Building a Business That Can Be Sold with Ola Adeyemi

In this episode of Small Business School, host Staci Millard sits down with business coach Ola Adeyemi to unpack what it really takes to build a business that is not only profitable, but also sellable. Fresh off her experience exiting a print and embroidery business in the UK, Ola shares the hard-won lessons that reshaped how she now coaches entrepreneurs through growth, leadership, and systems.

Key topics covered:

• Ola’s entrepreneurial journey: from running a clothing line to scaling and exiting a print & embroidery business in the UK
• The reality of business exits (and why most founders aren’t prepared for them)
• Why “building a business to sell” changes everything
• The difference between hiring for growth vs hiring for gaps
• Using a skills matrix to restructure and right-size a team
• Why smaller, more aligned teams often outperform larger ones
• Letting go of tasks you’re “good at but don’t enjoy”
• The importance of DISC profiling in team performance
• The financial blind spots most entrepreneurs miss before exit
• Why knowing your numbers weekly can transform decision-making
• The “Five Ways” framework: leads, conversion, frequency, average spend, and profit margin
• How systems create freedom, scalability, and business value
• Building a business that supports the life you actually want

From hiring missteps to financial blind spots and the emotional reality of exiting a founder-led business, this conversation challenges entrepreneurs to rethink how they build from day one.

Connect with Ola:

Instagram: @ola_bisi_adeyemi

Staci's Links:
Instagram. Website.

Transcript

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SPEAKER_02 0:00

Welcome to Small Business School, where we help you build a thriving business on your own terms. We've been right where you are, scaling from the basement to the boardroom, so we get it. We know the challenges of entrepreneurship, the highs, the lows, and the sleepless nights. But here's the thing: business doesn't have to be hard. We're here to make it easier. No business degree required. Join us every week as we dive deeper into what it really takes to have the success, the time, the money, and the freedom that you desire, all having a massive impact on those people that you serve. It's okay to want it all. We're going to give you the challenges, the inspiration, and the strategy that you need to take your next step. While you're busy supporting others, let us support you. Hola, welcome to Small Business School. I'm so excited to have you here.

SPEAKER_01 0:51

I'm super excited to have you to be here as well. Thank you, Stacy.

SPEAKER_02 0:56

Okay, I would love to dive in. So when we met, you were on to your new business and fresh off of an exit. And so it feels new for me, but it probably was like in the middle of all the old old things for you. Why don't you tell us a little bit about the business that you ran, what you learned along the way? I really want to dive into that before we talk about coaching.

SPEAKER_01 1:21

Okay, so um I was based in the UK for about 16 years. And during that time, I started my business. I started two actually. One I sold, it was just a clothing line, but it was very Scottish and brilliant. So I sold that. And then the second business that I ran and that I uh sold off the assets was a print and embroidery business. So we did uniforms for schools. I think at the time we had about six big schools in our portfolio, and we also did uniforms for like your oil servicing companies, your Shell, your Acre Solutions, you know, and all of that. Because Aberdeen, Scotland, where I was based, was very oil-based. So we had lots of oil companies that we were working with, and we also worked with a lot of businesses as well. So small businesses, your restaurants, your um salons, you know, that we did uniforms for. So that's the business we were I was doing before I came here. But at the time, because I had grown the business, um, we I usually have people coming to say, Oh, we want to pick your brains for something, or we want to learn something. And I was invited to speak about something, you know, which is you know, when you you're building, you get people who come to meet you to to to support or to teach or to train. And so I did a lot of that, and that was uh quite interesting. So that was the business I was doing before I started um coaching business here in Canada.

SPEAKER_02 2:54

Okay, I did not know you had two exits. Do you feel like I know you said the first one was like a line, but do you do you feel like even if it was smaller, that that exit prepared you for the second one?

