The Leveraged CEO

Most owners know they need SOPs. Almost none of them have any. That’s because they sit down to type out a 40-page manual, give up halfway through page one, and everything stays in their head. In this episode I break down why you should stop writing SOPs, and the 5-minute method we use instead to build a full handbook in a couple of hours.

Here’s the thing. If every process lives in your head, every new hire learns by watching and guessing, and you end up training every person yourself. You can’t step back, and you definitely can’t sell it. A business that needs you isn’t an asset, it’s a high-paying job.

Here’s what I cover:

-Why nobody actually writes SOPs. One cafe owner we work with has no SOPs and no manual. With the turnover in hospitality, he spends most of his time training new staff, doing the same thing over and over again. Another cafe owner wants to exit, but new hires were thrown into a 120-hour week with no training. The coffee quality dropped, customers complained and staff kept missing checklists. You can’t hand over a business like that.

-The 5-minute method. Don’t write it. Record a 3 to 5 minute Loom of yourself doing the task and talking it through, even if it’s making a coffee. Grab the transcript, drop it into Claude with your SOP template and a prompt, and it formats the whole thing for you. Each SOP takes 6 to 10 minutes max.

-What every SOP needs. The outcome, who’s responsible, the purpose, the step by step, the video, a definition of done, the key mistakes people make and how to get past them, and who to go to with questions. That last one matters. If the answer is always you, the whole team keeps coming back to you.

-Turn your SOPs into an AI bot. We helped an allied health clinic in Canberra turn all their SOPs into a manual, then set up an AI bot in Google Workspace so the team could just ask it how to do things. The team kept going to the manager, the manager had no time for manager stuff, and the owner got dragged back in. Not anymore.

-SOPs are only step one. Keep it low tech: Google Drive for the masters and printed binders on site. No fancy software. Then turn your SOPs into checklists, like end of day checklists or sales reports. Add a weekly rhythm so things actually get checked, and an onboarding process so every new hire learns the same way.

Timestamps:
00:00 Intro: stop writing SOPs
00:41 Why nobody actually writes SOPs
00:54 The 40-page manual nobody finishes
01:19 The cafe owner stuck training every new hire
01:42 The cafe owner who can’t exit
02:08 Why a business that needs you isn’t an asset
02:32 The 5-minute method
03:01 Record a Loom, let Claude write it
03:42 What every SOP needs
04:14 The mistake that sends everyone back to you
04:30 The clinic with an AI bot for its SOPs
05:03 Keep it low tech
05:36 SOPs are step one: checklists and a weekly rhythm
05:57 Onboarding so everyone learns the same way
06:54 Summary: film it, don’t write it
07:11 How to grab my SOP template

If you’re a business owner doing $250k to $2m a year with a team, and everything still lives in your head, book a free Leverage Audit with me. We’ll go through your systems and processes, work out what to automate, delegate or delete, and get your SOPs and checklists sorted so your team stops coming back to you. Want my SOP template? Send me “SOP” on Instagram or Facebook. Link’s in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback2

Most owners working 50 to 60 hours a week reckon they just need to work smarter. The real reason is simpler. Your name is in too many boxes. In this episode I break down the org chart test we run with every client, and how to take yourself out of roles one by one until the business can run without you.

Here’s the test. Write down the six departments in your business: sales, marketing, operations, admin, finance, and client success or delivery. If you’ve got a bigger team, add people and culture. Then write down who’s in charge of each one. If your name’s in three or four of them, that’s why you’re doing 60 hours. The fix isn’t working harder. It’s making yourself redundant from the roles you don’t need to be in.

Here’s what I cover:

-The six departments in every business, and the test that shows exactly why you’re working so much. Pause the episode, grab a pen and do it with me.

-Make yourself redundant, one role at a time. Week by week, month by month, we take founders out of the roles that drain them or that they don’t need to be in. Admin is first. No business owner doing over $250k a year should be doing admin.

-The agency team that was burning out. The ops lead and the admin person were both stuck doing client success. One team member was drowning in the inbox. The founder was doing client delivery too, and 44% of his time was draining work. We mapped the current org chart, found the two roles they were missing, and hired a dedicated client success person. Now ops does ops, admin does admin, and the founder does what he loves and what he’s best at: sales.

