107: Building Financial Flow: Inside the WealthOps Run Cycle

(0:00) I bet when you made your millions, you thought everything was going to get easier. (0:04) But now you're drowning in spreadsheets. (0:07) You've got FOMO around all these investments, and you don't know who to listen to, (0:11) let alone when it comes to what do I have to do every day, (0:15) every week, every month to make this whole thing work.

(0:18) This is exactly where the run cycle of WealthOps comes into play. (0:22) Today, I'm going to break it down for you. (0:24) How do you actually get into flow with your wealth? (0:27) Let's dig in.

(0:29) Welcome to Managing Tech Millions, the podcast for tech professionals (0:33) navigating the journey from high earners to confident wealth managers. (0:38) Struggling with equity compensation decisions? (0:41) Are you curious about turning your portfolio into a thriving scalable business? (0:46) You're in the right place. (0:48) Master your millions, own your legacy.

(0:52) Join us each week as we uncover strategies, (0:54) share actionable insights, and help you take charge as CEO of your financial future. (1:00) My name is Christopher Nelson. (1:02) Welcome to Managing Tech Millions.

(1:04) I'm excited to have you back here this week as we're digging into the run cycle. (1:09) Now, we are in the foundation series. (1:12) If you want to go back a few episodes, you can find what are the five secrets, (1:17) the mindset secrets of the ultra wealthy, 30 million plus.

(1:21) You should dig into that. (1:22) Then there's what is a micro family office? (1:25) There's also what are the advantages of a micro family office? (1:29) You should understand that as well. (1:30) Then last week, we covered off on the architect and build because WealthOpps (1:35) is the proprietary system to execute and run a micro family office.

(1:41) And so I wanted now this week to talk about the run cycle, which is telling you (1:46) how do you get into flow with your finances and your business? (1:52) Now, you may be thinking right now, you're crazy. (1:55) That's nuts. (1:56) My finances, I feel like it's a heartburn and heart attack every time I get into it, (2:03) and I don't want to do it.

(2:05) And I would say that many people feel that way, especially the people that I've worked with, (2:09) because number one, they don't have a clear process to execute. (2:14) So when you go in there and there's so many unknowns, (2:18) we who work in tech and are making decisions every single week to move companies forward, (2:24) when you don't know your next step when it comes to your finances and you don't have clarity, (2:29) that creates decision fatigue. (2:32) You don't know what to do next.

(2:35) And this is something that WealthOpps, because it is systematized processes, (2:41) it always tells you what you need to do next. (2:43) And this is when then working in the WealthOpps collective, (2:47) where you have a group of peers that are doing it together, (2:49) everybody is working together towards the same goal with the same language, (2:54) with the same process, it makes it a lot easier. (2:57) So you can get into flow with your finances.

(3:00) You really can. (3:02) And so my story was after my first IPO, I was definitely a hobbyist. (3:08) I was trying to squeak out a little time here to do this.

(3:14) I was trying to take meetings with different tax planners and strategists (3:20) and figure out what was going on. (3:23) And ultimately, I got to a spot that I think many people do where I was frozen. (3:28) I wasn't really making a lot of moves because I wasn't clear who to trust.

(3:34) I wasn't clear what to do next. (3:35) And so when I started understanding how family offices work, (3:40) I went through that architect phase and build phase and I started constructing. (3:47) I started getting a blueprint and then constructing a business around my wealth.

(3:52) So then what I realized is that really managing it week over week, month over month, (3:59) if I actually prioritized the work that I was going to do, (4:04) and I actually made time for it and made it a first level, (4:08) then I would even schedule blocks of time in my calendar at work and be like, (4:13) okay, I'm offline at this time. (4:15) I started doing proactive blocking, so I'd have deep work blocks. (4:18) But some of those deep work blocks I would make for working in my family office (4:23) because that's critical to my personal health, (4:27) my mental health, and making sure that I'm showing up for work.

(4:30) In fact, I should dig in. (4:31) I know there was a study that was recently done that (4:33) people that have financial well-being are in a financially good place (4:38) and have confidence over where they are, perform better in the workplace (4:43) because they have less to worry about. (4:45) Architect and build helped tremendously.

