Donald Miller

They wanted to be financially free. That's why we start a business. If that business takes off, the business owner then finds themselves doing something that they never thought or never even imagined or didn't realize they were going to have to do, and that's run a business.

They wanted to be financially free. That's why we start a business. If that business takes off, the business owner then finds themselves doing something that they never thought or never even imagined or didn't realize they were going to have to do, and that's run a business.

They wanted to be financially free. That's why we start a business. If that business takes off, the business owner then finds themselves doing something that they never thought or never even imagined or didn't realize they were going to have to do, and that's run a business.

They wanted to be financially free. That's why we start a business. If that business takes off, the business owner then finds themselves doing something that they never thought or never even imagined or didn't realize they were going to have to do, and that's run a business.

They wanted to be financially free. That's why we start a business. If that business takes off, the business owner then finds themselves doing something that they never thought or never even imagined or didn't realize they were going to have to do, and that's run a business.

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

So the book really walks through and I turn those six things into six steps that you need to overhaul your business and optimize it for revenue and profit. And I just laid it out so nobody has to make the 570 mistakes that I made.

So the S-curve is you love this product, it starts taking off, and you start going up and up and up, and then all of a sudden you're hiring people, you're firing people, you're trying to figure out healthcare benefits, you're dealing with customer service.

So the S-curve is you love this product, it starts taking off, and you start going up and up and up, and then all of a sudden you're hiring people, you're firing people, you're trying to figure out healthcare benefits, you're dealing with customer service.

So the S-curve is you love this product, it starts taking off, and you start going up and up and up, and then all of a sudden you're hiring people, you're firing people, you're trying to figure out healthcare benefits, you're dealing with customer service.

So the S-curve is you love this product, it starts taking off, and you start going up and up and up, and then all of a sudden you're hiring people, you're firing people, you're trying to figure out healthcare benefits, you're dealing with customer service.

So the S-curve is you love this product, it starts taking off, and you start going up and up and up, and then all of a sudden you're hiring people, you're firing people, you're trying to figure out healthcare benefits, you're dealing with customer service.

All of a sudden, you're taken out of the sweet spot you were in when the business grew, and you're put into a different role, and that role is running a business. And almost none of us have any education. Even if you got a master's degree in business, you don't know how to run a business. Most master's programs train you to be chairman of the federal treasury.

All of a sudden, you're taken out of the sweet spot you were in when the business grew, and you're put into a different role, and that role is running a business. And almost none of us have any education. Even if you got a master's degree in business, you don't know how to run a business. Most master's programs train you to be chairman of the federal treasury.

All of a sudden, you're taken out of the sweet spot you were in when the business grew, and you're put into a different role, and that role is running a business. And almost none of us have any education. Even if you got a master's degree in business, you don't know how to run a business. Most master's programs train you to be chairman of the federal treasury.

All of a sudden, you're taken out of the sweet spot you were in when the business grew, and you're put into a different role, and that role is running a business. And almost none of us have any education. Even if you got a master's degree in business, you don't know how to run a business. Most master's programs train you to be chairman of the federal treasury.

All of a sudden, you're taken out of the sweet spot you were in when the business grew, and you're put into a different role, and that role is running a business. And almost none of us have any education. Even if you got a master's degree in business, you don't know how to run a business. Most master's programs train you to be chairman of the federal treasury.