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Hi and welcome to Broker Tools, where we unpack the tools, systems, and strategies that help brokers optimize
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the way they work. I'm Katey, your host, and today we are talking about how to transition from being a soloreneur into
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creating an agency or scaling up. Joining me for this conversation is Natalie from Beyond CFO. And Natalie works
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with brokers and business owners who are ready to uh grow more strategically, not just from an accounting or compliance
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perspective, but by building the financial systems structure and building out that clarity of support to have real
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scale. If you are ready to move from doing everything yourself to leading a business, then this episode is for you
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because having the right systems and structures in place um makes growth stop feeling overwhelming and starting to
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feel energizing. Natalie, welcome to the pod. Hey Katie, it's so great to be here. One
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of my favorite topics we're going to talk about today. For sure. Um we obviously we're having a
The most common financial challenge in scaling from solo to agency
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pre-hat which um we always do in these podcasts and systems and strategies. is probably our favorite type of topic. We
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love to structure everything from start to finish. And one of the things um I guess the gift of doing this uh pod chat
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with you is that I'm going through this transition myself. So I'm moving from doing freelance type of work to building
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out an agency and um support to have that whole scale and growth. What is
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probably one of the most common um financial issues or structures have you
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found in that transition for people like myself or brokers who are moving from
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solo through to scaling? Yeah. So, it's a very common theme I find in any industry. It's really hard
Where Natalie starts: financial clarity before strategy
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to transition from I guess being on the tools and um you know just doing
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everything yourself because it's so easy to do that to then actually I want to grow and scale my business. I want to
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either want more freedom or I would like potentially to focus directly on client
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work rather than doing the admin side. There's a lot of things that you can consider when you're growing or scaling
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and potentially the financial impact of that as well. So a lot of the times what we do is we work with um all the systems
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and the software as well as um planning out the growth. So what we do is we
Getting your numbers current before looking forward
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start with a conversation is where are you at now and what are you doing right now and how
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does that look? So let's get financial clarity around where you're at and then in part of the next phase of what we
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talk about is really looking at where you want to head. So what are your goals? Whether it be financial
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um you know there's lots of goals you can have. It could be getting a day back a week and not working one day a week.
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So how can we optimize things for that to happen? Or you want to have an admin person all of those goals. It doesn't
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need to be just financial. So it's like and then along that journey as we plan out how you going to get there what does
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that look like? And I do always link it back to financial process and and
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systems and information because having that clarity over what's happening and the visibility enables you to make a lot
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better easier decisions to grow your business or to maybe potentially go in a
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different direction if it's not going exactly how planned when you get six or 12 months down the track. Yeah. And when it comes to that
The financial forecast: your business Google Maps
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financial clarity piece in the I guess beginning stages, what are some of the
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key areas that you actually look at so that people can begin to make that
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transition? Cuz um I know from my own experience and um having worked with a
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few other brokers, we don't always have clarity over our finances. Um it's
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almost like uh you know in and out like as in in the beginning stages of my
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personal growth which started like years and years ago you know was money just
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came in I allocated it to whatever expenses needed and then I would you know reallocate the rest to myself as a
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solo person that's that's fine but when you're growing that no longer is sustainable.
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Yeah. It requires a bit of a different level of um planning doesn't it? So I
Understanding operating expenses and what you're spending now
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think in that instance what we really do is we forecast but what you do is you understand what that needs. So when I
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say forecast I mean we we go all right so if we're going to be able to grow our client base by X and we're going to
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bring in this amount of extra revenue that enables us to invest in resources
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i.e. an admin person or you know um maybe more software because
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there's a lot of software out there with this AI generation coming through as well um that can be utilized to create
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more efficiencies. So it's really just understanding from a financial perspective where are you at so let's
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actually get some financial statements that are up to date. So that's the
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difference between me potentially and another tax accountant. they are usually backwards looking. What we do is we get
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everything up to date and then we look forwards and say, "Okay, well, if this is currently where you are, that's your current cash flow. How are we going to
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be able to scale um and be able to spend our money differently?" And then also like buildin profits andor a salary for
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yourself. So, making sure that that's all covered as part of the process. Nice. Because um what you're doing here
How leads, conversion rates, and marketing spend connect to your revenue goal
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is is like setting the the stage is what I would call it. like as in this is where we are and this is where you want
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to be and in order to get here there's this kind of gap. Yeah. It's like a little road map. So
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it's being able to jump on Google Maps and find out which way you're going but we do it via a financial forecast
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process which is it's really quite straightforward. It's being asking a bunch of questions and also I do look
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historically what's happened and what you currently have. So understanding your operating expenses uh and how they
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work and and what you're spending your money on now and then also going okay well if you want to get here what do you
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need and then costing that out. So for example okay you want to um be able to
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mail out your customers a newsletter every week to increase your volume of return customers while we currently
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don't have a software to do that. What software would we need? What's the cost of that? So we would plan that in. So,
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it's really just understanding how your business plan is going to impact your financial position and what what that
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does overall for the business to get to that goal essentially.