(4:47) Now let's talk about the run phase. (4:49) The run phase, it's a cycle, right? (4:52) It's that infinite loop cycle. (4:54) And this is where for WealthOps, there's two sides of the cycle.

(4:58) There is the wealth management side where you plan. (5:04) So that is, again, you're reviewing your vision and your legacy. (5:07) You then are assessing where I am currently to my plan.

(5:11) So you're taking measurements. (5:12) Where am I? (5:13) Then you divest, meaning that you then look across your portfolio and say, (5:18) where do I need to sell positions? (5:20) Where am I looking to exit? (5:22) Maybe it's a natural exit. (5:23) But where's capital coming back into the portfolio? (5:27) And I look at divest, then I look at investing.

(5:30) That's really the wealth management cycle that's going on. (5:33) The other side is going to be your business operations (5:37) where you're monitoring your business processes, (5:40) just like a good CEO would. What is the health of my accounting? (5:46) What is the health of my estate planning? (5:49) What is the health of my insurance? (5:51) Like what are those things that are going on (5:53) that I need to make sure that I'm monitoring (5:55) in making any adjustments or investments of time? (5:58) Then there's the core operations. (6:00) And that's really what some of this flow I'm going to describe is that's you (6:05) making sure that you've got the meetings and the checkpoints on the calendar, (6:09) that you're moving all of your business forward.

(6:12) There's also learning. (6:13) So you continue to learn from the things you have, (6:16) keeping a log of what are the investments that you've learned from, (6:19) lessons learned from investments, good or bad. (6:22) And then optimize, right? (6:23) That's you working on your business.

(6:25) How do I continue to make this better? (6:27) And ultimately, the goal is, (6:29) how do you reduce the amount of time spent in business operations? (6:33) How do I increase the amount of time in wealth management or not, right? (6:37) And you want to increase the time there (6:38) because you either want to put it more on autopilot, (6:42) or you want to spend more time there (6:44) because maybe there's investments that are able to unlock some of your passions. (6:49) But that's truly the objective of it. (6:51) That is the cadence of WealthOps. (6:53) I want to talk a little bit about how you get into flow? (6:57) You know, I think the flow state is where something is happening seamlessly, (7:03) and there's not a lot of friction, but things are moving forward very well. (7:09) And you move into flow with WealthOps, with your finances, (7:15) when you know what you need to do next, (7:19) you have a clear definition of done, (7:22) and you understand if there's any type of... (7:25) You're clear on what are the next actually incremental steps that you need to take. (7:29) And then you also know where and how to manage any type of blockers, (7:33) anything that's sort of in your way.

(7:35) Those are the things that are going to get you into a flow state. (7:38) So when you think about getting into a flow state with your wealth in the run cycle, (7:43) it's really the cadence that is broken down into daily, weekly, monthly, and quarterly. (7:51) And daily, that is really as things as email comes in, (7:56) that's more of how do I either manage that through automation? (7:59) Hey, this email needs to go to this inbox so that I'm doing that on a weekly cadence.

(8:04) So you're pushing that to a weekly. (8:06) Or if there's something urgent, you understand what is urgent, (8:10) like anything in your business, like, oh, that's important and urgent. (8:13) I need to address it now.

(8:15) That may take time out of my day. (8:17) But ultimately, your daily cadence is really around (8:21) how do I make sure that I am setting everything up (8:24) so that weekly, I'm setting aside one hour or two hours (8:29) to be able to move forward on any of my business plan tasks. (8:34) Because when you're running a business, you have a business plan, (8:37) things you need to accomplish quarter to quarter.

(8:39) So I want to know what I need to move forward in my business plan? (8:43) Do I need to address any inbound communications? (8:46) I'm setting aside time weekly to move this forward. (8:50) Like any business, like many things in life, many projects, (8:54) if you make sure that you're allocating and you know what you need to do when, (8:59) you're proactively managing that. (9:00) So everything's not waiting till the last minute.

