Data-based Decisions Drive Business Growth

Join the amazing conversation with guest Lynn Corazzi, we dive into the perplexities of sales and understanding business financials. Witness the enthusing conversation about the significance of understanding data analytics to grow your business, with perspectives from sales to financial analysis. Lynn shares his experience on how to better analyze your business through sales and marketing strategies that rely on numbers. Don't miss this exciting talk about using data-based decisions to drive your business growth!

Contact Lynn

Website - https://www.data2profit.net/

LinkedIN - https://www.linkedin.com/in/lynn-corazzi/

Phone - (920) 948-3355

 

Leighann Lovely: Welcome to another episode of Love Your Sales. I'm so excited because today I am joined by Lynn Corazzi. Lynn, owns his own business. He helps leaders fix, know, and grow their businesses by making their data work as hard as they do. With over 20 years of experience as a director and CFO in various industries, Lynn has a proven track record in increasing sales.

Margins and [00:02:00] efficiencies through data driven strategies and solutions. His mission is to have a lot of fun with you as you turn data into the most valuable asset. Outside of work, he also has fun with a brand new grandson, Lynn. Thank you so much for joining me

Lynn Corazzi: today.

I'm so excited to be here. And you know, part of it is you said the words that mean the most to me twice there and the word fun. Because we should have a lot more fun oftentimes than what we're having, particularly when it comes to understanding our numbers, it causes anxiety, and it causes stress and uncertainty and leads to, in the worst case, that whole nasty imposter syndrome that everybody goes through at some point in time.

So my job is to help you get more out of that, and working together we're going to have, because I can't do this in a serious way.

Leighann Lovely: And, and I, yes, money apps as a small business owner. That is absolutely [00:03:00] the number one thing. You know, I talk to clients every day about, Hey, let me take the stress out of the sales aspect of it.

Right. But when it comes to even in my own business, when I'm dealing with the numbers, when I'm dealing with trying to understand what those numbers mean. I, I, it's so far over my head and I, and I go to conferences about let's understand your numbers. And I'm writing all of this information down and I'm going, wait a second, I don't even know where to begin.

And, and they, and they talk constantly about, well, understand what's coming in, understand what's going out. And, and, and the more power or the more information or the more you understand this, the more powerful it is as a business owner. And I'm going, I don't know what I'm doing, man, because you know, if, if understanding it has power, then I have.

I'm, I have no power. I, I'm very

Lynn Corazzi: weak. Okay, the, the, the superpower [00:04:00] that you need to develop is, okay, you look at your numbers, that tells you what? Right. This is what happened. It, it, something causes numbers to be what they are. Right. But the second, what is what caused them? Okay. I see what they are. I need to understand what caused them because then you can get to the really fun start of what do I do about it?

Right. And that's the piece where people make that transition between accounting, which is accounting a ago, actuals finances helped me figure out why it happened. But F is the, for the future. It, which is where your fears, your fortune or your failures are, and we need to look ahead.

Leighann Lovely: And it makes so much sense because, and it's funny, cause I was just having a conversation with somebody yesterday about, you know, market trends and things like that.

And, and coming from the industry that I did in staffing, I was saying to them, I'm like, you know, it, my dad was in real estate and he used to call me and say, what's happening [00:05:00] right now in hiring trends in our, our. Our company slowing down our company speeding up because that was an indicator to him.

What was going to start happening in the real estate industry and really quickly after those two things happened, we would then see what was happening with, you know, the trends in the market, because there are indicators historically throughout, you know, And this is all studies throughout the world.

There's always indicators before we go into a recession, before we come out of a recession. And often I always saw that coming from, you know, a 10 year person who is HR sales in staffing. I always started to see a slowdown at certain indicators of what was going to happen in the market. And that is the same thing.

That, you know, I wanted to talk to you about today because there are indicators, I'm going to assume with numbers, [00:06:00] understanding your numbers, how you can turn that into

information then you can use to know what's happening. In your, in your business and specifically today in sales, right?

Lynn Corazzi: And you know, and, and if there was one line on there over, you know, you've got the out balance sheet, your income statement, this is the two of the big three financial statements. If I could only look at one thing every single day.

