[00:00:00] Fiona Johnston
I think it is genius that this is one of the revenue streams that Hannah is utilizing, and I hope she sells a lot of vibrators to fund her media company. It's very memorable. It's so outside of the box. Just like the other Hannah, the biggest revenue stream for her is diners rather than chillanthropy. I think both of these businesses are doing an amazing job of being really considered about where their revenue is coming from and how they can use their revenue streams to get their customers to feel closer to them.
Money Secrets Intro
Are you a small business owner who'd love to be making more money while making positive change in the world? You're in the right place, friend. Hi, I'm Fi Johnston, a chartered accountant and money coach obsessed with small business. In The Money Secrets Podcast, I share strategies that you can use to make more money without working harder. You'll hear successful small business owners share what they've learned about money and business, and I'll help you to [00:01:00] think differently and shift your perspectives about money so you can grow your business and your impact. My mission is to get more money into the hands of good business owners, like you.
Acknowledgement of Country
This podcast episode was recorded on the lands of the Wurundjeri people of the Kulin Nation, and I'd like to acknowledge them as the traditional owners and custodians of this land and water that I live, work, and play on. I'd like to pay respects to elders both past and present, and note that sovereignty has never been ceded.
This always was and always will be Aboriginal and Torres Strait Islander land.
Fi
Today we are going to talk about three great Australian brands whose business models I love. You might remember a few episodes back, it was episode 65, I reviewed three Australian brands who were all manufacturing in Australia, [00:02:00] and you guys absolutely loved that episode. You gave me so much feedback about it, and I really loved doing it too.
Um, reviewing business models is, uh, one of my favorite things to do. And if you're not clear about what a business model is, the short version is that your business model is essentially how you arrange your business so that you can make money, be profitable, and exploit your competitive advantage. That's a very corporate way of saying, you know, how you run your business, essentially.
Back in episode 65, I did go into more detail about what a business model is and what the different components of a business model are. So feel free to jump back there, but you're not gonna need that knowledge to be able to get something out of this episode anyway. So if we haven't met before, I'm Fi Johnston.
I'm the host of the Money Secrets podcast. I'm a chartered accountant, and I'm also a business strategist, which means that my work looks [00:03:00] at where does this business owner want to go, and how are we going to get there? That's what business strategy is, and your business model, how it all fits together, is a big part of how we work out your business strategy.
So that's my backstory. I've been doing this work for 25 years, and I absolutely love with... working with purpose-led small and medium businesses. So today, the three businesses that I'm going to be reviewing are all service-based brands. Now, my Good Money Club members asked me to go and find some service-based brands to review, and I've got to say, it is actually harder to go and find service businesses with really exceptional business models.
Maybe it's just that I need to look a little bit harder, and don't get me wrong, I freaking love these three brands that I am profiling today But yeah, it does seem like [00:04:00] product-based businesses are really exceptional at differentiating themselves through their brand and marketing. And to be clear, I'm not talking about brand specifically, I'm talking about their business model, but sometimes it's difficult to separate where does business model or business strategy stop, and where does brand strategy start?
So forgive me if the lines are a little bit blurred. I don't think we need to get into the semantics. I think we need to focus on, yeah, what is it that these three businesses are doing really well, and what can we learn from them? So the three businesses I'm going to review today are ThinkHQ, Scarf, and Cheek Media.
So let's start with ThinkHQ, and I'm going to let you know that I do know the founder of ThinkHQ. Her name is Jen Sharpe, and she is an excellent business owner. She was one of our speakers at the first ever Ripple Festival, [00:05:00] and she was an absolute crowd favorite. Her talk was so, um... It was very inspiring, but it was so real.
She really took us back behind the scenes of what it has taken her to build this organization. So for those of you who haven't heard of ThinkHQ, ThinkHQ is a comms agency, but they do things really differently. And Jen Sharpe and her team, she, she's essentially built this business from one person, herself, sitting on her dining room table about 15 years ago, to a team of more than 100 now, and she's done that while really protecting her ethics and her way of going about being in business.
So I'm gonna read some of the copy from their website, which just really, really tickles me. I think being able to communicate and enunciate what makes your business unique is [00:06:00] just one of the highest skills that you can have in business. So ThinkHQ is the name of the agency. One of the sentences that I love is, "Make positive change."
