For many business owners, preparing for a successful business exit is about more than selling the company. It also means preparing financially, emotionally, and personally for what comes after the sale.

But preparing for a successful business exit involves much more than completing a transaction.

On this episode of Practice Prosperity, Randall Avery speaks with exit planner Jerome Myers about how business owners can prepare both their company and themselves for an eventual exit.

Jerome compares a business exit to a mountain expedition. In his article on the Exit Expedition, he describes the journey in three stages: ascent, summit, and descent. Building the business is the ascent, while selling it and reaching the liquidity event represents the summit. But the summit is not the end of the journey. The descent is where founders must adjust to life after the sale, including changes in identity, relationships, time, and purpose. 

That transition can affect a business owner’s identity, health, relationships, finances, time, and sense of purpose.

Start Preparing for a Business Exit Early

Business owners should not wait until they are ready to retire or sell before thinking about an exit.

Jerome explains that good exit planning is closely connected to good business planning. A company that can operate independently of its founder may be easier to transition and can also become a stronger business along the way.

The goal is to gradually reduce the company’s dependence on the owner.

Jerome compares this process to raising a child. Business owners often refer to their company as their “baby,” but a business should not require the same level of attention after many years that it required when it was first created.

As the company matures, the owner’s relationship with it should mature as well.

A business that still requires the founder to solve every problem, approve every decision, and remain constantly available may have grown without becoming truly independent.

For owners who eventually want to sell, retire, or step away, creating that independence is an important part of preparing for a successful business exit.

Build a Business That Can Operate Without You

In the early stages of a business, the owner may need to be involved in nearly every part of the operation.

As the company grows, however, systems, employees, leadership, and processes should begin taking over responsibilities that once depended entirely on the founder.

Jerome explains that failing to make this transition can create a dysfunctional relationship between the owner and the business.

The company begins controlling the owner’s schedule. Vacations become difficult. Major decisions cannot be made without the founder. Problems continually pull the owner back into day-to-day operations.

Preparing for an exit therefore does not begin with finding a buyer.

It begins with creating a company that can continue functioning without constant founder involvement.

Prepare for the Identity Shift After Selling a Business

Financial planning usually receives significant attention during a business sale, but the personal transition can be just as important.

For many founders, the business influences:

• How they spend their days
• Who they interact with
• How they introduce themselves
• The problems they solve
• Where they receive recognition and accomplishment

When the company is sold, many of these things can change at once.

Jerome discusses what can happen when a founder’s sense of significance becomes closely connected to the business. Once the title, employees, customers, responsibilities, and daily challenges are gone, the owner may find themselves asking what comes next.

That is why Jerome encourages founders to think about what they are exiting to, not simply what they are exiting from.

A successful business exit should include preparation for the next stage of life, not only preparation for the sale itself.

Take Care of Your Health Before the Exit

Selling a business can also be physically and mentally demanding.

Jerome identifies self-image, relationships, and work as three major areas that can create stress. Business owners may develop habits for coping with the pressure created by those areas over many years.

An exit can dramatically change all three.

The founder’s professional identity changes, work responsibilities may disappear, and relationships tied to the company can shift.

Jerome encourages business owners to address these areas before the transaction and develop healthier ways of managing stress.

There is also the sale process itself.

Potential buyers and advisors may examine the company closely, question its value, identify weaknesses, and negotiate the terms of the transaction. For a founder experiencing this process for the first time, it can become exhausting.

Preparing physically and mentally is therefore another important part of preparing for a successful business exit.

Build Relationships Outside Your Business

Relationships are another area founders can overlook when preparing to sell.

Many business owners spend a significant amount of their time with employees, partners, advisors, clients, and other people connected to the company.

After an exit, many of those relationships remain connected to the business.

The founder may suddenly find that their personal social circle is much smaller than expected.

Jerome explains that building meaningful relationships outside the company before an exit can help reduce the isolation that may follow a sale.

Financial independence matters, but so does having people and communities with whom to enjoy the next stage of life.

Measure Success by More Than Revenue

When Randall asks Jerome what metric tells him whether his business is successful, Jerome does not choose revenue, profit, or headcount.

He chooses days off.

Revenue and company size can still be useful measurements, but Jerome places greater value on control over his time.

Money can potentially be earned again. Time cannot.

He compares wealth to having unallocated money. In the same way, having more unallocated time can represent another form of wealth.

This creates a different way of evaluating business success.

Instead of only asking how much revenue the company generates, an owner can also ask:

How much control do I have over my time?

A company that produces significant income but requires constant founder involvement may create a very different life from one that gives the owner greater freedom.

For business owners preparing for an exit, that distinction can help clarify what they actually want the business to provide.

Understand the Difference Between Being an Owner and an Operator

Creating a business that can function independently also requires separating the owner’s role from the operator’s role.

Jerome explains that the person performing the CEO or operating role should receive the compensation that would reasonably be required to hire someone else to perform that job.

That cost should be reflected in the company’s financials.

Only after accounting for the cost of operating the company can the owner clearly see what remains as profit.

This matters because a company that generates income only when the founder works inside it is different from a business that can continue producing value after a professional operator has been compensated.

Understanding that distinction can give owners a clearer picture of the company’s profitability and independence before a potential exit.

Reinvest in the Business Like an Investor

Preparing for a successful business exit also means making thoughtful decisions about where company profits are invested.

Jerome recommends approaching reinvestment with the mindset of an investor allocating capital.

During the early stages of the business, significant reinvestment may be necessary while the company establishes product-market fit and develops a profitable way to deliver its products or services.

Once those foundations are established, reinvestment should become more strategic.

Instead of assuming that every business expense is worthwhile, owners should consider what return an investment is expected to produce.

• Will new equipment improve profitability?
• Will purchasing property strengthen the company or simply create another expense?
• Will the investment contribute to greater enterprise value?

An investment that makes sense for one company may not make sense for another.

Jerome’s approach is to create an intentional investment plan and evaluate whether each use of capital actually contributes to the business.

Strategic reinvestment also came up in our conversation with Tania Haddock, who discussed how business owners can make smarter decisions about year-end spending and where to put money back into the company.

A Successful Business Exit Is About More Than Selling

Selling a company can create financial freedom, but completing the transaction does not automatically determine what the next chapter of life will look like.

Preparing for a successful business exit requires attention to both sides of the transition.

The business should become less dependent on its founder.

At the same time, the founder should become less dependent on the business for identity, relationships, purpose, and daily structure.

That means thinking about finances, health, relationships, time, purpose, and how life will change before the transaction takes place.

The goal is not simply to reach the summit and complete the sale.

It is to be prepared for what happens afterward.

As Jerome explains throughout the conversation, business owners should know what they are exiting to, not simply what they are exiting from.

To learn more about Jerome Myers and his approach to helping founders prepare for what comes before, during, and after a business exit, connect with him through Exit to Excellence.

What causes intimacy to fade in a relationship? Can couples recover after infidelity? Why do some people struggle to prioritize pleasure, and what does it take to rebuild connection after trust has been broken?

In this episode of Practice Prosperity, Randall Avery speaks with Dr. Coop-Love, PhD, LMFT, CST, ABS about sex, intimacy, infidelity, pleasure, divorce, and the challenges couples face when trying to maintain healthy relationships.

