Podcast EP 108 | Getting Deep Monthly Reporting Right for Your Business

How do you get deep month­ly report­ing right for your business?

If you only skim finan­cial and per­for­mance results on a month­ly basis, you’re miss­ing an oppor­tu­ni­ty to course-cor­rect, learn and improve on what you’re doing.

Instead, teams should go line-by-line through finan­cial state­ments, KPIs and pri­or­i­ties month­ly to do a deep dive into results and look for any trends or prob­lems that may require action.

Brad Giles and Kevin Lawrence dis­cuss these points and more in this week’s episode of the Growth Whis­per­ers podcast.

EPISODE TRAN­SCRIPT

Please note that this episode was tran­scribed using an AI appli­ca­tion and may not be 100% gram­mat­i­cal­ly cor­rect – but it will still allow you to scan the episode for key content.

Brad Giles 00:12

Wel­come to the Growth Whis­per­ers where every­thing we talk about is build­ing endur­ing great busi­ness­es, busi­ness­es that last. My name is Brad Giles. And today as always, I’m joined by my co host, Kevin Lawrence. Hel­lo, Kevin. How you doing today?

Kevin Lawrence 00:27

Doing great, Brad. It’s an awe­some day or awe­some evening as it is here up up in the north­ern hemisphere.

Brad Giles 00:40

Yeah, so today, we’re talk­ing about get­ting your deep month­ly report­ing right for your busi­ness or busi­ness unit. Kevin, tell us a bit about this.

Kevin Lawrence 01:18

Gen­er­al­ly, in a lot of com­pa­nies as they grow, the month­ly finan­cial review and reflec­tion and reset is some­thing that peo­ple aren’t great at. Nor­mal­ly, they get an income state­ment and maybe a bal­ance sheet that they review. And they look at it. And they might ask a cou­ple of ques­tions move on. And what we’re talk­ing about is a deep stripped down break­down of the enter­prise, and a chance to kind of reset what we’re doing 12 times a year. And it could be a part of a deep­er month­ly strate­gic meet­ing in some com­pa­nies, or just nor­mal­ly its own stand­alone meet­ing for many. But the fact is, is how do you mas­ter this dis­ci­pline? And you know, you know, you and I have prob­a­bly been a part of my gosh, it’s a cou­ple of 1000 finan­cial reviews have been part of as a part of strate­gic plan­ning meet­ings, or for some com­pa­nies that I might run just this stand alone, meet­ing peo­ple over a series of years. So how do you mas­ter the full dress down in busi­ness? So you come up with some awe­some improve­ments. And, you know, I’ll share an exam­ple like, Wal­mart is noto­ri­ous for their Sat­ur­day morn­ing meet­ings. Now, I don’t know first­hand if they still do them. They prob­a­bly do. But it’s where all the man­agers and lead­ers come back, and they go and do the full review of the busi­ness and make a whole bunch of changes on that Sat­ur­day morn­ing that take effect imme­di­ate­ly. So that they don’t waste a week. That’s a week­ly dis­ci­pline. We’re just talk­ing about a month­ly ver­sion here today.

Brad Giles 02:47

Yeah, and so there are trends that can be emerg­ing that we want to pick up. And we’ve got to find a point to deep dive, clos­ing out the month, clos­ing out the finan­cials, and being able to, I guess, trust the fig­ures, and be able to dig into the the val­i­dat­ed fig­ures, it makes a big dif­fer­ence. What has hap­pened. Now, I’m a big believ­er that we should spend most of our plan­ning time and time look­ing for­ward and not back­ward. But equal­ly, some­times look­ing back­ward makes a big dif­fer­ence to observe trends. What what do we need? What are some sub­stan­tial changes that per­haps we need to make?

Kevin Lawrence 03:32

Absolute­ly. And if you don’t, it might take you a quar­ter or a cou­ple of quar­ters to get through and make changes that you could be mak­ing right now.

Brad Giles 03:42

Yes, yes, indeed, the the month­ly with­in the meet­ing rhythm, the month­ly dis­ci­pline to dig deep­er, it just, it just makes so much sense for the lead­er­ship team to apply that dis­ci­pline. And I think it’s prob­a­bly rar­er than maybe in mid small and mid sized busi­ness­es, and many peo­ple appre­ci­ate. So tak­ing the time and dig­ging, dig­ging right down, not just say­ing, Oh, what was the prof­it? What was the rev­enue, and then kind of leav­ing it maybe a lit­tle bit deep­er than that. So what’s hap­pened? I mean, and you know, the oth­er point is, espe­cial­ly in a high infla­tion envi­ron­ment, we’re see­ing things chang­ing all the time, all across the p&l, deal, elec­tric­i­ty, labor, you name it, there are so many things. And so we need to be dig­ging into these things.

