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Today’s episode features an inspiring conversation with Mike 
Michalowicz, the acclaimed author of “Profit First” and a leading voice in the world of entrepreneurial finance. Mike’s journey is both relatable and educational—after building and selling multiple companies, he experienced losing it all and having to rebuild from scratch. This humbling experience pushed Mike to challenge traditional business formulas and inspired the innovative Profit First methodology, now used by countless businesses to create lasting profitability.
Dave welcomes Mike to break down why so many entrepreneurs struggle financially—even as their businesses grow—and how a few powerful shifts can create clarity, control, and real financial freedom. Mike reveals the fundamental flaws in the traditional approach to profit and shares practical, system-driven strategies that empower entrepreneurs to take charge of their finances, both in business and in their personal lives.
Whether you’re a business owner seeking financial stability, an investor looking to get off the “default wealth track,” or simply striving to create a better money system at home, this episode is packed with straightforward advice you can immediately put into action. Hear real-world examples, behavioral insights, and step-by-step guidance to finally make your money work for you.
In This Episode
- Why the “sales minus expenses equals profit” formula is broken
- The Profit First methodology, and how to reverse-engineer profitability
- How personal finance habits impact business success
- Practical tactics for controlling cash flow and optimizing taxes
You hear these athletes who make God awful amounts of money and they end up being bankrupt. And it’s easy for someone who makes like myself less than them to look at them and say, oh, clearly they’re idiots. I would never do the same. But behavioral theory says I do exactly the same. It’s called Parkinson’s Law. But as a resource expands its availability, we consume rapidly unless we have systems controlling it. So that’s the asterisk is we have to just realize that money levels are different for different people, but the system is always the same. Assert control and authority over money as opposed to it controlling.
Welcome to the Wealth Strategy Secrets of the Ultra Wealthy podcast, where we help entrepreneurs like you exponentially build wealth through passive income to live a life of freedom and prosperity. Are you tired of paying too much in taxes, gambling your future on the stock market, and want to learn about hidden strategies for making your money work for you? And now your host, Dave Wolcott, serial entrepreneur and author of the bestselling book, The Holistic Wealth Strategy.
How’s it going everyone? And welcome back to Wealth Strategy Secrets of the Ultra Wealthy. I’m your host, Dave Wolcott. Before we jump into today’s episode, I want to share something with you. Because if you’re listening to the show, you already know the traditional path to wealth just isn’t cutting it anymore. Most investors are stuck in what I call the default wealth track, fully exposed to the stock market, earning little to no cash and overpaying in taxes, all while hoping it works out long term. But the ultra wealthy don’t play that game. They focus on cash flow control and tax efficiency. And they do it through private alternative investments most people never even see.
That’s exactly why we created the Pantheon Private Capital Network. It’s an invitation only community where we give qualified investors access to institutional quality private investments, strategic education on how to build true financial freedom, and a network of like minded entrepreneurs playing the game at a higher level. But here’s the key. Before you ever invest a dollar, you need the right framework. And so that’s why I created a free masterclass you can access at contrarianwealthbuilder.com. From here, you can apply to become a member of the Pantheon Private Capital Network. So if you’re serious about taking control of your financial future, go to the link and register now. All right, let’s get into today’s episode. Today we’re diving into one of the most misunderstood drivers of wealth, profit and cash flow discipline.
And why so many entrepreneurs build successful businesses, but still struggle financially. My guest is Mike Michalowicz, author of Profit First and a leading voice in rethinking how entrepreneurs manage money. In this episode, Mike shares his journey from building and losing millions to discovering a better way and why the traditional formula of sales minus expenses equals profit is fundamentally broken. We break down the Profit First methodology, how to reverse engineer profitability, and why creating simple financial systems both in your business and personal life, can eliminate financial stress and accelerate real wealth building. If you want more clarity, control, and confidence with your cash flow, this is a powerful one. Mike, welcome to the show.
It’s great to be here, Dave. Good to see you.
Yeah. Awesome to have you on the show and really looking forward to really learning more about some of your strategies. I’m certain a lot of people have read a lot of your work, but really trying to help us distill some of that work and really kind of where it came from because obviously it came from you and your journey and helping people understand economics. Profit, right? Not only specifically as a business owner, as an entrepreneur, but it also relates to personal finance. Right. Or it relates to if you’re running a family office or managing your investments, that’s actually a business in and of itself. And you have such a unique take on profit and accounting and how you really see that.