Dr. Coop-Love shares insights from her work with individuals and couples, including why intimacy can decline over time, how partners can rebuild trust after infidelity, and why open communication around sex and pleasure is so important.

She also discusses her journey as a business owner, including how she built her therapy practice, developed referral relationships, invested in her team, and used the Profit First model to bring more structure to her finances.

 

Why Intimacy Can Decline in Relationships

A decrease in intimacy is not always simply about sex.

Dr. Coop-Love explains that emotional connection, communication, stress, parenting, exhaustion, and everyday responsibilities can all affect how connected partners feel to one another.

When couples stop spending intentional time together or expressing care and desire outside the bedroom, sexual intimacy may begin to decline as well.

She emphasizes that sex is only one form of intimacy. Emotional closeness, affection, communication, and feeling valued by a partner can all influence desire.

Relationship dynamics can also affect attraction. Dr. Coop-Love recalls working with a woman who had begun viewing her husband more like another person she had to take care of than an equal partner. That change in how she viewed him affected her attraction.

Maintaining intimacy therefore requires couples to pay attention to the overall health of the relationship, not just how often they have sex.

 

How Can Couples Recover From Infidelity?

Infidelity can create a deep sense of betrayal, but it does not automatically mean a relationship cannot recover.

Dr. Coop-Love explains that rebuilding after infidelity requires honesty, transparency, difficult conversations, and consistent communication.

One important part of the process is understanding which questions will actually help the betrayed partner heal.

Some questions may provide useful context about what happened and why. Others may focus on details that create additional pain without helping the couple move forward.

The partner who was unfaithful also needs to understand why the infidelity happened. Without addressing the underlying reason, it can be difficult to rebuild the relationship or prevent similar problems from happening again.

Trust must then be rebuilt through behavior over time.

The partner who broke the trust has to consistently demonstrate that they can be trusted again, while the betrayed partner gradually works through the process of learning whether they feel safe trusting that person.

Recovering from infidelity is therefore not simply about deciding to stay together. It requires both partners to participate in rebuilding the relationship.

 

Why Some Women Struggle to Prioritize Pleasure

Dr. Coop-Love also discusses why some women struggle to make their own pleasure a priority.

For many women, pleasure can feel like something that comes after work, children, household responsibilities, and taking care of everyone else.

It may be viewed as a luxury rather than something that deserves attention.

This mindset can also appear during sex. Some women may focus more on satisfying their partner than communicating what they personally enjoy.

Dr. Coop-Love explains that some may even avoid expressing dissatisfaction because they do not want to hurt their partner’s feelings.

That can create a cycle in which one partner assumes everything is working while the other is not having the experience they actually want.

Open communication about pleasure, preferences, and needs can help couples create a healthier and more honest sexual relationship.

 

Communication Is Essential to Sexual Intimacy

Healthy intimacy requires more than attraction.

Partners need to be able to communicate about what they want, what they do not want, what feels good, and what may have changed over time.

Sexual desire can also differ significantly between partners.

One person may want intimacy more frequently while the other wants it less often. Rather than treating one person’s level of desire as correct, Dr. Coop-Love focuses on helping couples understand each other’s needs and find ways to reconnect.

For busy couples, that may even mean scheduling time for intimacy.

Although scheduling sex may sound unromantic, planning can sometimes create space for connection that would otherwise continue getting pushed aside by work, parenting, and other responsibilities.

The goal is not simply to increase frequency. It is to help couples create intimacy that feels intentional and meaningful for both partners.

 

Navigating Divorce and Relationship Uncertainty

Not every relationship reaches a clear moment when someone immediately knows whether to stay or leave.

Dr. Coop-Love describes divorce and separation as processes that can involve grief, uncertainty, and changing emotions.

Someone may feel certain about leaving one day and question that decision the next.

Rather than pushing clients toward a specific outcome, she helps them process those emotions and determine what feels right for them.

For some couples, that may mean rebuilding the relationship. For others, it may mean separating and creating a new life individually.

The goal is not to decide for the client but to help them understand what they need and what direction is healthiest for them.

 

Building a Therapy Practice Around Relationship and Sexual Wellness

Dr. Coop-Love’s work with sex, intimacy, and relationships eventually became part of a larger entrepreneurial journey.

While still employed, she used time after work to research what it would take to build her own practice.

She studied what other therapists charged, reviewed their websites, talked with colleagues who had already started practices, and developed a business plan.

That process helped her define the population she wanted to serve, her pricing, insurance decisions, marketing strategy, and mission.

Even though the work often happened after an already long day, she saw it as an investment in creating something of her own.

 

Building a Consistent Referral Network

Dr. Coop-Love also took an intentional approach to finding clients.

Instead of relying only on word of mouth, she reached out to organizations that already worked with the populations she wanted to serve.

That included OBGYN offices, rape crisis centers, and organizations supporting people affected by domestic violence.

Some of those relationships continued generating referrals years later.

She also used insurance panels, social media, and therapist directories such as Psychology Today and Therapy for Black Girls to give potential clients multiple ways to discover the practice. These platforms can help prospective clients search for therapists based on location, specialty, insurance, and other preferences.

Her approach demonstrates that strong professional relationships can become long-term sources of business growth.

 

Investing in People as the Practice Grows

As the practice expanded, Dr. Coop-Love also focused on developing her team.

She enjoys working with interns and early-career clinicians because she can support them as they discover what kind of professionals they want to become.

Her goal is not to turn them into copies of herself.

Instead, she wants team members to develop their own strengths while finding how those strengths fit within the practice.

A similar approach came up in our conversation with Dr. Nekeshia Hammond, who discussed investing in people with skills she does not possess as her business grows.

She has watched people begin as interns, complete their education, earn licenses, become supervisors, and eventually pursue opportunities of their own.

For Dr. Coop-Love, that growth is part of successful mentorship.

 

Using Profit First to Manage Business Finances

Financial management also became more structured as the practice grew.

Dr. Coop-Love eventually adopted the Profit First model and worked with her financial advisor to modify the system for her business.

Instead of allowing all business income to remain in one general pool, revenue is assigned to designated accounts using percentages.

That gives different portions of the business’s money a specific purpose.

The system also provides guidance for owner compensation, although Dr. Coop-Love acknowledges that she does not always pay herself the recommended amount.

Operating expenses, reinvesting in the business, and making sure her team is paid often take priority.

That reflects one of the realities of growing a business: the owner’s compensation may compete with the financial needs of the organization itself.

 

Building Stronger Relationships Through Communication

One of the clearest themes throughout Dr. Coop-Love’s work is that strong relationships require intentional communication.

Sex, intimacy, pleasure, infidelity, and divorce can all involve conversations that are difficult to have.

Avoiding those conversations does not necessarily make the problems disappear.

Couples often need to understand what has changed, communicate what they need, and decide together what rebuilding the relationship should look like.

Whether the challenge involves declining intimacy, mismatched desire, betrayal, or uncertainty about the future, connection requires both people to remain engaged in the process.

The same intentionality also appears in Dr. Coop-Love’s approach to business.

She built her practice by investing in relationships, people, financial systems, and long-term growth.

In both relationships and entrepreneurship, sustainable growth starts with understanding what matters and continuing to invest in it.

