001

Table of Contents
 
Title Page
Copyright Page
Dedication
Acknowledgements
Foreword
PREFACE
 
CHAPTER 1 - WHAT’S THE PURPOSE OF YOUR BUSINESS?
 
WHAT DO YOU THINK IS THE PURPOSE OF YOUR BUSINESS?
SO WHAT IS THE PURPOSE OF YOUR BUSINESS?
THE FOUND MONEY SYSTEM CAN HELP
FIVE KEYS TO SUCCESS WITH THE FOUND MONEY SYSTEM
 
CHAPTER 2 - WHEN DOES YOUR BUSINESS MAKE MONEY?
 
A NASTY URBAN LEGEND
HOW DOESN’T YOUR BUSINESS MAKE MONEY?
HOW DOES YOUR BUSINESS MAKE MONEY?
TRIPLE OVERLAP—THE KEY TO A MONEYMAKING BUSINESS
WATCH OUT FOR THE DANGER ZONES
 
CHAPTER 3 - MAKING MONEY: NET PROFIT
 
NET PROFIT
WHAT IS NET PROFIT?
CONTROLLING THE PROCESS OF NET PROFIT
 
CHAPTER 4 - MAKING MONEY: RETURN ON INVESTMENT
 
BREAKING IT DOWN
EATING SOUP WITH A FORK
BACK TO SCHOOL
THE BUSINESS DEATH SPIRAL
THE DEATH SPIRAL IN ACTION
DEFEATING THE DEATH SPIRAL
 
CHAPTER 5 - MAKING MONEY: POSITIVE CASH FLOW
 
WHAT IS CASH FLOW?
WHAT CASH FLOW IS NOT
YOUR GROWTH LIMITER
 
CHAPTER 6 - ISYOUR BUSINESS MAKING YOU MONEY?
 
WHERE ARE YOU NOW?
IS YOUR BUSINESS MAKING MONEY?
 
CHAPTER 7 - WHICH PRODUCTS MAKE YOU MONEY? (And Which Ones Don’t?)
 
GROSS MARGIN—IT’S CRITICAL!
A SURPRISE FOR ME
THE UGLY DUCKLING OF A SUCCESSFUL BUSINESS
GROSS MARGIN—WHAT IS IT?
GROSS MARGIN VERSUS GROSS PROFIT
GROSS MARGIN ANALYSIS
PUTTING THE TRIPLE OVERLAP TOGETHER
 
CHAPTER 8 - GROSS MARGIN MATH
 
CALCULATING GROSS MARGIN
 
CHAPTER 9 - WHICH CUSTOMERS MAKE YOU MONEY? (And Which Ones Don’t?)
 
MONEYMAKING CUSTOMERS
CUSTOMER GROSS PROFIT
CUSTOMER ROI
CUSTOMER CASH FLOW
CCM’S COOL, BUT CAN IT MAKE YOU MONEY?
 
CHAPTER 10 - YOUR CUSTOMER PROFITABILITY MAP
 
YOUR VERY OWN DRAWBRIDGE
YOUR CUSTOMER PROFITABILITY MAP
RESONANCE SCORE
BACK TO THE CUSTOMER PROFITABILITY PLOT
GUARD YOUR DRAWBRIDGE
CUSTOMER PROFITABILITY MAP TACTICS AND ACTIONS
CREATING YOUR OWN CUSTOMER PROFITABILITY MAP
ANALYZING YOUR CUSTOMER PROFITABILITY MAP
ROLL UP YOUR SLEEVES
 
CHAPTER 11 - FOUND MONEY MATH (It’s Fun—Really)
 
RUSSIAN ROULETTE FOR YOUR BUSINESS
THE GROSS PROFIT FORMULA, REVISITED
THE FOUND MONEY GROSS PROFIT FORMULA IN ACTION
THE WIZARD OF (PROFIT) OZ
IT’S ALL ABOUT LEVERAGE
COST/VOLUME/PROFIT ANALYSIS
CVPA AS YOUR BUSINESS ROADMAP
GETTING THERE FROM HERE
 
CHAPTER 12 - YOUR PRICING BOOTCAMP
 
SOME THOUGHT-PROVOKING QUESTIONS
YOUR FOUND MONEY REPLACEMENT FACTOR
STEP TOWARD YOUR FEAR OF PRICING
YOUR FOUND MONEY PRICE CUT FACTOR
PRICE DOESN’T REALLY MATTER AT ALL!
YOUR PRICE STRATEGY
 
CHAPTER 13 - THE END OF THE LINE . . . AND JUST THE BEGINNING
 
ABOUT THE AUTHOR
INDEX

001

To Sherri, Julia, Lauryn, Graeme, and Carter.
You are the five best things in life,
and give me strength, motivation, and humor.
I love you all very much.

