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- [00:00]
A
I've been in the entrepreneurial space 15 years. I used to suck at taxes. I used to suck at financial management. Every entrepreneur, I think does in the early stages. But let's start with the financial side. What are three or four or five big things that most entrepreneurs aren't doing right now?
- [00:17]
B
I think number one is realizing you get paid twice. Yeah, you get paid once as a business owner for taking on the risk of starting a business and then you get paid for your craft, like once. What would it cost to go hire your position? You should be paying yourself that. And what I find is they kind of co mingle those two things and don't pay themselves correctly.
- [00:39]
A
Julia Carlson is the founder and CEO of Financial Freedom Wealth Management Group where she helps families and entrepreneurs chart clear paths to long lasting financial independence. I guarantee most people listening are like, oh God, Rudy, yeah, my taxes suck, my finances suck. And still using my company card and paying for personal stuff. I've got a $200 a month bookkeeper. That's no good. Where do they start?
- [01:02]
B
Yeah, well, number one, like.
- [01:07]
A
It spans the globe like a super highest cold Internet Elvis ready for free. Today, Apple is going to reinvent the phone. It's not over until I win the living your legacy podcast. For those who live to leave a legacy that's extraordinary. The impossible. Oh, that is sensational. Jordan Open Chicago with the lead. Usain Paul is the fastest man on the planet. You can live your dream. Hello and welcome back to another episode of Legacy Makers here with Juliet today. And we're going to talk about a pain point you probably have. Why most entrepreneurs and small businesses get stuck in those first few million and the big difference between those that get to 10 million and beyond. I've seen this hundreds of times with hundreds of entrepreneurs. So I'm really excited to dive into this today and really talk about a lot of things, but specifically finances, financial management, tax optimization, team systems, all the things that are really needed to go to that next level. So I think it's going to be an impactful episode for you guys listening today. Juliette, welcome to the show.
- [02:23]
B
Thank you. Thank you.
- [02:24]
A
So let's talk about it. What do you do? Right. Because I covered a lot there, but I don't want to scan over. I know you're investing, you have your own businesses. You've been doing this, you work with a lot of female entrepreneurs. Mind just giving the minute intro?
- [02:37]
B
Sure. Well, what I love to do. Yes. Is to work with women entrepreneurs with a financial lens of helping them scale their businesses beyond seven figures. And I. The reason why is because this is my story. I started out as an entrepreneur when I was 23 and built a business where I have now 20 employees and a couple different businesses. And I've also a mom to three. I've been married for 28 years. And so I just think women specifically have a set of challenges that I would just love to be a mentor and help them through this.
- [03:11]
A
Yes. I've been in the entrepreneurial space 15 years. I used to suck at taxes. I used to suck at financial management. Every entrepreneur, I think does in the early stages. So most struggle with it whether they're male or female. Right. But let's, let's start with the financial side. What are three or four or five big things that most entrepreneurs aren't doing right now?
- [03:32]
B
I think number one is realizing you get paid twice.
- [03:35]
A
Yeah.
- [03:36]
B
You get paid once as a business owner for taking on the risk of starting a business and then you get paid for your craft. Like what would it cost to go hire your position? You should be paying yourself that. And what I find is they kind of commingle those two things and don't pay themselves correctly.
- [03:54]
A
Well, and hopefully you get paid a third time when you exit too.
- [03:57]
B
Absolutely. Yes. I like that.
- [03:59]
A
Very few people do that, but yeah, that's the goal. Okay, so that's number one. What else do they, what else do you think most don't understand or struggle with?
- [04:06]
B
Yeah, I also think that they. I still see actually million dollar businesses that co mingle personal and business y.
- [04:15]
A
And you know, we're pretty good about it now. But it's a battle, you know.
- [04:18]
B
Absolutely.
- [04:19]
A
One of your card gets blocked. I'll just use this one. One staff member. The card's not working. Oh, I use this one.
- [04:24]
B
Yes.
- [04:24]
A
So.
- [04:25]
B
So as much as you can, like keep things separate and it makes bookkeeping a lot easier.
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A
What I think another one's tax optimization.
- [04:34]
B
Absolutely.
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A
Paid a lot of money to a lot of advanced tax people and now I would say I'm pretty savvy at it. But most people just all my business write offs. The rest I'm going to pay in taxes.