Entrepreneurs can grow a business through storytelling by turning their expertise into memorable ideas, building authority, and creating stronger connections with potential clients. Writing a book can become part of that strategy by giving business owners a way to communicate what they know while expanding their visibility and credibility.

In this episode of Practice Prosperity, Randall Avery speaks with Henry DeVries, CEO and cofounder of Indie Books International, about how storytelling, publishing a book, professional relationships, and strategic reinvestment can contribute to sustainable business growth.

Writing a Book Without Doing Everything Yourself

Many entrepreneurs have valuable knowledge to share but do not have the time to sit down and write an entire book themselves.

Henry explains that there are three main ways to approach the process: hire a ghostwriter, write the book independently, or work with a developmental editor.

For busy CEOs and business owners, writing the entire book themselves may not always be the best use of their time. Henry prefers a developmental editing approach, where the business owner provides the expertise and ideas while the editor helps organize and shape them into a book people will want to read.

This allows the author to remain closely involved in the message without having to manage every part of the writing process alone.

This idea also connects to Who Not How by Dan Sullivan and Dr. Benjamin Hardy, which Henry references in the interview. The book encourages entrepreneurs to stop asking how they can do everything themselves and instead identify the right person who can help them accomplish the goal. For business owners writing a book, that may mean finding an editor, ghostwriter, or other specialist who can turn their expertise into a finished product while allowing them to stay focused on the work they do best.

Why Storytelling Matters in Business

Having expertise is important, but simply presenting facts may not always be enough to make an idea memorable.

Henry explains that people often respond emotionally to stories. Facts can provide information, while stories help people understand how an idea applies to a real situation.

That makes storytelling especially useful for business owners who need to explain complex ideas, communicate value, or help potential clients understand how their services can make a difference.

A well-told story can make business expertise easier to remember and more relatable than information presented on its own.

Make the Client the Hero

Henry also recommends changing how business owners tell success stories.

Instead of presenting themselves as the hero, the prospective client should be able to see themselves in that role.

The client becomes the hero, the problem becomes the challenge, and the business owner serves as the mentor who helps guide them toward a solution.

This structure keeps the story focused on the client’s experience rather than simply promoting the business owner’s expertise.

It also helps prospective clients imagine how they might overcome a similar challenge with the right guidance.

Use Your Expertise to Build Visibility

Publishing a book can also support other forms of business development.

Henry uses several strategies to remain visible, including seminars, speaking engagements, podcast appearances, publishing content, networking, YouTube, professional associations, and paid events.

These activities help him share his expertise while building relationships with people who may later become clients, advocates, or referral partners.

Henry says approximately 85% of his business comes through referrals from advocates and affiliates, showing how authority and relationships can work together to generate opportunities.

Dione Traci Duckett shared a similar approach in her Practice Prosperity episode. She built visibility by offering educational estate-planning seminars, networking in the community, and connecting with churches and financial advisors whose audiences could benefit from her expertise. Rather than making the seminars feel like a sales pitch, she focused on educating people first. Over time, that helped build trust, brand awareness, and referrals.

Keep Helping Clients After the Initial Work

Henry believes strong business relationships should continue even after the original project is complete.

He continues supporting authors by sharing book-marketing ideas, offering access through office hours, inviting them to trainings, and connecting them with podcast and media opportunities.

He describes generosity as an important part of his brand.

This continued support strengthens relationships and can naturally lead to referrals, introductions, and future opportunities.

For practice owners and entrepreneurs, it is a reminder that completing a service does not have to mean ending the relationship with the client.

Build Income That Supports Your Life

Henry also discusses the importance of creating multiple sources of income rather than relying on one business or one investment.

He references Die Broke by Stephen M. Pollan and Mark Levine, which promotes the idea of using money intentionally during your lifetime instead of focusing only on leaving behind the largest possible estate.

That philosophy aligns with Henry’s own approach. In addition to reinvesting in his business, he puts money into other investments and develops income through activities such as writing, speaking, coaching, and journalism.

For Henry, financial success is not simply about accumulating wealth. It is about building enough flexibility and income to support the life he wants to live while also being able to help the people he cares about.

Reinvest in the Business as Demand Grows

Building authority and generating referrals can bring more clients into a business, but Henry emphasizes that the business must also be prepared to serve them.

His first priority when using business profits is reinvesting in the company so it has enough capacity to take on additional clients.

Reinvestment may involve people, systems, marketing, technology, or other resources that allow the business to grow without reducing the quality of the service being delivered.

Generating more demand is only useful if the company has the capacity to handle it.

A Book Can Become More Than a Book

For Henry, writing a book is not simply about publishing something with your name on the cover.

It can become a tool for communicating expertise, telling memorable stories, creating speaking and podcast opportunities, building professional relationships, and attracting prospective clients.

The strongest business books do more than explain what the author knows. They help readers understand why that knowledge matters and how it can apply to their own problems.

For entrepreneurs, that can turn a book into part of a larger strategy for building authority and growing a business sustainably.

To learn more about Henry DeVries and his work with business authors, visit Indie Books International.

Coming out as LGBTQ+ is not always a single moment or conversation. For many people, it is an ongoing process that involves deciding when to share their identity, whom to trust, and whether they feel safe doing so.

On this episode of Practice Prosperity, Randall Avery speaks with licensed clinical psychologist Dr. Carly Hanks about coming out, supporting LGBTQ+ family members, navigating fertility challenges, and adjusting to pregnancy and parenthood.

Dr. Hanks specializes in working with LGBTQ+ individuals and people navigating reproductive health concerns, including family planning and infertility.

Coming Out Can Happen at Any Stage of Life

One common misconception about coming out is that everyone understands their sexual orientation or gender identity from an early age. While that is true for some people, others do not fully understand or identify their experience until much later.

Dr. Hanks has worked with many LGBTQ+ people in the South who came out later in life. Cultural expectations, religion, traditional gender norms, and concerns about safety can all affect whether someone feels comfortable exploring or openly sharing their identity.

Coming out is also rarely a one-time event. LGBTQ+ individuals may repeatedly have to decide whether to disclose their identity when meeting new friends, coworkers, healthcare providers, or other people throughout their lives.

How to Respond When Someone Comes Out

Being trusted with someone’s identity can also bring up emotions for the person receiving the news. Dr. Hanks explains that confusion, uncertainty, or needing time to process can be understandable.

What matters is how those emotions are handled.

The person coming out should not become responsible for managing someone else’s reaction or educating them about everything related to LGBTQ+ identities. Family members and friends can take responsibility for learning more on their own.

It is also important to use the language the person uses to describe themselves and ask what they are comfortable sharing with others. Questions such as whether the information should remain confidential can help protect the trust they have placed in you.

Creating a Coming Out Plan

There is no single correct way to come out. Instead, Dr. Hanks encourages people to consider their individual circumstances and determine what feels right for them.

A coming out plan can include deciding who should hear the news directly, practicing what to say, considering how someone may react, and thinking about physical and emotional safety.

If there is a possibility that someone could react dangerously, the conversation might happen over the phone, through a video call, or in a public place. Planning for difficult reactions can provide additional control during what may already be an emotional experience.

It is also important to remember that an initially difficult reaction does not necessarily represent how someone will feel forever. Acceptance can sometimes be a process for family members as well.

It is also important to remember that an initially difficult reaction does not necessarily represent how someone will feel forever. Acceptance can sometimes be a process for family members as well, especially when they are adjusting to new information, expectations, or changes in how they understand their relationships.

