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The conversation covers various topics, including setting goals for travel and partnerships, establishing daily habits, discussing financial plans, projecting income from coaching clients and workshops, and exploring a pay model for shared expenses and revenue distribution. The focus is on creating a clear financial strategy and ensuring consistent income streams. The speakers aim to organize finances effectively and plan for future growth while considering various income sources and payment structures. of the catwalk. Because I realized that this is a model that we're going into it's like a partnership as well. These are all my many partnerships, kind of thing. And then my Q4 focus, the celebration and so on, and reflection on the year. Freedom travel, Europe plus India, key metric, acknowledge the team and all partners. Yes, really want to do that in a way. Solo plus perhaps with them, so like I definitely want to travel on my own, but like potentially with all of these partners, like kind of curious as to how I can support them in what they're doing and creating a retreat for them. Environmental trigger, make it happen. By the end of this season I will have made the trip and recalibrated my expansion. And then it goes into energy blocks. Mornings, I'm doing creative YouTube content, admin work. This happens here, this happens here, this happens here. And then keystone habits. Habit one is my evening flow. Habit two is my morning flow. Habit and like meditate, sauna, iced tea, gym, light sauna, start work, meditate, in bed, read, no screens, dinner. Habit three, reflect and plan every month on the last Sunday, every week on Sunday, next. I'm already doing this, which has been huge for me. And next day, end of work day. Habit four, precise yet fast, decisive, micro, editing content, macro, event, offer, launch, planning. So being decisive. And habit five, playing social, making sure that's in there. I can see how this is so helpful because you kind of like, you set all the systems in place. Or in place. Like you have a really clear background idea of all the systems and then you can just relax and let go of it and then just drop into the moment. That's right. Yeah. Really nice. That's his wife. She also said that. She's like, just set all of the systems front end and figure that out. And then I'm like, not going through it mindlessly, but just like not needing to make the decision every day on what I'm working on, when, how. Yeah. It's like that uses up a lot of energy. Yeah. And then vision board, which I haven't done. Stop creating to-do lists. I'm not going to go through all of this. Can I just ask, just with like the 90 day program, for example, the retreats. I think with the training, I'm pretty clear. What do you see my role or our collaboration? How do you see that? That'll come. So maybe we can move on to the finances now. Yeah, maybe there's a part of the finances, Chad. Because like, for example, the reason I have this is my, this is kind of like I have my separate financial or $60 a month through all of my corporate own offerings, right? Or like my own things I'm doing. But I haven't, and that is a standing argument. But at the same time, I'm also working on the podcast. I'm still obviously getting people from private practicing circles into retreat practitioner training or EC or, you know, like that's still. Part of what I'm doing. It's just not in a full, it's just kind of more in the back. I don't know if that's the way it's putting it. It's just further down the line if it becomes a majority, I guess. Yeah. Yeah. Yeah. That's the same for me. Okay. And I also would probably bring a podcast out in the next three months as well. But, yeah. And then there's like, there's obviously circles. Like Breastfeed Byron, like circles just happen. I'm like, I'm constantly thinking about how to like improve and like, you know, might do once a month a B3 social circle. Because I know that they would love that. And I might do it at theirs or I might do it here. You know, like getting the singlets out. Because I figured out with circles, like if we have 70%, let's just say 6, 50% retention for, as in 60% books out every time. Which means six people. That's $300 times two is $600 a week. Yeah. Times 4.33 is. What's the 4.33? Is, you know, $2,800, $2,700 or whatever. Right? So it's a decent chunk. It's half of one of our current pay. Or like two thirds of one of our current pay. Just from circles. Right? It is actually quite decent. But we're going to have a discussion that they're literally not paying any money. Well, they're not because if we're like seeing two or three. Do you know what I mean? And we're paying $100 for the space. Or $60 to $100 for the space. Yeah. So they have to, like, and it might not be like covering our pay. We can rely on our own. But that's probably what our admin cost is right now. So if it covers that fully. That's really nice. And it's such a top of funnel thing, you know. It's really more about getting, like