10 Signs of Owner Burnout

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As busy leaders and owners of a business time is a precious commodity that is not renewable.  I sometimes hear owners and leaders say phrases like “I have to stay on top of everyone to make sure it gets done”, “it’s crazy busy around here and I can’t seem to come up for air.”

These are phrases that tend to point toward a business owner and leader headed for burn out.  Are you headed that way?  Here are some signs.

  • Feeling exhausted and overwhelmed.  Each time you look at a “to do” list a mountain of dread flows over you.
  • You don’t think clearly.  You find yourself not able to focus on one thing for long before the next “fire” erupts from someone else.
  • You are frustrated and don’t feel things will get better any time soon.
  • Your performance is waning so you make it up by working longer hours after everyone has gone home and it often spills over to the weekend too.
  • You are always “at work” even when you are away from it.  You can’t seem to disconnect from it and your mind is always racing through issues that you want to solve at work.
  • Are people avoiding you?
  • Nothings seems to be going right.  You head towards the negative instead of the positive, and can’t seem to find the good in most situations.
  • You don’t socialize outside of work in part because you don’t disconnect from it.
  • You are experiencing health issues and fail to exercise or eat right, and you know it.
  • You are finding sleep harder to come by.  Studies have shown a lack of sleep over a period reduces your cognitive ability.

If you see any or a number of these symptoms, you could be headed for burnout.  Make sure to avoid it by:

  • Eating healthy
  • Get adequate sleep…7 to 8 hours each night
  • Delegate
  • Implement operating systems that are simple and proven that help with accountability and drive results

Here is to make sure we understand what burnout looks like and making the changes necessary to avoid it.

Mike

Leadership

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I recently read a short article that addressed 5 interesting metrics to measure as you build your leadership skills.  The author, Verne Harnish, who wrote the book “Scaling Up” has these key measures that will help you grow the impact of your leadership.

  1. Initially when a business owner is starting out, it pays to say “yes” to a lot of opportunities to network and gain experiences.  However, as you get clear on your strategy, Verne recommends turning this upside down and aim for a ratio of 20-to-1 “no”.  Why?  So you can get laser focus on getting to the results that you want.
  2.  A “meet and greet” strategy with other influencers in your industry.  Set a goal of how many coffees, breakfasts or lunches to have so that you will gain knowledge from other leaders in your field
  3. Spend uninterrupted time “in the flow” for at least 90 minutes a day.  Put this on the calendar for every day.  If you don’t focus on your high priority items, they will not get done.
  4. Get input from lots of other brains that can help propel your company forward.  Get a brain trust or advisory team who have experience and wisdom that you want to obtain.
  5. Spend time thinking to let your best ideas incubate.  Even Ben Franklin took time devoted to learning each day.  Reading and thinking are a must for a leader.  As its been said “leaders are readers”.

Measure these leadership metrics on a regular basis and give yourself a chance to take your leadership skills to the next level.

Mike

How to be Successful the Second Time Around

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I recently read an article about a study conducted on over 65,000 Swedish earlier stage start-up companies and their owners who successfully exited one company and moved on to their next company.  It pointed out that the second time around for the entrepreneur was not always a success.     Most business owners after they exit from their business seem ready soon after to start another venture.  This includes business owners that transition to the buyer company, but find out that they can’t work for anyone else anymore.

The second business often under-performs compared to the first one.  Why?  There is no one reason why the same skills and leadership that got them a first successful company exit does not work the second time around.     In some cases, the entrepreneur fails to understand the significance of timing and those “make-or-break” moments where their intuition helped lead the first company to its success.  They sometimes forget or underestimate how much effort it takes and the chance events that got their first company the results needed to succeed.

So what are the ingredients for a happy exit?  It depends on the person; however, some common strategies included: The business owner visualizes what life looks like after exit.  They don’t wait for the exit to happen and then decide, rather they are proactive about it before exiting. Test driving the next venture prior to exiting the first one Setting clear goals, deadlines, and amount of capital that will be committed These are just a few of the ideas that can help a business owner avoid moving onto a second or third business venture that ends up disappointing.

Here’s to your next venture! Mike

Does Your Business Have the “Disease of More?”

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Have you met the person who is always seeking the next “growth opportunity?”  The person who is never satisfied with their results or their company’s results? 

