The Unconventional Goal-Setting Method That Truly Works — Nate Littlewood | Why Goal Setting Fails, Why Founders Struggle And Fail Financially, Why Profit Strategy Matters, How To Work On The Business, How Fractional CFO's Add Value (#376)

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In this episode, we explore an unconventional approach to goal setting that helps entrepreneurs stay focused and achieve what matters most.

Our featured guest is Nate Littlewood, Founder and Fractional CFO at Future Ready. With nearly a decade on Wall Street and experience founding a seven-figure e-commerce brand, Nate shares practical insights on financial sustainability for mission-driven e-commerce and CPG founders. 

He discusses why traditional goal setting fails, the power of the OKR framework, and how to identify the critical 20% of activities that truly move the needle in your business.


Topics discussed in this episode: 

• Why goal setting fails: Entrepreneurs chase too many “shiny objects” instead of the 10-20% that matters. 
• How OKRs help: They balance strategy and execution. 
• Revenue vs. profit gap: Founders focus on top-line growth but miss key profit metrics. 
• Why profit strategy matters: Prioritize improvements aligned with your strengths. 
• Founder time value: Weigh your “salary opportunity cost.”. 
• Fractional CFO value: Maximize ROI through smarter resource allocation. 
• Early-stage struggle: They need financial guidance but can't afford CFOs. 
• E-commerce founder types: Creatives, marketers, and self-aware learners. 
• Financial blind spots: Founders often miss key metrics like COGS ratios. 
• Work “on” the business: Regular check-ins prevent misalignment. 
  
  

Links & Resources 

Website: https://www.getfutureready.co/
LinkedIn: https://www.linkedin.com/in/nathanlittlewood/ 

Get access to more free resources by visiting the show notes at
https://tinyurl.com/zj8fhusy 

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Transcript

[00:00:00] Hey, I'm Claus Lauter and you're listening to the E Commerce Coffee Break, the podcast that helps you grow your online store. In today's episode, we explore an unconventional approach to goal setting that can help you stay focused, make real progress, and actually achieve what matters most. Our featured guest is [00:00:20] Nate Littlewood.

Founder and fractional CFO at GetFutureReadyCo. So let's dive right into it. Hello, and welcome to another episode of the e commerce coffee break podcast. In today's episode, we will talk about a unconventional approach to goal setting that can help you stay focused, make real progress, and actually achieve what matters most.

Joining me on the show today [00:00:40] is Nate Littlewood. He is the founder and fractional CFO of FutureReady, where he helps mission driven e comm and CPG founders build financially sustainable businesses with less stress and more success. Was nearly a decade on wall street and years in the startup world, including, uh, founding a seven figure e com brand.

Nate brings deeply financial expertise [00:01:00] to the show and in his spare time, he loves camping, biking, and pretty much anything that has to do with food. Say it for me. So that's why I came to the show. Hi Nate. How are you today? I'm well. Thank you, Claus. Uh, great to be here. And, uh, thank you for having me on.

Sure. Let's dive right into it. So most people, and we're in the beginning of the year, most people start with big [00:01:20] goals, new goals, new year's resolutions, then end of January, all of that is gone. What's wrong with the traditional way people have when it comes to setting goals? My goodness, where to start so much so much.

Um, listen, I think one of the wonderful and also terrible things about entrepreneurs [00:01:40] is that we love learning, right? Entrepreneurs like, you know, exploring new skills, picking up shiny objects, and, you know, figuring out how to do stuff that they didn't know how to do before. I totally Empathize with this.

Like I've, I've been in this situation. I remember back in, you know, 2016, [00:02:00] 2017, when I was starting my own e commerce business, you know, when you go around and tell someone, Hey, like, I'm, I'm going to be an entrepreneur. I'm starting this business. Everyone wants to help. Right. And everyone's going to throw suggestions and ideas and, Hey, you should talk to my friend who does this, that, and everything else.

And at, at first it can be really fun and [00:02:20] exciting to go picking up and exploring all of these, you know, shiny objects and new ideas, but. I guess the, the problem that, uh, entrepreneurs often find themselves in is that they just spread themselves too thin and they're doing a million different things. And they're trying to do a little bit of marketing, a little bit of product, a little bit of optimization, a little bit of financing, a little bit of [00:02:40] HR.