-How to hire a GM using profit share. The founder needed time off for his health, so we brought in a GM. They start 3 days a week, go full-time after 3 months on a salary of around $100k, then get a profit share once the business covers its costs and the founder’s wage. The GM is rewarded for growing the business, and the founder gets out of the day to day.

-The real test. Can you switch off your phone completely and not be needed? This agency owner is taking December off, and I’ll be working directly with his GM while he’s away. That’s why we work with the whole team, not just the founder. The team gets their time back too, so they can take more off your plate.

Timestamps:
00:00 Intro: your org chart is just your name in every box
00:17 My day in the life of scaling to $100k a month
00:57 What an org chart actually is
01:12 The six departments in every business
01:31 Why you’re working 50 to 60 hours a week
01:55 The test: who’s in charge of each department?
02:37 Making yourself redundant, one role at a time
03:07 Why no owner doing $250k+ should be doing admin
03:18 The agency team burning out
03:49 Mapping the current org chart
04:30 Hiring a dedicated client success person
04:51 Letting the founder do what he loves
05:15 Hiring a GM before taking time off
05:56 Paying a GM with profit share
06:50 The real test: can you switch your phone off?
07:13 Why we work with the whole team, not just the founder

If you’re a business owner doing $250k to $2m a year with a team, and your name is still in most of those boxes, book a free Leverage Audit with me. We’ll map out your org chart, work out what to automate, delegate or delete, and take you out of the roles you don’t need to be in so you can get your time back and put those hours into growing. Link’s in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback2

Most owners reckon they know where their time goes. They don’t. In this episode I break down the time audit every client does when they start with us. You track every 15 minutes for two weeks, then make decisions on real data instead of gut feel.

Here’s the thing. People think they’re not scrolling their phone much, or that their meetings are all necessary. Then they track it and the reality is completely different. One client just finished their audit and found 12 hours a week of unnecessary meetings. Once you’ve got the data, you can see exactly what’s wrong and fix it.

Here’s what I cover:

-How the time audit works. Track your time in 15-minute blocks for two weeks. Tag each block by category: admin, operations, sales, finance and so on. Then mark it as energising, neutral or draining. We get the whole team doing it, not just the owner.

-The founder spending 44% of his week on draining work. Nearly half his time. He’d slipped back on the tools while building out systems. Now we’re redoing the org chart, because multiple people were doing the same jobs.

-When people are in the wrong seat. His ops manager was spending 30-something percent on draining work, doing client success for marketing when his background is operations. The content creator was spending 29% of her time on admin. If she just did content, the ops manager could do ops, and the owner wouldn’t have to. You can see how it all flows.

-Find the biggest bottleneck first. For this client it was onboarding. For you it might be payment processing, basic automations, your GHL setup or sales. Fix the biggest one, then claw back more time week by week. Automate it, delegate it or eliminate it.

-One person, one role, and fewer meetings. Have someone specifically for admin, finance, marketing and client success, so they get really good at one thing. In my business I have two meetings a week: 10 minutes with the whole team and 20 minutes on client results. That’s it.

Timestamps:
00:00 Intro: you’re not busy, you’re disorganised
00:33 Why every client starts with a time audit
00:56 What you think you’re doing vs what you’re actually doing
01:05 The client wasting 12 hours a week in meetings
01:28 How the time audit works
01:50 The founder spending 44% of his time on draining work
02:15 Redoing the org chart
02:30 The ops manager in the wrong seat
02:59 The content creator spending 29% on admin
03:36 Finding the biggest bottleneck
04:16 Automate, delegate or eliminate
04:52 What owners do with the time they get back
06:01 One person, one role
06:26 My two meetings a week

If you’re a business owner doing $250k to $2m a year and you’ve got no idea where your week actually goes, book a free Leverage Audit with me. We’ll go through your systems and processes, find your biggest bottleneck, and work out what to automate, delegate or delete so you can get your time back and put those hours into growing. Link’s in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback1

Most owners judge their business on revenue. That’s the wrong number. If you’re turning over $2 million and barely making a profit, you haven’t built a business, you’ve built a job you can’t leave. In this episode I break down why margin matters more than revenue, and the margin audit we run with every client to find where the money is actually going.