- [04:44]
B
Yeah. And they assume that they can't do anything about it. And the tax code was written for entrepreneurs and real estate investors. And so you really have to, I think of it like a coupon book. Like you have to get in that tax code and understand it and really figure out how you can save some money in taxes.
- [04:58]
A
But I will say the difference with this coupon book is it's not buy one get one free on toilet roll. It's 20 grand saving over here. Right? 25 over here. 40 if you're doing it right.
- [05:09]
B
Exactly.
- [05:11]
A
Big, it's worth the time.
- [05:12]
B
Absolutely, absolutely. And then the important part about that is being proactive, like doing it before the end of the year.
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A
And I think one thing, like a lot of people, it's like we're not saying and never will, and most good financial people never will. It's not about playing in a gray area or breaking the law. It's like just learning the exact tax code because a lot of it is written, like you said, for entrepreneurs to optimize.
- [05:37]
B
Absolutely, absolutely.
- [05:38]
A
I do want to dive in. I've got a few nuggets I've learned over the years that I'll bring up. Would look to talk about later. Anything else that you think I would.
- [05:47]
B
Say too, how important a number two is, like, as you build your business, you can't hold on to all aspects of the business. So do you have a second in command that you really trust that is aligned with your vision and that will help you make that vision happen?
- [06:03]
A
Yeah, yeah. And I mean, every entrepreneur needs that. Like, when I grew my fitness business, my first fitness business, I grew to about 8 million. I had a number two that ran a lot of it. Then I grew an agency past 10 million. Same again, had a number two for most of that that, you know, took a lot of the stuff and ran with it. And now my CEO been with me four or five years. We grew this company past 30 million. And amazing again that you give them most of the bs, you know, it's like.
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B
But that's. They love that.
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A
That's the job.
- [06:32]
B
Yeah, exactly.
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A
The leader. Yeah, you're that, you know, out there, you know, speaking at Stages, making connections, being on podcast. You need the someone to do a lot of that.
- [06:42]
B
Absolutely love that.
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A
Okay, so. So let's dive in. Someone's listening. I guarantee most people listening are like, oh, God, really? Yeah. My taxes, so my finances. I'm still using my company card. I'm paying for personal stuff. I've got a $200 a month bookkeeper. That's no good. Where do they start?
- [07:01]
B
Yeah, well, number one, like, let's separate it. So make sure you have a business bank account, a personal bank account, and that you're putting all of the business expenses through that business expense.
- [07:13]
A
And here's another one that I think, because, I mean, most people know they should do that whether they do or not. So do. It's like eating healthy. Like, everyone knows that. But whether they do is a different story. But one thing I think most people don't know is if you have two companies, most people still run it through the same drive or processor.
- [07:29]
B
Correct.
- [07:29]
A
And if you get sued in one company or you try and sell one company one day and you co mingled, you. You're going to have a pain in the ass to figure that out.
- [07:38]
B
Yeah. The way I would think about it, which is exactly what you just said, is, you know, walk down the road five, 10 years and if you want to sell this, like, you have to think about it as its own entity. Yeah, absolutely.
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A
And I didn't learn that really. Yeah, I didn't really. I mean, I always knew the personal split. Right. Everyone should know that. But I didn't understand fully the second part until I went to sell one of my companies and I had a second company inside it that I was similar. So I didn't really think to split it, but I didn't want to sell the second part of my personal brand stuff. So then when I went through due diligence and I went through a very aggressive due diligence of a big private equity firm, I had to literally like list every transaction that was personal, split it out, redo all the books. And it was doable, but it took two or three months. And, you know, so I really learned that like now we have. I have like 14, LLC is just, you know, I have run seven companies, but we split everything out just to be safe.
- [08:35]
B
Absolutely. Yeah.
- [08:36]
A
So that's one. What. What else? If people are listening, they're starting out right. We talked about split and stuff up front. What about finding a good accountant and bookkeeper? Because I think most people. Me too. I thought I had. Okay. People several years later realized I didn't.
- [08:52]
B
Yeah. Like new, new levels. As you probably will outgrow your bookkeeper and your accountant.
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A
And here's two tips I have.
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B
Yeah.
