On this episode of the Healthy, Wealthy and Smart Podcast, I welcome Eric Miller on the show to discuss how to maximize the value of your physical therapy practice. Eric Miller has been in the financial planning industry for over 20 years. He is the Co-Owner of Econologics Financial Advisors and the Chief Financial Advisor. He has a degree from Capital University and is a Registered Financial Consultant® and licensed insurance agent. He takes pride in helping practice owners become the financial heroes of their own stories and has taken this passion to over 600 families in the past decade.
In this episode, we discuss:
-How to maximize the value of your practice
-The business systems that add the most value and are most attractive to potential buyers
-Financial considerations when planning your exit strategy
-Simple strategies to minimize your tax bill every year
-And so much more!
For more information Eric:
Eric Miller has been in the financial planning industry for over 20 years. He is the Co-Owner of Econologics Financial Advisors and the Chief Financial Advisor. He has a degree from Capital University and is a Registered Financial Consultant® and licensed insurance agent. He takes pride in helping practice owners become the financial heroes of their own stories and has taken this passion to over 600 families in the past decade. During this time, he’s had over 15,000 conversations with practice owners regarding money, investing, practice expansion, practice transitions, taxes, asset protection, estate planning, and helping them shape their financial attitude toward abundance. Econologics Financial Advisors is an Inc. 5000 honoree for 2019 as one of the fastest growing companies in the US.
Read the full transcript below:
Karen Litzy (00:01):
Hey, Eric, welcome to the podcast. I am happy to have you on.
Eric Miller (00:05):
Well, thanks, Karen. I’m really excited to be here. Yeah.
Karen Litzy (00:08):
Before we get into our talk on, you know, how to maximize the value of our practice, in your bio, I read that you’re a registered financial consultant. So can you explain to the listeners what that is and maybe how that differs from a financial advisor, an accountant? What is the differentiation there?
Eric Miller (00:31):
No problem there. So I think when people hear that I’m a financial advisor, I mean, people kind of have the same impression that all financial advisors are alike, so to speak. And that’s not always the case. You know, there’s some financial advisors that specialize in working with you know, ministers and teachers and all different kinds of professions. I just happened to work with private practice owners. Now, as far as am I licensed to do what I do in the financial world, there’s something called being a fiduciary. And when you’re a fiduciary, that basically means that you have to do what’s in the best interest of your client, not all financial advisors adhere to that standard. What’s called a registered investment advisor and we’re held to that standard under the SEC guidelines. And then as a registered financial consultants, it’s a designation that I picked up along the way. And it just basically, you know, there’s certain criteria that you have to use to be able to get to that designation that’s system.
Karen Litzy (01:41):
Got it. Yeah. So, you know, we were talking before we went on and it’s kind of like if you’re in the physical therapy world, which I am, and you go on to become, you know, like a clinical specialist in orthopedics or a clinical specialist and in pediatrics, it’s like going on for a little bit extra education and certification and what you do is that right? Okay. That’s exactly correct. Perfect. Perfect. All right. So now let’s get into the meat of this interview. So today we’re going to be talking about how to maximize the value of your practice, perhaps plan for an exit of that eventually. And we’re going to weave in some critical tax strategies that you might be able to use to save you money. So no one likes to leave money on the table. No one likes to feel like a dope because they didn’t know what they were doing. So, let’s start with maximizing the value of your practice. So first, what does that even mean?
Eric Miller (02:42):
That’s a great place to start because I think people automatically assume that when I say maximizing your practice value, it’s just about money, right? It’s just about, Oh, the, you know, what’s the enterprise value of my business. And then that leads into, Oh my gosh, he’s going to talk about like profit and loss and EBITDA and all these really technical terms. But in my viewpoint maximizing practice value. Isn’t just about money. It’s about the other parts of owning a business that you get value for like time, right? Like you would want to build a business that gives you a lot of time. You’d want to build a business that gives you great relationships with either your employees or recognition from your community. So when I say, if you’re trying to maximize the value of your practice, it’s not just about the money.
