Episode Transcript
[00:00:00] Speaker A: I'm Dr. Dante Vaughn, business strategist, culture architect, guide to leaders who want more than status.
Leadership isn't just glossy headlines and perfect wins.
On Everyday Leaders Unfiltered, we bring you honest conversations about what happens behind the curtain. The real setbacks, the real pivots, real growth from culture shifts to personal mastery, from trust crises to team turnarounds. This is where leaders get raw, real and ready.
Because a leader who's unfiltered might just become unforgettable.
Welcome to Everyday leaders unfiltered. I'm Dr. Dante Vaughn. I'm very excited about our show today because we are pulling back the curtain on what it really takes to lead.
The pressures, the pivots, the cultural decisions, the trust gaps, all the moments that test whether leadership is only a title or practice. And today we're going into the area many leaders avoid. Until the pressure becomes impossible to ignore the numbers.
Financial clarity is essential in business. And we're not just talking about accounting. It affects confidence, culture, growth, compliance, risk, all the facets that impact how our businesses operate successfully. The way leaders make decisions when the stakes are high.
When a business owner doesn't understand the financial story, the implications of financial decisions in their business, they often lead to instinctual decision making.
But they're operating through hopes and fears instead of evidence, instead of practical application of understanding. So I'm excited to have our guest today, Ms. Divya Gill. A second generation certified public accountant, financial strategist and founder of the Gill Tax Group.
Divya has served as an author, accounting manager, controller for organizations generating over $1 billion in annual revenue. So today she's going to bring this enterprise level insight and understanding when we talk about our small and mid sized businesses, how we need stronger financial systems, clear decision making and how to foster sustainable growth. With that being said, Divya, welcome to Everyday Leaders, Leaders Unfiltered.
[00:02:55] Speaker B: Pleasure is mine. Thank you for having me.
[00:02:58] Speaker A: Thank you. Thank you. Now I, you know, as I shared before we started and, and you know, I like to have some open dialogue and there's so many things to unpack when we talk about insights into businesses, especially as it relates to financial management strategies. But I really want to start with the connection between your work and how you emerged as an enterprise leader in this space. And then we'll transition into how those experiences really inform how you guide organizations today. So I want to start with what first shaped the way you think about money, business and that connection to leadership.
[00:03:50] Speaker B: Sure. So growing up, I watched my parents build a business from the Ground up. As a second generation cpa, I saw that money was not just about the numbers. Like you said early on, it represented opportunity, security and the ability to create a better future for your family and your employees.
So later, working through multimillion and billion dollar organizations, I learned that the principles were actually the same regardless of the size of the organization.
Successful businesses understand their numbers, they make disciplined and informed decisions and they plan for long term growth and success.
That combination of family values and corporate experience shaped how I lead Gil Tax Group to today and indeed go about helping our clients.
My goal is not just preparing tax returns, it's about partnering and collaborating with the clients so that we can build businesses that create lasting wealth and freedom.
[00:04:55] Speaker A: No, I commend the connections you make in terms of what it means for true financial wealth and freedom.
I want to unpack that further because many business leaders and operators, especially in the small and mid sized business space, share an interest in establishing financial stability and wealth.
But freedom is another perspective by which I think many owner operators don't quite connect with. Can you unpack when you say financial freedom, what, what that means from your vantage point?
[00:05:39] Speaker B: For me, financial freedom, Dante, almost equates to.
Well, it. It starts from the clarity of the numbers. It starts from understanding that today what works for you and what does not work for you, freedom is derived from the knowledge that comes from understanding those numbers. When people walk into our offices, they trust us with the sum of the big, big, biggest decisions of their lives. And money is a big one indeed. We are not just handing, they're not just handing over the tax documents. They're trusting us with their businesses, retirements, families, employees, futures as well as dreams. So our job there is to give them that education, knowledge, empower them, which will then lead to that freedom. Because once they know where their business is going and the clarity they get from that, they will make those informed decisions and they will act clearly and they will take strategic actions when it comes to the right opportunities they're presented with that will lead to freedom one way or the other, be it financially, be it in terms of their independence when it comes to functioning, not being dependent on their cpa, but being able to leverage the information that the CPA provides.