And just spend all my time on it, it would be sales because at the end of the day, sales is a, it's, it's relationships, right? It's relationships between these people that are selling for you. They're out there doing four different things, everything, every single day, they're talking to customers and prospects.

And those people are just going to make four different decisions every single day. It doesn't matter whether you're selling airplanes or [00:07:00] paperclips, four things you can do for four different decisions customers are going to make. And, uh, and, and, and every time you create an invoice and all those different line items on the invoice, and you've got your product tables, you have all this data around here, you can tease that out.

It's not easy. There's not a system in the world that I know of that can, that does it, but you can break sales down into how are you really growing? Because now we can take all that customer information and say, okay, what, how do I want to grow? Mm hmm. You say, I once talked to this guy. And Bob told me they were having a great year.

They were up 6%, but next year they needed to be up eight to 10%. Why is that? He says, well, we're going to, we're going to take on some debt to expand the warehouse. So great. What are you going to do differently? Cause we're going to sell more. Well, of course you're going to sell more if you're, if your sales are going to go up, but are you, are you going to hire a new sales rep?

Yeah, probably. I'll, I'll need to do that. [00:08:00] Okay. Are you going to hire the hunter? Or are you going to hire two to go out and get new business? You're going to hire a farmer because your retention isn't as good as it should be with your existing customers. Or do you have a chance to grow ancillary sales with a couple of inside sales reps?

I never thought about it like that before. Well, again, what are your objectives? And what are you trying to do? What, what four things do you want people to go out and do every day? Try to get customers. So it comes to wraps. Wraps is retain the customers. You have acquire new customers. The product penetration is the P that's selling different categories of products to, you know, to the same customers.

And then their same sales. If you can get someone who's buying 15 this year to buy 20 next year, you know, just in that relationship, like growing that business, those are the only four things you can do retain, acquire, produce, you know, product penetration and same sales. What are the customers deciding to do?

They're going to keep [00:09:00] buying with you as opposed to quitting. They're going to, you know, buy more and they're going to buy a greater variety or they're going to stop.

Leighann Lovely: So when you're working with somebody, you know, talking with somebody, you know, about this, is there, is there something specific that you're looking at in, in financials or it's, it's, if I'm using the wrong.

No, no, financials is the right term. Yes. What are you looking at and what indicators in that would, would help that person make the proper decision on what direction to go? Yeah, there's,

Lynn Corazzi: um, you hate to say it depends. But it really depends because every business is going to be different. But you think about your financial statements, they are the meal that's done.

You know, that's the plate that just came out to you and how you interpret that meal. And what goes into it reflects all the different ingredients that you put in. [00:10:00] So, and all those different ingredients is the data that you have available. So the first thing that I'm going to do working with you is just, first of all, you said it before, how are things trending?

Mm hmm. You know, are things trending up or down? And then when you can peel that back a layer, you know, like, okay, that's the first thing. A lot of people, unfortunately, they look at their income statements as, as a month, you know, as a month thing, or they're going to compare it to last year. Okay. So you're way up this year.

Is that because you're having a really great year this year or because last year just sucked? You know, it's one of the two. You have to go back and look and understand what was going on in both of those time periods. So what's going on with customers today? So you're I had a client who was up and he said like i'm up 15 this year great But we peeled it back a little bit and said, okay Let's look at all your customers because he knew the top 10 and everybody knows their top 10 customers, right?

Yeah, and the biggest one was up the most of all Okay, Paul, you realize that they now represent 70 percent of your [00:11:00] business, up from like 62. So 62 is bad, but now they're becoming a critical mass. So you've got, you've got the, you know, if they were to go away, you've got a huge business risk there. Right.

And oh, by the way, they're the ones who take margin from you because they take sale, you know, they take advertising dollars and they insist on this higher level of discount than you give to anybody else. So yes, you're growing with them, but you're growing less profitably. So we talked about the next, the next bunch, I said, well, what about the other 90 customers you have?

I said, did you notice that these two way down and like 60 and 80 were really, really growing? I didn't even know where, know where are them. So the first thing we're going to do is look at all the customers and then kind of slice the data that, you know, if it's available by, by different product categories.