(9:03) You're reducing stress, you're reducing anxiety. (9:05) And so this is the same way that you execute managing a micro family office. (9:12) And so weekly, that again, is going to depend on (9:15) what are the types of tasks that you need to complete.

(9:17) I know for myself, weekly tasks can include making sure that I hit (9:24) if there's any sort of expenses that my accountants don't understand. (9:28) I'm highlighting those, making sure that again, (9:30) any type of email correspondence around my micro family office is taken care of. (9:35) And then it could be looking at new investment opportunities, (9:40) like reviewing PPMs, moving forward due diligence, (9:44) booking phone calls with other operators, those types of things.

(9:49) Those are all part of, again, a business plan and what I'm managing. (9:53) Monthly is usually where I try to allocate more time. (9:57) I am looking to allocate half a day or maybe a full day monthly (10:01) where I am doing full reviews of going through lists.

(10:06) And I make sure every month I'm seeing the investments (10:11) that are just in a great shape that I don't need to even worry about. (10:15) Where do I need to actually spend my time? (10:17) Where do I need to focus from an investment perspective? (10:20) Am I working through, am I closing out different investments? (10:25) Am I getting cash in the bank? (10:26) I'm also monthly where I really look at a lot of books. (10:30) So I'm closing the books for my micro family office.

(10:34) I'm closing the books for my family, (10:35) making sure all those books are closed and I'm reviewing the reports. (10:39) How do we do with our numbers? (10:41) How do we meet our different metrics? (10:43) For many of you who are listening, you're going to take a step, (10:48) you're going to take a pause right now and go, huh, so interesting. (10:51) I'm actually a senior director at a company (10:55) and that's sort of how I run my business.

(10:59) Yeah, that's what it is. (11:02) And the reality is, is the more you start mapping this (11:05) to what you actually do today, the more you're going to unlock (11:09) that if you are actually able to take this process (11:12) and get clear on what those steps and what you need to do every month are, (11:16) it gets easier and easier. (11:18) And then it's really quarterly where you want to do the deep dive.

(11:21) You know, and just like if you're doing quarterly reviews (11:25) in different aspects of your business, (11:27) do you want to do a two-day offsite with your wife? (11:31) Do you want to go get a hotel somewhere and not just have fun? (11:35) It is nice if you have kids to go get a hotel with your wife, (11:38) but I'm saying do some work too, right? (11:41) Or maybe it's to go down and get a WeWork conference room (11:44) and go through some stuff and work on it. (11:47) Because I'll tell you, when you start managing your business like a business (11:55) and you see your micro family office start to hit its goals (11:59) and exceed its goals, you get excited and you see the progress. (12:05) And I had somebody in a class recently who raised her hand and said, (12:09) well, hey, Christopher, like the market's going down.

(12:11) Like I'm not meeting my growth goal this quarter. (12:16) And I just didn't ask. (12:17) He said, well, is that the only goal that you have? (12:19) And his answer was, yes, that was the only goal that he had.

(12:23) That's the only way that he was looking through his portfolio. (12:26) And ultimately, that's not the only goal, right? (12:29) If the market's going down, maybe you need to be focusing on, (12:33) do I have the right tax strategy and tax structure? (12:35) Can I be taking home more dollars? (12:38) If the market's not doing well, is this the time where I need to be looking at (12:42) private equity investments, thinking about private credit, (12:45) where I'm able to actually get some interest in returns? (12:49) Because the stock market's going down, the credit market is doing well. (12:53) And again, this isn't financial advice.

(12:54) I'm not saying to go do this. (12:56) I'm giving you four instances. (12:57) Here are some things that you can do.

(12:58) But when you have a diverse portfolio that has different asset categories (13:02) and you have clear operations, you can then figure out (13:07) what are the things that you need to do to make your business better. (13:11) And you don't want your business to be dependent (13:14) just on a single metric of the market going up and down. (13:17) That's not running a business.

(13:19) That's again, that's managing a portfolio (13:22) that is tied to one particular asset class. (13:26) That again, if that's your only asset class, then yeah. (13:31) Anyway, I don't even know how to answer that.