Kevin Lawrence 04:43

Awe­some. So before we dig fur­ther into kind of some of our key points here, what’s your word of the day, Brad?

Brad Giles 04:49

Oh my word of the day. I am think­ing about I’m think­ing about onboard­ing, and I know that that’s, you know, it’s just been so much a part of my world, as I get this book clos­er to mat­u­ra­tion that I’ve been writ­ing. You know, when you’ve when you’ve got a ham­mer, every­thing looks like a nail. Now I take that first off, right? I know that. But it’s just because I’ve shared it now with so many peo­ple and the con­cepts with­in there. It’s just real­ly res­onat­ed. So yeah, for me, it’s onboarding.

Kevin Lawrence 05:32

Iter­ate is my word. Today, it’s a word that I real­ly, real­ly like. And the idea of it is it’s con­stant­ly mak­ing lit­tle changes to make things bet­ter lit­tle iter­a­tions, lit­tle tiny changes is my word. So you need to con­tin­u­al­ly iter­ate your onboard­ing process to make it bet­ter and bet­ter and bet­ter. Alright, let’s jump deep into this episode. So the whole idea here is every­one’s got their own way of look­ing at a busi­ness and break­ing it down, every­one likes to look at it through a dif­fer­ent win­dow through a dif­fer­ent lens, what­ev­er you want to call it. And that’s under­stand­able. And what we want to do is to pro­vide you a sol­id way that’s con­nect­ed to great­ness, you know, and very for­tu­nate to work with a num­ber of pri­vate equi­ty backed com­pa­nies. And in those com­pa­nies they have, because they’re, you know, finan­cial investors, they have mas­tered get­ting the infor­ma­tion or the busi­ness that they believe that they need. So I’ve seen some out­stand­ing pre­sen­ta­tions, that the pri­vate equi­ty backed com­pa­nies and pri­vate equi­ty com­pa­nies, Matt man­date, we’ve also seen some ones that are mediocre and miss­ing the mark. But through through pri­vate equi­ty backed com­pa­nies, amaz­ing CFOs, who come from awe­some, amaz­ing orga­ni­za­tions, peo­ple iter­at­ing stuff on the spot, been able to see great­ness from a lot of dif­fer­ent per­spec­tives, and great­ness that relates to improv­ing per­for­mance. And that’s kind of some of the stuff we want to share with you today. And the first point is that the key here, no mat­ter what you do is the dis­ci­pline to stop, take prob­a­bly 60 to 90 min­utes, and just do a full review of the entire busi­ness. You’re step­ping out­side and ana­lyz­ing the machine while it’s run­ning. And and and that the deci­sion mak­ers of the key depart­ments that would be like the CEO and exec­u­tive team or at a divi­sion­al lev­el or a team lev­el, are hav­ing that time togeth­er to reflect and ask ques­tions, under­stand what the heck is going on, what’s work­ing, what’s not work­ing and reset. And it’s almost like in a, you know, in a sport­ing match when you have you know, whether it’s half­time or quar­ters, if it’s Amer­i­can foot­ball, you got time, step back, look at the score­board, review what’s going on and review some game tape, if there was time, and adjust your strat­e­gy. And it’s just a month­ly ver­sion of that, that we’re talk­ing about it in a fair­ly deep lev­el. So key point is that you just make the time to do it and have time to dig in, under­stand, ask ques­tions and tweak what you’re doing. That’s num­ber one. And it’s prob­a­bly the most impor­tant point, do it. It’s a core discipline.

Brad Giles 08:17

And then we can talk about how to do it well, and do it with the lead­er­ship team so that the lead­er­ship team under­stands. Now, some lead­er­ship teams are very sophis­ti­cat­ed, and they’ve spent their whole careers doing this, and oth­ers don’t. But you what are the things that are affect­ing all of the parts in the of the p&l, the prof­it and loss? And what are the things that we need to do to rec­ti­fy them or to under­stand them deep­er, just dig­ging deep­er with the whole lead­er­ship team, not just you and the CFO, or what­ev­er it might be get­ting every­one to under­stand so that they ask more ques­tions into the future.