ACKNOWLEDGMENTS
I would like to express my sincere and deep appreciation to the many people who have contributed, each in their unique way, to the realization of my vision for helping business owners throughout the world.
To my wife, Sherri, for being such a great and supportive friend, partner, and mother to our children. You make it possible for me to work, travel, create, and build my vision of transforming the lives of business owners throughout the world.
To my children, Julia, Lauryn, Graeme, and Carter. You four are proof that angels really do exist here on earth. I have a bottomless well of love and admiration for each of you in my heart.
To Mom, Dad, and Max. Thank you for your love, encouragement and support in all my dreams and all I’ve aspired to accomplish over the years.
To Michael Gerber. You are an amazing person with powerful insights into the world of business. And as a friend and mentor, you are absolutely wonderful to know.
Thank you all.

FOREWORD
I am a reader of books. I am also an author of books. Over the last month, I have read more than 25 books. Over the past 25 years I have written 9 books. Like you, I suppose, I read—and I write—to be inspired, to be caught up in new worlds, to have my imagination piqued, to listen to the sound of words. But, most of all, I read and I write to be entranced by an incredibly well told story. I am infatuated with a great, original spin on an old story.
This book, Found Money, is just that: a great, original spin on an old story.
In this case, the old story is the story of money.
According to Steve Wilkinghoff, money is not the root of all evil; it’s our lack of understanding of money that is.
As entrepreneurs and business owners, you and I are faced every day with the story of money as it plays its way in and out of our businesses and our lives.
As entrepreneurs and business owners, you and I have faced the dreaded meeting with our financial advisors, accountants, CPAs, CFOs, and, of course, with our husbands and wives.
Always, we are asked those dreaded questions: How did this happen? Why didn’t we make any money? Why did sales not go up—or, even worse, why did sales go down?
And, most of all, where is the money when you need it?
In Found Money, Steve Wilkinghoff will tell you an old story in an original, compelling, and amazingly important way. He’ll tell you that your CPA isn’t your greatest friend, your Capital Advisor® is.
What is a Capital Advisor®?
According to Steve Wilkinghoff, a Capital Advisor® is a professional who has mastered the art and science of finding money in your company, long before you ever need it, and showing you why and how you can design your company in such a way as to create found money everywhere you look: in the Sales Department, in the Marketing Department, in the Production Division, in the Inventory Control System.
In short, Steve Wilkinghoff is the supreme Capital Advisor® for your business and your life.
He will show you in the pages of this book how to think about money in a way you never have before.
He will demonstrate to you in this book that the story of money is a magical story, one loaded with promise, one that always can have a happy ending . . . if you approach it the way your Capital Advisor® shows you to. If you are determined to do more than add up the results at the end of the story, design those results at the beginning of the story, where every great company lives.
Enjoy this book.
Adopt its principles.
But, most of all, listen to Steve Wilkinghoff, one of the most important storytellers you have ever had the privilege to meet.
I did. And my life has never been the same since.
 
—MICHAEL E. GERBER
Author of The E-Myth Revisited,
Awakening the Entrepreneur Within,
and Founder and CEO of The
Entrepreneur Capital Corporation

