S4E18 – Violetta Terpeluk – The 5 Pitfalls to avoid when selling a company

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Key Timecodes

• (00:56) – Show intro and background history
• (03:44) – Deeper into her background history and business model
• (09:10) – Understanding her business strategies
• (11:36) – Few examples of her approaches as financial advisor
• (14:42) – What are the biggest regrets of business owners after exit
• (20:48) – Her strategies as financial advisor for parents
• (25:12) – Deeper into her philosophy
• (28:05) – A key takeaway from the guest
• (27:51) – What is the worst advice she ever received
• (30:24) – What is the best advice she ever received
• (31:42) – Guest contacts

Transcription

[00:00:00.000] – Intro

Hey, this is Sean Tepper, the host of Payback Time, an approachable and transparent podcast in building businesses, increasing wealth, and achieving financial freedom. I’d like to bring on guests to hear authentic stories while giving you actionable takeaways you can use today. Let’s go.

[00:00:17.330] – Sean

A lot of business owners make the mistake of investing only in their business. Unfortunately, a lot of service business owners get to a certain age when they try to sell their business, and they can’t because nobody wants to buy it. Well, if you can’t sell your business and you don’t have any other investments, what do you do? Well, in this episode, my guest has been a financial adviser for over 20 years, and she really focuses on helping small business owners put plans in place that help business owners move their business in a position where it can sell. This episode is packed full of a lot of good information for those of you who are building a business and are thinking about selling it someday. Please welcome Violetta Terpeluk. Violetta, welcome to the show.

[00:00:58.950] – Violetta

Thanks for having me, Sean.

[00:01:00.650] – Sean

Why don’t you kick us off and tell us about your background?

[00:01:04.120] – Violetta

Yes. My story started when I was born in China and then both my parents were professors, very well educated with overseas background. When I was in elementary school, they decided to move from Maine and China to Hong Kong, where their credentials were not recognized by the British government. They were forced into starting the business. They started import export business. My dad was the business development person, my mom was the bookkeeper. Growing up, I was in the entrepreneurial environment, just listening to a lot of struggles and concerns and wins about employees, cash flow, the next piece of business. Then my dad became very ill and my mom and he had to stop working and my mom became his caregiver for eight years. In 2003, he passed away. Then I took my mom under my wings. At that point, the business was not sellable at all. Both of them stopped working and my mom didn’t have long-term care. Then, of course, they spent all the money on my dad’s long-term care. At that point, as I was growing up, I just vowed to myself, there’s got to be a better way to help people like my parents, who are entrepreneurs and business owners, to build wealth outside the business, to take care of themselves and take care of their loved ones.

[00:02:24.670] – Violetta

They paid for our education. We were debt free, but they didn’t have anything left for them. And then I graduated and I moved to the United States. I got my MBA in corporate strategy and then I worked with a management consultant with PricewaterhouseCoopers. It didn’t really fit my soul working for and with Fortune 100 companies. I really wanted to work with individuals, families and business owners who shared the value with me. So 2002, I started being a financial planner, wealth manager, and now it’s been 21 years in the industry. Our practice specialized in helping business owners build their wealth in the business and outside the business so eventually they can accomplish their life dream, which is financial independence and take care of their loved ones, leave a legacy, sometimes multigenerational wealth. We also specialize in retirement income strategies because when the entrepreneurs retire, we want to make sure that their wealth lasts their lifetime as well as next generations. We’re very passionate about what we do with business owners, entrepreneurs, and the retirees, multigenerational legacy planning.

[00:03:44.050] – Sean

Got it. You’re really a financial planner focused on serving small and mid-size. Do you serve mid-size business owners?

[00:03:51.300] – Violetta

Yes. It’s about $2.25 million. That’s our range. So it will be small to the lower end of mid-size business owners.

[00:04:00.080] – Sean

Two to five million. Is that it?

[00:04:02.700] – Violetta

Twenty-five. Two to 25 million.

[00:04:04.550] – Sean

Twenty-five million.

[00:04:05.910] – Violetta

Usually, that’s about the value of the business as well.

[00:04:09.660] – Sean

Got you. Yeah, makes sense. A lot of small business owners, especially service businesses, if you’re bringing in 25 million trying to sell the business, the acquisition value. We’ll get into that in a moment here, what you can sell a business for. I was doing a little homework about you, and you’re really good about exiting, about selling businesses, about that process. A lot of our conversation will be focused on that area. What are five pitfalls that business owners can avoid when planning an exit?