There is a concept in the sports world known as the “Disease of More.”  This phrase was coined by Pat Riley.  Pat was the famous basketball coach of the Los Angeles Lakers and led them to six championships.  He said the “Disease of More” was often what explained why a championship team was dethroned from its winning ways.

After winning the championship, the members of the team would want “more”:  more money, more endorsements, more accolades, more play time, more attention. . . more, more, more.  Consequently, this team of cohesive players broke down and became an entitled toxic mess that ended up failing.

This reminds me of companies or leaders of companies who feel that you either “grow” (i.e., get more) or “die.”  My feeling has been that if a company strives to be the best at what it does, then the “more” or growth will come, and it’s not forced.  The book Small Giants by Bo Burlingham outlines companies that chose to be great instead of big.  The irony is some of the companies outlined in the book do continue to grow larger, but they do so in very intentional ways and not simply for the sake of wanting “more.” 

Do you or a company you know have the Disease of More?  Your cure may be the tradeoff between building a great company or a big company.

Cheers to growing a great business!
Mike

Scaling Up: “My Formula for Retirement”

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Do you need a clear path to make sure you have enough money to retire? In this “Scaling Up” podcast, Numbers Coach Mike Iverson share his formula for retirement:

An Environmental Services Firm Uses The Numbers Coach to Achieve Financial Results

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The Company

Sustainable Investment Group (“SIG”), founded by Charlie Cichetti and Jason Kiefer, provides sustainability services to commercial property owners.  SIG provides high quality services for LEED certification with commercial buildings.  A LEED certified building ensures the property uses sustainable activities to help protect our environment.  SIG offers LEED training, consulting, and engineering services domestically and internationally.  SIG has become an industry leader and expert in LEED practices.

Situation

In 2020 the SIG team wanted to enhance their financial management and reporting.  They were looking to create a platform to communicate the company’s key performance indicators (“KPI”) that drive its financial results.  In addition, the SIG team wanted a “road map” that could guide them as they made financial decisions impacting strategies for growth.

Solution: The Numbers Coach Leadership Service

The Numbers Coach (“NC”) financial leadership services were an ideal fit for developing SIG’s performance metrics.  NC developed a financial scorecard focusing financial drivers that give the team visibility into the profits and cash flow critical to sustained profitable growth.  The scorecard offers an “at a glance” view of results.  NC developed a financial model from its proprietary software the Numbers NavigatorTM that provides the road map for the SIG team to see where they were headed with profits and cash flow.  The model provides a rolling forecast during the year so that SIG team could make financial and operational decisions “on the go” to achieve their goals.

Results

NC pulled together financial and non-financial data to complete a customized scorecard and financial model.  Each month NC meets with the SIG team to methodically review results and provide the input and analysis from the Numbers NavigatorTM financial software.  Each monthly financial coaching meeting, the SIG team can take actions on activities that improve the company’s bottom line results.

For more information on Sustainable Investment Group visit www.sigearth.com

To learn more about the Numbers Coach financial leadership services, click here

“Mike has been an important part of our team.  His understanding of financial processes, cash flow, and how to explain our results gives our team the right tools to navigate our finances successfully and stay focused on our financial goals.”  

– Charlie Cichetti

Numbers Coach Helps Medical Firm Stay Financially Focused

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The Company

 Georgia Pain and Spine Care (“GPSC”), founded by Dr. Charles Brownlow in 2010, is a leading pain management medical services firm that provides comprehensive solutions to help restore each patient to their original lifestyle.  The company uses progressive approaches to pain management with education, counseling, and minimally invasive procedures.  Their mission is to relieve pain, increase productivity, and improve the quality of life for its patients using technologically advanced treatment regimens through is various metro Atlanta offices.

Situation

 In 2020 the GPSC team wanted to enhance their financial management and reporting capabilities.  They wanted to create a platform to communicate the company’s key performance indicators (“KPI”) and help educate its key team members on what drives its company’s financial results.  In addition, the GPSC team wanted a “road map” that could guide them as they made financial decisions impacting strategies for growth.

Solution: The Numbers Coach Financial Leadership Services

 The Numbers Coach (“NC”) financial leadership services were an ideal fit for developing GPSC’s performance metrics.  NC developed a financial scorecard to focus on the financial measurements that drive company profits and cash flow critical to sustained profitable growth.  The scorecard offers an “at a glance” view of results.  NC developed a financial model from its proprietary software the Numbers NavigatorTM .  The software provides a road map for the GPSC team to see where they are headed with profits and cash flow.  The software’s rolling financial forecast provides the GPSC team with a tool to make critical decisions “on the go” to achieve their desired results.