PREFACE
Have you ever seen a small child trying to “walk” a large dog? Of course you have—we’ve all seen that familiar scene at least once before. A small child (heck, sometimes even a small adult) holds on to a leash with all his or her strength, teeth clenched and neck muscles popping from the exertion of trying to control the animal. The child tries to lead the dog in whatever direction he or she wants it to go, and the dog goes along with the child—as long as it wants to.
But the large dog is definitely the one who’s really in control. That becomes obvious the second that dog picks up a scent, sees something it wants to explore, wants to go faster, or wants to go slower (yeah, right). Then it goes off in the direction it wants to go, and the small child is taken along with the dog.
It’s those moments where it becomes obvious that the dog is really the one in control. Up until that point, the child might have felt that he or she was in control, but that was just an illusion that continued as long as the dog went along with the child. When the dog shows who’s really in control, though, the child more or less goes along for the ride. The child holds on, hoping the dog will eventually get to where the child wants it to go.
Sadly, an awful lot of business owners have that exact same relationship with their business. They have the illusion that they are in control and their business is going where they want it to go. However, that control is an illusion. When the business demonstrates that it is the one in control, the owner is pulled along wherever the business goes. The owner holds on, teeth clenched, and hopes that eventually they will get wherever it is they hope to end up—safely, with at least some dignity, and not totally wiped out.
The relationship between many business owners and their businesses became very apparent when a tougher economic environment reared its head. Suddenly, confident, successful business owners who thought they had things under control realized they weren’t really in control at all.
But the great news is that the business owner doesn’t have to be yanked along by events. No matter how your business environment changes, the fundamentals remain unchanged. A business still must do three things (at the same time) to make any money for its owner. Products and services must each meet three criteria (at the same time) to make money for the business and the owner. And customers must each meet three criteria (at the same time) to make money for the business and its owner.
Knowing those things gives the business owners real control, rather than the illusion of control. And that means the owners can make appropriate decisions in any economic environment. In tough economic times, that knowledge can be used to defend the business in a way that preserves precious capital while still making money for the owner and the company’s employees. In prosperous economic times, that knowledge enables the owners to grow their businesses in a way that is sound and sustainable and still makes money.
We’ve all heard some (usually all) of the comments below. In fact, if you’re a business owner, you’ve probably said them yourself:
• Our customers aren’t buying right now.
• No one can get credit to run their business.
• I’m just swamped here in this business.
• I haven’t had a real day off in weeks (months, years, etc.).
• I probably could make just as much, without the stress and hassles, if I went to work for someone else.
• I just can’t seem to get ahead.
• If I could get more customers, I’d be doing great.
This is an ultra short list. If you and I really tried hard to remember every similar comment we’ve ever heard, or said, the list could go on for days (but that wouldn’t really be all that fun, it would waste our time, and I don’t want to steal your thunder for your next party).
The point is this. Despite the huge potential out there, the relationships most business owners have with their businesses are broken. Most business owners are feeling incredibly frustrated, helpless, lost, and fed up. They are working harder than ever, having a tougher financial time than ever, feeling more helpless than ever, and definitely not getting the dream lifestyle they once had envisioned from their business.
And they are so very frustrated because their efforts never seem to result in them getting ahead. They often find themselves being forced to work harder, and harder, and harder, and harder, just to keep from sliding backwards.
The simple, but sad, truth is that their businesses are in control of them and their lives. The business sets the pace. The business decides when (or if) the owner can get away from it to spend time with family, friends, and interests. The business decides how much fun and free time they get. The business decides how much money the owner gets (or, as is often the case, how much money the owner must spend on the business!).
If that sounds depressing, that’s because it is!
The vast majority of business owners are literally enslaved by their businesses. They have allowed themselves to become servants to their businesses, rather than the other way around. Many business owners are feeling so beat up and so emotionally drained by their business that, given the chance, they would quit the business—or at least seriously consider it.
If they could find someone to take over their businesses, pay off their debts, and let them break even, they’d be out of there. But who the heck would buy their business? Who, in their right mind, would pay ANYTHING just so they could take the business owner’s place and start suffering so the owner wouldn’t have to?
Let’s just assume, for a moment, that a business owner happened to find some freak out there who would buy his or her business and allow the owner to break even (i.e., clear debts, etc.).
When you consider that:
• Breaking even means that all the owner receives for his or her years of hard work is the wage they managed to earn while owning the business.
• Many business owners end up taking wages that are less than the market value for their effort, talents, AND RISK, which means that the owner wouldn’t really break even at all.
In fact, the owner would come out way behind. Tragically, if the owner sells out to “break even” and has taken a wage less than market value (which seems to be quite common), then the owner has managed to destroy wealth over their years of ownership.
These owners destroyed wealth because they would have been better off if they had worked that hard for someone else and been paid market value for their efforts. But instead, while they poured their emotions, money, and energy into the business, sacrificing family time and so many other things, these owners were actually making themselves worse off financially than if they had never started the business.
Why is that?
The sad, but simple, answer is that an awful lot of business owners don’t really understand how their business makes money. Sure, they may know “intellectually” how net profit is defined. They may even know how to read their financial statements.
But that doesn’t mean they understand how their business makes them money.
You see, how a business actually makes money is an entirely different thing than simply reading a set of financial statements. And if a business owner doesn’t understand how the business makes money, it’s impossible for that owner to control how much money gets created, or the specific way the business goes about doing it.
And that puts the owner under the control of the business—the complete opposite of the way things are supposed to be.
The good news is that this situation, while exceedingly common, is absolutely fixable.
And that’s what this book is all about—giving you (the business owner) the knowledge, tools, and motivation to get control of your business, get the profit, fun, and free time you want, and consistently and reliably create the financial result you want, so that you can live your dream lifestyle.
Over the years, I have had the privilege of working with hundreds of different businesses, conducting endless hours of research, and I have had many intimate discussions with the owners (and their loved ones) of a staggering variety of businesses. All that experience, research, and learning has always led back to a recurring theme—most business owners who struggle do so because they don’t understand how their business truly makes money for them (and how it should do that).
Despite some vast differences in industries, operations, strategies, and tactics, all those businesses have been exactly the same at their core. And that means the same set of principles, knowledge, and tactics work for every business, no matter what size, what industry, or what economic environment.
This book builds on that fact. It gives you the knowledge (in a simple and understandable form) and tactics to shine the core of your business until it gleams, until your business is transformed into a powerful vehicle that will take you to your dream lifestyle allowing you to enjoy your life to the fullest.
This book will be your guide to finding all the profit and cash flow that is hidden in your business, that is hidden in it right now, and that has probably always been hiding right in front of you.
So let’s get started.