[00:04:41.480] – Violetta

Absolutely. If they don’t avoid this pitfall, sometimes the exit is just a dream and it may never be realized. The first pitfall that I see is business owners treat business exits as a one-time event and they feel like they can 100% control the event. They would say, I’m going to exit in five years, 10 years, 15 years. Therefore, right now, I don’t need to do anything. Versus we think that I’m a certified exit planning advisor, and then also I went through the value builder certification program as well, we believe that business exit is a process. Through this process, you want to extract the value from the business over time to build your personal wealth as well. That’s one pitfall. They think it’s an event. Second pitfall is that they only consider planned or voluntary exit. I also practice behavioral finance. There is this overconfidence and then the sense of control, the business owner thing that they can control everything in the business. It’s only planned. Well, I would say many of the exits are unplanned by what we call 5Ds, the death, disability, divorce, distress, or disagreement. Therefore, they need to prepare for the exit anytime because unplanned or involuntary exit, I call horizontal exit versus vertical exit, can happen any time.

[00:06:10.220] – Violetta

Therefore, you want to make sure that you have the personal wealth should you become ill? Should you go through divorce that you have some personal wealth to rely on? The third pitfall is they just procrastinate. They usually say, I’m going to kick the ball down the wheel first because it’s planned. I think I can control this. I’m not going to start planning until 1-2 years before that. However, in C-PA, Exaplan, we believe that exit strategy is good business strategy. When you have a mindset of always be prepared to exit, you will make good and even better business decisions. Therefore, we advocate asking yourself exit or grow every 90 days. Then the fourth pitfall is that business owners, entrepreneurs believe that business exit is purely a business decision. When we’re working with small to lower mid-size business, it’s never a pure business decision. Your personal wealth is tied up in the business, and many times the family members are also working in the business as well. Your health insurance attached to business, many owners will use business to pay for their personal vacation, all those meals and entertainment. It’s never a pure business decision. Therefore, you have to start with a personal financial life plan.

[00:07:37.400] – Violetta

You have to know why you’re in the business, how your business can serve you, and you have end goal from the business because your business is just one facet of your life. We have a mantra. Life first, business second. You have the life plan and then see how the business fit in because at one point you will not have the business, but I’m sure you will still have your life and have your family. What do you do to build the personal side of wealth when you no longer have the business to run the cash flow through, to reimburse your sofa all the car leases and all those things? Then the fifth pitfall is that business owners don’t have a good professional team. I would be amazed, you’d be amazed at how many businesses on the outside are very successful. But then when you ask them, Do you have a good tax advisor? Do you have a good legal advisor? Do you have a good investment insurance advisor? Do you have a financial planner? Many times they don’t because they are self-reliant. They think they can figure everything out. It’s the smart business owners would know who to outsource and rely on for advice, and we advocate that they should really put together a core team.

[00:08:53.000] – Violetta

Then when the transition happens, they may even need to bring in more professionals such as investment bankers or business brokers, process consultants to help them go through the transition. Those are the five pitfalls that I see. Got you.

[00:09:09.170] – Sean

I love it. Thanks for breaking this down and this framework. Let’s go back to, this is something I’ve never heard before, which is horizontal versus vertical is a planned exit. Is a planned exit, is that horizontal or vertical?

[00:09:22.280] – Violetta

Vertical. That means you walk out the door, which just can be sometimes bad because sometimes people, business owner, just I’m going to work until I die or before I die and then I walk out of door. Horizontal means that you’re ill or you’re dead maybe.

[00:09:37.540] – Sean

I get it. I’m so used to going vertical or going horizontal in business terms, like vertical, for example, the phrase, There’s riches and niches. You want to stay within your niche? Don’t deep right? Yeah, you’re right. Okay, so you’re referring to vertical, you’re upright, you’re walking. Yeah, horizontal. You’re on your deathbed.ouch. I.

[00:10:01.670] – Violetta

Can give you, Sean, I can give you some statistics. This is a little dated, but the Exemplar Institute right now is updating their state of the owners readiness study. This is a little dated data, but you can still get a glimpse of how ill-prepared business owners are. They said 50% of business owners are over the age of 55. Most of them will need to exit in the next 3-10 years. 76% plan to use the business as the primary source of retirement, which is a problem to begin with. Why didn’t you build your wealth outside? Why 76% rely on the business? But then yet 99% owners agree that having a transition strategy is important. However, only 20% have a plan in place. Even worse, only 6% have what we call a life-after plan, meaning who you are and what life you are going to live after you no longer have the business. Only 6%. You just see how ill-prepared a business owners are.