And I know as an entrepreneur myself, for 20 years, it’s always been one of those things that’s so quite mystical, right? Because our revenue is always kind of fluctuating and we’re trying to create some type of stability and clarity within that. So, Mike, tell us a little bit about your journey and really how you kind of got to this pivotal moment that was really an awakening for you on how you see profit and economics.
I guess the best way to summarize it, interestingly, yesterday I was doing a keynote and they do the bio introduction. I’m listening to it off stage. I’m like, oh, this just sounds like this really lucky, successful dude. Because you hear bullet point, bullet point, bullet point of success. I’m like, oh, that’s B.S. I just went on stage and said, let’s just. Let me tell you something, that’s not me.
That’s a couple highlights that barely fill one page of like a resume. Like, the reality is a struggle. So a couple of the bullet points. I have built and sold multiple companies. I had two exits before I was 30 and became a multimillionaire. But I’m like, but I lost all my money once I made those millions because I didn’t know how to manage.
It was operating those businesses, they were never healthy when I was running them. They were fast pump and dumps. And I was lucky to get out. I didn’t really know what I was doing. And the part that was totally left off my resume was I became an angel investor in my 30s, and I sucked at it. I actually call myself the angel of death because I destroyed about 10 businesses. I lost everything, including my house and all my possessions, and had to restart.
And I said, that’s the story, at least to me, that’s of significance. It’s the loss and the recovery. And for me, the recovery was investigating everything I know about entrepreneurship or thought I knew and challenging it. And so what I do, Dave, is I’ll look at any concept around entrepreneurship. For example, profit. The formula of profitability is sales minus expenses equals profit. And we all know it. So I’ll look at that model and say, well, what is the desired outcome and what’s the actual outcome? And almost to the person everyone I interview that’s an entrepreneur starts their business in part for financial freedom, other reasons to impact, and so forth, but financial freedom’s up there.
And yet 83% of businesses never are profitable, and they never. They live check by check. So I said, oh, there’s this many people entering the space that want to be profitable, but we’re not. Is it that we’re all stupid? Like, we can’t figure it out? Are we not working hard enough, or is there something flawed in the formula? I’m like, my God, the formula is horrible. When I was looking at it, it says profit comes last, which is, behaviorally means it’s insignificant. You know, I love my family. That’s why I put them last. I mean, you’d never say that.
But with profit, we’re told it comes last or it’s the bottom line or the year end, everything that says, don’t worry about it now. So in that case, I flipped the formula, and sure enough, it worked for my businesses. And we’ve countless businesses now have deployed it. But that’s what I do. I look at established goals and objectives that people have. The formula we follow. And if we’re not getting the outcome that we anticipated, is it because people aren’t working hard enough or not smart enough? That’s rarely the case.
It’s usually the formula, and I challenge the formula. That’s why.
Yeah, love it. So why don’t we break that down for people who aren’t really familiar with it? Talk to us about Profit First.
Yeah. So I’ve written know 10 business books. Profit First is my most popular book. And what I did in that case, just as I shared, was I studied profitability. And there’s a statistic from the SBA Small Business Administration that identified 83% of small businesses. Now, small business, according to SBA’s study, is a company that does $25 million in annual revenue or less. That’s a lot of businesses. That’s my business.
And they identify that 83% of small businesses are surviving check by check, on a continual basis. They just year in, year out, just get by, and the owner sacrifices themselves. They become a linchpin to the business. The business is highly dependent on their work and their effort, but they’re not making any money, usually make less than their employees in many cases, and then they become resentful of their business. Well, those first two companies I had, they were run exactly that way. They were not profitable. I was barely getting by. I remember refinancing my house on two occasions to cover payroll for my businesses, and it was only on the exit that I made money.
And this has become the. I think the perception for many entrepreneurs is you got to work your tail off until one day someone sees the value in what you’ve created outside of you and wants to acquire this for huge money. And that’s the pump and dump mentality. So there’s this belief that we got to keep working like crazy. I met with Michael Gerber. This is about 10, 15 years ago. I had an opportunity to do a keynote along with him in Mexico. We went out to dinner together.