- [08:59]
A
I don't want anything about this. I heard this from other people. They're not mine. But number one is you should always try and, you know, save costs on staff and hiring. Except for attorneys and accountants.
- [09:10]
B
Yes, I would agree with that. Yeah.
- [09:12]
A
Maybe doctors. And then the second tip is ask your accountant how much their biggest clients are once you become one of the biggest. Leave.
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B
Yeah.
- [09:22]
A
Because they're not used to optimizing. I found that, like, once I became. I one day my accountant said, you had my biggest client. And I started looking for new accounts.
- [09:31]
B
And I. Yeah, that's good advice. And I would also say is you want to be meeting with your cpa like during the year, not at the after the end of the year.
- [09:42]
A
And they're lazy. They'll tell you they do quarterly, but they don't unless you're like, hey, we need a meeting.
- [09:47]
B
Yeah, you, you most likely will have to drive that relationship.
- [09:51]
A
Yeah, that's great too.
- [09:52]
B
Yeah.
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A
Okay. And what about just like how do they manage finances? Do they, do they use QuickBooks? You know, I know this is a bit technical, but most people get suckered into like one of the general softwares and you know.
- [10:05]
B
Yeah, I mean, I think the quickbook, I still use quickbooks. So we use the online version, which is great because it's like just up to the date and then also a nuance to the llc. So most people will establish an llc, but they won't actually either set up the bank account or they won't elect an entity choice of the llc. And the default if you don't elect that is a sole proprietor.
- [10:27]
A
Yeah.
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B
And so, so I go in and help and I'm like, you're still a sole proprietor, which just means you're still paying.
- [10:34]
A
Yeah, yeah.
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B
Self employment tax.
- [10:36]
A
And just to elaborate here, so there's Escort C Corp. Most probably will fall into S Corp. Yeah. And eventually maybe a partnership.
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B
Yeah.
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A
Going to advance. So.
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B
Yeah.
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A
Small nuance, but again, I learned that the hard way. And. Yeah. Look, and if you haven't already, at least ask your accountant. Should I be asked in C Corp. If they can't tell you why you need to ask you or hire someone else.
- [10:58]
B
Yeah, yeah. And you're in Miami, so you don't, you guys don't have state tax. But I'm in Oregon and we have a lot of state tax, so. Yeah. Yeah.
- [11:06]
A
So. So let's talk about taxes and transition. So what are some general tax tips? I guess let's start there.
- [11:15]
B
Yeah. So again, the S Corp election, that way you set up a salary for yourself. That is a fair sal. And then that way you're only paying payroll taxes on that salary. Anything above that is going to come through then as a distribution at the dividend rate. So way better tax wise.
- [11:33]
A
I think that's important too because I have, I've been IRS audited and got through it 100%.
- [11:39]
B
Amazing.
- [11:39]
A
Yes. But I know some friends where they, they manipulate their pay and it's, it's not smart. So you should pay yourself what's like an industry standard.
- [11:50]
B
Absolutely.
- [11:50]
A
Like go to. Too silly.
- [11:52]
B
Yeah, yeah. But even doing that you can save thousands of dollars. And then two. A fun one that I think is also kind of falls into legacy is hiring your kids, like when they're an appropriate age.
- [12:05]
A
And that's like eight grand a year or something, right?
- [12:07]
B
Actually more like 14,000, the standard deduction. And then for my kiddos that, you know, they're at our company picnic helping out. They help with social media, they do different things. And when I pay them, then we set up a Roth IRA for them to help them start thinking about how do they want to invest the money and get that set up.
- [12:30]
A
And there's a couple of retirement. You know, obviously most entrepreneurs don't do a ton in retirement accounts because the idea is you exit and you're worth a lot. But every year you can put a certain amount which is tax free, which you should, because then you can. What a lot of entrepreneurs don't understand is that money is not tied away forever. You can then invest that. So if you're investing in stuff, you get the tax write off, then you invest through it.
- [12:50]
B
Absolutely. It's like pay yourself first and then pay your future self. Yeah, yeah.
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A
But then do the investments through that entity.
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B
Absolutely, yeah, yeah.
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A
So that's a good one. What about one that we teach a lot of? You know, I'm not a tax expert. It's not tax advice.
