Why You Pay More in Taxes Than the Ultra-Rich

Summary

Podcast Summary: Growth Triggers – Why You Pay More in Taxes Than the Ultra-Rich

Host: Luis Diaz
Guest: Kasey (Tax Strategy Expert)
Date: August 7, 2026

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Episode Overview

In this episode, Luis Diaz delves into the tax strategies of the ultra-rich and why regular business owners often shoulder a heavier tax burden. Guest expert Kasey shares insights from years working with high-net-worth individuals and family offices. The conversation unpacks the specific structures, overlooked write-offs, and advanced planning that separate everyday business owners from the ultra-wealthy when it comes to minimizing taxes and building business influence.

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Key Discussion Points and Insights

1. Common Tax Advice and Why It Fails Most People

• Myth-busting Write-Offs:
  Many believe aggressively running expenses through deductions is the best strategy. Kasey warns this can raise red flags and create audit risks if overdone.

  “Run as much stuff through your deductions as possible. This is gonna create lots of red flags, lots of inconsistencies, and if you do get audited, you're gonna have a huge problem.”
  — Kasey, [00:26]

2. What Ultra-Wealthy Clients Do Differently

Client Profile

• Kasey typically works with business owners ranging from $5 million to $50 million and up, often forming part of family offices.
  — [01:30]

Tax Strategy Holistic Review

• Reviews include past, current, and future family and business structures, aiming to legitimately cut tax payments by up to 50%.

  “We're going to save them money on taxes to the tune of between us 50%. And then if we say that out loud, it's kind of too good to be true.”
  — Kasey, [01:51]

The Strategic Giving Partnership (SGP)

• Key Tactic: The backbone of the strategy is the Strategic Giving Partnership, a legal structure involving nonprofits and trusts to maximize deductions while retaining control.
  • Business owner sets up a structure where 99% is owned by a nonprofit (controlled by the owner via a 1% direct stake), allowing donation of 50% of annual profit yet retaining cash flow and control.
  • Example: $2 million profit in California would otherwise mean $800k tax; with SGP, tax drops to about $400k, and $400k grows in the new entity at less than 1% tax rate.

  “It’s the old Rockefeller principle of own nothing, control everything.”
  — Kasey, [05:08]

Compounding, Near-Tax-Free Growth

• Excess cash inside this structure grows with minimal capital gains tax, ideal for legacy planning.

  “It creates an environment for legacy planning that's just unheard of because now every year, the more you put in, the more that's compounding effectively tax free.”
  — Kasey, [05:56]

3. The Changing Tax Landscape & Political Implications

• Current Administration: Kasey notes the tax environment under Trump is especially favorable to business owners, giving higher estate exemptions and more business incentives.
• Content Reference: Key personal finance educators mentioned, including Carlton Dennis and Keith Cunningham.

  “Trump is a business owner... He wants to make it as easy as possible for business owners to succeed.”
  — Kasey, [07:06] “This is definitely a friendlier government for business.”
  — Kasey, [07:44]

4. Classic Mistakes Among $5M+ Business Owners

• Outgrowing Your Accountant:
  Owners often stick with small-town bookkeepers or CPAs who are unprepared for 7- or 8-figure complexity, costing hundreds of thousands (or millions) in missed optimizations.

  “If you’re the biggest fish in the pond, you’re in the wrong pond.”
  — Kasey, [10:51]

• Recommends asking:

  “How many other clients at this level do you have?”
  — Luis, [11:04]

5. Upgrading the Financial Team & Tools

• Constant Team Upgrades:
  Growing companies need to continually upgrade staff, systems, and now—AI tools—to match complexity and scale.

  “The bookkeeper that you started with, the CPA that you started with, likely not be able to handle you if you're at a 5 million plus level... they just cookie cutters.”
  — Kasey, [13:22]

• AI & Automation:
  AI can supplement, automate, or improve processes traditionally handled by more hires.

6. Foundational Financial Practices

• Accrual vs. Cash Accounting:
  Almost all sophisticated businesses should be using accrual accounting to get an accurate financial picture.

• Month-End Reviews:
  Essential for financial clarity, mirroring processes in Fortune 500 companies.

