Author Archive

Introduction: Margins as the Turning Point in Your Story

Welcome back! In our journey so far, we’ve explored revenue, the lifeblood flowing into your business, and expenses, the necessary outflows that keep things running. Now, we arrive at the crucial intersection between the two: your margins.

Margins are the unsung heroes of your financial story. They tell you how much of your hard-earned revenue you actually keep. Margins serve as a vital health check for your business, influencing your ability to grow, invest, weather downturns, and reward yourself and your team. Whether you’re running a retail store, a manufacturing company, or a service-based business, understanding and improving your margins is essential for long-term sustainability.

What Are Margins? (And Why Should You Care?)

A margin is simply the difference between revenue and expenses, expressed as a percentage of revenue. Margins show how efficiently your business converts sales into profits. The higher your margins, the more financial breathing room you have.

But why do we measure margins in three different ways? Each type of margin gives you a unique perspective on your business’s financial health:

1. Gross Margin
   This measures how much you keep from each sale after covering the direct costs to produce your product or service (also known as cost of goods sold, or COGS). It answers the question: Are your products or services priced high enough to cover their direct costs?
   • Formula: (Revenue – COGS) ÷ Revenue
2. Operating Margin
   This takes gross margin a step further by subtracting your regular operating expenses, like rent, salaries, and marketing. It shows how well you are managing your core business activities and whether your operations are efficient.
   • Formula: (Operating Income ÷ Revenue)
3. Net Margin
   This is the final, all-in number. Net margin tells you what is truly left after every single expense, including taxes and interest. It is the pure bottom line that shows how much you actually get to keep.
   • Formula: (Net Profit ÷ Revenue)

Tracking all three margins helps you spot where your business is strong and where you might need to make changes. Gross margin shows if your offerings are priced right, operating margin reveals how efficiently you run your business, and net margin tells you what you really take home at the end of the day. Together, they give you a complete picture of your financial health.

Why Margins Matter

Margins are more than accounting terms; they’re a window into your business’ health and sustainability. Here’s why they’re so important:

• Profitability: High revenue means little if you’re not keeping enough of it.
• Flexibility: Strong margins give you room to invest, weather downturns, or reward your team.
• Growth: Improving margins often means you’re getting more efficient or delivering more value.
• Valuation: Investors and lenders look at margins as a key indicator of business viability.

How to Calculate and Interpret Margins

Let’s walk through how to calculate each margin and what the numbers mean, using a retail store example.

Retail Example: Margins in Action

You own a specialty home goods store. Last month, you sold $60,000 worth of merchandise. Your cost for buying that inventory (COGS) was $36,000.

• Gross Margin:
  ($60,000 – $36,000) ÷ $60,000 = $24,000 ÷ $60,000 = 0.4, or 40%
  Interpretation: For every dollar of sales, you keep 40 cents after paying for inventory.

Your gross profit was $24,000. Now, subtract your operating expenses:
Rent: $4,000
Salaries: $8,000
Marketing: $2,000
Utilities and other: $2,000
Total operating expenses: $16,000

• Operating Income:
  $24,000 – $16,000 = $8,000
• Operating Margin:
  $8,000 ÷ $60,000 = 0.133, or 13.3%
  Interpretation: After operating expenses, you keep about 13 cents of every sales dollar.

After accounting for interest and taxes (let’s say $2,000 total):

• Net Profit:
  $8,000 – $2,000 = $6,000
• Net Margin:
  $6,000 ÷ $60,000 = 0.1, or 10%
  Interpretation: Ultimately, you keep 10 cents from every dollar of sales.

The Power of Small Changes

Now, let’s see how small adjustments can make a big difference. What if you raise your prices by just 3 percent and reduce your cost of goods by 5 percent?

