Cosmos:

Welcome back to the show, my fellow extraordinary Americans. For today’s guest, we have Megan Schwann. Megan is the CEO and founder of Sidekick Accounting Services, a national virtual accounting firm working to change the statistic that 8 out of 10 small businesses fail. 

For over a decade, Megan and her team have educated thousands of owners on their businesses, accounting, and taxes to create sustainable, successful businesses. With over two decades in the accounting industry, Megan has seen plenty of business red flags and triumphs. 

In addition to being a sought-after trainer with many small business organizations, she’s a certified Profit First professional, a business scaling expert, and a seasoned business owner. 

Her personal experience and expertise give her a unique advantage in helping owners build profitable businesses and provide for their families, communities, and futures. Megan has overcome incredible challenges with her family, and so she knows firsthand how important it is to build a business that is not only successful but also sustainable. She’s an extraordinary American, and I’m glad to have her on the show. Megan, thank you so much for taking the time to be here.

Megan Schwann: 

Thank you, Kabul. It’s great to be here. Thanks for having me.

Cosmos:

Can you tell me a little bit more about yourself, your background, and your story in the audience?

Megan Schwann: 

Yeah, so I really fell into entrepreneurship. It wasn’t something I sought out. My family didn’t really have any entrepreneurs in it. 

So I was kind of the first person to really set out on this journey. And I’ve had my business for about 12 years, but I came into it by accident, or out of necessity, when I got laid off from two part-time jobs. I was mostly working from home. One of those jobs was a bookkeeper at a landscaping company. And that was kind of my introduction into small business. And I had been working there for about two years, when I got laid off from both of the jobs that I was working. So I needed to figure out what was next. I do have my bachelor’s in accounting, and I was doing taxes on the side for friends and family at the time. 

And so I think I was just like, hey, I was doing it for that company, could probably do it for other companies, started networking, and here we are 12 years later. I’ve got a team of seven other people, and we work with clients across the US, so it’s been an amazing journey, so far, and I’ve learned a lot along the way. But it’s been, yeah, it’s been really cool being able to create kind of a business that supported my family. We went through some really rough life transitions and challenges, but I was able to provide for my kids and me. I have four kids, and I’m a solo parent. 

And we moved across the country a couple of years ago. And so all of that was made possible by my business. So now that’s really the big passion behind what we do at Sidekick Accounting: helping other people build successful, sustainable businesses so they can have choices, provide for their families and futures, and make the impact they want.

Cosmos:

So Megan, you know, a lot of people just stick to, like, getting another job and everything. 

So when that thing happened, where like, you got laid off from a job, what was the catalyst that made you decide, okay, I’m going to do a business, I’m going to start a business, and I’m going to take this risk?

Megan Schwann: 

As I said, I was working part-time for a bit, as a bookkeeper at a landscaping company, and doing taxes, kind of on the side already. And I was working mostly from home. So I was trying to figure out how I could still work mostly from home. And, you know, that wasn’t as common, you know, 12 years ago as it is now, remote work. 

So I think I was just kind of like, well, I need to make money. I already know how to do it this way. Maybe I could just try to do it myself. And so that’s kind of what I did. I was starting to net. I joined some networking groups, started reaching out to people on LinkedIn, and it gained traction and kept growing from there. 

So I just kept going with it. I did go back to work for a little while, part-time at a charter school in the accounting department. And that was a good experience. But I did that for only a year, and I’ve been full-time in my business since. So.

Cosmos:

So, Megan, you’re a single parent with four children, and despite that, you’re managing to manage a business, and it’s really hard to do. Right. 

So, can you tell me in the audience, like, how you, like, overcome the struggles of, like, maintaining a family and also doing business?

Megan Schwann: 

Yeah, I mean, a lot of it came down to delegating, so adding people to my team in the business and then also, really, in the same way, personally. Like, my parents helped with the kids. I had other Family members who also helped out with the kids, and just being okay with letting go of things so that you could have a greater capacity. 

