A business bottleneck is rarely the problem making the most noise. The visible issue may be marketing, cash, tax, or growth, but the real constraint often sits one step upstream.
You hire the agency, buy the ads, and rebuild the funnel. Six months later, the phone is ringing, but you still cannot make payroll.
The problem looks like lead flow, so you spend more on marketing. Leads increase, but the business gets tighter instead of stronger. Operations cannot deliver what sales is promising, rework consumes hours, cash gets trapped, and every new customer adds more pressure to the same broken system.
Marketing did not fix the leak. It made the leak faster.
In Episode 19 of From Burnt Out to Bought Out, Jon and Ryan explain why the problem demanding your attention and the problem costing you money are usually two different things. One yells. The other quietly empties the bank account.
The goal is not to ignore the visible problem. It is to trace that problem back to the critical thread that is pulling the rest of the business out of alignment.
Business Bottleneck or Business Symptom?
Owners misdiagnose problems because they are trained by experience to run toward the biggest fire. Put it out. Move to the next one. Repeat.
That instinct is useful in an emergency, but it is a poor operating system. It keeps the owner at ground level, reacting to symptoms without stepping back far enough to see the company as a connected whole.
Jon and Ryan offer one diagnostic question:
When this problem shows up, what had to be true one step upstream?
Keep asking until you reach something the team can measure, own, and fix. Here are four common business misdiagnoses discussed in the episode.
1. The Cash Problem That Is Really an Operations Problem
The company appears profitable on paper, but the money is trapped in rework, slow delivery, and unfinished work.
Generating more revenue will not automatically solve the problem. Adding more customers to an inefficient delivery system can make the cash pressure worse.
The company must examine how quickly work moves through operations, how often work must be completed again, and how much cash remains tied up before a project can be invoiced or collected.
2. The Marketing Problem That Is Really a Capacity Problem
Marketing promises customers a turnaround of two weeks, but operations needs six weeks to deliver.
More leads will not fix that gap. Every new sale creates another customer expecting a deadline the company cannot meet. The team spends more time rescheduling work, handling complaints, and explaining delays instead of correcting the process causing them.
Before increasing marketing, confirm that the business can profitably fulfill the demand it already has.
3. The April Tax Problem That Started in March
The tax bill arrives in April, so the owner blames the CPA or the amount owed. But the real problem may be that the business failed to plan and fund the tax reserve before the payment was due.
The accountant may have completed the required work. The company simply did not protect the cash necessary to pay the liability. Tax planning is about the calendar, not only the calculator.
4. The Growth Problem That Is Really a Forecasting Problem
The company expects growth because the owner, sales team, or plan says growth is coming. The bank account disagrees.
Hope is not a financial plan. Growth must be supported by realistic forecasting, sufficient operating capacity, and enough cash to fund the added work.
Sometimes the problem really is what it looks like. Marketing may be failing to produce a return. Sales may be failing to convert qualified leads. The point is not to make every diagnosis mysterious. The point is to test the visible explanation before investing more money in it.
The Seven Pillars Behind Every Business Bottleneck
Jon and Ryan organize the business into seven connected pillars. Each pillar matters, but the strength comes from how they work together.
Sales without operations becomes a cash bonfire. Operations without marketing creates an empty calendar. Numbers without strategy have no direction. Each pillar pulls on the others.
Synergy Solutions describes this approach as seven pillars working as one system to build a business that can operate without constant owner dependence.
The episode compares the business to a spiderweb. A single strand looks fragile, but the entire web holds because of the connections. Your company works the same way. The circles matter, but the lines between them reveal where pressure is traveling.
Why More Marketing Can Make the Problem Worse
Marketing is easy to blame because its activity is visible. You can count leads, campaigns, calls, and clicks. When revenue feels slow, spending more on acquisition appears to be the fastest answer.
But demand is only helpful when the company can fulfill it profitably. If sales promises two weeks and operations needs six, every new customer widens the gap. The team starts tap dancing through customer calls, rescheduling work, and managing disappointment instead of correcting the process.
The marketing metric may improve while the business becomes weaker. More leads create more work in progress. More work creates more rework. More rework consumes labor and cash. The owner sees revenue opportunity while the bank account absorbs the operational cost.
This is why capacity has to govern marketing. Do not add fuel until the machine can hold the weight.
Match the Right Fix to Your Business Stage
Finding the real problem is not enough. A legitimate priority can still be the wrong thing to work on now if it does not match the company’s current stage.