Results

NC pulled together financial and non-financial data to complete a scorecard and financial model.  Each month NC meets with the GPSC team to methodically review results and provide the input and analysis from the Numbers NavigatorTM financial software.  From the monthly financial coaching meetings, the GPSC team can take actions on activities that improve the company’s bottom line results.

For more information on Georgia Pain and Spine Care visit www.gapaincare.com

To learn more about the Numbers Coach financial leadership services, click here

“Mike has become an important part of our team.  His understanding of financial processes, cash flow, and approach to educating us on our results gives our team the right tools to help us understand how to navigate our finances successfully and stay focused on our financial goals.”  

Dr. Charles Brownlow, Founder / Medical Director
 

Keep the Boat Afloat: Strategies for Securing Your Finances Through A Global Pandemic Storm

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By Michael Iverson

We are in an unprecedented time – one that is impacting most businesses in the United States and the world. And there’s no telling what the fallout will look like or even how long social distancing and company shutdowns will continue.

As a numbers coach for my business clients, many of them are asking for advice and guidance during this volatile and unpredictable time. I assure them that as a business owner or leader, a number of financial factors remain under their control. Here’s what I’m emphasizing:

Lead where you can: Communicate and Be Flexible

Change and uncertainty are all around us right now: How long shutdowns and isolating will last, the long-term macro- and micro-economic impact of this crisis on businesses, families, and communities around the world, or whether people will regret buying a year’s worth of toilet paper are unknown. We have little to no control over most of this.

What you can control is how you react.

No one knows exactly what to do – and that’s OK. Your strategic decisions can keep your company afloat through this crisis.

Communication: Transparent and honest communication isn’t a new concept, but it is more important now than ever. Explain to employees, customers, and other stakeholders that, like everyone else, your business is experiencing the ramifications of the coronavirus. Explain your challenges and your high-level strategy to overcome them. Everyone is more likely to empathize if you communicate honestly and authentically. The health and safety of your employees is the most important priority.

Keep the communication flowing – ask where they’re struggling the most, and where you can help. Offer a free brainstorming session. Remember – your goal is to maintain the relationship so it can grow after this crisis passes.

Flexibility:  As you’re asking for flexibility from your clients and employees, consider offering some in return. I always encourage my clients to have a 3- to 6-month cash reserve. Times like these are why you held that money. Offer customers a modified payment plan or if you can relax payment terms for products or services like ongoing license support or maintenance.

For employees, be flexible with time, productivity and deliverable expectations. People’s daily lives have been upended, from homeschooling and supervising children to caring for sick family members. And for the most part, they want to do their best for you while figuring out their situation. Consider staggered or flexible work schedules. Relax deliverable dates where possible.

If you have employees with a lighter workload during this time, give them the opportunity to shine when others are overwhelmed. Maybe ask for a volunteer to provide updated COVID-19 information both medical and financial. Dedicate someone to helping employees take advantage of cost- and time-saving benefits such as telemedicine, wellness programs, and EAP offerings.

But also remember as crucial as communication is, too much information, repeating the same message with minor tweaks, or asking employees to be constantly online or send hourly updates are all examples of actions that could provoke burnout and deeper anxiety. Remember, we’re all getting corona-related messages from companies we haven’t heard from in years. We’re all figuring out this out together. Don’t unnecessarily add to the cacophony.

Pivoting to new operational models

With office and business closures, we’ve shifted to working almost entirely online. Engage customers and prospects virtually through platforms like WeChat, Zoom, Skype. For those with whom you haven’t engaged with this way, the novelty may actually open doors. Use email lists and social media analytics to reach new leads. Try apps like Trello or Monday or dig out that intranet project you’ve been putting off, to organize and detail projects so everyone is working together.

Prioritize initiatives that require less capital, less risk, and have a proven positive impact on cash flow. It is possible to continue to operate debt free and maintain access to capital. For more cash preservation guidance, check out the “Preserving Cash in Uncertain Times” article I published last week.