[00:06:55] Speaker A: I love the connection to freedom and clarity, right? Because with clarity we have a sense of a new level of understanding and connecting the implications of our actions and our decision making. I love that connection.
Clarity equals freedom.
So I want to unpack this conversation around clarity because when leaders do don't have clarity around the numbers I'm curious from your experiences, how do you believe that shows up in their organizational culture, in their decision making, even down to the trust dynamics within an organization?
[00:07:39] Speaker B: You know, it's a very interesting phenomena is what I would call it because we have two sets of people or clients.
We have a set of clients who are very clear about what their decision should be, what their short term, long term plans are, what, where the numbers stand. Then we have the set of clients who are just lost. And they will come visit you once during tax season, scramble to get you everything at the last minute and then they are surprised with a huge tax bill. Their thing is, well, I made all this money, but I had all these expenses, I didn't have cash flow. So what does that make them? Reactive. Instead of making those smart strategic decisions that clarity of those numbers would bring, those leaders start making emotional ones. Their hiring gets delayed. As an example, the marketing could get cut.
Employees will sense that uncertainty will have a trickle down effect where employees will start leaving if they don't feel grounded enough in the leadership and the vision of that particular owner. The vendors start noticing that too because you might start slowing your payments and banks become hesitant to grant you the lines of credits and those loans that you are entitled to or were once entitled to. So those numbers that clarity we can talk, we are talking about referring to here. Tanze is going to create that confidence. When leaders understand their position, they communicate more clearly. They invest clearly into strategic investments. They will build that trust with their teams because decisions are based on facts and, and not on fears.
[00:09:13] Speaker A: I love that you're given so many morsels of insight as it relates to decision making and more importantly, proactive decision making. Oftentimes with clients we engage with, they remain in this reactionary state. And that has much to do with their understanding of the steps that are required to equip them to move with a sense of clarity, understanding and informed decision making. So when you speak to this. Oftentimes I think about the field and past experiences even for myself as an entrepreneur and business owner.
Oftentimes with such niche expertise in the area of financial management, wealth management, tax management, the industry and some providers perpetuate this sense of transaction.
Instead of strategic foresight and partnership in evaluating where are your opportunities. And I never forget the first time I shifted from a transactional CPA relationship to a strategist who became more of an advisor and really helped me just make decisions around restructuring my business to realize benefits operationally and from a tax and risk mitigation standpoint as well. That shift was fundamental. So when we come back, I want to unpack that further in the context of what's required for our listeners and viewers to help them make the shift from reactionary transactional accounting to proactive strategic decision making and understanding to realize what's going to be required for them to optimize or maximize their potential from a financial or wealth management standpoint. So I can't wait for us to unpack that further. Stay tuned.
Leadership isn't just glossy headlines and Perfect wins. I'm Dr. Dante Vaughn, business strategist, culture architect, guide to leaders who want more than status.
On Everyday Leaders Unfiltered, we bring you honest conversations about what's happening behind the curtain. Real setbacks, real pivots, real growth. From culture shifts to personal mastery, from trust crises to team turnarounds. This is where leaders get raw, real and ready.
Everyday Leaders Unfiltered premieres soon on NOW Media Television. Because a leader who's unfiltered might just become unforgettable.
Welcome back everyone to Everyday Leaders Unfiltered. I am with Ms. Divya Gill, CPA, Financial Strategist, Business advisor and founder of the Gilbert Tax Group. We already engaged in our first segment in recognizing the impact or implications for small and mid sized businesses when we don't have a proactive and clear outlook on our financial strategy. And what came from that discussion was this examination of what keeps us in this reactionary state, especially when it relates to our financial management and how do we make the transition to, to a more proactive and strategic outlook on our financial management and ultimately what impacts our business success in the long term. Ms. Divya, welcome back.
