I want to quit, but the smart way

On this week's episode of The Business Diaries of Phuong and Jay. We'll be talking about how you should structure your business finances. Your business is a cash eating monster and I want to quit. But the smart way. Another jam packed episode with a ton of valuable content.

So, Jerome, cue music. All right, all right, all right. Man, I hate that intro. You came in with so much energy, man. You gotta start strong, bro.

You gotta start strong. How else you gonna do it? My name is. Fuck yeah. I'm sorry.

I just lost our number one listener. Nate. He's gone. He's gone. He's listening anymore.

All right, man, where's this kick off, man? What's happening? What is going on? What's happening? Uh, I'm back to jiu jitsu now, which is great.

Back training. I see that, you know, it's helped out with my mental health quite a bit because, uh, you know, you just need to train sometimes, get your mind off things. But on the on the flip side, I've got like freaking scars all over my hands, my feet, my knees. Uh, which ain't great. I've always said that there's nothing like getting choked out on the mats.

Yeah, they just do. If you're if you're listening and you haven't tried jujitsu, I highly recommend it because, um. Yeah, it helps you if you're, like, choking. That's the place to be at. Moving on.

First topic. Boom. What are we talking about? I'm going old school here. I'm like, I've got a piece of paper because my laptop is actually like being used at the moment.

So, uh, we're we're actually attacking business finances, right? Okay. So I think, like, uh, what sparked this, this conversation is like, uh, we had a little heated discussion yesterday on on whether or not, like, um, we can spend on a piece of equipment and you strictly said no, no, no means no. I feel like every time I feel like every time I want to spend something. And I'm doing this for you, too, Jerome.

Because we as guys, as technicians, we love you. Yeah. We love spending. We love buying the new gear, making our life easier, make it more efficient. But as soon as I press that little by button, I get a call straight away from you straight away.

There is no question about it. You're like, what is this highlighted like the transaction summary on the on on on our account. So I want to know so we differ a bit in the in the sense like how we like to spend our spending. Because the way I look at things. Right.

And this is how I've taken my business from the, from the start. I maxed out my cards. My credit card loans were not. So I can get the best gear so I can learn and understand how to to to use the piece of equipment, gain the knowledge and then start selling it. But you obviously see it like another way how you want to do it a little bit more cost effective way.

So tell me a bit about tell me a bit of how you approach business finances. And to be. Honest, this topic and the next one is actually quite, um, similar in, in it, it kind of dives into the same concept of the way I think about business in general in terms of finances. So, yeah, uh, I'll try not to kind of tiptoe on that topic too much. Okay.

Before we start talking about it. But look, in a sense, in terms of finances and how I think about it. Right? And I the, the way I've, I guess, developed this thinking is, um, I guess from my previous business, right. I mean, in general, I've been pretty, um, tight with, with expenses because I know that, you know, every little thing kind of adds up, right?

Um, but in the sense that previous business, um, chicken jokes, the chicken shop, we were having a couple of good months and bad months, but eventually I've noticed that, you know, we go into a rhythm and, you know, we got to a stage where, you know, we were making decent money, right? We were paying each other and we're paying, um, uh, my wife and I, uh, we're paying the business was paying us on a constant basis. And the good month, right? The month that we thought we were killing it. Right.

We'd go off and, you know, we'd be just a little bit more or less less tight with money and all that. Yeah. And then you realise by the end of it that you had a good month, but you've got no profits to show for it. Why is that right. And, and I was I guess the reason I'm pretty strict with, with, with the finances that I know that eventually when you do look at the expenses, you'll realise that your expenses, your, your profits have all gone to the unnecessary things.

Right? So you've been operating your business with a certain budget, whatever. There's a certain leeway, you mean? Correct? Yeah.

So it seems to me that any business is, uh, like you mentioned in the, in, in your, like, summary, here is a cash eating monster. And it's true, it's hard to see the profit sometimes because you look at the bank account at the end of the month and you're like, where the hell is all money going? Correct. Like you make it for 20, 50, 40, 50, 6000 grand a month, but then you realise that and we actually experienced this in one month. We did.