How many different product categories do you have? You know, how many of those are up? So it's really beginning to dissect. What has actually happened to go back to you? We have the what sales are up. Why? [00:12:00] But then what do we want to do? And, you know, and when you think about cuts, you know, good companies are launching products all the time and we're going to launch this new product.

Well, who's going to sell the product? Cause the sales reps have to be trained on it. Right. Did you change anything in their incentive program to. Reward them for selling the new business, which is going to be harder than the existing business. Do you have trade partners that also need to be incented to grow this?

And, um, you know, so it's really is an analysis of what goes in it and knows we go beyond just dollars and cents. It's how many customers you have, how are they ranking, where are they, you know, do you realize that most of your sales were in the northeastern part of the state, but you know, in Madison, the second largest city, you know, sales are flat there.

So it's just doing that extra looking to help explain the, you know, you know, we had to what, you [00:13:00] know, the so what is how did this happen? So we can, then we can decide what's next. Does that make sense?

Leighann Lovely: Absolutely. And you know, when you said here's a client that holds 75 percent of you know, your business, that's even I know that that's wildly scary.

You know, that's one of the first things that as, you know, as a salesperson coming in, you never, you never,

I was always taught it is way better to have 10 small clients that build up than one massive client because that one massive client goes away.

Lynn Corazzi: Oh, I've, I've made that deci that mistake in my own business. You know, like, hey, because you know, hey, I got this really big client and now they, you know, okay.

When the gig came to an end, I had ignored a lot of the other ones. And, you know, that early business owners', owner's mistakes. [00:14:00] But I talked to another prospect at the time and he never came on, but, um, I think he got a little miff when, you know, he said, yes, I got this really big client that he won this bid for.

I said, that's great. You've now grown your business by 50 percent with one customer. What did you give away? How big of a discount did you have to have? Are you going to be able to serve the existing customers and what's going to happen when the contract's up in two years?

Leighann Lovely: Absolutely. And that's, and this goes back to something that has been drilled into me by, you know, a great mentor of mine early on in my career.

If they buy on price, they'll leave on price, meaning if you're giving them discount after discount after discount to bring them on board. and they are a very large client, they will leave you on price. So even if they are a number one, you know, client of yours, but you're continuing to offer them heavy discounts, you're right.

Your margins are going down. Your margins are going down. [00:15:00] They're a very large client that's putting an undue amount of risk on your business because now what say they even even if they're just 50 percent of your business, but they're at a much smaller margin, you're making less on them. Um, and they're, they're owning 50 percent of your business, well, not owning, but you know what I mean?

Yeah. Sure. They're, you know, paying for 50. That, that's a, that's a really large risk, huge risk and a lot, there are salespeople out there who just are farmers. Oh, okay. Now I've, I've met a certain threshold. They, they slow down.

Lynn Corazzi: Yeah. Oh, cause I'm comfortable living at, you know, with this much income and why am I going to bust my butt to make, you know, another 20 percent more, right?

It is amazing, but it happens.

Leighann Lovely: And um, And to your point, another thing that you brought up bringing on new product line. incentivizing those salespeople. How do you incentivize [00:16:00] those salespeople? Understanding your numbers so that you are offering an additional incentive to, here's a new product. Hey, this'll, you know, for the first Year, you'll get X amount for bringing this to market or, and that's not even something that I thought of and I'm living and breathing sales, but that is definitely an attractive thing for a sales.

Hey, I can get an additional two points above and beyond what I'm currently making. If I sell this or, you know, bring this to market quicker or whatever that might be, that's attractive. Yeah. Salespeople are money driven. Yeah, and

Lynn Corazzi: it's, and it's interesting because, you know, we can talk all day about what sales people do, but then the customers, I worked with another firm, they were a manufacturer's rep.

And that they would, they would quote all these different, all these different jobs, right. And, you know, for the building services industry. And, you know, we, we started, they had a new [00:17:00] ERP system, tracked all their quotes. So the switch sales reps did it. How did they move through the company? Where did they go to?

And then we took all that same information from the customer side. And then you can kind of like imagine this conversation with used to be, Hey, We appreciate your business. We do a million dollars with you. Thank you so much. Yeah, we'll be back again next year too. We love your business, but you realize we provided 400 quotes to you and we want about a hundred of them, but you have 17 people, you know, about three of those people accounted for almost 80 percent of them.