You know, thank you, thank you. Unpacking this further, what have you identified as some of the common factors that are impacting why business leaders, owners, operators find themselves in this reactionary state of financial management? Oh my goodness, I gotta file my quarterly returns or oh my goodness, it's the end of the year. Let me throw all these documents at your firm and help me.
What keeps us there? How do we get out of it?
[00:14:14] Speaker B: One of the biggest factors we see, Dante, is that people get caught up in the fact.
Get caught up with life.
Life happens. What I mean by that is as an example, a very successful entrepreneur. And this is a real life story. Oftentimes there are many entrepreneurs out there. They'll come to us and they'll go, well, I was supposed to update my QuickBooks, but then life happened. The business started growing and then we had a baby on personal end. And next Thing I could not get to the books. So I know I have made the money, but I don't have enough cash in the bank. But I do want to grow and expand.
Now where are you? You are in reactionary mode. You do not know what your short term issues are, which could be a liability. Your long term is you want to grow the firm. You have the vision, but you don't know if you can afford that. Hiring, the marketing, all those expenses that come with it and the working capital to sustain that infrastructure. So what matters is often times we find the owners in that pickle because they don't know what their bottom line is. They don't know what their profit and loss looks like. They do not know what their cash flow looks like. And that's where they're not able to make those decisions. And that makes them very reactionary. Because now what's going to happen? The next thing you're going to have a $30,000 liability out of nowhere, right as an example, or maybe 60,000 and you don't know how to pay it. You might have to get on a payment plan. You might think about cashing out your IRAs, but then that leads to another set of issues and a whole host of another problems with taxes.
So those are some of the reactionary behaviors, for lack of words we find that clients exhibit. You know, it's you cannot make decisions by looking in the rear view. You have to look forward. That's what I tell these clients.
[00:16:05] Speaker A: So do you. Have you found. So that makes complete sense to me. I've been in. I've been in the shoes of many of those business leaders and I've learned over the years the importance importance of maintaining understanding and visibility around the organization, my organization's financial performance and making the investments necessary to help me do that. The reality is I know a lot to be dangerous in the context of advising others in their financial management strategy from an operational lens or human capital or labor management lens. My wheelhouse. But when it comes to navigating my own organization, I have relied heavily on the insights, expertise and guidance of my financial managers, my accounting and firm and so on. I say all that to say the nuance that I mentioned around investment in the resources and practices to help us realize what you're speaking to, I think is essential.
What have you found in terms of organizations understanding, willingness, capacity to invest in your firm or similar firms so that they they can get ahead, so that they can mitigate falling behind and becoming reactionary or are people to do people tend to be Open or are they calling you when their hair is on fire?
[00:17:39] Speaker B: It's both. We see it both ways. A lot of people will come to. We see different kinds of behavior, right? The first typical kind is, hey, I am looking for somebody. I don't know what to do. I just started this business. Where do I start from? Now our goal is to work with you to put out the immediate fires and for those clients will help them build towards that advisory piece. Because then they start looking at what, what possibilities exist for them, how we are indeed able to make those changes, to legally save them the money and maximize on the strategies and put more money in their pocket. Right? Because ultimately we all work to make that extra buck and we want to provide for our families, we want to provide for the employees and everybody's well being. So.
So that's one set. They are stressed, they are reactionary to our first point, and then now they are ready and willing to work when we are able to show them what strateg strategies can do. Now there's that other set of clients who comes in who are very well informed, they are very proactive. Their numbers are always in shape, looking good. They know where they are on a weekly, monthly, quarterly basis. They follow that cadence to the T. Where they go, okay, I will understand and put in that effort and allocate that weekly monthly time to understand where I stand as an organization.
Now those are the people who, who are more receptive to the advisory piece because they have already realized through all our efforts collaborating with them, how they can benefit. And yes, their bar goes higher every year. Right. They're like, well, Divya, you saved me all this money and now I want to make sure I get even more benefits. Yes, we are going to look for every strategy out there. There are different problems at different revenue levels. So as you grow, it's a great problem, but now you have something more to solve.