Eric Miller (03:31):
It’s about all of those other things, because you know, you look at it, most people that own a private practice that is your largest investment. You know, it’s like the thing that provides the most cash flow to your household, and it is an investment and anybody that’s owned a business for any period of time knows that it’s something that you have to care for. And that you have to make sure that you’re treating like an investment and putting in the time and the money to make sure that you get the most value out of it. That’s our definition for that.
Karen Litzy (04:04):
Yeah, absolutely. So how can we as practice owners then maximize the value of our practice. If let’s say in the event, we want to sell it, we want to exit our practice in whatever way we want that exit to happen.
Eric Miller (04:21):
There’s definitely some key areas like, yeah, you have to kind of assume the viewpoint of a buyer. Like if I’m going to buy your practice, Karen, like what are some of the things that I would like to see in place that would allow me to give you, you know, top dollar for it. And I think number one is your personnel organized? Okay, do you have organized personnel? Do people have job descriptions? Do they know what they’re doing? Do they know who to report to? So, you know, I think that that is that’s key because obviously if you have people in your organization that are aligned and are all kind of working together, you know, you’re going to have a really powerful organization. If you can do that, if you don’t, then you’re going to have, you know, this scattered business that everyone’s kind of doing their own thing and that’s not good.
Eric Miller (05:13):
So that’s certainly one thing. And then of course, just having good stable systems that are built in your business so that there’s procedures that people have, that they can follow. You know, there should be an organization chart somewhere where people know like who’s in charge of what I think that’s going to all add value to your business. Certainly if you look at like the facility, what’s the facility look like, is it in good shape? You know, do you have, if you lease the building, do you have a good lease on it? You know, is there new carpeting is, I mean, is it a nice place where people feel safe to come to, you know, certainly a buyer’s going to think about that. And then I think from an income standpoint, obviously you have to be solvent.
Eric Miller (05:57):
You certainly don’t want to have a lot of, you know, outstanding accounts receivable out there. You want to make sure your books are up to date and current, you don’t owe any back taxes on the practice. You have multiple income streams in the business that you like multiple services that you provide because no one wants to be reliant upon one of anything. So I think those are all, some really key areas that if you can get those things in shape and you can get them systematized, you’re really going to have something that someone else would want and they would value. And they’re going to pay you a much higher amount for that.
Karen Litzy (06:33):
Yeah, that makes sense. So what I’m hearing is you really want to have an organization that’s sort of a well oiled machine where people know why they’re coming to work. They know what they’re doing once they get there and reasonably happy at their jobs, if not very happy at their job.
Eric Miller (06:52):
Yeah. And I think that you’re exactly right. And I think the key as the person that’s in charge of it is that you have to know what your role is in that business. So I think a lot of people that are in private practice, and maybe you can attest to this when you first started out, you’re just trying to make things happen and go, right. And, you know, as you go on, you kind of realize, look, I’m not just a practitioner, I’m also an owner and I’m an executive and those are completely different roles. And I think over time, if you can really make sure that you understand that those three roles are separate and that you have to make sure you master them to that degree, or at least hire someone that can do those things, that that’s really going to create you a valuable practice, you know?
Karen Litzy (07:41):
And I mean, when you first start out, like I work with a lot of like first time entrepreneurs, you are the owner, the therapist, the executive, the marketer, the pay, you know, you’re everything, right? So, so let’s say you have a practice like that, where maybe you are a single owner practice, right. Or maybe you have one person part time person. So you don’t have this sort of robust, huge practice. Can you sell that?
Eric Miller (08:12):
Well, you can, you can sell anything. It’s just as a matter of how much you’re going to get for it. So, again, looking from the buyer’s perspective, he wants to buy something. That’s not dependent upon one person. He wants something that’s going to be basically, he can assume that there’s free cashflow there. That is going to be worthwhile to him as an investment. So if you have like a single doctor practice or you’re a single practitioner, I mean, you can certainly sell it. It’s just not going to go for a very high, multiple, see, most of the practices that we’re talking about, you know, are going to sell for maybe like a one to two times earnings. Whereas if you get a bigger organization that has, you know, seven, eight, nine, 12, 20 PTs on staff, there’s executives in the office, it’s going to go for a much higher, multiple could go as high as eight to 10 of your earnings. So it is, it is that kind of a game, but that’s, you know, that’s the journey.