We love the fact that we're doing, getting a lot of business from those three, but what can we do different to bring those other 14 people on board? Right. And now you're, now you're, you're telling your customer about the behavior of their decision makers and you understand their business with you better [00:18:00] than, than, than probably they do.

Right. Cause it, again, it just allows a very different type of conversation for the president of one organization to have to go talk to the president of another organization. Interesting. So

Leighann Lovely: that was very cool. Okay. Okay. So the ERP system tracked. Uh, and let me make sure I follow this, the ERP, obviously, you know, ERP systems are meant to do that.

Every quote that went out. So the manufacturer's rep company was quoting their product. They had 14 reps, but only really three of them were mainly doing those quotes. They accounted for.

Lynn Corazzi: Sorry. I, I, I probably moved too quickly from one to the other. The, the, my, my client, the company, they were selling to, to these companies that were, that were building buildings.

Okay. Okay. And they had 17 decision makers of which [00:19:00] we were only getting the business from three of them. Oh, so, you know, so, so now the building services company who was building these buildings, you know, can go to and say, Hey, why did three of your people love our products? Right. But the other ones don't.

What can we do? Can we provide more training to them? Can we bring them in for a tour and, you know, so they, you know, or were they selling systems versus individual parts, but you can have a whole rich conversation built around data that's there. Right. And this is where making your data work as hard as you do, because every sales rep knows what they believe, but are they going to go in and very few of them I found actually go in and analyze their own business.

Leighann Lovely: Very few salespeople spend any time analyzing anything. Oh, cause, cause anything

Lynn Corazzi: they don't want to do, they want to get out and sell. They don't want to talk. They don't want to look at a computer all the time, but that's why geeks like me kind of. [00:20:00] Don't mind doing this kind of stuff.

Leighann Lovely: We know, I love geeks like you who could actually sit down and go, here's what the, here's what this means.

Like you, and I have a very robust, you know, CR CRM system that can literally say, here's how many quotes you wrote. Cause I do everything through it. I am for being a very high eye for being a very, you know. ADD person, I am also, I do have an analytical side, but I have to be in the mood for it. You know, and half of it ends up on my little sticky notes that I have literally all over my desk.

I mean, I, I have. Like 30 of them. And then when I'm finally like in that headspace, I can go, okay, now I'm ready to enter all of this information in I, I can now like do a real quick analysis. How many proposals did I write? How many of them were, you know, are in a pending state? How many blah, blah, blah. So I, [00:21:00] I am capable of getting, do I always know what it means?

Yes. That's,

Lynn Corazzi: that's the thing. Well, and then, and this is where, you know, anybody can hire a big data scientist to go do and do all this stuff. And the question is, you know, what is the real information relevant to that business versus a lot of very, very interesting trivia. And that's where the experience that I've had in working with this, uh, you know, really comes into.

Okay, yes, I learned financial analysis from Procter and Gamble, and I worked for 10 years with the Grande Cheese Company, both as a finance person, as a sales, you know, as a sales operations analyst for all practical purposes, and what we did there was we built a system over, it took a while, it was an integrated CRM system and data system built around some proprietary work processes, but we boiled sales and marketing strategies down to six to eight different numbers.

The same [00:22:00] six to eight numbers went into our own sales reps compensation system. It also were built into our distributor trade programs. So now you have the entire supply chain from the, from the company making the product to the people selling it down to the very last mile, all making money on the six, same six numbers.

And in, in a period of highest prices, we took our average growth rate from a point and a half to maybe 3 percent to over 7%. For three years straight. It's just the alignment around data and information that was easily accessible, perfectly clear. It was always current. And by gosh, we jumped through hoops to make sure that it was correct.

It was that four C's diamond quality data. Right. And everybody believed it.

Leighann Lovely: And that's, so, see, I, and, and I, I started, and here's just a background on me, I, I originally started going to school for, for, for accounting. And I realized I have a [00:23:00] disorder called mixed dominance disorder. It's a form of dyslexia.

So really quickly when I, my first accounting class ever, I realized, wow, I can't do this. I flip numbers around and I don't even know I do it. I do it. Every time they ask me for my husband's phone number somewhere, I actually have to show it to him and go, is this the number I gave you? Because there, even when I'm reading it sometimes, I will, I will flip numbers around.