• New sales: $60,000 x 1.03 = $61,800
• New cost of goods sold: $36,000 x 0.95 = $34,200
• New gross profit: $61,800 – $34,200 = $27,600
• Subtract operating expenses: $27,600 – $16,000 = $11,600
• Assume interest and taxes remain $2,000
• New net profit: $11,600 – $2,000 = $9,600

Profit Impact:
Your net profit jumps from $6,000 to $9,600! That is a 60 percent increase in profit, just by making these two small adjustments!

Takeaway:
You do not need to completely reinvent your business to see meaningful results. Small, thoughtful changes can make a big difference to your bottom line and give you the breathing room you need to grow.

The Stories Margins Tell (and the Questions to Ask)

Margins are like the plot twists in your business story. Sometimes they reveal hidden strengths; other times, they warn of trouble ahead.

Ask yourself:

• Are my margins improving, declining, or flat?
• Which products or categories are most profitable?
• Are rising costs eating into my margins? Why?
• Is my pricing strategy aligned with the value I deliver?
• Do I have “loss leaders” that bring in business but hurt profitability?

How to Improve Your Margins

No matter what your industry is, there are proven ways to strengthen your margins:

1. Increase Prices Thoughtfully

Review your pricing regularly. Even a small increase can have a big impact on margins, especially if your costs are rising.

2. Reduce Direct Costs

• • Negotiate with suppliers for better rates or bulk discounts.
  • Streamline inventory or resource management to avoid waste and obsolescence.
  • Address shrinkage (theft, loss, or spoilage) quickly.

3. Control Operating Expenses

• • Regularly review subscriptions, utilities, and discretionary spending.
  • Automate repetitive tasks to save on labor.
  • Optimize staffing or resource allocation based on real demand.

4. Focus on High-Margin Offerings

• • Identify your most profitable products, services, or customer segments and double down.
    • Consider discontinuing or repricing low-margin offerings.

5. Improve Efficiency

• • Invest in technology and training that boost productivity.
  • Standardize processes to reduce errors and rework.

6. Monitor Regularly

• • Track margins monthly or quarterly.
  • Set targets and review progress with your team or advisors.

Margin Pitfalls to Avoid

• Chasing Revenue at Any Cost: Don’t sacrifice margins for top-line growth. More sales aren’t always better if they aren’t profitable.
• Ignoring Small Cost Increases: Even minor increases in expenses can erode margins over time.
• Failing to Adjust Pricing: Costs change, so your prices should, too.
• Neglecting Product or Service Mix: Not all sales contribute equally to the bottom line.

Practical Challenge: Map Your Margin Story

This week, dedicate an hour to analyzing your margins. Here’s how:

1. Calculate your gross, operating, and net margins for the past quarter or year.
2. Break down margins by product, service, or category.
3. Identify your top and bottom performers.
4. List three ways you could improve margins in the next 90 days (e.g., price review, cost renegotiation, process improvement).
5. Write a short summary of what you learn. Where are you strong, and where is there room to grow?

This exercise will give you a clear sense of where your business is excelling and where focused attention could yield big improvements.

Wrapping Up: Margins as the Pulse of Your Business

Margins are more than just numbers; they’re a reflection of your strategy, discipline, and ability to turn effort into results. By understanding and improving your margins, you create a business that’s not just busy, but truly thriving.

Remember, a healthy margin means you’re building a business that can weather storms, seize opportunities, and reward everyone involved in your journey.

Need Help? Let’s Talk Margins

If you have questions about calculating, analyzing, or improving your margins, I’m here to help.

Email me anytime at info@theoutlierpartners.com.

Let’s make sure your business keeps more of what it earns.

Next Up:

In Chapter 5, we’ll explore cash flow; the pulse of your business. You’ll learn how to track the movement of money in and out, spot potential cash crunches before they happen, and use cash flow insights to make confident decisions for your business’s future.

Introduction: Expenses, Unpacked

Welcome back to our journey through the chapters of your business’s financial story. In the last chapter, we explored revenue—the headline number that gets everyone’s attention. Today, we’re turning the spotlight on a less glamorous but equally important part of your narrative: expenses.