[00:11:06.190] – Sean

You said 6% are prepared.

[00:11:08.710] – Violetta

Yeah, even have a life plan. We call life after plan. Or we call the third act, meaning… You have the Before Business Act and then you have the owning the Business Act. What is a third act? Meaning when you no longer own the business, only 6% know how to live their life without the business.

[00:11:29.040] – Sean

Wow. It’s like 6%. Wow, that’s unbelievable. Here’s a question for you, and I’ll give a little context. I’ve talked to several business owners in my network through the years that have a service business, and they were in that exact mindset you described as they did not put any money in the stock market, nothing in real estate, no other investments, and it’s all in the business. The problem is they have a service business that is very difficult to sell. Let’s say somebody is at 55 years old, they want to retire at 60, 65, somewhere in there. What do you tell them in that situation?

[00:12:07.260] – Violetta

Well, yeah, absolutely. I would tell them to diversify. When you have a service business, like mine is like a service business too. You are the business. Let’s say they’re your CPA or you have a professional practice, whether you’re dentists or physicians, you are almost the business. I think number one is that you have to have a mindset shut to treat your business truly like a business, to build something. We have this process to actually convert your service into a process. It’s a repeatable process, systematized process, so that when the buyer comes in, they’re buying the process, so that they’re buying the system. Then when they come in, they can still run that business profitably. That’s number one. Number two is that you have to start building your team. You have to grow your leadership, your successor, so that you will no longer become the sole rainmaker, the service provider yourself. In fact, I would arguably say if you are the only one, it’s not a business. But more importantly, the third point is that you must start building your wealth outside the business just in case you didn’t bother or some people actually don’t like hiring people or they don’t like building a system.

[00:13:27.790] – Violetta

If you know you don’t, that the minute you die or you become ill, your business is going to vanish, then you really have the mindset to start extracting the value from your business, whether it’s from your cash flow, whether it’s building a retirement plan, to start investing outside your business. One day, either your business is sellable or not, let’s say that it’s not sellable, you still have already built the wealth outside that you can walk and say, You know what? I can retire and I can rely on what I have built outside my business, so I would no longer have to rely on the cash flow from my business. I can still have passive income here to live on.

[00:14:06.180] – Sean

Right. Yeah. And that’s what we talked a little bit about this offline is with Tykr, you can use it to invest in the stock market. We’re all about individual stocks here at Tykr, especially in wealth building mode. And then as you near retirement, we do say, hey, move towards ETFs, those bundled product stocks. You’re going to be a little more resilient to when the market goes down, won’t go down as far. So, yeah, I talk to people in my network to like, don’t just go all in on your service business or any business with that in mind. But yeah, try to diversify a little bit. I’m looking here at one of the biggest regrets that you’ve seen with business owners after they exit.

[00:14:51.390] – Violetta

Yeah. We’ve done the research again by Exemplar Institute that 75% of owners actually regret one year after they exit, only 5% were happy with proceed. There are multiple reasons, and I can summarize it into four.

[00:15:09.270] – Sean

Yeah, please do.

[00:15:10.710] – Violetta

The first reason is they don’t have a clear vision after exiting the business. Like I mentioned, Sean, before, only six % have a life-after plan. A lot of times when they exit to the business, whether horizontally, what I say, horizontally or vertically, they go like, Who am I now without the business? And how do I live my life? Because I never had hobbies or volunteer work outside. I don’t have any interest outside the business. I’m feeling very empty without the business. That’s number one, is that I didn’t have a very clear life vision. I would arguably say that in order for you to stay in the business and grow your business, you actually need that life vision because that’s your why. That’s the why for you to get in the business. Don’t forget about the beginner’s mind and keep reminding yourself this is the reason I’m in business to take care of myself, take care of my family to contribute to the community to make the world a better place. That’s number one, is not having a clear life plan. Second is that they were not aware of and did not fully evaluate all their options.