We did really, really well. Our best month so far. Right. And what we did, we started getting more staff on more contractors. We spent they spent that.

And before we knew it there was no. I remember that that was like in March this year when we had like almost ten, ten people on our staff. Roster. So that's pretty. Crazy.

Of course it's crazy. But then, um, and again, this is going to be touched up on next topic, but you realise that if you're gonna keep spending all your money on on growing, I guess, right, eventually you have nothing left. So what's the point of doing all that work for nothing? Do you know what I mean? Yes you did.

All the all like all that work for clients and blah, blah. That's great. And you've obviously got a new clientele. But at the same time, if you have nothing to show for it, you've got nothing to show. It's like when I said the growth paradox, right?

Don't. Because you're growing. You've already grown. You want to keep growing. And at what expense?

When you keep growing, you keep. You keep digging into your profits. And at the end of the month or at the end of the quarter, you've got nothing left because you've, uh, you've grown your. How how would you put it? Your finance has grown.

Your, uh, has filled up. I want to say something. Okay. So I guess. Okay.

Uh. Screw it. I mean, we did have some show notes that we were going to talk about, and I was going to save this bit for, for, um, the next bit, I guess. But I'm going to touch up on it because it's so relevant to this topic. Right.

So the the book I've been reading lately or listening to an audible is called Take Profit first by Mike, Mike, Loic, Mike MICHALOWI see z Mike, Michael Wicks. Mike, Loic. Mike Lewis, whatever. Yeah, whatever. So yeah, I don't know.

The book is called Take Profit First and basically it's trying to uh, the reason why, um, I guess I purchased the book was um, exactly that take profit first. So there's another book called The Richest Man in Babylon. He also talks about paying yourself first. Um, and it got me thinking. It's like, yes, yeah, again, we're making all this money, but then if we're going to pay all the bills and all the taxes and then have nothing left for us ourselves, what's the point, right?

A lot of business owners go through is actually on day to day. You know, they go through their deals, they go through their work and they'll be operating their business. But at the end of it, they're sorry. At the end of the year, the business account is zero, right? Or uh, if worst case scenario, they end up having to pay taxes or bills.

Before they go and find themselves a like a part time or full time job, just to be able to maintain the business ties. And what the I guess the book is saying is that, you know, your business is a cash eating monster and you know, it has an endless pit for a stomach and that, you know, no matter how much you make or no matter how many more clients and deals you bring in, you will always end up using all that money. Right. So, um, a a great, uh, I guess, uh, law, I guess I like is the Parkinson's law. That's the one I was looking for.

Yeah. Thinking about all my ideas. So. So the Parkinson's Law basically, basically, uh, states that work expands as so to fill the time, which is available for its completion. Uh, can I give a classic example of that?

Go ahead. Do you remember when you were at uni and then there was a certain deadline? Yeah. And then your your tutor would give you like maybe a month to month, a month. But when you actually start, when you actually.

Start before the night before. Correct. It was the night before for me like the night before. And then I would get everything done. But then again, the quality was never there.

Correct. But but basically what the what? Parkinson's laws, uh, means, in a sense, in finances or in anything in your day to day. Right. So, uh, money, obviously, if you have an, uh, if you have a certain amount of budget to use, you'll spend it or to complete the job, correct.

Regardless of how big a small the job is. Right. Say you got 40 grand. You spend the whole 40 going on on equipment. Say you have 100 bucks, you spend 100 bucks on a project.

That's what you work with. What you got? Same thing with time frame. Same thing with with everything else. So the reason why, I guess, uh, I was, I, I got so heated in that, um, I guess argument or the debate that we had the other day is exactly that.

The way I see it is that we've got adequate equipment. We've done that with, with a, with a certain with our equipment that we have. So why do we need to go out there and buy some more. Right. That's the way I think about it.