Kevin Lawrence 08:57

And that’s what a great way to learn by watch­ing oth­er peo­ple review it and ask ques­tions and see­ing what they’re dig­ging into. And then hear­ing the expla­na­tions. It’s, it’s a great, that’s an awe­some point. So num­ber two is look, what do you review? What do you look at? And typ­i­cal­ly what peo­ple look at is, well, not enough. So you need to look at your finan­cials, which tell you the score at the end of the month, how you did on the income state­ment. And hey, I know how you stand on the bal­ance sheet. That’s, that’s a the basics, gen­er­al­ly not that insight­ful, but it’s a start­ing point. Sec­ond thing is you need to look at your KPIs, your oper­a­tional indi­ca­tors of what’s hap­pen­ing in the mov­ing parts of the machine, right, instead of just the out­put of the machine and the cost of the machine, which is the finan­cials. It’s what’s going on in terms of time, speed, qual­i­ty and cost or effec­tive­ness and all the dif­fer­ent mov­ing parts from gen­er­al­ly all the depart­ments of the busi­ness. So the oper­a­tional indi­ca­tors are you need to look at how peo­ple are doing at the goals. Ide­al­ly, look at the goals that accom­pa­ny lev­el, maybe an exec­u­tive lev­el depend­ing on your com­pa­ny. And they also got to take a look at the peo­ple. So how are we doing, whether it’s cus­tomer feed­back on one side of the equa­tion, or employ­ee feed­back or any­thing that affects your cul­ture, and then around peo­ple some of the most impor­tant stuff around your core employ­ees, so finan­cials, KPIs, goals, and then key peo­ple, includ­ing cus­tomers and employees.

Brad Giles 10:38

Because it’s not a quar­ter­ly plan­ning ses­sion, but it is a deep dive, it is the oppor­tu­ni­ty to dig into all of these areas and to under­stand what, what are the results rather than what many small­er medi­um busi­ness­es do? Again, as I said ear­li­er, which is look­ing at the kind of the key, the top line, the bot­tom line may be the gross prof­it or the cogs if they’re lucky. But there’s so many more sto­ries to be told. And those sto­ries with­in the p&l is what could make the dif­fer­ence between a 5% and a 10%. Or a 10. And a 20%. Business?

Kevin Lawrence 11:20

Yes. In terms of prof­it, yes. Or growth. And all those things helped to make you smarter to under­stand and make bet­ter deci­sions for tomor­row, next week, next month, next quar­ter. So that is absolute­ly crit­i­cal. So that’s what you got to review. Right? You want to cov­er off the next one there.

Brad Giles 11:35

Yeah. So how to review I love this one, the Account­able par­ty presents with the best data that they’ve got. So many peo­ple will use an excuse our we don’t we don’t report on that, well, okay, what’s the best infor­ma­tion that you have. And if you don’t have the best infor­ma­tion, it could even be from the gut. But you will get with the intent that you will get more sophis­ti­cat­ed over time. But the best, the most impor­tant point there is the Account­able par­ty presents. So if you’re account­able for sales, then you’re the one that’s pre­sent­ing on sales, if you’re account­able for the man­u­fac­tur­ing in this city, then you are the one that is report­ing on that, or what­ev­er it hap­pens to be. Those peo­ple are report­ing on it. They’re report­ing against bud­get, and they’re report­ing against last year. And they’re also report­ing about their rec­om­men­da­tions. So last time, last quar­ter Par­lia­ment last month, we were 5% below. And this is what we’re plan­ning to do from here. They with­in that there’s a detailed break­down on what mat­ters most. And that’s it, they are say­ing what they’re going to do, but also they’re say­ing these are the most impor­tant things that have influ­enced that out­come. Yes, we’re talk­ing about goals, their progress, where they’re stuck, and where we need help. Some­times we under resource peo­ple, or we’ve got the peo­ple that aren’t right for the role, or in the wrong seat, or what have you. So under­stand­ing all of the pieces that in there, that makes such a big difference.

Kevin Lawrence 13:21

Yeah, and we’re try­ing to get to the root caus­es of the great­ness or the prob­lems. That’s why the Account­able per­son is pre­sent­ing their sec­tion with their insights.

Brad Giles 13:32

Because they own it, and we need to let them own it and not not let the CEO or the CFO or some­one else report on the num­bers that they are in because that’s such an impor­tant part of their job is to own it, present it to the team, and then they cel­e­brate their wins or losses.