[00:16:22.710] – Violetta

Very often you tell the business owner, particularly service providers, they don’t think about exit. They just say, Okay, I’m just going to work until I die. Or if somebody comes along as my associate, I’ll train my associate and then maybe I’ll call myself. Maybe I would have some clients that they take care of, but they never thought about building a business that is sellable so that they can have multiple options. They could merge into another practice, into another business, for example, and they can grow their own successor. Yes, in fact, for some business, even service business, they can sell. They can group together, merge together and they can sell to private equity firm or they can sell to another service provider whose values are aligned with them. That’s another reason why people regret is that after the exit that they go, Wow, I could have sold my business this way and two X my proceed. But they never planned. The third reason business owners regret is they are too attached to the business. Earlier I mentioned financially, they’re very attached because they run their personal expenses through the business. You could become used to driving a company car, spending company’s money on vacation, even kids education, all those things.

[00:17:37.040] – Violetta

Second is they’re emotionally attached to the business. I actually have a client who is so attached after he sold his construction company. He went next door to his old company. He rented an office, and then he would keep the commute every day just next door to run his soccer team. That’s so attached, he was. He said, That’s my new business now, even though it’s nonprofit. Then the fourth regret is that the owner is unhappy how their employees or customers, clients, suppliers are treated by the new buyer if they even had a buyer. That’s related to lack of planning, lack of evaluating the options. So if you just wait until you’re ill and sick, you walk out the door, you really don’t have the option. Whoever would take over your practice or maybe your practice doesn’t even exist and your client will have to be distributed, I don’t know, to other service providers. And then the employees will have to be laid off, so they’re unhappy. So all these are related to cost by just lack of planning and lack of proactive mind.

[00:18:51.470] – Sean

Yeah, this goes back to those of you that are in business and been working in business a while. You know the phrase you should move from working in your business to working on your business. When you work on your business, that’s when you’re putting those systems, those processes in place, make it repeatable. That’s when you can create or you move to a position where you create something that is sellable. If you’re working in it, then people aren’t going to buy you. They can’t buy you. You’re human. They want to buy your business. You have to put those processes in place.

[00:19:24.730] – Violetta

Yeah. Then like you guys teach them how to invest in stocks or ETFs, by definition, if you invest in publicly listed stock, you are a passive owner, right? Just by that habit of investing in someone else’s business, you will start adopting that mindset of, Oh, I can invest in that. That is a business, but I don’t run it. Over time, you would have that mindset, Yeah, I could be a passive owner of something else that I’m not part of and I can still make money from it, right?

[00:19:57.810] – Sean

Yeah, that’s good. Let’s take a quick commercial break. Are you a beginner investor and want to increase your confidence with investing? Tykr, EDU is now live, which includes investing courses. The first course is titled Stock Investing for Beginners, which includes over 60 videos that take you through modules including Overcoming Myths, the difference between stocks, ETFs, index funds, and mutual funds, Investing versus Trading, the number one reason why stocks go up and down, knowing when to buy, knowing when to sell, increasing confidence, how to invest your first thousand dollars, and real life examples. It’s like looking over my shoulder to see how I buy and sell stocks. Simply go to edu. Tykr. Com, or go to Tykr. Com and click the courses link at the top of the page. Okay, back to the show. Here’s one. This relates to how to stay exited. You’ve probably seen this story more than me, but I’ve heard that these situations where you have a parent who is now handing off the business to a child, and it’s just this handshake agreement that the child, now let’s say they’re in their 30s or 40s, they get to run the business.

[00:21:11.510] – Sean

Well, so they thought, because the parent is now helicopter parent over the business, even though the handshake agreement was made in place that you were out of the business, I’m running the business now. How do you navigate those conversations? Because there’s so many emotions, so many feelings involved to get the parent to separate and let the child take over and run it.

[00:21:32.330] – Violetta

Yeah. I would actually take a step back to even question if your child is the appropriate successor to begin with. I think a lot of parents want to pass the business to their child. Number one, they think that they’re keeping the wealth inside the business. Again, it’s a lack of mentality or knowledge about, Hey, I can own something else. This is not my business. It can be run by someone else. And second, it relates to one of the regret is that they were not aware of their options and they didn’t fully evaluate their options. They just think, Oh, whoever is the most convenient successor, which is my child. Let’s say that you did the evaluation that you think that your child is appropriate person and then your child is actually interested and capable. Sometimes they’re being forced into that. They may not want this business. I don’t know if you see there is a movie. I think it’s What a wonderful life, or something like that, that the guy inherited this mortgage business from the family. He was a little bit resentful. How come my brother can go and do whatever I want and I have to be because I’m a bigger brother.