And I had to give myself a lot of grace, too, because it’s hard being a single parent. You know, you’re wearing. It’s hard being a parent in general. Like you’re wearing lots of hats. Kids are in all these activities. So, one other thing I learned was to give myself grace. Still, I’m just learning to reprioritize because I don’t think there’s really anything; there’s no such thing as life-work balance, because they kind of intersect, whether you’re a business owner or not. It’s really about, like, how do you shift your priorities? 

So like one day it was like, okay, the kids are a priority today, you know, you know, or in this moment, the next time was like, okay. Especially like during tax season, there’s a big, you know, there’s a big responsibility, big push. It’s very exhaustive. So I had to lean into helping, having family help watch the kids, or you know, have friends take the kids for the day or something like that, in a playdate or something like that. 

So it’s really. That was at least what worked for me: just kind of learning how to delegate, how to accept help, and then also just giving myself grace and it. Not everything was going to go perfectly, and being okay with just learning from that and then keeping moving forward.

Cosmos:

I find it interesting that you mentioned there’s not really something like work-life balance. What are priorities? Because a lot of people talk about work-life balance and the importance of it, but from your perspective, it’s more priority-based. I see.

Megan Schwann: 

Yeah. Yeah. I would say that’s just because there are always things that come up in life. So I don’t think that’s ever balanced, you know, or like you’re never really there. It’s just. And it changes all the time. I think, like day to day, sometimes even, you know, your priorities can shift. You got a kid that’s homesick, well, that kind of, you know, railroads your day or your plans a little bit. You might have to reschedule things. 

So you just gotta be flexible with priorities and able to adjust them so you can still move forward while still being there for the people who need you.

Cosmos:

to make it during your career. Right. Like-for-like doing the Jobs to do your business.

What is the biggest struggle you had to face, and how did you go about overcoming it?

Megan Schwann: 

That’s a great question. I don’t think anybody’s asked me that particularly. So I would say that, for me, it was just being able to, like, self-motivate. Right. Because when you’re a business owner, you didn’t. You’re not necessarily answering to anybody. Right. You don’t have a boss. Your clients, I guess, to some extent can kind of be like that, but there’s really nobody else. Right. 

So you’ve got to figure out how to build in that accountability to make sure you are still moving forward. And I think some people are way better at that than others. I like to self-motivate; it’s kind of a skill you have to learn, you know. 

And so what I mean by that is, like, if I want to get a project done, nobody is going to say, okay, Megan, when is this project going to get done? Like, I have to create my own milestones, right? And my own accountability pieces. You have a lot of responsibility for everybody, whereas when you’re an employee, I feel like you’re really only responsible for yourself. So that was another really big shift where it was like, okay, not only am I responsible for my kids, but now I’m responsible for, you know, my team and our clients and like the. All this other thing, which can get a little bit overwhelming sometimes, or has in the past, you know.

 So you really have to figure out how to cope with that, self-motivate, and keep, like, the vision clear for everybody, yourself included, so you can keep moving things forward. So that was probably the biggest shift from going from employee to, you know, business owner and CEO, to be able to. Yeah. Handle and tackle as a person.

Cosmos:

Well, basically, when you’re an employee, you have other people taking care of you. You’re just told what to do, and then you do it. 

But when you’re a business owner, you are accountable to yourself and to your team. Like, people are relying upon you, and it’s just a whole other ball game altogether.

Megan Schwann: 

Yes. Yeah, it is.

Cosmos:

No, for sure.

And Megan, what is the biggest lesson you learned during your career, regarding business and business ownership?

Megan Schwann: 

I think you have to be really open to always learning. Like, be a learner, as they say. You know, as they say, leaders read. Being an avid reader is great because you are just introducing new ways of concept and thinking, and you know, you know, different viewpoints on different things. 