(13:35) Here's an example that I want to talk about is, (13:37) I worked with a coaching client who was still in a very busy (13:42) product management role and said, (13:44) what I can commit to right now is for the next three months, (13:48) I'm going to commit to what I call a quarterly reset, (13:50) where I'm going to set aside significant time every quarter. (13:53) I'm going to work on my business. (13:56) And so what we did is we made sure that he had all of the templates and things lined up (14:00) so that he was able to go with clarity into those quarterly sessions (14:04) of what does he need to do to move his business plan forward, (14:07) to assess his portfolio.

(14:10) And I'll tell you that one of the things that happened is that (14:15) he quickly then all of a sudden started saying, (14:18) I now became more incented to spend a little bit more time monthly (14:22) planning for those quarterly meetings. (14:24) And the more that then I was getting the effective monthly, (14:28) I then would have some tasks and things weekly. (14:30) He figured out what worked for him.

(14:32) And he started with sort of the big blocks. (14:35) Let me sort of start anchoring myself in the quarter, (14:37) making those checkpoints non-negotiable and allocating time to execute them. (14:43) Then I think like many projects that we get involved with, (14:47) all of a sudden he started reverse engineering and saying, (14:49) well, I can make that more successful by doing incremental work monthly (14:53) or doing incremental work weekly.

(14:56) That's the way that he then got into flow with his finances. (14:59) The reality is all of this stuff works differently. (15:02) And I should have said how he got into flow with his business (15:05) because this isn't just about finances.

(15:07) It is a real business. (15:08) And we'll talk about that too shortly. (15:10) But this is where a quarterly reset is critical.

(15:15) So let's talk about, so that's you getting into flow with your business, right? (15:22) You are the CEO, you are managing this. (15:25) I do want to talk about how you get into flow with your team (15:29) because you are managing partners as well. (15:32) You work with the team every day at your day job, (15:35) whether you're an individual contributor working with managers (15:38) or whether you're the manager working with individual contributors, (15:41) you work with a team.

(15:42) And what helps teams be successful? (15:48) Well, at work, when we're working with teams, (15:52) making sure that we're clear on who's accountable for what deliverable, (15:57) who's accountable to do what is important. (16:00) And we're then setting expectations when somebody's going to get something done. (16:04) The other thing that's important is also creating (16:08) what are the checkpoints that we're going to take along the way.

(16:11) And this is no different than working with some of these vendors and partners. (16:17) I like to think of them more as partners than vendors (16:19) because I want to have deep and meaningful relationships with these people (16:24) and the services that they provide. (16:27) Is when you're creating those relationships if you're the CEO, they're the partners.

(16:33) So you want to drive this. (16:36) I see many people get it turned around and they expect, (16:39) I'm paying for the service, this person's going to drive that. (16:43) I think because of the fact that as I was a deliverer, (16:48) I led IT delivery at different organizations (16:52) and I would then bring in contracting organizations.

(16:55) I always wanted to make sure that they executed to my standards. (16:59) They were executing my definition of done and my vision. (17:02) I respected them for the work that they did and I partnered with them (17:06) because we could align on what that was. (17:08) I was open to feedback on doing things better, (17:11) but this is the same way that I engage with specialists as well (17:14) in my micro family offices. (17:16) I want to engage with people who know their specialty very well (17:20) and I want to just align on the definition of done (17:23) and I want to set the cadence and make sure that we're executing (17:27) and meeting the particular goals that we have. (17:30) And so this is something that you want to do, (17:33) whether you're working with a tax strategist, (17:35) whether it's an asset protection attorney, etc.

(17:39) How do you proactively get meetings and checkpoints on the calendar? (17:43) How do you get clear on who is doing what (17:45) and everybody is being accountable for delivering that? (17:49) And sometimes I know I may need to be called out. (17:51) I didn't meet my actual deliverable. (17:53) My partners did, great.