  “That month end report... switches the lights on for the financials and your business so that you can make quicker and better business decisions.”
  — Kasey, [16:34]

• Keith Cunningham Analogy:

  “A car on the edge of a cliff... with his lights on versus lights off at night—if you don’t have the lights on, you could fucking die really quickly.”
  — Kasey, [16:34]

7. Delegation and Leadership

• Operational Takeaway:
  Distribute actionable insights from financial reports to department heads—not just owner responsibility.
• On A-Players:

  “You might have to overpay that A team player 2 or 3x to B team player, but they can probably do 3 or 4 people's jobs because they aren’t an A team player.”
  — Kasey, [21:24]

8. Growth Triggers for Multi-Million Businesses

• Customer Segmentation:
  Find your highest-value customer segment, double down there for efficient growth.

  “Let the numbers do the speaking.”
  — Kasey, [22:22]

• Red Flag:
  Heavy revenue reliance on a single customer—reduces business value and increases risk.
• Expense Benchmarking:
  Compare headcount and other expenses to industry averages to find inefficiencies.

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Notable Quotes & Memorable Moments

• On owning nothing, controlling everything:

  “It’s the old Rockefeller principle of own nothing, control everything.”
  — Kasey, [05:08]

• On foundational importance of financial clarity:

  “That month end report... switches the lights on... so that you can make quicker and better business decisions.”
  — Kasey, [16:34]

• Advice for moving up in business:

  “If you’re the biggest fish in the pond, you’re in the wrong pond.”
  — Kasey, [10:51]

• On the value of true A-players:

  “You might have to overpay that A team player 2 or 3x... but they can probably do 3 or 4 people's jobs.”
  — Kasey, [21:24]

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Important Timestamps

• Tax Write-Offs Myths: [00:15]
• Overview of Ultra-Rich Tax Strategy: [01:30] – [02:32]
• Strategic Giving Partnership Structure: [04:04] – [06:31]
• Political/Regulatory Landscape: [06:34] – [08:32]
• Common Mistakes Scaling Past $5M: [09:16] – [12:09]
• Month-End Review, Accrual Accounting: [14:28] – [17:22]
• Actionable Delegation/Team Upgrades: [19:07] – [21:12]
• Growth Trigger Questions: [22:22] – [25:21]

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Resources and Further Content

• 151 Tax Loopholes (Checklist): Available at structuraltax.com
• Kasey’s Firms:
  • TogetherCF4.com
  • Financial Fusion IO (AI tool)
• Podcast Scaling Framework (from Luis): Free, no opt-in required—see podcast show notes for link

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Final Takeaways

This episode provides a no-fluff, deep dive into how tax strategy distinguishes the ultra-rich from everyone else. The ultra-wealthy utilize unique structures such as the Strategic Giving Partnership, continuous financial review, and constant team upgrades (including leveraging AI). For listeners scaling past $1 million or $5 million in their business, it’s essential to rethink team, tools, and structures—not just routine deductions—to build enduring wealth, minimize taxes, and grow efficiently.

Transcript

[A]

What's the best advice you've ever heard about money?

[B]

The best advice I've heard about money

[A]

is about what are the top three things that you can legally write off that most people don't?

[B]

The top three things that you can legally write off that most people miss.

[A]

Number one, what's one piece of advice in the finance tax savings world that you strongly disagree with that you see other people talking about online is to

[B]

run as much stuff through your deductions as possible. This is gonna create lots of red flags, lots of inconsistencies, and if you do get audited, you're gonna have a huge problem.

[A]

I've helped generate over 50 million podcast downloads and work with over 250 different podcasts. And the great thing about that is that I get to use all that information to share at least one helpful tip every single week to help you grow your influence and your online presence with video podcasting. Hey, my name is Luis Diaz. I run a company called Top 10 Podcasts and this show is dedicated to helping you learn at least one helpful tip every single episode to help you grow your influence and your online presence with video podcasting. So that sounds good. Let's get into it. Kasey, I want to jump into a little bit. Cause you don't normally work with smaller businesses. Like your clients are much bigger generally. What are the main. I just the you gave, we spoke about a year ago. But like the main things that you do for people that are at the ultra net, ultra high net worth stage.