Right. So in the book, what he said is, um, to counteract this to, in terms of taking a profit first, he's like, go to the bank or another bank that's not connected to your current business bank and create, let's say, 3 to 4 new accounts, right? And what you do with that is one account will be for your profits. One account will be for your tax and one will be for your. The way I see is employee tax as well.

And mind you, these three accounts cannot be touched, uh, online. So it has to be as inconvenient as possible. Right? And what that does is that you end up putting money away that you don't see. You can't even see it on your online banking.

Right. So what that looks like is you put 1% of, um, of your money that comes in any revenue that comes in, you take 1%, you put in a profits account, you take this is the way I do it. You put 10% of your any revenue that comes in into the separate revenue tax account, and then you take whatever's remaining, uh, for super and employee tax and put in that account. GJ three. Accounts.

Yes. It's similar to this book. The Barefoot Investor. Yeah. That actually that book helped me a lot in terms of managing my finances.

So, um, it's interesting that they kind of reframed it for like businesses as well. No, it's not like, um, there's a lot of analogies how a lot of people's grandmas used to do this with envelopes. Right. They get paid. They have different envelopes for food, for rent, for leisure, for whatever.

They put money into that. And then you can't touch as envelopes that don't belong to what the expense is, right? So you'll say you're going to pay for groceries you take from the grocery envelope. Right. It's the same thing with banking.

Right. And that's how I've I've kind of always and I naturally gravitate to this. I don't know who taught me this, but I've known that I've done this for the longest time. You've always been risk averse when it comes to finances. It's not a risk averse.

I find it more, um, risk management or like, more very prepared with money. Because I know, I know that money can go quick, man. Money does go quick if you don't. If you don't look at it. You're telling me that it's hard because really quick.

Because one of the things that we experienced as business owners is just the fact that we're not able to pay ourselves as much as you would like to. And I mean, I thought the whole profit first is to have the have us been being paid first, like, you know, the employees and stuff and whatnot, and then business expenses come up. Oh no, no, it is, It is exactly that. But. And then I caught our count and I was like, hey, Bojo, does that mean I gotta pay myself first before tax?

Like no tax first and then and then pay yourself. I'm like okay, but it makes sense at the end there. Right. So I guess that's why he's always like, hey, don't don't skip your salary, uh, for the month that, you know, not doing great, right? Don't skip your salary.

Pay yourself and then eventually you'll figure it out, right? Like I said, it's hard, though, because, like, you know how some people are like, okay, cool. I understand this idea, but, like, I'm not even making enough to pay tax. So what what what do I do? Make more money?

It's very easier said than done, right? Yeah, I, I get that, but that's what I'm saying with expenses as well. Like every time we have some extra cash in the bank account, you guys want to upgrade. And that's why I'm like, guys, let's reconsider upgrading first. We don't need to grow, um, all the time.

You know, we let's we need to allocate expenses everywhere, right? And eventually, maybe at the end of the quarter when you do have extra, uh, cash in the grow account, then use that money to buy, right? You can't be. You can't be always like, hey, we need this. We got to buy this, right?

There's all the ways around it you can hire, which is a lot cheaper, right? You can you can borrow or, you know, do friends, favours, whatever. Or you can make do with what you got. You don't always need what you think you need. Um, so like I said, Parkinson's Law, man, I actually came across this, um, law, uh, in Tim Ferriss book for our workweek.

Yeah, that's the first time I went through that one. Uh, I came across it, and then I came across it again in this podcast. Recommended. Yeah, yeah. So I think also, a lot of people should reconsider the way they run their business, um, and how they allocate their expenses in terms of, uh, and also the growth mindset.

And that growth mindset is not always what it makes out to be, man. You gotta it's an illusion. It's definitely an illusion. Right? Yeah.

Because as I as as we saw at the start of the year, we're like, this is this is going great. This is going great. We're making bank. You know, we're growing. Yeah.