He wrote E Myth, one of the most important books, I think, in the small business space. I said, when you wrote that book and it’s become so popular, was there anything you discovered or anything flawed in how people are doing this? He goes, absolutely. He said that people see working in your business to working on your business as a switch. Like one day, if you work in your business hard enough and long enough, that all of a sudden, miraculously, now you’re working on it. And he goes, that’s the flaw in the deployment of E Myth. What it is is a more kind of surgical extraction. It’s a shift in behavior of slowly removing yourself from the in to moving to the on until you’re permanently there. And until we get there, we’re never going to drive profitability the way we need to.
So that belief that one day, if you work long enough, it’ll be profitable is a switch. It ain’t going to happen. We got to employ it in our business. And I teach this in Profit First starting today. It needs to be habitual within a business.
Yeah, makes sense. So let’s talk about the profitability piece. So are you saying that you’re trying to identify first, right. Like, you know, let’s say we’re planning for 2026. Right. And we identify a metric around the profitability we want to have for the business and then that’s actually first. And then we build our cost structure and everything around that second.
Yeah, you nailed it, Dave. It’s a reverse engineering process. Coincidentally, you mentioned family offices. We work with family offices specifically to do turnarounds. So some of these investments are in businesses that maybe the top line looks attractive. They’re doing millions or tens of millions, but the business is not profitable. And one of the first things we do is we insert the Profit First methodology. We usually bring in, we actually always bring in a Profit First professional.
So someone that we’ve trained in this process and we’ve been saying these businesses that when you take your profit first, that doesn’t fix your business, but what tells us is what needs to be fixed within your business. It’s a reverse engineering process. So let’s just say we went into, in this case, an appliance store, but a pretty sizable one. There are 10 million. By end of this year they’re going to be about 17 to 18 million through an acquisition roll up that we’re doing. And the business was never profitable. So we said, well, in this industry, what’s the industry standard? Well, 7%, bottom line. We said, okay, so we don’t want to be standard.
Rest is a threshold. We want to be elite. What’s the elite? 15 to 20%. So we set a profit setting of 15% to be among the elite. This is on day one of working with a company that was struggling generationally to get by. Well, we put it in. And that means every time a deposit comes in, 15% is immediately hidden into a profit account, reserved cash. And now the rest is left to operate the business.
Of course, the owner’s first response is like, I can’t do this. I can’t afford to have all these people. I can’t manage the cash flow this way. Where I give terms of 90 day payments like, exactly. We’re overstaffed, we are giving inappropriate payment terms. We’re under marginalized, meaning the prices are wrong, our margins are off. And there was all these inefficiencies. It just started to reveal the problems. The key to this process though, is you got to stick with that 15%.
The simple solution feels like, well, I can’t do this yet. I’m going to take from this profit account now and reduce my profit again, which just perpetuates the disease.
Yeah, it’s just like shining a flashlight on the issues that you. Exactly. That you have.
That’s exactly it.
Yeah. Excellent. So, you know, we’ve seen that a lot too with, you know, really successful entrepreneurs that have had liquidity events or impending liquidity events. And one of the biggest mistakes that entrepreneurs make is they actually have all their eggs in one basket. So they’re either paying themselves, you know, not enough, or they just kind of think of it as we’re building equity in the business. I’m just waiting for that liquidity event which may or may not happen at some point in the future. But in the meantime, they’re actually, in my view, taking themselves further away from that financial freedom that they actually started from.
You know, so they’re paying themselves less, they keep investing in the business. Right. But then they’re not creating any of that freedom and consequently they’re actually increasing their risk as well. Because if something changes in the business, whether it’s AI or a war in the Middle East or anything can potentially happen. Right. They have more risk. So they’re basically playing offense, you know, with their finances as well as inside of the business.
The best business to sell is a business that you don’t want to sell because it’s treating you so well. And that’s when the value skyrockets. So there are two major factors that we see determine valuations to skyrocket. One is profitability at the bank statement level. So anyone can recast their numbers. Right. Here’s my book. And look, if I wasn’t here and if we did things right, we’d be very profitable.
Right? So what a recast is an acknowledgment that my business isn’t as healthy as it could be under someone else’s tutelage. So what we do is we say, look at bank statement from two years ago. Look at from, you know, two years and minus one month. And we go and we throw down 24 bank statements and say, look at the cash position increasing, that is undeniable. And acquirers of course, want in part, if it’s not a strategic acquisition necessarily, but a bottom line acquisition, they want to see the increasing cash because they know if you can do this for two years or longer, five years, sometimes we throw down that they have a cash machine. The other component is owner independence. The day you sell your business, you may not be physically leaving. You may say, hey, I’ll stick around for a couple years and help out.