Kevin Lawrence 13:52

And what a bet­ter way to get some­one to audit by mak­ing them pre­sent­ed, because they’re only going to stand up there and look like a fool once or twice, hope­ful­ly once and not know it. And next thing you know, you see even lead­ers who aren’t very strong on the finan­cial side, pre meet­ing with with with a direc­tor of finance or the CFO to get all their ques­tions answered. So they ful­ly under under­stand every­thing, they start show­ing up with slides with lit­tle call out box­es, explain­ing things, why this hap­pened and what they’re going to do about it, you know, it’s a, it forces their growth. That’s awe­some. And it’s your stun­ning. It is their sto­ry to tell it’s not the CFOs or the finance teams. Now the finance team might help you with it. But the oper­a­tor should be pre­sent­ed, the own­er of it should present it. The CFO might present the over­all of the com­pa­ny. But when you start break­ing down into pieces that should be by the own­er. There’s anoth­er next ones that was the fourth one is to give con­text for the data. And it is this is a pet peeve of mine, Brad, it shows ama­teur hour in com­pa­nies all the time and I know some peo­ple might not like that, but I’m sor­ry it’s the case. When you start look­ing at some of these num­bers in need. Con text and email and one of my clients has the best report­ing of I see some of my clients amaz­ing report­ing, I’ll say the best. But when we look at our key num­bers, we look at them in line charts with nor­mal­ly five years of data, most of it month­ly, some of it week­ly, where we can see pat­terns. And we can see growth, or we can see a lack of growth. And we’ve got this com­pa­ny so sliced and diced and dis­sect­ed. In our reviews, we know exact­ly who’s who in the zoo through­out the entire machine, what’s going on what’s not going on. But there was incred­i­ble con­text to the num­bers because of the his­to­ry, we also have an indi­ca­tor of the goals. So the best way to present the most impor­tant num­bers, not all of them is trend data, over three to five years, if you can. The sec­ond piece of con­text, that is insight­ful. And again, it’s in the advanced class. And it’s called bridges, EBI­TA bridges, gross mar­gin bridges and bridges for every freak­ing crit­i­cal num­ber that you need to pay atten­tion to. And what a bridge does is it takes what the bud­get was. And then where you actu­al­ly end­ed up, even if the bud­get equals exact­ly the actu­al. But there’s a whole bunch of sub num­bers that will be up or down. So it takes even if you hit your prof­it tar­get, it could have been because you’re way stronger in one area and way weak­er in the oth­er you need to know that. So when you look at the bridges that tells you the sub line items that you over­per­formed and under­per­form to give you like dou­ble con­text on all of your num­bers to give you a deep­er answer to why the num­ber end­ed up being that so bridges are absolute­ly freak­ing amaz­ing and pro­vide way more insight and context.

Brad Giles 16:54

You know, the thing that it did­n’t say there was excus­es. So that that point was about give me con­text. Explain. But sure­ly, I don’t know how many times I’ve seen peo­ple try to use excus­es to explain numbers.

Kevin Lawrence 17:15

And it’s like no, just give me the data, please. I’d actu­al­ly don’t want your sto­ries. Yeah, tell me what you’re going to do the data to know why. And then the solu­tion of what you’re going to do. And the more data you have, the less room there is for excus­es like LMU Ali, who was the CEO of Ford­ham was an amaz­ing CEO of Ford, I think he came from Boe­ing before, remem­ber this arti­cle, and I still have it. I don’t keep a lot of them. But this one was amaz­ing. And he talked about a Ford, he got sick of all the sto­ries and all the good news, and then peo­ple would miss their num­bers. So he said Enough of that. He just had them present 300 charts a week. And then it would be red, yel­low or green things. And then note actions. It’s a beau­ti­ful art arti­cle in Busi­ness­week. I think about this, it’s beau­ti­ful. But it’s like this, just give me the num­bers. Tell me how you’re gonna fix them. Save the BS for some­body else.

Brad Giles 18:05

And some peo­ple are so good at excus­es. And and it’s like God, oh, it’s just dis­gust­ing. It’s like, I try to advo­cate there is no such thing as an excuse like that. We it’s not bad. But like we kind of we try to encour­age teams to call out BS and excus­es a BS. Okay. Yeah. So that hap­pened. You know, what, what do you rec­om­mend? What are you going to do about it?

