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Here is a number business owners do not always put on the page:CAPACITY.Because sometimes the problem is not:“How do I g...
10/15/2026

Here is a number business owners do not always put on the page:
CAPACITY.

Because sometimes the problem is not:
“How do I get more customers?”

It is:
“If I get more customers…where exactly am I putting them?” 😂

Example:
You have room for 24 client appointments this week.
22 are already booked.

Technically, you can still sell.
But you only have TWO clean spots left before “growth” starts borrowing from evenings, lunch breaks, admin time, or your sanity.

That changes the question.

Instead of only watching sales, you might watch:
available appointments,
production hours,
team hours,
turnaround time,
or how much owner-time each new job consumes.

Revenue tells you what came in.
Capacity helps tell you what you can responsibly promise next.

And sometimes the smartest growth move is not MORE.
It is making room.

Q- If 10 perfect-fit customers showed up tomorrow, would your business be equipped to comfortably handle them?!

10/13/2026

I’m trying something outside my comfort zone today, so naturally I picked the least dramatic reel possible. 😂

But this is genuinely one of my favorite parts of looking at business numbers:
figuring out whether something deserves to happen AGAIN.

Not:
“Did sales go up?”

More like:
What changed?
What did it cost—in money AND effort?
Would I repeat it?

That last question matters more than people think.

A business can grow while quietly creating work you do not actually want more of.

The books help put evidence behind the decision.
You still get to decide what kind of business you want to build.

Q- What is something you tried in your business that looked good on paper... but quickly confirmed you would NOT repeat it?!

Business owners are VERY good at asking:“Did I get it done?” 😂But there is a better question for some of the things we t...
10/12/2026

Business owners are VERY good at asking:
“Did I get it done?” 😂

But there is a better question for some of the things we try:
“Did it earn another round?”

Maybe you ran a promotion.
Added Saturday hours.
Paid for a new tool.
Offered a new package.
Took on a certain type of job.

Finishing the thing is not the same as proving the thing worked.

Try giving it a tiny scorecard:
RESULT — What did it actually produce?
EFFORT — What did it take from you/team?
REPEAT? — Would you willingly do it again?

Example:
A Saturday pop-up brings in $1,600.
Sounds great.

But if it required extra labor, rushed prep, a Sunday recovery day, and barely left more than a normal Saturday…that $1,600 needs context.

The goal is not to judge every move immediately.
It is to stop giving automatic repeat status to things just because they happened.

Some things earn another round.
Some earn an adjustment.
Some earn a very peaceful retirement. 😂

Q: What is one thing in your business you keep doing mostly just for the habitual side of it?

Happy Sunday yall! I have had my hands (and heart) incredibly full spending some much needed quality time with my boys a...
10/12/2026

Happy Sunday yall! I have had my hands (and heart) incredibly full spending some much needed quality time with my boys and fur babies. What are yall thankful for heading into the new week?!

YOU GET TO ADD ONE RULE TO YOUR BUSINESS TOMORROW. 😂Which one are you taking?A. No invoice waits more than 24 hours to b...
10/10/2026

YOU GET TO ADD ONE RULE TO YOUR BUSINESS TOMORROW. 😂

Which one are you taking?

A. No invoice waits more than 24 hours to be sent.

B. Any new recurring expense has to replace something OR prove its value.

C. One hour every Friday is protected for CEO/admin work.

D. Any job that repeatedly runs over its expected time gets reviewed.

No spreadsheets required.
No trick answer.
Just one rule that could make future-you’s life a little easier.

I already know some of you are trying to steal all four. 😂

But nope.

ONE.

What are you picking?

10/09/2026

You started your business because you're passionate about what you do — not because you wanted to spend your evenings decoding financial statements. 😂

You don't have to know everything.

You just deserve to understand enough to make decisions with confidence.

That's what I'm here for. 🌊

LAKEFRONT LESSON 🌊A compass doesn't calm the water.It doesn't remove the wind or promise smooth sailing.It simply helps ...
10/09/2026

LAKEFRONT LESSON 🌊

A compass doesn't calm the water.
It doesn't remove the wind or promise smooth sailing.

It simply helps keep you in the right direction.
That's how I think about good financial information.

Your numbers can't prevent surprise expenses, slower weeks, or late payments

But they CAN tell you:

🌊 Are we headed in the right direction? ☝️
🌊 Have we drifted off course? 😬
🌊 Is it time for a small correction? 🤏

Business owners don't need perfect control.

They need enough visibility to steer the ship. 🚢

Because sometimes success isn't about making a dramatic pivot.

It's about making a two-degree correction before you end up miles off course. ⛵

Q: What part of your business are you trying to stay on course with right now? (hint: there's no wrong answers!)

Here is a tiny business habit I LOVE:Decide the trigger BEFORE you are stressed. 👀Instead of:“I guess I should do someth...
10/08/2026

Here is a tiny business habit I LOVE:

Decide the trigger BEFORE you are stressed. 👀

Instead of:
“I guess I should do something if this gets bad…”

Try:
“If THIS happens, I do THAT.”

Examples:

If supply cost goes above $1,800 → I review the vendor/order mix.

If outstanding customer balances pass $5,000 → I block 30 minutes for follow-up.

If overtime hits 12 hours in a week → I look at scheduling before the next week starts.

If a service falls below the margin I want for two months → I review price/process.

The magic is not the exact number.

It is removing the “when should I pay attention?” debate.

You already decided.

Now the number simply taps you on the shoulder and says:
“Hey. We hit the line.”

That is a much calmer way to run a business than waiting until something FEELS expensive, late, or out of control.

Q- you probably know your business's situation better than anyone... what's one business number that deservers a trigger point? 🚧

Business-owner science experiment. 🧪😂Suppose one service is taking too much time for what it leaves behind.You COULD cha...
10/07/2026

Business-owner science experiment. 🧪😂

Suppose one service is taking too much time for what it leaves behind.

You COULD change:
the price,
the package,
the process,
the materials,
AND the scheduling…

all at once.

But then next month goes better and you have no clue which change actually helped.

Instead, try ONE move.

Example:
Current job:
$900 price
$540 direct cost
$360 left before overhead

Test:
Raise the price to $975.
Keep everything else the same for a short test window.

Now you have something clean to compare.

Did customers push back?
Did demand stay steady?
Did the extra $75 meaningfully improve the job?
Did anything unexpected happen?

Your books do not have to be a giant answer key.

They can be your experiment log.

Change one thing.
Watch what happens.
Then decide what earned a permanent spot.

Very important q: are you a ONE change-at-a-time person... or a 'change 14 things and hope for the best' person?! 😂

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Manitowoc, WI

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