Speaker 0:01

Welcome to The Heart-Led Business Show, where compassion meets commerce and leaders lead with love. Join your host, Tom Jackobs, as he delves into the insightful conversations with visionary business leaders who defy the status quo, putting humanity first and profit second. From heartfelt strategies to inspiring stories, this podcast is your compass in the world of conscious capitalism. So buckle up and let your heart guide your business journey.

Tom Jackobs 0:36

Welcome, welcome, wonderful listeners to another exhilarating episode of the Heart-Led Business Show. So get ready to meet the maestro of Marketing Magic Phil Risher. As the brilliant brain behind Phlash Consulting, Phil doesn't just help local service businesses shine. He's like a sales spark plug firing them up from 3 million to a roaring 5 million in just 24 months. Today we'll dive into his heart-led journey, exploring the symphony of success that resonates through his consulting expertise. So grab your headphones and prepare for a heartwarming chat that could spark your own business brilliance. Phil, welcome to the show.

Phil Risher 1:16

Yeah. Thanks so much for having me. I love the intro. Thank you.

Tom Jackobs 1:20

You're very welcome. And try to get through it in one take usually.

Phil Risher 1:25

Exactly.

Tom Jackobs 1:26

Phil, I'm really excited to, to talk to you today because I know, marketing is a big thing in helping small businesses and service-based businesses, and a lot of people think how's the heart come into that? But we're going to definitely get some heart in into this one. But of course the first question I always like to ask is, what's your definition of a heart-led business?

Phil Risher 1:47

For sure. So Tom, I would say that there are three main wins that I look at that I strive for every day. I want our clients to win. I want our team to win. Team members to be successful and win. And I want the business to win and be profitable. And those are the three things from a heart-led business. If you can do those three things, there's no way that you don't feel like you're operating from a place of abundance and purpose. And for me, that's what I strive for every day.

Tom Jackobs 2:15

I love that. I have not heard that yet. But win, win a across the board.

Phil Risher 2:19

You go. Three wins.

Team Growth and Pay

Tom Jackobs 2:20

Three wins. And yeah I mean you, a lot of people don't really think, they think about, okay, winning for the customer, winning for the business. Not necessarily always the employees, but they're the ones that are taking care of the clients. So it totally makes sense. How did you come up with that philosophy?

Phil Risher 2:38

Yeah I was doing about, I was two, three years into my business we were doing about 200, 300,000 revenue, a virtual assistant and I was like, okay, I was making a hundred thousand dollars personally, and I was like, good, decent living, right?

Tom Jackobs 2:52

Yeah.

Phil Risher 2:53

I was like 30 years old and I'm like, okay, this is good. One of my friends that I worked with for 10 years at Enterprise Rent A Car, were both branch managers. We were in the training program. She was doing pharmaceutical sales, and she reached out to me and said. Phil can I put you down as a reference? I'm looking to apply other places, like I haven't had a good situation and I'm looking at it and I'm like, what if I could create a situation where she could experience what I'm experiencing, which is flexibility in my schedule, making six figures, helping people grow their business, and I already know that she has the work ethic and can do it. So she came on as a consultant and she scaled up to, making six figures at plus and having all this great things. So I guess what it came about was like I had this great thing that I had built personally, but then I knew that I had someone that I knew that could do it and I could help them build it. And then slowly it evolved from there. Like I had a team member that came on making 60,000 at the last position and now she makes double that. And so it's like you have the case studies of your clients, but then you could also have case studies of your team members as well. And it's like both, you can have both.

Tom Jackobs 3:58

Yeah. That, that, that's brilliant. And again, and when, like I said when those employees are well taken care of, they're taking care of the clients. Yeah.

Performance Pay Transparency

Phil Risher 4:09

Yeah, exactly. A big unlock for me was implementing performance pay in my company. Everyone in our company is performance pay. When we get new clients, everyone makes money. When we lose clients, everyone loses money.

Tom Jackobs 4:20

Oh.

Phil Risher 4:20

And it allows it to have almost like this self-managing company where they're incentivized. They want clients, they want to keep clients, they're excited to get new clients, and they're fighting for that all the time. And it's a beautiful thing as a business owner to have that.

Tom Jackobs 4:34

Yeah. Yeah. That's hard to kind have a salaried employee to really feel the pain that a lot of business owners feel when there's that ebb and flow and I love that. And that everybody shares, yeah.

