981: Empathy meets BUSINESS and FINANCE for entrepreneurial success w/ Chris Hardy

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Hey, what is up?

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Welcome to this episode of the Entrepreneur to Entrepreneur podcast.

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As always, I'm your host, brian LoFermento, and I'll be honest with all of you here today, in the week leading up to Thanksgiving.

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I am so grateful and so excited about today's episode because this is a very special episode in the podcast history, because this episode really started 14 years ago, all the way back in 2010, when I was a junior in college at Bentley University, and we were all paired up in random groups to create real-life business plans of real life businesses in the Boston area.

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And one of my partners is today's guest.

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His name is Chris Hardy.

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This is someone that I went to school with that we both have gone through our own professional journeys and it's so much fun to see my former classmates and friends doing big things in the world, because Chris is someone who you're going to see his attitude, his mindset, his real energy and passion for life and business and family and all the things that he does on full display here, as we all just figure it out on our entrepreneurial journey.

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So today's guest his name is Chris Hardy.

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Chris started his career in commercial banking, landing the exact job he wanted and expected to retire from there only to get poached by a client and thrown into the world of corporate FP&A.

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This gave Chris a taste for working with a medium-sized company, helping gain valuable experience and exposure to a new set of financial skills.

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The dream wore off quickly, which I'm so excited about to hear from Chris firsthand as he was laid off and landed at a much larger organization.

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Never comfortable in an overly corporate setting, chris had a mind to get back to what he liked doing, but it would take him five years to get there.

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What better time to quit a stable job and start your own financial consulting practice when you have a child on the way?

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Chris has never chosen the easy way in life or in business, and I'm so excited because that's exactly what he did in starting his own entrepreneurial venture in an incredible company, samson Financial.

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I'm so excited about this.

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I'm not going to say anything else.

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Let's dive straight into my interview with Chris Hardy.

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This.

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I'm not going to say anything else.

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Let's dive straight into my interview with Chris Hardy.

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All right, chris, I am so very excited to welcome you to the show.

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So first things first welcome to the podcast.

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Thank you so much, Brian.

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That was an incredible intro.

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I mean, you really teed that up.

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Dude, you already know that this one's easy for me.

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You and I have been chomping at the bit.

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We've actually been talking for a few months in excitement for today's interview.

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So pumped to have you here, man, I'm also I'll tell you this even while we're on the air here is that I'm selfishly excited to hear these things from you firsthand here on the air, because we've got 14 years of catching up to do so.

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First things first.

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Take us beyond the bio.

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Who's Chris?

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How'd you start your entrepreneurial venture after what most of us in college were led to believe is a dream career?

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Walk us through that path, yeah yeah, so I'll go straight out of college and I'll try to take at least.

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I won't take more than an hour to get through this trajectory, but so.

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I started at Citizens Bank Again as you mentioned in the intro.

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I thought this was something I was going to retire from.

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I loved it.

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It was exactly what I wanted to do.

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It was something I was motivated to do because my father had completed about 40 years of commercial lending in the bank and it was just something I knew that I wanted to do when I grew up is why I went to Bentley.

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University and there it was.

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I had the job right away.

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I was going to set it and forget it and enjoy, hopefully, a long career there and then fast forward a few years and I had a client who was looking for a little bit of FP&A support and I had them as a relationship and the president of the company just tapped me on the shoulder and said, hey, do you want to come work for me?

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And then my whole world flipped upside down.

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I was like whoa, whoa, wait a minute.

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This is kind of messing with what I had in my head of how I anticipated my career to go.

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I really didn't anticipate any opportunities outside of the bank and especially to come so quickly.

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I was only five years in.

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I felt like I was still learning, still had a ton more to grow.

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I wasn't even in the position I truly wanted to be in.

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But the allure of that of really feeling wanted, of really feeling valued, drew me to take a job at this company.

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So I was one of a very few amount of people.

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I was a direct report to the CFO, who was an intern CFO at the time, and I just learned so much in that short amount of time it was about, as you mentioned, 14 months and I was just felt like I was swinging above my weight class all 14 months.

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I mean, I was learning new things, I was at the table with executives and investment bankers and doing all these things that I felt like I just had no business being involved in.

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I hadn't quite, you know, put in the time and the sweat equity to make it there yet.

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So it was really exciting.

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It was, you know, took me a bit out of my comfort zone, but it also gave me a little bit of confidence that, like you know, maybe I don't need 10, 15, 20 years of experience to jump right into some of these processes and some of these responsibilities and have that seat at the table.

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So I just kind of felt like to use reference I felt like I was in the majors for those 14 months and as you mentioned I did get laid off, so that was sobering.

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You know, the classic WB Mason box was sitting there on my desk after a Friday four o'clock and that again turned my world upside down a little bit.

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Ended up finding a job at a much larger corporation it was 30 billion plus compared to, you know, a couple hundred billion.

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So you can imagine the change in scope of the team.

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I was one of a few to one of a few hundred, so I felt I was kind of getting back into my swim lane a little bit and that was very sobering and I had a tough transition you know, going back into that space and and and, throughout that time that I spent at the larger corporation, it just always had that mindset of how can I get back to replicating what I love so much about the job at the smaller company, feeling like everything that I was doing had some value, had some impact, was really meaningful.

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And again just really learning and having that seat at the table.

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I love being able to take something from the realm of what I do in finance and modeling and data and statistics and, you know, just taking that and telling a story and helping someone make a decision, have their idea come to life, and I felt like I was really able to do that at the smaller company.