Karen Litzy (09:08):
Right? And, you know, you had said you want to have a lot of systems in place, in your opinion, what are the most valuable or most important systems to have in place within your business? Looking at it from a value standpoint?
Eric Miller (09:23):
I think definitely having a good financial system is really key because look at what, you know, a lot of businesses, business owners, don’t like to confront the finance part of their business, and that’s why they don’t have much in reserves. And, you know, they’re always kind of struggling for, gosh, I can’t make payroll this week. And it’s just a constant battle when you don’t have good financial systems in place, because they’re just, they’re not paying attention to their money lines. And unfortunately, when it comes to your practice, that that is the most important thing is keeping that practice solvent, which means that there’s more money coming in than what’s going out. So that personally, I think that’s the most important. Some people would say a marketing system is really key because let’s face it. If you don’t have more patients coming in and buyers definitely going to want to see that he’s going to want to see that you are, you have a system in place where you’re constantly getting new patients in the door. Right. And then, you know, I think a good quality control system is, is really, really key. Because if people aren’t, you know, getting better and you don’t diagnose that quickly of, you know, why aren’t people getting better because that’s what you do as a physical therapist, your job is to get people pain-free, you know, or reduce their pain. So I think that’s a pretty key area too.
Karen Litzy (10:42):
Nice. Yeah. I just had this conversation about the importance of a financial system. Cause I sort of switched my financial system within my practice around, over the last couple of years and it’s made such a huge difference. You know, I started looking at the financial system in percentages sort of going off of Mike McCollough, the book profit first. And so, yeah. So how much stays in the business? How much goes to me as an owner, how much goes to taxes? How much goes to profit, how much goes, and then making sure that when that money comes in, it is automatically divided up into those percentages and it’s made a huge difference.
Eric Miller (11:22):
That’s so awesome to hear it, does it because you’ve instilled control over your money right now. Right. And when you look at like what’s a barrier for a lot of practice owners is that they don’t feel like they have control over their money. Right. And, when you start putting in good control, it’s kind of like when you’re adjusting somebody or you’re getting someone to feel better, right. You have to kind of put control in on that person. Like, I need you to do this and move here and do that. It’s the same thing with your money. You have to kind of allocate it so that you know, your expenses are you channel your money to places where it needs to go to handle whatever expense that would be. Certainly, you know, you’re yourself. I think, you know, is the most important person that you need to pay first.
Karen Litzy (12:07):
Well, that’s what profit first says. No, it’s true. Like, and once I started doing that, it made everything just lighter. So now like quarterly taxes are coming up September 15th or depending on when this airs that might’ve just been that September 15th date. And I remember like years ago, I’d be like, Oh my gosh, I don’t know how, how do I not have them now? I’m like, Oh, totally fine, my money’s where it’s supposed to be. I am good. Like, this is exactly where it needs to be.
Eric Miller (12:43):
That actually is kind of like an underlying goal and purpose that I have is I, you know, people always ask like, what’s the product of a financial advisor and people think it’s, you know, Hey, you know, you made me 20 or 30% or you know, helped me save in taxes. Not really, you know, I like people to feel relaxed about their financial condition and just what you explained to me right there. You’re definitely much more relaxed about your condition now because you have control over it and it doesn’t control you. That’s really awesome.
Karen Litzy (13:13):
Yeah. And it’s a little stressful at first because it’s different and it’s a change. So I always tell people if you’re starting out now start off this way. And Holy cow you’ll be so much easier. Everything is just, I feel so much easier. Yeah, just a sense of ease that I now know, like, yes, I have money set aside for this. It’s already paid, like it’s basically already paid for.
Eric Miller (13:39):
That’s it that’s right. But it also does another thing too. It does make you look at and say, you know what, maybe I’m not making enough money in my business because I can’t cover some of these other things. And I think that’s the most important thing that people have to realize. And I’ll go off on a little tangent here, but there’s really two basic rules of, for me, income and expenses. The first one is that just get used to the fact that your business will try to spend every dollar that it makes. And then some, and, and that’s not just for a business, that’s like a government or any household or organization just, it’s just going to try to spend every dollar that it makes. And then some, but at the same time, it will also make the exact amount of money.