And you have to be that way to be innovative, you know, so like going back to like the classic examples of like Blockbuster and Kodak, you know, like those businesses, those CEOs were not innovative. They didn’t take a big look at the picture of where they’re at and where the future is going. And as a result, those businesses went out of business. So to be successful as a leader, I think you have to be willing to be open-minded and also innovative in the perspective of, like, okay, how do I look at what’s happening now, but also think about what’s going to happen in the long term. 

And that’s kind of how I’ve always treated, well, not always probably, but after the first couple of years, when it was like starting to grow, I was kind of like, okay, I got to figure out like, what do I really want out of this thing? Do I want to keep growing? Do I want to go back to work? You know, like, what’s going to happen? And so for me it was just like, w. Well, I want to make an impact, and the only way to really make a bigger impact is to serve more people. Right? 

Which means I’m going to need a bigger team. So, for me, my thought process has been, at least for the last few years, that when we put a system or process in place, it’s not just where we are now. If our clients doubled or our team doubled, would this system still hold up in that situation? You know, so kind of always thinking like, okay, does this work solve the problem now, but will it also solve the problem later? You know, and just kind of have that forward-thinking and strategic planning mindset. has helped a lot.

Cosmos:

No, for sure.

There are a lot of things that go into business, definitely. And it’s just like a journey altogether. And for a lot of people, it can be very daunting because, as we mentioned in Dubai, right. Eight out of ten businesses fail. 

So, for the audience, Megan, what do you think leads to a successful business rather than being a statistic, like 8 or 9 out of 10?

Megan Schwann: 

Yeah, from my perspective and experience, it really comes down to understanding and prioritizing your numbers and financials. So, like, no understanding of your income, your expenses, and your net profit. Those are all really important numbers to start with. But then you have to dig into it a little more. 

You have to look at, you know, customer lifetime value, your conversion rates, your retention rates, like these other different types of KPIs, and those numbers and metrics for those things, because that’s how you scale. Like you can’t grow and scale unless you have something to manage. Having the KPI set up will help you manage at a higher level, but you’ll still be in the weeds. But then it’s also going to give you information for like what adjustments need to be made. So, as we mentioned, I’m a profit-first-certified professional, and that’s a cash flow management system we put in place in businesses to help them better understand where their cash flow is going and to prioritize their profit. 

And so having these different systems and tools in place for your numbers is important because it helps stabilize your business. It’s what helps you see red flags before they become red flags. And that allows you to make adjustments as a business owner, whether it’s a tweak here or a tweak there. But if you don’t have a pulse on it, it’s really hard to address. And a lot of times, that’s why businesses go out of business. They don’t have good cash flow; they have bad, you know, they have a net loss instead of a profit. They’re not thinking ahead or planning; they’re just kind of living day to day. 

You’ve got to be able to dig into your numbers and lean into them to be a better business owner and make better decisions. I always tell people, like big businesses and larger organizations, that they spend days on their numbers. And that’s a, there’s a reason for that. So if you, like a smaller organization, can grab hold of that and lean into it, you’ll have a lot more information and better data to make better decisions for your business’s operations and success.

Cosmos:

Whenever people think of starting a new business, they don’t really think about the numbers. They think of the social movie. Right. Oh, the business idea that’ll change the world. 

And not just mentioning that it’s all about numbers and days of going through all the accounting. Yeah, that sounds boring to a lot of people, but it’s so necessary.

Megan Schwann: 

It is, yeah, yeah. And you can kind of make it fun, and I think once you, like, once. Well, at least for our clients, once they start actually seeing the cause-and-effect of their decisions and how they reflect in their numbers, it really helps empower them, because you’re like, “Oh, now I understand,” and now I can use this information. 

So once you kind of lean into it, it almost becomes something you enjoy a little bit. Because it’s like, now I have a better idea of what’s happening. I feel m. Like, I have a better understanding. And you know, that having that empowerment and that clarity really makes a big difference as a business owner. So people tend to enjoy it a little more once they start, I would say, because you can kind of see the benefits. And then, actually, we use it to be more strategic and thoughtful as a leader.