Jon and Ryan outline five stages, the priority at each stage, and the mistake that commonly distracts the owner.
Treadmill
Priority: Cash and a basic operating rhythm.
Common mistake: Building a fancy marketing funnel or exit deck while the accounts are bleeding money.
You cannot build an exit plan to escape an overdraft. Stabilize cash and establish a basic operating rhythm first.
Pathfinder
Priority: Systems, clean books, and removing the owner from every decision.
Common mistake: Chasing additional revenue before the machine can hold the added weight.
At this stage, the business needs repeatable processes and a stronger team. It does not need more work that must still pass through the owner.
Trailblazer
Priority: Rolling forecasts, tax planning, and matching marketing to capacity.
Common mistake: Running the business by gut instead of using current data.
Growth decisions must be supported by forecasts that show whether the company can afford the people, inventory, equipment, and operating expenses required.
Peak Performer
Priority: Synchronizing all seven pillars and building real exit readiness.
Common mistake: Optimizing marketing for another 3% return while the business still depends heavily on the owner.
A company is not truly ready for an exit if the founder remains the central decision maker.
Legacy Builder
Priority: Risk mitigation, leadership depth, and harvesting value on the owner’s terms.
Common mistake: Treating the exit as a single event instead of a state the owner has been building toward for years.
The right pillar at the wrong stage is still the wrong thing.
A company in overdraft does not need a polished exit deck. A company that cannot deliver on time does not need a larger funnel. A company preparing for an eventual exit cannot keep every decision tied to the founder.
Stage creates sequence. It tells you what must be stabilized before the next improvement can produce value.
Use the 60 Second Business Bottleneck Score
You do not need a long offsite meeting to identify a starting point. The episode gives owners a simple self diagnosis built around the seven pillars.
- Score each of the seven pillars from one to 10. Do not generously round. If a system is not fully implemented, do not award points for intention.
- Add the scores for a total out of 70, then compare the total with the stage ranges below.
- Circle the two lowest scores. These are your starting points, not seven simultaneous projects.
- Compare both low scores with the priority for your actual stage. If the same pillar appears in both places, start there.
- If a pillar prioritized for your stage scores between one and three, stop the bleeding there before improving anything less urgent.
| Total Score | Likely Stage Range |
|---|---|
| 35 or below | Treadmill or early Pathfinder |
| 36 to 49 | Pathfinder or Trailblazer |
| 50 to 59 | Trailblazer or Peak Performer |
| 60 or above | Peak Performer or Legacy Builder |
If you tend to score yourself generously, give the same exercise to the leadership team without coaching their answers. The differences can expose assumptions, silos, and missing systems that the owner no longer sees clearly.
Follow the One, Three, Five, Seven Rhythm
The point of the score is not to produce another list of weaknesses. It is to create a disciplined improvement rhythm.
- One: Go deep on one pillar at a time.
- Three: Give the improvement three months to become automatic.
- Five: Use five quarterly Rocks to lock the new systems into the business.
- Seven: Integrate all seven pillars over two to three years.
This rhythm prevents the company from launching seven incomplete initiatives at once. It gives each improvement an owner, a date, and enough time to become part of how the business operates.
Financial visibility supports better diagnosis. The U.S. Small Business Administration’s financial management guidance recommends tracking business finances and using cash flow projections and analysis of costs and benefits to evaluate decisions.
A Practical Marketing Move: Build Fresh Google Reviews
The episode’s marketing tip focuses on a simple asset many local businesses neglect: Google Reviews.
Reviews are not only a vanity metric. They help potential customers evaluate the business, and they appear with the Business Profile in Google Search and Maps. A steady flow of recent reviews gives customers more current information than a pile of old reviews from several years ago.
The action step is straightforward:
- Text or email your last five happy customers.
- Provide the direct Google review link from your Business Profile.
- Respond to the reviews you already have.
- Continue responding as new reviews arrive, whether good or bad.
Google explains that reviews can help a business stand out and provide useful information to potential customers. See Google’s official guidance on getting more reviews and managing customer reviews.
Put One Fix on Next Week’s Scorecard
Do not wait until Monday. Score the seven pillars tonight. Circle the two lowest scores and compare them with the priority for the stage your business is actually in, not the stage printed on your business card.
Choose one pillar. Put it on next week’s scorecard with a named owner and a due date. Work it for 90 days before adding another major improvement.