Eric Miller (14:25):
It thinks it needs to make to survive. So when I say that, people are like, what does that mean? I’m like, well, look, you know, if you know that you have expenses coming up, somehow miraculously, the business does make enough to cover it. Doesn’t it? It’s just like, it’s just, that’s the way it is. So the trick to it is simply to make sure that your reserves and your profit and your taxes are just part of what the business thinks it needs to make to survive. And if you can get that in as what you said as part of that profit first book, I think that’s what he’s talking about is that it sets the right income target for what the business really needs to make, because that’s the biggest outpoint that I usually see with, with practice owners is that I’ll ask them, Hey, what’s your income target? They’ll say, well, you know, I need to make $30,000 a month to pay my bills. And I’m like, well, no, that’s not what you need. You actually need 45. If you want to include your profits and building up reserves and paying your taxes that they’re operating on a wrong income target. So I think that’s really key is to make sure you’re operating on the right number.
Karen Litzy (15:30):
Right. So don’t underestimate it completely because I think oftentimes people will just look at, well, this is my rent. These are my utilities. This is my payroll. If you’re paying people and these are, you know, overhead costs that maybe we have to pay, you know, phone bills, things like that. And that’s it. And they’re like, okay, so that’s all I have to make.
Eric Miller (15:55):
That’s right. And that’s where their demand for income is. But, and if, but if they put in, Hey, I need another $10,000 a month for myself. I need another 5,000 for taxes. I need another because I want to make sure I have reserves. So if I have to shut down for another month, I can handle that. Right. You start putting all those things in. Now the number changes from Oh, 35, I need to make 50. Oh, right. Okay. Well, that’s fine. How many more patients do I need to see a week? Right. To be able to make that number, it just gets them, you know, being a problem solver now, as opposed to like, I can’t do anything about it kind of mode.
Karen Litzy (16:32):
Yeah. And I do that. Like people always ask me, well, how many patients, you know, do you usually see a week? And I said, well, it’s not, how many do I usually see it’s this is what I need to see to make X amount of money per week. So that I know per month, this is what I’m making. And my costs are a little bit lower because I have a mobile practice. So I’m not paying a lease on a brick and mortar facility, but I still have to pay my own rent for my apartment. And I still got to eat. You know, these are all the things that you have to put in. So it’s not just, what does the business need, especially if you’re a solo preneur, what do you need to survive?
Eric Miller (17:12):
Yeah. And I think this is where a lot of people, yeah. A lot, a lot of practice owners and entrepreneurs gets, think that their business is more important than their household. And you know, I’m under the, you know, our philosophy, our viewpoint is that your household is like a parent company. Okay. You think about this, you look at all the big corporations out there and you know, people have opinions of them, but they do understand money pretty well. And they certainly understand that let’s take Facebook. For example, Facebook owns, I don’t know if you do this, like 83 other companies and they’re the parent company to all of those other companies, but everything flows to the parent company. Okay. We’re your households, no different, you know, you own, you have a, let’s say you own a house, a business, maybe a piece of real estate 401k plan, the bank account. Right. Those are all assets of the household. So you really, you know, once you start treating your household, like the parent company, then you set up the system so that, you know, your household you’re meeting the goals and purposes of the household people. I think they don’t do that. They don’t take care of themselves like they should.
Karen Litzy (18:19):
Yeah, no, I think that’s great advice. Thank you for that. Alright. So we’ve got those financial marketing quality control systems, obviously three very important systems and we can go on and on and systems. That’s a whole other conversation. So we will take those and people can run with them as, as sort of prioritizing their systems. So now we’ve got, we’ve got all of our systems in place. We’ve especially our financial system. So how do we plan? Let’s say we’re getting towards the end of our treating career, whatever your clinical career, whenever that may come. And it may come at different times for different people. How do we efficiently plan for an exit? What do we do?
Eric Miller (19:05):
As far as like getting the business ready to exit out.
Karen Litzy (19:09):
Yeah. Like let’s say, let’s say you’re getting ready to kind of exit out of your business. Now we know that maybe you can try and sell it. Or what if you’re just like, this is the business is done. You’re just done. What do you do?