With our formula, creative integrity, bright thinking, cultural nuance, and tech for humanity. So they haven't started with, "We're a comms agency." They've started with the outcome that their clients want to have, which is that their clients want to make positive change. And I absolutely love this use of this concept of call to outcome or call to benefit.
They're putting it right there at the center of their website, make positive change. They also then go on to explain that we do what other integrated agencies can't. They talk about their cultural nuance, their bright thinking, their creative integrity, and their tech for humanity, and they say, "We create communications that [00:07:00] reflect and respect today's Australia."
Combining translation, in-language content, and community collaboration to ensure every message lands with authenticity and cultural relevance. They go on to explain that they have translation in over 100 languages. They have multicultural community engagement. They have in-language copywriting and voiceover, research, outreach and localization, co-creation with communities, plain language and easy read materials.
They showcase their portfolio really well. So as soon as you go onto their portfolio page on their website, you are met by the most d- visually delicious set of projects that they have worked on. The people who are in the photos and in the videos that they're sharing are ethnically diverse, so you quickly jump straight into the fact [00:08:00] that they are writing or creating, um, you know, projects for a very diverse set of users, and their clients can see immediately that that is what they do.
A couple of other points about their unique value proposition. This is all directly from their website. Female owned and independent. 100-plus passionate change makers. 100% Australian owned. B Corp certified. 37 languages spoken. 21 countries. 66% female. 27% identify as LGBTQIA+. So they are listing their unique value proposition right there.
They're clearly leading with their team as being such a big part of their value proposition. They haven't gone into, "We have this many years of experience and this many [00:09:00] clients." They've gone straight into showcasing the demographics, the skills, the number of languages, and the kind of change-making, independent, female-owned business.
It's all right there on their website. Jen, if you ever listen to this podcast, I just think that the way you are communicating your competitive advantage as a business is absolutely chef's kiss. I wanna go to another part of their website now, um, and I wanna talk about how they showcase themselves as an employer.
So when you jump onto their careers page or people page, whatever it's called, you are immediately hit with these words People thrive here in different ways. What matters is kindness, curiosity, a genuine commitment to supporting others, and doing work you can be proud of. This is [00:10:00] just so epic to me that the focus of this business is on their team and helping showcase the fact that people in this team thrive in all of these different ways, but we do have these guiding principles of kindness and curiosity.
There's a photo of a large group of people, which is the team, and something I instantly notice is that Jen, who is the CEO and founder of the organization, she's not standing in the middle. She's off to the side in the same position as all of the other people in the photo. Now, I'm not saying that every founder needs to position themselves off to the side of the photo.
There's nothing wrong with being in the middle and being surrounded by your team. But I just know that that would've been done intentionally, that Jen is making herself ... You know, she's, she's positioning the team as being just as important as her at fulfilling their mission for their clients, which is [00:11:00] creating positive change I wanna showcase a little bit more about what they say about their team, and I hope you're enjoying this beautiful copy just as much as I love it too.
So th- again, this is coming straight from their website. "We take care of our team so they can take care of their craft, our clients, and the audiences we connect with. We welcome people of all identities, abilities, cultures, ages, and neurotypes. Think HQ is committed to equitable access and inclusion. We provide workplace and recruitment adjustments to support candidates and team members with diverse needs.
What we offer: a purpose-driven B Corp certified environment, fair and equitable pay benchmarked to industry standards, clear development pathway support, and regular check-ins. Hybrid working that balances connection and flexibility. Three days in the office, two from home. Inclusive [00:12:00] paid parental leave, plus supportive, flexible return to work options.
A collaborative team focused on shared success, not competition." Jen, can I please come and work there too? I just love this so much, and I think that what Jen and whoever i- is responsible for writing this copy and coming up with their strategy as a business is they know that one of their key activities, which is part of their business model by the way, is recruiting and retaining amazing talent.
So you cannot run a comms agency at this level on your own, and why would you want to? Jen has surrounded herself and employed this incredible group of people for her clients to be able to get that outcome that they're looking for. So they come to Think HQ because they want to make positive change. The way that that happens is through Jen's [00:13:00] team.
So what they are doing here by using this kind of inclusive, direct, personable copy is they are branding themselves as an employer of choice. Jen, and whoever's responsible for this, knows that the way to get the best team is to position yourself as an employer of choice. I think this is something that so many small business owners can learn from Is that we all have this idea that everybody is going to want to come and work for us, because working in our business is the most exciting thing that's ever happened to us.