Phil Risher 4:46

Yeah. One of the conversations that we have when they first come on is that we all get to participate in the upside. We get to participate in the win, and they have no downside. I'm the only one that's taking on the downside, right? Like they get a base pay plus they get all the upside. So it's a great opportunity for them to come in and win and make all the upside, and I'm taking all the risk on my side, and I acknowledge that right up front with everyone.

Tom Jackobs 5:08

Yeah, no, it's good to be, transparent like that too, because I think a lot of employees have that employee mindset and so they're like yeah, if I get a steady paycheck owner here, must get a steady paycheck as well.

Phil Risher 5:22

Yeah, so we just talked about this actually in our quarterly kickoff meeting. We do every single quarter where we have a kickoff and I share with them our reserves, so our retained earnings, and I let them know that we have three months of expenses. Set aside for the business.

Tom Jackobs 5:35

Nice.

Phil Risher 5:36

So you may think we're generating all this money over here, but I'm building a healthy business. We have to hire new people, we have to have reserves so that way everyone can stay paid if we lose clients.

Tom Jackobs 5:44

Yeah.

Phil Risher 5:45

So just so y'all know, imagine do the math. There's a lot of people here, 18 people do the math. We have three months sitting aside for that.

Tom Jackobs 5:53

Yeah. Yeah. And it's, somebody sees that, it can be it and having that transparency is really important because, if they have never owned a business of their own before it, it's difficult to conceptualize what that really means. It's just, oh, you got all this money what are you doing? You should pay me more.

Phil Risher 6:09

Yeah, exactly.

Phil Origin Story

Tom Jackobs 6:10

Awesome. So tell me about your journey into the current situation that you're in right now.

Phil Risher 6:16

Yeah, I started outta college at Enterprise, like I mentioned in their management training program.

Tom Jackobs 6:21

Yeah.

Phil Risher 6:21

I worked there for seven years and I was a branch manager, so I ran a branch. It was about$3 million business. I got paid off the bottom line off the P and L as a branch manager through their trainee program.

Tom Jackobs 6:32

Okay.

Phil Risher 6:32

I was about 25 at that point. I read Rich Dad, poor Dad,

Tom Jackobs 6:35

Okay.

Phil Risher 6:36

He said the number one skill you can learn is how to sell. And up until that point, I learned how to manage a business and get paid off the bottom line. I was one of the top branch managers, so I went to Enterprise and I said, I wanna learn how to sell. So they said one of the best sales programs that we have is in our corporate office where you sell to home service businesses like hvac, plumbers, electrics, electricians, you sell them fleet management services, so they have fleets of vehicles. Enterprise will help them manage their fleet.

Tom Jackobs 7:02

Nice.

Phil Risher 7:03

So my job was to set up appointments with these$10 million home service businesses, a hundred million home service visit, and pitch them on fleets. The same time my background that I love, my passion is personal finance.

Tom Jackobs 7:15

Nice.

Phil Risher 7:16

So I paid off my student loans. I actually bought a condo with cash when I was 25.

Tom Jackobs 7:20

Wow.

Phil Risher 7:21

Yeah, so I was like getting after it.

Tom Jackobs 7:22

Yeah.

Phil Risher 7:23

So my wife is a kindergarten teacher, and her friends were like, how did you pay off your student loans? How did you do all this stuff? So I started a blog about personal finance, and I had no idea. This was in 2015. I had no idea about building a WordPress website, doing SEO email marketing, like none of this stuff. So I started just writing no ChatGPT back then, right? I started writing three blog posts per week, like by hand. This is how you budget, this is how you do this. I would share my spreadsheets and everything. And I stumbled upon something, which was, if you wanna get recognition, if you wanna get people to your website, you need to get recognized places. So I got featured in Forbes and CNBC and Yahoo Finance and all this cool stuff, and I had 30, 40,000 people from my website every single month.

Tom Jackobs 8:00

Wow.

Phil Risher 8:00

I would go to these meetings with these home service business owners and they would say. Tell me a little about yourself. I'm like I got a lot to say. I was just on Forbes, I just featured on Forbes.

Tom Jackobs 8:08

Oh my gosh.

Bus Life to Breakthrough

Phil Risher 8:09

This is an interesting sales call.

Tom Jackobs 8:10

Yeah.

Phil Risher 8:10

And I started building a relationship with these guys and I actually, I didn't like what I was selling, so I left my job at Enterprise and I bought a school bus and I made a little tiny home.

Tom Jackobs 8:20

Oh my gosh.