(17:56) I then need to go and do the ultimate work (17:58) because I want to make sure that I'm being accountable (18:01) for delivering my business. (18:02) This is part of the mindset of being the owner, (18:05) being the CEO. (18:07) I want to be accountable (18:07) because I also have confidence in myself (18:09) that I can drive the result that I want out of the business.

(18:13) So that's, I think the mindset is making sure (18:17) that you are driving the cadence (18:20) and this is where I look at depending on the vendor (18:23) to get into flow, right? (18:25) Monthly bookkeepers, like I'm closing my books. (18:28) I want to get my P&Ls, my balance sheets. (18:31) I want to get those monthly.

(18:32) I want to understand where my key metrics are monthly. (18:36) I think monthly is critical. (18:38) Tax strategists, quarterly.

(18:40) We have quarterly meetings. (18:42) I make sure that I also have, as I mentioned before, (18:44) a tool that I can put different things into. (18:47) If I need to communicate with them along the way, (18:50) I can provide them inputs as I go.

(18:54) And then annually is my estate planner (18:56) is I want to make sure there's a proactive meeting (18:58) so that if there's any changes to my estate plan (19:02) or things that we're thinking of, (19:04) that's something that can be done annually (19:06) because I don't want that to go stale. (19:09) I don't because that's part of succession planning (19:12) and that's critical. (19:13) It's also important that you understand (19:15) how do you measure their progress? (19:17) How do you think like a manager or a CEO of your business (19:21) so that you are getting clear on (19:24) if somebody is delivering very well, (19:28) maybe you could help their business (19:29) by giving them a referral, (19:30) helping them grow their business (19:32) because they've been great partners and providers, (19:34) or maybe it's sending them a nice gift at Christmas time.

(19:37) I think that's a nice thing to do is let them know, (19:40) I appreciate you because maybe they've saved you more money. (19:44) The tax strategist saved you more money (19:45) than you thought you would get, (19:47) or they exceeded your goal. (19:48) Like anything else, people appreciate (19:50) being appreciated and thought of.

(19:53) The flip side is if they're not meeting their goals, (19:56) then like anything else, (19:57) how do you then start talking about their performance (19:59) openly and honestly about what your expectations are? (20:03) And how do you then start having backups (20:06) and understanding who may I need to transition to? (20:08) What's my risk? (20:09) And thinking about rolling them off the team. (20:12) I shared with my tax strategist (20:15) that we had an amazing person for a number of years (20:19) and we're doing a phenomenal job. (20:20) They were just reaching retirement age (20:22) and we knew, okay, this person would continue (20:24) providing service until that day.

(20:26) We weren't sure when that day was, (20:28) so we wanted to de-risk it for ourselves. (20:30) And we went on a search to find a new firm. (20:33) And then we found the new firm.

(20:35) And then we went and had the hard but kind conversation (20:38) of you've been phenomenal, (20:40) but we wanna move to somebody who is gonna be with us (20:43) for the next 20 or 30 years (20:46) that they can get to know our children. (20:49) And they're part of the next phase (20:52) of our micro-family office. (20:54) Completely understood.

(20:55) This partner really got it and said, (20:57) yeah, that makes sense. (21:00) And in fact, I think it did them a favor (21:03) because then they didn't have to go (21:04) through that hard conversation themselves as well (21:06) because they were looking to downsize. (21:08) So this is what I talk, (21:10) when we're talking about being in the run phase (21:12) and being in flow, (21:15) that's what that looks and feels like.

(21:18) And this all is able to happen (21:20) because with WealthOps, (21:22) you're using systems and processes (21:25) that are out of the box. (21:26) So you don't have to think about what you need to do? (21:30) You just need to go through and do it (21:32) and find out what works for you, right? (21:35) So this is, here's a couple of tips, right? (21:39) Making multiple smaller moves (21:41) is better than waiting and doing that big one. (21:45) And we all know that.

(21:46) We've all done the night before the exam was exhausting. (21:51) Get into a rhythm and keep it. (21:54) And then being accountable to a partner.