- [13:06]
B
I don't know, you know, a lot.
- [13:07]
A
But it's not tax advice. But one thing that I like to do is Augustus, because. Oh, yeah, of course, entrepreneurs work from home.
- [13:15]
B
Yeah.
- [13:15]
A
And they, most of them have events or have their team fly in.
- [13:19]
B
Yeah.
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A
And they probably don't know that for two weeks a year they can rent theirs. And what we, you know, at least what we do, again, not advice is get a hotel spec from a Hyatt next door or wherever, get the invoice for it. So you actually have proof of how much is rented out. But yeah, big one.
- [13:35]
B
Yeah. That's up to 14 days a year.
- [13:37]
A
Yeah. So 14 days. And if it's 2 grand a day, you know, you got 28 grand there, which at 40% tax is saving you, you know, 10, 12 grand.
- [13:44]
B
Yeah. Yes.
- [13:46]
A
That's a good one for entrepreneurs. Any other good nuggets like that, I.
- [13:49]
B
Would say it's the. You are your best asset in the company. And so as soon as you should be hiring a team around you. So you're not doing admin, you're not doing email. So hiring is a great investment in your company because it's going to build the value of your company, but then you're also going to get back your time and do what's most important.
- [14:10]
A
Yeah, well, let's use that to transition then. Because I know we talked about financial side, tax side and really maybe if we imagine this triangle here, the third side that you do is more the business operations. People, operations and advising that. Right. So. And I know again, most, I think I become successful because I grew to 100 staff because I'm very good at ops and people and teams. Most entrepreneurs, they're good at that. They're good. And then. But when they start to add people, they crumble. So where do people start with that?
- [14:42]
B
Yeah, and that's usually around six people actually, because six. You can manage six.
- [14:46]
A
And.
- [14:47]
B
Yeah.
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A
And then it.
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B
Yeah, yeah. So that was same for me. Right. As soon as I got to like six people, I was like, all right. Like, I just think people should be wired like me as an entrepreneur and they're not.
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A
We have to. One tip I do give around building a team is accept 80%. That that changed my hiring life is when I realized I wasn't ever going to get people as good as me overall. They might be better in certain areas or experts.
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B
Yeah.
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A
But they're just not going to function at your level. That's why they work for you, not with you, you know, like as a partner or a fellow entrepreneur. And, and I think that's the biggest thing. Like I see entrepreneurs that I coach and they're like, this person couldn't do this. Like, I'm like, they're not going to be like you at 25 an hour.
- [15:29]
B
Right, Absolutely. Yeah. So it was, you know, really starting to organize your company once you get at that level and then, you know, bringing on someone that is, is wants to do management, that it is good at that. And so I think that was like key hires in the very beginning and then really organizing, if you are wearing all the hats, sales, marketing, finance, operations, like you got to start taking those hats off and handing them off.
- [15:55]
A
Yeah. And the way to do that, at least what I teach is what are you great at? Keep that for a while. What's high roi? Keep that for a while. What stuff you hate and stuff low roi, get rid of that first and then eventually get rid of the stuff you're maybe better at. But still takes a lot of time.
- [16:11]
B
Yeah. And I think as entrepreneurs, because we have a lot of like vision, visionary traits, which means we can be kind of like drive by delegators in the beginning. And so, so it's really important when you delegate, it's not delegating tasks, you're delegating like the, the, the outcome of what you want. Yeah. And so when you can really teach someone, hey, here's the end result of your job and they own it, you're giving them that authority in that position in that area of your business, which is going a lot of stress off you as the owner.
- [16:44]
A
Yeah, I think that's so important. And the thing I would add that I didn't do in the early days that I do now is you want to do that but not assume they're going to connect all the dots to get that end result, like build the blueprint for them. So we try and you know, in every department we have, we have 100 page manual for most departments. So I live by the McDonald's principle. If it doesn't show how to make a burger, there's an unlikely chance that the staff member is going to manage it.
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B
Yeah.
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A
So always try and, you know, tell them the end result and what they've got to own, but show them how you want it done because if not there's maybe they'll pull it off, but most of the time they won't.
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B
Yeah, it's like the, the standard operating procedures. Yeah, yeah, yeah.
- [17:25]
A
So what, what else? Tips for maybe female entrepreneurs. Because you work with a lot, right?
