Brooke Lively is the Founder of Cathedral Capital, a team of CFO’s and Profitability Strategists who help entrepreneurs turn their businesses into profitable companies. She is a highly regarded international speaker and author. With expertise in growth management, creative problem solving and profitability strategy, Brooke has been featured in international media including Forbes, CNBC, and US News and World Report.
Connect with Brooke:
I want to make sure that you have profit, that you're taking money home and that you're getting that income.
Brief summary of show:
You work so hard every day in your firm to build a more profitable practice. But then you take a look at the numbers, and wonder why there isn’t much income left at the end of the day for you.
Budgets can feel overwhelming. We create them to help us stay on target, but feel like money is being spent everywhere – how is it really contributing to your bottom line?
In this episode, I speak with Brooke Lively, Founder of Cathedral Capital, to talk about why budgets suck, and how to run a more profitable business.
Cathedral Capital is a company made up of a team of CFO’s and Profitability Strategists who help entrepreneurs turn their businesses into profitable companies. Brooke is a highly regarded international speaker and author.
With expertise in growth management, creative problem solving and profitability strategy, Brooke has been featured in international media including Forbes, CNBC, and US News and World Report.
We talk about:
• The Rule of Thirds when it comes to finance for your business
• The importance of designing a compensation plan that is right for your firm
• Different ways to diversify your compensation options
• Benefits of a profit plan and how it can help you strategize effectively
Brooke Lively's Book
From the publisher:
For years now, leaders in almost every industry have accepted two completely false assumptions–that change is hard, and that engagement drives results. Those beliefs have inspired expensive attempts to shield employees from change, involve them in high-level decision-making, and keep them happy with endless “satisfaction surveys” and workplace perks. But what these engagement programs actually do, Cy Wakeman says, is inflate expectations and sow unhappiness, leaving employees unprepared to adapt to even minor changes necessary to the organization’s survival. Rather than driving performance and creating efficiencies, these programs fuel entitlement and drama, costing millions in time and profit.
It is high time to reinvent leadership thinking. Stop worrying about your employees’ happiness, and start worrying about their accountability.
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