Let's do the best all the time and not have enough to pay ourselves. So, um, the, the thing, I guess about growing all the time and always having a growth mindset is that you neglect yourself as an as a business owner. And what that in turn does is makes you resent the business. Because when your personal time, when you're with your family, with your kid, with your wife, you don't have any money to, um, to support them. Right.

And I can vouch for that. Yeah. Right. So that's I think that's why it's so important to, um, really understand the power of budgeting and also how you allocate resources in your business. And it's really not always about growth.

I think this is a powerful one. And I need to listen to this because I'm notorious, like, you know, me, I love I love spending because this is how I kind of grow. I grew like the way I, I why I kind of love it so much is because I'm able to experience so many things like, you know, and and that's how I've always learned. I need to have the thing in my hand, play around with it, understand it, and then kind of grow with it sort of thing. Oh, it's not to say that there's not ways around it.

Like, honestly, like I said, hiring is an opportunity. Borrowing is a is a is the way to do it. It's not always having to buy the whole thing. Yeah okay. You can resell it on after.

And yes of course we've got assets. I mean all this lighting and camera equipment is is a asset to the business and you can eventually sell it. But at what cost? How long? You know, in five years time, they'll be worth nothing.

You know what I mean? Yeah. Um, so opposed to renting it. So. Yeah.

So summarise this for me. Like what? What should new owner or new business owners do? And what should current business owners do when they know for a fact that their company is sort of floating? It's there.

It's not drowning, it's not growing, but it's just there and we're not able to move anywhere kind of thing. And this is the stage with I feel like we've been in the past couple of months. It's just there. Yeah. But like we're not able to grow past or like or sink.

Yeah. I think um, the, uh, and I've been trying to reflect on something. I'll be like, why is this the case that we're only making a certain amount? We can't go higher than that. I think it's because we take our foot off the pedal when we get to that certain amount of work that comes through, and I think that's what we, um.

That's something that's that's on me because I'm, I'm obviously responsible for getting more work to come in, but it's, um, it's it may be part of Parkinson's Law way. This is a certain amount of time that we have and we're only trying to fill that and that's it, right? Um, so. It's definitely a problem that we currently are going through. You and I in this business, it's just like this, this wall, this ceiling that we're trying to break through and we can't seem to do it.

It's weird. But now that we've put it on universe, maybe, you know, it's a different story, but hey, look, guys. So next step, if you're a business owner and you're, I guess, floating, but you know, you're not super profitable, but you're also you're just getting by. What I highly recommend is, like I said, go create a separate bank account, have 3 to 4 different accounts, and allocate resources every time they come in into those accounts and don't look at them right. Whatever's left is whatever you've got.

Whatever you've got is whatever you have to work with. How do you determine, like, you know, the whole profit, the idea of profit first, how do you determine how much profit you should put away each month? 1%? One 1%. Not each month.

Every time a a a, um, someone pays, you put 1% aside. Full 1% is not that much. Exactly. So it's like 1% of 100 bucks is like a dollar. Yeah.

Okay. What's 1% of a thousand bucks? Ten bucks. Okay. So if you can if you can.

Is it. That's ten bucks. Yes, ten. 10% is up to 100. Bucks if you can make do with.

Um, sorry. If you can operate your business over a thousand bucks, what makes you say you can't operate your business with $999? What's $10, right? Every time it comes in, let's say let's say you play 50 grand a month, you put 1% aside. That's what, 500 bucks times up by, um, what's it called?

Times up by 12. What's that? Six grand. Yep. Six grand profits and a year.

You're not going to be happy with that for a bonus. That'd be nice. That would be nice. Right. And have your bonus right for yourself.

So that's what basically they mean by taking profit first and not always having to, uh, you know, wanting to pay the bills first. Right. So put your money aside for the taxes, put your money aside for your profits, and then whatever's left is for, I guess, salaries. And, guys, this is why I'm a bad manager. That is, why is bad financial.