Here’s the thing. When you sell a business, it’s valued on a multiple of profit, not revenue. A $5 million business profiting $50k is worth a fraction of a $500k business profiting $250k. And if you’ve got 500 customers making you the same money as someone else’s 5,000, you’ve got less overheads, less team and way more room to move.

Here’s what I cover:

-What margin you should be aiming for. Online businesses should sit somewhere between 50 and 70%. Brick and mortar should be aiming for 30%. Every business is a bit different, but at a bare minimum we get clients over 30%.

-The $500 a week that halved a client’s profit. His fixed overheads jumped $500 a week out of the blue, locked in for two years. His profit went from about $2k a week to $1.1k overnight, and none of it was in his control. That’s exactly why you need a buffer. You’re the one taking all the risk.

-The agency doing $60k to $80k a month with no profit. They hired the team before they fixed the systems. Everyone’s double handling and doing things manually, so the margin is gone. It’s a fine team without the right processes behind it.

-The tradie call-out fee making 20% margin. When we ran the numbers, the call-out fee barely covered the time and fuel. Three of their four services made 70% plus. So drop the call-outs and put all your energy into the services that actually make you money.

-How much to raise your prices, and how many customers you can lose. We map out the margin on every service and every type of customer, then forecast what a price rise does. Maybe your one-on-one sits at 50% and your group at 80%. Either do more group, or price the one-on-one up to match. Then work out how many customers you can afford to lose and still make the same profit.

Timestamps:
00:00 Intro: your $2M business might be worth less than a $500k one
01:06 Why profit matters more than revenue
01:47 The margin you should be aiming for
02:12 How businesses actually get valued
02:41 The $500 a week that halved a client’s profit
03:38 The agency that hired before fixing systems
04:41 Know your margin, then forecast
04:57 How our margin audit works
05:24 The tradie call-out fee making 20% margin
06:22 Margins by customer type: group vs one-on-one
06:45 How much to raise prices and who you can afford to lose
07:39 500 customers vs 5,000 customers
08:07 The three pillars: time, margin, revenue
08:32 Podcast views have doubled, send me your feedback

If you’re a business owner doing $250k to $2m a year and you’re working flat out but not seeing the profit, book a free Leverage Audit with me. We’ll go through your systems and processes, work out what to automate, delegate or delete, and run the numbers on where your margin is leaking. Want the margin audit template? Send me a DM on Instagram or Facebook. Link’s in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback1

Most owners reckon they need more leads. A lot of them don't. They need to stop losing the ones they've already paid for. In this episode I break down why pumping more money into marketing is often the wrong move, and where the real leaks in your business are.

A tradie I spoke to this week is spending $6k a month across three websites and getting 600 leads a month. He can only answer the phone for half of them. Each job is worth $25k. Even if he only converts 20% of the ones he's missing, that's $1.5 million a month walking out the door. Marketing isn't his problem. Systems, processes and not having enough team is.

Here's what I cover:

-The maths on 300 missed calls a month. 300 unanswered leads, 20% conversion, $25k a job. That's 60 jobs and $1.5 million a month he's losing while still paying for more leads. He probably only needs one of those websites at about $2k a month.

-Slow quotes lose clients. Someone else I spoke to has contracts worth $150k to $200k a year, but it takes them up to a week to get back to people. If someone has an urgent need, they're not getting 15 quotes. Get back to them fast, get the quote out within 24 hours, and there's a really good chance you win the job.

-The two real fixes. First, the systems and processes, including AI agents that pre-qualify leads and reply to enquiries within minutes. Second, enough team to handle the work. Keep pushing leads in without them and the quality of your delivery drops.

-Can you afford not to hire? Say you're missing $500k a month at $25k a job. That's 20 jobs. Put someone on a $5k a month base plus commission to call, chase and follow up. 2% is $500 a sale, or pay a flat $250 to $500 per job. You're paying a few hundred bucks a week to get tens of thousands back. It's just maths.

-Find your own leaks. How many leads are you not getting back to? How long do your quotes take? If you closed half of what's already coming through, what would the business look like? Do the maths before you spend another dollar on ads.