SPEAKER_01 3:07

No, we didn't because it was it was a small, I just you know, I sold off the business. It wasn't the paperwork was in massive, to be honest. There was nothing big about that. It was someone I knew who was kind of like part of my team at the time. He supported with the IT, the website, and all that, and then it was becoming a lot for me to manage both. So he then said, you know what? I love this brand so much, I would love to take it over, and we sold it. So that was the first one. So it was very small, but this second exit, it wasn't, I wouldn't even say it was like a proper exit because it was yeah, we'll probably talk about that. It was a lot. Um, I learned a lot from it. I think it's probably what has given me the foundations and the confidence and just that moral justification to be doing what I'm doing. Uh, because building a business that eventually is you is one of the hardest things that you can ever do. And you know, getting to that realization at the time when yeah, I'm ready to exit, and you realize, okay, what exactly have I built? Um, yeah, it comes with a whole lot of aha moments, I think. So yeah.

SPEAKER_02 4:22

Yeah, I think like this is one of the things that if I could rewind, I'm I want to tell business owners about, but I'm also struggling. Like I just want to shake their shoulders sometimes and be like, someday you're gonna want this, right? Like, you know, even when you're a teenager and you like your old, your parents are like, I just want you to save some of your money. Yeah, it's I just it's like the same feeling where I'm like, oh my gosh, like how do I get through to people how to set themselves up for success? And like, even if you don't want to exit, or like that's not in your vocabulary, it's just like how your business is set up gives you the freedom that you're looking for. Like, we're all complaining, like, oh, I signed up for run a business and now I'm working 24 hours a day. And I'm like, if you set up to exit, like that would not be a problem.

SPEAKER_01 5:12

Yeah, yeah, absolutely. Tell me a little bit more about your aha's. Oh, sorry. So he said, go on, go on.

SPEAKER_02 5:18

I was just gonna say, tell me about like some of those aha's on exiting that you're like, oh gosh.

SPEAKER_01 5:24

Okay, so um, for me, you know, when I was building the business, I never thought, and which is probably what a lot of business owners are thinking, I'm not selling this business. I'm gonna this, I'm gonna give it to my kids, I'm gonna build an empire, and blah blah blah, you know, which was it's just a good dream, you know, to have because you want to build something and that you can hand over to the next generation. So that was my thought at the time. I never thought it was something I'm going to want to leave. But then the time came where we had to move, right? The business is not a business that can be easily moved, right? Because we have heavy machinery. We have we had about what, I don't know, probably over a hundred thousand pounds worth of machines and equipment and you know, all of that stuff. So it wasn't something that we could move. It's either we get someone to buy the business as a whole or we sold all the assets and you know, all of that stuff. So one of the big moments for me was I had built the business, right? Um, we were doing okay. Uh, I had a team of, I think, four or five at the time. Um, we went up to eight, but we came down to about five at that time. Um, a lot of, I would say a lot of people knew me, at least in my community, and we were doing great work. Our our outputs, our uniforms, excellent work, right? So my thought was anyone would want to buy this, right? Because people knew us, you know, and the reputation we had built over the years. When it was time to sell, when they were asking for the numbers, and okay, what's the goodwill? And that was when I was like, What are you saying? This is a good business. I built it. It was what I knew versus what the buyers or investors would want to know. Two different things, right? So I think that was the first um aha moment for me, like, oh snap, what have I built? In fact, I remember saying asking myself exactly that question, right? Because you then realize the business was me a whole lot. There was a whole lot of me in the business, and what I mean by that is to an extent we had some systems in place, right? We knew how we would order, we knew how people could order from us, and we knew how the payments were coming in and going out. But there were a whole lot of other systems that you have to put in a business to make it sellable. I didn't have that. Now, at that time, I didn't know this, right? Because I was just building a business. Yes, there's money in the bank, and yeah, we're fine. I didn't even put a lot of time and effort into my cash flow, into my numbers. Now you know that it's all I can think about now. But I didn't even think about it because I was just like, do we have money in the bank? Money going out, money coming in, period. That's it, right? So when they started looking at the PL, we wanted to see three years worth of PL. What's the transaction going in and out? What has the cash flow been? And all these questions started popping up. Then it was more like, oh my god, right? So that those were some of the things that I realized in there. Then also how much you have to look out for your team, right? When there's a sale coming up. Um, do pe would someone buy the business with the staff, or would they buy the business and not the staff? It was a whole lot of it was an emotional roller coaster, I would say, but those were the things that brought up quite a lot of learning for me in the business. Now, we could have done two ways, right? The first way was what I did, which I what I ended up doing was just selling off the assets of the business and just shutting it down. The second way we could have done is okay, for us to get the PL and you know everything, all our docs in a row, it would take us probably about two years, two, three years, right? Now I could have decided, okay, I'm going to use the next two, three years to build all this and get everything ready and then we sell. But I didn't have that time, right? So that's why I went with option one. So those were, I would say, without saying too much, those were quite a lot of learning and unpacking that I needed to do or that I realized that I need to do, which is why what I'm focusing on, especially with the businesses I work now, is you are building, you are building a business to exit. Whether the exit becomes a sale, whether the exit becomes, you know, the staff taking over, they having, you know, um stake in the business, whatever that exit might look like, build a business because you're going to sell it. Just make it an a solid asset, right? So that's I think that's in summary the journey there.