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B
Yeah.
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A
Else that you see that really stops them maybe hitting that first meal or at least when you've got clients there, get into that, you know, next level.
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B
Yeah, I think, I mean probably all of us, but, but I think for women especially is sometimes it's really hard to actually receive. And what I mean by that is we, we are constantly in go mode, like in command and that. And so we have to actually let go of control to grow the business. And so the, the way that I kind of, it was able to unlock that for me was finding if I am, if I am letting go of control and allowing someone else to help, that's actually allowing them to give. And so it's that whole giving and receiving principle.
- [18:13]
A
Yeah, yeah. You have to empower. I think it's a balance because you have to guide them, you have to have the SOPs right now, but then you have to empower them to go through that. And you know, it's like a child learning to run or ride a bike. They're going to fall a few times and you don't think they will. Sorry, you're going to have a shock when they do. So. No, they're going to fall a few times and you pick them back up and then, you know, that's what performance management is if they're falling a lot, even though you've told them exactly what to do, or maybe now they're not a good fit. And you need to know when that line is, too, because I do think a lot of beginner entrepreneurs don't know when that line is. And they keep someone.
- [18:49]
B
Oh, yeah.
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A
For a long time.
- [18:50]
B
Yeah, we hire slow fire. Faster. Yeah.
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A
Good, good. So let's talk a little more. You know, obviously we'd speak all day on this, but let's talk about the legacy side. Right. So this is what you do. There's a ton of nuggets and gems we just shared in the last 10, 15 minutes. But. But what is your story and the legacy side and all of that? Yeah.
- [19:11]
B
So, I mean, at first, I think about legacy, and I think about, like, my legacy with. With my family. And, you know, in the beginning, I think it used to be like, oh, I want to hit a million dollars in revenue. I want to figure business. And it was all numbers. And. And now it's like, I have a daughter getting married next summer. It's my. Like, it's. It's about my kids and how I'm equipping them to either take on maybe one of my businesses someday, maybe not, but it's like, do they have the skills and the resources to be successful?
- [19:46]
A
Are they entrepreneurial or. When an academic.
- [19:49]
B
My middle daughter is definitely entrepreneurial. They all. They all have pieces of it, for sure. But they're My. My little daughter, like, has her plan and is, you know, walking that path.
- [20:00]
A
And the other one's more academic. They're going to go university, you know?
- [20:04]
B
Yes. Yeah.
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A
Okay.
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B
Yeah.
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A
So next question then. How do you teach? Because it's interesting. How do you teach financial. Because you're obviously finance expert to your children.
- [20:14]
B
Yeah. So, you know, in the beginning, it was like teaching them, hey, you have to work for money. So, hey, if you do this, I'll give you. I'll give you money. You know, they can earn money that way. Now we do with their. Getting the money through their paychecks, then we actually invest. So for my son, I. I was like, okay, what do we. He was interested in AI, and so we were looking at AI investments. And so it's like helping them be a part of the journey and the picks of it and then to the point of setting up their phone so they can go track their investments.
- [20:52]
A
I love that. I have a few friends that have kids, you know, and they have.
- [20:55]
B
Yeah.
- [20:55]
A
One of my friends, one of the kids has 50 grand in Bitcoin you know, he bought it.
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B
Yeah, I love that.
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A
And it grew to 50 and he checks it and.
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B
Yeah.
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A
And then another friend has, you know, another kid that invests in stock.
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B
Yeah.
- [21:08]
A
And he's like, you know, major companies, that's somewhat lowish risk. Right. As low as it can be is always a risk. But you know, just, I think it's so great to teach that. And one thing I want to do long term is open an entrepreneur school where I love everything. Education is taught through entrepreneurship. So writing is writing sales copy or whatever. Math is taught through a lemonade stand or something.
- [21:32]
B
Yes. I love that. Yeah.
- [21:33]
A
There's a big gap in that financial literacy in the mainstream world, Right?
- [21:38]
B
Absolutely. Yeah. That's. So I help out with the kiddos at their school, like helping them understand. Yeah. Finance and investments.
- [21:46]
A
Well, and I think that's probably, I think a lot of that problem leads to the entrepreneur not knowing it. Right. Because it's not taught in school. You know. And then entrepreneurs are generally great at making money because they're good at selling their product and they're passionate, but then it comes to bite them when. Because they don't know how to manage the money.