Kevin Lawrence 18:32

And you know, next week, next time bet­ter next time? Are you going to be bet­ter next time? How are we going to make sure this nev­er hap­pens again? Yeah. Okay, let’s move on. We got we got to pick up our pace a lit­tle bit.

Brad Giles 18:42

Acco­lades and reme­dies. Acknowl­edge the wins, of course. So we did say it’s not all about cel­e­bra­tions. But you know, busi­ness, you know, is an intel­lec­tu­al sport, there are wins. And what are we going to rem­e­dy? What is the per­son account­able rec­om­mend we do. So we made this point already a cou­ple of times this time, a key part of own­er­ship is one pre­sent­ing to the lead­er­ship team. And to this is what I rec­om­mend to course cor­rect. Now, you can’t just nec­es­sar­i­ly say that on the spot, you often have to pre­pare for that.

Kevin Lawrence 19:17

Say that again, Brad. That is the key piece if you’re show­ing up and hop­ing it works out and no and wing­ing it. That’s not going to help what so want to share more about that one?

Brad Giles 19:27

Oh, prepa­ra­tion is every­thing when it comes to the types of meet­ing that’s, you know, every­body in the room can tell when some­one has­n’t come pre­pared. And it’s just it just brings the whole qual­i­ty of the expe­ri­ence and out­put down. Like prepa­ra­tion mat­ters if you’re going to rock up to a meet­ing, and you’re going to say so this is the num­bers of my area, my depart­ment. This is the you know, this is the trends. This is what’s hap­pened and this is what we rec­om­mend to do about Got it. Like you can’t just turn up on the spot you need to have, be well pre­pared, antic­i­pate ques­tions and be con­fi­dent in what you’re doing.

Kevin Lawrence 20:09

Yes, you’ve got to know the lay­er of infor­ma­tion below what you’re pre­sent­ing. So you can ask, that’s awe­some. Great. So that was acco­lades and reme­dies come pre­pared with that. And final­ly, col­lec­tive intel­li­gence, what are the things that we need to dis­cuss stuffs gonna come out, and that we need to make, we need to use the brains in the room us while we have the deci­sion mak­ers, deci­sive actions and or fur­ther debates or future debates, some stuff, we can’t decide in the moment, we might need to get some more infor­ma­tion, spend some more time on it. But no mat­ter what the meet­ing gets end­ed with crys­tal clear actions, deci­sions we made, or things that we’re going to work on com­ing out of it cir­cu­lat­ed to every­one to be able to fol­low up at the next meet­ing. And if there’s any real spe­cial meet­ings, like to peo­ple have to, you know, meet and talk about, they should be book­ing them that day, for some time with­in the next few days. Like action now, get it done. And make sure I go some peo­ple I know will be in meet­ings, they’ll be send­ing notes to their exec­u­tive assis­tant, book a meet­ing with this per­son do this. Like, it’s just it’s kept. By the way. What does it tell you? If you’re not cap­tur­ing a bunch of action items in the meeting?

Brad Giles 21:21

Well, there’s no account­abil­i­ty, there’s no things aren’t gonna get done. It’s a waste,

Kevin Lawrence 21:25

Noth­ing’s gonna change. And it was a, it was a waste of time. Noth­ing is gonna hap­pen. Noth­ing is gonna change from the course of action, or the course it’s already on. Because it’s a dis­ci­pline and as a leader, there should be so we had our on our team meet­ing recent­ly met our quar­ter­ly. It’s prob­a­bly like 15 actions, maybe 10. I don’t know. They’ll come out tomor­row. But there’s a bunch and just throw the bid Okay, let’s action not so and so take this you know, it’s that’s that’s if effec­tive use of any media.

Take a cou­ple of min­utes to reflect. Hey, team, what was real­ly good about today’s meet­ing? How do we make it bet­ter next time? Yeah, it ain’t rock­et sci­ence. It’s iter­at­ing. Remem­ber my word upfront, iter­ate, iter­ate, even iter­at­ing. The meet­ing that you’re iter­at­ing the busi­ness? Just how do we how do we make this a lit­tle bit bet­ter next time? Not rock­et sci­ence? Is there? It’s a pow­er­ful ques­tion to ask at the end while you’re all in the room and fresh from the meeting.

Brad Giles 22:29

So two key points. The last one was about cap­tur­ing the who is going to do what by when. And this one is ask­ing a sim­ple ques­tion at the neck at the end of a meet­ing. What are we going to do bet­ter next time when we have this meeting?