This creates accountability without turning the diagnosis into another source of owner overwhelm. The company does not need a longer task list. It needs one critical improvement completed deeply enough to change the system.
Stop Fixing What Screams
Your business is a web. Cash, operations, financial intelligence, tax planning, marketing, the operating system, and exit readiness all pull on one another.
Find the critical thread. Match it to the stage the company is actually in. Give the work an owner, a date, and 90 days of focus.
Pull the right thread and the whole web tightens. Chase the noise and you can spend another year fixing the wrong thing while the real problem quietly costs the business.
Listen to From Burnt Out to Bought Out for more practical business insights.
Ryan (00:00): You’ve got a marketing problem. At least, that’s the story. So you hire the agency, buy the ads, and rebuild the funnel.
Six months later, the phone is finally ringing, and you still can’t make payroll. Because it was never a marketing problem. It was a cash problem wearing a marketing costume.
Today, we show you how to stop fixing the thing that screams and start fixing the thing that’s actually broken. Because the loudest problem in your business is almost never the right one.
Welcome to From Burnt Out to Bought Out, the podcast for business owners who are tired of being the hardest working, lowest paid employee in their own company.
I’m Jon, joined as always by Ryan, and together we’ve spent years inside owner led businesses helping founders go from running on fumes to running a business that actually runs without them.
Every episode, we break down the real problems nobody talks about: the burnout, the bottlenecks, and the blind spots. We show you what it looks like to build a business that’s profitable, sellable, and doesn’t need you in the building every day to survive.
Whether you’re grinding through a plateau, thinking about an exit, or just trying to take a vacation without your phone blowing up, you’re in the right place.
Let’s get into it. Ryan.
Ryan (01:18): Jon.
Jon (01:20): What is a marketing costume, and do I wear one often?
Ryan (01:24): Well, Jon, when you wear a costume, it’s rarely a marketing one.
Jon (01:30): I try to pretty it up.
Ryan (01:32): You’re wearing a clown one, yeah.
Jon (01:34): Donkey. Oh, I see where you’re going with that. Am I still a jackass on the email notifications?
Ryan (01:41): You absolutely are. Have we gotten your headshot? Probably not.
Jon (01:46): It’s lost in the mail.
Ryan (01:47): It’s in my spam, probably somewhere. It’s going to stay there for a little while.
Jon (01:52): It improves my looks.
Ryan (01:53): We said that last episode.
Jon (01:55): You’re dressed up, though, today.
Ryan (01:56): You’ve got a Band Aid on your face.
Jon (01:58): I did, yeah. It was a big thing. Earthquake, fight, the whole thing. But I saved the nuns, so that’s the only thing that’s important.
Ryan (02:08): Awesome. Well, I can’t decide whether you look like Nelly or Nelly Furtado. I don’t know whether it’s hot in here or you’re like a bird.
Jon (02:16): Oh, I’m in here, so it’s definitely hot. And I’m not going to lie, it’s hot in here. You know, birds aren’t real.
Ryan (02:23): There we go. Earth’s flat.
Jon (02:25): Oh, okay. Awesome. Yeah, let’s get to it.
So every owner who calls us is 100% sure they know the problems they need to fix, but how often are they right? I’m sure we’ve got some specific examples, composite stories, and I know there’s one that you’re itching to tell.
Ryan (02:45): Yeah. An owner was convinced the problem was lead flow, so they poured a ton of money into marketing. Leads went up, but the business got tighter, not looser.
Marketing wasn’t the problem. The root cause was that operations couldn’t deliver what sales was actually selling.
Marketing just made the leak faster.
The problem that gets your attention and the problem that’s actually costing you money are usually two different things. One yells, but the other one quietly empties the bank account.
Every organization has seven pillars, and we’ll get into those a little bit more.
What happens is that everything operates in silos. Sales doesn’t know what operations is doing. Finance, exit planning, tax planning, and the other areas all operate independently.
They’re usually handled by different people. When does your CPA talk to your finance people, salesperson, or operations team?
That’s the trap. Sales without operations is a cash bonfire. Operations without marketing is an empty calendar. Numbers without strategy are worthless.
Jon (04:14): Got it. I feel like owners should know their businesses better than we do. Why are they so often misdiagnosing the exact problem?
Ryan (04:28): They’re going with their gut. Generally speaking, owners run toward the biggest fire, put it out, and then move to the next fire.
