your offering consistently meeting customer needs and getting positive feedback? Your product needs to be ready to meet the demands of a larger market so you might have a really small business and it's really niche and they like really like your candles and maybe you have like a run of candles and it's like the seconds like you sell the ones that have the bubbles in it for a discounted price is that actually scalable like it might be a really good business right now but like if one of the most profitable things is your seconds candles because like maybe you're not so good at it but your

current community absolutely adores it is that something that's going to work long term because I can almost guarantee that it's not going to be picked up by a commercial store. Like they're going to go, well, we don't really want to sell your seconds candles. So we need to look at it pretty pragmatically. And as business owners, Jess, that's really hard. I've had to do that a number of times and be like, maybe I'm not doing my best here. And that's okay. Cause if you can identify that you're not doing your best, we can change it and we can be better. But it is really confronting when your business is your baby and your life and your soul. And then all of a sudden you're like, I'm not really good at that. I'm going to need some help here. That can be really

confronting. Yeah. It's all right to look at things with a critical eye. That's how we all grow and develop and change. I guess you have to sometimes face those hard things because better to address it now than before you put all this money into scaling and go, oh my God, it's a flop and I'm now, I've got no money and I'm also sad. Yeah. And that sad piece is really important because now my goal, we need to scale to have the business I want to have, but it's not about scaling so that we can be the biggest. Like I say this all the time internally, I do not want the biggest team, but I want the best team. Like I want people to want to work with us and it might be hard long-term. We don't want to have to have long wait lists, but I also want to maintain that

consistency and that quality so that our customers and our clients are obsessed with us. I love that part of the business. I love getting DMs. I got one this morning, Jess. It was from a girl who was like, oh my gosh, I just had the best meeting with Tara yesterday. She was an incredible broker. Like you should be so proud of the business that you run. Girl, I am. That's the grit that I want to keep. So I think you also need to ask yourself, do I want to be the biggest or do I want to be the best? Or do I want to increase my profit margin? Like what are your lifestyle goals? There's so much to talk about here. Yeah. And scaling can totally help you achieve them if you have a good understanding. So we've got the financials sorted. The three Ps are all checked

off. How do we make sure our scaling plans align with the overall business vision that we're talking about? So that's literally what I'm talking about now. So good segue. So this is where a visions and goal check-in happens. Start by getting crystal clear on your business vision. This can be as personal as you want it to be. Like Jess, some of my business goals are actually really personal. They are around me feeling really fulfilled. They're around financial targets for me, the lifestyle I want to lead. Because let's be honest, if you are the business owner listening to this, your business is meant to be setting up the lifestyle you want to live. Like I know it can sound selfish and I feel like historically I felt quite selfish saying that,

but I want to have a business that provides me with the lifestyle that I want to live. I don't want to get to 65 and retire and go, well, I should have just had a salary and wage earning job and not done this whole business thing because I would have been in a better position. I would have cared about my superannuation and had more to fall back on in retirement. Like I want to get to retirement and be super proud of the journey. I want to do so much. And my vision and my goals for my business are very different to what someone else's might be. Like I get a lot out of making sure that my team can achieve their goals as well. Get crystal clear on these. Things about where you want to be in the next three to five years, business and personally. Do you see this

brand expanding internationally? Or maybe you want to become the go-to expert in your niche. I do. It's finance. I want to be the go-to expert. Your scaling efforts, I think they should directly support that vision to make sure that you're always moving in the right direction. Because as someone who's gone off the cliff in terms of going in the right direction to support my goals and my lifestyle and who I want to be, it's just not worth it, Jess. Like it sucks and it's not fun. Then we want to break that down into smaller, specific, really measurable goals. Let's say your vision includes launching a brand new product line. Maybe let's set a timeline. So we want to have in that timeline some time for research and development and then launch. Or if you're aiming

to grow your customer base. I want you to decide on how many new clients you want to attract each quarter and then outline the marketing strategies that are going to get you there. By setting these really tangible goals, you're going to ensure that every step in your scaling journey is really aligned with that big picture and keep you on track. And I feel like so many times when people talk about scaling, Jess, they're not talking about that. They're talking about get your processes in place, you know, do your profitability margins, like organize all of this, you know, start recruiting, even get funding, right? But they're not talking about, well, how are you going to feel when you've scaled? What's that going to look like for your lifestyle? What's that going to look like

for your fulfillment out of the job that you do every single day? Because I promise once you get there, if it's the wrong type of scaling, it's a massive regret. Well, you've said before on the show, and even just to echo what you said before, you don't want to have the biggest team. There's point at which you go, I would be really happy here. Call that your tipping point. Yeah, you would hit your tipping point. So what if somebody else is listening to this episode and they're just thinking, I'm so busy. I've got a full-time job. I've got a side hustle. I've got all of these personal commitments. Scaling that up, making it bigger seems really overwhelming and like a weight that maybe they just don't want to carry right now. They're not going to like this, Jess. You

cannot have your cake and eat it too. There is always going to be compromise along this journey. I feel like we talk about it in terms of like work-life balance and, you know, even for example me, I knew that at some point when I had scaled my financial advice business, I had she's on the money. I was doing broking as well. I knew that with everything that I was doing, starting to write books, it was not going to all be able to continually be successful. Like me diluting myself across all of those things meant that I was going to become not good at all of them. I could already see cracks in things starting to appear, you know, emails slipping through the cracks and not being addressed in the, you know, timely manner that I expected from myself. And I had to choose a plate that was spinning to push off myself because otherwise a plate was going to fall and it was going to be one that I didn't choose. And I didn't want that to happen.