But you’ve emotionally left. And an astute acquirer knows this instantly. So they want to see owner independence plus a cash ATM. So the two things we institute is Profit First, which we talked about, assures that there’s constant profitability, forces us to shine that flashlight on problems and fix them. But the second thing is owner extraction. So when we go into a family office, we’ll say, tell us about the owner’s work style. We investigate that. We say, okay, we’re booking them for four weeks out of the office.
We call it the four week vacation. And we say, the reason we’re doing this is not because the owner needs a four week vacation. The business needs a four week vacation from the owner. What we’re going to do is extract them to identify the homeostasis of the business, where’s it actually performing without the owner inserting themselves as a superhero to fix problems and bridge gaps and all those different things. Once the owner’s extracted, we find out where the business falls. Sometimes, shockingly, it actually elevates because the owner was unintentionally stealing away work and prohibiting the other team members to elevate to their actual true potential. Other times, and this is more often the case, the owner leaves for a period of time and we see, okay, we have cracks and damages here. This is the gaps the owner’s been filling.
We have to go in and now fix those things up. What we tell business owners is we have to transfer you from this superhero syndrome, swoop in and fix and break all the rules in the process to a foundation builder, a true visionary, someone that builds the structure below the team so that the entire business is elevated to a new thermometer level.
Yeah, 100%. Mike, if a business is running at 20% EBITDA or even greater, how do you solve for tax?
Oh, yeah. So, well, first of all, it’s a great situation to be in. And I think the traditional accounting education says, “Well, you better reduce that EBITDA. You better start blowing some money on some expenses because your tax consequence will drop.” But what we’re doing is we’re spending $10 to save four. And the general rule of thumb is I want to build a business that’s extraordinarily efficient, very profitable, as opposed to throwing out unnecessary expenses. And yes, there’ll be a tax consequence.
But on the aggregate, it is a far better situation to be in. And inevitably, business owners that bear the consequence of the taxes—LLC, S Corp, all those types of formations—will get panicked. And the reason they do is because of a behavioral process called loss aversion. Loss aversion is, once I possess something, if it’s taken from me, I feel more pain than if I never got in the first place. So here’s a bizarre example, but maybe, Dave, you can relate. If I did this podcast, said, “This was amazing. Thanks, man.
Here’s a hundred bucks. I hope you have a great night out with some friends or something.” With 100 bucks, I know that’d be awkward in the circumstance, but at least you say, “Oh, this was weird, but at least I got a hundred bucks.” What would be very odd is if I said, “This is amazing, Dave. Here’s 100 bucks. Oh, could you give me 40 bucks back?” And so I just gave you a hundred dollars, and now I’m asking for some of that money to be returned. Loss aversion kicks in. And now it’s like, “Why are you giving and taking from me? Shame on you.”
Now, the irony is I could have also just said, “Hey, man, here’s 60 bucks. Thanks for having me on the show. This was a lot of fun.” And it’s like, “Okay, again, awkward. I’m giving you money, but 60 bucks, you came out ahead.” So the irony is, in either scenario where I give you 100 and take 40 or just give you 60, the net dollar amount, logically it’s the same, but behaviorally is radically different. There’s a sense of loss, and therefore we start acting irrationally. So with taxes, what I tell people is we all, as business owners, effectively have been recruited by the government as agents for them to collect money.
And we may have not wanted to do this, but the government says, “As a result of earning income, you are going to be responsible to collect money on our behalf and then turn it over to us, and we’re going to call it tax.” So every dollar we earn—15, 20, 30, 45, depends on your bracket—you’re responsible to give back to them. So we do, to avoid this loss aversion component, is we set up an account called Tax. And regardless of the formation of your business, your business can reserve your tax liabilities. You can have an S Corp or even a C Corp, or an LLC; as money flows in, that predicted percentage allocated toward tax is reserved. And then when the tax bill is due, the business can, in certain cases, pay it directly—LLCs famously pay quarterly—and the business pays it. But if you have an S Corp, which is very common, tax are being withdrawn from your payroll, plus a percentage of your distributions that come out, your business can then reimburse you was taken out of your payroll. So you don’t feel that loss aversion.