I mean, I'm. A good operator. I understand the technicalities of things, but it's just like for some reason, the managing aspect has always, always eluded me. It's funny, like this. The things that are obvious to some people aren't obvious to others, and that's why I guess your team is so important to you.

You know they have. You have to hire people that are. Oh, I stand by that statement. They are without a without a team. The business is nothing.

Yeah. So I guess we we skipped on to the next to the second topic. Well, let's go back to the first topic. You had some notes here about, uh, talking about the TI myth. Oh, it's a myth because like, uh, it's basically like how we, you and I differ in terms of personality in the business.

Like, you are the manager and the entrepreneur and I'm the entrepreneur and operator sort of thing. So we, we, we deviate in, in, uh, spending mentality because like obviously my, my mentality is like, okay, I'm doing the work. I know what's hard in my work. This is why I want to spend for some of the equipments to make my life a lot easier. Whereas just like I want to grow the business, I want don't want to spend in that aspect so that we can, um, use that budget to survive a bit longer.

Yeah. Do you know what I mean? So there's there's two ways to look at it. Um, obviously it was, I would say heated, but it was still a discussion at the end of the day. It wasn't like I wasn't like overstepping my boundaries, saying that I don't understand your point of view.

Yeah, because this is so unfair. Like, I would never say that, you know, in a way. So. Yeah. So, Amy, guys, check out that book.

I need to read that book, man. I got it. I'll give it to you. Oh, no no no no no. Profit first I wouldn't.

I've been listening to it for me. I don't know, it seems a bit wishy washy, but. This is why I say, like, each time I listen to those audiobooks, there's only like maybe 15% of the book that is actually useful. It feels like some of these people, they bring out this idea of like how to operate your business and then write a whole big fluff around it so that they can get a book to sell. It's funny because you may think that.

You may think one section is important where someone doesn't find that it's actually important. Yeah, right. So I guess there's a reason why they do that. And obviously everyone has their own, um, level where they add when they're reading the book. Um.

That's true. Yeah. So, like, I wouldn't say it was completely, uh, useless, but I did say, I can say I bought some stuff away from it. Out of five. What would you rate it?

Hmm. I was going to say two, like low, but because it's actually taught me something, I'd say three. 3.5. Feels like it's a very same book. It's very.

It's very. Affluent. Yeah, it is, but barefoot. And this is a good book. Yeah, it's definitely very good.

I, I, I rate it pretty highly. I would say 4 to 5. Um, I just don't like the fact that he does wear shoes. Yeah. The difference between Barefoot Investor and the tech profit first, actually, if you think about it, they're actually the same book.

One's, uh, one's, uh, what's called, uh, one's for business owners and one's for personal wealth. Personal wealth? Yeah. Difference. Yeah, but I look both both very good books.

If you want to learn about finance, if you want to learn how to, uh, in, if you want to learn about how to budget and, and control your finances and, you know, don't go broke, definitely recommend those books. Then we'll put those. We'll put this in the show note, guys, um, for you to as a reference. But these are really good books for to to read. I highly recommend.

Um, here's here's to another book. Are we done with that section, by the way? Go ahead. I want to quit. Okay, I want to quit.

Like I want to quit, too. Like, it kind of correlates to the to last section. I sometime when I see the accounts and like I know how much I get paid it's very low. Mhm. It it demoralising.

Yeah. You know you, you know how you say. It's very low but yeah the Tesla I'm just saying. Let's, let's get back to that point. Let's get back to that.

That's an interesting uh what's it called the statement that you just said. Right. So sometime like sometime, you know, you said like, sometimes you just you, you because you're not paying yourself. You kind of start resenting the business. I get those those, um, bouts all the time.

Yeah. And that kind of leads to procrastination. And then that. And then after that, you were like, okay, let's get back to the horse. Let's keep going.

Let's keep going. Yeah. So that's the case is that an entrepreneur is just like in general it's bro. It's so up and down. I mean, listen to the last previous episode, guys.