Phil Risher 8:21

I traveled around the country making content and sharing my story and just doing fun stuff for a couple months.'cause I was like, debt free, having fun, whatever. Making content, doing the influencer thing. This was back in 2017 before influencer type stuff. Yeah, so I didn't even know what influencing was. Yeah. In my bus. Yeah. My dog and I in a bus traveling around this blue bus making content just like living life.

Tom Jackobs 8:43

Hiking, you know all that. Yeah.

Phil Risher 8:45

So my wife is a kindergarten teacher. Mind you, she's like a rule follower. So she's what are you doing? You are like, you're crazy. You're crazy. As most business owners site, that's how it.

Tom Jackobs 8:54

Yeah. Yeah.

Phil Risher 8:55

So when I came back into town from that trip, one of my clients that I sold fleet management to was a$3 million home service business and he was like, Hey, I need someone to help me grow my business. And you seem like you're getting after it. So could you come help me?

Tom Jackobs 9:08

Yeah.

Phil Risher 9:08

So I went to work there, and then in the first like month, all my worlds collided. My enterprise experience of running a$3 million business and getting paid off the bottom line, plus my marketing experience of getting website traffic, turning it into leads, email marketing and everything. It was just like he had been stuck at 3 million for three years, and within the first year he went three to 4 million and 300,000 profit to 900,000 in profit.

Tom Jackobs 9:29

Wow.

Fired to Found Phlash

Phil Risher 9:30

And so it was basically like takeoff time. So that's how I I got into home service and marketing and what we do. The part that I switched over to phlash was after a year, so he was four,$4 million. Ebitda a profit was around a million dollars. I'm like, I wasn't even paid any performance pay. I just, whenever I go into something, I just get after it.

Tom Jackobs 9:50

Yeah.

Phil Risher 9:51

So I'm like on his tail buddy, we need to get more technicians. We need to do this. We need to, and he's i'm making a million dollars. Leave me alone. What? This is a dream come true that I'm actually making money. I'm like, this is working. So leave me alone. So he actually, we had a meeting at Chili's, and he's Hey you're fired. You need to go start your own business. You're gonna call it Phlash Consulting, and I'm gonna introduce you to two of my friends and I'll be your first client and they'll be your two friends. Charge them$50 an hour and you'll make a hundred thousand dollars and you're all good. And that was seven years ago. Wow. Wow. What, what a story and journey as well. Yeah, man.

Tom Jackobs 10:29

That, that must have been quite, quite a lunch at Chili's.

Phil Risher 10:33

We, we would meet at Chili's, but it, to be honest with you, it was like, someone, you're doing$4 million and you're making a million dollars a year, and if you don't want to go for the gusto and you have someone who's roaring on your team, he did me a huge solid, which was he was like, Hey, go out and start your own business. I'll be your first client and I'll give you the icing on top. He was my client for the next year or two and he went to 5 million and then sold to private equity. And I sat in all the conversations with the private equity company and explained everything that we do to the T. So like he did right by me and I did right by him. And it was like a perfect, you know, we're still friends to this day and I think it goes to show like that whole team mentality of everyone can win here. Everyone can win here.

Tom Jackobs 11:13

Yeah. Yeah. And I'm sure obviously profit is a big part of that, but if that was the sole thing that you were looking at, it probably would've come out a little bit different or do you agree with that?

Phil Risher 11:26

Yeah the thing was like I knew the impact I was making on his business, right? And I was not making, I wasn't even making six figures. So I'm like, Hey, like I know that I should be making more than this, right?

Tom Jackobs 11:35

Yeah.

Phil Risher 11:35

But I also know that you don't necessarily have to pay me'cause you own the business. Let's figure out how we can make this a win-win situation. And he was like, Hey, you should be a consultant. Charge 50 bucks an hour. You make a hundred thousand dollars and here's your clients and go do this and you can help me still.

Buy Back Your Time

Tom Jackobs 11:49

Yeah. That takes heart and courage and yeah, all of that. So what makes your business now heart-led?

Phil Risher 11:57

Yeah, so a big focus for us over the last two years was buying back my time, and it's something that I struggle with a lot, which was, how can I be heart-led when I'm not touching all the clients? How can I be heart-led when someone comes to me and says, I need something? And I'm like, I can't help you. Is

Tom Jackobs 12:12

that heart-

Phil Risher 12:13

led or is it not? So it's something that I really struggle with a lot. And now where we're at is that I have a team of people that I care about, but they also have the ability to act on their own. And so some of the things that we do, like I have a weekly one-to-one with the team members and I ask them about their personal goals, their actual business goals, like what are we doing? And we set goals for them and they know that I have their back. But also just like in my opinion, my business is like a kid where it's like I need to let them fail so that way they grow up my business and being heart-led, it doesn't just mean coddling them and trying to like make it all kumbaya, just like a kid.