If revenue is the “what comes in,” expenses are the “what goes out.” They’re the costs of making your vision real—everything from the raw materials or inventory you buy, to the salaries you pay, to the subscriptions that keep your systems running. Expenses don’t just happen in the background; they’re active characters that shape your business’s plot, influencing everything from profitability to cash flow and even your peace of mind.

Understanding your expenses isn’t about penny-pinching or cutting costs for the sake of it. It’s about clarity—knowing where your money is going, why, and whether it’s truly serving your goals. When you view expenses through the lens of storytelling, you can see which ones are supporting your business’s growth, which are holding you back, and where you have opportunities to write a better next chapter.

What Are Business Expenses? (And Why Do They Matter?)

At their core, expenses are the costs your business incurs to operate and deliver value. Some are obvious and predictable, like payroll or rent. Others are more variable, like marketing campaigns or travel. And some, like software subscriptions or professional services, can sneak up on you if you’re not paying attention.

Why expenses matter:

• They impact your profitability. Every dollar spent is a dollar that doesn’t flow to your bottom line.
• They affect your cash flow. Even profitable businesses can run into trouble if expenses outpace cash coming in.
• They tell you what you value. Where you spend reflects your priorities—whether that’s investing in people, technology, marketing, or something else.

The goal isn’t to eliminate expenses, but to align them with your vision and strategy. Smart spending fuels growth, innovation, and sustainability.

Types of Expenses: Breaking Down the Cast

Let’s break expenses into categories so you can better understand their roles in your story:

1. Cost of Goods Sold (COGS)

These are direct costs tied to producing your product or delivering your service. For a retailer, it’s inventory. For a consultant, it might be subcontractor fees.

2. Operating Expenses (OPEX)

These are the day-to-day costs of running your business, not directly linked to a specific sale. Examples include:

• Salaries and wages
• Rent or office expenses
• Utilities
• Marketing and advertising
• Insurance
• Software subscriptions
• Professional services (accounting, legal, etc.)

3. One-Time or Capital Expenses

Occasional big-ticket purchases, such as equipment, vehicles, or major software implementations.

4. Variable vs. Fixed Expenses

• Fixed: Stay the same each month (e.g., rent, salaries).
• Variable: Fluctuate with your activity (e.g., raw materials, shipping, commissions).

Action Step:
Review your last three months of expenses. List them by category. Which are fixed? Which are variable? This breakdown often reveals patterns—and opportunities for improvement.

Expense Patterns: What to Watch For

Just as with revenue, your expenses tell a story over time. Look for these patterns:

Seasonality

• Do certain expenses spike at parti
• cular times of year? (Think: holiday inventory, annual software renewals, tax season.)
• Are there months where cash is especially tight due to predictable costs?

Growth or Creep

• Are expenses rising faster than revenue?
• Have you added new subscriptions, vendors, or team members recently? Is each still necessary?

Unexpected Surges

• Were there any surprise bills or emergencies?
• Did you incur costs that didn’t deliver value (e.g., an underperforming ad campaign)?

Recurring Small Expenses

• Are there small, recurring charges that add up over time? (Many businesses are surprised by how much they spend on software, apps, or miscellaneous fees.)

By tracking these patterns, you can plan proactively, avoid surprises, and make smarter decisions about where to invest or cut back.

Expense Analysis: Turning Data Into Insight

Understanding your expenses isn’t just about tracking what you spend—it’s about analyzing why and how that spending supports your business.

1. Calculate Expense Ratios

• Expense-to-revenue ratio: What percentage of your revenue goes to each expense category? Are these ratios in line with your industry or business model?
• Profit margin: After expenses, how much do you keep? (We’ll dive deeper into margins in a future issue.)

2. Compare to Budget or Forecast

• Are you spending more or less than planned? Why?
• Is overspending delivering results, or is it a red flag?