It's, uh, arduous. It's a term that I said last time, but Seth Godin, he's a it's a it's a tiny book that you should read. It's called The Dip. And this is here. Yeah, I read it.

Um, so he basically says that, um, for every businesses, there's always going to be lows and highs. Highs and lows. Right. So highs and lows. So when it's high, it's good.

When it's low it's basically shit. But the question that he introduces in that book is like when do you quit? Um. When do you quit? When do you know that, uh, the project that you're working on, the the client that you're working with is not the right client for you is not the right project for you?

Yeah, right. So this is kind of like what we're experiencing at the moment, because I would call it a dip because we're not under the water. We just can't hit the ceiling. We can't break through the ceiling. And it it is kind of demoralising.

And this is what he would call the dip. So the question is like, how do we know when to quit a project that is not viable for the business or viable for, for for you? Yep. Go ahead. That's a this is a good topic.

This is a very good topic. Yeah. So he says that the way that you go about it is to set smaller goals. Okay. Understand the client.

Understand the project. Like set expectations. Set your goals to see if you can hit them. If you if you consistently fail at it, then you know there's something up. Yeah, right.

Uh, look on that. I do like what what you just said is just now about, uh, setting goals and having metrics and measurables. Um, I think that's something we don't do very well. We're adding visuals. I think that, uh, we as individuals or owners should set in place KPIs for ourselves as well as the team that they can meet.

I feel like we don't communicate enough. You and I, we regarding this for some reason. It's tough because we're so in a day to day. Don't get me wrong. Like we're busy.

Like we there's a lot of work coming through, but for some reason, we're always on, you know, on, you know. And I'm like, where the hell? All our expenses. I don't know why. I kid you not, we're always busy.

We always have like, projects on and stuff like, you know. What, the question that you ask me, uh, on a daily, sometimes on the daily, like, what the hell are you doing for what are you doing? I'm like, bro, I am doing something. Just relax. I know, and I do feel bad because, like, I'm not very transparent with it, what I'm doing.

So I guess this is why you're always asking the question, like, what the hell are you doing? And it kind of makes me feel like I'm not doing anything. So. Half the time, I kid, you know, I don't know what the hell are you working on? Like, he's working on something.

I don't know what he's working on. Yeah. Um, but anyways, uh. Yeah. So the dip, uh, that's a book that I'd probably be picking up because I feel like, um.

And this is something we haven't put down, too. Uh, but I want to talk about too, is just this. I've. I've come out of a recent rut. I've realised that that I was in for a while, and you don't realise you're in it till you come out of it.

Um. And you came out of the dip? Yeah. Came out of dip. Just mindset wise.

Right. So this was, um, uh, and again, this is all, this is all, um, I guess what's the word I'm looking for? Subjective. Subjective? Yeah.

So it's all subjective. It's, it's it's a mindset thing that I was going through. I was like, ah, freaking out. You know, this is not going well. It's not going well.

You know, I've got a crying baby at home all the time. You know, I'm just sitting in front of the couch. I'm not training. Um, and once something just clicked and changed and I was like, I was forced to mow the lawn one day and just clicked and I just started doing a housework. I was mowing the lawn, and now I'm on my lawn trying to do it every like fortnight, every week.

And I'm back to training and I'm trying to help out more around the house. You know. It kind of sounds like you got out of your own head. Perhaps. Yeah, perhaps sometimes you just get in this in the dip, I guess.

Like like you said. And. And you just get stuck there, but you don't realise you're there when you when you're in there, right? You're just there. You're just going through your day to day.

You're going home. You sit on a couch for like the next five hours. You're not doing anything. Um, and then one day you're like, what the hell am I doing in my life? So, you know, you get out of it and you start, you know, grinding again.

Yeah. Um, do you. Um, do you talk to you? Do you talk to me, your wife a lot about this stuff going through your head? Yeah, I kind of.