But when a candidate is looking for an employer, they're looking for a role, they can't see all of that context that happens behind the scenes for you. What they can see is your website, your careers page, the way you show up on [00:14:00] LinkedIn, what you show on different parts of your website. So I think that is something that Jen and her team are really nailing, is that one of their key activities that they need to be really good at as a business is re- recruiting and retaining really great talent.
So they are putting effort and time, and probably money into branding themselves as a, an employer of choice. I think the way that they are differentiating themselves as an employer is gold. That sentence, "People thrive here in different ways." Oh, people thrive here. That's the goal. We want our team to thrive, and we want that so much that it is the first thing that we say on our careers page I also think the part of their business model that they are doing exceptionally well is enunciating their unique value proposition.
You could also call it your [00:15:00] competitive advantage, although that's a bit of a corporate term. But I love that they go straight to a call to outcome, make positive change. They don't start with, "We're a communications agency, and we can help you with copy websites and amazing videos and campaigns." They start with the outcome that their client wants to get.
They are so good at communicating the outcome of their services rather than focusing on the services themselves. And they then, of course, bring some kind of, you know, gravitas to this sentence, make positive change, by following it up with, "Make positive change with our formula: creative integrity, bright thinking, cultural nuance, and tech for humanity."
So you instantly realize that you are not working with your average comms agency here. This is an intellectual, [00:16:00] um, you know, progressive, tech-forward, culturally diverse group of people that you are gonna be working with. So Jen Sharpe and the team there, absolute chef's kiss for your ability to brand yourself as an employer and to showcase the outcome of your work as your key messaging.
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Fi
The next brand that I wanna focus on is called SCARF. Now, I want to say that I know a little bit about SCARF.
I was first introduced to the organization through one of my past clients, which is Rosie Thomas from Project Rockit. She's absolutely bloody amazing, and I need to get her on this podcast. She told me about Hannah and the team at SCARF some years ago. Um, but I also know about SCARF because Mount Zero Olives, who's one of my other clients, is one of their partners, and they're often doing collaborations together.
So just letting you know, I do know them a little bit, but everything that I'm showcasing here today is on their website. I'm not sha- sharing any commercial secrets because I don't know any of them and I wouldn't share them anyway. So let's talk about SCARF. So [00:18:00] what I love about SCARF, they are... I'm gonna tell you what they do.
So at SCARF, we transform the lives of young people seeking protection and those from refugee and migrant backgrounds by getting them into work while adding flavor and heart to the hospitality industry. Founded in 2010, SCARF is a not-for-profit organization with charity status which operates as a social enterprise.
SCARF trainees are at the center of everything that we do, but meaningful roles are also played by diners and mentors. I'm gonna come back to that How does the SCARF model work? We partner with restaurants and other hospo businesses to run hands-on programs and SCARF dinners and events which provide hospitality training, mentoring, job readiness workshops, and paid work experience to our participants.
Through our range of programs, which includes our flagship [00:19:00] 10-week seasonal program, SCARF Foundations, and our short course, Skill Up with SCARF, we create a positive real-world experience for our trainees who have faced significant barriers to work. Trainees are paid, valued, and become a part of a learning community and move into jobs with confidence, supportive relationships, and excitement.
Our staff and volunteers deliver all training, mentoring, and post-program support through a trauma-informed resilience building framework, and we provide-- we pride ourselves on creating an inclusive, supportive, and culturally safe learning environment. So essentially what they do is they find young people who are looking for employment opportunities and may face barriers to that.
So they're... the young people they work with are seeking protection and often from refugee and migrant backgrounds. They're looking for work, and they need training. So [00:20:00] what SCARF has done is they have found partners within the hospitality world and not just, you know, corner shop cafes. They're working with really incredible hospitality operators to give their trainees real-world, on-the-job experience.
And often their team members end up going on to be employed either at the places where they're doing their, um, internships or traineeships, or they end up going and getting employment elsewhere I wanna call out Hannah and the team at SCARF for how great the communication of their impact is. So I'm gonna read the impact, and one of the things I love about this impact report, it's very, um, succinct.
It's on their website. It's, um, I think it might actually be on their homepage. And what I love is at the start it says, "The below statistics are [00:21:00] current as at the fourth of June 2026." I don't know why that really tickles me, that they're telling me exactly when these numbers are up to date till. It makes me feel like the numbers are real, and I have no doubt that they are.