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Nice. And I guess then you also probably would look at what I call the humanness of sustainability. So, how can you
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increase, you know, leads or opportunities for you because you may need to add in extra room so that you
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can cover those costs. Yeah, totally. Um, one of the biggest things that I do, which is probably a
Working back from goals: what do you actually need?
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little bit different to most other financial um, support people, is
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actually work from the very very bottom and figure out, okay, well, if you need
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to convert X number of clients per week into a closed deal, how many leads do
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you require? What's your conversion rate on those leads? Um, and also, what kind
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of marketing spend do you need to get those leads in? um if it's referral based we also consider that but we still
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know that we need x number of referrals per week and then we confir 50% of them.
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So for example if we've got four referrals and we convert 20 um 50% of those and you get two and then one deal
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closes a week that might be enough but we just need to understand those metrics as part of the buildup of revenue. So
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that's one side as well is like you said you've you've nailed it. You've explained that yes we can look at
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expenses but how are we going to cover those? For sure. For sure. And like you said because with
Costing out an admin hire before you commit
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the leads part that's the part that then helps you know people to have financial
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visibility over what they need to do next especially if you're looking to bring on extra support. Yeah. Yeah. That's right. So, knowing
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your top line and then knowing um how you're going to spend proportions of that. So, I break everything down into
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percentages. Say we know we want a admin person and we want to spend, you know,
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$50,000 a year maybe on that person. We then know how much we need to make to
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cover that. In addition to that, we'll need software and computers and all of those things. So these are all the
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things that we go through as part of okay if you do want that resource you've
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got x number of um costs and that associated with that and then we
Testing with contractors and per-case services first
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consider what the other opportunities around that are potentially do you need someone full-time maybe not can you use
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a contractor to start with just to test your plan and to test things out so what
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opportunities are there that we can play around with that so we don't have to dive in potentially to that big cost And
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you know cuz sometimes that feels a bit scary. It would. Yeah. And especially if you're
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not ready to do the leap like as in you you want to ease into the leap. It's that's right.
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Um and just one doing a a cost analysis in the get-go of currently where you are
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obviously always helps. But then that future planning and knowing your capacity to bring in more leads because
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leads is obviously the biggest issue of any business is making sure you have that big cuz it it uh I guess it it
Building a revenue runway for growth
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provides what we call a runway. Do you know what I mean? So that you can then and then you need to make that whole
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ongoing pathway sustainable because then you'll still need to maintain those leads as
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you go along. Yeah. or increase them, which is what the forecast shows as well. So the
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bigger you scale, the more leads you require to be able to cover the costs
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that are associated with running a more Yeah. I guess a bigger business. Yes. And I guess this whole I guess
Forecasting for bigger scale: more revenue requires more leads
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process from start to finish going through it, you're really helping a
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entrepreneur or person go through and really get that big vision going. Because once you start moving towards it
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and once you start seeing the outcomes of it, you really now can go through and
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realize the opportunities that are available for you and you can then start
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looking at maybe diversifying your streams of income from just leads into
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maybe other areas. What have you found have come across your path when doing
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that? Yeah, exactly. I think um that was a really good point is that it enables you
Finding your most profitable and most enjoyable work
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to open up the thinking around how can you do things differently. So some of
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the analysis we do as part of creating a forecast is looking at what is the most
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profitable client base or um type of for a mortgage broker say type of um lending
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they're doing. So, what's the most profitable for them? And also, what do they like doing the most? Because
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sometimes what you like doing the most means that you can turn around quicker and you're more efficient with those um
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because you're very astute at that at that. And is that what you enjoy doing? Well, maybe lean into that a little bit
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more. So, I think these things open up definitely the thinking and the discussions and the conversations around
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how can I do it differently or how can I do it more more efficient. Um, and that's what these financial financial
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systems allow you to do as well. That's the point of them is to be able to see um, really clearly trends um, impacts
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and all of these things. And that's what that's I guess for me that's where I come into play is sometimes it's hard to
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know what tools are available to you to be able to create that. Yeah. And what tools are available? Do
Tools: Xero, SIFT, and expense management systems
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you want to go through some? Yeah. was zero is the most common accounting system. So that's capturing
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all of your ins and your outs like you said when we distill it very basically. Yeah. But now you've also got a lot of plugins
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that push into zero which allow you to do things differently. So that there's
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thousands of them. Uh one that I use to support business intelligence reporting
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is called SIFT. Um and it's really helpful. So you can have that as an
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add-on which then visualizes your trends without having somebody have to do it
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for you. So I can also um train people on these tools and let them use them themselves or have bookkeepers use them.