Tom Jackobs 12:51

Right. Yeah.

Phil Risher 12:52

It's like I've had to shift that a lot in my mind. It was usually like around when I got to around a million dollars, the hustler had to die and the leader had to be born. Leader for me was like, I need to let this thing fail, and if it fails, I need to be there to catch it just a kid would. And you can still love the kid, but let it fail.

Tom Jackobs 13:08

Yeah. That must have taken a lot to make that shift from hustle to lead. What was that like for you and how long did it take?

Phil Risher 13:19

Yeah, there's two parts to it. One is the personal finance piece because I I paid off my mortgage and then like set myself up personally so that way I did, I could come from a place of abundance.

Tom Jackobs 13:30

Yeah.

Phil Risher 13:30

So, I did that before I killed the hustler. People are going through all this and there's the money part to it that feels oh my gosh. So for me, I did it. It took me seven years, right? But I got the personal stuff outta the way first, and then I shifted. It took me a good two and a half years to fully get to the point if you've ever, there's a great book called Buy Back Your Time from Dan Martel, and he has this five rung replacement ladder of hire, an executive assistant. Get delivery in place, get marketing in place, get sales in place, get management, and I just hired a salesperson about six months ago, so it wasn't founder led sales anymore.

Tom Jackobs 14:03

Yeah.

Phil Risher 14:03

But it took me a good two years to get to that point. The two big hurdles for me were, one, I had a scarcity mindset and I was nervous that I could take this money and put it into an index fund, and be wealthy, right? More, more wealthy. Or I can take this money and invest it in my business and buy back my time and build a business that was wealthy as well. But I don't know if that's gonna work or not.

Tom Jackobs 14:24

Right.

Phil Risher 14:24

So, I have to overcome that and make that decision. And then the second thing was, since everything was founder led and like I didn't, I had systems, but they were in my head and on paper, every single person that I hired took a good six months to get them up to speed. Like a director of digital marketing, six months, a salesperson, six months'cause I didn't have any systems for anyone to like even train on or fall back on. We were building them as we went. And so that's why it took so long to do. But now it would be a lot faster if I needed to replace them'cause I have the systems built.

Tom Jackobs 14:53

Yeah, so getting the systems is, would you say, is like the number one thing a business owner should really focus on is systemizing the business?

Phil Risher 15:02

Yes, but you can't, when you build a system, it's almost like you have to have someone who's there to execute the system to know if it works. I could tell you, build the system. Build the system. But then unless you have someone executing it and it's not working and you can't like fix the system, in real time. It's hard to, it's hard to say. Yes, build a system, so

Tom Jackobs 15:19

Yeah.

Phil Risher 15:19

Of course build a system, but take the next step and execute the system with someone else and see how they do and get that feedback loop.

Tom Jackobs 15:26

Yeah. Yeah, that's typically, that's how we build out our SOPs is the person who's doing it will. And now obviously with AI and screen recording and all that makes it so much easier to build out SOPs. that's one thing that I learned. Early on probably not early enough for me, but when I had my fitness business that I sold in 2018, it was I took a lot of time off near the, in, in the last half of owning it. And it was only because I had systems in place that the business was able to run and grow without me There all the time. One thing that really stuck in my head of why systems are so important. I got a call one morning from one of the trainers that opened up the gym at 5:00 AM and I get a call at 5:00 AM Hey Tom how do you turn on the AC? It's really hot in the gym. I'm like, how do you not know how to turn on the ac? I was like. We need a process. We need a opening checklist. So that was my first process, is an opening checklist. Unlock the door, turn on the radio, turn on the ac.

Phil Risher 16:38

Yeah. We had a similar situation. We just hired a automations engineer and she made a mistake in her first week. And so of course you could go to that person and say why'd you not do this? How'd you do this? But what we do is we go through and say, question one, did we have a process for this? And in this specific situation, we did not have a process for this. So I went to her and apologized. I said, I set you up to fail. I put you in a Michelin star kitchen and I didn't give you any recipe and I expected you to make what I wanted.

Tom Jackobs 17:04

Yeah.

Phil Risher 17:05

So do you have a process? Is the process correct? How you'd gone through the process with them? Then it's like, why did you not follow the process? But you can't. You gotta start with the process instead of getting mad at the person.