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B
Yeah.
- [22:04]
A
So back to the legacy side. I would love to, you know, you shared what legacy is really for you. But what about someone out there that's trying to build businesses? You've obviously been successful. Maybe they're in the idea phase, getting started, struggling right now. What tips would you give them?
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B
Yeah. So I think, you know, when I look back on my journey, it was like all these imperfect actions and failures or, you know, things that didn't go right that I reinvented, that finally did go right. So I think it's like just taking action, knowing that it's going to lead you to the next thing. I find most people want that confidence first before they take action. But the confidence is what happens after you do all of that.
- [22:49]
A
Yeah, yeah. You have to kind of. It's like you have to lean forward and then your legs will follow and you start the run. Right. Whereas I think everyone's waiting for the foot to start. So. And I was like that too. I, you know, for many years I wasn't as successful as I should have been because I wanted to analyze everything and get it all perfect and have this big grand plan. And it's kind of ironic. The more I've earned and the more successful I become, it's like totally flip. Now we're like launching products as we're making them or pre selling them and it's kind of fascinating.
- [23:21]
B
Yeah. Because, you know, you trust yourself, right? No. Yeah.
- [23:25]
A
Yeah. Okay, good. And last couple of questions then. So what are they? You know, we talked a lot, a lot of tips, a lot of nuggets here. What else are people going to get from your episode when they watch it?
- [23:35]
B
Yeah, well, you know, I've had a lot of ups and downs through my story and so I feel like it's, it's. I have found like in building a business, there's, there's the hustle phase and the surrender phase and the harmony phase. So I hope to be able to share more about that.
- [23:51]
A
I don't know what this harmony phase sounds.
- [23:54]
B
You're not there yet.
- [23:55]
A
Sounds great. Now it's some of my business. And I said I've exited, you know, add the teams room about me for two years.
- [24:01]
B
So there you go.
- [24:02]
A
It's like, I guess that's what harmony.
- [24:04]
B
But what happens is when we get to harmony as visionaries, we actually go back to hustle because it's fun and new businesses. Yeah, exactly.
- [24:11]
A
Stop. Yeah, yeah. I mean, you know, I think the goal of every entrepreneur should be to exit at some point or at least build to exit. Because what I've learned is even if you don't want to exit, build into exit means you've got a really strong company. Right. From a fundamental leadership standpoint, operational standpoint, financial standpoint.
- [24:28]
B
Yeah, yeah. I had a really pivotal moment in my career where my daughter was in an accident. And I'll share more of the story on my episode, but it was like, it was that moment where I was so stuck because I had made myself so relevant in my business.
- [24:42]
A
That's the problem. Yeah, I've heard that from.
- [24:44]
B
And then I'm like, oh, my gosh, I have to choose between my daughter and my business. And of course I'm going to choose my daughter.
- [24:49]
A
Yeah.
- [24:50]
B
And then you'll have to watch the episode.
- [24:53]
A
I definitely had that. Luckily, I, you know, I was around so many really successful people in my 20s. I learned to build to sell, and I've never had to deal with that. But I've heard several entrepreneurs where that was like the life changing lesson or moment.
- [25:08]
B
Yeah.
- [25:08]
A
They either got really sick or a family member got really sick and they realized the company fell apart and now they went back and rebuild it and build it better and stronger.
- [25:18]
B
Absolutely.
- [25:18]
A
Yeah.
- [25:19]
B
Yeah.
- [25:19]
A
So last question. People want to jam out on the tax optimization side or females listening wants to maybe, you know, hire you. Whoever. Right. How do they find you? How do they learn more of this.
- [25:32]
B
Yeah. So you can find my personal website that has all the different offerings@theJuliaCarlson.com and then that will kind of guide you to the other websites. And then my Instagram, which is my favorite social, is at the juliacarlson.
- [25:49]
A
That's a wrap, guys. Legacy makers talking finance, business, entrepreneurship, and all the juicy stuff you're probably ignoring a little right now because you're out there changing the world. But this is the stuff that matters in business. So don't sleep on this, pay attention, check out the episode, and until next time, keep building a legacy.