In a conversation with Dr. Shamika Packer, we also explored how family dynamics and the broader family system can influence the way people respond to change and navigate challenges together.

Supporting an LGBTQ+ Child

Parents can create an accepting environment even before their child ever comes out.

Using inclusive language, challenging disrespectful comments, and demonstrating acceptance of LGBTQ+ people can quietly communicate that home is a safe place.

Parents can also allow children to explore how they express themselves through clothing, hairstyles, and other choices while helping them understand how to navigate difficult social situations.

Dr. Hanks also recommends helping LGBTQ+ children see people like themselves living full lives and finding supportive communities. She specifically mentions PFLAG as a resource for families of LGBTQ+ children, including those who may not have many local support options.

Most importantly, parents should continue seeing their child as a whole person rather than allowing sexual orientation or gender identity to become the defining focus of the relationship.

Why Parents Should Not Out Their Child

Wanting to protect a child can sometimes lead parents to share their child’s identity with relatives or other people without permission.

Even when the intention is positive, Dr. Hanks warns that the impact can be very different.

A child may still be exploring their identity, may not be ready for everyone to know, or may have deliberately chosen not to tell someone they believe will react negatively.

Sharing that information without permission can take away the child’s control, create safety concerns, and damage trust.

Instead, parents can ask their child who they are comfortable telling and whether they would like help planning those conversations.

Fertility Challenges for Working Professionals

The conversation also explores another major life transition: becoming a parent.

Dr. Hanks discusses how people are increasingly waiting longer to start families as they focus on education, careers, relationships, and other priorities.

Fertility struggles can be particularly difficult for high achievers who are accustomed to believing that hard work will eventually produce the desired result. Fertility does not always follow that pattern.

Someone can do everything asked of them and still have very little control over the outcome.

That experience can lead to grief, frustration, regret, or feelings of failure. The financial costs and numerous medical appointments associated with fertility treatment can add even more stress.

 

Staying Connected During Fertility Treatment

Fertility struggles can affect relationships as well.

Partners may cope very differently. One person may want emotional closeness while another responds by staying busy or focusing on practical tasks. Understanding those differences and communicating openly can help couples navigate the process together.

Dr. Hanks also emphasizes the importance of finding trusted people who can provide support rather than going through fertility treatment in complete isolation.

At the same time, fertility treatment should not be allowed to consume every part of life. Continuing hobbies, taking trips, spending time together, and even taking breaks from treatment when appropriate can help people maintain parts of their lives outside the fertility journey.

Pregnancy, Postpartum, and Supporting Both Parents

Pregnancy is often presented as an overwhelmingly joyful experience, but the physical and emotional realities can be much more complicated.

Postpartum can also bring significant emotional and physical challenges as families adjust to caring for a new child.

For LGBTQ+ couples, it is important that the non-birthing partner is included throughout pregnancy and postpartum. They are becoming a parent too and need opportunities to participate, bond with their child, and receive support during the transition.

Supporting the entire family means recognizing that both parents may experience major changes as they adjust to their new roles.

Building a Practice Through Relationships

Toward the end of the conversation, Dr. Hanks also discusses her transition into private practice.

Her approach to growing the practice emphasizes professional relationships and community connections. She attends networking events, reaches out to other professionals, partners with a psychiatrist, and connects with OB-GYN providers and clinics.

She is also developing consulting services to help companies and medical providers create more welcoming environments for LGBTQ+ people.

Her experience demonstrates how professional relationships, referrals, and consistently introducing your services to the community can play an important role in building a private practice.

Final Thoughts

Whether someone is coming out as LGBTQ+, supporting a child who is exploring their identity, struggling with fertility, or adjusting to parenthood, these experiences rarely have a single correct path.

Dr. Hanks’ central message throughout the conversation is the importance of recognizing each person’s individual circumstances. Support can mean listening without judgment, protecting someone’s privacy, preparing for difficult situations, finding community, and allowing people the space to determine what works for them.

For families, partners, and professionals, creating an environment where people feel safe discussing these experiences can make navigating major life transitions a little less isolating.

Connect with Dr. Carly Hanks to learn more about her practice and the support she provides for individuals, couples, and families navigating major life transitions.

Tax planning for business owners works best when it is supported by accurate bookkeeping, organized records, and a clear understanding of profitability. In this episode of Practice Prosperity, Randall Avery speaks with CPA Tania Haddock about bookkeeping, IRS issues, compensation, acquisitions, and reinvestment. 

Accurate bookkeeping helps owners understand what is really happening in their businesses. Records should properly separate expenses, loan principal, interest, revenue, and other transactions.

Good documentation also makes tax planning easier. Organized receipts, invoices, contracts, and financial records help accountants classify transactions correctly and identify opportunities before tax season. Business owners can also benefit from strengthening their tax planning and financial literacy, especially as their companies grow and their finances become more complex.

Tania advises business owners to address IRS problems early rather than ignoring notices or unfiled returns. A CPA may also help communicate with the IRS and guide the owner through the process.

Making Better Business and Growth Decisions

Revenue alone does not determine profitability. Owners should review margins by product or service to identify which parts of the business create the most value. This is especially important because business revenue does not automatically translate into personal wealth. Owners also need to consider profit, cash flow, compensation, and how the money generated by the business supports their long-term financial goals. 

Growth may also require changing the type of clients a business serves. As expertise increases, professional service firms may need to adjust their positioning, pricing, and ideal client profile.

For anyone considering an acquisition, reviewing financial records is essential. Buyers may inherit not only revenue, but also client expectations, systems, and potential problems.

S-Corporation owners should carefully evaluate wages and distributions, including reasonable compensation requirements. These decisions affect both taxes and the company’s financial position.

Tax Planning for Business Owners and Reinvestment

Reinvestment should serve a genuine business purpose. Equipment, technology, marketing, staffing, and professional development may support growth, but spending money solely for a tax deduction is rarely a sound strategy.

The central message is simple: tax planning for business owners works best when it happens throughout the year.

Accurate financial information helps business owners make better decisions about profitability, compensation, acquisitions, taxes, and reinvestment. The goal is not only to reduce taxes, but to build a stronger and more valuable business.

How I adapted the Profit First model to help business owners create structure around their business income, personal income, taxes, retirement, and savings.

 

Business Accounts

One of the biggest challenges I see with successful business owners is not necessarily making money.

It is knowing what to do with the money once it comes in.

Revenue hits the business bank account. Payroll is due. Taxes need to be paid. There are software subscriptions, marketing expenses, contractors, and dozens of other things competing for that money.

Then, somewhere in the middle of all of this, the business owner has to figure out how much they can actually pay themselves.

This can lead to a common cycle:

Make money → Pay expenses → Take whatever is left → Hope there is enough for taxes at the end of the year and savings.

I wanted to create a better system.

That is why I developed a business and personal account flow based on the principles of the Profit First model. The goal is to give business owners a visual framework for moving money intentionally from the moment it enters the business all the way to building personal wealth outside of the business.

 

It Starts With One Income Account

The system starts simply.

All customer payments come into one Business Income Account.

Instead of immediately paying bills from this account, the Income Account acts as the distribution point for the business.