(21:55) This is one of the reasons (21:57) that I started the WealthOps Collective (21:59) is so that people can actually be in a group (22:02) and be doing this together. (22:04) And there's mutual accountability (22:06) that's done in an encouraging way, right? (22:09) So that people can understand, (22:10) hey, where are you stuck? (22:11) What's going on? (22:12) And helping people stay accountable. (22:15) I think it also, (22:16) when you have an accountability partner, (22:17) I know for many of us who've done workouts or challenges, (22:21) when you have an accountability partner (22:23) that's meeting you there for the 5.30 AM run (22:25) so that you can prepare for the 10K, (22:28) it can be fun, right? (22:30) All of a sudden you've changed it (22:31) from this very challenging thing, (22:34) I'm up late in April, (22:36) I gotta get all my taxes done and all this (22:39) versus, oh, hey, I'm having a hour meeting on a Saturday, (22:44) going through some things, (22:45) meeting with some friends, (22:47) talking about this and moving through some things.

(22:49) And I feel great about running my business. (22:51) I mean, that's what my business is like now. (22:54) My business to me is, (22:56) I thoroughly enjoy this.

(22:57) It's a very enjoyable business. (22:59) It's not stressful. (23:00) I'm not waiting until the last minute.

(23:02) I feel like I'm ahead of the curve (23:04) on quite a few different things. (23:05) I'm constantly learning. (23:07) And that's what's out there for you too.

(23:09) And so one of the guys that I was working with, (23:12) he started just a 30 minute Friday morning ritual of, (23:16) okay, I'm just going to go (23:17) and work on a lot of the lower level tasks (23:22) that were going to set him up for a monthly review (23:24) and a quarterly review. (23:25) But he said, I'm just gonna start (23:26) with 30 minutes on Friday. (23:28) And this is where he was able to start (23:30) scanning for issues, (23:32) making sure that he was keeping up (23:33) and tracking a lot of his investments, (23:35) getting his accounting clean (23:37) and those types of things.

(23:38) And he said, within three months, (23:40) he was able to be very effective in that 30 minutes, (23:43) start pushing more things to sort of the, (23:46) the monthly longer sessions (23:48) because he was able to be so efficient. (23:50) He knew what he was doing. (23:52) And it's just, again, a reminder to all of us (23:54) that getting into a state of flow (23:56) is also the more we get into the reps, (24:00) the more we understand what we need to do, (24:03) the easier it becomes.

(24:05) This has physical applications (24:07) like in exercise or sports, (24:09) the more we get repetitions, (24:11) the more we do well. (24:12) And the same thing around our jobs (24:15) and our experience, (24:16) the more experience we have. (24:18) So this is, you know, again, (24:19) the run cycle helps you get into that flow.

(24:23) I think the one thing I wanna touch on is, (24:26) is there is a complimentary cycle to run, (24:29) which is the succession cycle. (24:31) And succession, right, (24:32) is really how do we start preparing (24:33) the next generation to take over this business? (24:38) And this is a subject that comes up a lot. (24:41) I mean, as we go through the WealthOps way classes, (24:43) as I talk to different, you know, (24:47) people that I'm coaching, (24:48) how do we prepare the next generation? (24:50) And this is a great one that I think that my wife, (24:53) Regine and I have really gotten into.

(24:56) And we call it just, you know, (24:58) I guess our, we always love to brand things. (25:00) We're both little branding nerds, (25:02) but we call it dinner table legacy. (25:04) Is how we just have some of these conversations (25:06) around the dinner table? (25:08) And because of the fact that we have values (25:12) associated with our dollars, (25:13) and we're clear on the jobs that they have, (25:16) without talking about money or investments, (25:20) like we can start communicating principles.

(25:24) And, you know, one of the things that, (25:25) you know, the kids will talk about is, (25:27) well, you know, what if I start this business? (25:30) Or what if I have this idea? (25:33) Like we wanna be able to talk to them about how, (25:36) for us, like, you know, funding, (25:39) like foundationally, you know, (25:41) some real solid businesses really important to us. (25:43) Like we see that as something that we want to invest in, (25:47) is we wanna invest in businesses (25:48) that are creating new ideas (25:51) that solve problems for people, (25:53) that maybe solve some of the world's biggest problems. (25:56) I think plastic, climate, et cetera, (25:58) or they create jobs, right? (26:00) That helps create opportunities for people.