being consistent in the community. Showing up. People come to kind of be part of us and be part of what we do. But it's not necessarily about the money. Like even though obviously it's important. Yeah. Yeah. That's right. It's not where we're going to make it. It's all community. Anyway, because everyone pays $50. You're not going to get rich through that. No, no, no. That's not. It's not the moneymaker at all. It's all admin. So we're moving into finances. Talking about finances. There's a new category. AI. So if you want to section this off. Moving into finances now. So I've got them. One to one. Eight coaching clients. Which is only four a week, right? And that's at. They're paying $1,200 a month. So it's $9,600 a month. Then. They're paying $1,200 a month. Okay. Yeah. That's like a bare minimum. I want to bring that to $2,000. Um. And then. I've got a slightly different. And then eight. So that's. A month. That's a month. That's two a week. Yeah. Yeah. That's two a week. Which equates to $2,400. So if you have a look at Dan here. 10K. Almost 11K. Um. Which is about $100K. For the year. $110K. For the year. How many coaching clients do you have at the moment? One. Two. Three. Maybe four. If David continues. Four. And John. Mel. Mel. Zachariah. Cool. Number of clients. Cool, cool, cool. Yeah. Okay. Now you've got circles in there as well. Circles. $2,400 for the month. And then here I put yours. So put my 10 coaching clients. You want 10. Sarah. 10 coaching. One-to-one coaching clients. For how much? $1,000. I put $800 mainly. But yeah, $1,000. I think that's healthy anyway. And then. Six. Six times more. And that includes a couple of breastworks. A month or a week? A week. We do them separate. So. Four times more. One-on-one breastwork a week. So that is. $16. A month. Yeah. I'm not going to say more. I'm just going to. And then. Just because I think that's where I'm going to thrive. In that space. People book in with me for that. And then. Two times a couple of breastworks a week. So that is. $8 in a month. For a couple of breastworks. And that's charged at $500? Yeah, that's charged at $500 per session. And then. I have pretty consistent. About the $2,500 and $600. For the women's genetic breastwork circles. Oh yeah? A month? That's. I think that I'm going to rely on that being pretty consistent. The last three months. And that's just been coming into your hand at the moment. But that's. Yeah. That's fine. I'm happy for that to come to the committee now. Because I'm. Yeah, the model that we're looking at. That would come into use. So. Let's just go Sarah. Women's genetic breastwork. It's between. It's kind of between $500 and $600. Just make it $500. Yeah. Yeah. Cool. Cool. So that's $13,000. So that's $13,000 a month. That's probably accurate. Because in my $15,000. I didn't calculate any tax or anything. Or an admin cost or anything. It's just $15,000. Without. Considering. Tax or anything else. Cool. That's not a year. I'm not sure what that is. But anyway, that's $13,000 a month. So, okay, cool. This is good. So they're rough numbers of what we want the offerings. And. If the reason I've calculated. Retreat separate. Our practitioner training separate. Is. If we focus on this. And the money coming from this. How nice. That there's $5,000 that comes from retreat. That you get paid for. I think we need. Because this is the consistent stuff. We went away from this. I think it works. If you have good consistent income. Any retreats. Even ESB study groups. Yeah. Okay, cool. So let's now. Let's now move into pay models. I spent so much time. Please create a summary of this pay model. That is clear and easy to read. Not overwhelming. That I could show Sarah. Feel free to also create an infograph. That is engaging, bright and colorful. This is what it came up with. How do I. I haven't actually opened it. I made a mistake. I need to leave. At 12. Okay, cool. Let's have a look at this. Together. Let's have a look. No base MRR. No base meaning. It's just. Whatever each of us are earning. Yeah. Also in model. Be the shared expenses sheet. Upfront payments spreading. Group call to Sarah. Per person revenue. One-to-one breast work. One-to-one conscious leadership. Sarah group. Co-coach. So like you coming on to like. Conscious leadership calls. Auto add upfront payment. Straight line. Yeah. I'm paying. I got the spreadsheet. Like if someone pays. For a three month program. It's like. Because I was like. When people pay monthly. It keeps the finances organized. And we know what's coming in monthly. So that's why I think a big reason we used to do it. Because it felt like. At least I know what's coming in monthly. But I got the spreadsheet. I was like. Because we want that money to be there. It then organizes it. And it takes whatever we're choosing. To pay ourselves. Each of us will choose whatever we want to pay ourselves. Per month. And it'll give you that. And then it'll allocate. There's a spreadsheet that'll tell you. How much you've got in your own kitty. For future months. How much we get in our own kitty. Is that the idea? A percentage of what we. So this is why it took a lot of work. A percentage. From each of us. I'm looking to find ways. Where we can figure out. There's two levels of expenses. Yeah. Like there's kind of like. Just generic maybe shared expenses. That might be. Like. Maybe cash at the moment. Or cash and face right? Or maybe even like travel to Bali. Fly to Bali. But yeah. Or stay there if we do practitioner training. Yeah like. So even with face and so on. And this is what I asked. I was like. Cool but. And these are shared expenses. And they split it 50 50. But let's just say. As an example. Let's just say I start having. 