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At the bigger company, you know it felt a little siloed and, you know, again, being one of so many was a challenge.

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So continuing to fast forward, that desire to get back to that at some point, you know, was always in there and COVID hit and I think COVID paused life for a lot of people in a lot of different ways.

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And I was thinking about jumping into this consulting and going off on my own.

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I actually scheduled a lunch in the spring of 2020.

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We all know what happened.

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So that got put on pause and then I think we all just, you know, turned it down and phoned it in a little bit just to stay stable and, you know, keep things going.

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And I felt like that was a hindrance to me because you know this was something that I wanted to do but then it would take me several years to to fully realize and fully dig into.

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So now, where are we at?

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2023 is when I finally made the jump out of corporate and into into my own consulting firm.

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And we can get into that story, into my own consulting firm.

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And we can get into that story If you'd like.

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I don't know where we're going to get a good pause for any additional few.

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I just threw a lot at the table.

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It's a lot to like you know, get it all out five, 10 years of my life into a succinct manner.

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Yeah, for sure.

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I definitely appreciate that overview, chris, because it's a fun episode for me here today, because I not only have the context of what you do professionally these days, but I'm always thinking back to the lens of man.

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We went to a tiny college together.

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Our campus was so small, we all knew each other and it's such a cool environment that we all grew up in, and for me, when I think back to those days of 07 to 2011, when we both graduated from Bentley, I was very much.

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I'm going to be an entrepreneur.

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I started my first business.

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It was the summer after our freshman year and I was just head down.

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I wasn't going to class very much because I was growing a business that I mean.

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We had three and a half million people coming to my website every single month, which was a soccer blog, and so I was in that sphere and I feel like for me, that entrepreneurial energy took hold all the way back then, whereas I know a lot of our classmates were focused when Goldman Sachs was on campus.

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Everybody wanted to work for them and everyone wanted to move to New York City, and you and I are just two New Englanders and we grew up in that setting, and obviously you talk about Citizens Bank being a key part of your professional journey.

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Being from Rhode Island, obviously Citizens it comes out of there, and so that's a brand that we all aspire to work for.

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I mean, you and I both majored in finance and I think that that is such a cool aspiration for us.

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But what really stands out to me, chris, about you in college is that you always have been a team player, working with you on a group project or just seeing you around campus, knowing that you were on the baseball team.

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You always brought that great attitude towards it, and it's cool for me to see that come full circle, because even when you talk about these large teams where you just felt like one number of many, it comes back to Chris loves working with people.

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Chris loves having that impact on a team that he can work with.

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Talk to us about the entrepreneurial transition, because even hearing you talk about it today, it doesn't sound like something that was premeditated that you were thinking about when we were in school.

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What's that transition been like?

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You're a full-time entrepreneur now, with a lot on your plate.

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How's it different from the mindset that you were in, or was it laying there dormant.

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That's what I want to hear.

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Yeah, sure it's funny.

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You mentioned that too about.

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Bentley, because you know again as you mentioned, for those four years, always driving group work, group work, group work, group work, everything you're going to succeed, especially in the business environment.

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if you're able to cross the aisle, meet with folks in different departments and then, right when you get out of school and you do get into that first relatively large or larger corporate company, you realize, wow, that you know there's not any of that group collaboration happening organically.

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It is you really have to muscle through and put the extra effort to create that.

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So I always thought that was a huge benefit for you know, for all of us who were fortunate to graduate from Bentley is to have that really ingrained in us in every class through all four years.

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So, but that was a little again.

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That was a little like whoa.

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It's not exactly how you know it happens in real life.

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So that's one element of it.

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And then to your point.

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You know I'll go back again to my dad's career when he was in banking.

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You know I was always so excited to hear what he was doing on a day-to-day basis.

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He was going out to meet clients.

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He was understanding their pain points.

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He was able to help them bridge a finance gap or get them through a rough patch and just help them grow through the use of bank financing, them grow through the use of bank financing, and I just I love that he was able to, you know, interact with so many people in so many different industries and it was just very interesting to me.

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Now fast forward to when I get to the bank and you know the five C's of credit character is one of them, and I think that is something that is just really non-existent now.

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It doesn't really matter about character, it matters do you fit the check boxes of your debt service coverage or your leverage ratios?

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And it starts to feel a little more calculated versus personal, and that was something that, when I got to the bank and I saw that shift a post-2008 crisis and when everything was getting a little more tight and regulatory you know, crisis and everything was getting a little more tight and regulatory I missed what I thought the banking industry was, and so that element was always there working with smaller and middle market companies and understanding, you know what makes them tick and trying to help them get from point A to point B.

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That was still there to an extent, but I didn't really feel like I was able to, um, you know, really get into that in that current role that I was in Um.

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So that element of like wanting to have a seat at the table, be able to talk to, um, you know, the executives or owners of these businesses, that was always the driving force of and, as you mentioned, I appreciate that, uh, that you saw that in that, you know, when we were at school.

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So it was nice to hear, but that that's always been a driving force of anywhere where I go.

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So again, as it got to be, a little more corporate.

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I lost that personal touch.

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It ended up being a little bit more of like it was a bit of a daily counter.

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You know it's like here comes the ticket, quickly get it done and move on to the next, and it just got to be less personal and I was truly missing that and I said what's the only way I can figure that to do that now is to kind of go off on it on my own and and you know I didn't really see many opportunities.

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I didn't want to go, maybe, to a specific company.