(26:03) Like we love to be able to talk about, (26:06) you know, how do we fund creative ideas? (26:08) What do we think about this? (26:09) How do we talk about this? (26:10) And more often than not, we wanna just, (26:13) you know, continue the conversation, (26:15) speaking from a perspective that we are investors, (26:19) that we have a micro family office (26:22) and we look for, you know, people that create, (26:26) we look for people that contribute and create impact. (26:29) We love to invest in that. (26:31) We don't like to invest in raw consumption.

(26:34) Like if we're gonna give our money (26:37) to a nonprofit organization, (26:39) all they do is one guy is buying himself cars (26:44) and Ferraris and all these things. (26:45) We are not gonna do that (26:46) because that's raw consumption. (26:48) Like we're not getting any impact from our dollars.

(26:51) But this is, you know, (26:52) and so those are some different examples, (26:54) but ultimately it's once you start having a framework (26:57) that comes out of your architecture statements and values (27:00) and you understand what you wanna do, (27:02) how you invest, (27:03) you're talking about your micro family office (27:06) that you're running, (27:07) that you want them to be a part of, (27:08) you're inviting them into conversation. (27:11) And the more you have conversations, (27:13) the more you realize that they're curious (27:16) and they wanna learn (27:17) and that there's an opportunity (27:19) just to continue to have conversations (27:22) so that then that is seeding the opportunity for them (27:26) in the long term to become a part of your business. (27:28) I wanna just close with this.

(27:30) When you get into the run cycle (27:33) or the succession cycle of WealthOps, (27:36) the goal is for you to get into flow. (27:39) The goal is for you to be able to take (27:42) some off the shelf processes (27:45) that you can understand (27:46) that are very similar to things you do, (27:48) but give you clear direction (27:49) on what you need to do next (27:51) and getting into a cadence in a flow state (27:55) so that you're managing your wealth. (27:58) Because like anything else, (27:59) if you don't manage your wealth, (28:01) it will ultimately manage you.

(28:03) Meaning that it will become this unwieldy burden (28:07) that then takes time and inconvenient moments (28:11) that is not doing what you want it to do. (28:14) That becomes much more of a challenge (28:16) than you want it to. (28:17) Versus if you treat it as a business (28:19) and you invest in it and grow, (28:21) it will give you results faster (28:23) than you think it could.

(28:24) And it will ultimately then start executing (28:27) on your vision and mission (28:29) and become the business that you want it to be. (28:32) I think that's all I have to say this week (28:34) about the run cycle, right? (28:36) I mean, cause you know, (28:37) ultimately the goal here at Wealth Ops (28:40) is so that you can get your money working (28:42) just as hard as you do. (28:44) So then you don't have to work that hard.

(28:47) I know I got a lot of the gears turning, right? (28:49) I know that you're thinking a lot about this. (28:51) And if you are, (28:52) I would encourage you to check out. (28:54) We do run monthly master classes (28:56) that walk people through the architect phase.

(28:59) Now this isn't, you know, (29:01) the deep dive that we do (29:02) when you're in the Wealth Ops collective, (29:03) but it is a flavor of what that is. (29:07) And within those two days, (29:08) you get a draft of your investment thesis, (29:10) which is really valuable (29:12) because you can start getting a, (29:14) you can start having (29:15) some of these conversations dinner time (29:18) with your family. (29:19) Go to wealthops.live. (29:21) If you go there, (29:21) you can apply for our courses (29:24) and it takes two days, (29:25) but I think you're gonna learn a ton.

(29:27) And I know plenty of people have said that (29:29) it creates a lot of clarity for them. (29:32) It was easier than they ever imagined. (29:34) And that now they have an understanding (29:37) of what they want their wealth to do for them.

(29:39) So that's it for this week. (29:41) We'll see you next time.