[B]

So I would call it successful business owner, multi seven figure business owner on the lowest end all the way up to family office. 50 million plus.

[A]

Right.

[B]

So let's put numbers around it so it's like easy to quantify. Let's call it 5 to 50 million as a range.

[A]

Yeah, gotcha.

[B]

And the main number one thing that we do to move the needle on that is tax strategy. And specifically we'll take like a review, literally like the software does, a review of their books, their tax returns, their family situation and their future situations of what they want to achieve in the long run. So it's both past, current and future all in one full holistic 360 approach. But the bottom line outcome is we're going to save them money on taxes to the tune of between us 50%. And then if we say that out loud, it's kind of too good to be true.

[A]

Yeah.

[B]

So we're like, we'll do the review and we call that a roadmap charge, anywhere from like 10 to 15 grand. For that, depending on how complex it's going to be, how many factors and then the roadmap leads into, hey, this is what we think and this is the calculations and this is how we do it. Now you can go do it yourself, you can not do it or you can pay us to execute this and that's really what we make it that stupid that if they didn't use us to do it, then usually clients are leaving millions of dollars on the table each year and it's all to do with a charitable tax strategy. So we take. I don't know how much you want me to go into the weeds on this, but.

[A]

Well, I remember it from last year a little bit, but yeah, I mean just high level overview. And I got a few other questions about the current environment.

[B]

So most people are using loopholes, right? They'll use cost segregations, real estate, they'll hire their wives or their kids or home office or they'll buy a car. We'll use like let's say a set of 20, 30 loopholes, retirement accounts, like all that bullshit, which is fine if you're below, let's say 2 to 3 million. Perfect. You need to do all of that shit and that will help with the taxes. But if you're above minimum 5 million, let's say that's not enough, you can

[A]

still do all of that or 5

[B]

million annual business revenue.

[A]

Okay, got it.

[B]

Like generally speaking, you'll do all those loopholes and you'll still have a very big tax bill. If not multi six, then definitely seven figure tax bill, right?

[A]

Yeah.

[B]

So what we do is we're like, okay, that's good that you've got the basics in. But now let's move to advanced stuff which is all in structures. So most people set up with an llc, an S corp or a C corp. And then a couple of them might have a trust, but that's for asset protection, it's not really for tax savings. So what we do is we come in and we're like, okay, if we would restructure this, we would do A, B and C. And 90% of the recommendations that we give all include something called the Strategic Giving Partnership. That's the main thing that we focus on. There's some foundations, there's some trusts, there's some other like exotic stuff. But that's the core of it. And what that does is it allows you to donate 50% of your profit for the year. So let's say you made $2 million net profit in a year in California. You're taxed at 40%, that's 800,000 in tax. We can take that 800,000 and reduce it down to 400,000 by moving money into this structure. And then you still control the money. And it's the old Rockefeller principle of own nothing, control everything. So the ownership of that entity is 99% to a nonprofit and 1% to you. But that 1% controls 100% of the cash. So ultimately you get a big tax deduction of 50% or 400k in this case. And then you still have that cash and you can loan it back, back to yourself or to a business or whatever and still control everything in there.

[A]

Got it, Got it. So yeah, remember this second, the second benefit.

[B]

So that's one on that's the big seller, right, the tax benefit. But the knock on consequences now $400,000 is in this new structure that we've created and it's growing at a less than 1% tax rate to you because you only own 1%.

[A]

Ah, I see. Okay.

[B]

So now that 400k, let's say you wait at 10%. And so the end of year one, it's gone from 400k to 440k. Normally you'd have to pay a capital gains tax. So on that 40k growth, you're paying less than 1% on the tax. So it's like it creates an environment for legacy planning that's just unheard of because now every year the more you put in, the more that's compounding effectively tax free. We want their tax free out loud, but between us, it's less than 1%. So most people will be more than happy to pay that.

[A]

Sure.

[B]

So that's kind of the mechanism.

[A]

Yeah. What for you, with all the Trump stuff going on, I feel like I see Carlton Dennis put like a different video about the new tax environment and all the things going up. Are there any big concerns on the horizon for you as a person who deals with finances and taxes and, and just business owners wealth, Is there anything on the horizon the next two years that you see are. That's really concerning?