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I said let's just do this across as many companies as we can and it's uh, I've been kind of forcing my own, my own interest in what I'm doing at work, because it just wasn't happening at.

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You know my former job.

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So it's what ultimately led to the leap.

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Yeah, I love that, especially because, I mean, you're preaching to the choir here, with our audience all over the world, that this is what we dream of.

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We dream to follow our own passions and do things our own way.

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And especially when I think about your way, chris, you've really shown us that the opposite sides of the spectrum use the word calculated, which so much of banking has become.

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And then that personal touch and I'm just going to publicly say this on the air for listeners is that I love the way you articulate what Samson Financial does, because here we are talking about the world of finance and you and I sat in business classrooms for far too long, spending way too much money learning about all of these concepts.

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But what it really boils down to is one of the ways that you articulate what you do is you say we enable organizations to unlock their potential, optimize resources that's a key one that I wanna hear you focus in on and achieve sustainable growth.

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For you, it really is about that end product.

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You love finance, and I know you do because I've seen you in the classroom, but also, of course, through your professional career.

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Talk to us about the importance of what you do with your company for small businesses because, chris, let's face it, it's a complicated world and, as business owners, you and I fall into the same vein is that we've got a million things we need to focus on.

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Of course, profit is one of the main metrics that we look at probably the main metric but there's a lot of things that go into it, and I particularly hone in on optimizing resources because, as small business owners, that's the reality.

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Every single one of us has finite resources.

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We just need to squeeze the most out of it.

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So, gosh, talk to us about this world for all the listeners and business owners who want to avoid this topic in their own businesses.

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Yeah, sure.

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So I'm going to reference an old story from the last job I was at.

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So a big shout out to my boss.

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So we're about halfway through the fiscal year and doing the media review and again kind of going back to what I did at that company again it really felt like it was request driven.

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So you'd have you know sales managers and presidents and national VPs and coming at you and say this customer needs X, y, z and we needed it yesterday.

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And that was life almost for four to five years that I was there.

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So as I was growing within that role, I would take on a little bit more responsibility.

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But ultimately all of those quick you know, urgent requests always came first.

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So my boss, recognized this halfway through the year and she said you know, chris, we wanted you to do a little more strategic work, building some models, and you know we had the merging of systems and really need you to focus in on this.

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So what she did was she block and tackled for me.

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Block and tackle for me.

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She said every request is going to come through me and I can, you know, divert it to other members of the team.

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I just want you to focus on getting this project, getting these projects done and I that quarter for me after that mid-year review was probably the most successful I've had in that whole five-year stretch out at the company.

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I was just able to put my head down, focus in on some intense calculative work and modeling work and trying to create some things for other users in the company.

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But it just gave me that runway and I will never forget that moment because it is so hard to get pulled out of that day to day to day to day.

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So I still live and breathe that every day.

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Let me do that quick analysis, let me look at that quick email, let me do this quick and then all of a sudden you've just done a bunch of quick things and you haven't quite focused in on that long term.

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You can't forget about the short term things, but you do have to protect some time to just focus in on something a little more long term, something a little more weighty.

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And that's what I see a lot too with some of my clients and I think it's just general of the world.

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Now Think of the teams that you're on or the teams that you work with.

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You know it might have started at 10 people and now it's down to six and they only replaced one, you know, and they just were doing continuously doing more with less people, and people's resources are completely spread thin.

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No one is working at 100%, it's mostly at 150%.

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So I always say protect as much of your time as possible, or just say no to certain things, like you need to either delegate or again just ruthlessly capture some time back, even if it's 15 or 30 minutes, just to work on something, and I think that doesn't take a finance or an accounting degree or a marketing degree.

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It's just simply recognizing a little bit of the pieces, trying to take a step back, you know, and see the full picture when you're not in the weeds.

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And again, just empowering people like, yes, this is important, this can wait, and I think the more you get that kind of in your brain to you know, as a bit more of a muscle memory is.

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No, this is.

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I'm actually seeing some return now, as opposed to putting out fire drills my entire life, and I've just I've seen that so many, so many times in so many instances.

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And again, that's a little bit of a again out of the weeds, out of Excel, out of finance a little bit, but it is kind of seeing how you can take that and just again move forward with strategic things and brand awareness and marketing and just again focusing in on those elements that are incredibly important and if you miss it you'll spend years and you won't even have touched it.

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So I think that's something I've always remembered as just something that was so beneficial to me in my own career and I try to support others and promote others into doing that as well.

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Yeah, chris, I love hearing you talk about financial modeling, for example, and even using the word of having financial processes.

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I feel like for so many small business owners, we've created this barrier in our head where these things are reserved for big businesses.

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These are enterprise level solutions and what I really appreciate about your career arc is that you have had that experience and I'm sure that you would agree with this, that you're very fortunate in that you worked in big business and now you can serve so many more clients of your own and so many different types of your own and so many different types of businesses.

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Somewhere along the way, I guess the question that I asked myself in my own entrepreneurial journey I'm in year 16 of running my own businesses and along the way, I just remember saying what would a real business do?

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How would a real business act?

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Because I found myself operating as a small business owner and I wanted to free myself from the shackles of the way that I viewed small businesses acting, and I feel like a lot of them will probably think what is financial modeling Like?

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How is that going to benefit me?

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I'm just a one man business, I just have my clients and my financial processes are to hopefully get sales and to hopefully get clients, and that's what they call a financial process.