So it just depends on their perspective, how do they view us? And once they see the value, we do not have to justify our price to them.
All of that just kind of bundles up together and we don't find the resistance there.
[00:19:52] Speaker A: That's spot on. So I want to unpack a couple things you said, because I want to ensure our viewers and listeners really understand the power and what you just shared.
I'm gonna go backwards. I'm gonna speak to what you just said and then work my way backwards.
When our clients and our prospects can connect the value that we bring in, solving problems for them, adding value, monetary or otherwise, our price no longer becomes a focal point or even a factor because what we brought to the table, what we've helped them realize, is exponentially greater than any fees that we would ever charge.
I think oftentimes as business owners, operators, you can find yourself losing sight of the actual value proposition and the bigger, bigger opportunities that are created by working with us and leaning heavily on that. Of course, what you're speaking to is also you're living up to your value proposition, you know, show improve.
So I love that emphasis because I think that's important in every industry vertical.
The other point that you raised as it relates to no matter where you are in your financial management life cycle, there's a difference between having input, knowledge, insights around where your business is at that phase of its life cycle. Sometimes operating by the seat of our pants, hyper focus so far in the future that we lose sight of the nuances of the day and we lose sight of the implications that are informing our decision making or, or we justify by moving with this sense of intuition, especially as it relates to the business.
You know, when we rely too heavily on intuition, when we actually need structure in our business, I believe it becomes a significant problem.
So in our next segment I want to unpack that further as we talk about this reliance on the very thing that we believe it led us to a certain point of our success.
At what point do we say now I'm at it's essential that I establish foundational systems and processes around my financial management of my organization and in my personal life as well. Because a lot of times as a small and mid sized organization where you still have its owner, operator led, those things start to converge and merge and get blurry at times or there's a comfortability and I got this that actually pushes an organization into a state of risk and instability. So I want to unpack that further in our next segment. How do we help organizations shift from that state to a state of. I recognize I do need the structure, the insights, the framework around how I manage my business, finances and and risk mitigation accordingly. More to come when we come back.
Leadership isn't just glossy headlines and Perfect wins. I'm Dr. Dante Vaughn, business strategist, culture architect, guide to leaders who want more than status. On everyday Leaders Unfiltered, we bring you honest conversations about what's happening behind the curtain. Real setbacks, real pivots, real growth. From culture shifts to personal mastery, from trust crises to team turnarounds. This is where leaders get raw, real and ready. Everyday leaders unfiltered premieres soon on now, media, television.
Because a leader who's unfiltered might just become unforgettable.
Welcome back to Everyday Leaders Unfiltered. We're having some great dialogue with Divya Gill, founder of the Gill Tax Group. We've been unpacking the implications of a sound financial management strategy and approach when you don't have it and when you have it, when you shift from reactionary to proactive decision making as it relates to your financial management. And the reality is we can't be avoidant of these conversations and we can't react to the implications after the fact because the cost associated with that, the risk associated with that. There's a lot that we have to navigate as business leaders and operators. With that being said, at the end of the last segment, we started to explore this notion that as operators we rely heavily on what got us to a certain point in terms of our general understanding. We're still trying to build cash flow.
We're more interested in our investment around business development. So we follow our intuitions. We're relying on the very basic fundamentals to get us to a point. But at some point relying on solely our intuitions without sound structure around our financial management functions within our business creates greater risk and for some leads to almost financial ruin. For others.
Warning signs are all over the place, but we don't even have visibility to those warning signs simply because we don't have the mechanisms in place. So Divya, I want to start there. How does it owner, operator shift from this intuition based kind of fundamental approach to recognizing, wait a minute, it's time to put structure, cadence, investment in my financial management approach for my business so that I don't encounter the risk that my business is facing.
[00:26:30] Speaker B: You know, to your point, you said ask yourself questions, right? So how does the person get there by asking these questions? There are a few questions that I would definitely encourage people to look at so that they know where they stand, makes sense and they are in a good position to move forward with whatever they're planning to do short term and long term with the business and their personal lives.