[B]

No. Under this administration, I don't know how political we want to get on the podcast, but under this administration it's good for business owners.

[A]

Right.

[B]

Trump is a business owner. He thrives in a business environment. He wants to make it as easy as possible for business owners to succeed. And that's what we're seeing. Right. So as a simple example of that, you can look at the estate planning laws and the rules on that. It was 12 million it's gone up to 15 million per person. So now. Or 16. So now if you've got an estate of 30 million plus, you, you're fine, you're covered. Whereas before back in the days, it only used to be a 5 million limit. So it's like it's increased a lot. And then he's done a lot to help. Taxes on the tips for the lower income people and education, things for kids and stuff. So this is definitely a friendlier government for business. Yeah, I think for tax and then other things like, you know, it talks the talk in terms of abolishing the IRS and all this shit. So it kind of keeps everyone on his toes, whereas previous administrations haven't done that. Carlton's awesome. I love Carlton Dennis. He always puts out some really good content.

[A]

Yeah, some of it's, some of it's very hyperbolic or, or controversial, but I always, I get a kick out of his stuff too.

[B]

Yeah, well, he's probably the OG in the like accounting space. He's been. He's really like refined it and done a good job of kind of owning that space over the last few years at least. And I like him just down the street. For me, he's in Orange County.

[A]

Oh yeah. For me. You forgot you were in Cali. I thought you were somewhere like Phoenix or something. I'm know why.

[B]

No, I'm.

[A]

Well, dude, I want to. I want to make sure people know your background. You. You can cover a little bit of that stuff for. I guess I, I want to. You mentioned a lot of people who are above that $2 million range of, of net. Or call it $5 million in top line revenue? Are there commonalities and mistakes you see with people who are maybe just breaking that revenue range now? They're making a lot more money than they used to. Are there common things that you see when they come to you as far as like mistakes, issues that cost them hundreds of thousands of dollars?

[B]

Yeah, literally. We went through one last week. We had a doctor lady commit and she's got multiple practices psychotherapy, and she does north of 5 million for the first year last year. She's been with the same accountant and bookkeeping team since inception. And they're just so out of their depth, it's unbelievable. So we looked at that, we were like, oh, holy shit. And thankfully we've got the software tool. So we just run it all through the software and we're. Hey, we did this analysis of all five of your entities and this is what we found in each one of them. All the, like the bookkeeping report failed instantly. So we're like, okay, shit, this is all the flags that we've got. The bookkeeping level. Look at the tax returns. Save her a million dollars just on taxes alone. And we're like, this is step one, this is step two. Now away we go. And she's like, yeah, I need this like yesterday, like where we go. So it's, it's super common for people to have a really bad foundation of bookkeeping, which is a transactional issue. Right. Easy fix for us. But if you don't know it's an issue, you don't put time, energy and effort into it. You kind of just assuming that the low paid $20 an hour person is going to do the right thing, which is not the case. And especially as you go from 0 to 5 million, let's say there's a lot of errors that can be hidden at a $5 million level that you probably might have caught back in the day because you're looking at every single line item or there just isn't many line items. Right. And then the same for the cpa. Like the CPA that she had was just a local CPA in the village that she's from and it was a husband's friend. And it's like how many other clients at this level do you have? None. So she was the biggest client for that cpa, which is always like an issue. Right. And it's like, yeah, if you're the biggest fish in the pond, you're in the wrong pond.

[A]

You don't want to be. Is that a question you would recommend people ask? I guess as a question for me it's like I'm guessing you want, you don't want to be your CPA or your client, your tax professional's biggest client, because that means they're probably in, probably in waters that are a bit uncharted for them.

[B]

100%. Yeah, I would do that. And then we've got 151 loopholes that everyone should be using that we give away for free on our website and it's just a lead magnet for us. But on the Strategic Tax Advisor website, the that's always good to download that and send it to your CPA and say, hey, here's 151 loopholes. What are we doing? Because that is no effort for the client to do that. It's not as if they're going to go through each loophole. Oh yeah, I'm using that. And cross check it to the fax return I don't want to give them like homework to do, but if you can send an email to save some money or at least see how good your team is, that's probably worth doing.