00:20:12.459 --> 00:20:26.824
Talk to us about what this stuff actually means, because I think there's so much power in us acting like enterprise businesses because, let's face it, citizens Bank is big and successful because they've done the right things along the way, and success leaves clues.

00:20:26.824 --> 00:20:30.982
We can take those things that are working and it's something that you help your clients with.

00:20:30.982 --> 00:20:34.458
Where's this stuff fit into the small business landscape, chris?

00:20:34.458 --> 00:20:39.444
I guess it's a really philosophical and academic question as well, which is what is financial modeling?

00:20:39.444 --> 00:20:40.726
What are financial processes?

00:20:40.726 --> 00:20:43.810
Why do small businesses need those things?

00:20:53.335 --> 00:20:57.443
certain things where what I like to do, especially with any client, is like, let's just start on the ones and twos, let's start on the layups.

00:20:57.443 --> 00:20:58.326
How are you doing?

00:20:58.326 --> 00:21:00.576
How are you getting your monthly packages?

00:21:00.576 --> 00:21:04.484
How are you seeing the day-to-day sales detail?

00:21:04.484 --> 00:21:06.828
How are you reporting on that?

00:21:06.828 --> 00:21:09.319
How are you making decisions based on that?

00:21:09.319 --> 00:21:15.594
You hope folks are making decisions with some financial data at their backdrop, so it's just understanding.

00:21:15.594 --> 00:21:17.682
Okay, where, where are we at from a baseline level?

00:21:17.682 --> 00:21:21.163
And sometimes it just takes a little bit of time.

00:21:21.163 --> 00:21:21.986
I think you know.

00:21:21.986 --> 00:21:29.906
Always the hope is that you're like I'm going to come in and I'm going to find the silver bullet and there's going to be pockets of 10, 20, 30,000, $100,000 savings.

00:21:39.595 --> 00:21:40.980
I'm going gonna go find it and sometimes it's not that, uh, not that.

00:21:41.000 --> 00:21:56.928
You know, blitzy, uh, you just kind of need to cross the t's and dot the i's, and I think that is a lot of what financial modeling is all about is establishing a track record, it's establishing some historical inferences that you can say here's how we did this in the past, here's how certain things are impacting us in the future, whether for good or worse, and here's how we can make decisions, truly make decisions on.

00:21:56.928 --> 00:21:59.020
You know, do we want to take advantage of this revenue stream?

00:21:59.020 --> 00:22:00.662
Do we want to open up this new store?

00:22:02.236 --> 00:22:15.317
And you really shouldn't make those decisions without understanding how the financial health of your business has been, you know, been going over the last couple of years and certainly in, you know, varies with companies, couple years and certainly, in you know, various with companies.

00:22:15.317 --> 00:22:23.938
But you have certain things to consider, like paying your vendors, paying your third-party businesses and when are you receiving that cash?

00:22:23.938 --> 00:22:29.404
When you paying that cash and understanding how that flows, ebbs and flows throughout the course of, you know, over a couple months.

00:22:29.404 --> 00:22:50.983
So you know that I think, before you even start talking about like, oh, let's you know, let's keep up with the Joneses and let's add this and let's you know this technology and you know it's, you really need to have that discussion as okay, what's the cost, how are we going to recoup that cost and are we going to do that in a timeframe that is acceptable and makes sense?

00:22:52.365 --> 00:23:14.384
So it's just taking a step back because I think, again, a lot of people that I work with and you know are able to brainstorm a bit and strategize the, you know, always, they always have brilliant ideas and I'm always floored by, you know, just, the creativity that I'm fortunate enough to be, you know, be around on a day-to-day basis, but you just you can't do all of those things.

00:23:14.384 --> 00:23:22.728
Uh, you can't sometimes sell your way into profitability or you can't uh, you know, you know buy this new machine and all of a sudden the world changes for you.

00:23:22.728 --> 00:23:36.676
Um, so it's just taking a little bit of prudence and honing some of those goals and those visions, um you know, to to make it so that that company is not, you know, know, really hamstrung by that decision in future years.

00:23:37.660 --> 00:23:49.482
And you know, one thing I always like to say is because when I was at the bank, we would get, you know, we would get financial statements and projections, and we just learned that, you know, it doesn't really mean much.

00:23:49.482 --> 00:23:59.894
You know, it could be a little pie in the sky or, you know, kind of fluffing it up a little bit to make it look good, and always had to temper it down and we just need to see, okay, well, what happens if that doesn't happen?

00:23:59.913 --> 00:24:13.361
and I think that's the question that people need to ask and people need to at least have a little bit of understanding what the answer is and you know I do see that playing a little more into again some of some of the clients that I do have.

00:24:13.361 --> 00:24:15.503
It's what I'm putting out.

00:24:15.503 --> 00:24:18.228
Yeah, I put a lot of effort into it.

00:24:18.228 --> 00:24:20.330
I feel very comfortable about the assumptions I make.

00:24:20.330 --> 00:24:29.673
But if I'm not thinking of all the other variables, if I'm not merging, that with what you know some of the folks are seeing in their day-to-day lives and we haven't really.

00:24:29.692 --> 00:24:33.786
You know, my analysis, my budgets, my performance, my projections they mean nothing.

00:24:33.786 --> 00:24:37.998
They mean absolutely nothing.

00:24:37.998 --> 00:24:45.144
So it's like if you're able to take that to the next step and merge that with the story and really what's happening, then I think that's where where small businesses can really can really benefit from.