Money is periodically transferred from the Income Account into four separate accounts:

• Operating Expenses
• Profit
• Taxes
• Owner’s Compensation

Each dollar coming into the business now has a job.

This is an important shift.

Instead of asking:

“What is left after I pay everything?”

We begin asking:

“How much of every dollar should be allocated toward each priority?”

 

Operating Expenses: What Does It Really Cost to Run the Business?

The Operating Expense, or OpEx, Account is the money available to actually operate the business.

This includes things such as:

• Payroll
• Rent
• Software
• Contractors
• Marketing
• Insurance
• Office expenses
• Professional services
• Other normal business expenses

 

One of the principles I like about this system is that operating expenses do not automatically get access to every dollar the business earns.

There is a limit.

This forces the owner to understand what it actually costs to operate the business.

As revenue grows, expenses have a funny way of growing with it. New software gets added. People get hired. Marketing increases. Convenience expenses slowly become permanent expenses.

Separating operating expenses allows you to see whether the business is becoming more profitable as it grows or simply more expensive to operate.

 

Owner’s Compensation: Pay Yourself for the Work You Do

Your Owner’s Compensation Account is designed to pay you for the work you perform in the business.

Think of this as your paycheck.

One of the mistakes I see business owners make is paying themselves randomly.

They may take $5,000 one month, $12,000 the next month, and almost nothing the following month depending on what is sitting in the business checking account.

That makes managing your personal finances unnecessarily difficult.

Owner’s Compensation is designed to create a more predictable personal income.

You can then establish a consistent monthly transfer from your Owner’s Compensation Account into your Personal Income Account based on your lifestyle needs.

The business and the household begin operating on a system instead of a series of financial decisions made every few weeks.

 

Profit: Reward Yourself for Owning the Business

Profit and Owner’s Compensation serve two different purposes.

I think this distinction is extremely important.

• Owner’s Compensation pays you for your job.
• Profit pays you for your ownership.

If you stopped working in the business tomorrow and hired someone else to perform your job, that person would need to receive compensation.

But they would not necessarily receive the profit generated by the business.

Profit is the financial reward for building the company, taking the risk, creating the systems, developing the relationships, and owning the enterprise.

Under the framework I created, the Profit Account is allowed to accumulate throughout the quarter.

Then, quarterly, 50% of the Profit Account can be transferred to the owner’s Personal Income Account.

The remaining amount can stay inside the business as additional financial protection and liquidity.

This gives the owner an opportunity to actually experience the financial benefit of owning a profitable company without constantly draining the business.

 

Taxes: Stop Treating Taxes Like an Emergency

The Tax Account has one purpose:

Set aside money for taxes before you need it.

Tax payments should not be a surprise.

When a percentage of revenue is consistently moved into a separate Tax Account, the business owner can prepare for estimated tax payments and other tax obligations without suddenly needing to find a large amount of cash.

The money has already been separated.

For many business owners, simply removing tax money from the operating account can provide significantly more clarity about how much money is actually available to spend.

 

The Retirement Account: Turning Business Income Into Long-Term Wealth

This is where I expanded the traditional business cash-flow conversation.

A profitable business is great.

But I don’t believe the business should be the owner’s only retirement plan.

My system includes a Retirement Account that receives contributions from the Profit and Owner’s Compensation portions of the business.

The actual retirement contribution should be determined with your accountant and financial planner based on factors such as:

• Your income
• Business structure
• Retirement plan
• Tax situation
• Cash-flow needs
• Long-term financial goals

The important concept is that retirement savings become part of the system.

You are not waiting until December to see whether there is any money left to contribute.

You are intentionally converting current business income into assets that can eventually support you without requiring you to continue working in the business.

 

Personal Accounts

Then the Money Moves From the Business to Your Personal Financial System

The business system is only half of the equation.

Once money reaches your Personal Income Account, another allocation process begins.

I designed the personal side of the system around three primary destinations.

 

1. Bill Payment Account

The first priority is funding your lifestyle.

Mortgage or rent, utilities, groceries, insurance, transportation, travel, childcare, and other household expenses should come from your Bill Payment Account.

The goal is to determine what your lifestyle actually costs and consistently fund it. This account should not have more than 2 ½ months work of living expenses

 

2. Short-Term Savings

Money that is not needed for your normal lifestyle can flow into Short-Term Savings.

This might include:

• Emergency reserves
• Upcoming vacations
• Home repairs
• Large purchases
• Annual expenses
• Other short-term goals

There is another important rule built into the system.

If too much money begins accumulating in the Bill Payment Account, the excess should be transferred into Short-Term Savings.

Cash should have a purpose.

 

3. Medium- to Long-Term Savings and Investments

Eventually, your Short-Term Savings Account will reach the amount you have determined is appropriate.

At that point, additional money can begin flowing toward Medium- to Long-Term Savings and Investment Accounts.

This is where business income begins turning into personal wealth.

Depending on the individual, this could include brokerage accounts, retirement accounts, real estate, education savings, or other long-term investments.

The objective is simple:

“Your financial security should gradually become less dependent on your business.”

 

What Percentage Should Go Into Each Account?

There is no single allocation that works for every business.

Your percentages should be based on your historical accounting, current run-rate revenue, business model, profitability, and personal financial needs.

A business generating $200,000 of revenue will likely have a very different expense structure than one generating $2 million.

The framework provides target allocations based on revenue ranges, but I view those percentages as a starting point for the conversation—not a substitute for understanding your own numbers.

Your accountant can help you understand what has happened historically.

Your financial planner can help determine how the business cash flow connects to your personal goals.

Then you can establish percentages that make sense for your business.

 

The Bigger Goal Is Financial Clarity

The real value of this system is not having more bank accounts.

The accounts are simply tools.

The real goal is to make your financial decisions easier.

You should know:

• How much you can afford to spend operating the business.
• How much you are paying yourself.
• How much you are reserving for taxes.
• How much profit the business is actually producing.
• How much you are contributing toward retirement.
• How much your household needs to maintain its lifestyle.
• And how much money is consistently moving toward building wealth outside of the business.
• When those decisions become part of a system, you don’t have to reinvent your financial plan every month.

 

Your Business Should Eventually Serve You

Many business owners spend years serving their businesses.

They invest the money.

They take the risk.

They work the long hours.

They solve the problems.

They hire the employees.

They find the customers.

At some point, the business needs to begin serving the owner.

That does not necessarily mean selling it.

It means using the income the business generates today to create financial security outside of the business for tomorrow.

That is ultimately what I wanted this framework to accomplish.

Not simply better business budgeting.

Not simply more profit.

A system that connects:

Business Revenue → Business Profitability → Personal Income → Retirement → Personal Wealth

Because a successful business is valuable.

But the ability to convert that success into financial independence is even more important.

 

Want help building a system around your business and personal finances?

At Deasil Wealth Management, I help business and practice owners better understand where their money is going, how much they should be paying themselves, and how to turn business income into long-term personal wealth.

If you would like to discuss how this framework could apply to your business, schedule a conversation with us.

Intro Call Link: https://calendly.com/deasil/15min

What happens when financial stress hits your family or your business?

In this episode of Practice Prosperity, Randall Avery sits down with Lisa Ibekwe, LCSW, owner of The Comfy Place, to discuss how financial insecurity impacts families, raising financially healthy children, the role of AI, and what it really takes to build a successful private practice. Lisa also shares practical lessons on networking, business metrics, reinvesting in your team, and creating long-term wealth as a business owner.