CHAPTER 1
WHAT’S THE PURPOSE OF YOUR BUSINESS?
In my experience with hundreds of business owners over the last 15 years, I’ve realized that many, many of them are confused. They don’t really understand the purpose of their business, why it exists. And because of that, they do things, or allow things, that just don’t make sense.
Building, maintaining, and keeping a successful business, of any size, depends on a crystal-clear picture of what a business is supposed to do. So let’s jump right in and look at the answer to the most important question you can ever ask yourself as a business owner.

WHAT DO YOU THINK IS THE PURPOSE OF YOUR BUSINESS?

Every time I ask this question at seminars or when working with a new client, a certain pattern is reinforced. After years of asking this question, I’ve heard a list of answers that are repeated so often I have come to expect them. The answers are usually some variation of one of the following:
• We make a difference in people’s lives.
• I love what I do, and wanted to make a living at it.
• I wanted to be rewarded for how hard I worked.
• We help people.
• We provide a valuable product or service to people.
• I like to make my customers happy.
• I enjoy improving my customers’ lives.
• People need what we sell.
• I can’t imagine doing anything else.
• I have a hard time working for someone else.
• I enjoy being in control of my future.
Every single one of those answers and their many variations are examples of wonderful goals and beliefs. But when it comes to a reason for any business to exist, they are all completely . . .
. . . WRONG!
Now don’t misunderstand me and think I’m a heartless jerk. Those things are all very noble and wonderful, and I think they are all great things to want to do and accomplish. I’m certainly not belittling them or saying they aren’t worthwhile ambitions. In fact, it’s because people want to do those things that the world is made better. Just think about what kind of place our world would be if people didn’t think like that.
All those reasons are beautiful, loving, and passionate ideas that speak to a higher purpose. But when it comes to a reason for your business to exist, they are completely wrong! Not a single one of those responses is the reason your business exists. They just don’t cut it.
After all, if you simply want to make a difference in people’s lives, you can find ready work in the teaching profession, the ministries, or one of many other professions and vocations. There are lots of careers that provide wonderful opportunities to make a difference in people’s lives. If that’s your goal, you don’t need to own a business to accomplish it. Wanting to make a difference isn’t a reason for your business to exist (although, again, it’s a great goal to have).
If you simply want to enjoy what you do and make a living, there’s an infinite variety of jobs out there that will let your talent shine. And you’ll be able to shine without the risk, stress, and extra workload that comes with owning your own business. So that’s not a good enough answer either.
Looking to be rewarded for how hard you work? Again, you can do that with far less stress and risk by working for someone else. Just make sure you do it in one of the almost-limitless commission sales positions or similar positions where your compensation is directly linked to your results. So that’s not a good enough answer, is it?
Providing a valuable product or service isn’t the answer either. There are many jobs and businesses out there that could give you the opportunity to provide things people really value. For example, think how lucky we are to have all the nurses who work so hard in the medical community. They provide an absolutely vital service (in fact, they provide a service that’s priceless), yet don’t do it as a business. It’s their profession.
And, hey, if you really just want to be in control of your time and income, you can accomplish that in any number of ways that don’t require you to have your own business. In fact, the wildly popular book The 4-Hour Workweek, by Timothy Ferriss, has tons of great advice about how to control your time and income—even while working for someone else.