00:24:45.827 --> 00:24:56.060
Yeah, chris, I want to ask you this question because obviously today's topic, the conversation we're having, is one that I don't think we talk about enough in the world of business and just societally.

00:24:56.060 --> 00:25:20.320
We've kind of been trained ever since we were kids to not talk about money, and here you and I are on the air in front of people all over the world talking exactly about money, and I would imagine that a lot of people, a lot of business owners, if you're talking to them about, hey, let's go deep into your revenue numbers, your expenses, let's go deep into all of these and actually build in projections that set you up for success and optimize those resources.

00:25:20.320 --> 00:25:21.925
That's not comfortable.

00:25:21.925 --> 00:25:27.067
I think back to the summer, after we graduated from college, I started a search engine optimization agency.

00:25:27.067 --> 00:25:36.923
There was a time, chris, where I probably needed your help because I dreaded opening my business credit card statement because I know I didn't have the cash in the bank.

00:25:36.923 --> 00:25:43.464
The first six months of business is difficult a lot of times, and I think my first six months I made $1,000.

00:25:43.464 --> 00:25:47.241
Didn't even cover my student loan debt at the time, and so that was really difficult.

00:25:47.555 --> 00:25:50.305
And you're talking about, yes, projections is one thing.

00:25:50.305 --> 00:25:52.414
You and I created a business model together.

00:25:52.414 --> 00:25:56.402
As gosh, what 20 year olds just making things up as best as we could.

00:25:56.402 --> 00:25:59.355
How much would chat GPT have helped us all the way back then?

00:25:59.355 --> 00:26:07.561
But what you're talking about is the reality, and what I'm hearing in the way you talk about these things is the reality isn't good or bad.

00:26:07.561 --> 00:26:08.986
The reality is the reality.

00:26:08.986 --> 00:26:14.007
And let's set you up for success knowing your current picture and knowing the projected picture.

00:26:14.007 --> 00:26:20.307
Talk to us about that approach, because most people probably have never done this and it is scary.

00:26:20.307 --> 00:26:24.409
And I know that you embed empathy into the way that you work with clients.

00:26:24.409 --> 00:26:29.105
How the heck do you navigate such a sensitive topic with people in an inviting way?

00:26:30.369 --> 00:26:31.192
That's a great question.

00:26:31.192 --> 00:26:32.457
I'm still working on that.

00:26:32.457 --> 00:26:33.842
I think that's a little part of my.

00:26:33.842 --> 00:26:37.082
You know my development into this world and into this role.

00:26:38.085 --> 00:26:44.586
But anytime you're talking about change, I think people generally are resistant to change, and you could.

00:26:44.866 --> 00:26:57.669
You know, with all the bells and whistles, the projections and the PowerPoints and the graphs and the charts, and it can show you unequivocally that if you make this decision, this is going to truly benefit the company for months and years to come.

00:26:57.669 --> 00:27:10.017
But trying to convince everyone to be on board and row into the same direction, sometimes it takes a little more than just throwing up some numbers onto the screen, you know.

00:27:10.017 --> 00:27:11.239
So I think it really is.

00:27:11.239 --> 00:27:22.124
I think it is all about communication and collaboration with those folks before decisions are made, because you cannot make decisions in a vacuum, and that's why I always say it's like I can give you something.

00:27:22.124 --> 00:27:25.242
It can make so much sense and it can say just buy less product.

00:27:26.496 --> 00:27:32.368
But you talk to someone who is working with the vendors or working with the customers and they're understanding the trends in the market.

00:27:32.368 --> 00:27:35.123
They might have a completely opposite decision.

00:27:35.123 --> 00:27:43.319
Well, neither of us is right or wrong, but I think there has to be some sort of happy medium, and whether that skews one way or the other is up for debate.

00:27:43.319 --> 00:27:46.540
But I think that's the point is, it has to be up for debate.

00:27:46.540 --> 00:27:52.503
It has to be something that at least I put out, I know, is like I'm not 100% married to it.

00:27:52.503 --> 00:27:56.481
I'm not 100% married to it, I'm barely 50% married to it, just like.

00:27:56.481 --> 00:27:56.844
Here's what it is.

00:27:56.844 --> 00:27:58.730
And let's talk about how we can react to what we're seeing in the numbers.

00:27:58.730 --> 00:28:13.244
And and again you do you deal with a lot of folks who are just like no, we cannot change it, this is how it's always been done, or the customer is going to react really poorly to that, and then every once in a while I get someone who's like you know what they might.

00:28:13.724 --> 00:28:17.990
They might gripe about it, but let's just kind of keep going and move forward.

00:28:17.990 --> 00:28:20.720
I think this is actually going to benefit us in the long run.

00:28:20.720 --> 00:28:35.868
And you, just you try and meet somewhere in that halfway mark and again, if you're collaborative and you're understanding, you know what truly the pain points of our, of that change, and you can just kind of work with that a little bit because you're not going to go in and you're not going to steamroll.

00:28:35.868 --> 00:28:36.718
I think you know.

00:28:36.718 --> 00:28:42.076
Maybe that is a little bit of what gives consultancy a bit of a bad name, you know.

00:28:42.135 --> 00:28:44.202
it's like oh, here comes someone coming in who's going to tell us what?

00:28:44.222 --> 00:28:44.443
to do.

00:28:44.443 --> 00:28:48.396
People are going to get laid off and all this no, it's like more of it is.