Timestamps:
00:00 Intro: stop spending money on marketing
00:29 The tradie spending $6k a month on leads
00:57 600 leads a month and he can't answer half
01:25 Doing the maths on the missed calls
02:21 Why marketing isn't the problem
02:38 The business taking a week to get back to people
03:18 Why speed to lead wins the job
04:05 The two real fixes: systems and team
04:14 Why he doesn't need three websites
05:14 Slow quotes lose clients
05:24 The opportunity cost of not hiring
06:13 AI agents that respond instantly
07:26 Where are your revenue leaks?
08:06 Working out the hire: base plus commission

If you're a business owner doing $250k to $2m a year and you're losing leads because you can't get back to people fast enough, book a free Leverage Audit with me. We'll go through your systems and processes and work out what to automate, delegate or delete to plug the leaks. Then we'll look at marketing. You get your time back and put those hours into growing. Link's in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback1

Most owners reckon their staff are the problem. They're lazy, they look busy, they don't follow the process. But nine times out of ten it comes back to the owner. In this episode I break down why your hires keep failing, and what needs to be in place before you bring the next person on.

A farmer who just joined the program is paying $220k a year across two staff who aren't getting the job done. There's no checklist, no SOPs, no onboarding and no real hiring process. The work is simple and repetitive once someone's trained, so finding and training the right people should be easy. It isn't, because the system isn't there. You can't judge someone against a standard that only exists in your head.

Here's what I cover:

-The hire, fail, fire cycle. You hire someone, they fail, you fire them, you jump back on the tools and hire again. Same result every time. A roofer I spoke to this week has been through four or five people in 6 months. That's stressful for everyone and it's not good for business.

-Donkeys and stallions. Donkeys are good to have in the business. They'll do the task, but only if the system and process is there for them. Without it they do nothing, which is exactly what was happening with the farmer's team.

-Map the outcome before you hire. Write down what you want this person to achieve, what they're responsible for and what they'll do each day. Then check the systems and processes are ready before they start. If they're not, start there, otherwise you're setting them up to fail.

-The 30-day onboarding road map. Take them through the vision, the purpose and the mission of the business, then train them on the job. By day 30 they should be fully handed over and you're out of that role. From there it's just checking in.

-Money isn't enough to keep people anymore. People can move around. If you want them to stay long term they need to be connected to a vision and a purpose, otherwise you've just got a revolving door.

Timestamps:
00:00 Intro: your staff aren't lazy
00:38 Three new clients and my $100k/month tracker
01:18 The farmer paying $220k for staff who don't deliver
01:51 Why it always comes back to the owner
02:07 The hire, fail, fire cycle
02:21 The roofer who's been through 5 people in 6 months
02:43 What a hiring playbook fixes
03:14 Donkeys and stallions
03:54 Map the outcome before you hire
04:21 The 30-day onboarding process
05:31 Why money isn't enough to keep people
06:31 The recap: outcome, SOPs, onboarding, check-ins
07:10 How to grab my hiring docs

If you're a business owner doing $250k to $2m a year and you keep hiring people who don't work out, book a free Leverage Audit with me. We'll go through your systems and processes, work out what to automate, delegate or delete, and get the hiring and onboarding sorted so your team can run without you. Then you get your time back and can put those hours into growing. Link's in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback1

You won't find the leak on your P&L. It's not a line item. It's sitting in how the business runs day to day, and most owners don't even know it's happening. In this episode I break down three places money is leaking out of businesses right now, straight from the calls I've been having, and how to fix each one.

None of these cost money to fix. They're costing you money because they're not fixed. And the third one is the biggest of the lot, because it's the one expense nobody ever puts a number on.

Here's what I cover:

-Slow lead response. If you're on the tools all day and you don't get back to a lead within 5 minutes, you're throwing money away. The second someone clicks your ad, Meta shows them your competitors, and the fastest reply wins nearly every time. A concreter I spoke to has a $10k average job and only lands 20% of what comes through. Reply and pre-qualify inside 5 minutes and that's an extra 5 to 10k a week.

-The locksmith rule. My son locked himself in the car. I called the first person who could get there and didn't care about the price. That's your customer. They've got a problem right now and whoever answers first gets the job. Fix it with an admin person, a CRM automation, an AI agent, or a commission-only appointment setter on 5% of contract value.