3. Benchmark Against Peers

• If possible, compare your expense structure to similar businesses. Are you spending more on marketing, payroll, or overhead than your peers?

4. Assess ROI (Return on Investment)

• Which expenses directly drive revenue or efficiency?
• Are there areas where you’re spending out of habit rather than strategy?

Real-World Example: Expense Story in Action

Let’s say you run a manufacturing company. Over the past year, your sales have grown steadily, and you’ve invested in new equipment to boost production. However, when you review your expenses, you notice that your utility bills and maintenance costs have increased much more than you expected.

Digging deeper, you discover that the new equipment, while more efficient in output, has higher energy requirements and requires more frequent servicing than your older machines. You also realize your supplier contracts for raw materials haven’t been renegotiated in over two years, and prices have crept up.

By analyzing your expense patterns, you identify two opportunities:

• First, you schedule a meeting with your utility provider to discuss energy-saving programs and consider investing in energy-efficient equipment for your facility.
• Second, you reach out to your suppliers to renegotiate bulk pricing and explore alternative vendors.

These actions help you control rising costs, improve your margins, and ensure your investments are truly supporting your growth—turning what could have been a silent drain on profitability into a proactive strategy for sustainability.

Expense Controls: Building Healthy Habits

Managing expenses isn’t about cutting for the sake of cutting. It’s about building sustainable habits that keep your business healthy and agile.

1. Regular Reviews

Schedule monthly or quarterly expense reviews. Look for:

• New charges or vendors
• Increases in recurring costs
• Expenses that no longer align with your goals

2. Approval Processes

For larger businesses, set clear guidelines for who can approve new expenses or contracts.

3. Vendor Negotiation

Don’t be afraid to negotiate with vendors or seek alternatives. Loyalty is great, but so is a better deal.

4. Eliminate “Zombie” Expenses

Cancel subscriptions or services you no longer use. Even small amounts add up over time.

5. Automate Where Possible

Use accounting software to flag unusual charges, track spending by category, and set alerts for budget overruns.

6. Align Spending with Strategy

Before approving a new expense, ask:

• Does this directly support our goals?
• Will it save time, improve quality, or drive growth?
• Is there a less expensive way to achieve the same result?

Common Expense Pitfalls (and How to Avoid Them)

• Shiny Object Syndrome: It’s easy to get excited about new tools, courses, or marketing tactics. Make sure each new expense has a clear purpose and measurable ROI.
• Neglecting Small Expenses: Don’t overlook small, recurring costs. They can quietly sap your profitability.
• Underestimating Growth Costs: Rapid growth often brings new expenses—more staff, bigger space, upgraded systems. Plan for these so they don’t catch you off guard.
• Failing to Review Contracts: Many services auto-renew at higher rates. Regularly review and renegotiate.

Practical Challenge: Audit Your Expenses

Set aside 60 minutes this week to conduct a mini expense audit. Here’s how:

1. Gather your last three months of expense reports or bank statements.
2. List every recurring expense and categorize each (COGS, operating, one-time, fixed, variable).
3. For each expense, ask:
   • Is this essential to delivering value to my customers?
   • Does it align with my current goals?
   • Could I get the same result for less?
   • When was the last time I reviewed or negotiated this expense?
4. Highlight any expenses that surprise you, feel bloated, or no longer serve your business.
5. Decide on one action you’ll take this month—whether that’s canceling a subscription, renegotiating a contract, or setting a new budget for a category.

Write down your findings and your next step. This simple exercise can free up cash, improve your margins, and help you feel more in control of your business story.

Wrapping Up: Expenses as Strategic Choices

Expenses aren’t just numbers to minimize—they’re strategic choices that reflect your business’s values and direction. When you understand and manage your expenses with intention, you create space for growth, innovation, and peace of mind.

Remember, the goal isn’t to cut everything to the bone, but to spend wisely, invest in what matters, and let go of what no longer serves you. Your expense story is one you get to write—and rewrite—as your business evolves.