Rarely do they go beyond skimming the surface to dig deeper and find the actual root cause. They also don’t always have the time to step away and look at the business from the 30,000 foot view.
Jon (04:55): They’re pulled all over the place.
In that specific example, the owner says, “We’re in a cash crunch. We need more revenue. Let’s pour more fuel on the marketing fire.”
But it’s actually a whole bunch of inefficiencies burning hours. When you dump more customers onto inefficiency, it exacerbates the problem. In that example, the problem was misdiagnosed.
Before we go into diagnosis, let’s give people more of the math. Seven pillars, 10 words each. Go.
Ryan (05:31): All right.
Cash. Cash is oxygen. Pay yourself first.
Business operating system. The operating rhythm, scorecard, Rocks, and weekly meetings.
Operations. Fix the machine before you add fuel.
Financial intelligence. Close clean, forecast forward, and maintain 13 weeks of visibility.
Tax planning. It’s about the calendar, not the calculator.
Marketing and sales. Know your customer acquisition cost and lifetime value. Never scale past your capacity.
Exit planning. Build a business that runs without you.
The key is that those seven items need to be connected. That’s where the beauty is. If they’re all working independently, you’ve got chaos.
When they start to understand how everything is connected, operations affects marketing, marketing affects financial intelligence, and financial intelligence affects exit planning.
There are 27 lines between them. One is always pulling on something else.
Jon (06:45): The key point is that it’s not the circles. It’s the lines between them that allow the connective tissue of an organization to operate at maximum capacity.
Ryan (07:01): That’s it, Jon.
Jon (07:03): Great. I just have to repeat what you say. You sound really intelligent right now.
Ryan (07:11): I try my best.
Jon (07:13): That’s my job. I make you look intelligent and parrot it.
Okay, fun fact time.
Ryan (07:19): All right, fun fact. Spider silk, weight for weight, is stronger than steel and tougher than Kevlar.
The web looks fragile, but the whole thing holds because of the connections, not because of any single strand.
Does that sound familiar? Your business is the same. The strength was never in one pillar. It’s in the entire web.
Jon (07:44): Deep and relevant.
Ryan (07:47): It’s what we try here.
Jon (07:48): Yeah, we’re achieving it today.
Quick break, brought to you today by Joe Cutter’s Turf and Snow out of Pittsford, New York, serving Rochester and Monroe County.
This one ties directly into the episode because most people think a bad lawn is a grass problem. It’s almost always a soil problem.
Joe does the unglamorous work under the surface: aeration, soil grading, conditioning, and the root work that actually fixes the problem.
Instead of spraying it green for a week and calling it solved, which is the loudest problem lie in lawn form.
Twenty one years in, they’re the only outfit in the county running Ventrac compact tractors. They provide lawn care, mosquito and tick control, landscaping, snow removal, and ice control.
You have thoughts about the snow part?
Ryan (08:45): Oh my gosh, yes. As a Canadian, I have opinions about snow removal, and I am legally required to keep them to myself on an American podcast.
Jon (08:57): Free estimates. Call 585 248 8873 or visit CutterTurf.com. Fix the root, not the symptom.
Ryan (09:08): Fitting, right?
Jon (09:09): Did you say Ventrac? Those are the best in the business.
Ryan (09:12): They are the best in the business. Ventrac. Shout out to Panda Nation.
Jon (09:18): Joe will know what that means. Calling card.
Ryan (09:21): Nice.
Jon (09:22): He’s the only one.
Ryan (09:24): No, he’s got a whole nation out there. His social media is stacked with tips, tricks, and life hacks.
Jon (09:34): Interesting dude.
We touched on one thread, and when you touch one thread, the whole web moves. Give me the classic misdiagnoses. What symptom do people face, and what is actually pulling at the thread?
Ryan (09:50): A typical cash problem may actually be an operations problem because the money looks okay on paper, but it’s trapped in rework, slow delivery, and work in progress.
There’s a marketing problem that is really a capacity problem because marketing is promising two weeks while operations is delivering in six.
There’s a tax problem in April that is really a cash planning problem from March. The CPA did the job, but you didn’t fund the jar to pay the bill.
There’s a growth problem that is really a forecasting problem. The CFO forecasts growth, but the bank account disagrees because hope is not a plan.
The diagnostic question is: When this problem shows up, what had to be true one step upstream?