SPEAKER_02 10:12

The interesting thing about doing it that way is to me, it doesn't take that much more investment. Like, usually a little bit of time, but that time then very quickly saves you, right? Because it's like it's more systems, it's more delegation. And so it it you can end up spending a little bit more on team time up front, but then you save it on the back end anyway. So, like, in my opinion, you're not spending any more time or money overall to build a business to sell, but you're creating so much wealth for your family in doing that.

SPEAKER_01 10:46

Yeah, and then it also makes you enjoy what you're building. There's you know, there's no point building and spending all this time, and then you don't have a life that you want, right? You need to build a business that would give you the life that you want. So if I decide the kind of business I'm building now is to exit or to sell, but I want to do it as a four-day week, you know, business owner, then that's what I'm exactly what I'm going to build. And that's okay. Yeah. If it's gonna be a five-day, whatever it is, then so far it's something that fills my cup. This is what I believe now, right? So as we're building, we're also building a business that can give us that life that we want, right? So that's that's what I that's how I see it.

SPEAKER_02 11:28

I know so many business owners where we all started in like maybe late 20s, early 30s, like we're all they were all hitting like their seven-year mark. Also, we're like hitting that 40. I think something shifts physically in us as women at 40, and we're just like no longer available for the same output that we used to be, and now all of a sudden it's like we get leadership fatigue and like all these things, and then all of a sudden we're like, oh my god, we built this business and it revolves around us.

SPEAKER_00 11:58

This is awful. Yes.

SPEAKER_02 12:00

Yeah.

SPEAKER_00 12:01

Yes. And it happens a lot. It happens a lot. Yeah.

SPEAKER_02 12:05

Okay, I want to double-click into something you said. You mentioned having gone up to a team of eight and then down to a team of five. I have also had that experience where at one point I went up to a team of 10, and I think I went down to seven or eight. Um, I want to talk about that because I I think that when people are hiring, there is so much care, and I I love that. There's so much care for the like people that are joining our team, and we really hold a lot of um like responsibility towards our team members. But I want to talk about like how did your mindset work around expanding the team, realizing that you like the right size of the team was something smaller? Like, that's a mental game for an entrepreneur. So I'd love for you to explain a little bit.