So here are their eight impact reporting s- things that they're showing us. I just butchered that, but let's go. They have delivered 48 total programs. They've worked with 399 graduates. They have a 93% trainee retention rate. That is huge. They've run 302 SCARF dinners and events. They have provided 26,920 hours of hands-on industry training They provided 11,700 hours of wellbeing and job readiness support.
They have done 13,700 hours of paid work experience, [00:22:00] and they have 72% of their graduates are in employment. So this organization is walking its walk. It's not just saying, "Hey, we wanna get trainees, you know, into the workforce." They're actually showcasing exactly what their results are. No doubt they have a theory of change that they have put together that says, "We believe that if we provide these young people these types of wraparound support and this kind of real-world work experience, that, that our theory is that with that support training and kind of wraparound, you know, program that sits around them, we believe that they will end up in employment."
I'm sure they say it much better than that, but that will be what their theory of change was, and they have been successful in getting 72% of their graduates into employment. Those numbers are huge, [00:23:00] and I'm pretty sure that the job services networks that Centrelink run could learn a lot from what SCARF is doing with these trainee programs that they're running.
But now I wanna shift focus with SCARF, and this is something that I find really fascinating and awesome about their business model. So you would think that because SCARF has put it, you know, its brand out there as being a not-for-profit and a social enterprise with... I think they have DGR status. But I wanna talk to you about the role of diners at SCARF.
So let's read what it says on their website Diners. This is a hugely important role at SCARF. We need lots of hungry, big-hearted diners so that our trainees can gain awesome real-world experience during SCARF dinners. As a SCARF diner, you're also helping to [00:24:00] fund our social enterprise model, which sees us paying SCARF trainees award wages for their work.
In a feedback survey, one of our regular diners said this: "I love dining at SCARF because of the choice of amazing venues with great reputation and a terrific vision. It makes perfect sense and allows people to contribute and have a great, tasty night out, which Melburnians love doing." Now some stats for you.
SCARF is approximately 65% self-funded through SCARF dinners and events. The remaining 35% comes from philanthropic grants and donations. So as a diner, you allow our trainees to gain experience in a realistic restaurant setting, you help to fund our important work, and you get to eat in some of Melbourne's best restaurants.
Win, win, win. I absolutely love this. I love that SCARF is really thinking about [00:25:00] themselves as being an enterprise first. So n- they're not looking to philanthropy or government funding or donations as their main funding source. They're looking at this and saying, "People are going out for dinner all the time.
Why can't we get them to come and have dinner with our staff preparing the meals and serving the meals, and all of the things that come with hospitality?" So I love that this is their biggest income source. I'm obsessed with this idea of, you know, true social enterprise, where the money is coming from the delivery of a product or service Now I wanna talk about this hands-on hospitality training.
So what their website says is, "SCARF trainees are amazing, resilient young people who have faced barriers to employment but haven't given up. Some SCARF participants dream of a career in hospitality, and others are looking for a pathway to gain work experience, learn new skills, make [00:26:00] friends, and better understand how to navigate Australian workplaces.
Our trainees all have different goals and dreams, but when they're at SCARF, there's a big focus on hospitality and how to navigate front of house service in a busy restaurant. SCARF's approach is simple. Learning in real world venues and serving real diners means real experience which leads to real jobs."
Uh, during SCARF's 10-week program, trainees grow their knowledge, skills, and confidence during hand-on, hands-on sessions in industry s- hotspots like Stomping Ground Beer Hall, Five Senses Coffee, and Garden State Hotel. These are all really great establishments, not just your average kind of run-of-the-mill hospitality venue.
So now I wanna talk about what it is about their business model that I really love. So I wanna start with the key partners. So your key partners are people and organizations [00:27:00] who don't work inside your organization, but you rely on or you are better because of their involvement with your business First of all, I love that SCARF knows that it's their partners who make what they do possible, and what I mean by their partners is their hospitality groups.
So they partner with well-known hospitality groups to run on-the-job training programs for their trainees. They often end up being employed by the partners providing training, which is also a huge win for the hospo venues. Hospitality tends to have a lot of churn. You know, it attracts people who are transient.
It's become less of a career, which I think is a real shame. But the reality is, is hospitality venues are almost constantly looking for front of house and back of house staff. So the fact that they can be part of this program means that I'm sure they get to feel really good about it as [00:28:00] well, but they also end up with these trained team members ready to be hired.