So first one, cash is king. I always tell people, look at your profit and loss, but don't always get hung up on the revenues, the top line, look at your cash flow, look at what exactly it is that you are able to sustain and where do you send, spend, stand for the next six to 12 months. Then I also encourage people to look ask the question about roi, the return on investment and how long is it taking them to Achieve it. Then there's one more question to ask is about what risks am I taking on? Do I have a contingency, a backup plan if something was to go wrong? To your original point that you talked about. And finally, how will this decision affect the taxes, the profitability and the long term business value that I am trying to achieve? So when the leaders start asking these questions consistently, they stop doing one thing, reacting. They don't want to react to growth. Intuition is great. I love it. Trust your gut, like everybody says. But at one point that intuition gets kept and you have to have numbers to support all the decisions you want to make. You want those data sets to exist where you know if you were to launch a certain product and the product is very receptible by the audience in the market. Yes, the success. Success. Just because your intuition tells you it's good doesn't mean it will equate to being good. So that's how you start building towards a more proactive organization which is not just bigger, stronger, but it's also more sustainable.
[00:28:29] Speaker A: That makes complete sense to me when, when I think of the shift, oftentimes it is met at a point of urgency or even emergency in the business.
And to expand on that because it's so reactionary when you start to peel back the onion.
There were, as my son's, in the background of our video, there were warning signs that if they had their head up and if there were some implications in knowing and when the flags were being waved, literally and figuratively, they could have done something sooner. So with that in mind, can you share just maybe the top three or so warning signs that business operators can lean on or at least start to attempt to put some structure around understanding so that they're not in this state of greater risk and for some even financial ruin if they don't react quickly enough? What are some of those signs?
[00:29:56] Speaker B: You know, you did raise some good points, Sanjay. And yes, oftentimes when they come to us, at times they're on time, but then it can be too late. So one of the biggest warning signs like this, after all, is strong revenue but declining cash flow. Business owners often think we're growing, everything is fine, but because you don't have higher cash every month, that's a red flag. Because then it goes right into my second point, which I would make as another warning sign is are you able to meet your payroll and your essential expenses?
Are you waiting till the last minute? If you are always scrambling, it's usually a sign that the cash flow is not being managed properly and proactively.
And then I also encourage people to make or pay attention to the profit margins. And here's why. You want to look at your margins, you want to look at your accounts receivable and you want to look at your debt. Those three elements, because these issues don't happen overnight, they build gradually. And these are some of those lagging indicators that will kick in. And if you are not monitoring how your AR is, how fast you're collecting, you're going to be cash poor again. So that becomes a bigger mess than you had earlier envisioned. Profit margins you might have, you might make a million dollars a year on one product line, but if your cost of making that leaves you with just 20,000 in gross profits, I don't know if that's the right business model. That's the time to evaluate. And you want to evaluate sooner than later, before the time is up. So the earlier recognize these warning signs, the more options you have to fix them. And if you want us with their CPAs like us who will partner with you, go through your financials, your profit and loss, your balance sheet, your cash flow, and go through these warning signs and partner with you to see what can be done ahead of time so that you can indeed circumvent some of these issues and be prepared and position yourself for growth and not the other way around.
[00:32:02] Speaker A: Yes, well said. So many great points for our listeners and viewers to hone in on.
When we think about this pursuit of growth and scale, it has to be met with appropriate timing and at a point where you are stable enough, your foundation is stable enough to sustain the greater weight that the business is preparing to bear with scale.
And when I think about it in that context, like you said, this hyper focus on business development equating to revenue or top line revenue, well, if my receivables don't align with the expenses necessary to be incurred across the business, that I'm going to find myself upside down or in the red even though the top of my revenue appears to be desirable right at the end of the day, like you said earlier, cash is king. So such a subtle but important implication or indicator of the health of a business. Where is my cash flow?
Another point you raise as it relates to exploring.