Cosmos:

So, when we mentioned red flags, right, so what do you think are some of the biggest red flags that you see in businesses that, okay, this is going to fail?

Megan Schwann: 

Well, that’s that. That can be tricky because there’s always something that can be done. It’s just sometimes it’s not easy. Right? They’re hard, they’re like hard decisions. But some of the, some of the things for sure would be like having a consistent net net loss, you know, so if you look at your financials and you know it’s been two months, three months, four months, six months that you’re consistently at a loss, you may have. That’s a big red flag. same thing, kind of on the bank account side. 

So one good, easy KPI to monitor is your bank balance. If your bank balance goes up and down at the end of every month, as you compare end-of-month balances, and it keeps changing, that can be a red flag that something’s wrong with your cash flow. consistently needing more, you know, credit without a plan. 

So getting more loans, credit cards, or similar without a good plan in place is definitely a red flag as well. Somebody who hasn’t looked at their pricing in a long time or at all, that can be a really big red flag because you don’t. That’s kind of where it starts. Right? Like, you have to make sure that your products and your services are profitable. Otherwise, it’s always going to fail, basically. 

So you’ve got to know the cost and your margins for that. Those would probably be some of the main ones; not paying your taxes is definitely one, so if you were always getting a tax bill, that’s. And you’re never, like, able to pay it, or you’re always on a payment plan, like, that’s probably a red flag that you want to address because something’s off, right? 

And that’s what red flags are. They’re just. It’s not that you can’t fix them. It’s just that something in your business model or your processes is, you know, broken, and if you don’t address it, you can end up going out of business. And that is what happens. A lot of times, people miss the red flags because they’re not looking at their numbers or they’re not, you know, looking at it from that high level. And then eventually it just catches up with them, where it’s like, okay, there’s no coming back from this. 

A lot of times, most of the time, they’re fixable, especially if you’re willing to make the hard decisions, start making the adjustments to get out of the situation. and that’s why we like profit first a lot, because that really helps force that process to happen, and helps you make those decisions so that you can get on track if that’s something you’ve been struggling with.

Cosmos:

So, Megan, one of the questions I did want to ask you is about people transitioning from jobs to starting their own business, because it’s a very daunting task, especially if they have a family or something. 

So is there, like, a systematic way people can transition from, like, working in their jobs to, like, starting their own business and becoming successful? Because I know you’ve done that. So, like, is there a process that? That is. That is duplicatable, if I may ask?

Megan Schwann: 

Yeah, I guess for me it was because my situation was so sudden. And thankfully, my husband was working at the time. So he was able to, you know, kind of help cover, to some extent, our household bills. But if you’re working a job and you’re able to, you know, get to a point where you want to transition, what I would recommend is putting money away toward your startup costs before leaping to transition out of your business. 

The other thing, or out of your job, to your business. The other thing that I would recommend is, you know, talking to other business owners that are doing similar things to what you’re wanting to make a business around, because you can learn a lot from people that have Already done it or have, you know, been in that path, versus trying to make your own this, you know, work, do your own thing, make your own mistakes and learn from those. You can learn a lot from other people’s mistakes.

So, you know, that would probably be one of the biggest things that I would say is like really start talking to people who are business owners in the same field that you’re interested in launching a business, because you can learn a lot from that. And then the other thing is maybe doing a proof of concept for yourself. So, we usually recommend pre-sales. 

So if you have a concept in mind for, like, a service, you know, you can make an outline of it and then just start talking to people and see if that is something they’d be interested in paying for, you know, so kind of pre. Sell your business ideas or services in advance, and then you can get everything else in place, as you know, you build it. Basically, that’s kind of where the “build the plane as you fly” analogy comes from. 