And I, I think that's often just setting themselves up for disaster. And. In my experience, a far more productive approach and, you know, the many, many entrepreneurs I've had the pleasure of interacting with, the ones who really excel are skilled and practiced [00:03:00] at one thing. Which is focus. They're unbelievably good at identifying that 80 or 90 percent of shiny objects and noise that are a distraction and are not a good fit for them.

And they're incredibly talented at identifying the 10 or 20 percent of things that they [00:03:20] need to be focused on, which are really going to move the needle. So, you know, part of this is the, the skillset and the frameworks and the processes for identifying. What that 10 or 20 percent is. And then it's about having the discipline and the commitment and the rigor to actually stick to it.

[00:03:40] And, you know, one of the, one of the frameworks or the approaches that I advocate for, and I'm a huge, huge fan of is the, the OKR or objective and key result framework, but I really like leveraging that in a way where you can operate in kind of cycles. Um, and that cycles of working on the business versus in the business.

So. [00:04:00] We work on the business for a while, which is when you step back, kind of survey the landscape, understand what the problems are, figure out what you need to do next, then put an end to that period, then put your head down and work in the business for two or three months solid, get whatever it is done that you need to get done, [00:04:20] then come up for air again, you know.

Have another look around, see what the next set of problems are. And you know, the cycle cycle kind of repeats. So, uh, yeah, it's, it's a fascinating topic and, uh, you know, one I could talk for hours about, but, um, that's, I guess the general gist of it. I think a lot of our listeners can, um, [00:04:40] rely to that. Um, everyone who started a company or is in the process know that overwhelm is a problem.

Um, you deal with so many things, so many puzzle pieces at the same time. And what you just said, there's so much to unpack in there. So I wanted to have a little bit. Deeper into a couple of things. Now, when you start a business, obviously finances are a problem because, um, it might be new to you. You're not coming from that [00:05:00] thing.

What's the best goal setting method for founders. And then specifically when you look into the finances, because that's a huge risk for every new business, if you can't get that right. Yeah, absolutely. In my experience, most founders of six, seven, and sometimes even eight figure brands, uh, they've generally got a pretty [00:05:20] good idea and understanding of how their businesses make money, right?

So they know what they're selling, they know how much they're selling it for, and commonly they've got a very good understanding of who they're selling it to. And That's kind of the top line of the business, right? The top line of the profit and loss statement is your revenue line. Then, um, what happens usually [00:05:40] once a month is you'll have a bookkeeper or accountant who tap you on the shoulder and say, Hey.

You know, I finished your numbers. Here's your bottom line result, which is your net profit. Okay. And at the end of every month, that's either a profit ideally or a loss. Not so ideally. Now, in my experience, [00:06:00] founders generally have a very, very poor understanding of the kind of black box that exists in between those two points.

There's a whole lot of metrics, there's a whole lot of numbers, there's ratios, there's jargon, there's a whole lot of, a whole world of financial concepts in there that honestly can be quite confusing. And I guess [00:06:20] the, the first step for founders who really want to improve and optimize their financial understanding and, you know, get Make their business better is developing some level of knowledge, awareness, and understanding of what's actually in that black box.

And that's, you know, one of the things that I'm kind of on a mission to help folks with, [00:06:40] but once we've kind of been through the financials and we understand where the problems are with the business, what you want to do is put together basically a list of priorities. Okay, so you might have dived into your cost of goods sold and recognize that, Hey, relative to these peers or comparable companies, [00:07:00] maybe my cost of goods sold is 10 or 15 percent higher than everyone else.

I've probably got a COGS problem. We might look at our marketing, uh, cost as well and recognize that, hey, we're perhaps not as efficient as we could be there. Okay, so there's some work to do on marketing and maybe we've looked at our overheads, [00:07:20] you know, which is like staff labor, rent, legal, and accounting, et cetera.

And maybe there's a few opportunities there as well. Okay? Mm-hmm . So you can basically go through the entire financial statement and kind of. identify where these profit enhancing opportunities lie. Now, I guess getting back to, you know, where we [00:07:40] began this interview within, you know, thinking about goal setting, one of the mistakes that I see a lot of founders making is that they'll see all these, you know, opportunities and problems with their business.

And they'll immediately go into problem solving mode and try to tackle all of them at once. But the truth is that You know, [00:08:00] when you're a founder on a small team, you have access to really only a very, very small pool of talent and resources, right? You're a wonderful person, you know, founders are some of the most special people on, on earth, in my opinion.

Um, and you know, there is a small collection of things that you [00:08:20] can do really well. But let's face it, you're not Amazon and Google. It's not like you have in, you know, indefinite talent pool to tap into and that you can find skillsets for literally every problem. The reality is that you have access to a very, very small pool of talent.