-Admin that's late or never happens. 150 emails in the inbox, a couple of days to catch up, and the person who asked for a quote has already gone somewhere else. Rule of thumb: anything that happens more than five times gets a template or an AI agent trained on it. Onboarding becomes a workflow. Invoicing gets automated. A VA or an inbox agent sorts what needs you and what doesn't.

-Your hours, the biggest one. 40 hours a week and only 5 of them on anything that moves the business forward. Get 20 back, put 10 into sales, close two extra deals a week at $10k, and that's an extra $80k a month in contracted revenue without changing anything else. Delete, delegate, or automate the rest and watch what happens over 12 months.

Timestamps:
00:00 Intro: three ways you're bleeding money
00:30 Number 1: slow lead response
01:01 Why paid ads make speed to lead even more important
01:33 The concreter losing 80% of $10k jobs
02:13 The simplest fix: someone who just replies
03:00 The locksmith rule: first to answer wins
04:18 AI agents, CRM automations and chatbots
05:01 Commission-only appointment setters
05:43 Number 2: admin that's late or never happens
06:42 Inbox agents, VAs and the five times rule
07:53 Number 3: your hours
08:42 The $80k a month maths
09:30 How to apply to work with us

If you're a business owner doing $250k to $2m a year and you're on the tools all day while leads and admin pile up, book a free Leverage Audit with me. We'll go through your systems and processes, work out what to automate, delegate, or delete so you can get your time back and put those hours into the stuff that actually makes money. Link's in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback1

Most owners I talk to reckon the team is the problem. Nobody follows the process, everything comes back to them, and they're putting out fires all day. In this episode I break down five signs it's not actually the team. It's the way you've set the business up, and that comes back to you.

I'm pulling all five straight from the sales calls I've been having the last few months. Same story every time. Good people, no systems, and an owner who's the only place anything gets decided. Fix the setup and the team just figures it out. They're a lot smarter than you probably think.

Here's what I cover:

-Every question in the business defaults to you. One owner had run it this way the whole time he's had the business, then wondered why he had no time. There's no ownership because there's nowhere else to go. Fix is a definition of done in the SOP and a "here's what to do if this happens" section. 80% done by someone else beats 100% done by you.

-You've got SOPs and nobody uses them. A bloke built the whole set two years ago, then kept changing the process and never updated the docs. Now he's got zero SOPs and everyone's back at his desk. Update the SOP the day you change the system, not two years later.

-The AI bot I built for an allied health clinic. Their admin manual was 40 pages so the team just asked the manager instead. We built one-page SOPs for the main tasks and a bot the team can chat to that's read the whole manual. The manager stopped fielding questions and so did the owner.

-You're the only deadline. Financial services team knew the BAS was due and did nothing because the only accountability was the owner asking "why isn't it done." If you have to manually tell the team what's due, you're the bottleneck. An automated task list with overdue, due this week, due today fixes it.

-You hired and it didn't stick. Spoke to someone an hour before recording whose manager leaves every 12 months. No hiring process, no filtering, no onboarding. Hiring is the answer, you're just hiring the wrong people with no system to land them. Run it like a funnel, add filter questions, then a proper 30-day onboarding before you hand the role over.

Timestamps:
00:00 Intro: selected for Australia in the LMS World Cup
00:49 Five signs the team isn't the problem
01:20 Sign 1: every question defaults to you
02:42 Definition of done and the 80% rule
03:36 Sign 2: you've got SOPs and nobody uses them
04:51 The AI bot that answers the team's questions
06:09 Sign 3: you're the only deadline
07:22 Sign 4: you hired and it didn't stick
08:34 Hiring like a funnel and the 30-day onboarding
10:32 Sign 5: you feel like you're repeating yourself
11:02 Delete, delegate, automate and the two-week time audit
11:58 The buyback rate: 25% of your hourly rate

If you're a business owner doing $250k to $2m a year and every question in the business still lands on your desk, book a free Leverage Audit with me. We'll go through your systems and processes, work out what to automate, delegate, or delete so you can get your time back and put those hours into growing. Link's in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback1

Everyone starts a business chasing freedom, and most people end up with a very expensive job instead. In this episode I go through the five signs I keep seeing in conversations with founders right now, the signals that your business is running you instead of the other way around, and what's actually behind each one.