So, the essence of this is set up a dedicated account called Tax. When money flows in, we’re going to pre-allocate the appropriate percentage to cover those taxes to avoid loss aversion.
Yeah. And we specialize in that type of work, right? Advanced tax strategies for high net worth and ultra-high net worth. And there’s many things in which, if you look at it comprehensively, you can actually kill multiple birds with one stone, right? By, you know, essentially using something like, let’s say, infinite banking, a cash value whole life insurance policy, as a strategy to warehouse that capital that’s growing tax-free, and then you have it liquid to be able to use to pay taxes is a great case to do that.
Yes.
Or it’s dry powder for your next opportunity that comes up. I want to transition now, Mike, into… I know you have a new book coming out that really kind of takes some of the Profit First-type work and then ties it into personal finance. That’s going to again, I think, help our audience tremendously. So, talk to us about your latest work.
Yeah, my latest book is called The Money Habit, and it is effectively a translation, but it is unique on its own, of Profit First into personal finances. So just back to Profit First: Profit First is a cash management system at the bank level. It’s all rooted in behavioral psychology. It’s an interest of mine. But specifically, it uses what’s called commitment devices. We look at a pattern that we have, and then we set up a device, a technique that intercepts a natural recurring pattern to get the outcome you want. Most business owners, even businesses that are seven- or eight-figures, still log into their bank account and manage their money that way.
It’s particularly common with seven-figure businesses that people are logging in and see what the balances of their business. They don’t have the acuity—and I don’t personally—to translate P&Ls and bank flow, cash flow statements and balance sheets, and ties in together. They don’t really understand the metrics, so they follow a simpler system, which is logging your bank account, based on your balance, make decisions. So that’s what you’re naturally doing. I say kudos, that’s awesome. Keep doing it. We need to intercept that pattern by setting up bank accounts with these pre-allocated intentions. So when you log in, you know what money is available for what purpose. Well, I translate this personal finances in particular first to address the entrepreneur.
I can’t tell you, Dave, how many businesses I’ve run into that the business perhaps has become successful, but the personal finances aren’t under control, and therefore the lifestyle expands so rapidly that it leeches off the business, and it compromises the business and the lifestyle, and both come collapsing down. I’ve also seen the reverse, where people have saved and prepared for their future, and the business is struggling, and therefore it leeches off the home, and it destroys both. So an entrepreneur has a responsibility to nail the numbers in the business, but also in the household. And then there was a second kind of component of why I wrote this book: I got a call from a business owner that had been very successful. Interestingly, deployed Profit First, had 900 employees at this point, and his name was Tommy. And he said, “Mike, I got a new, unique issue. My colleagues, employees, come to me and ask me for raises or advances, some way to offset financial needs they have.”
He goes, “I try to satisfy this—they’re great people—as much as possible. But there’s a certain point my business can’t sustain doing this, and it’s going to take us all down.” He goes, “The root cause is the same problem I had with myself, is I wasn’t managing money well. It seemed like it always would evaporate, and there’s behavioral reasons behind it.” It’s rooted in optimal foraging theory, if you want to go really into it. But there’s a reason why, when money comes in, why is the natural tendency for us to gorge on it very quickly? And so we need to set up commitment devices, tools to control that.
So The Money Habit is a method to deploy these bank accounts, these envelopes, if you will, at the bank level to manage your money for the different common needs that we have in our lifestyle: food, shelter, water, many luxuries, maximum luxuries. And so what I did is I worked with Tommy’s team and we deployed it. Ultimately, now it’s available to all 900 employees. But we started off with the beta group of folks, and sure enough, it started this turn. The biggest benefit to the entrepreneur was the unexpected one. There was a USA Today article that came out in mid-August 2025. It says, “For the average American, financial worry has become a part-time job.”
And the article went on to explain that people are worrying, on average, four hours a day about financial consequence. For some, people can’t put groceries in the fridge and can’t put food on the table, and that’s way too common. For other folks, it was can’t cover the rent or mortgage. And for some people was, you know, “Am I prepared for retirement?” or whatever it was. But there was this drone of worry. And the consequence is to the business owner, if my team has a subconscious pain, they can’t be all in on the work at hand. So appropriately or not, the responsibility to some degree has gone to the business owner to help their team alleviate this pain so they can do the work that they need to do. And The Money Habit, I hope, will address that for folks.