So I think it is a great kind of win-win scenario for the hospitality groups and, uh, for SCARF, knowing that they don't have to set up their own restaurants, which would make things much more difficult, and they would have to learn all of these new skills. So utilizing hospitality venues that already exist is just so smart.
I also wanna talk about their revenue streams, which is a key part of a business model. So I just love that SCARF makes its revenue from diners, not from philanthropists, although they will happily take philanthropy funding too. But 65% of their revenue comes from people paying for the meals that the trainees prepare, and these are delivered through SCARF dinners and events.
Therefore, their marketing needs to focus on finding these people and explaining their [00:29:00] key value proposition, which is your help gives people real jobs. So you investing in a dinner, which you may have been doing anyway, means that you get fed, and you also get to help somebody get a real job. I also think something that SCARF is doing incredibly well with their positioning is that they are really good at showcasing their impact.
So that gives really great buy-in for anyone going to their website to quickly understand this is a legit organization. I want to give this organization my money. So Hannah and the team, I think what you are doing is absolutely amazing. I'd love to get even more involved with SCARF, so please feel free to get in touch.
And, um, yeah, I love that Mount Zero is one of your partners too Okay, the third brand that I'm going to talk about today is Cheek Media. [00:30:00] Now, I have no direct connection to Cheek Media. I don't know them personally. I've, I am somebody who has been following Hannah and Cheek Media on Instagram for, uh, a long time, and I also listen to her podcast.
So essentially, Cheek Media is an independent, uh, media company. Hannah is one of these new wave of, I think they're called newsfluencers, which kinda makes them seem less important than they are. Hannah is essentially the owner of her own media company. And yeah, this new wave of independent media that is coming through Australia, I think it is absolutely awesome.
So I'm gonna talk about Cheek Media in the context of their business model. Everything that I'm showing here is on their website. So I wanna start with this sentence, which is on their homepage: "News that talks back." Oh, absolutely [00:31:00] amazing copy. Then she says, "The hottest news commentary on Instagram." I'll read what they t- how they explain themselves.
"Cheek Media Co. is an independent news commentary platform which reaches more than two million Australians every month on Instagram alone. The aim is simple, to make politics digestible and exciting for the next generation." Cheek was created to challenge legacy media, offering fresh insights which harness social platforms to deliver progressive perspectives to a trusted audience.
One of the other bits of copy that I really love on this website, so there's a section where Hannah has showcased some testimonials that people have written about the podcast and her Instagram and, and her book, and what she's written is, "My web designer said I should put some reviews here," in [00:32:00] brackets,
This
makes me feel like she is sitting right next to me explaining her kind of girl-next-door approach to business. I think the copy all over her website is absolutely amazing. It's so targeted to her generation. Now, I am a Gen X-er, the forgotten generation. I think we are smaller in number than other generations, which was what, why we sometimes get forgotten about, but, you know, we've got this kind of generational divide or this generational debate.
Hannah is very firmly Gen Z, and I imagine that almost all of her listeners and followers are probably also Gen Z and millennial. That is exactly who she is wanting to talk to. Um, Hannah, Gen X ladies love you too, because I'm one of them. Couple of the things that I wanna pull out from her website is [00:33:00] there is a page that you can go to that says, "How you can support Cheek."
Now, there's three options that have been given. First of all is buy a book. So grab a copy of Bite Back and Taboo for your bookshelf because they're great, but also with the hopes that one of your family members might pick it up and get the shock of their life. So the copy is just so cheeky, which of course it's called Cheek Media.
Um, the second way that you can support Cheek is to support us on sub- Substack. So sign up for more opinion pieces, personal essays, and extended discussions by subscribing to my Substack. Okay. That's all fairly, you know, nondescript. The third way that you can, uh, support Cheek is to buy a vibrator Empower yourself and fuck the patriarchy with a beginner vibrator and conversation game that prioritize your pleasure.
I designed the Cheek Kit with the [00:34:00] experts from Normal so you can have the sex you actually want. This is so smart, and I'm gonna unpack why in a moment. So some of the things that I wanna pull out about Cheek Media in the context of their business model. The first thing that I wanna name is their target market.
I think I've got it right. She's a Gen Z human. So Cheek Media knows exactly who they are for, and it is Gen Z. They are extremely niche and going after an audience that others probably wouldn't have realized existed. Hannah is incredible at communicating like you're part of her business even though it's no longer a small business.