And if we're looking at say three different, [00:08:40] uh, profit enhancement opportunities across cost of goods, sold marketing. And they're each worth, you know, 5 percent in terms of net income or net profit improvement, then candidly as a finance guy, like 5 percent is 5 percent is 5%. If you can get any one of those [00:09:00] improvements, you've improved your bottom line by 5%.

So what we need to think about is which of those opportunities are you and your team best equipped to tackle? So, you know, if it's a marketing problem, maybe you need to be You know, better at creative, maybe you need to be better at, you know, paid media management, [00:09:20] maybe, you know, something to do with retention marketing or email writing or copywriting.

I don't know, but that's like, you know, a certain set of skills. Then you move to the COGS, uh, section and that could be engineering. It could be negotiating with suppliers. It could be, you know, a little bit of financial engineering. Um, you know, you get the idea, but the point is [00:09:40] that they're completely different.

And the amount of time and effort that we're going to have to invest to achieve that 5 percent improvement is likely to be completely different. Right. If we've got a 5 percent COGS improvement opportunity, that might involve completely re [00:10:00] engineering our product. It could involve going out and getting quotes from dozens of new packaging suppliers, and it might take us half the year to achieve that 5 percent improvement.

But if you've got a background in, you know, media buying, for example, and you know, that's your zone of genius, that's where you can excel, then I would say, [00:10:20] screw the COGS opportunity, like, go after the media buying opportunity because that's what you are You know, uniquely positioned to kind of excel at.

So when I kind of look at a P and L, um, one of the things I want to understand is like, where are all these profit improvement opportunities? I [00:10:40] want to get to know the founder and understand what they're good at. What is their background? I want to look at their resume. I want to understand where they've worked before, and I want to help line them up and put the balls in front of them that they're going to be able to kick in the goal.

Right. I don't want to see them flounder. I don't want to see them screwing around, wasting time and money [00:11:00] because let's face it, they don't have a lot of either of those things. I want to put, line them up for success and figure out what are those opportunities that they're uniquely positioned to, to tackle.

I think a very important point that you make there that no one is good in everything. Uh, so you have your background, your specificity, and [00:11:20] also what you like and what you don't like. And doing sales and marketing normally is just so much more fun than looking into numbers. So if you're not coming from the finance side of things, um, lots of founders are, as you said, very, very creative, um, want to find out new things and that can be their biggest enemy.

You mentioned [00:11:40] that is, but you need to focus. And I think having, and I think that's what we're talking here is having someone at your site. And it happened to me 20, 25 years ago, when I started my first SAS business, I had a business angel. I was a new entrepreneur. Um, I probably still did. I made every mistake in the book, hence [00:12:00] my white hair, but you learn over time, but having someone on your side and helping you with that.

Now, what I want to find out is like about time management, how much time would you spend with, I don't know, a coach, a consultant, an advisor, um, to really set your goals right. [00:12:20] Yeah, that's an interesting question. Um, I guess the, the first question and topic that we should address, uh, as a starting point here is why should you work with a coach or, you know, some sort of external expert at all?[00:12:40] 

And The way that I like to think about that is that it's really about helping founders improve their own productivity and their own efficiency, essentially improving the return on investment of their time. So. The thing is, like, when you boil it down, the [00:13:00] role or the function of any founder or manager is essentially to allocate resources, okay?

People, money, whatever it is, you're the resource allocator. When it comes to small businesses, especially bootstrapped ones, they tend not to have a lot of financial capital. And so, the main resource that they're [00:13:20] allocating is human capital, i. e. time. So What we need to be very good at is making strategic and intelligent decisions about how to allocate that time.

And, you know, one of the things that I, I help my clients with as a fractional CFO is, you know, linking [00:13:40] back to like what we were just talking about and, you know, setting yourself up for success, I want to help people think through how they can get the maximum, you know, bang for their buck. How they can.

You know, amplify their own personal impact and achieve as much as they possibly can with, [00:14:00] with their business. I mean, let's face it, you know, founders, especially early stage ones are often not paying ourselves as much as we should, but if you're smart enough and talented enough to set up and be running an e commerce business, I'm willing to bet that you could very comfortably land a six figure job.

At, you know, [00:14:20] working for someone else. Right. And if you've got two or three founders, then we could be talking about several hundred dollars of a year in terms of salary opportunity costs. You do that for, you know, two or three years and you can quickly rack up a million dollars or more in like salary opportunity costs.