Eric Miller (19:24):
Yeah. Well, I mean, I think the first thing you gotta realize, you gotta look at your own financial readiness. Like, can you afford it? You know? I mean, I think a lot of people, they get into a position where they’re tired, they get exhausted, right. Because they’ve been doing things for themselves or I’m sorry, just for the business. And then they just get burnt out, you know? Well, you know, burnout, you know, what burnout is, it has nothing to do with that. It’s just that you don’t have a bright enough future in front of you. That’s what burnout comes from. Right. And I can see why a lot of practice owners getting that conditions. Like I just keep doing the same thing every day and I can’t see a bright future for me, so I might as well just sell the thing. Okay.
Eric Miller (20:06):
So the first thing that I do is just, I try to rehabilitate, like, do you remember why you decided that you wanted to be a business owner? Do you remember like what the purpose was? And if you can revitalize that, I think you can get that person back on track, but look at the end of the day, if you don’t want to do it anymore and you want to sell your business, then you know, certainly, you know, hiring a broker can help. Certainly finding someone or just finding another PT that, you know, in the area that would be willing to take, you know you know, sell, you can sell the business to, for Goodwill or it’s not going to be very high price, but certainly you can find someone that would be willing to buy practice for some costs. Right. That may just not be very much. Right.
Karen Litzy (20:52):
And then what, if you were ready to just wrap it up, you don’t want to sell it. Are there things that one needs to think about as they wind it down?
Eric Miller (21:02):
You mean just like, just close it down?
Karen Litzy (21:04):
You’re closing it down. You’re moving on to greener pastures, if you will. So you decided to close it down. Are there any financial considerations that one has to think about in that scenario?
Eric Miller (21:16):
Well, you know, certainly look at how much money that you make from your business. Even, you know, money that through the cashflow that you make, it’s sometimes a lot more significant than what people think. And certainly you can own the business. You can just, I mean, if you’re a physical therapist, you can just go work for somebody else if you want to. But you know, I think people just have to realize that, that their business does provide them a pretty good living and they just have to analyze that and say, do I have enough to replace that? Or can I go to work for somebody else and replace that income? You know, it’s certainly not a good thing to do. You know, there’s seven different ways to exit out of business. And that’s one of them just shutting it down. It’s probably the most, it’s the worst way to do it, but I know that it does happen.
Karen Litzy (22:05):
Yeah. Yeah. What are the other ways you could just name them? We don’t have to go into detail.
Eric Miller (22:13):
So you can die with your boots on, you can close it down. You can sell to an associate. Okay. You can sell to a competitor. Okay. You can sell to private equity. Okay. You can gift the practice to somebody else. Okay. Or you can have your employees buy it through, what’s called a Aesop plan. Those are the seven ways that you can exit out of your practice. Okay. Great. What happens with most practice owners is they either sell to an associate to a private equity group, the size of the practice.
Karen Litzy (22:54):
Yeah. Yeah. And so now let’s talk about taxes.
Eric Miller (23:03):
Yes. So, Oh, taxes. Hey guys, when you could see your eyes got big.
Karen Litzy (23:07):
Who likes to pay taxes, right. Nobody likes to do it, but we all do it because we need, we need the services that they provide. Right. So let’s talk about some tax strategies that might be able to save us some time.
Eric Miller (23:21):
Yeah. Yeah. I think the first thing on taxes is that you have to realize that your accountant may or may not understand the tax code completely. And it sounds really weird because everyone assumes that they have an accountant, Hey, he’s going to try to minimize my taxes. That’s not really what their goal is. Their goal is to make sure that you are compliant, that you file your taxes on time. They’re not necessarily doing tax planning for you. They’re not trying to minimize your taxes. Okay. So I think that’s the first thing is that you really have to make sure you’re working with an accountant that has the viewpoint that I want to try to minimize this tax bill as much as I can, because it won’t happen by itself. You have to be proactive. You cannot take a passive role in minimizing your taxes, or you’re just going to end up paying the most.