Oftentimes we could have a successful product or service that generates high levels of revenue. But when we unpack our cost of goods, when we unpack our operating expenses to drive that revenue, we recognize that our net profitability isn't desirable. When we could evaluate dispersing those resources from a CoG standpoint or from an operating spend standpoint and generate twice as much to our bottom line, which ultimately is where we want to realize our greatest growth. So some great morsels of consideration for our listeners. When we think about what are my signs, even down to how close am I cutting into for my payroll? Am I getting the flags that says do you have enough money in your account to cut your payroll? Like these are things that are, that are, that are necessary.
We normalize remaining in survival mode and in a whole different show, we can talk about the implications in our experiences that keep us in that survival mode that then translate into our financial decision making as an organization. That's its own show because that's born out of a lot of other experiences in our lives and trauma that then perpetuates decision making financially as business owners and operators. Another show, another topic. But nonetheless, I love the points that you raised in our final segment. I really want to shift to building strong, profitable and sustainable practices within the business.
You know, we have to really get after actionable things that our listeners and viewers can do tomorrow, the next day and the next day to start to make the shifts that we're speaking to, both in their thought process around financial management, their investment in strategists like yourself and partners in business, and so on. So more to come in our final segment. Stay tuned.
Leadership isn't just glossy headlines and Perfect wins. I'm Dr. Dante, business strategist, culture architect, guide to leaders who want more than status. On Everyday Leaders Unfiltered, we bring you honest conversations about what's happening behind the curtain, the real setbacks, real pivots, real growth from culture shifts to personal mastery, from trust crises to team turnarounds. This is where leaders get raw, real and ready. Every Everyday Leaders Unfiltered premiere soon on NOW Media Television. Because a leader who's unfiltered might just become unforgettable.
Welcome back to Everyday leaders unfiltered. I'm Dr. Dante Vaughn and we are wrapping up a phenomenal conversation with Divya Gill, CPA, financial strategist and founder of the Gill Tax Group.
Divya, thank you for all of the insights and morsels you've shared with us thus far. Now, before we get into some actionable steps that our viewers and listeners can take in making the mental shift, the psychological or behavioral shift required to be better financial managers and business leaders, I want to make sure that our viewers and listeners understand how to reach you, how to get in contact with your firm, how to start to unpack these conversations further. How do they reach you?
[00:37:29] Speaker B: Absolutely. Great question. Business owners can follow us through our work on our website giltaxgroup.com and across social media platforms like TikTok, Instagram, Facebook, YouTube and LinkedIn. There's. That's where we share ongoing education about tax strategy, entity structuring, proactive planning for growing businesses, both small and medium sized, and where you also get to see a team in action. We really try to make numbers fun and beyond social media. I regularly speak on podcasts and conferences, publish content focused on helping business owners protect what they have built so hard, working so hard, and make smarter financial decisions as they scale. The goal is always the same, to help business owners move from retroactive to strategic, strategic and proactive perspective. So there is, there is that sense of confidence and clarity because your business is our business and your success is our success. Indeed,
[00:38:29] Speaker A: this is our business, your success is our success. I love that mindset, especially in something so sensitive as financial security is to everyone.
Right. You know, I think it's important that we handle it with care. With that being said, as we talk about the practicality and all that has been discussed over the last several segments, I want to get after the reality of what's required for owner operators to make the shifts, behaviorally and mentally that are necessary so that they can become more proactive financial leaders in their business. But if you can, you share one or two or three essential steps that individuals need to take to start to make those shifts a reality.
[00:39:26] Speaker B: You know, there is no magic to this.
This is the word I tell people and I share with my clients, friends, family, every day. Intention.