Keep asking until you reach something you can actually fix. That’s how you get there.
Jon (10:49): Can some of these really be the problem they look like? Not everything is secretive or hidden.
Ryan (11:00): Sometimes the problem is simply the problem. Marketing may not be delivering a return on investment.
Sales may not be converting the qualified leads marketing provides.
The answer isn’t pouring more cash into it. The answer is fixing the marketing problem.
But in the example we gave, if you can’t deliver what you’re promising, and marketing promises two weeks while operations takes six weeks, that’s an issue.
It may be an operations problem. Why aren’t you delivering in six weeks? It might be an efficiency problem, a scheduling problem, or a rework problem.
If you can’t get the work out the door correctly the first time, you have to bring it back and do the work again. That costs time and money.
Jon (11:59): One of the key things is that these problems can exist, but if everyone is working in silos and there’s no communication in the organization, it becomes difficult to uncover them.
If people aren’t communicating, it’s nearly impossible to put the problems on the table, discuss them as a team, and fix them.
The seven pillar system and the operating system are key components of that.
What is most important about the cadence and cycle of communication necessary to uncover these problems?
Ryan (12:39): You need to get everybody in the same room hearing the same things.
Your decision makers, department heads, and the people who need to lead your company toward the exit plan need practice now. They need to discuss the problems and make decisions together.
If I’m the finance person and I’m good at collecting money, I may focus entirely on keeping accounts receivable over 30 days below 20%.
But if there are no sales in the funnel, no cash in the bank, and operations is 12 weeks behind and missing targets, focusing only on collections means I’ve missed everything else.
Jon (13:30): It’s easy to get sucked into your own silo.
If sales and marketing are selling something with a two week turnaround, you’ll receive calls from customers you just sold. You’ll start solving problems and tap dancing through customer conversations.
You’re not knocking on operations’ door and asking what’s going on with the process.
Without regular communication sessions and everyone in the same room, it’s difficult to put everything on the table.
That leadership meeting cadence is one of the most important things we push. Weekly meetings need to be well structured and put every issue on the table for people to discuss.
Ryan (14:16): You got it.
Jon (14:18): Time for the marketing tip of the week.
This week, it’s about reviews, Google Maps, and specifically Google Reviews.
Reviews are not about vanity. They are a conversion and ranking asset.
Pay close attention to your reviews. Reply to them. Contact people who leave poor reviews and try to resolve the problem.
As you build reviews, build them steadily and use the available technology to help you. A steady flow of fresh reviews beats a pile of old five star reviews from three or four years ago.
For local businesses, this is critical. The map pack is the phone. It’s how you get customers.
The single step this week is to text or email your last five happy customers and give them your direct Google review link. It’s available in your Business Profile settings.
Reply to every review you already have, good and bad. Continue responding as new reviews arrive.
That’s the whole week one move.
Back to it.
Even if you find the real problem, it can still be the wrong thing to work on right now. Walk us through the stages, one priority for each, and the classic mistake at every stage.
Ryan (16:19): We talked about the stages last week.
At the Treadmill stage, you need to prioritize cash and a basic operating rhythm.
The mistake many Treadmill operators make is trying to build a fancy funnel or an exit deck while the accounts are bleeding money. You can’t build an exit plan to escape an overdraft. Focus on cash and establish a rhythm.
At the Pathfinder stage, your priorities should be systems, clean books, and getting the owner out of every decision. You’re beginning to build a team.
The common mistake is chasing revenue when the machine can’t hold the added weight.
At the Trailblazer stage, focus on rolling forecasts for growth, tax planning, and matching your marketing to capacity.
The common mistake is using Treadmill habits instead of a rolling forecast. You’re going by gut instead of looking at data.
At the Peak Performer stage, you need to synchronize all seven pillars and begin building real exit readiness.
The common mistake is optimizing marketing for another 3% return while everything still depends on the owner.
At the Legacy Builder stage, you need to harvest value on your terms, mitigate risk, and make sure you have the right team in place.
The common mistake is treating the exit as an event instead of something you’ve been building toward for years.
Pick the right pillar at the wrong stage, and it’s still the wrong thing.
Jon (18:23): I’m going to land that. The right pillar at the wrong stage is still the wrong thing.
Ryan (18:30): Yes, it is.
Jon (18:34): Time for another word from Joe Cutter’s Turf and Snow.
This one is for the Rochester listeners because you people have a specific kind of denial about winter.