[A]

Yeah, definitely.

[B]

That's really what happens. It's that transition from, hey, inception to the team that you started with is not the team that's going to get you where you want to be in your end goal very rarely. Right. Maybe you'll have one rock star that you kind of grow with and kind of drag along with you. But generally speaking, you need to constantly be upgrading your team around you in all areas, not just accounting. Like this is all areas, right? So for you it might be, hey, we've got a really good editor, but now we need a senior editor and another edit because now we've got too many, too much business. Right? And it takes forever to edit. A two hour podcast takes a full day to edit or whatever. Right? Because you've got three cameras and you've got 60 gigabytes on each camera. It takes a eternity to upload and download and all that. So in terms of you need more skill levels. And now with the efficiencies of AI that we both know very well, it's like, okay, maybe that isn't a headcount. Maybe it's an automation, maybe it's a workflow, maybe it's an agent. And it's like how, like that's kind of the next thing that we're getting into is do I need a new hire or do I need a new AI bot or agent?

[A]

True and true.

[B]

Yeah, that's kind of where, where the efficiency comes in and can I do it myself or do I need an expert to come in and do it for me? So there's an opportunity there too. But generally speaking, yeah, the bookkeeper that you started with, the CPA that you started with, likely not be able to handle you if you're at a 5 million plus level because they just. Cookie cutters. They just want. Again, 98% of business owners are less than $1 million. So there's a reason that there's big firms out there like PwC and Ernst and Young that charge a fortune for tax returns because they deal with the more complex stuff.

[A]

Yeah, they're. They're dealing with hundreds of millions of dollars, if not more for. You mentioned the foundation a little while ago, man. And I want to kind of touch back on that. Are there a key set of foundations from a. I mean, obviously everyone's situation is a little bit different, but if you had to call out a handful of foundational things you want, whether it's like cash versus accrual accounting. I think they actually mentioned that in their Mosey workshop. If you don't know, they talked about that with you guys. But I was like, interesting. They're going, you're going this route. What are the foundations?

[B]

All day one when we were there were was all accounting stuff. So I was like, are you really kidding me? Like full day, not for you.

[A]

Yeah, you don't need that.

[B]

Let's calculate your cac, your ltv. I'm like, are you kidding me right now? Like I'm gonna just start in the lunchroom and eat some more food. But no, fundamentals are your numbers, right? So yeah, you need like the size of your business and what you do dictates that. But most businesses should be on accrual accounting, Right? Cash accounting is really for small businesses or cash businesses. If you're our target audience, then you're not going to do cash. None of my clients do cash. And then other things would be the fundamentals. Like what I showed you on that PDF is a month end report. And I would say that not many, a very low percentage of people do a month end review of their books. And there's a reason why every Fortune 500 company does a month end review of their books, right? Because they need to know with certainty, hey, this is where we are. This is where we thought we'd be versus our forecast versus our budget. And it's like, why is it different? So they're asking better questions to get better answers. And then they're like, okay, well maybe this project didn't come in. Or we expected five projects in, but we only got four. Four. So revenue is down, so this is down. So that is down. Or the other way around, hey, we expected four, but we got six. And it's like, ah, okay. So whether it's good or bad, you don't know until you've compared it. I would argue that most businesses don't even do budgets or forecasts, so they don't even know what they're comparing to. Right. They're just literally shooting from the hip as an entrepreneur because you've got a million things to do and not enough time to do it. And this is one thing that can give you like clarity. There's a guy called Keith Cunningham, I don't know if you've heard of him. He's old school. Dinosaur.

[A]

Yeah. Taught Kiyosaki I believe, right?

[B]

Yeah, he is. His dad is rich. Dad.

[A]

Yeah, yeah.

[B]

So, so anyway, long story short, Keith has a software, it's really, really bad, but I bought it anywhere and the messaging was really good on the sales pitch for it. And he's like, if he used an analogy, a car on the edge of a cliff with his lights on versus lights off at night, if you don't have the lights on, you don't know where you're going and you could fucking die really quickly. But if you have the lights on, you can navigate the swings of the, of the cliff and stay on the road because you know where you go. And you can see the future a lot clearer with the lights on. And that's literally what that month end report does. It switches the lights on for the financials and your business so that you can make quicker and better business decisions and therefore increase in revenue, increase in profits and cash flow.