Okay. Show me that you have the intention, the right thought pattern to grow and make a sustainable future. Build a sustainable future for yourself. Build a firm that can stand on its own. Kid can go through all the ups and downs that all businesses go through. It can, like you say, weather all the storms. But then at the end you are also able to leave that as part of exit planning and give it to generations. Give it, leave it for generations to come. That's the goal. What does that start with? Intent. Sustainable growth isn't about growing with speed. Hey, you have a finish line as fast as possible. It's about growing with the intention. I always, always tell business owners that bigger isn't always better. If your system's cash flow, profitability cannot support it to all the other things we have touched in segment three and prior segments to that. A financially healthy business has predictable cash flow. It has strong solid profit margins, it has return on your investments, it has manageable debt and enough reserves to go through unexpected changes. Could be 6 months worth of reserves or 12 months. Whatever your business permits and the model requires. The right sustainable business will invest in the people, the technology, the growth without putting the entire business at risk. So the goal is not just to beg like a bigger, better company and a brand that everybody sees. All of that is needed and is great. But what you need to build is stronger, more valuable and successful business that can thrive for years to come. So it's about getting that intention. Once you have that intention, then you have to move on to getting visibility to your numbers. When you're in survival mode, every decision feels urgent because now you're reacting instead of planning. Once you have accurate bookkeeping, monthly financial reporting, cash flow projections, you can then stop guesswork. From there you begun, you have now started or built your financial roadmap right with the intent. Now you want to understand your numbers. Now you're on this roadmap map where you can ask all these different questions, where should I invest? Which clients are more profitable than the other? So that's now you getting into the strategy mode and not just the number crunching and let's get to the finish line of tax preparation mode.
Strategy starts when you're no longer making decisions based on the fear and uncertainty. So now the proactiveness comes in. You are going to review your financials every month on that roadmap. You're going to monitor all the cash flow, you're going to plan ahead for taxes. So it's all that investment in the right advisor. That's where you're positioning yourself with the right cpa, with the right financial planner. Be an estate lawyer. I always call that winning duo. So that is what will help you build that roadmap we're trying to build you to.
[00:42:32] Speaker A: Awesome, awesome that that phenomenal kind of picture painted.
What I hear you say, you know, is all of what you just spoke to in terms of recognizing the need, pausing and establishing foundations that provide visibility and data so you can make informed decisions and putting the infrastructure, doing the due diligence and understanding your performance to the extent that it can start to guide more strategic decision making. All of those steps requires at its infancy, a state of humility, self reflection and discipline as it relates to financial management for your business.
The humility in recognizing that no matter how big my vision is, I have to align that vision with where I am infrastructurally and financially.
It's the humility and recognizing you don't know what you don't know and recognizing that you don't know everything as it relates to the financial management piece.
And your intuition can carry you, but can also be a hindrance if you are misguided in that intuition.
All of those shifts require a sense of humility and practice.
And then through that recognizing when it's time to say, I need to call an organization like the Gill Tax Group to equip me to make the decisions necessary to know where to put the infrastructural resources in place so that I can build longevity and sustainability in my business. Oftentimes we, we are hesitant to pull that lever as it relates to partnering with the strategists who know better and know well.
So I love what you shared in that the roadmap to success in all of this is feasible. It's plausible. It's the recognition and acknowledgement that there is a need and it's, there's the, the, the investment that's warranted and the discipline in practice that's going to get us there. So I'm so excited for all of the insights that Divya Gill has shared with us in the work that her practice is doing to help support small mid and large organizations. We need financial partners and strategists who are going to be in place now more than ever to equip us to thrive as an organization.
With that being said, thank you all for tuning in to Everyday Leaders Unfiltered again. Divya, one last time for our listeners and viewers. Where can they reach you? Where can they follow up and explore many of the principles and concepts you share with us today?
[00:45:51] Speaker B: Happy to share.
You could call us 866 GilTax G I L, L T A X and all. You could email us your CPA GilTaxGroup.com and feel free to hop onto our website, GilTax Group.com and we have links to our social media platforms like TikTok, Instagram, Facebook, YouTube and LinkedIn there as well, where we share ongoing education about tax strategies, tax planning, entity structuring and things on a daily basis that we prompt users and clients to think about.
Our goal is to make numbers fun. They tell you a story and our goal is to help you see what the story tells you and takes you.
[00:46:36] Speaker A: Thank you again. Thank you for tuning in everyone. I'm Dr. Dante Vaughn and this is Everyday Leaders Unfiltered.