None of these are about how hard you work. Plenty of the owners I talk to are doing $500K, $1M, even $3M a year and still working 50 to 60 hours a week. Revenue was never the problem. The business being wired to depend on you is.

Here's what I cover:

-Sign #1: you're waiting for problems to land in your inbox instead of being proactive. Reacting to everything means you never get into a state where you can actually think, make good decisions, or be creative, you're just putting out fires.

-Sign #2: your team asks permission for decisions they're already capable of making. This is the one that kills your ability to switch off, take a day, or actually be present with your kids, because everything still runs through your head first.

-Sign #3: you know every password and every system by memory because none of it's written down anywhere else. I talk about a business we worked with where the team kept hammering the manager with questions, so we loaded their SOPs into a chatbot the team could message instead, and it freed up hours of the manager's week overnight.

-Sign #4: you've cancelled something with your family because "only you" could handle it. The worst one on the list, and the one that costs you the most if you let it keep happening.

-Sign #5: your revenue keeps climbing but your hours never drop. Growing revenue should buy you time back through reinvestment and hiring. For most owners it does the opposite.

Timestamps:
00:00 Intro: the five signs your business owns you
00:40 Sign #1: waiting for problems instead of being proactive
01:52 Sign #2: your team asking permission for calls they can already make
02:42 What real freedom actually looks like day to day
04:00 Sign #3: every password and system living in your head
04:50 The SOP chatbot that stopped the endless questions
05:32 Sign #4: cancelling on your family because "only you" can handle it
06:03 Sign #5: revenue climbing while your hours never do
06:32 Who this is for and how to apply
07:34 Why waiting too long to fix this costs you the relationship

If more than two of these sound like you and you're doing $250k to $2m a year, book a free Leverage Audit with me. We'll go through your systems and processes, work out what to automate, delegate, or delete so you can get your time back and put those hours into growing, and into the people who actually matter. Link's in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback1

Most people wait until they can "afford it" to invest in themselves. I did the opposite, and it's the reason I ever built a business that ran without me. In this episode I go through the six things that actually got my first PT business to $55K a month with a team of 12 running it, while I did next to nothing in the day to day, including the time I got fired with zero notice and cried in a car park with a gym lease already signed.

None of these six things are complicated. None of them are secrets. But most owners won't do them, because most of them cost something, money, comfort, or control, before they pay anything back.

Here's what I cover:

-The $26K coaching agreement that forced my hand. I paid $10K upfront out of $12K total in my bank account. No backup plan. I've since put around $250K into my own skillset, and every dollar of it made me move faster because I had to make it work.

-Why I stopped hanging around people who only talked about business. My high school mates never built anything, so I stopped seeing them and surrounded myself with people already doing what I wanted to do.

-The moment I realised I was the actual problem. Twelve staff, and I kept inventing changes to things that didn't need changing. The business grew the second I got out of the way.

-Opening a gym right next door to the one that sacked me. Fully booked in two weeks, then a fired trainer, a toxic club manager, and a termination letter left on my desk with zero notice, while I'd already signed a lease and had nowhere to train my clients for three months.

-The car park moment. Crying after getting terminated, a gym lease already signed, and $4-5K a month in overheads about to start with no clients to put through it. Still the best thing that ever happened to me.

Timestamps:
00:00 Intro: episode 134, quick Tesla update
00:51 The six things that built the business to $55K/month
01:53 #1: the $26K coach that forced me to perform
03:17 #2: cutting out mates who weren't in business
03:43 #3: changing my environment on purpose
04:19 #4: realising I was the bottleneck with 12 staff
05:32 #5: opening a gym next door to the one that sacked me
07:11 The termination letter with zero notice
07:20 Training clients out of my parents' garage for 3 months
08:05 #6: crying in the car park, the lowest point
09:07 Fully out of the business, running on a team of 12
09:37 PT Mastery today, 5 hours a week
10:09 How to apply for a Leverage Audit

If you're a business owner doing $250k to $2m a year and you're still the one holding the whole thing up, book a free Leverage Audit with me. We'll go through your systems and processes, work out what to automate, delegate, or delete so you can get your time back and put those hours into growing. Link's in the description.

Find out how to get 20 hours/week back -https://leveragedceo.com.au/getyourtimeback1