Because you’re basically just like leaping and then kind of figuring it out on the way, but you can do that better if you’ve already talked to people who have done it too. So, the combination of those things would be so kind. It’s really where. What I would recommend before leaping from a job to your business is to have a nest egg or some kind of plan in place, because it can be very daunting and scary if you don’t.

Cosmos:

So yeah, I’m asking because there are like two types of people, right? Some people will just jump and like it, and then some people overthink, like, “All right, what is the cost and all that?” So, from your perspective, do you think it’s somewhere in the middle, or like how?

Megan Schwann: 

Yeah, yeah, I would definitely say in the middle. Because even as a business owner, there’s always, you know, what I would say is like calculated risk. And I probably have a better story related to this. When I was working my part-time job and had to, you know, decide whether to go full-time in my business, that was really my time of, like, okay, I’m going to stop working in my job and get more into my business. 

And for me, that was a calculated risk. By that time, I had some clients, you know, my services kind of outlined, but I was getting to A point where it was like I was feeling overwhelmed. I didn’t have a lot of time to do anything other than work, you know, work my job, and then work my business. And. But at that time, I kind of knew what it would take for me to get new clients. 

So to me, it was like, okay, I don’t know exactly when this is going to happen. Still, I know if I took those 20 hours that I was working for somebody else and took that 20 hours to network or reach out to people or, you know, try and drum up leads, that I was probably going to get these clients pretty quickly, you know, so it was like, I didn’t have the income yet. Still, I knew kind of like the cost or, like, the timeline for how long it was going to take for me to make up that income to be able to, you know, work full-time in my business. And so that was, like, a calculated risk, what I like to call it. 

And you have to do that in business a lot of times. Like, there are always opportunities that come up there. You’re like, is this going to be good? This could really help. This could get me there faster than you know if I try to do it myself. 

So there’s always calculated risk, but you really have to consider everything, kind of. But you definitely have to leap, also, because if you don’t leap, then you’ll be stuck. Right. And then you’ll never, like, move forward. So it definitely has to be, like, in the middle, like you said. Like, and that’s why I say calculated risk versus just taking a risk. Like, you’ve got to put a little bit of thought into it, but you definitely have to take the risk a lot of times in business.

Cosmos:

Yeah. What do you talk about? Calculators are so true. I’ve interviewed quite a lot of guests, and they’ve always mentioned, like, you’ve got to mitigate risk, but it’s got to be calculated and.

Megan Schwann: 

Right.

Cosmos:

You’ve got to do it in a certain way. So you’re. You’re right about that.

But Megan, as a. As a single mother with, like, children. Right. For any single mother watching this, it’s obviously harder to run a business while managing a family. Like, is there a way that they can also succeed in business and, like, manage everything together?

Megan Schwann: 

Yeah, I mean, definitely. You’ve got to have a lot of grit, which I think being a single mom, you kind of have. You get that anyway. You, like, don’t have a choice about it sometimes. Because it’s like, you’ve got to be there for yourself, and you’ve got to be there for your job, and you’ve got to be there for your kids, and you’ve got all these responsibilities. 

So I think we naturally develop a certain kind of grit. So that’s really important. But the other thing, too, is just like that. Is being able to set boundaries, you know, around your time and your demands. So, like I have three boys who are at home playing sports, and this is just an example. We’ve gone through seasons when we took a break from activities because my business needed me to be more present as we developed new things, set up systems and processes, got marketing on track, or did other tasks that take a little more time. 

And it was just like, okay, you know, you guys will still be doing your after-school program, getting activity there, but we’re not going to do organized sports, you know, because I can’t be everywhere at the same time. So just like, that was my boundary for that time. And being okay with that is really good. 

My kids aren’t going to lack anything because we took a season off from organized sports, you know, in my opinion. But you’ve got to be able to put those boundaries up around it. Another thing, too, is that time blocking has been really helpful as a single parent. It’s like, okay, this is the time that I’m going to spend on this, and this is the time I’m going to spend on that. And like Mondays are, you know, laundry days or you know, whatever day, whatever around the house type duties. 