Topics covered:

• Financial stress and mental health
• Talking to kids about money
• AI, parenting, and technology
• Growing a private practice through authentic networking
• Business metrics every owner should track
• Reinvesting in your business and team
• Paying yourself as a business owner
• Building wealth beyond your practice 

Connect with Lisa Ibekwe

LinkedIn: https://www.linkedin.com/in/lisa-ibekwe/ 

Facebook: facebook.com/thecomfyplace

Instagram: instagram.com/socomfytherapy

Youtube: www.youtube.com/@thecomfyplace298

Tik Tok: https://www.tiktok.com/@socomfytherapy

About Practice Prosperity

Practice Prosperity features candid conversations with experienced professionals about building sustainable practices, making stronger financial decisions, developing meaningful relationships, and creating wealth beyond the business.

Subscribe for more conversations designed to help practice owners build healthier businesses, pay themselves consistently, and create more prosperous lives.

Firm Links

Practice Prosperity: https://deasilwm.com/practice-prosperity/
Deasil Wealth Management: https://deasilwm.com/
Randall Avery bio: https://deasilwm.com/randall-avery/
Money & Relationships: https://deasilwm.com/money-and-relationships/
Mental Health page: https://deasilwm.com/bwinmh/

Estate planning is about more than deciding who inherits your assets. It also means protecting your business, preparing for unexpected incapacity, planning for long-term care, and ensuring loved ones with disabilities are cared for in the future.

In this episode of Practice Prosperity, Randall Avery, CFP®, CFA sits down with Dione Traci Duckett, Esq., LL.M., MBA, founder of Duckett Law, to discuss estate planning, business succession planning, elder law, Medicaid planning, and special needs planning. Together, they explore how business owners and families can prepare for life’s unexpected events while protecting the people and assets that matter most.

This episode will discuss:

• Why every business owner needs a succession plan
• What happens to your business if you become incapacitated
• The biggest mistakes people make with estate planning
• Medicaid planning and the 5-year look-back rule
• Long-term care planning and nursing home costs
• When to start planning for aging parents
• Special Needs Trusts vs. ABLE Accounts
• How to protect a loved one with disabilities without jeopardizing government benefits
• Building an elder law practice and serving families through life’s biggest transitions

Whether you’re a business owner, financial planner, caregiver, or simply planning for your family’s future, this conversation provides practical strategies to help you protect your legacy and make informed decisions before a crisis happens

Connect with Dione Traci Duckett

LinkedIn: https://www.linkedin.com/in/dione-traci-duckett-esq-llm-mba-6865977/

Company Website: https://www.duckettlawllc.com/

Facebook: https://www.facebook.com/duckettlawllc/

Instagram: https://www.instagram.com/duckettlawllc/

About Practice Prosperity

Practice Prosperity features candid conversations with experienced professionals about building sustainable practices, making stronger financial decisions, developing meaningful relationships, and creating wealth beyond the business.

Subscribe for more conversations designed to help practice owners build healthier businesses, pay themselves consistently, and create more prosperous lives.

Firm Links

Practice Prosperity: https://deasilwm.com/practice-prosperity/
Deasil Wealth Management: https://deasilwm.com/
Randall Avery bio: https://deasilwm.com/randall-avery/
Money & Relationships: https://deasilwm.com/money-and-relationships/
Mental Health page: https://deasilwm.com/bwinmh/

How to Pay Yourself as a Business Owner | Fractional CFO Explains

YouTube Description

Are you generating revenue in your business but still struggling to pay yourself consistently?

In this episode of Practice Prosperity, Randall Avery, CFP®, CFA®, speaks with Iyanna Vaughn, founder of Lovely Financials Group, about how business owners can use better financial systems to protect cash flow, improve profit margins, price their services confidently, and create a reliable CEO salary.

Iyanna explains what a fractional CFO does and how strategic financial guidance differs from bookkeeping and tax preparation. Rather than simply reporting what happened in the past, a fractional CFO helps business owners understand what their numbers mean and use them to make better decisions about hiring, pricing, spending, growth, and owner compensation.

You will learn:

• What a fractional CFO does for a small business
• How to determine what you should pay yourself as a business owner
• Why irregular owner compensation can create financial stress
• How to build a profit plan around your personal income needs
• How revenue, expenses, profit, and CEO pay work together
• How to determine whether your services are underpriced
• The difference between cost-based and value-based pricing
• How to use financial projections to plan for business growth
• Who should be included on your business “money team”
• When a growing company may need a bookkeeper, tax professional, financial planner, or fractional CFO
• Why personal money habits often affect business financial decisions
• How time tracking can reveal unproductive or avoidant activities
• How to build a profitable business without sacrificing your health or personal life

Iyanna also shares her experience redesigning her company after burnout forced her to reduce her workweek. She explains how she improved her services, delegated responsibilities, reduced unnecessary meetings, and created more room for sales, marketing, family, faith, and rest.

The conversation also explores the emotional side of entrepreneurship, including money avoidance, undercharging, perfectionism, trusting a team, and learning to build a business that supports your life instead of consuming it.

This episode is valuable for consultants, coaches, therapists, professional service providers, practice owners, women entrepreneurs, and small-business owners who want greater clarity and control over their finances.

Connect with Iyanna Vaughn

Lovely Financials Group
Explore Iyanna’s margin assessment to evaluate how you manage cash flow, profit, taxes, and owner compensation.
Follow Iyanna and Lovely Financials Group online for more business financial education and fractional CFO guidance.

About Practice Prosperity

Practice Prosperity features candid conversations with experienced professionals about building sustainable practices, making stronger financial decisions, developing meaningful relationships, and creating wealth beyond the business.

Subscribe for more conversations designed to help practice owners build healthier businesses, pay themselves consistently, and create more prosperous lives.

Firm Links

Practice Prosperity: https://deasilwm.com/practice-prosperity/
Deasil Wealth Management: https://deasilwm.com/
Randall Avery bio: https://deasilwm.com/randall-avery/
Money & Relationships: https://deasilwm.com/money-and-relationships/
Mental Health page: https://deasilwm.com/bwinmh/

Child Psychological Evaluations Explained: ADHD, Anxiety & Warning Signs

YouTube Description

When should you consider a psychological evaluation for your child—and what should you expect from the process?

In this episode of Practice Prosperity, Randall Avery, CFP®, CFA®, speaks with psychologist and practice owner Dr. Nekeshia Hammond about the warning signs parents should not ignore, the cost of delaying an assessment, and how psychological testing can uncover the real reasons behind a child’s academic, behavioral, or emotional challenges.

Dr. Hammond explains the complete child psychological evaluation process, including the initial consultation, testing appointment, feedback session, written report, and potential recommendations for the child’s school and home environment.

You will learn:

• Common signs that a child may need a psychological evaluation
• How ADHD, anxiety, depression, and learning disabilities can appear in children
• Why attention problems do not always mean ADHD
• How teachers, pediatricians, and parents can identify early warning signs
• What happens during psychological and educational testing
• How an evaluation may help families access school accommodations and support
• Why an assessment should not become a child’s entire identity
• The financial and emotional cost of delaying mental health care

The conversation also explores Dr. Hammond’s journey from solo psychologist to practice owner. She shares practical lessons about growing a mental health practice, building professional referral relationships, hiring clinicians, using social media, finding the right business coach, preparing for unexpected business disruptions, and defining prosperity beyond revenue.