I've given, I've given my address out to people incorrectly because I, when I'm, if I'm reading, it was when I first moved in, now I've memorized it, obviously. Um, but I flip numbers around. I write numbers in reverse sometimes. Um, it's like I said, it's a form of dyslexia that I, I know I have, I have to relearn my right and left every day.

Anyways, the point being, so I, I do have an analytical side and I remember, um, my, my cousin got this puzzle. It's, it was a puzzle, um, that can be put together [00:24:00] in, there were squares and it had heads and tails on it. And I remember I said, I bet you. I said to my family, I'm like, I bet you that I can sit down and solve that puzzle.

It had nine pieces. In less than 10 minutes and they're like, no, it says on here that it, you know, can take some people, you know, years to do that, you know, blah, blah. Some people can't even solve the puzzle. And I said, I bet you in a mathematical equation, I can sit down and solve that in 10 minutes. And what I did was I counted the number of heads and tails that were on this and it had colors and everything else and figured out which piece had to be the centerpiece.

Okay. Because each, there was only one that could be a centerpiece. And once you identify which one had to be the centerpiece, it made it really simple to put it together. And that was it. All I did was through a mathematical equation [00:25:00] of counting the number of heads and tails on each one of them, eliminating which one could not be the centerpiece.

I figured it out through, like I said, a mathematical equation and that right there, the point of this is that numbers and math. And when you, when I was in high school, they, Oh, you're going to use math one day. Now, I'm not saying that that was used for business, but it's one of the most powerful tools that people underutilize on a regular basis.

I do in my business all the time. But I remind my clients all the time, if you're taking a new product out to market, if you're a lot, especially as a small business, especially as launching a new business, it takes a minimum, a minimum, just as a new salesperson at a new company to get your name out there and for people to start recognizing your name, 12 to 16 [00:26:00] touches.

Email, social, phone call, you know, leaving a message, text message, if that's the type of communication that you use. For them to start recognizing your name enough for them to actually pick up the phone or respond to you in an email or feel comfortable enough to do that. So if you figure 12 to 16 touch points, that is a ridiculous amount of communication, but that's, it's a numbers game.

Lynn Corazzi: Yeah, people say that all the time. And, and the question is, which numbers are you going by? Which numbers are really driving your business? You know, you can get caught up on all these 30 different lines on your P& L, but if it really comes down to wages are the biggest item on your there, that's the one we've got to control.

Because it's, you know, how many, how many people do you have? Why do you have that many? What can you do to eliminate that? Or how do you have each one of them may be more productive. [00:27:00] And, you know, there's people that, uh, you know, you asked me, what would we do after looking at this, having the conversation around what really drives your business, how do we monitor and keep the pulse on, on what those key drivers are, and then once you start projecting out a forecast based on assumptions.

Data based assumptions, then you can say, okay, are we right in this? Or, if there is something fundamentally that says this is the absolute minimum amount of wages that we, that we need, okay, okay, and we can't, we can't reduce that anymore, then we have to either say, okay, how do we grow sales even faster, or what other stuff needs to go?

But at the end of the day, you cannot save your, you cannot save yourself into sustain profitability. You need to, you need to have the sales growth.

Leighann Lovely: Yeah. Well, and that's what I preach. Sales is the, you know, the, the lifeblood of any [00:28:00] organization. If you want to continue to either sustain your business or grow your business, because it's, it's what it is the driver.

Lynn Corazzi: Yes. But what would you say, Leanne? Congratulations, you made a million dollars this year. How do you feel about that?

Leighann Lovely: Well, what is my tax ramification

Lynn Corazzi: on that? Okay, simple question. How do you feel about making a million

Leighann Lovely: dollars? I would be thrilled if I made a million dollars in my business. But

Lynn Corazzi: what if you expected that year to make two?

Well, then I would be

Leighann Lovely: devastated.

Lynn Corazzi: Yeah. So the difference between those two emotions is what were your expectations? My God, if you thought, you know, if you thought 500, 000 was beyond the realm. Right. And you make a million. Oh my God, I am so freaking happy. Then it's like, okay, what did I get wrong? That I only made half.