Yeah. And does it work the same as Profit First in that, let’s say, you know, if your take-home—you know, your gross is a hundred thousand a month, right, personally—and then, you know, you realize, “Hey, I only need 60 to live,” that you have a net, right? Like a net operating income, basically, of 40k that you can now… so that now becomes your primary number that you’re working with. And then if I can, you know, multiply that over the next 12 months, that’s the amount of capital that I have to deploy into other assets, into financial freedom, into other businesses, or things like that.
Yes, essentially it’s that, with one big important asterisk. The average American makes 50,000 a year. And so entrepreneurs are the exception. And we sometimes get clouded by a number like 100,000 a month. The average American makes 4,000 a month, to give context. And so based upon the income level you make, there’s different tiers. And this is something that Profit First doesn’t have. But this book insisted this, in that based upon your income level, we have to move to the essentials of living.
If you’re making 4,000 a month in the U.S., you are likely focused much more on essential living, which is food, shelter, water, safety. If your earned income increases, we can move into more luxuries. The analogy I use is, for most Americans, the question is, “How do I put food on the table?” But then the next level is perhaps, “How do I go out to dinner regularly because I enjoy it?” The next level is, “How do I get a personal chef preparing these meals for me?” And then the highest level is, “How do I get a home for this personal chef to live in, so they’re available 24/7?” And so we have to realize there’s kind of this gradient. The mistake that I think many individuals make, not necessarily entrepreneurs alone, is that we believe that we will leap to these next levels by earning more money. If I simply move from 4,000 a month to 10,000 a month, I’m the next level. And if I move to a hundred thousand a month, I finally have arrived.
But without financial control and authority, we have a propensity to evaporate that money. And there’s these infamous stories of, like, how—I’m just picking Michael Jackson. I don’t know if that’s a great analogy, but Michael Jackson ends up being bankrupt. You hear these athletes who make god-awful amounts of money and they end up being bankrupt. And it’s easy for someone who makes, like myself, less than them, to look at them and say, “Oh, clearly they’re idiots. I would never do the same.” But behavioral theory says I do exactly the same, called Parkinson’s Law.
But as a resource expands its availability, we consume rapidly unless we have systems controlling it. So that’s the asterisk: is we have to just realize that money levels are different for different people, but the system is always the same. Assert control and authority over money as opposed to it controlling you.
Yeah, it’s interesting, Mike, because I really… this really resonates because I’ve experienced the same in running businesses and investing for the past 25 years. And we’ve actually just launched a software product called Pantheon Wealth OS that actually helps you run your personal finances, just like a family office.
So that’s fantastic.
Yeah, so you can take all of your, you know, static assets like real estate, or businesses, or crypto, or whatever it is, mix it in with everything else, and get the viewpoint of what is your net income per month, you know, per year. Start to forecast and do different scenario analysis because that visibility is huge. And then, like you say, to create containers and then have a decision matrix for you.
I love it.
Yeah. Awesome. Well, it’s been really great having you on the show, Mike. Want to just first ask you, you know, if you could give just one piece of advice about your entire body of work that could really help people accelerate things with their own financial affairs—if they could just do one thing—what is it? And then lastly, where can people find you?
Yeah. If you only do one thing, is set up one account that addresses your biggest point of interest financially, and have an account designated for that. This is a bank account. And when you start allocating money toward it, you start getting clarity. Not just on that one account—maybe it’s profitability for your business—you start getting clarity on what’s left. For everything else, it just brings subconscious behavior to a conscious level.
And for more information on me, for us working with family offices, theprospergroup.org is our organization that’s working with at-risk businesses and maximizing them. And my personal work, my books, my literature is at—interestingly—mikemotorbike.com. My last name is Michalowicz; no one can spell it, so I got my old grade school nickname, the only G-rated one. And Mike Motorbike—like the motorcycle—.com has all my books and resources there.
Awesome. Really appreciate your time and insights. Thanks so much, Mike. It’s been a joy.
Thanks, Dave.
Thanks for listening to this episode of Wealth Strategy Secrets. If you’d like to get a free copy of the book, go to holisticwealthstrategy.com; that’s holisticwealthstrategy.com. If you’d like to learn more about upcoming opportunities at Pantheon, please visit pantheoninvest.com; that’s pantheoninvest.com.