She has huge reach and influence, and she's still very young. So she has really leaned into the fact that she's Gen Z. She is trying to bring political intelligence to her generation. She wants more people her age to understand what is [00:35:00] happening in politics and how they can get involved. She's recently announced that she is actually going to be running as an independent senator, I think.
Hopefully, I didn't get that wrong. But she is going into politics and setting Cheek Media up to be able to operate with her in a lesser role. So she has really honed in on exactly who her target market is. All of the copy on her website, the imagery, the brand, everything is really Gen Z focused. And I imagine that, uh, almost all of her, um, audience would be Gen Z.
The other thing I wanna call out about her business model is her revenue streams. So I can't remember any other media company or brand asking me to buy a vibrator to support their work. I think it is epic, and it actually makes a lot of sense for Cheek supporters who are [00:36:00] predominantly female. So her, um, audience, in my understanding, are progressive, you know, um, feminist inclusive, diverse humans.
And I feel that the younger generations are doing be- a much better job than my generation and the ones before about bringing sex and pleasure to a more normalized part of the conversation. I think it is genius that this is one of the revenue streams that Hannah is utilizing, and I hope she sells a lot of vibrators to fund her media company.
I think it's very memorable. I think it's so outside of the box, and I think just like Hannah's, the other Hannah from Scarf, the biggest revenue stream for her is diners rather than philanthropy. I think both of these service-based businesses are doing an amazing job of being really considered about where their [00:37:00] revenue is coming from and how they can use their revenue streams to get their customers or their audience to feel closer to them.
So I imagine that once you have bought a vibrator and used it on a regular basis, you feel even closer to Cheek Gmedia. I can imagine that once you have been to a Scarf dinner, you will want to go to another Scarf dinner in the future. So it is a really great strategy for building that kind of long-term repeat revenue into your business.
So just to recap, the three businesses that I profiled today, or I, I'm not sure if I profiled them or I really just talked about what I love about their business models, was ThinkHQ, Scarf, and Cheek Media. The thing that I absolutely love about ThinkHQ is how they are branding themselves as an employer and how they are using the outcome that their [00:38:00] client is looking for as their main unique value proposition.
Rather than talking about what their services are, which is communications, strategy, and, you know, delivery, they're talking about what their clients want to achieve, which is make positive change. Chef's kiss. What I love about Scarf is that they have made a really great decision to partner with hospitality venues to deliver training and real-world, on-the-job experience for the trainees that come through their doors.
I think they have made a great decision there, rather than the alternative would've been to set up their own hospitality venues, which would make their business model very different. I also love their revenue model, that what they are trying to do is appeal to everyday people like you and me who wanna go and have a great meal and think about how that can be funding somebody's [00:39:00] future employment.
It is just such a great way of bringing revenue into Scarf. The third brand that I profiled is Cheek Media. What I love about Cheek Media is how clear they are about who their target market is. It is Gen Z unapologetically. I also think that their revenue streams are very clever. One of the ways that you can support Cheek Media is by buying a vibrator.
Please correct me if I'm wrong, but I don't imagine there's too many other media companies out there offering vibrators as one of the ways that you can support them. So I think these three service-based businesses that are all founded and run by Australian women They are all service-based businesses, and they are all doing an amazing job of leaning into what makes them unique, what makes them different, what their competitive advantage is, and how they can be different and differentiated in a market where there [00:40:00] are so many different brands flying at us every day.
I think these three women are doing an amazing job, and I think we can all learn from the way that these three are doing it. I hope you have enjoyed this episode. As you have now understood, I love talking about business models, I love Australian business, and I love women who are doing amazing things in business.
So if there is a brand that you would like me to showcase, please jump on into the show notes. There is a form that you can fill in on our podcast landing page where you can actually tell me who it is that you'd like me to profile, or you can actually pitch to come and speak on the podcast too. So jump into the show notes, find our podcast webpage, and you will be able to submit a question or a thought.
I'd also really appreciate if you left a rating or a review. That is how people hear about this podcast. So if you think this podcast is something that other people should [00:41:00] be listening to, please share it with them or leave me a rating or review. I will love you long time. It's been a great time being with you, and I will see you next week.
Outro
Thank you so much for listening right up to the end. I hope you enjoyed this episode of Money Secrets, where we talk about the money secrets of successful small business owners. If you enjoyed the episode, I'd love it if you'd subscribe to the podcast, but leave us a review or share this episode with one of your friends. I hope you learned something, I hope you got a new perspective, and I really hope you enjoyed the listening experience