But I’m Not Heartless!

Now before you start thinking I’m advocating a business that is cold and heartless, let me get something straight. I’m not, for one moment, saying these things aren’t important. And I’m not saying they aren’t worthy goals. Not at all.
In fact, I truly believe those thoughts and goals are part of what make our spiritual and business lives rich and rewarding. Having objectives like that to aim for is wonderful. They are great ambitions to aspire to and want to accomplish.
And I’m not saying you have to change who you are or what you believe. Well, actually I am saying that you most likely will have to change some of what you believe. But that’s only because you probably have some incorrect and very limiting beliefs about your business. And we’ll work to change those—in a good way.
What I am saying is that the reasons listed previously for being in business, or similar ones, are not satisfactory reasons for your business to exist. And if you fall into the trap of thinking that any of them are the reason it exists, one of two things will happen, neither good:
1. You get trapped in a hellish lifestyle, in which you work way too hard in your business and simply manage to make a living—just getting by. You sacrifice your physical and emotional health, as well as important relationships with your family and friends. You struggle to get everything done that needs doing, and no matter how hard you work you just never seem to get quite caught up.
You end up overworked, stressed, unhappy, unhealthy, and burned out. And the worst part is that, for all your efforts, you don’t even generate any real wealth for yourself and your family. You end up with nothing more than a “job” that you’ve created for yourself. And it’s the worst kind of job. It gives you a low-paying position (in fact, often below minimum wage for the hours you devote), a punishing workload, almost unlimited risk, and little (if any) freedom or flexibility to get away to relax, enjoy yourself, and connect with your family and friends.
2. Even worse, you discover that despite your worthy goals (helping others, etc.) your business simply isn’t viable. No matter how hard you seem to work, it doesn’t make enough money or cash flow to continue operating.
So, despite your desire to help others and provide them with something of value, your business simply can’t sustain itself. You end up putting more and more money into the business; eroding more and more of your wealth and personal net worth as time goes on. In the end, you may even be forced to close your doors, end up working in a job you may not like, and suffer emotional and financial damage.
It’s clear that neither of those scenarios is fun, profitable, or good for your financial and emotional health, nor for your family and loved ones.

SO WHAT IS THE PURPOSE OF YOUR BUSINESS?

To make money. End of story.
Really. That’s it. The answer is that simple.
Now, I don’t want to sound like a heartless mercenary (though I’m certainly willing to do so if that’s what it takes to make my point), but making money really and truly is the only reason your business exists. It might sound harsh, but it’s the honest truth. Get over it.
Of course, it goes without saying (but I’m going to say it anyway) that your business needs to make money honestly, ethically, and legally.
Let me explain myself. The reason your business exists to make money is that everything else comes from that one thing. It’s only after your business makes money for you that you have options to do what you want with your money and your time.
Once you’ve created a business that actually makes money, you can do one, some, or all of the following:
• Help people by using the money your business makes
• Help more people by expanding your business
• Work less by hiring some talented team members to continue running the business so that it keeps making money when you’re not there
• Travel
• Increase your skills and knowledge in your area of expertise
• Develop a new area of expertise
• Do whatever else you desire in your dream lifestyle
Owning a business is a lot like being given a raw piece of wood and some carving tools. If you take the time to learn the skills you need to effectively use the tools, and you apply them, you can transform that piece of wood into whatever you envision.
But just looking at the piece of wood and tools, using the tools poorly or improperly, or just wishing for a certain finished result isn’t going to do anything for you. If that’s all you do, you will never get anywhere near the place you’d really like to be.
Here’s a real-life example for you.
A man named Bill Austin started a company called Starkey Laboratories. This company has grown into a global technology business that manufactures some of the finest hearing aids, with the most advanced technology, in the world.
Bill has always had a passion for helping people achieve the gift of hearing. And a huge part of that passion manifested itself in Bill’s creation of a foundation that provides hearing aids to underprivileged people around the world—people who would otherwise never be touched by the gift of hearing.
I’ve been to one of Bill’s fundraising galas, and the emotions that are part of his missions around the world are something you’ll never forget. You can’t help but be deeply moved and changed by his amazing foundation (The Starkey Hearing Foundation, www.sotheworldmayhear.org) and its wonderful work.
But let’s get one thing clear. Bill’s passion for helping those who truly need his love could never have been realized as effectively if he hadn’t first built a business that creates enough money for him to advance the work of his foundation. If Bill had simply thought of himself as selling hearing aids, he’d still be helping people. There’s no doubt about that. But he would only be helping people who could come to his clinic and afford his services.
And if he were still doing that, as great as that would be, he wouldn’t be fulfilling his dream lifestyle, nor would he be changing lives and giving the gift of hearing to people in underdeveloped nations around the globe.
In fact, by building a business that made money so he could pursue his dream lifestyle, Bill (through his foundation1) has been able to provide, since the year 2000 alone, more than 310,000 hearing aids to needy people across the globe.
That’s the power of creating a business that makes enough money and provides the profit and cash flow you desire to create your dream lifestyle. If Bill Austin hadn’t got the order right, he would have been lucky to help a handful of people. But because he understood that to do his foundation work, he first had to have a business that made money, he now helps thousands of people receive the gift of hearing every year.