SPEAKER_01 12:51

Yes. So at the time, um, we were, I think one of the main reasons why I was increasing the team was because we were getting busier, right? We were having more orders. We're having sometimes, you know, we're looking at someone, uh a company who wants 500 t-shirts and uh 300 bags, or you know, we had this massive orders that were coming in. So I was just yay, this is good, and I was hiring. But what I then realized was I was hiring for growth, not gaps, right? Because growth is great, it will come, but then what happens when the orders were not as more, or they weren't we weren't that busy, so we got to a point where yeah, we were busy, busy, busy, then we weren't as busy, but I have all these people that I've still got to pay, right? So, what I then decided to do was I decided to do a skills matrix within my team at the time. Okay, including myself, we put our names, you know, there's a whole template that we use, and then I itemized all the skills that we need for our business, you know, including picking up the phones, or you know, we went, we wrote everything down, and then we everyone put their names onto the skills or the areas where they're good at. So I was I saw that there were quite a lot of overlaps. There were people who had the exact same skills, meanwhile, we had like five, six skills that were missing that we didn't have people for. So that was the first sort of aha moment for me to understand, okay, for hiring purposes, I need to hire for gaps. Do we need this role? Or is it just because we're getting busy, right? Yeah, you can hire for being busy, don't get me wrong, but rather than hire maybe a full-time staff, we can do maybe contract for that project, or you know. So then obviously, I had to let some people go, which was the worst time for me because oh, it was so, you know. Yes, my HR guy helped me through that, but I had to read a book even through that, which was a necessary ending because it was just something I had never done before, and I had to kind of go through that emotion. So then we scaled right back, and then I knew exactly the kind of person we needed to hire. We needed someone who was very detailed. Um, I used sort of a disc profile to understand the team. So we needed someone with a high C, and that's someone that is very meticulous, organized, you know, making sure we follow all the steps and you know, all of that stuff, and was also good on the phones. So that was when we uh got Rachel, that was her name at the time, in, and it was just absolutely brilliant because I I could see the power of the fewer people. There were four, with myself was five, and we were doing the exact same work that we had when we were up to seven, eight. And you know, it was just I had to take the time to say, okay, what exactly do we need in the business? Because obviously, the payment, you know, for the salaries and all that, it was it was a lot on me. So I had to kind of sit sit with it a bit and go through all of that. So that's kind of some of the things that helped me to go through. Okay, do we need eight or do we need two or do we need three? What are the roles that we need for? And one of the things I also did was I did uh so there are things I'm quite good at, right? I had to itemize all those things. Yes, these are the things I'm good at. These are the things yes, I'm good at, but I don't really enjoy doing. I'm good at it, but I don't enjoy it. And then so those were the things I started delegating first. So the fact that you're good at something doesn't mean you want, excuse me, you want to do it. So then I started delegating. So I was still doing the things that I enjoy doing, I'm good at, and yeah, that's that's all good. So you then start to phase yourself out, um, you know, of those skills as you go, but at least you keep those things that you're quite good at and you enjoy doing, because when you enjoy it and you're good at it, you do you churn, you know, you do things a bit quicker, right? So those were kind of like some of the things that went through my mind, and you know, some things that helped me to be able to kind of scale back a bit, or also to cut costs at the time. Yeah.

SPEAKER_02 17:09

Okay, I love that. Thanks for like giving us the insight because it I think that's something that people don't talk about enough. Is that like we business is all about just taking chances, like there's no um I've I probably put out this podcast and like people think like, oh, this is where we're gonna learn like exactly what it takes, but it sometimes it's not like that, right? It's like we are so unique and our businesses are unique, and like we have to try things, and sometimes it doesn't work out. So I feel like we don't talk enough about when we do hire and it's maybe not the right position and how how to tackle that. So thank you. Okay, I want to transition into you know, action coach and uh how how all that came to be and why you're so passionate about it now.