Kevin Lawrence 22:42

Yes. And final­ly, the bonus, the super pro, you know you’ve dialed this in when all the good infor­ma­tion goes out a few days in advance. So peo­ple can pre digest it and come with even more intel­li­gent ques­tions. Now, some peo­ple are not good at read­ing pre meet­ing infor­ma­tion. Some peo­ple are real­ly good at it. But as a dis­ci­pline to read it in advance and pre­pare is extreme­ly pow­er­ful, if at all pos­si­ble. And it’s not always pos­si­ble. I love it when I get pre infor­ma­tion from most meet­ings, because I can scan it quick­ly. And it helps me to get ground­ed in it. And not, you know, falling asleep dur­ing 100 Page Pow­er­Point of the financials.

Brad Giles 23:32

This is what we’re going to talk about come pre­pared with your ques­tions, we will have an engag­ing debate so that we can make the right deci­sions. And then we will have addressed and moved the com­pa­ny for­ward sig­nif­i­cant­ly at this mon­th’s meet­ing. That’s what matters.

Kevin Lawrence 23:49

So when it’s done, right, what it sounds like is the CFO makes the high lev­el pre­sen­ta­tion on the finan­cials for a few min­utes. You know, the depart­ment heads might touch on a few key things. And then peo­ple could say, hey, on page 58, there was this can you give me more infor­ma­tion, rather than have to go through the 158 pages? Awe­some. So great con­ver­sa­tion around this crit­i­cal month­ly dress down of the meet­ing that has of the busi­ness and as the intent of how do we get bet­ter and improve our finan­cials, KPIs, goals, and with our peo­ple and gen­er­al­ly make some bet­ter deci­sions so that we can con­tin­ue to iter­ate and make bet­ter per­for­mance. The first one was it’s just num­ber one make the does­n’t make the damn meet­ings hap­pen, make sure they hap­pen. And if you’ve got mul­ti­ple divi­sions, you might have two or three of these meet­ings every month. That’s fine. The meet­ing is just as much for the oper­a­tors as it is for the exec­u­tives that would be attend­ing the meet­ing with the oper­a­tors review­ing their busi­ness and learn­ing the dis­ci­pline to be pre­pared to present but make the dis­ci­pline hap­pens num­ber one, num­ber two, what do you review finan­cials, KPIs, goals and key peo­ple slash cus­tomer insights? How’d you review it? The account­able par­ty presents and they come very well pre­pared, how they doing ver­sus bud­get ver­sus last year, you know, dig­ging into the goals and where we’re at what we need to do to get them done deep div­ing on peo­ple on inter­nal­ly and cus­tomers and just giv­ing the infor­ma­tion we need to get a sense of where we’re at what we might need to do different.

Brad Giles 25:23

So next is, well, the worst way that you can do it is give me an update, and give me an excuse. So we want the oppo­site of that. Okay, we want the con­text, give me the give me the update, or the num­ber or the KPI. Give me the con­text as to why that’s hap­pen­ing and dig­ging deep into what is caus­ing that to occur. And then what is the trends around that num­ber, week­ly, month­ly, even annu­al, even three years could be the right trend depend­ing on the KPI. So there’s no such thing as an excuse. Next is acco­lades and reme­dies. Acco­lade the win acknowl­edge the wins part of me, and what do we need to do about it? Who is the per­son account­able? How do they rec­om­mend? Or what do they rec­om­mend that we do about this to fix issues prob­lems, to auto main­tain suc­cess­es, then final­ly, col­lec­tive intel­li­gence? So that is under­stand­ing that we need to cap­ture things along the way through these meet­ings, through tools such as the who, what wins? And also what do we need to do next time bet­ter? Or how can we have this meet­ing bet­ter next time. Kevin, do you want to close this out?

Kevin Lawrence 26:42

Yeah. And the bonus is get­ting all the key infor­ma­tion in advance or some of its will be able to review and not just review­ing it on screen. Oh, great dis­cus­sion. Brad. I love this one. I’m so pas­sion­ate about this. I just see it’s a missed oppor­tu­ni­ty for many com­pa­nies. So thank you for lis­ten­ing this week. This has been the growth whis­per­ers with Kevin Lawrence and Brad Giles. Brad and I both have what we think is inter­est­ing and infor­ma­tive newslet­ters, you can get Brad’s at evo­lu­tion part​ners​.com​.au And mine is at Lawrence and co​.com. So have a great week. We encour­age you to dig in and grind out a review of your busi­ness so you can make it better.