00:28:48.396 --> 00:29:02.632
Let me work with you to help you uncover some things, and how can we change things just based on you know some hidden insights that you might not have seen because you're not digging into hundreds of thousands of lines of detail every day.

00:29:02.632 --> 00:29:02.955
You know.

00:29:02.955 --> 00:29:04.161
No one has the bandwidth to do that.

00:29:04.161 --> 00:29:08.646
So that's how I certainly try to treat that.

00:29:08.646 --> 00:29:10.775
I'm really glad you mentioned empathy.

00:29:10.775 --> 00:29:13.900
I'm really glad you mentioned empathy Again.

00:29:13.900 --> 00:29:20.410
This is beyond finance and accounting and any specific expertise.

00:29:20.410 --> 00:29:26.118
This is just sitting down with someone or a group of people and just listening to them.

00:29:26.118 --> 00:29:27.019
I always feel like in any setting.

00:29:27.019 --> 00:29:41.890
I can be a bit wordy from time to time, but I do like to just spend time with people a lot of the beginning to just listening, just hearing what everyone has to say, because it can be you know come and all a lot of different places and um, but I I do love being able to just like all right, let's just boil that down.

00:29:42.171 --> 00:29:55.009
I'm hearing xyz, maybe let's focus on this, or what if we did this instead of this and that again going back to that personal element, that is, what I love the most and that's that was what has been afforded.

00:29:55.029 --> 00:29:56.493
um, you know very fortunate to be able to that personal element.

00:29:56.493 --> 00:29:58.499
That is what I love the most and that's that was what has been afforded.

00:29:58.499 --> 00:30:09.156
Um, you know very fortunate to be able to take an element of what I find I'm, you know, fairly good at, which is finance and running through models, but taking that to the next step on that personal side, and that's that's what I love most about what I'm doing.

00:30:09.825 --> 00:30:11.949
Yeah, chris, I love those insights.

00:30:11.949 --> 00:30:32.834
Here we are so comfortably talking about your clients and the people that you serve, but I will say that my favorite part of all of these conversations is transitioning it and talking to you not only as the subject matter expert that you are, but also as one of us, as a fellow entrepreneur, as a fellow business owner, and, for me, getting the chance to sit down with you here today.

00:30:32.834 --> 00:30:39.156
What I think is really cool is just thinking about it's what I teased at the top of the episode that you've not chosen the easy way.

00:30:39.156 --> 00:30:46.994
In most of your life, whether we go back to college and you were a student athlete, you balanced, you know, college sports with being a student and all of your course load.

00:30:47.436 --> 00:30:58.579
In your professional career, you've taken different opportunities, things that have given you new skills, and then here, at the beginning of your entrepreneurial journey, you're a dad, you're a husband, you're building a business.

00:30:58.579 --> 00:31:00.710
You are taking all of these things on, chris.

00:31:00.710 --> 00:31:07.195
So I want to ask you this is a newer question that I've started asking guests totally unprepared, so who knows which direction you take it?

00:31:07.195 --> 00:31:09.567
And that is what's something that's been working for you.

00:31:09.567 --> 00:31:17.362
You've been at this for a while now and you're growing your business Samson Financial, what's some of those things that, as a business owner, you've gone wow, this is what's working.

00:31:17.362 --> 00:31:19.165
I'm going to double down on this.

00:31:20.428 --> 00:31:28.974
Yeah, well, for starters, my daughter's sleeping through the night, so that is a huge plus that I'm just making me feel good about, you know, getting through the day.

00:31:28.994 --> 00:31:40.308
But as far as strictly business, you know, I think it's the moments that I'm able to step out of the financial modeling.

00:31:40.308 --> 00:32:07.376
And you know, I do have one client that needed a little bit of a ground up approach, of really again, it was like the ones and twos, the layups, and just getting some basic processes in place so we can look at things weekly, monthly, et cetera, build projections, and, as I mentioned, I found myself getting buried in the weeds, running reports and just constantly looking for trends and creating decks and all that.

00:32:07.376 --> 00:32:15.846
And recently I certainly challenged myself to all right, well, I'm really going to take myself out of that mode a little bit.

00:32:15.846 --> 00:32:19.054
And how else can I benefit this client?

00:32:19.054 --> 00:32:31.875
Um, by not just running reports and updating, um, you know, excel spreadsheets every every couple of weeks, and that that to me is is a little bit outside of my comfort zone.

00:32:31.875 --> 00:32:37.036
But again, is where I find the most fun and most value and it's like okay, where can we jump into the next thing?

00:32:37.036 --> 00:32:38.829
Where can we look towards?

00:32:39.230 --> 00:32:43.393
you know, let's jump into marketing, let's jump into our IT processes.

00:32:43.393 --> 00:32:47.769
You know it doesn't always have to be bucketed into that, you know, just a strict financial.

00:32:47.769 --> 00:32:59.153
And I think that is certainly one of the benefits of being a consultant and being involved in clients of a certain size, where they don't have a team of 10 who are managing the systems all day.

00:32:59.153 --> 00:33:05.932
You know, it's someone who just has a free moment in their afternoon to make a call or troubleshoot a problem.

00:33:05.932 --> 00:33:20.071
So I think it's taking on some of those elements and being able to say, all right, maybe this is a recurring problem, maybe we talk to a new provider, or maybe we talk to a local business we can partner with, and just some of those like, how do you, how do you take a step out?

00:33:20.413 --> 00:33:32.569
And that is something that you know, I've just, you know, within the last, you know, half year, a couple of months, is something that is, again, you know, really motivated me and what I'm doing for this specific client.