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It's all part of the process. But then in addition to that you can also look at
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the metrics from your CRM and your sales pipelines for some of those. So it
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connects with sift specific specifically connects with multiple other things not
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just the financial package. So you can also bring in ex extra reporting that is
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just data as well. So if there is data laying around that you have historically we can visualize that. So this is just
Understanding what's causing the roadblocks to growth
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got a lot of opportunity there. Um but I mean where do you start and where do you
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finish? There is a lot of other financial systems that I know me and you have talked about in the past like
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expense management systems that can really help you. Um there's there's a
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lot of things but I think it comes back down to really that business plan. It's
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like what is causing roadblocks or or slowing you down to grow your business
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or to enable you to be more efficient? Yeah. And why aren't you looking at your numbers? Sometimes people really aren't.
Why solopreneurs don't look at their numbers (and why that changes)
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Like I said, in my early days, I was just money in, money out. Let's, you
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know, and and I found for my own self, I was just trying to stay alive in business.
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But then once you get that bit of That's very common. That's very common though, Katie. Like the soul prneur,
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that's all that matters is that you've got enough to live. That's what matters. But when you're transitioning into a,
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you know, an ecosystem and a business that requires more, it
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requires more thinking and more, you know, planning to make sure that you're
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not just worried about yourself. That's where this transition becomes, I guess,
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overwhelming sometimes. Yeah. And and I guess you have to understand yourself at at that moment of
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feeling overwhelmed. Do you bury your head in the sand or do you go out and seek support?
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Yeah, that's right. Exactly. And and I guess this is what your your
Moving from survival mode into intentional planning
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process helps with because whether they go with you or a different financial
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advisor. It's um or CFO. It it's this part where you should start looking at
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your numbers because this is where the quality of decision- making can help you grow your agency. Yeah, that's right. Like I call it
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visibility. is clarity and visibility over what's actually happening and it
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goes across multiple areas of the business. So, it's not just looking at your profit and loss and going, I'm
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making a profit, that's great. It's looking deeper than that, like you said. What's it costing to get those leads or
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do we need to spend more money to get more leads or how are those customers
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going? Are they profitable or not? like doing this um particular lending
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engagement is that costing me and my time and my you know all my effort to do
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that kind or should we do this and that's what I'm talking about about looking at multiple areas I think that's
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the key it's not just purely P&L focus profit and loss focus which is really um a a fantastic view to
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have because sure your profit and loss your income they all matter but you as
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the human have to do the execution ution and um if you don't have capacity
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because your personal life circumstances can't afford it because you're in survival mode, it's how do we get you to
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move from the survival mode a little bit forward so that you can have this business scaled agency life that you're
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looking for. Yeah. And I also lean into I think a lot of people call it this gut feel thing.