15 more clients. Than Sarah every month. Sarah's got 10 clients every month. And I've got 20 more than Sarah. Which means. That's 20 invoices. That. Cass. Now has to do. That is more work. As a result of them. And Sarah. She's paying for some of like. Cass's. But I'm not actually getting the money. So that means I'll be losing. Yeah you're kind of paying. You're paying for. Some of my work kind of thing. And so I was like trying to find. Like it'll be a nice problem to attend to. We don't have to have it all sorted out. But like. I think eventually. The ultimate goal. Is that like. As to. How much you're using faith. And that that comes. Out of your revenue. That you bring in. And. Yeah. It's more technical than that. Yeah. Yeah they can keep track. But. We have to give them the system. It's not just telling them to do so. We have to give them the system. To keep track. Because that's what's important. And so like. I've worked with faith. And so it might end up being that. It's kind of under. It's organisation. I'm like coordinating them. Kind of. And making sure that this is. Like overarching coordination. But you're working directly with faith. And with Cass. But you might not be coordinating. So like. Which I'm also happy. Well I think I was. What I've held in mind. Is a desire of yours. Is not to run a whole organisation. On your own right. And a responsibility that I'm. I'm taking on. And I'm willing to take on. And I'm wanting to and so on. Is to run a whole organisation. And so on. The one thing I say with that. Like if that is extra. Extra amount of work. I can see that I can benefit from that. I don't have to think about all of that. But I do want to make sure. You feel like very healthy. Compensated for that. So if that means. I pay some of my pay towards yours. Because of you organising it. That's fine for me. Because I just see it as me being a part of the business. And I feel like. I think you know that I'm pretty fair with it. If someone works. They should get reflected for that. It's that simple for me. It's not very complicated. And. Cool. I just want you to know that. Because I'm very grateful for that. Like honestly. Because all of the things. I don't know if I would be doing all of this work. To be honest. If I needed to do all of it. This is not a great sheet. So. Okay. So the agreement. In plain language. We're paid individually. This is like the ultimate goal. We're paid individually. That maybe we start. From the middle of the year. Or sooner. If it's available why not. If it feels healthily available. I'm thinking. Because we can always go back. It's also a nice positive pressure. You can always go back. If one of us really is in a shit situation. Yeah. But otherwise I think it's really nice. And healthy for us to. Because I think it's an energetic thing to that. It's so clean. We're paid individually. Based on what each person brings in. After cost. We share fair overheads. Base 50-50. We figure that out. By usage. That's cash. Optional custom items. We protect the business with a 10% reserve. And compensate leadership ops role. With a 5% levy to Dan. So. We protect the business. And compensate. Yeah so that's what we just spoke about. Yeah that's right. And so like. You know you were asking. What's the savings for. Like. Because we've been putting money aside. This month we've been able to. I've still been able to have us be paid. Yeah. Even though we didn't have enough money in our everyday account. Because of the savings. Yeah. And I've put in here. We'll figure out how to do this. Like I want it to be as accurate as possible. But. Compensate leadership slash. Operational leadership. And operations role. That's like me like. Running from like a fourth quadrant piece. Running it all. Making sure that like tax is being paid. All of this stuff. Yeah and then there's like. I think there's even different layers in there. Because there's the business overall. Yeah. Then there's maybe a retreat or practitioner training. Yeah. So that's based into retreat model. Yeah. Yeah. Yeah. And when we say business overall. You've been making sure. Posts go out and stuff. But in terms of like making sure that the humanities is up. And like. And like organizing the venues for it. And communication. I've been doing all of that. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. 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