Need Support? Let’s Talk

If you have questions about managing expenses, want a second set of eyes on your spending, or need help building a smarter expense strategy, I’m here.

Email me anytime at info@theoutlierpartners.com.

Let’s make your expenses work for you, not against you.

Next Up:

Next week,  we’ll explore margins—what they are, why they matter, and how to improve them for a stronger, more sustainable business.

Welcome back to our journey through the story your financials are telling. Last week, we explored how your numbers are more than data. They’re a narrative that reveals where your business has been, where it stands today, and where it might go next.

Now let’s turn the page and focus on the first and often most exciting chapter: revenue.

Revenue is the headline of your business’s financial story. It’s the number that gets the most attention and often feels most connected to your sense of momentum and possibility. But it’s more than “money in the door.” Understanding where your revenue comes from, how it changes over time, and what it says about your business’s health is key to making confident, informed decisions.

What is Revenue, Really?

At its simplest, revenue is the total amount your business earns from selling products or services before expenses are deducted. It’s often called the “top line” because it appears at the top of your income statement.

But revenue isn’t just one number. It’s made up of several moving parts:

• Sales of products or services
• Recurring revenue from subscriptions or retainers
• Project-based or one-time fees
• Other income streams such as royalties, licensing, or affiliate income

Understanding your revenue means looking beyond the total and seeing how your business actually generates value.

Why Revenue Matters (But Isn’t Everything)

Revenue is a key indicator of business health. It reflects your ability to attract and serve customers, signals market demand, and often sets the pace for growth. But it doesn’t tell the full story. High revenue doesn’t always mean strong profit or steady cash flow.

Keep these points in mind:

• Revenue growth can hide inefficiencies if costs are rising faster than sales.
• Not all revenue is created equal. Some products or services deliver much stronger margins than others.
• Timing matters. Large, infrequent sales bring different challenges than predictable recurring income.

A healthy business tracks revenue closely and understands its patterns, sources, and sustainability.

Types of Revenue: Knowing Your Sources

Breaking down your revenue helps you understand where growth and risk live in your business. Here are a few common types:

1. Product Revenue – Income from selling physical goods, such as retail or manufactured items.
2. Service Revenue – Fees earned by providing services like consulting, coaching, design, or maintenance.
3. Recurring Revenue – Predictable, ongoing income from subscriptions, memberships, or retainers.
4. Project or One-Time Revenue – Larger, nonrecurring income such as a big contract, event, or project.
5. Other Revenue – Income from royalties, licensing, or affiliate partnerships.

Action Step:
List your revenue streams. What percentage does each contribute to your total? Which are growing, and which are slowing down? This breakdown helps you see the full picture of your revenue story.

Revenue Patterns: What to Look For

Revenue changes over time, and those shifts tell you a lot about your business. Look for these patterns:

Seasonality

• Do your sales spike during certain months or quarters?
• Are there slower periods you can plan for?

Growth Trends

• Is your revenue increasing, decreasing, or flat?
• What’s driving those changes—new offers, marketing, or market shifts?

Customer Concentration

• Does most of your revenue come from a handful of clients or customers?
• What happens if you lose one of them?

Churn and Retention

• For recurring revenue models, how often do customers renew or cancel?
• What is your average customer lifespan and value?

Pricing Power

• Can you increase prices without losing customers?
• Or are you feeling pressure to discount?

Recognizing these patterns helps you predict and plan with confidence.

How to Track and Analyze Revenue

Knowing your revenue is helpful. Understanding it is powerful. Here’s how to do it:

1. Use Clear Categories
   Set up your accounting or tracking system to organize revenue by source, product, or customer group.
2. Monitor Regularly
   Review your numbers at least once a month. Compare actual results to your forecast or goals.
3. Look for Variances
   When revenue changes unexpectedly, investigate. Was it a one-time event or a trend?
4. Visualize the Data
   Use charts or graphs to spot seasonality and shifts more easily.
5. Calculate Key Metrics

• • Year-over-year growth: How does this period compare to last year?
  • Average revenue per customer: Are you increasing the value of each relationship?
  • Revenue by channel: Which marketing or sales channels bring the most results?