Gut feel vs data: the next level of decision-making
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So we we generally run on that, you know, process in in ourselves while it's
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just us. It's like, I think this is right, so I'm going to run with it or I think this software will work, so I'll give it a crack. But what this I guess
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process that I run with my clients is just a whole next level is it looks at
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data, it looks at history, it also looks at forward planning and then brings in
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like it's like building a house. You go out there and you get a whole heap of quotes and you work out what you're
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going to do and you've got three different ideas on how this might might land and then you choose which one you
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want to go with. It might not be the cheapest. It might not be the most expensive, but it's what you want to do
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because you a enjoy that person. You know that he communicates or she
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communicates just as good and you choose that path because that's the path that resonates with you. So, it's not about
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just going we're all just going for the same goal and trying to hit the same outcome either. It's really focused and
Lifestyle as a financial goal: four-day weeks and school hours
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customized on your business and and where you want to head. Yeah. And I guess as you were saying, it really made me think about lifestyle as
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well. So the whole purpose of having I guess good clarity over your numbers and
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your metrics is to one obviously move past survival and just you know getting
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the numbers in so you can make a living but that whole growth scale is now allocating some of that income that you
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make to the uh lifestyle that you're looking to build. And and by having the
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lifestyle it's not just your personal life outside of it but the one that you have within your business. Yeah, it's
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hard not to integrate them when you're a solreneur. And if you can move forwards to have more freedom or less stress,
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that's also so important. Completely. Um, if you were to, I guess,
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take people through the next steps of what they could do to self assess, what
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would you suggest them to do so that they could start looking at how to scale and grow? Probably the first thing that
Self-assessment: how to start looking at your numbers
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I would focus on is getting your profit and loss into a space where it is broken
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down into the right buckets so that you can look at these things that I've been talking about. We know
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what our revenue is. We know how many clients it takes to get that revenue and we know what it costs to create that
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revenue. So, it's almost giving yourself like a a benchmark on where you're at
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essentially. So you go in and you understand all of those things. Um understand what your current net profit
Using AI tools to clarify your goals
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is so that you know what you can take home. And then from there you would work
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through um a process of even just using um one of your chat AIs to help ask you
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some questions on how do I ascertain what my goals are. So, do I want to work
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4 days a week or do I want to work uh school hours potentially? Um, so at the
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moment I'm working a 50hour week and it's stressful and yes, I'm doing a great job, but what do I need to do to
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to change that if that's my goal? So just understanding what your goals are and where you want to head and if you
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want to maintain your revenue um and get support from admin staff, do
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I need to increase my revenue? So they're the things that become a little bit hard to do on your own sometimes,
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but knowing your goals is the next step. Once you know your goals, then you can, like I said, plan out how you're going
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to achieve those. Nice. And and that part is now you have clarity of where you are. And if you
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notice that for example, you might want to add on a new admin staff, you can then now go go do a cost analysis of
Cost analysis for admin support: full-time vs VA vs offshore
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what that would be like. Exactly. go and do some research, talk to some other people in the industry to
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see what they're doing or whatever, how they're I guess um utilizing admin stuff
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if they need someone fulltime. Just do some research, right? And and then figure out, well, what would I like? How
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would I like this to work? Do I want someone, you know, who's in Australia or do I want a virtual VA or how can I
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support myself with admin? There's so many ways to do it, right? So the cost analysis is one part, but it's also
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deciding what you want as a human to as well. Completely. And one of the things um I
Promptli and Proowrx: per-case and overseas admin options
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have noticed from a admin point of view with the um the broking world is that
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there's a service out there like promptly that does you know credit analysis work and it you know they just
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do it on a case-by case basis. So you send them the scenario that you need them to do the credit analysis for. And