So, like, having those kinds of things scheduled can be really helpful for making sure things get done. But then the biggest thing is giving yourself grace because it’s never going to be perfect. And you’re. Some days are just going to be like, I have a schedule, but I can’t, I don’t have the capacity for it right now. 

And being okay with that is okay. And then hopefully you’ll get to a point where you can, you know, get some help. Like, I have a housekeeper now who comes and cleans my house every other week because it helps me kind of reset a little better. And there’s nothing wrong with that either. 

So, being able to ask for help is ultimately my goal: to have a home manager who handles all the household duties so I can have the time I want for my business and spend a little more quality time with my kids.

Cosmos:

So well, for sure.

And you also mentioned early in the podcast delegation, and I wanted to let the audience know how important it is, because many people end up creating their own jobs. Like when they start their own businesses, they become a prison of their own, and without them, they won’t be able to work.

So, I think delegation is also very helpful when it comes to speaking of time.

Megan Schwann: 

Yes, absolutely. Yeah, you can create a job for yourself versus creating a business if you’re not careful about delegating.

 So, you definitely need to do that.

Cosmos:

between the right systems and processes, which makes me ask, like, is there a way to create the right systems and processes that let you be outside your business?

Megan Schwann: 

I mean, just creating a system in process in general. Because a system is in process, well, I don’t know if that’s by definition. By my definition, it’s like something replicable. So, like, if I’m thinking about our bookkeeping clients, we have a process our team follows. So, like this, these are the different tasks they have to do to close the month, you know, and that’s like the checklist for that with our coaching services that I do with profit. First, I have a template like this: these are the steps we onboard, then these are the conversation points, and then this is how we start working together. 

So it’s systematized in a way that someone else can replicate the process we’re going through. And that’s kind of what you want to build in when you have a sales process. You know, it’s like, okay, how do the leads come in, what is the sales script, and what is the follow-up process? Like that’s a system and process as well. So creating different processes around the different points in business, you really got to just think about like, if somebody else was doing this, how could they follow this, you know, document of step one, step two, step three to do the thing or to create the deliverable and then just be able to do that and you can still customize that because they know that’s the question. We work with many service-based businesses that feel they have to be highly customized, but the thing is, you need a foundation. 

The analogy I like to use is, if you have a cup, like a customized cup, the cup itself is the same, but then it gets customized by the color of the print or the font and the name that might be on the cup, but the cup itself, the foundation, is the same. And so when you’re thinking about systems and processes, that’s kind of the same concept: you want to create a quality core foundation for whatever processor system you’re setting up. However, you can still build customizations for each client based on that. But you’ve got to have that. That foundational piece is the same, so you can systematize whatever you’re doing.

Cosmos:

So for sure, this is amazing. This is good stuff. Because I think people need to know how to delegate and create their own system in the process. Because a lot of the major mistakes I noticed are that people get stuck in their own business. They become prisoners. And so. Yeah.

But on another note, Megan, I wanted to ask you, what does the American dream mean to you personally?

Megan Schwann: 

The American dream to me is just. It’s just being able to create a life that I envision, you know, and so, like, that’s like, I. One of my kids is homeschooled. Being able to homeschool my kid, being able to travel when, you know, I want—being able to take vacations, like, building the life that serves me. 

And I think the American dream is having the ability to do that. Like, that’s the same thing. When we work with business owners, we always ask them, like, what they want out of their business. Because everybody. Everybody’s vision or dream for their business is different. And I feel like having that for myself is the American dream. But also everybody else having the same thing, you know, like, having that path that I can create, that is what I want it to look like, versus having somebody else determine what that should look like for me, if that makes sense.