00:33:32.569 --> 00:33:44.097
But it's also helping me and say, all right, well, rip out, get jarred out of analysis, and you know, I think that is, I hope it's been a benefit to that client, but I think it has and I think it's.

00:33:44.097 --> 00:33:48.776
You know, it's something that I would, you know, like to focus in on as I work with other clients as well.

00:33:49.505 --> 00:33:50.866
Yeah, real life insights.

00:33:50.866 --> 00:33:56.075
This is the life of an entrepreneur, and I love hearing the fact that this is what you not only, chris.

00:33:56.075 --> 00:34:03.319
I think that I want to call this out publicly, because you not only do the things, but you openly embrace the fact that you're always learning.

00:34:03.319 --> 00:34:14.715
It's just such an attitude that I hear from you, going all the way back to when we were students and then here today as fellow entrepreneurs, is you're just like, yeah, I want to continue getting better at this and that's something that you're actively working on.

00:34:14.715 --> 00:34:19.572
So I really appreciate those insights and, chris, I always love asking this question at the end of episodes.

00:34:19.612 --> 00:34:24.253
And that is what's your best advice as someone who has gone through the transition?

00:34:24.253 --> 00:34:29.809
You are the very meaning of the title of this podcast, which is Wantrepreneur to Entrepreneur.

00:34:29.809 --> 00:34:33.655
What's your best advice for listeners at all different stages of their business journeys?

00:34:33.655 --> 00:34:44.849
Some of our listeners I know, those of you who reach out to me via email and tell me about your incredible seven, eight figure businesses, as well as all of you entrepreneurs who reach out, chris, with all those people in mind.

00:34:44.849 --> 00:34:46.514
What's your best piece of advice for them?

00:34:48.324 --> 00:34:56.559
Jump, because you know I'm still in the leap mode and I'm still hoping the parachute pulls.

00:34:56.559 --> 00:34:59.010
You know I'm still in.

00:34:59.592 --> 00:35:05.777
I truly don't feel technically like an entrepreneur, it feels even like you know, as I introduce yourself, you know it's like oh, I'm an entrepreneur.

00:35:07.612 --> 00:35:16.798
You know, maybe that's a little bit of imposter syndrome playing in, but you know, I think you're never going to be ready for that moment when you take that leap.

00:35:16.798 --> 00:35:19.932
And I know it's such a cliche to say just do it.

00:35:19.932 --> 00:35:27.875
You know it's ingrained in our brains, you know the Nike slogan there, but I think it's just so much simplicity in that statement.

00:35:27.875 --> 00:35:28.717
It's just do it.

00:35:28.717 --> 00:35:31.266
You know, you can.

00:35:31.266 --> 00:36:00.635
I spent a lot of time, you know, running through the SB&A courses of how to start your own small business and you know taking some online courses during COVID when that was, you know, free to everyone and taking getting certain certifications and reading up on books of folks who had gone into consulting business and starting their own businesses and I just felt like I was mired in, you know, a lot of research, research, research, research and, you know, sometimes I feel like that's great.

00:36:00.635 --> 00:36:03.614
Sometimes it really is just putting one foot in front of the other.

00:36:03.614 --> 00:36:05.030
So make the leap jump.

00:36:05.826 --> 00:36:13.652
And you know, it can be certainly a little scary, but, again, I don't think you'll ever truly be prepared because you won't find it in any books.

00:36:13.652 --> 00:36:15.376
When you know, you kind of just get.

00:36:15.376 --> 00:36:23.565
You get hit from the left side or hit from the right side with a certain problem and you got to react and you're not going to think like, hey, I read in this book of how to handle this moment.

00:36:23.565 --> 00:36:35.500
Um, maybe it's innate, but, uh, you know, I I still think you have the resources and the wherewithal and, um, you know to, to you know to make that leap.

00:36:35.500 --> 00:36:40.911
And I think that's important because you can just get stuck in those times and I feel like I had stuck for years.

00:36:41.605 --> 00:36:44.896
I would have liked to have started sooner, but I kind of said to myself not the right time.

00:36:44.896 --> 00:36:53.376
So I would encourage you to just do one thing and I don't know if we're running up on time, but it was a quick story.

00:36:53.376 --> 00:36:57.876
I was sitting, my wife was a 20-week ultrasound.

00:36:57.876 --> 00:37:00.994
I couldn't go in because I was on day 10 of COVID protocol.

00:37:00.994 --> 00:37:17.851
So I was sitting in my car and I decided I was like I'm just going to, I'm going to make one call, I'm going to call the president of the company who laid me off five years ago and I had a close enough relationship with them that I felt really comfortable, being able to text them whenever I wanted.

00:37:17.925 --> 00:37:22.411
It was just like a really nice guy, really personal guy, and I was like caring about family and stuff.

00:37:22.411 --> 00:37:31.014
And I sat there in the parking lot with my phone waiting to hit that button and it took me three or four minutes to even hit the call button.

00:37:31.014 --> 00:37:36.911
I couldn't believe how, like so much resistance, I was hitting in that moment of such a.

00:37:36.911 --> 00:37:42.913
This is a very easy, warm phone call, but it was the phone call that ultimately changed my life.

00:37:42.913 --> 00:37:45.588
He said hey, Chris, you know what I could use you right now.

00:37:45.588 --> 00:37:48.050
And I said timeout.