If your company’s situation is looking dire and you’re considering layoffs, consider looking into a four- or even three-day work week to reduce costs. If employees are sitting on the bench due to loss of client work or decrease in demand, ask if they could use their PTO now or agree to work half time or take unpaid leave. Look into emerging government programs to cover salaries. The Cares Act is landmark legislation passed on March that has several key programs:

  • Paycheck Protection Program Loan with a forgiveness provision
  • Economic Injury Disaster Loan program as part of the Small Business Administration
  • Employer 6.2% payroll tax deferral program
  • The Unemployment supplemental insurance program

The following link provides more detail on the programs and what is offered:  COVID-Bill-3-Summary

If you need to consider across-the-board pay cuts, keep them in direct relation to job positions. Start first with voluntary cuts. Some employees are looking for ways to help others who can’t afford a pay cut. For example, the CEO should lead by example and take the largest pay cut, the highest paid employees take the next highest cut, and so on down the line.

Finally, if you haven’t already, postpone all travel and make every effort to allow employees to work from home.
Negotiate with vendors, who are undoubtedly making changes of their own. Look for extraneous expenses to eliminate, and lower cost alternatives to conventional advertising. Look into whether your insurance coverage can help. Leave no stone unturned when looking at ways to conserve cash.

Learn, grow, breathe. We’ll get through this!

It may be the last thing you want to think about, but now is the time to take note of practices that will prevent repeating mistakes in the future.

Take notes. If you didn’t have a solid disaster recovery plan ready this time, prepare one for the future using knowledge you acquired during the COVID-19 pandemic.

And no matter how brilliant and detailed your plan is, expect things to continue to go awry. When this happens, stop, take a few deep breaths, remember your training, focus on the end goal, and make the most rational decisions possible.

If you’re looking for more guidance, I’m happy to talk. Give me a call at (404) 353-2148 or email me. I’m here to help.

With hope, gratitude, and cooperation, it won’t be long before we turn our TVs, smart phones, and laptops on and see nary a mention of pandemics.  Until then, stay safe and be well!

Keep Your Finger on the Pulse of Your Business

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There are plenty of ways to measure the financial success of your business: profit margins and revenue growth, for instance.  But do the old standby measures give you the whole picture? It’s never too early or too late to try out new ways of analyzing the financial health of your business.

I recently came across a 2017 Inc. magazine article written by entrepreneur and author Norm Brodsky. In “Pencil Power” he suggests an assessment method that would have been called “old fashioned” in the past, but today might be termed “retro.”  It involves—brace yourself—a pencil and paper.  (Yep, I’m coming back to the same pencil and paper I mentioned in a blog post a few months ago.)  Brodsky believes that tracking monthly sales and gross margins by hand is especially beneficial to new, or relatively new, business owners.

He says the practice will improve young businesses’ chances of success 100 times over:

“By writing the numbers down and doing the calculations yourself, you begin to have a feel for the relationships between them. Later on, when other people are reporting numbers to you, you’ll be better able to recognize when something’s wrong.”

Brodsky recommends a simple exercise to try at the end of each month: write down sales, cost of goods, gross profit, and gross margin of each product for both the month and year-to-date. Then write down the same information for each customer.  This is a quick way to see where you are saving money and where you aren’t.

If your business is already doing a good job tracking these metrics, there might be others that could shine light on an area that’s erratic or negatively trending. Try writing down monthly inventory holding costs or Accounts Payable and Accounts Receivable totals. Maybe some cash flow metrics need attention.

It’s a painless, 30-minute exercise that just might surprise you by exposing a weak or strong area of your business that’s been hiding in the dark. Add it to your evaluation and decision-making arsenal. I suspect you’ll find it insightful.

Let us know if we can help you track your metrics.

How this “J” Can Help You Make Strategic Decisions Easier

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by Tim Fulton, Small Business Matters

How often do you get “stuck” on a big strategic decision? If you are like many small business owners, the answer is “too often”. It may be a key employee hire, a capital decision, the purchase of a large fixed asset, or may be a decision to exit the business. None of these are easy decisions and easy to get paralysed in making the final call.

One of the best tools I have found for making tough strategic decisions is the “J Curve”. A popular blog for mid-size businesses, ShortTrack CEO, said the following about J Curves:

“The process of identifying, prioritizing, and managing J Curves is the most important determinant of entrepreneurial success.”