I'd still be happy with a million and I'd love to pay the IRS. My minimum required tax is on million dollars. [00:29:00]

Leighann Lovely: Right. The minimum

Lynn Corazzi: required. Yes. That's a whole separate discussion about numbers and people who know how to use those numbers to save you numbers so that you could put more of them in your

Leighann Lovely: bank.

And I'm pretty sure, Lynn, you have discussions like this, um, all the time in, in, in different forums, correct? You do like, you do training and things on, you know, your numbers and that kind of stuff, correct? Yes. Yeah.

Lynn Corazzi: And like I just started a couple of weeks ago, brand new client and this, this woman's, they have two businesses, you know, two different locations and she wants to know when can she actually get quit her day job?

Can she ever quit her day job given all the, so we're looking at two different businesses. Projecting you know what what could be what could be the value of them over the next five years. We're looking at a couple other business that she's thinking about. And again, we're going to model those [00:30:00] things out again.

Okay, let's start with some some driven assumptions. And then if we take this and roll it all together into this is what income will be coming in from the businesses. Does it cover all the debt? All the personal household expenses plus generate enough savings for for the kids as they get older for them to start putting together the retirement fund.

So really, and she's asking all the same questions. What are these financial statements? Tell me. So we're going to go through what they tell you also tell you what they don't tell you because Yeah. I don't know anybody who can say my accountant told me I made 50, 000 this quarter, but I know it's not in my bank.

So where did it go?

Leighann Lovely: I'm pretty sure I'm supposed to have some money, but I'm, I'm not sure where, what, you know, I, I keep getting these letters from the IRS telling me that I owe them money. So I, you know, they, it just keeps going out [00:31:00] and. Um, just as a premise, was I supposed to do some type of analysis before I quit my day job to see if I was going to be successful?

I missed that part. I just kind of jumped into ownership.

Lynn Corazzi: So some of us just become accidental entrepreneurs, you know, and, uh, and it's, but, but at some point in time, yes, you have to say I'm working this hard. You know, what, which numbers are not working to come back to your point. If I'm only sending out two emails a day and I need 16 per person before they're going to, you know, 16 touches, I, I, do I really want to do this?

And let's face it, the vast majority of people that are working in their careers, they are working for somebody else. So it is the entrepreneurs who are putting everything on the line. But unfortunately, you know, okay, now get back into, you know, not just out of sales, but they do this without a bit financial business [00:32:00] partner who's biased by their side.

And they make the mistake of not, of not really acknowledging they have somebody doing their bookkeeping for them. They don't know what it means. They don't even know if it's right. They don't know if it's good, bad, or indifferent if they get their income statement five days after the end of the month or five weeks after the end of the month, because they don't even know what questions and what expectations to put on somebody.

So, so that when they get those financial statements, let's walk through them and talk about why did this all happen? Not just for the month, but what's happened over the past several months. Are we trending in the right direction with spending, with sales, in variable costs, in fixed costs? And don't give me just 40 lines on a P& L.

The thing I really, really, really, really dislike about QuickBooks, it puts all of your accounts in alphabetical order. But what if you have marketing, and then you have some printing costs, and then you have some other [00:33:00] sales types expenses, and you have a website? You know, you got to add up those fourth rings.

There's a ways to rearrange it, just put all those marketing and sales type expenses together on one line. Then if you want to understand that you have the detail that you can go digging back to, if you have a question about what happened in a particular month, then you can go back and see all the gory detail that rolled into that one number.

And, and again, it's just building that repetition of what do I need to be looking at? How often do I need to be looking at it? At what level do I need to be looking at it? Cause you can spend days looking at something or you can spend an hour looking at something. Let's start with the hour and see what we learn from there.

Then we learn to manage by exception.

Leighann Lovely: This is my rabbit hole. I open up my QuickBooks and I go, Oh no, Oh no. And then all of a sudden it's five hours later and I'm still going, Oh no, no, no, this makes no sense. That is truly [00:34:00] my rabbit hole. When I. When it comes to Haley and I need a quick analysis on what, how our position in the market as you know, a potential from a sales point of view.

what I do, you know, my, my role is as either doing an analysis on, you know, as a potential buyer so that I can give you, you know, you know, analysis on that. Um, all that kind of fun stuff. It, it, I can do that and have that done within an hour. Mm-Hmm, . But if you get me on the financial side, I'm, I'm, I'm in it for 10 hours and I'm still.