THE FOUND MONEY SYSTEM CAN HELP

If the purpose of a business is to make money, it’s an absolute tragedy that most businesses are allowed to run as if that’s not the purpose at all. In fact, many businesses seem to be run as if the owners are afraid of making money, or that it’s a bad thing. But as the example of Bill Austin and the Starkey Foundation clearly demonstrate, making money is the best way for a business owner to be able to help others.
I hope I’ve convinced you, because your success and your personal, financial, and emotional health depend on it. Your business needs to be run so that it will make money—as much money as it can, legally, ethically, and morally. That is what will give you the power to help others, change lives and maybe even change the world.
The knowledge and tools in this book can help you get there. So promise yourself that you’ll work through this book, internalize what it teaches, and take action on what you find.

FIVE KEYS TO SUCCESS WITH THE FOUND MONEY SYSTEM

Your success with the knowledge and tools in this book will depend on five fundamental traits. Understanding and practicing these traits allows you to plan, launch, and sustain a successful Found Money system in your business that will create more profit and cash flow than you may have thought possible. The following traits aren’t just words to read. Pause and think about each one and how you can apply it in your business.
1. Commitment. It’s a simple truth that commitment, layered on top of even basic activities, will create much more profit, cash flow, fun, and free time than a series of technically superior ideas which you never consistently follow up on or implement.
Ensure you are committed to following through with developing and implementing your Found Money system. Promise yourself. Make a sincere commitment that you will take the necessary actions to create the new levels of profit, cash flow, and free time that are waiting in your business right now.
2. Investment. Your Found Money efforts are an investment, not a drain. The Found Money system requires a minimal investment of money; instead, the real key is your willingness and desire to invest your time, energy, and creativity.
No matter how busy you may be (or think you are) right now, commit to applying an open mind and investing your time, effort and creativity in this process. Whatever of these you invest in your business, you are most definitely going to get back in a huge multiple. In fact, it is the absolute best investment available on the planet today.
3. Consistency. Learning and applying the Found Money system, thinking, and tools will likely require some changes in your mindset and the way you have historically done things in your business. That means, essentially, that you are going to be replacing some old habits with new ones. As with any new habit, it will take a while for them to become ingrained and replace the old ones.
If you aren’t consistent in your actions, you won’t be able to get the maximum potential that is waiting for you.
4. Open-Mindedness. You must resolve to be open-minded to some nontraditional ways of thinking about your business, your customers, and the roles of each. If you aren’t open-minded, you will be tempted to ignore parts of the Found Money system or try to “cherry-pick” only certain parts of it. You will still get some benefits if you do that, but they will fall far short of the true potential for your business (and your dream lifestyle).
Just because something has always been done a certain way doesn’t mean there isn’t a better way just waiting to be discovered and used.
5. Testing. The great thing about the Found Money system is that it allows you to (in fact strongly encourages you to) test everything before making any major changes or decisions that permanently affect your business.
This goes along with being open-minded. By testing continuously and passionately, you can drive your business in a continual upward spiral of increasing profit and cash flow, and create some absolutely stunning changes and improvements in your lifestyle in the process. Testing is the key to achieving these changes and improvements with limited (or often zero) risk to your business. Such is the power of adopting a testing mindset.
So now that you understand the purpose of your business and the five traits needed to cultivate true success with the Found Money system and tools, Chapter 2 will take a look at the things that must happen for your business to fulfill its purpose and make money for you.

CHAPTER 2
WHEN DOES YOUR BUSINESS MAKE MONEY?
That’s really the question for every business owner, isn’t it? After all, at the end of each day, week, month, and year, if it’s to be successful, a business must