[00:22:43.560] – Violetta

Let’s say that you did that and your child is appropriate successor, it’s still that you have to formal. First of all, do you even know? I keep telling my client, if you’re passing the business to your child, number one, have you done your personal life plan to know that how much you need in order to stay retired? I said that you need a certain number, that it’s $5 million, $10 million. Have you saved that first outside the business? Okay. So that you can actually… If you have been understanding that passing this business to your child is a gift, unless you ask them to pay you overtime. If they pay you overtime, do you have a valuation? Otherwise, how are you going to retire without having the outside asset? Let’s say that you did build that over time and there is still the question about the emotional attachment. I have seen many parents, they would keep showing up. They just would not let go of the control. They can’t let go of the control and the EDN, the child said, Wow, am I the boss or not? Are you still the helicopter? Parents, am I the president or not?

[00:23:56.140] – Violetta

There is that dynamic. But I think all in all, it does relate to lack of plan. If you have saved enough money outside, you no longer have to rely on the business. I have assumed a lot of business owners say, I’m going to go on cruise, I’m going to go pursue my hobbies. I don’t need to show up here. Second, if you have already built a life after plan, you know you want to volunteer, you want to do other things, other hobbies, interests, then you no longer have to come back to the business. Then you have the valuation, you have a conversation with your child and say either you pay me or I’m gifting you of this business. There’s another issue about if you have multiple children, which one? How are you going to be fair with the other children who are not in the business? To the to the to my biggest advice is take a step back, evaluate all your options before you have chosen to even go down the path of passing down your business to your child.

[00:24:48.610] – Sean

That’s a good call that the parent really has to assess like, is my kid the right person to take on? That can be a tough conversation because maybe part of the child is like, Well, I want to… I can’t need you in the category. I need you all in. That’s where I would go if I was the parent. Have you ever run into this circumstance? Because I’ve heard a few people do this where they can’t sell their business, nobody wants to buy it, so they create a payout plan over years. I had somebody who was an accountant and he gave me this scenario. He’s like, I spent my entire life building up a company. It got to a million in revenue, and the most I could sell it for was one million dollars. He’s like, I spent my… That’s the most. So he’s like, instead of selling it or trying to sell it, he said, I went to from five days a week to two days a week, but still took a full-time salary over the agreement was over the next 10 years or so. And that way, he’s in it, but he gets his freedom where he can travel a little bit with his wife and play more golf.

[00:25:58.540] – Sean

Have you talked to your clients about that scenario?

[00:26:02.650] – Violetta

Yeah, it’s very common for service providers, whether it’s a CPA or dentist or physician or a attorney. They want to scale back, but then yet they want the business to provide. Again, it’s because lack of wealth outside the business. Let’s say that they have built the wealth, then why would they still want the business to provide cash flow? It’s just because they didn’t build the portfolio outside the business, so they’re still relying. That’s the number one problem to solve for. Have outside assets, so you don’t have to rely on them. Let’s say you didn’t build it and you have to rely on it. If I was a successor, I would question, Why am I paying you? I could run this business myself. Why am I paying you this? I see this allowed tension between a child and the parent. The child works really hard and then they have to pay the parent the salary because they have to rely on it because that’s their retirement. Yeah, I do see that a lot. Honestly, my advice I still go back to build your wealth outside, so you’re no longer relying on this. Second, build your business truly salvable so that you can have a value attached to the business.

[00:27:15.600] – Violetta

And then if your payout is part of the valuation, great, but let the seller and buyer agree on that value. Is it worth a million dollars? If a million dollars, I pay you 200,000 for five years and then end of five years, I’m done. But you have to agree on the valuation. There’s a science behind this valuation first.

[00:27:35.670] – Sean

I like that strategy a lot. Once you out, you built your wealth, go do your thing, go have fun. I’m driving the ship. I don’t want you start timing this.

[00:27:47.600] – Violetta

And then client retention too. If you keep showing up, showing up, and one day you disappear and then the client goes like, Okay, so who’s my new.

[00:27:56.100] – Sean

Cpa here?

[00:27:57.400] – Violetta

You have to really say, Hey, here’s your success, or you’re going to start working with the CPA now.

[00:28:04.120] – Sean

Yeah, that’s good. All right, I want to jump to the rapid-fire round here. But first, what is one really good key takeaway you can give our audience on their process right now of building their business and driving towards an exit at some point?