Trying to swim to the surface going what?

Lynn Corazzi: Yeah, well, before we were talking earlier about words from Andy Wines, and I remember him saying the presentation I heard him make recently was, okay, you spent all that time doing something. [00:35:00] Were you busy? Were you productive? And if you find yourself, a lot of times being busy with something like this, you're trying to figure it out.

So the question is, who can you talk to, to help you be a little more productive? And that's what, that's part of what I try to do. You know, because I'm not going to do the work for people entirely. Because I want them to understand and have familiarity. They need to recognize what those numbers represent.

What they, you know, again, what they tell them and what they don't tell them. And then what they can do with them. And that comes with practice over time. Only then should you really just begin farming it all out. Yeah. Because you have to have some knowledge about what they are, because think about someone else is doing your business, and, uh, well, yeah, if I put it here one month and there in another month, yeah, the tax guy will figure it out.

Well, you're not the tax person. There's a whole different approach in something from a tax perspective versus an accounting perspective versus a financial analysis perspective.

Leighann Lovely: Yeah. And so just to [00:36:00] kind of sum things up, it, it is wildly important for not only, not only for an independent or for a salesperson working at a company to understand what they're doing on a regular basis and understand their numbers of where they're putting their time.

Um, you know, and, and I preach this to, you know, people of where. Um, you know, what buckets are they putting their time in when it comes to an understanding the numbers, but for a business owner, um, wildly important for them to understand their numbers. So they know where to invest in their organization when it comes to whether or not they are investing in a full time salesperson, whether or not.

So Lynn, I. Um, so much appreciate you coming on today and talking with me about the importance of understanding, um, you know, the data so that you can accelerate your business, um, on the sales side, on the profit and growth side. [00:37:00] Um, if you want to reach out to Lynn, I'm going to give him a moment to let you know how to do that.

But before Lynn, you have your 30 seconds, um, shameless pitch to talk about your business. Um, and then, yeah, give us, um, how we could reach out to you if we're interested in your services. Yeah,

Lynn Corazzi: great. Thank you so much. Uh, this has been a lot of fun, but really helping you understand what happens in your business.

So for those of you who aren't sure that you have a good financial background, a good financial confidence, and that's really what I'm working on is financial confidence, helping you fix, know, and grow fix means let's look at your accounting, make sure that it's correct. know what it means, what it doesn't mean, know what other numbers you ought to bring into your business.

And that's K N O W, not N O, not just N O. Fix, know, and finally grow. And that's where we're actually teaching you how to make decisions, better fact based decisions, driven assumptions, you know, assumptions about how to actually grow your business. And then [00:38:00] finally, you know, after working with me for a little while, I'm very much interested in being a little shark tank, my, my own little shark tank.

I am willing to take positions. I'm helping you put my, I'm putting my money where your mouth is because I'm going to believe in you. So fix, no and grow businesses. It was what I want to do long term. I want to, I want to be helping you. It'd be a long term involved financial partner.

Leighann Lovely: That's amazing. And how, how does somebody reach out to you, Lynn?

Lynn Corazzi: Oh, I've got a website, www data, do data to profit.net. It's not.com.net and it's data the number two profit.net. Or you can reach me by phone (920) 948-3355 or L razzi@datatoprofit.net is my email address.

Leighann Lovely: Awesome. And we're going to have that in the show notes. So if you are interested in reaching out to Lynn, you can find that in the show notes.

Lynn, again, I really appreciate you, um, coming on and educating us on how important your numbers are.

Lynn Corazzi: Well, I hope along the way that you also thought that this wasn't [00:39:00] painless, you know, painful and that we actually did have a little bit of fun because that's my new year's resolution this year is to have more fun.

And, and if I can make this fun for people, then that's going to be part of my, you know, part of my value prop. I mean, we're, we're not going to be stressed out or all this, you know, we will, we will have conversations about them, but along the way, yes, there's going to be fun. We have to laugh about this because it is what we do.

Leighann Lovely: I, I always have fun when I have a conversation with you.

Lynn Corazzi: Thank you.

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