Eric Miller (24:09):
Okay. The tax codes, 3 million words, and, you know, no one’s going to know every single passage of it. That being said, there are definitely some strategies out there that you can utilize. One that is that I’ve been talked about a lot is that you can actually rent your house out for 14 days out of the year and you can collect that money completely tax free. And you’re probably thinking like, well, how, how would that benefit me? So where this came about was that in a, I don’t know what year it was, but if you’ve ever heard of the masters golf tournament, there’s a lot of, there’s a lot of guys that have big houses there and on the golf course and they rent their houses out for thousands and thousands of dollars. Okay, well, legally they can collect all of that money, completely tax free.
Eric Miller (25:08):
Okay. Because the IRS code says, you can rent your house out 14 days out of the year and get that money complete tax free. And you probably thinking, how do I take advantage of that? Well, if you own a business, your business can rent your house out for 14 days out of the year. And as long as you have a legitimate meeting at your house, maybe you have with a key executive or even with yourself, right. You have an executive meeting at your house and you document that, then you can rent, you can have the business pay for that. Okay. It’s a business expense. And then you get that personally. And as long as you do it correctly, you can get that money completely tax free. All right. That would be certainly one strategy you can use. It’s called the, it’s called the Augusta rule. You can look it up online and, and certainly there’s. Yeah, yeah. That’s where it came from. That’s one and, you know, right there, 14 days, let’s say that it’s a thousand dollars, that’d be $14,000 that you could expense out in your business. And then you can get that personally. Oh, you have to do it right. You have to have a legitimate meeting. You have to like
Karen Litzy (26:14):
Say it’s $10,000 a night.
Eric Miller (26:17):
I don’t know. In New York, you may be able to write.
Karen Litzy (26:20):
I don’t know. That might be a stretch too.
Eric Miller (26:22):
If you needed to rent out like a hotel or a restaurant, that’s what you would need to do. You need to go get like an estimate like of where you would normally hold that meeting just for documentation purposes, but like anything else it can be done. You just have to follow through and have documentation, you know? And I just have the accountant guide you on how to do that. That’s certainly that’s one that would be, you know, 14, 15,000. So if people have kids, they can put their kids on payroll and they can, you know, show them that would be another deduction that you can use. You know, there’s certainly a lot more, I could probably go on all night. But you know, I think another thing that people can do is just look at how they take their income.
Eric Miller (27:06):
Like you own a business, right? And most physical therapists are escorts. And you know, a lot of accounts will tell them to take bigger salaries than what they actually need to be taking. Right? So you can actually adjust your salary downs as long as it’s a reasonable compensation and then take more an owner draws. That’s going to help minimize the Medicare tax as well. So it really just boils down to, you know, finding the right information, finding a right advisor that can help you and, you know, provide tax deductions that your accountant can work with to minimize it. It can happen like you should, it’s your responsibility. And I say this a lot. It’s like, I’ve never read anywhere where it’s my responsibility to maximum fund the IRS. Right? Like I know I have to pay taxes. I get that. But there’s no one that said that I have to like pay, you know an ungodly amount of tax. But that’s the way the IRS works. They just assume that your money is their money and you have to be proactive to show them otherwise.
Karen Litzy (28:11):
Yeah. I know this year when I paid my taxes, when I did my taxes for 2019, I was so excited. Cause I only owed like $309 after doing my estimated quarterly taxes, which I thought, well, this is great because I’m not giving them more throughout the year. And in fact I was almost like, spot on. That’s pretty good. Yeah. That was pretty good. Because like, you don’t want to, like, I understand when people get refunds, but if you got a refund, that means that you gave them more than was necessary throughout the year. Correct. Right. Yeah.
Eric Miller (28:53):
So it is something that you have to stay on top of because as your business grows, you know, your tax liability personally is going to be higher. So you really have to make sure you stay in good communication with your accounts. Like you should be talking to them every quarter, especially now recently where I think a lot of people have gotten the PPP loan. And if you, you know, if that gets forgiven well, you know, physical therapists didn’t really shut down. I mean, some of them did, but you were still collecting money. So you know, you may have, you really have to make sure that you’re not going to have a tax problem for 2020, it could happen. So just, you know, just getting in communication with your accountant. I think that that will help.