[00:28:21.880] – Violetta

Number one step is really having a life plan, personal. I am a strong believer. I’m Chinese. I’m a strong believer that everything starts with personal first. Personal first, family next, business next, and then the community. You have that rippling effect outside. Do you know what I call it? Inside out, right? Really look inside out. Reallylook inside yourself, What do I want for my life? Then you put the business in that context. When you look at the business first, you forget about the personal. I rarely see people feel fulfilled. They feel like they’re controlled by the business. That would my one piece is look at why you’re in business. What do you want as a human on earth? How to live the rest of your life being fulfilled?

[00:29:10.840] – Sean

That.

[00:29:11.610] – Violetta

First. Yeah.

[00:29:13.340] – Sean

Great advice. I love it. Thank you. All right, let’s jump to the rapid-fire round. This is the part of the episode where we get to find out who Vialetta really is. If you can, try to answer each question in 15 seconds or less. Are you ready?

[00:29:26.510] – Violetta

Mm-hmm.

[00:29:27.310] – Sean

All right. What is your favorite podcast?

[00:29:29.720] – Violetta

I’m a nerd in financial planning, so I do listen to Michael Kintz’s podcast. It’s all about financial planning, how to be a better financial planner.

[00:29:37.530] – Sean

Awesome. All right. What is a recent book you read and would recommend?

[00:29:41.560] – Violetta

Dan Sullivan’s Who Not Have. Yes. That ties into having a professional team, knowing what you can do, you cannot do, and delegate to someone else.

[00:29:49.960] – Sean

I am actually reading it as we speak. Great book. Here’s a fun one. This is a movie question. What’s your favorite movie or TV show or something you watched recently and would recommend?

[00:30:01.780] – Violetta

The.

[00:30:03.340] – Sean

Chosin’.

[00:30:03.960] – Violetta

They have their shooting season four right now. I just find that whether you read the Bible or not, there are just so many lessons you can learn from Jesus, how he conducts his life, how he teaches, the way he teaches is amazing.

[00:30:18.850] – Sean

Yeah, I heard it. It’s well rated. I haven’t watched it, but yeah, thanks for the heads up. All right, a few business-related questions. What is the worst advice you ever received?

[00:30:29.820] – Violetta

I think the worst advice for my business is just hiring, hiring, hiring. Whenever you have a problem, look for the next employee and expand, expand, expand. And to the point that your business becomes unprofitable because you just have too big a payroll.

[00:30:44.260] – Sean

Yes, great point. All right, flip that equation. What is the best advice you ever received?

[00:30:49.760] – Violetta

Best advice is shrink before you expand. You have to look inside and clear your systems and then make sure that it’s to run a really lean and mean. You could run lean and mean before you start expanding. Otherwise, you’re expanding your problems. Clean up your problem first.

[00:31:08.870] – Sean

I love that. Great advice. Thank you. All right, last question here is a time-messhing question. If you could go back in time to give your younger self advice, what age would you visit and what would you say?

[00:31:20.300] – Violetta

Absolutely find out my genius, my strengths, and be true to my strengths and weaknesses. Don’t focus on fixing my weakness. That actually tie to who, not how. It’s focused on my unique ability and expand on that because that’s how we can even magnify our contribution to the world by focusing on our unique gift and strengths.

[00:31:42.620] – Sean

Nice. All right. Where can the audience reach you?

[00:31:45.610] – Violetta

They can find me on LinkedIn. I’m probably the only via letter triple on LinkedIn. If I just try to write my name via letter turball, you will find my website as well. My e-mail is the same, Violetta Tripola, except in the middle there is s@ampf. Com. I would say LinkedIn is probably the.

[00:32:11.250] – Sean

Best way. Linkedin. Perfect. I see your website. Is it still Indigo Flow Financial Group.

[00:32:17.340] – Violetta

Yes. That’s it? All right, good work..

[00:32:20.740] – Sean

Got it. All right, so we’ll have the links all down below. But thank you so much for your time. I love this episode.

[00:32:26.950] – Violetta

Yeah, thank you, Sean. Thanks for having me.

[00:32:29.060] – Sean

All right, we’ll see you.

[00:32:30.560] – Violetta

Yeah, thank you. Hey, I’d.

[00:32:31.940] – Sean

Like to say thank you for checking out this podcast. I know there’s a lot of other podcasts out there you could be listening to, so thanks for spending some time with me. If you have a moment, please head over to Apple Podcast and leave a five-star review. The more reviews we get, especially five-star reviews, the higher this podcast will rank in Apple. So thanks for doing that. And remember, this show is for entertainment purposes only. If you heard any stocks mentioned on this podcast, please do not buy or sell those stocks based solely on what you hear. All right, thanks for your time. We’ll see you.