By definition, a J Curve investment is any strategic decision to spend money today for a benefit tomorrow. Any hiring decision is a J Curve. Any significant new customer is a J Curve. Any major allocation of capital resources is a J Curve. A marketing decision such as the offering of a new product or expansion into a new market is a J Curve. The list goes on…

Here are the 3 phases of the J Curve:

  1. The first phase of the J Curve is the “investment. How much will we need to spend in time or money on this investment? If it’s a new piece of equipment; this would include the cost of the new asset, set-up and training time, and any costs associated with ramping up the new equipment.
  2. The second phase of the J Curve is “catch up”. We have now moved based the bottom of the curve and we are trying to move towards break-even as quickly as possible. We again measure this phase in time and money. If it’s a new hire, the employee has completed his/her orientation and training and now is moving towards achieving the results we have set expectations for this new employee.
  3. The third phase of the J Curve is “blue sky”. We have moved past break-even on our investment and we are now moving towards achieving a maximum return on investment (ROI) on this big decision. The new sales rep starts making big sales. The new customer starts placing sizeable orders. The new piece of equipment has doubled our production capacity.

There are several important rules for managing J Curves:

  • Measure the depth and width of the valley. It’s typically measured in either time or money or both. My experience is that we very commonly underestimate both of these as they relate to the decision. We expect the new sales rep to deliver new customers in three months and it takes six months. We anticipate the new customer to place an initial order of $100K and instead we get $50K.
  • Do not become emotionally attached to your J Curve. You may need to abandon it at some point in time. Your newly hired CFO has grossly overstated his qualifications for the job. Are you prepared to wait a year to see him grow into the position or cut him loose and start over?
  • Watch the number of J Curves you have at any given time. The average for small business executives is 5-7 at any given moment. My guess is that if I sat down at the desk of any of my clients I would find at least that many strategic decisions in the making. Any more than that is problematic. Any less than that is a cause for concern as well. I suggest you keep a J Curve register on your desk, which can be a legal pad with a list of your current J Curves just to keep score. What is the current status of each one?
  • Is there a plan for moving from Phase 1 to Phase 3 for each J Curve? There needs to be a unique course of action for moving efficiently thru each phase.
  • Watch out for “W” curves. You have reached Phase 3 and all of a sudden you find yourself back at Phase 1. What happened?

It’s time to get “unstuck” on your big strategic decisions. Thinking of each one as a J Curve is a great first step. You now also have a new vocabulary in which to think of these decisions and discuss with your key executives. Good luck!

Buffett’s Advice for Financial Success

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The “Oracle of Omaha” has created an impressive following of people and his investing results have proven the test of time.  Below are some simple bits of wisdom that I believe are timeless.

  1. Never lose money.  Buffet’s rule # 1 is to not lose money.  And his rule #2 is to remember rule #1.  Keep in mind if you lose 50% of your investment, then it takes 100% return to get back to even.
  2. Get high value for low price.  What he means is value is what you pay for.  Make sure that you are paying the right price for the value in the product, business or investment that you are buying.
  3. Build healthy money habits.  Habits are what drive our behavior.  It’s been said that finance is 80% behavior and 20% math.  If we don’t change poor behaviors with our wallet then we can’t expect to find success with money or building a business.
  4. Avoid debt and, more specifically, avoid credit card debt.  Credit card interest rates can be as high as 18% and more.  If you have to roll over your credit card balance regularly, then you can’t afford spending on it.  In effect, you are trading your future for your present satisfaction.
  5. Keep cash on hand.  Come up with what your minimum cash balance needs to be.  Is it 3 months or 6 months of expenses?  “Cash is to a business as oxygen is to an individual: Never think about it when it is present, the only thing in mind when it is absent,” said Buffet.
  6. Invest in yourself.  Your biggest income producing asset is yourself.  Improve your skills to make yourself more valuable to the market.  Unlike other assets and investments, “Nobody can tax it away and they can’t steal it away,” said Buffet.
  7. Learn about how to manage money as a part of the investment in yourself.  Not everyone enjoys this subject, however, there are simple methods to follow that help you win with money.  Spend less than you make. . . save 15% into a low cost index mutual fund. . . it’s not how much you make, it’s how much you decide to spend.
  8. Trust a low-cost index fund. Expenses matter when it comes to returns on your investments.  Consistently adding to your investments each month or quarter exercises an important “money muscle.”
  9. Give back on a regular basis.  Giving of our “time, talents, and treasure” to our community and nonprofits is a natural law of human nature where we want to help others in need.  Giving produces psychic benefits for the giver and it helps society move forward.
  10. Invest for the long term.  Investing not only with dollars but in ourselves is a long term game.  Building true financial security takes time.  As Buffet said, “Someone’s sitting in the shade today because someone planted a tree a long time ago.”