Cosmos:

And is there, like, a certain way you go about pursuing happiness? Because, you know, the American identity is about the pursuit of happiness.

Megan Schwann: 

Yeah, pursuing. I mean, I get a lot of joy out of helping people get clear on their finances, like, being able to help others. For me, it’s with their business. But, you know, I also do a lot at my church, you know, and a lot within our community. 

So being able to help people is kind of what’s been my pursuit of happiness. Being able to raise good kids who also have a heart to help others. That’s really what I’m pursuing, you know, is that. Is that being able to be that ripple effect of impact, helping other people, you know, get what they want as well?

Cosmos:

Speaking of helping people, I know you’re a certified Profit First professional. Can you tell us a little bit more about Profit First and what it’s about?

Megan Schwann: 

Yeah, yeah. As I mentioned, Profit First is a cash-flow management system and methodology. So it’s based on Profit First, the book by Mike Michalowicz. And basically, it helps to put a system into place. So what we do is we create different buckets for things in businesses with their bank accounts. 

So we have an income bucket, an opex bucket, a tax bucket, a profit bucket, and then an owner’s comp bucket. And those are usually the big pain points business owners experience. They don’t save for taxes, they can’t reinvest in their business, or they’re not paying themselves what they’re worth as business owners. So putting the system in place helps manage your cash flow and stabilize it by using these different buckets. And then it also helps to force profitability because if your business can’t support those things like paying yourself, saving for taxes, and strategically reinvesting, then your business isn’t truly profitable. And so we come in and help fix that. And like M., we kind of talked about at the beginning, you know, sometimes that involves hard decisions. Often, itis that you’re not spending enough or spending too much money. 

So we do like an in-depth expense analysis to make sure every expense has an explanation, a purpose, and is relevant to where you’re trying to go, and that you’re profitable. And that’s kind of the concept. So, like, normally in accounting, we have revenue minus expenses equals profit. Still, we flip it around so we do revenue minus profit, and then whatever’s left over is for your expenses. 

So it really forces profitability. It’s about making sure you’re taking the profit off the top rather than just using whatever’s left over, which helps people be more strategic about where their money goes. Making sure that they’re pricing things properly, so that they’re able to have a net income and making sure they’re stabilizing their cash flow so that when, you know, throughout the year we’re putting money away for your annual expense versus a big chunk of it coming out at the end of the year or throughout the year is one chunk of, we’re planning for that throughout the year. 

So even if you’re seasonal, it provides year-round stability and helps business owners better understand and manage their money. That’s probably been the biggest thing we’ve seen with our clients: money feels more tangible now because they have a system in place they can see and lean into, which is really, really helpful in the long run as a business owner. After all, this money part is hard for many people. 

So it really makes it more tangible. Kind of helps bridge the gap between what your monthly financials are, which is important, but also what happens daily. It kind of bridges those two things, giving you more clarity around your numbers, a better handle on your cash flow, and more strategic spending, saving, and planning as well.

Cosmos:

I mean, we definitely have to be strategic when it comes to making profits. Right? That’s the point. 

And Megan, so if someone from the audience wants to connect with you and get to know you better, or, like, learn more about your company, how do they go about doing so?

Megan Schwann: 

Well, I’m on all the socials like LinkedIn, Instagram, and Facebook. And then you can also go to chatwithmeg.com, which will take you to my website, where you’ll find our consultation link and links to all of our platforms as well. So.

Cosmos:

Chatwithmeg.com, that is awesome, Megan. And Megan, I’m so glad and grateful that you took the time to come here. Like, just talk a little bit more about what makes businesses successful, because we all need to know that for our lives. And, I definitely hope that you come back to the show at a later time.

Megan Schwann: 

Thank you.

It was a pleasure being here.

Cosmos:

I want to conclude this episode by letting my fellow extraordinary Americans know that, hey, there’s an extraordinary within each of us. It’s our duty to awaken it and unleash it. Until next time. Bye for now.