So that's. Salary that you're [00:14:40] not earning and are instead choosing to invest that time in your business. So, you know, we've got hundreds of thousands of dollars going into these businesses, and it's absolutely critical that we make smart decisions and assessments about how that time is invested. And, you know, that's a huge part of [00:15:00] what I'm, I'm helping my clients do.

And, you know, the difference between. You know, a two X return on your time versus 10 X return on your time. We're getting into millions of dollars here, right? If you think about, you know, poor and, you know, strategic allocation of time and resources. [00:15:20] So, you know, at the crux of what I do and what a lot of other coaches can help you do as well is really make smarter decisions about, you know, how to be focused and the problems that you should be trying to tackle and solve.

I like the point of view saying is like, what are you worse if you would not be an entrepreneur and work for someone else? [00:15:40] I think that's just a very different view on your own value. And that might be also very motivating for someone. Because obviously, entrepreneurship is a lot of uncertainty, a lot of risk taking there.

And I think That's, it's a roller coaster as good and bad times specifically in the beginning. And you want to make sure that you come out [00:16:00] safe on the other side. Now, when it comes to, um, focusing the time and the energy, you said you're helping with that. How do you help? So a few different ways through my consulting services, I work one on one with founders and basically help them You know, build out a plan.

Um, we usually try to [00:16:20] tackle like a quarter at a time. Uh, and that's where I'm leveraging that OKR framework that I mentioned earlier. Part of what I'm doing in my business though, is really trying to tackle and serve what I believe is a fairly underserved. Part of the e commerce [00:16:40] landscape. So let me just back up a second, you know, explain what I mean here.

So I'm a fractional CFO. Um, my one to one consulting services, like most other fractional CFOs will go for three to 7, 000 a month. Okay. That's what it costs to have someone like me hanging around. Um, I recognize that a lot of, uh, [00:17:00] founders, especially the earliest stage ones, That's unaffordable, right? The problem with the, the fractional CFO model, um, basically the way, you know, all of my peers do this is that if, if brands aren't doing at least, you know, a few million dollars of revenue, it's very, very difficult for them to [00:17:20] justify affording, you know, someone like me, which means that there's this huge part of the e commerce industry, which is kind of six to early seven figured founders who cannot afford.

a fractional CFO and you know the one to one service model just does not work for them. So part of what I'm [00:17:40] dedicated to and what I'm in the process of building out is basically solutions for those earlier stage people because the reality is that oftentimes it's these People who are, you know, just getting started working their way through six into seven figures who actually need the most help when it comes to this sort of stuff.

They don't understand [00:18:00] how all of their hard work and countless hours that they're working are actually translating into dollars and cents at the end of the, you know, week, month or year. They're the people who, you know, are struggling to navigate cash versus accrual accounting. They're the people who are busting ass, like, working harder than ever.

But the money is just not [00:18:20] accumulating in the bank account. So some of the things that I'm working on at the moment is, uh, basically a whole lot of free content, um, putting out stuff on YouTube and LinkedIn. Uh, I'm also in the, I've just started rolling out some basically entry level courses, so like a hundred dollar products, um, that.

Kind of teach people some of these foundational [00:18:40] concepts, help people understand kind of finance one on one and where we should be looking for problems and how to identify if your COGS is high or low, how to identify where maybe the cash strains are in your business. And, uh, I haven't got there yet, but in the next couple of months, I'm hoping to launch a, uh, mastermind [00:19:00] group, which will be kind of a cohort based product, part education, part.

Self slash business awareness and the, the concept is to essentially work with a small group of founders in basically helping them get more aware about their own, you know, business financials, put in place a plan to improve [00:19:20] them and then work together as a cohort to kind of share best practices, knowledge and perspective and, you know, stay accountable to actually improving our own numbers.

Um, that's kind of a work in progress, but, uh, yeah, that's the vision. It's kind of what I'm, what I'm part of my goals in 2025 and what I'm working on putting together. [00:19:40] I think that's a very valuable service. And then you mentioned specifically businesses who just have started where money is really a crucial factor if they make it or they don't make it.

Someone having someone on the side pointing you in the right direction. I mean, that's so valuable. With your background coming from finance and also having built a e comm brand. I think that's a very unique skill set that you [00:20:00] have there to help exactly these founders now when it comes to Your coaching clients or your clients overall Would be your perfect client So in terms of the products and industries that they're in, I do predominantly e commerce.