SPEAKER_01 17:54

Okay, so uh obviously one of the things that I should point out is my previous business, I was a client of Action Coach, so I had a business coach who was a franchise owner. Yeah, so I've kind of been I'm I've been on both sides now. So um I was a client of Action Coach for a while, so I knew about them, I knew the systems worked, I knew this was just absolutely brilliant. So when I came into Canada and I decided, okay, this is what I want to do, not just because I want to be a coach or you know, it's also because of my experience, the things I've seen in my well at the time, 16 years of running a business, there is a better way to build a business. So I then decided to do a bit of research around okay, yes, I know that I want to be a business coach, but I need a system that works. So I then found Action Coach. I'm like, oh, this is great because you know, I kind of have an idea of the systems, and then obviously I went through the training and you know all of that stuff. So that's how I got into Action Coach. But one of the things that really made me passionate about it is the whole idea of what we do with business owners in Action Coach is to help businesses to build a business that can work without them. Now, it sounds cliche and like, yeah, everybody says that, but experiencing you building a business that can work without you is one of the greatest gifts I would say that you can give to yourself and your family because you know, yes, the the family supports you to build this amazing thing, but you don't then want to take away all the time you should be spending with family as well, just because you're building this amazing, you know, business and all that. So, what makes me really passionate about uh coaching and action coach is the systems behind it, the philosophy, the way the you know it's not just about oh Stacy, I want you to be, I want to support you to build a business and grow and do this and do that. There's also a lot of mindset work. There is a lot of work that you do on you as a an entrepreneur to be a better entrepreneur, to be a better person, even because a business can never outgrow the knowledge of its owner, and that's just facts, right? Even if someone were to say, Hey Stacey, I've got a million dollars, you've been so amazing, here you go, pump it into your business. I don't care what you do with it, right? That's great investment. But if the knowledge of its owner is at a cap, no matter how much you pump into that business, the business cannot outgrow the knowledge. So, one of the things we focus on in Action Coach is not just helping you to build a business, but equipping you as a business owner to learn more. So there's a lot of training, there's a lot of learning, there's a lot of reading. I read a lot of books, right? So, clients who work with me just know you're gonna read books because that's just gonna transform the way you think about business, about money, about people. There's so much you learn being an entrepreneur, it's not just about the money-making part, that's one of it, but there's people management, you know, how you talk, how tact, having um emotional intelligence. There's so many things that people don't know comes around business, not just the money-making part. So that's one of the things that really makes me passionate about coaching and especially being a part of Action Coach. That system is just it's absolutely incredible.

SPEAKER_02 21:27

Okay, tell me like what are your favorite things to teach on? Is it the team? Is it leadership? Like, what what's your favorite area?

SPEAKER_01 21:36

Okay, so number one is equipping the entrepreneur themselves. I I love that bit. So we go through their different trainings. We have business masterclass, marketing, sales, you know, that there's a whole lot. But training and equipping the business owner themselves because when you see you literally see the transformation right in front of you. Like this, and they go, What just happened? Yeah, huh? That you learned that, and sometimes they've maybe they've learned something, and then they come and like hola, this happened. I was trying to negotiate this, and I was able to say this, and this happened, and they're like, Yes, and I'm like, Yes, this is great. And they are literally seeing themselves being better at running a business, right? So that's one. Number two is the money part. Keep you keep your eyes on the number. I like training and talking and teaching clients around how important it is to watch the numbers in your business, your cash flow, your PL. And obviously, that doesn't just come from being a coach, it comes from just you know, the story I shared about my experience as well, and some parts where I knew the numbers, and some parts I had no clue about the numbers, and it was just, you know, it wasn't great. You need to know the numbers no matter how you know, people think, well, when I hit a million dollars, I'll start, you know, being a bit more not necessarily, even if you're just at 5,000, you know, the habits you form in that little time it kind of carries on. So I like talking and training people around numbers, and then the third part for me is teams, helping people to build high-performing teams. I love, like, love it. Because a lot of business owners, you know, one of my clients right now, she has a team of seven, um, and they're like uh therapists, so you know, BCBAs, ABAs, and you know, all of that stuff. So she was trying to negotiate, okay, how will the team work better together, their conflicts and all that. So one of the things we did was okay, let's come into a room. Let's um, I told her this is what you need to do. You need to go through that this profile. So you know what makes them tick, what where are their strengths, where are their weaknesses. You even need to understand your people, and then you can delegate to them. For example, as you can tell, I like talking, I like chatting, and someone gives me a responsibility of being on the phones. I am going to thrive. It's not necessarily because I'm so good, but it's my natural space, right? Now, you give an introvert a role of being on the phones, they're good, but they're gonna struggle a bit because they would need respite, they would need to breathe a bit after making maybe taking two calls, right? So, these were the things that we did with them, and she was able to see where the levels of the team were. It was a real light bulb moment for her. So they run hodl meetings every week now. Um, make it quick, make it sharp. Because in her team, she had people go straight to the point type of people, not the rambling and the talking, and they don't want to be in meetings for what six hours, they just they don't want it, so don't do it. So, helping business owners build high-performing teams is very key for me because if you look after your people, they will look after your business for you.