I didn't want to see she's on the money falling when in reality I just wanted to pull the trigger on the financial advice stuff. And it was heartbreaking at the time. And you were here for this journey of me coming to the realization that selling the practice was the best thing for me. But it was sad because a lot of that practice was tied to my self-identity. Like I saw myself as a financial advisor and I knew that by stepping out of that, what would I become? A retired financial advisor. I didn't want to be seen only as a finance influencer. Like I always saw myself doing more than that and, you know, having a gritty business in the background because that's what nourishes me. So it was about finding my place in the world again. And I'm not saying that you need

to get rid of something, but you do need to look at your goals and what's achievable and your values and your vision for what your life looks like. Because at the moment, if you have a million plates spinning more often than not, you haven't taken the time to step back and go, well, what is the big picture? What am I looking at? I'm just treading water at the moment. Far out, I do really want to focus on my business. What's that going to look like? So if your scaling doesn't fit with your vision, it's actually really okay to hit the pause button. Pushing for growth just because you feel like it's the next step can lead to burnout and take you off track from your true mission. And I think that that's what we want to be looking at. So taking a step back and revisiting your

long-term goals is something that you should be doing. Sometimes the best move actually isn't expanding. It's refining what you've already built. So it's more streamlined. So focus on streamlining your processes and strengthening your relationships with your current customers and enhance what's already working. And remember, growth isn't always about getting bigger. Sometimes it's about getting better and more efficient and going through that. And that's where I'm at now. But if you want to scale and take over the entire world, like, girl, I have your back like I want that for you too but I want it to be really crystal clear and part of the vision not just what you thought was the logical next step because this is going to be

hard to swallow for a lot of people but sometimes that next step is there and you see it but it's actually really ego driven you want to be bigger because you want to be the biggest and you want to be the best but why do you want that yeah and if you're standing on the edge of that cliff and you're like wow I'm so overwhelmed I've got all these things going on that is kind of the choices in it. It's like, okay, either we jump in both feet and we scale. And that takes, as we've discussed in this episode, a lot of commitment in terms of finances, in terms of processes, in terms of bringing in team members. Or you go, okay, maybe I take a step back and maybe I scale in the other direction. Maybe I pull back a little bit to get a really solid foundation so that I can

either then grow on top of that, build on top of that, or maybe I'm happy being small. And there's something in that too in acknowledging that it's okay to stay small you don't have to want to grow to be the biggest and you can have a really successful awesome business that is just small that is just you or maybe one other person. 100% and I think so often as business owners we tie our self-perception to the success of our business and often that success looks like bigger is better right so we go I haven't really made it and I mean all of us we're just making it up as we go Yeah. Like if you haven't run a business before, I've been in that position. You just make it up as you go. You're like, oh, next thing. Oh, I need to work out that process. The things I Google

sometimes, Jess, how do you CRM? Like it's not embarrassing. We're all there, but we're the ones with the grit to get it done. But we also just tie our self-worth often too closely to our business and assume, well, when my business is better, I'm going to feel better about myself. When my business is you know the biggest in my niche I'm going to feel finally confident like that's not going to happen I'm really sorry but that's not the reality in fact the more you bite off the deeper you're going to feel and the deeper you feel the more overwhelming it's going to be so we need to kind of also this is fluffy but work on ourselves and why we're doing these things in the first place because then once we've worked that out we can scale and it's going to be a

healthy scale as opposed to one that maybe isn't sustainable long-term. That's such a good point. It's all about finding the balance, making sure you're growing in the best way possible. I agree. And I mean, we're running out of time. So don't forget, growth is going to look very different for everyone. Whether you're scaling up or simply you just want to get better at what you do, it's all about making sure that it aligns with your personal vision and your goals, not someone else's. That's what makes it exciting. It's different and it's personal. It can be exactly what's good for you. And I think after today, I'm definitely going to go home, dive into my own business plan. Don't dive too deeply because I don't really want to lose you. No, no, no. I mean,

if you did, actually, you can just stay on the business bible, slay. It's fine, it's fine. It's perfect. Nothing to worry about here. All right. Well, I hope that you all are feeling really motivated after that and you're ready to reflect on your own business goals. There's some really important work ahead to make sure that you're growing in the right direction. And if you're not even planning on growing, these are just like nice seeds to plant if ever this topic comes up in the future. So guess what, guys? This is the end of another Business Bible episode. We'll catch you next month for another episode. Ms. Jaskarici, as always, it has been a pleasure. Thank you. Bye, guys. The advice shared on She's on the Money is general in nature and does not consider your

individual circumstances. She's on the Money exists purely for educational purposes and should not be relied upon to make an investment or financial decision. If you do choose to buy a financial product, read the PDS, TMD and obtain appropriate financial advice tailored towards your needs. Victoria Devine and She's On The Money are authorised representatives of Money Sherpa PTY LTD ABN 321 649 27708 AFSL 451 289. Thanks for watching!