Real World Example: The Power of Revenue Analysis

Imagine you run a marketing agency. You see revenue is up 10% this quarter, which sounds great. But when you dig deeper, most of that increase came from one large project for a single client. Meanwhile, your recurring retainer revenue dipped slightly as a few clients didn’t renew.

When you look closely, you realize your growth isn’t as steady as it seems. That insight prompts you to focus on client retention and diversification, which strengthens your long-term stability.

Revenue vs. Profit: Don’t Get Fooled by the Top Line

Revenue is exciting, but it’s not the whole story. What matters most is what you keep after expenses.

Watch out for these warning signs:

• High revenue but low profit. You’re working hard but not seeing enough return.
• Cash flow crunches from slow collections or high upfront costs.
• Discounting that boosts sales temporarily but erodes margins.

Celebrate revenue growth, but always evaluate it alongside profit and cash flow.

Revenue Forecasting: Writing the Next Chapter

Forecasting helps you anticipate what’s ahead so you can plan staffing, investments, and cash needs. Even a simple forecast is better than none.

Here’s how to start:

1. Review your past 12 months of sales.
2. Identify trends or cycles.
3. Factor in known changes such as new products or marketing efforts.
4. Set realistic, data-driven goals.

A good forecast is a working story that evolves as your business does.

Practical Challenge: Map Your Revenue Story

Set aside an hour this week to dig into your revenue.

Here’s how:

• List all revenue streams for the past 12 months.
• Calculate what percentage of total revenue each one represents.
• Identify your top three sources and any trends you notice.
• Ask yourself:
  • Which streams are most profitable?
  • Which are declining or plateauing?
  • Do you have customer concentration risks?
  • Is your revenue predictable or unpredictable?
• Write a short summary of what you see. What story is your revenue telling right now?

This exercise gives you a clearer picture of your business foundation and helps you spot opportunities or risks early.

Wrapping Up: Your Revenue Story Sets the Tone

Revenue is the opening chapter of your financial story. It’s where your business’s potential begins, but it only matters when you understand what drives it and how it connects to the bigger picture.

By taking time to decode your revenue, you’re building the foundation for smarter decisions, sustainable growth, and greater confidence in every move you make. Remember, your numbers are there to serve you, not overwhelm you.

Need Help Reading Your Revenue Story?

If you’d like help analyzing your revenue or forecasting future growth, we’d love to connect.

Email us anytime at info@theoutlierpartners.com.

Let’s make sure your revenue story is one you’re proud to keep writing.

Coming Next:

Next week, we’ll explore expenses — how to track them, control them, and ensure they’re fueling your growth, not slowing you down.

Welcome to the Series

Welcome to the first chapter of “Learning to Read Your Financials Like a Story”—a newsletter series designed to help you see your numbers not as intimidating spreadsheets, but as the evolving narrative of your business. Each week, we’ll break down a different aspect of your financial statements, demystify the jargon, and show you how to use your numbers as tools for clarity, confidence, and growth. Whether you’re an experienced entrepreneur or just getting started, you’ll find practical insights, real-world examples, and actionable challenges to help you put these ideas into practice.

Why Your Financials Are More Than Just Numbers

For many business owners, financial reports can feel overwhelming—full of columns, charts, and unfamiliar terms. But your financials aren’t just data points; they’re the story of your business. They reveal where you’ve been, where you are now, and where you’re heading.

Think of your business like a novel:

• Revenue is your plot line, showing how your business grows and evolves.
• Expenses are the obstacles and investments along the way.
• Margins reveal the tension between what you earn and what you keep.
• Cash flow is the heartbeat, keeping the story moving.
• The balance sheet is your cast of supporting characters—assets, liabilities, and equity, each playing a critical role

When you start to see these numbers as interconnected, you begin to understand not just what is happening in your business, but why.