Together these pieces of advice can help take us on the journey to financial security.  The advice is simple and timeless.

Let us know how we can help you achieve financial success in your business!

Get a Feel for Your Business by Writing Down the Numbers

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In the era of smart phones, smart cars and smart homes, you might feel advice about tracking your business results with an old-school number 2 pencil is a little out of step.  You shouldn’t.

There is an old saying: “From lips to pencil tips,” which suggests that by physically writing your key figures you become more familiar with them.  Like a golfer who leaves the course saying, “I need to do better than a double bogey on number 7,” entrepreneurs who track their key figures by hand are extremely aware of what they need to improve.

Writing the key figures down month after month, you commit them to memory and become more focused on their importance to your success.  It’s a practice that is highly recommended for new business owners, and I know several veteran business owners who swear by it.

What you should track

Take a piece of paper and write your key performance figures (check out our Metrics for Success guide for more info on these numbers as well).  For most business owners, the common ones are:

  • Sales by month
  • Gross profit by month
  • Net profit by month
  • Cash flow by month
  • Accounts receivable
  • Accounts payable

Sales by month measures top-line revenue growth.  In business, either your company is growing or it has begun dying.  Watch this number closely.  Consider what is going on within your industry, both nationally and in the local market.  Set a sales goal each month that represents true, attainable growth.  If you fall short, take time to understand why and take corrective action as necessary.

Gross profit by month measures a company’s markup on its cost of goods (or services) sold.  This figure gives an indication of how well ownership has controlled its costs and, possibly, whether goods and services are priced in line with what the market will bear.  In times of inflation, it’s easy for cost increases to outpace increases in your selling prices. Committing this number to paper will help keep you abreast of the situation.

Net profit by month builds on the gross profit by month analysis.  While gross profit focuses on cost of goods or services sold, net profit also encompasses administrative expenses, interest and taxes.  If gross profit is optimal but net income is lagging, take a hard look at trimming administrative costs. Perhaps there is a way to manage interest costs. Consider hiring a tax expert who is knowledgeable of your industry.

Cash flow by month measures the company’s liquidity.  It’s how much cash is getting added to or subtracted from the bank in your bank account.  By recording this figure each month, you will naturally begin thinking about short-term, upcoming events that will impact your liquidity. Many service industry clients prepare for weak cash flow in the month of December, when people have holiday-related expenditures in mind. Conversely a retail business expects its best cash flow to occur in December.  Seasonal aspects to a business is a fact of life that should be considered in the business plan.

Tracking Accounts Receivable helps to see how much you expect to collect in the next 30 to 60 days.  Seeing this account grow can be either the result of sales growing or another issue like a customer slowing down their payments.  Understanding the reason for the growth will help you better understand your future cash flow.

Accounts Payable is the amount you owe vendors that must be paid within the next 30 to 60 days.  This balance can tell you how much cash will flow out of your business and thus plan the disbursements based on your inflows from Accounts Receivable.

Focus on important customers

In addition to tracking the numbers, it’s wise to use a second sheet of paper to track results on a customer-by-customer basis. This makes it very clear which customers are most important to your success. And, if an important customer starts slipping away, you will quickly become aware and might be able to salvage the relationship. Your second sheet will track:

  • Sales by month by customer; and
  • Gross profit by month by customer

If sales to a significant customer slip unexpectedly, learn what you can from the employee servicing the account. Then, follow up personally with the customer. It could be that the customer has fallen on difficult times. Maybe there is a competitor trying to make inroads.  Whatever the cause, do what you can to nip it in the bud.

When gross profit by customer increases or decreases from one month to the next, you want to know why. This is a very real measurement of where you are making money and where you are losing it. You need to understand what has happened to that one customer relationship. If gross profit for that customer is up, can you move other customer relationships in the same direction? If it’s down, can you prevent the cause from impacting other customers?

If you would like to get more detailed information on these metrics, download our Metrics for Success guide. If you have questions about how to get started or what your numbers are telling you, give us a call at (404) 353-2148 or email info@trilliumfinancial.com.