I do a little bit of CPG, uh, food, Bev, and also [00:20:20] durable goods. So some of my clients include like tea companies, uh, journaling company. I work with a pasta company, a grow light company that makes like, uh, electronic grow lights for, for indoor gardening and stuff. Um, you know, they're sort of the spaces I play in.

In terms. Probably more important than that, though, [00:20:40] is really the founder mindset. And I categorize founders into three different types. The first type is the Creative genius type, and they're from more of a artistic design, you know, product sort of background. [00:21:00] And there's a certain group of founders who are almost allergic to numbers and spreadsheets and data.

And their approach to this sort of topic is usually, Hey, I don't understand this stuff. I don't want to understand this stuff. Just make this problem go away for me. Okay. Candidly, [00:21:20] they're not a great fit for me because they're, those sort of people are, it's usually hard to keep their attention. They don't really have a huge desire to understand this stuff.

And, you know, they just want to stay in their wheelhouse, which is creating, designing product, that sort of stuff. And they're difficult to work with. At least from my [00:21:40] perspective, wonderful people, but they're not great coaching clients for me. Uh, the next category of people is kind of the uh, the paid media marketing guns, right?

These people tend to understand Marketing math really, really well. So they've got their head around LTV, lifetime gross [00:22:00] profit, CAC, you know, repeat purchase rates, and they know how to play the, you know, the creative game and the media buying game. These people, um, tend to. Operate, you know, very much with a focus on these, you know, this, this, you know, customer marketing math, right?[00:22:20] 

Every day they wake up, they, you know, they know what their stats are in Meta and Google and so forth. And as long as they're profitable and they're continuing to grow and they're managing to increase their budget day by day or month by month, they're usually happy to just have a bookkeeper or accountant kind of follow them around and clean up their mess.

Okay. And there [00:22:40] it's, it's often very, very obvious for these people, you know, what they're going to do when they, if, when, and if they have some extra funds to spend, they're going to buy more ads and they're going to buy more inventory. Okay. It's not that complicated. And candidly, someone like me can't add a huge amount of value.

So that's type one and two. Uh, the third type of founders [00:23:00] are the ones where I can help the most. And these are usually people who've been around the block once or twice. This is not their first rodeo. Um, it might be their first startup, but they're self aware enough to know what they don't know. And they.

Kind of see this whole, [00:23:20] you know, arena of business and finance as a, as a problem that they want to unpack or a challenge that they want to unsolve. And the difference here between the first two categories is that they actually have an appetite and genuine curiosity in learning about this stuff, right?

I don't want to do your finance for you. I want to help you understand how to do [00:23:40] it and show you how to pull the levers to make your business better. And if you don't have, you know, an open mind, and this is not something that interests you, then don't waste your time talking to me. So, um, you know, they're, they're the different categories.

And I guess, uh, for me, I look for people in that category three and [00:24:00] also ideally running a e commerce, you know, centric business. So most of their sales coming from online, they're the, they're the sort of folks where I can add the most value. Okay. I like your categorization of these different founder types can relate to that.

Um, I do a lot of, I am probably somewhere between two and three, I would say, but [00:24:20] I have been around the block many, many times. So, and I think the most important takeaway there is that you need to be willing to learn because at some point you don't just want to have somebody doing the work for you. You need a proper understanding why that is.

working that way. And, um, so it's not just having a service provider by your side is really [00:24:40] having someone by your side who upscales you, um, and just makes you better as being an entrepreneur. Tell me a bit about, um, is there any kind of homework that people need to do before they approach you? Is there an onboarding process?

How does that work? Yeah, no homework required. Um, If people are interested in getting help with [00:25:00] this sort of stuff, they can just, you know, drop me a line, reach out. Um, usually the process that I will go through is have an introductory call initially, uh, just make sure that we're a good mutual fit. Um, then I would do a review and audit on your financials, uh, which is really just designed to help [00:25:20] illuminate some of the problems that we could potentially work on together.

You know, I guess getting back to what some of the things we were talking about earlier, one of the, one of the surprising realizations I've had from, you know, having been at this a little while now is The relatively low [00:25:40] level of self awareness that a lot of founders have when it comes to their own finances and businesses.

I see, you know, I, I look at dozens and dozens of startups numbers. And so I've had this experience time and time again, actually, just a few weeks ago, I did an audit on a brand that was doing, uh, like a, like a women's supplements [00:26:00] business and got on the call. I'd, you know, done my audit and review. And, you know, this founder was talking about all these new products that she was releasing and, um, you know, these new marketing campaigns that she was working on, but I could see that her cogs was over 50 percent of revenue.