The Power of Storytelling in Finance

Stories help us make sense of complexity. They make information memorable, actionable, and meaningful. Approaching your financials as a story can help you:

• Gain clarity: See the big picture instead of getting lost in the details.
• Feel empowered: Use your financials to make decisions with confidence.
• Build connection: Share your business’s journey with your team, partners, or advisors.

If you were explaining your business to a friend, you’d likely talk about your growth, challenges, and wins—not just recite numbers. Your financials provide the evidence for that narrative, giving you the facts to back up your story.

What Does It Mean to “Read” Your Financials?

Reading your financials isn’t about memorizing numbers or checking boxes for your accountant. It’s about asking good questions, spotting patterns, and understanding the “why” behind the “what.”

Ask yourself:

• What changed this month, and why?
• Where am I seeing momentum, and where are the roadblocks?
• Are my investments paying off?
• What’s the next chapter for my business?

With curiosity, you’ll start to spot trends, opportunities, and risks that might otherwise go unnoticed.

Common Challenges (and Why You’re Not Alone)

If you find your financials confusing or overwhelming, you’re not alone. Many business owners struggle with:

• Overwhelm: The sheer volume of numbers and reports.
• Jargon: Financial statements are full of terms that aren’t always intuitive.
• Time constraints: Financial analysis often gets pushed down the to-do list.
• Fear of mistakes: Worrying about missing something important or making the wrong decision.

The good news? You don’t need to be a financial expert to use your numbers effectively. With a little practice and the right approach, your financials can become a source of insight and confidence.

Here’s how to take the first step in reading your financials like a story:

• Set aside time: Block out 30–60 minutes each month to review your financials. Treat it as a non-negotiable meeting with yourself.
• Gather your reports: At a minimum, review your income statement (profit & loss), balance sheet, and cash flow statement.
• Look for patterns: Compare this period to previous periods. Are you growing? Are expenses in line with expectations?
• Ask questions: If something doesn’t make sense, make a note to ask your accountant or advisor.
• Celebrate wins: Recognize where you’ve made progress—higher revenue, improved margins, or better cash flow.
• Identify opportunities: Look for areas to improve, such as renegotiating a contract, streamlining a process, or investing in growth.

Real-World Example: Turning Numbers Into Narrative

Let’s say you run a retail shop. Last quarter, you noticed your revenue increased by 15%, but your profit stayed flat. Digging into your financials, you see that expenses for inventory and utilities also rose sharply. By “reading” your numbers as a story, you realize that while you’re selling more, your costs are growing just as fast. This insight prompts you to review your pricing, negotiate better rates with suppliers, and focus on higher-margin products. Over time, you see your profit margin improve—even as you continue to grow.

The Benefits of Financial Storytelling

When you make a habit of reading your financials like a story, you’ll notice several benefits:

• Better decision-making: Base your choices on facts, not just gut feelings.
• Increased confidence: Feel more in control and less anxious about your business’s future.
• Stronger partnerships: Communicate clearly with your team, advisors, and investors.
• Proactive planning: Spot issues early and address them before they become problems.

Your Practical Challenge

This week, set aside 30 minutes to look at your latest financial report. Don’t worry about understanding every line item right away. Instead, focus on these three questions:

• What’s one number that surprises me?
• What’s one area I’m proud of?
• What’s one question I have about my financials?

Write down your thoughts. This is the first step in turning your financials from a source of stress into a source of insight.

Let’s Build Your Financial Story Together

You don’t have to decode your financials alone. If you have questions, want to dig deeper, or just need a sounding board, I’m here to help.

Email me anytime at info@theoutlierpartners.com or Book a Clarity Call today.
Your business story matters! Let’s make sure you’re the one writing it.

Next week: We’ll dive into Chapter 2: Revenue: Decoding the First Chapter of Your Financial Story.