I wouldn't say talk so much. I'm more like, vent and complain. I'm like, yeah, how am I doing? I was doing that last night. What am I doing with my life?

Um, and it gets tough, especially when you compare yourself to, um, your, your your, your colleagues or your peers. Oh, that's the worst. That's the it's like you're you're growing. You're like reading my mind because I was going through the same thing. Like I was.

I mean, I'm proud of what my friends are. Do. I mean, I'm, I'm very friends orientated kind of guy. And when I see them doing something great, it's awesome. I'm so happy for them.

But part of it. Kind of what am I doing? It kind of goes back then I kind of think back on myself like, man, I am not able to hit past this to break through the ceiling. So what the hell am I doing? You know, that's true.

So it's funny, we we both have the same thing because I'm sure like thousands of entrepreneurs or business owners out there also have have the same mindset and they also go through the same crap. Um, but eventually, you know, they get out of it, they keep grinding. And, and this is something I've talked about to our cousin, um, in law Jemmy, and he was saying how, um, fuck, fuck, I forgot my shirt and thought, what were we thinking? What were we saying? You were talking to Jemmy.

Yeah, but I remember I was talking to Jemmy about. Yeah. Yeah, but look, I think, um, one thing that you have to realise is that all businesses go through this. Everybody goes through this. And if you're an entrepreneur, you're going to go through this.

It's an uphill battle. It's I remember I was going to say. He's got it. He's got it, I got it, he's got it. Um, right.

So he was he was saying how, you know, you got to pivot all the time and start a quit a failing business and start a new one. But then I was comparing it to the older generation. How did you stick it out? And that's basically when they, they they stuck it out long enough to eat shit. Long enough to B to B eventually to eventually, uh, they're able to um, what's called uh, benefit from, from, from that.

You know, I seen to I, I see into mindset. Yeah. Look, you. Gotta be smart enough to. Pivot.

Either you stuck it out so long that you love it and you become good at it, or you stuck it out so long that you start resenting everyone around you. Yeah. And you and you and. And you start, like, resenting your wife and everything. Because, you know, because you're doing this to yourself at the end of the day.

Yeah, that's true anyways. But like going back, it's like everybody goes through this. Entrepreneurs go through this. It's an uphill battle of solving our own problems. But you know, it gets harder and harder.

It's harder you condition to. How do you condition yourself to to push through that hardness. But also last thing I want to say is that it's also a mindset thing, and something that dad always says all the time is you gotta believe, you gotta believe mindset. And I'm like, what? This guy's crazy.

What is. Woo stuff? Yeah. Is this woo woo stuff that's just lost it. But then I've come to realise that what he's actually trying to say is like it is a mindset.

You gotta stay in a positive mindset because if you stay in a positive mindset, you see more opportunities. You're able to see life a certain way, right? So if you open your, your, your mind to and you let opportunities come to you, they will come to you. Yeah. If you don't, if you close off and you start resenting shit, they won't come to you.

Yeah. Um, so it's about, I guess, doing it long enough to understand your own self and how to control your emotions and how to, you know, get through business because business is shit. It's shit. Yeah. Very good.

Um, I'm gonna leave. Uh, I think we're gonna end this with one quote. Winners. We quit all the time. They just quit the right stuff at the right time.

And I'm gonna end mine with business and shit. Let's go with it. Seth Godin. Business minute. Business is shit.

Guys. It's shit. Business is shit. But we love it. We love shit.

Anyways, look, guys, thanks for tuning in to this week's episode of The Business Diaries and of the business diaries of Phuong and J. I hope you guys enjoyed this episode. If you do, enjoy. If you did enjoy it, please follow us on our socials on TikTok, Instagram, Facebook, YouTube, and we're on LinkedIn on our business page and visuals. And if you guys require any production work, videos, podcast photos, let us know where you guys.

Am visuals sponsored by the Business of Fung J. Um, I. Think it's. The other way all the way around. Anyway.

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