[A]

This is a, a really interesting thing you mentioned, which is like the questions you ask, like, like bigger businesses are asking bigger, better questions essentially, right? Are there questions that you tell like your clients to, to ask or should ask at the end of the, the month? Let's just say it's a $8 million, you know, coaching or agency business. Are there questions you would.

[B]

Well, I put it all into the document, into the AI because literally I wanted to answer them.

[A]

We'll link it in the show, in the show notes for sure.

[B]

What's good? Like, what did I do? Well, what changed? What do I need to do better? Like where, if I just have one thing to take away from this whole like report, what should I do next? Give me an action item. Because like the way my finance mind thinks, boom, boom, boom, you got like 20 bullet points and it's too overwhelming, like, oh, I've got 20, I'm not going to fucking do 20, I don't have time for 20. So we just boiled it down. Here's a summary. High level action point. And then within each subsection of your business, if you want to focus on the revenue, look at what that page says. If you want to focus on the expenses or the cash flow, look at what that page says. So if you want to just do overall just that page and simple as that, you can have one bullet point or five action items. But really the way to do this or the way I would use it is to take it and for each department head, task them with that action item. So it's not all on the business owner, right? So this is like we're talking more operations now, but generally speaking it's that, how, how good am I delegating to my team. Because if they, if you, firstly, you need to have a team. If you're at that five million dollar level. There's not many businesses that don't have a team at that level. Right.

[A]

Maybe a bunch. Even if you have an agent, you can just ask them to, you know. Yeah.

[B]

I would say at $1 million, 2 max is where 1 individual can kind of really take a business and drag it to that level. The minute you get past there, you need more people around you. So even if it's like. And number two, it doesn't matter. Put it on someone else's plate. But monitor it, focus on it and track it. Because if you're not doing that, you're not going to get the result you want. Or they'll say, yeah, yeah, I'll get to it and never do. And if you're not checking up on them, it's never going to happen. So the key is to delegate this stuff so that the team knows what they're doing. And a lot of that, like I do EOS in my company. I don't know if you've heard of eos.

[A]

Yeah. Yep, yep.

[B]

So Gino Wickman's like just amazing. But I don't agree with everything he says. I take it in like the bits and pieces that I think I need the most.

[A]

Yeah.

[B]

And implement that and it's great. It's effectively, it's the same thing because if you, if you have everyone pushing in the same direction, you're definitely going to go further. So this is just a deeper version of that.

[A]

But just the point of. Honestly, dude, like the, the thing I light bulb up for me was like, give the report that your software creates to people on the ground to your operations manager, to your fulfillment director, to your marketing manager. It's like, here's what, where we're at, here's what we need to go. And then there's action items underneath to help them.

[B]

So I think that's with the AI, like depending on how you've set up your QuickBooks. But if you've got it department in the expense section.

[A]

Yeah.

[B]

You can then say, hey, marketing manager, your numbers are here. Why is this up? Or go fix this. Or do a review and see what we can reduce or what we need to increase to scale to $10 million rather than $5 million. Give me a plan. And now you're empowering them to become real leaders in the organization, not just B team players. Because you're not going to get there with B team players. Get Rid of them as quickly as possible. Yeah.

[A]

T.R. oh yeah, yeah. As an agency owner myself, it's. Yeah. It's like you need a lot of team and it's just. Yeah. Finding the right ata players and then being able to compensate them correctly because they're, they want to get paid because they're a players. Right.

[B]

So it's so funny you mentioned that constant one, the video that I watched the other day on Homozy when we're talking about the clips. It was a seven minute clip about that. He's like, you might have to overpay that 18 player 2 or 3x to be team player, but they can probably do 3 or 4 people's jobs because they aren't a team player.

[A]

Yeah. So worth it.

[B]

Like so actually you're underpaying them because now you don't need three people, you just need one.

[A]

Yeah.