SPEAKER_02 24:55

Yes, oh, that's so good. I really believe like team is the foundation of business, and I just like I couldn't agree more with that. I do want to ask you a little bit more about the numbers. Can you give us some tips on like what do you look at? What's important to you? Um, you know, like obviously there's always the financials, but there's lots, I think, in my opinion, there's lots of other things to track in business that really lead to results. So why don't you dive into that for me?

SPEAKER_01 25:26

Okay, so um we have a whole framework we use. It's called the five ways in my business. And you know, we look at your leads, we look at your conversion rate, what does it look like? So if you speak to four people, how many people are you converting? Then we look at those people you've converted, what's the how many times do they buy from you? One, two, three times a year, you know. And then we also look at um how much they spend with you per transaction overall, and then we look at your profit margin. A lot of business owners, Stacey, don't know what their profit margin is, and that's why if people say, Oh, can I get a discount? Or sometimes it can go, yes, a discount, but you don't even if you know your profit margin, then you know I cannot give a discount or whatever it is past this level because I'm I mean I'm going to go into the red. So that's why you need to know. So these are the five numbers we'd look at, but there's a whole framework around it, so you need to know how many people do I need to speak to before I can get one client or two clients and all that. Once you know that that number, then you start to do it. But one of the I I there's this operating system I um help business owners install in their business, and it's something I use in my business as well. So it's very simple. What numbers am I to look at? Hola, the first quick, easy ones is money. How much am I making per week? I tell my clients this and they're like, ah, hola. If you can get into a habit of understanding how much you're making per week, you will your in your revenue would start to increase. So it's every week I book a meeting with myself. I call it the weekly alignment. So one of the things I look at on Mondays are how much did I make last week? How many people did I speak to last week? How many new clients did I close last week? How many clients did I not close last week? And how much came into the bank? Easy. It's a spreadsheet. You can even put it on your on the notes on your phone, you know, or however you want to do it. So when you look at those things, at first you're probably going to go zero or like, oh my god, whatever, this is rubbish. This is, but when you start to get into the because as business owners, our role is revenue generating. We are to bring money into the business. I don't care how you know you can do all the cool stuff, but it's really about bringing money into the business. And I know that obviously, if it's a new business, you know, yeah, it takes a couple years before things starts to pick up because you need to give the it's a baby, right? You need to give it time to start crawling and then walking, and you know. So those are the numbers I would say you can do a quick look at how much did I make last week, how much went into the bank last week, because the fact that you made this amount last week doesn't mean they all went into the bank. How many people did I speak to? How many became clients? And yeah, those are just the quick, I would say, high-level things that you can look at. And if you start tracking it week per week, let's assume oh my god, your business is very busy, I cannot keep track per week, you can do it per month, it doesn't have to be per week. Per week makes the birding a bit easier because it's just quick numbers you're looking at. You're looking at literally 30-day transactions. But if you want to do it, I mean you're looking at seven-day transactions, right? But if you want to do it per month, that's fine. You look at 30-day transactions, okay? Boom, boom, boom, how much did I do? And that starts to because when you're able to keep track of that number, as your business grows, you also need to know what your break-even is, right? I need to make 10,000 to know that I am safe, right? I need to be able to pay my bills. So if you're tracking per week, week two, week three, I see that I'm at 5,000. I already know. I don't need an account, I don't need Stacy to tell me you're going to be in trouble at the end of that month because you're you have a 5,000 gap there. But by week one, week two, I see that oof, I'm at 5k. What do I need to do so that I can make up for the 10k and then something, right? I'm just obviously using some easy, simple examples, but this is how it starts to make sense, you know, in your in your head.