This episode is valuable for parents, therapists, psychologists, mental health professionals, private practice owners, and anyone interested in child mental health or practice growth.

Connect with Dr. Nekeshia Hammond

Hammond Psychology & Associates
Speaking and burnout-prevention programs: DrNekeshiaHammond.com
Follow Dr. Hammond on LinkedIn, Instagram, Facebook, and YouTube.

About Practice Prosperity

Practice Prosperity features candid conversations with experienced professionals about building sustainable practices, strengthening financial decision-making, creating meaningful professional relationships, and developing wealth beyond the business.

Subscribe for more conversations designed to help private practice owners build healthier businesses and more prosperous lives.

Firm Links

Practice Prosperity: https://deasilwm.com/practice-prosperity/
Deasil Wealth Management: https://deasilwm.com/
Randall Avery bio: https://deasilwm.com/randall-avery/
Money & Relationships: https://deasilwm.com/money-and-relationships/
Mental Health page: https://deasilwm.com/bwinmh/

Many parents spend decades building wealth through disciplined saving, investing, homeownership, and business ownership. As retirement approaches, a common concern begins to surface:

“What happens to our assets after we’re gone?”

More specifically:

“If one of our children gets divorced in the future, could a portion of our life’s work end up going to an ex-spouse?”

It’s a reasonable concern. Whether you’ve accumulated $500,000 or $1.5 million in assets, most parents want their wealth to benefit their children and grandchildren—not leave the family through a divorce settlement.

The good news is that there are several estate planning strategies that can help protect inherited assets while still allowing your children to benefit from them. For families in Georgia, understanding how inherited assets may be treated under Georgia law is an important part of the planning process.

Why Inheritance Protection Matters in Georgia

In Georgia, inherited assets are generally considered separate property rather than marital property. However, inherited assets can become vulnerable during a divorce if they are commingled with marital assets or otherwise treated as shared property.

For example:

• Depositing inherited cash into a joint bank account
• Using inherited funds to pay down a jointly owned home
• Adding a spouse’s name to inherited property
• Combining inherited investments with marital investment accounts

Over time, these actions can blur the line between separate property and marital property.

As a result, assets intended for your child may become vulnerable during divorce proceedings in Georgia.

Strategy #1: Leave Assets in a Trust Instead of Distributing Them Outright

One of the most effective ways to protect an inheritance is through a properly drafted trust.

Rather than leaving assets directly to your child, you leave the assets to a trust that is established for your child’s benefit.

The trust can still allow your child access to funds for:

• Health expenses
• Education
• Housing
• Family needs
• Other purposes outlined in the trust document

However, the assets remain owned by the trust rather than by the child personally.

This distinction can create an additional layer of protection against:

• Divorce claims
• Creditors
• Lawsuits
• Poor financial decisions

For many Georgia families with approximately $1.5 million in total assets, a relatively straightforward trust structure may be sufficient.

Strategy #2: Use Strong Spendthrift Provisions

Many trusts include what is known as a “spendthrift provision.”

A spendthrift provision generally restricts a beneficiary from transferring their interest in trust assets and can help shield trust assets from certain creditor claims.

This provision helps reinforce the separation between:

• Trust-owned assets
• Personally owned assets

When combined with proper trust administration, this can provide meaningful protection for inherited wealth.

For Georgia residents, properly drafted spendthrift provisions may strengthen the asset protection benefits of a trust when implemented as part of a comprehensive estate plan.

Strategy #3: Teach Children to Keep Inherited Assets Separate

Even the best legal documents cannot overcome poor financial habits.

Parents should educate their children about the importance of maintaining inherited assets separately.

Examples include:

Good Practices

✓ Keeping inherited funds in separate accounts

✓ Maintaining detailed records

✓ Avoiding joint ownership with a spouse

✓ Consulting legal and financial professionals before making major transfers

Practices to Avoid

✗ Depositing inheritance proceeds into joint checking accounts

✗ Using inheritance funds to improve jointly owned property

✗ Retitling inherited investments into joint ownership

These seemingly harmless decisions can create unintended consequences years later.

In Georgia, maintaining clear records and avoiding commingling can be critical to preserving the separate nature of inherited assets.

Strategy #4: Consider a Prenuptial Agreement

For adult children who are not yet married, a prenuptial agreement can provide another layer of protection.

A well-drafted prenup may clarify that:

• Future inheritances remain separate property
• Appreciation on inherited assets remains separate property
• Trust interests remain separate property

While these conversations can feel uncomfortable, they often help families avoid future disputes.

Georgia generally recognizes valid prenuptial agreements that meet applicable legal requirements, making them a valuable planning tool for some families. 

Strategy #5: Coordinate Estate Planning and Financial Planning

One of the biggest mistakes families make is viewing estate planning and financial planning as separate conversations.

In reality, they work best together.

A comprehensive review should address:

• Beneficiary designations
• Trust provisions
• Retirement accounts
• Tax considerations
• Family dynamics
• Asset titling
• Long-term wealth transfer goals

An inheritance protection strategy is most effective when all pieces of the plan work together.

For Georgia families, coordinating with both financial professionals and a Georgia estate planning attorney can help ensure your plan aligns with state-specific laws and objectives.

What About Larger Estates?

For families with approximately $1.5 million in assets, a straightforward estate plan and trust strategy may be sufficient.

However, as wealth increases, additional planning opportunities and risks may arise.

Families with larger estates, significant business interests, multiple properties, complex family situations, or multi-generational wealth goals should consider working with an experienced Georgia estate planning attorney to evaluate more advanced trust strategies.

The goal is not necessarily to create complexity.

The goal is to ensure your plan reflects the size of your estate and your family’s unique circumstances.

Final Thoughts

Most parents don’t spend decades building wealth so it can leave the family through avoidable mistakes.

If protecting your children’s inheritance is important to you, now is the time to review your estate plan.

Simple steps such as utilizing a trust, maintaining proper asset ownership, educating your children, and coordinating with legal and financial professionals can go a long way toward preserving family wealth for future generations.

For Georgia families, proactive planning can help reduce the risk that inherited assets become subject to disputes or unintended consequences during a future divorce.

A thoughtful estate plan doesn’t just transfer assets.

It transfers opportunity, security, and the values you’ve spent a lifetime building.

Important Disclaimer

This article is for educational and informational purposes only and should not be construed as legal, tax, or estate planning advice. Estate planning and divorce laws vary by state, including Georgia, and individual circumstances. Before implementing any estate planning strategy, consult with a qualified Georgia estate planning attorney and tax professional regarding your specific situation. Deasil Wealth Management does not provide legal services.

When most people hear “W-4 form,” they think of a boring HR document completed on their first day of work and forgotten forever.

But for high-income professionals, practice owners, and families working toward financial independence, the W-4 may be one of the most powerful—and most overlooked—cash flow management tools available.

At Deasil Wealth Management, we often see clients focused on investments, retirement accounts, taxes, and business growth while unknowingly allowing thousands of dollars to flow unnecessarily to the IRS throughout the year.