And, you know, at no point in this [00:26:20] conversation had so far had she said, Oh, you know, we've got these projects about cost reduction. I'm like, hang on. Whoa, hold up here. Like put everything else down. Like this is the problem that we need to be focused on solving now, because if you cannot get your, your cogs down, then nothing else is going to matter here.

Um, so. [00:26:40] You know, uh, a big, a big part of what I do is kind of surveying the landscape, understanding, you know, what the numbers should be for a business like yours. Unfortunately, a lot of, a lot of founders don't ever have the luxury of being able to do that. You know, they're so head down there. Busy working in their company and they often lack that [00:27:00] context to really understand where is their Achilles heel?

Where are the problems that they most need to solve? So, you know part of what I try to demonstrate people when we're going through the onboarding process is that I have that perspective and I can pretty quickly look at your numbers and help you identify the opportunities Uh, and then if we decide to work together um, we [00:27:20] really Or the way I work is really build out a customer roadmap.

So number one thing we need to understand is what are your financial goals, right? Do you want to build a lifestyle business? Do you want to get acquired? Are you wanting to pay yourself more? Like whatever it is, you know, there's different levers that we need to be thinking about [00:27:40] depending on what your financial objectives are.

Then going back to, you know, one of the earlier points we were talking about, you know, you know, 5%, 5%, 5%, there's a lot of ways, different ways to achieve it. I want to understand what that founder and his or her team is really good at. Because like I said before, there's many ways that [00:28:00] you can improve your net income margin by 5%.

And I want to give you quick, easy wins. So I want to line up the projects and opportunities in front of you that are going to allow us to improve. Or climb that profit curve as quickly as we possibly can, because that brings, you know, all of this cash and profitability [00:28:20] forward to you. And the quicker I can make you profitable, the more opportunities are going to open up to you.

So, yeah, it's, it's, it's kind of hard to, to standardize these processes. And I think any CFO who tells you, Hey, this is my template. This is what I take every client through exactly the same process. [00:28:40] They're missing the reality. That everyone has different skill sets and, you know, you're probably not getting set up in a way to maximize your own productivity if you're working with someone who has a standardized, you know, onboarding plan.

No, totally. And I think it's so important to have a fresh set of eyes on your business because it's so easy to get lost in a [00:29:00] day to day business in the, in the busy work and I'm just trying to get things out of focus that are really matter. Nate, before our coffee break comes to an end today, what is one final thought that you want to leave our listeners with?

I guess it would be to, I think it would serve a lot of people well, including, uh, from the sounds of [00:29:20] it, you know, your audience, which I understand is a lot of, you know, e com folks to be a bit more intentional about the phases throughout the year in which you're working on versus in your business. Um, I think it's really important to have a balance between these two phases.

Um, it's really easy as a founder to get [00:29:40] stuck in and sucked into the busy work, but I really, you know, encourage people to set aside some time every year, minimum at least once a quarter, to just Take a step back, uh, look at the big picture, collect a few more data points, look at what your competitors are doing, try to understand what everyone else's numbers are looking like.

Yeah, just [00:30:00] use these opportunities to kind of reorient yourself and make sure that you are heading in the right direction because there's nothing, nothing worse than Being head down buried in the work for, you know, months or years at a time, only to then put your head up and realize that you've been swimming in the wrong direction.

I think that's a very good [00:30:20] way to end the podcast today. Where can people go and find out more about you? Yeah. So best place, uh, would be LinkedIn. Um, I am most active on there and posting every day. Um, if you're interested in receiving a weekly little value nugget, um, you can also join my email list. Uh, there's a link [00:30:40] to do that through my, my profile page.

So every Saturday morning, I'm sharing free resources, tools, guides, um, little tricks and tips on, on how to improve your numbers. And, uh, if you're interested in getting a bit more stuck into it, um, you can also learn about some of the other programs and offerings I have, uh, through my website, of course.[00:31:00] 

Cool. I will put the links in the show notes as always, then you just one click away. Like, as we said at the beginning, we can talk hours about that. Maybe we have a second chance at some point, but I think there were so many golden nuggets in there that now our listeners can try to think about and then hopefully reach out to you and, um, then take it to the next step.

Thanks so much for your time today. Thanks Claus. I really [00:31:20] appreciate you having me on here.