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so you're only just paying for it as a case by case, which is what you were saying earlier is you don't have to go
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out and um hire a credit analyst from the get-go. You can just do small tests
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to see what works for you. Um the other way is using like services like ProWorks
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who f hire and find people in India and they make sure that everybody has six months training. um I don't know their
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pricing. um you obviously have to go to those services, but they're kind of services that are already available out
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there for brokers um that if you are trying to begin that process of moving
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out of doing everything by yourself um and getting a credit anal analysis on a
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I wouldn't say cheaper scale, but obviously hiring a an Australian employee versus just a short-term
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employee or a overseas employee. it makes all the difference. Yeah. And what that also um just
Planning the outsourcing into your forecast
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highlighted for me is this is all part of the planning process. So if you can
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easily get uh a cost to do that per client and understand for each um yeah
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like um application what you need and you understand the cost of that this can
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all go into the planning as well. So it's like you said exactly you can either use that service or you can do it
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a different way and those costs could be different and then knowing okay well if I'm going to scale I know I'm going to
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outsource certain parts of this process. So it's it's understanding you already
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know in the on the back of your hand exactly how you run your process. How can you distill that down into pieces
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which you can outsource whether it's an internal person or an out external
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person or external service to be able to enable you to scale further to be more
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client facing. Yeah. And then this is where the true opportunities really um you know support
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that growth. Um where do you take people next? So once you've got your plan and
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your way of working probably documented a little bit more or at least clear. So
The exact process Natalie takes clients through
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um as part of the planning and forecasting you would be pretty clear on how you would like to transition in the
24:06
first instance. So you look maybe three months and do a trial of what we just discussed. Um you know implementing some
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of these outsourcing you would then just make sure that you've got enough in the kitty to push growth. So ensure that
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your bank balances is at a point you just like ascertain you're ready to grow or whether you need to just quickly
24:27
gather some profits to be able to invest in your business or whether you can claw
24:32
back potentially some cash that you've um got sitting in your personal name. So these things just help you grow um just
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knowing what you need um if that makes sense. So yeah, so I go from that point
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to then moving into a space where you ensure that you've got all the systems
24:51
set up financially to be able to report and measure how your growth is going. So that's enabling and ensuring zero is set
24:58
up correctly um and that customized reporting is set up and then potentially having add-ons like sift. You would set
25:05
all that up and then from there you would make sure that your bookkeeping is up to date at minimum every month and
25:13
then you would be looking back every month and seeing how you went from the forecast and the plan that you put put
25:20
together compared to actuals. So then you know how you're tracking. So that
25:25
would be the exact process that I would take with a client. out of that there's
25:30
some key things that we would identify as important for you and your business.
Margin tracking and revenue stream analysis
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So margins around either customers individually or revenue streams like you
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were saying diversifying revenue streams those things that the reporting would
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start to enable you to see what's happening again clar clarity around I
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think this is where we're headed and I think this is what's going to make money. This is was that our plan it was going to make money. Is it actually
26:00
going to check in with yourself probably at those intervals as well? like is this
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uh still what I want and also is this revenue generation or this diversification if you've gone down that
26:13
road or customer diversification working for me. So again it's always I continue
26:19
to check in with the business owner to make sure that it's that's what they want. That's where they're headed. Um
26:25
how are they going with actioning like increasing leads to ensure they're hitting their um revenue targets and
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things like that. So, there would be a plan in place of how you're going to get to that goal and we're checking back in
26:38
with that plan. Nice. And um I just one want to get clarity on
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clawbacks because clawbacks can be an awful word in the um brokering world. What you meant by
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clawbacks is that how you hold back um spending on certain things. Is that
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correct? Because clawbacks usually in the broken world means a bank has come and said I want to take that money or
27:06
commission back from you. Yeah, that's yeah, I understand what clawbacks are in the mortgage broken
27:11
world. Uh yeah so um probably just terminology that I've