SPEAKER_02 29:36

Yeah, I love that, and I just think it's so important because it's not even about like I think people think the end goal is to do the process and the numbers, but it's like it's not really. The end goal is sort of like in disguise because when you start looking at the numbers, all of a sudden, like after a couple weeks, your behavior starts shifting. Yeah, you start being more intentional about taking the actions that get you to the numbers. So it's like it's important to be tracking the right end goals because you're gonna take actions and like for example, sometimes we see people who are like, Oh, I want to post on social more. And I'm like, are any of your people that want to buy from you on social? They're like, no. So like if you're just tracking how many times I post on social, that'd be the like the wrong um indicator, right? So you have to have the right indicators, but it dictates your actions and your habits. Yeah. And like that's really what we're looking for. Well, I one of the things I just want to say is like I love the intentionality behind what you do because I think that there's a lot of coaches, and like the coaching industry has gotten so confusing over the past few years, but there's a lot of coaches out there who maybe have done something, but they don't know how to get repeatable results from people or for people, like the people that they're leading. And I I love that you are a client of action coach, you experienced them, you sort of vetted it for yourself, you saw the results that that system would get you. And now you're you know, you've walked the talk, and now you're really looking at like how do I help others do the same? And so I just I really appreciate that you've like put so much time and intention into it. And it's not vague, like there is a system, it's got proven results. Yeah. Um can you tell me where can people find you online and tell us a little bit because you have in-person events as well, and I know people are always looking to connect. So tell us where where we can follow along.

SPEAKER_01 31:30

Awesome. So I am on Instagram. Um, I've got my personal page is Ola O-L-A underscore B-I-S I. Um, I'll probably give Stacy the link. Um, so my personal page, I put yeah, a lot of stuff there, but my business page, I've got two. I've got the Action Coach Alpha on Instagram, and then I've got Ripples Consulting as well, because I do a lot of systems with my clients, so that's kind of like an add-on bonus um that they get. And I'm on LinkedIn as well. I post a lot on LinkedIn, I have conversations, I talk about topics, and I just love hanging out on LinkedIn so you can yeah, hang out with me. Um, all that at IME on LinkedIn, and for events, I run quite a bit of workshops. My workshops are quite very focused on things like the five numbers to track. I'm a numbers person, so sorry, but not sorry. So, five numbers to track. I look at how to implement operating systems, and one of the main events that I run is the 90-day planning sessions, so it's like a planning workshop. Um, you we come together and we plan for each quarter, right? In the in the business, so that it's not guesswork anymore. What are the things we're focusing on in the next three months? What are the things we're focusing on in the next week? And the next planning session is coming up on the 19th of June. It's going to be in Mississauga. Um, so yeah, if if anyone's interested, I think the link should be there. You can register for it. It's super, super important and helpful for business owners. So, yeah, those are the places I hang out.

SPEAKER_02 33:09

Incredible. I just again I just want to say thank you because um, like you walk the talk and you have so much good advice to share. And I like we have mutual clients, I watch how you lead them and like what your goal is for them, and it's just so tangible. And yeah, I just I really appreciate you.

SPEAKER_01 33:27

Awesome. Thank you, and thank you, Stacey. Obviously, I you you've been incredible as well, obviously, helping us with our accounts and and all of that. And um, I remember one of the conversations we had then was you were like, Wow, you're one client who asks questions about numbers, and I want to see reports like every quarter and all that. You know, it's the same thing I do for myself. Like I tell clients it's not just about coaching people or telling people what to do, it's what I'm holding myself accountable to as well. I want to know what's going on every quarter in my business, is it viable? What can I do better? And you know, I know business owners are trying their best. You know, it's running a business is not easy, we know that, but it could just get a little easier if you share with people and someone that can help you to build better. So thank you for helping us with our books and our numbers, Stacey. It's been incredible.

SPEAKER_02 34:18

Oh, yeah, oh my gosh. Yeah, anytime. Thank you, thank you, thank you so much for your time, Ola. I appreciate you.

SPEAKER_01 34:26

Super. I'm happy we did this.

SPEAKER_02 34:28

Thank you so much for tuning into this special episode of the Small Business School. I strongly believe small businesses are the heartbeat to our communities, and I am so grateful for your commitment to making your business last for the long run. I want to challenge you to take one nugget of wisdom you heard today and set aside 15 minutes to implement. If you learned something, share it with a friend, whether it's on social media through a quick text or even a quotable faction email. We all grow faster when we are growing together. And if you're looking to connect with like minded entrepreneurs and get even more support, I'd love for you to join the small business club. It is absolutely free. It's a space where we dive deeper, share resources, and help each other succeed. Please don't hesitate to shoot me a DM on Instagram. I am always here to chat with fellow small business owners like you.