Tom Jackobs 17:16

Yeah. Yeah. That was a mentor maybe. It was a book that I read was always when you're having a, a difficult discussion or performance issue always start with process before people. Because it's usually the process and or the people aren't following the process. So then you can make those you can have those better conversations.

Phil Risher 17:37

Exactly.

Tom Jackobs 17:38

Yeah. When you're growing the business and you're stepping away or you're getting out of the hustle and you're instilling other people, how do you make sure that they have the same values in the heart-led philosophy that you have as the, as a founder?

Phil Risher 17:52

Yeah, I would say one is performance pay. First and foremost. It was very important because it allowed me to step away, and then we still had aligned incentives, which is do great work, make sure the customer's happy. Like that's like on the forefront of a lot of people's fear is that they're not gonna care as much as me.

Tom Jackobs 18:13

Right.

Phil Risher 18:13

When you give them skin in the game, you, there's a quote on this from a guy named Tommy Mello, and he says that if you want to put a cap on someone's performance, then put a cap on their pay. If you don't wanna put a cap on their performance, don't put a cap on their pay. And it allows you to think differently. So that's the first thing. The second thing, I would say core values, but a little less fufu than what most people say with core values. And it's more like the act of inserting core values into your business. The act of not just like labeling them and saying them, but like a perfect example. We just had to fire someone. And the reason was because they did not show a core value that we have as a company. And when we fired them, I did a Loom video and put it in our all team Slack and explained why that person is no longer working here, and it's because they were not exhibiting this core value that we have as a company, and it allowed us to reinforce the core value. Also every Thursday in our all team, the company gets a video or message from me about one of the core values and how they can show that. And same thing we shout people out on core values. So what we've done is try to bake it into our thing. Not just say, oh, core values foo, whatever. But it's like if you are a we, if you work here, then this is what you do. And if you don't do these things, then you're not a we. So you can't work here.

Tom Jackobs 19:28

Yeah. Yeah. Yeah. I love that because you we see, in companies all the time, you see the poster up on the, in the break room of these are our core values. But if you ask an employee outside of the break room where they can't see it, most of'em aren't gonna know what the core values are.

Phil Risher 19:44

Yeah, exactly. We put in an acronym for phlash, so the first one is partnership, for example. And then it's easy to remember and then people can call it out and then we shout people out. We actually just had our leadership meeting right before we recorded this, and we're launching a quarterly core value award. Where we're gonna recognize someone on our quarterly meetings. So trying to just make it fun, bake it in, that kind of stuff.

Profit First and Money Mindset

Tom Jackobs 20:04

Yeah. No, that, that's brilliant. That's really good. Good advice. As you're building, a heart-led business and profits are coming in, there's certainly times I'm sure you've had where you had to make a choice between making a profit or leading by your heart. How do you make those hard decisions?

Phil Risher 20:23

Yeah, we use Profit First. Mike Michalowicz has a great book. Profit First. Which, Yeah, essentially you have different buckets. You put your money in different buckets, and you have profit, now we about six months ago, we hit our three months reserves, fully and then we have a surplus of profit on top.

Tom Jackobs 20:43

Nice.

Phil Risher 20:43

Before I would take a percentage of the distribution of profits, usually I'd leave 30% in retained earnings, take the other distribution out as the owner.

Tom Jackobs 20:51

Yeah.

Phil Risher 20:52

But now I'm at the point personally and professionally where I'm analyzing does it make, what makes the most sense to invest in the business or outside? And how do I split that up?

Tom Jackobs 21:00

Yeah.

Phil Risher 21:01

Right now, I'm actively taking that profit and redistributing back into my business. And doing things. To help me grow the business. Because what has happened is that I've brought on these people that are very hungry into my business on performance pay.

Tom Jackobs 21:14

Yeah.

Phil Risher 21:15

And so I have to feed them, right? I gotta feed the monster that I created and it's a good thing.

Tom Jackobs 21:20

Yeah.

Phil Risher 21:20

But I can't say one thing to them and then not execute the other way. I can't tell them like, your performance pay, but I'm taking all this money out and I'm not gonna, reinvest back in the business. So hopefully good luck. It's a balance for me. So that would be the one part. The other thing would be that when you have profit lemme say it like this, something that I struggle with was that I thought that making money was a sin or bad. And I thought that it was bad to say that I wanna make more money because I'm good, right? I can be. I'm content.

Tom Jackobs 21:51

Yeah.