Every October, a Rochester homeowner looks at the sky and thinks, “Maybe this year.”
It’s not going to be this year. It has never been this year.
A Rochester winter is not a maybe. It’s a scheduled appointment you keep forgetting you made.
The move is to lock in snow removal and ice control now, before the city plow buries your driveway for the third time.
Joe’s crews arrive before the storm is finished showing off. That’s the difference between having a plan and negotiating with a shovel at six in the morning.
As a Canadian, I can tell you that the shovel always wins that negotiation.
Call Joe at 585 248 8873 or visit CutterTurf.com before the bathrobe.
Ryan (19:41): Before the bathrobe. Great tagline.
Jon (19:44): Don’t put that on the truck. Put the number on the truck. 585 248 8873.
Ryan (19:50): How did I get stuck with the number this time?
Jon (19:53): Finally, we got a number in there.
Ryan (19:55): I put it in. I edited it and gave you a number. Panda Nation.
Jon (20:03): Panda Nation. 585 248 TURF.
Ryan, this is the part people have been waiting for. How do they figure out their real weakest link instead of the loudest one?
Ryan (20:14): Take 60 seconds to diagnose yourself.
Score each of the seven pillars from one to 10. Don’t generously round. If you haven’t fully implemented something, you don’t get the points.
The total is out of 70.
If you score 35 or below, you’re probably in the Treadmill or early Pathfinder stage.
If you score 36 to 49, you’re likely in the Pathfinder or Trailblazer stage.
If you score 50 to 59, you’re likely in the Trailblazer or Peak Performer stage.
If you score 60 or higher, you’re likely in the Peak Performer or Legacy Builder stage.
Circle your two lowest scores. That’s your starting line.
Compare those scores with your current business stage. If your lowest pillar is also a priority for your stage, start there.
If a priority pillar scores between one and three, stop the bleeding there first.
Follow the One, Three, Five, Seven rhythm.
Go deep on one pillar at a time.
Give it three months to become automatic.
Use five quarterly Rocks to lock it in.
Integrate all seven pillars over two to three years.
Jon (21:28): How does somebody score themselves honestly? Won’t they generally rate themselves more generously?
Ryan (21:41): Absolutely. That’s human nature.
If you can’t be self critical, pass the exercise to your leadership team.
Ask them to rank the pillars. Don’t coach their answers. Then see what the team thinks.
Jon (22:01): I love the collaborative discussion. You’ve got a scorecard to gauge your actions.
As with every episode, what is the one thing an owner listening on their commute should do this week?
Ryan (22:17): Tonight, not Monday, score the seven pillars from one to 10.
Circle your two lowest scores and complete the honest comparison.
Which of those two is a priority for the stage you’re actually in? That’s the one.
Put it on next week’s scorecard with an owner and a date. Create accountability.
Choose one pillar and work on it for 90 days. Keep it strictly tactical.
That will take you to the next level.
Jon (22:48): Awesome. Great episode. Give us the takeaway, Ryan.
Ryan (22:53): Here’s the thing to remember.
The loudest problem in your business is almost never the right one.
Your company is not a task list. It’s a web. Every pillar pulls on the others.
Find the critical thread and match it to the stage you’re actually in, not the stage printed on your business card.
Pull that thread and the whole web tightens.
Chase the noise and you’ll spend another year fixing the wrong thing while the right thing quietly costs you the business.
Jon (23:31): Excellent. A lot of good guidance there for our listeners.
The screaming problem is not necessarily the right problem to fix. There’s a model here. You have to follow the model.
Ryan (23:48): It certainly will.
Jon (23:49): Go to the source.
Ryan (23:52): That’s it.
Jon (23:53): Excellent. Over and out. Anything else for this episode?
Ryan (23:57): I think we can sign off now.
Jon (23:58): Yeah. Hasta luego.
Ryan (24:00): See you next episode.
Jon (24:03): Ciao, ciao.
That’s it for this episode of From Burnt Out to Bought Out.
If something we said today hit home, don’t just nod in agreement.
Pick one thing: the number you’ve been avoiding, the process that only lives in your head, or the conversation you’ve been putting off for six months.
Do that one thing this week. That’s how it starts.
If you’re not sure which one thing to pick, drop us a line. We’ll happily point you in the right direction.
New episodes drop every week.
Until next time, stop running the treadmill and start building something you can actually sell.