00:37:48.050 --> 00:37:55.023
Like you know, child on the way, I don't tell you in the baby books to quit your stable job right before the child comes.

00:37:55.023 --> 00:38:05.400
So, um, but I worked with him and he, you know he certainly had some assurances I could work there for a bit of time and that's what I ended up making the leap.

00:38:05.400 --> 00:38:09.672
It was just that one phone call and it took me how many years to make that phone call.

00:38:09.733 --> 00:38:13.711
And in that moment it took me so many anxious minutes to just hit the button.

00:38:13.711 --> 00:38:19.632
So that's something I always want to impart to people is just, you know, just jump, go for it.

00:38:20.795 --> 00:38:25.793
Chris, giving me the chills here at the end of today's episode with that advice hit the button.

00:38:25.793 --> 00:38:33.306
It's such simplistic advice but I think for all of us in our own ways, we've all had those hit the button moments that we've shied away from.

00:38:33.306 --> 00:38:39.559
But hearing you tell that story, I'm so glad that you added that story into the mix here today as your walk off Homer.

00:38:39.559 --> 00:38:46.853
Very nicely done, because that's the moment that we're all going to remember and I think that's such powerful advice that for sure is easier said than done.

00:38:46.853 --> 00:38:48.297
It's why I've always loved that.

00:38:48.297 --> 00:38:49.266
That very simple.

00:38:49.286 --> 00:38:54.077
I think it's a Brene Brown concept where she talked, or it's Mel Robbins, I think, where she talks.

00:38:54.077 --> 00:38:55.878
Or it's Mel Robbins, I think, where she talks about 10 seconds of bravery.

00:38:55.878 --> 00:39:07.989
Just if you want to do something, give yourself 10 seconds where you forget how scary it is, because once you hit the button, you step into that role, and it's something that we've all shown in our own lives and our own professional journeys.

00:39:07.989 --> 00:39:12.907
So wow, chris, I love that story, I love that takeaway and that advice for our listeners.

00:39:12.907 --> 00:39:20.733
I'm so appreciative of the way that you show up for yourself, for your business, for your clients and also for everyone who's tuning into today's episode.

00:39:20.733 --> 00:39:27.936
With that said, I know that this stuff's uncomfortable for people, so if anyone wants to continue the conversation with you, drop those links on us.

00:39:27.936 --> 00:39:30.186
Where can listeners find you on the web?

00:39:30.186 --> 00:39:31.588
Where should they go from here?

00:39:32.489 --> 00:39:34.110
Yeah, LinkedIn is the best way.

00:39:34.110 --> 00:39:37.572
Don't come to my website yet, so it's going to show like under construction.

00:39:38.333 --> 00:39:41.335
I'm glad we didn't talk about how woefully behind I am on business development.

00:39:41.416 --> 00:39:43.358
but reach out on LinkedIn.

00:39:43.358 --> 00:39:55.153
You know I will certainly respond and if you ever want to hop on a call and you know if I could be a benefit to you and a connection in the future, please, please, by all means, do reach out on LinkedIn.

00:39:55.213 --> 00:39:55.695
Chris Hort.

00:39:55.695 --> 00:39:57.260
Yes, listeners, you already know the drill.

00:39:57.260 --> 00:40:00.989
We're making it as easy as possible for you to find Chris personally.

00:40:00.989 --> 00:40:06.231
We're dropping his LinkedIn down below in the show notes, wherever it is that you're tuning into today's episode.

00:40:06.231 --> 00:40:11.951
So, chris, on behalf of myself and all the listeners worldwide, thanks so much for coming on the show today.

00:40:12.893 --> 00:40:14.115
Awesome, thank you so much, Brian.

00:40:14.135 --> 00:40:14.817
This was incredible.

00:40:15.056 --> 00:40:15.938
It was such a blast.

00:40:17.188 --> 00:40:25.815
Thank you hey, it's Brian here and thanks for tuning in to yet another episode of the Wantrepreneur to Entrepreneur podcast.

00:40:25.815 --> 00:40:27.744
If you haven't checked us out online, there's so much good stuff there.

00:40:27.744 --> 00:40:34.561
Check out the show's website and all the show notes that we talked about in today's episode at thewantrepreneurshowcom.

00:40:34.561 --> 00:40:37.009
And I just want to give a shout out to our amazing guests.

00:40:37.009 --> 00:40:45.777
There's a reason why we are ad free and have produced so many incredible episodes five days a week for you, and it's because our guests step up to the plate.

00:40:45.885 --> 00:40:47.849
These are not sponsored episodes.

00:40:47.849 --> 00:40:49.452
These are not infomercials.

00:40:49.452 --> 00:40:52.952
Our guests help us cover the costs of our productions.

00:40:52.952 --> 00:41:03.871
They so deeply believe in the power of getting their message out in front of you, awesome wantrepreneurs and entrepreneurs, that they contribute to help us make these productions possible.

00:41:03.871 --> 00:41:12.393
So thank you to not only today's guests, but all of our guests in general, and I just wanna invite you check out our website because you can send us a voicemail there.

00:41:12.393 --> 00:41:13.710
We also have live chat.

00:41:13.710 --> 00:41:17.570
If you wanna interact directly with me, go to thewantrepreneurshowcom.

00:41:17.570 --> 00:41:19.750
Initiate a live chat.

00:41:19.750 --> 00:41:29.152
It's for real me, and I'm excited because I'll see you, as always, every Monday, wednesday, friday, saturday and Sunday here on the Wantrepreneur to Entrepreneur podcast.