[B]

I was like, okay, it's a good

[A]

way to think about it. Yeah, it's very true. Yeah. Yeah. Dude, in, in closing this up, man, I, I want to have more time. I think we probably need to do some other thing or like I want to do some rapid fire questions for you because I think just hearing you talk about finances is super fun. What would be the one trigger if you had a $5 million business owner in front of you and it's like you're, you know, one growth trigger question you would ask them to help them grow their business growth.

[B]

True. Okay, so I'd say what is your biggest percentage driver that drives the revenue? Right. So we look at the top line first. Like, okay, so if you're, let's just use you as an example. If you're an agency owner, what is your customer segmentation look like? Are they all, are they all in the fashion and beauty industry? Are they in clothing? Are they like finance guys? Like what segment do you predominantly have as a breakdown of the next level of the revenue? And, and then see what the patterns say. I let the numbers do the speaking. So whether that's a hard number or a percentage doesn't matter. But let's just say that 25, 30% of your audience was in the beauty industry. Ah, okay. Maybe we should double down on that because we already have this past performance as proof and it'd be easier for us to now acquire new clients because we've already got these big hitters and we've had this amazing success. Rather than going to an engineering company and say, hey, we'd like to help you grow your YouTube, like, Ah, I don't even know why I need YouTube versus the content creator. And the beauty is never going to run out of makeup tutorials that they could do or like hot chicks and dresses. Right. Is fashion is always changing. So that would be one to look at the segmentation and let's use that in a different scenario. Let's say you've got an E commerce brand and you're selling pens. If you sell all your pens to Walmart and they are 90% of your customer base, huge fucking problem. It's a big red flag. One you're not sellable because you've got one customer and if something happens on that huge risk so your valuation will be down. So that's another reason Right. On an exit strategy you want to look at that percentage and say hey is this spread out evenly that I have five clients at 20% each and that's beautiful or is it 500 clients at like a smaller percentage each? Right. So understanding that and the segment helps you one acquire more clients cheaper and quicker, more efficiently. Right. In theory. And then on the flip side on the expenses, let's review the expenses. Let's see what is high, low, good, bad and then we can compare that to what you've had previously and then external benchmark it to industry average too so that now you've got some context and we can put some color around it and say hey, if you're a $5 million company in the healthcare space, average headcount is 10, you're at 15. So you're like 50% over what you should be. Probably a lot of people sat around not doing anything. Let's look at efficiency. So then we look at time cards and we look hey, is everyone at 90 plus efficiency? If not, why? Because now you're over under utilization and that all eats into cash flow at the end of the day, right?

[A]

Yeah, yeah, absolutely. I love those questions and I, I we're definitely gonna do some like quick rapid fire stuff here before in another section before we so we don't run out of time dude. But where are the best Kasey, where's the best place for people to find out more? And we'll drop the link to that 151 tax loopholes below. But where can they get that out?

[B]

Structural tax.com is the website, the best website to use and then the accounting Firm is together CF4.com and then Financial Fusion IO is the AI tool if you wanted that independently. Sweet, sweet.

[A]

I will link that all below on all the channels man. So thank you so much for coming on and I'm sure we'll be seeing each other soon again. So good to have a good show for sure.

[B]

I look forward to it buddy. You take care.

[A]

Hey, just so you know, a couple things. Number one, this is the end of the episode. Number two, I have a completely free no strings attached, no email opt in required gift for you and it's called the Podcast Scaling Framework. Now this essentially is a Google Doc that lays out the long process we take clients through from ideation to monetizing. It's going to take you through things like the seven podcast formats that you should test or at Beast consider the five different monetization systems we use for our clients and how to execute them, all the KPIs, all the different types of podcasts you can set up based on your business, your size, your goals, etc. It's a very comprehensive document. Again, I teach my team on this. We also walk through it with our private health and wellness experts, expert clients. We walk them through this and we work with them on this stuff every single month. So it's a living document. You will may see me in there sometimes changing things or tweaking things because again, it's a framework that we're constantly updating. But check it out. It's completely free. Again, no email opt in required, which may change in the future, I don't know. So just get it now while it's free. But check that out. Use it, let me know what you think and if we can help in any other way. If you want step by step, more handheld, more of a, you know, a white glove service, then reach out to [e-mail] and would love to chat. Thanks and talk soon.

[C]

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[C]

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