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used but definitely it's more around just understanding your cost base or ch changing or shifting um your p
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perspective on what you're aiming to do more more rather than but clawback is
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also part of something that you need to forecast for. So that's something as well that okay historically we know that
Clawback contingencies in your financial forecast
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there's been a shift in the customer's situation
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and say 20% of customers we've seen callbacks for we need to put build that into your forecast. So we we got to
27:51
assume that that's actually going to happen because historically has proven that that does happen. It's very unusual
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for it not to happen. So um you know even having a contingency for it is so
28:02
important. Yeah. What other um financial blind spots have you also seen um in that
Common financial blind spots as volume grows
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whole expansion growth as people build volume? Yeah, so most of the things we've spoken
28:16
about um it's easy to go down the track of thinking sometimes that a new revenue
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stream is going to be profitable and then sometimes it doesn't turn out as
28:30
you expected. So that's always a blind spot if you're not keeping your finger on the pulse on those kind of broken
28:38
down areas of your business and what's important. It'll be different for different businesses whether it be like
28:44
customer segment versus revenue type or you know application type. So I think
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that's really key. Um also watching your supplier cost. So if you are using
28:55
particular suppliers to do certain parts of the process or you know different ways of
29:03
getting your your revenue in, you just need to focus on those as well and make sure there's no risk around overspend
29:11
with you know reliability and and all of those things. Um and then just the usual
Revenue percentage buckets and spending targets
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things around margins. So making sure that the margin you're expecting to make
29:25
is what you're actually making. So there's no little hidden costs that sneak in because you agreed to do
29:31
something a different way or whatever it is. It's really just going, okay, well that's what we were expecting. Are we
29:38
hitting those margins? And also your spending percentages. So one of the things I do um really talk to when I'm
29:46
working with new clients is understanding the breakdown. So if revenue is 100%, what does that break
29:53
down into to then leave you with a net profit? So for example, you might have
29:59
some software and some uh I'm just trying to think what else exactly costs,
30:06
but just a bunch of costs basically essentially that comes um out of your revenue plus you want to pay yourself
30:13
and all your resources, whoever you're using. And so maybe that that total is
30:19
like 40%. And then potentially it cost you um 5% in advertising. So say we're
30:27
45%. So then you're left with 55% at the bottom. Let's just assume that we're
30:32
just um making a lot of good net profit margin here. Yeah. And Yeah. And 55%
30:39
the day. Sorry, I said let's win the day. Just let's assume all the wins.
30:45
Yeah. Exactly. And it just depends about how you got it structured and set up. Like everybody does things differently.
30:51
Like you might not pay yourself, but you might distribute that net profit 100% to yourself. So anyway, but what I'm trying
30:58
to get at is like it's 100% how is that broken down to um and understand and
31:04
enable your best position at the end of the day and increasing profits and what
31:09
we can change to do that. So knowing those buckets but then reporting against them to be able to actually see what's
31:16
what's happening in real life I feel like is a very strong discussion on a monthly basis and once you understand
Making financial metrics feel like a game (the Mario Kart analogy)
31:23
what they are it's really basic right so it's just maths and I know we don't all love maths but if you've got a report
31:30
that's doing it for you and showing you what those percentages are and you know what your target percentage is really
31:36
easy to compare I feel yeah and I guess the transition for me, and I know this is probably like a very
31:43
childish an analogy, is I love Mario Kart, you know what I mean? Or any of those like games that you
31:49
play. So, this is like collecting coins. Do you know what I mean? And then you
31:55
can you build up like your wealth and then you can buy like bazookas and other things to, you know, blast off. Um,
32:02
sure. If you are finding it overwhelming to look at your numbers straight up because it's hard, if you start treating
32:09
it like a game of metrics that you can optimize for your growth, that's that's
32:14
the part that it makes it more energizing. And and when I started visualizing it like that, it become a
32:19
lot more fun of a game for me. I love this. That is so such a good way to put it because basically if you spend
32:27
all your money on berserkers and things to make you I don't know race better but
32:33
then you still end up with zero and die it's just not going to work. So it's the same thing. So you need to keep some
32:38
coins there just in case you need them to buy another bazooka right at the end.
32:43
So blast off. Blast off.
Where to find Natalie and book a free consultation
32:49
Um, thank you so much for this chat, Natalie. Um, if people wanted to reach out to you, where should they go and
32:55
what should they do? Probably the best place to find me is on my website or via LinkedIn. They're the
33:01
two areas I hang out. Um, so my website is beyondcoo.com.au.
33:08
Very simple. And Natalie at beyondcfo, if you do a Google search, you'll see my LinkedIn pop up really easily and
33:15
quickly. Um, and yeah, but by all means, give me a call. So, go to my website,
33:22
give me a call. Happy to have a free consultation and just talk through where you're at and what your goals are. It's
33:28
it's very easy to just have a conversation. I love just finding out what people are doing. It's my passion
33:34
to help small businesses and specifically getting people to expand and grow. So exciting.
33:41
It's so exciting. Again, thank you. Um, if you do have comments for Natalie or myself, feel free to put them back down
33:47
below. Um, we will happily reach out and come back to you. But again, do all the good things like share and follow. Um,
33:55
again, thank you so much for this conversation, Natalie. Thank you, Katie. It's been great chatting to you about all things
34:01
finance. You're welcome. Bye.