Phil Risher 21:52

There's a really good book on this. It's called Thou Shall Prosper. It's by a rabbi. What it helped me reframe in my mind is that it's actually, I'm a Christian, but it's as a person of faith, it's my job to make money.

Tom Jackobs 22:04

Yeah.

Phil Risher 22:05

Like it's not about, it's not about that making money's bad. It's that you make money and then you can do whatever you want with it.

Tom Jackobs 22:11

Yeah.

Phil Risher 22:11

Right? You're actually called to make money. You're called to multiply your talents and not hide them under a rock.

Tom Jackobs 22:18

Yeah. Yeah.

Phil Risher 22:19

So when that unlocked for me it was like, oh, let's go let me go make as much money as possible, and then I can do whatever I want with it. And I say all that because one, you have profit, you can do extraordinary things for your team. One woman has a bad back. We sent her a thousand dollars chair to help her with her back. You can do things for people. Someone else had surgery. We sent them some nice stuff, right? We had to fire this woman we gave her, and she's not even in the us we gave her a month severance pay.

Tom Jackobs 22:44

Wow.

Phil Risher 22:44

Like we can act with grace for people that would never even come in contact with, it's not even in the US that don't even all this stuff.

Tom Jackobs 22:51

Yeah.

Phil Risher 22:51

I think that it just allows you to do so much when you have profit. So you don't feel tight, can't give without, with when your hands clenched like this.

Tom Jackobs 22:58

Yeah. Yeah. That, that scarcity mindset just really messes with people.

Phil Risher 23:03

Exactly.

Tom Jackobs 23:04

I grew up with the same kind of money mindset of, money's the root of all evil, and it's oh, rich people do this, rich and that it's hard to get, get that out of your soul and out of outta your mind. But it's yeah, yeah. It's definitely something that people need to really work on is the relationship with money and knowing that when you make more money, you can do better things for more people because of that.

Phil Risher 23:30

Yeah, the impact that you can make when you actually have money is what it's about. And one of the big things for me was I paid off my student loans. I bought a condo with cash. I paid off all this debt. I was in the very defensive mind. Always playing defense. I never was really playing offense to maximize the money potential. So it was a beautiful thing.'cause when I'm good at playing defense.

Tom Jackobs 23:49

Yeah.

Phil Risher 23:50

and a lot of people are not good at playing defense, so when I switched to the other side of offense, it was like, okay, this is all go mode. And I think when you think about money like that, it's maybe I gotta play some defense, maybe gotta play some offense, what are you better at? And then get some roadblock, some, checks and balances in for you.

Connect with Phil Risher

Tom Jackobs 24:04

Yeah. Yeah. Oh that's brilliant. Yeah. Cool. Phil, this has been just a fascinating conversation and I'm really glad that we connected and were able to get you on the show. How can people learn more about Phlash Consulting and all the great work that you guys are doing?

Phil Risher 24:18

Yeah, for sure. So we do digital marketing consulting for home service businesses. Hvac, plumbing, electrical that same company that I took from 3 million to 5 million, then sold to private equity. We help companies that wanna sell or build great businesses that wanna scale multi seven figures do that. So I took all those playbooks and then now we do that for home service businesses. So if that's you can go to Phlash Consulting, it's P-H-L-A-S-H consulting.com. You can click discuss Your Business. We have like over 55 star reviews from discovery calls with us. So it's like we're not trying to sell you the dream or anything. But also if you're like, Hey Phil, you're a cool dude. I hang out on LinkedIn, Phil Risher and Instagram Phil Risher. You can always connect with me there. I'm happy to be a resource. Awesome.

Tom Jackobs 24:56

Thanks for that. And thank you so much for being on the show and sharing your wisdom and your thoughts with us today. I really appreciate you.

Phil Risher 25:02

Yeah, for sure. Thanks, Tom.

Final Thanks and Outro

Tom Jackobs 25:04

Absolutely. And thank you. Show audience for tuning in for today's episode. Check out everything that Phil's doing and we're gonna put that down into the show notes. So make sure you go down there and check that out in the show notes. And while you're down there, there might be a little button for a review and I certainly would appreciate if you would give us a, a rating and review so that just spreads a word more about the Heart-Led Business Show and for those that are wanting to have a heart-led business, but not quite sure how to do that. And until next time, lead with your heart.

Speaker 2 25:35

You've been listening to The Heart-Led Business Show, hosted by Tom Jackobs. Join us next time for another inspiring journey into the heart of business.