Karen Litzy (29:32):
Yeah. During the PPP loan phase and covert, I was thinking, I was talking to my accountant like literally every other day. Yeah. I’m like, does this make sense? Should I do this? Should we do this? Should I do this? Can I do this? Does this, is this the right form? Do I feel, and I did get a PPP loan because in New York, you know, we were done, like when I say shut down, like shut down, nothing, you know? And eventually I started doing more telehealth visits, but in the beginning it was quite scary. And so I said, you know, I better apply for a loan and, and I did get it. And now they haven’t even asked, we haven’t even filled out the forgiveness paperwork yet, but now I’m in contact with him like weekly, like, is this the right form? Did I fill this out? Right? Is this the right documentation I need? And he’s like, yes, yes, yes. You’re all good. So now when the time comes, I’ll be able to get that in really quick.
Eric Miller (30:27):
Yeah. And it won’t be a problem and you know, you’ll have your attention on other things that’ll help expand and that’s good. And then that’s just, that’s not my experience. Most practice owners, they kind of don’t confront it, they ignore it. And then it becomes a bigger problem down the line. And that’s really needless. Right.
Karen Litzy (30:44):
I think that’s how I used to be, but I have now been rehabilitated financially. So yeah, this was great. Now, what are in your opinion, what are the key messages that you would like the listeners to kind of take away from this conversation?
Eric Miller (31:02):
Well, I mean, you know, for me look, I mean, you can, regardless of what your financial condition is, like, you can do something about it. Right. And I think that’s always been a pretty key, you know, philosophical viewpoint that I have. Like, I don’t think that there’s such thing as an unwinnable game and I know that even things get a little murky and they get a little dark and you know, sometimes you don’t really see, you know, the future as bright as it could be, but if you just kind of like, just do one thing right. And complete that cycle of action and then go onto the next, then I think that starts to create more freedom for yourself. Like people get overwhelmed so fast. Right. And there’s like, there’s so many different things to do, especially financially. Right. That they just, they don’t just do what’s in front of them while they’re doing it. Like just complete one thing at a time. And then you can go on to the next one. Right. Like do the next thing and then go on to the next one. And then to me, that’s the key to success, right? There is, is getting interested in something that you don’t want to do. Right. And completing it. And I think once you do that, you’ll start to see a much brighter future, better things happening to you.
Karen Litzy (32:14):
Yeah. Great, great advice. Thank you so much. And before we get going, I’m going to ask you the same question that I ask everyone. And that’s knowing where you are now in your life and in your career. What advice would you give to your younger self?
Eric Miller (32:29):
I would simply tell myself that there are destructive and constructive actions that you can do in life, right. And that those destructive actions, while they may appear fun at the time will certainly prevent you from getting to your potential and leading the life that you want to lead. Right. I know we’re all young. We all kind of make stupid mistakes and that’s just part of the learning curve. But I would certainly tell myself, you know, your personal ethics is really part of your survival, right? And to the degree that you kind of keep yourself in good shape morally, and you do the right thing better things are gonna happen to you in your life. It’s going to create more abundance for you. And I would tell myself that is just make sure you pay attention and do the right thing more often than you do the wrong thing.
Karen Litzy (33:22):
Excellent. And now, where can people find you on social media website?
Eric Miller (33:27):
Yeah. So if you want to go for a wealthforpts.com wealthforpts.com, you can download a free ebook that we have. You can certainly go to our website www.econologicsfinancialadvisors.com And then we have a YouTube channel, www.econologicsfinancialadvisors.com. And those would be three places that you can go to connect with us.
Karen Litzy (33:48):
Perfect. And all of that will be at the show notes at podcast.healthywealthysmart.com under this episode. So one click will take you to everything. So Eric, thank you so much. This was great. I was taking copious notes and you know, every time I have these conversations, I’m always thinking to myself, Hey, what do I need to do? What do I need to act on? And you know, a lot of the conversations that I’ve had with folks like yourself, accountants, even on this program and in my own personal life have just really been so valuable. So I thank you so much for taking the time out today. Thank you and everyone, thanks so much for listening. Have a great couple of days and stay healthy, wealthy and smart.
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