A properly adjusted W-4 can help improve monthly cash flow, reduce tax surprises, create more intentional financial planning opportunities, and accelerate wealth building.

What Is a W-4 Form?

A W-4, officially called the Employee’s Withholding Certificate, tells your employer how much federal income tax to withhold from each paycheck.

The IRS uses the information on your W-4 to estimate how much tax should be withheld based on your income, family situation, deductions, and other tax factors.

The goal is simple:

• Avoid owing a large amount at tax time
• Avoid receiving an unnecessarily large refund
• Improve cash flow throughout the year
• Reduce the risk of underpayment penalties

While many people celebrate receiving a large tax refund, a refund often means you gave the government an interest-free loan for the entire year.

Why Financial Planners Pay Attention to W-4 Forms

Most people think tax withholding is an accounting issue.

In reality, it is often a financial planning issue.

The amount withheld from your paycheck directly impacts:

• Monthly cash flow
• Retirement savings
• Investment opportunities
• Debt reduction strategies
• Emergency fund growth
• Business reinvestment decisions

For high-income professionals and practice owners, these decisions can significantly impact long-term wealth accumulation.

The Hidden Cost of Large Tax Refunds

Let’s look at an example.

Suppose a therapist, physician, attorney, or practice owner receives a $9,600 tax refund each year.

That equates to approximately:

$9,600 ÷ 12 = $800 per month

That $800 could instead be used to:

• Fund a Roth IRA
• Build a brokerage account
• Increase 401(k) contributions
• Build a cash reserve
• Pay down high-interest debt
• Invest back into a growing practice

A better question may be:

“Would you rather receive a $9,600 refund next April, or have an additional $800 available every month to help achieve your financial goals?”

Major Life Events That Should Trigger a W-4 Review

Many people complete a W-4 once and never revisit it.

However, significant life changes can dramatically alter your tax situation.

You should review your withholding whenever you experience:

Marriage

Two incomes often create tax situations that differ significantly from what either spouse experienced individually.

Divorce

Changes in filing status and household income can impact withholding needs.

Birth or Adoption of a Child

Tax credits and deductions may reduce overall tax liability.

Job Changes

A new salary, bonus structure, or compensation package may require adjustments.

Retirement

New income sources such as pensions, Social Security, and retirement account withdrawals can change withholding needs.

Business Growth

Practice owners experiencing increased profits may need to increase withholding or estimated tax payments.

How Practice Owners Can Use W-4 Planning Strategically

Many practice owners have a combination of:

• W-2 income
• Business income
• K-1 income
• Rental income
• Investment income

This complexity creates planning opportunities.

For example, consider a household where:

• One spouse owns a therapy practice.
• The other spouse works for a hospital or large employer.

Instead of making large quarterly estimated tax payments, it may be possible to increase withholding through the employed spouse’s paycheck.

One unique advantage is that the IRS generally treats withholding as if it were paid evenly throughout the year, even if adjustments occur later in the year.

This can sometimes help reduce the risk of underpayment penalties while simplifying cash flow management.

Coordinating Retirement Contributions and Tax Withholding

A W-4 review becomes particularly important when implementing tax-saving strategies such as:

• Traditional 401(k) contributions
• Solo 401(k) plans
• SEP IRA contributions
• Defined Benefit Plans
• Cash Balance Plans

These strategies may significantly reduce taxable income.

Without updating withholding, some individuals continue having too much tax withheld despite reducing their overall tax liability.

A coordinated review can improve monthly cash flow while maintaining compliance with IRS requirements.

Bonus Income, RSUs, and Variable Compensation

High-income professionals often receive compensation beyond their regular salary.

Examples include:

• Annual bonuses
• Restricted Stock Units (RSUs)
• Commissions
• Profit-sharing distributions
• Equity compensation

Many employers use standard withholding methods that may not accurately reflect the employee’s actual tax bracket.

This frequently results in:

• Large tax bills
• Large refunds
• Cash flow inefficiencies

A proactive withholding review can help create more predictable outcomes.

W-4 Planning and Retirement Transitions

Retirement often introduces multiple new income streams:

• Social Security
• Pension income
• IRA distributions
• Part-time consulting income
• Investment income

Many retirees discover that taxes are not being withheld automatically from all income sources.

Without proper planning, this can create unexpected tax liabilities.

Reviewing withholding before retirement helps create a smoother transition and greater confidence in retirement income planning.

How Often Should You Review Your W-4?

At a minimum, consider reviewing your withholding:

• Annually
• After receiving a raise
• Following a promotion
• After marriage or divorce
• Following the birth of a child
• After major retirement contribution changes
• Following significant investment or business income changes

Think of your W-4 as a living financial planning tool rather than a one-time HR form.

The Financial Planner’s Perspective

At Deasil Wealth Management, we believe financial planning is about helping clients become more intentional with every dollar.

Your W-4 influences the amount of money available to save, invest, spend, and deploy toward your goals every month.

While it may seem like a simple tax form, it can have a meaningful impact on:

• Cash flow management
• Retirement planning
• Tax planning
• Business owner planning
• Wealth accumulation

The goal is not necessarily to maximize your refund.

The goal is to maximize financial efficiency.

Final Thoughts

For many high-income professionals and practice owners, the W-4 is one of the easiest financial planning opportunities to overlook.

Yet a simple review can potentially free up hundreds—or even thousands—of dollars each month that can be redirected toward retirement accounts, investment accounts, debt reduction, or business growth.

If it has been several years since you reviewed your withholding, now may be a good time to revisit it.

A properly calibrated W-4 can help turn tax withholding from an administrative task into a strategic component of your overall financial plan.

Ready for More Financial Clarity?

If you’re a practice owner, therapist, physician, attorney, or high-income professional looking to improve your cash flow, reduce financial stress, and make smarter financial decisions, schedule a complimentary consultation.

CLICK HERE – https://calendly.com/deasil/15min

1. Not Budgeting (Personally and Professionally) or Creating Annual Business Projections

The biggest danger for any business owner is running out of cash. That usually happens when you are not paying attention to the numbers. The foundation of any strong financial system starts with a budget and annual projections for revenue and expenses.

You need to know:

• What it costs to run your business
• What it costs to maintain your lifestyle
• Whether your current income supports both

This is why personal budgeting matters just as much as business budgeting. If your personal lifestyle requires more cash than the business can consistently produce, financial stress eventually follows.

2. Mixing Business and Personal Finances

Once you understand your numbers, the next step is creating separation between your business and personal finances. Mixing transactions makes it difficult to understand what your business truly costs to operate and where your money is actually going.

Clear separation creates:

• Better financial visibility
• Cleaner bookkeeping
• Easier tax preparation
• Better business decision-making

If you cannot clearly see the financial health of your business, it becomes much harder to grow it strategically.

3. Paying Thyself an Irregular Income

Some business owners simply pay themselves whatever is left over at the end of the month. That approach often creates instability, limits reinvestment opportunities, and can force the business into unnecessary debt.

A profitable business should create a structured compensation system for the owner. Paying yourself consistently creates:

• Predictable personal cash flow
• Better budgeting habits
• More disciplined business management
• Stronger long-term decision-making

You should pay yourself like an owner, not like an afterthought.

4. Falling Victim to Business Lifestyle Creep

As business income increases, there is a natural temptation to buy the next fancy tool, software, service, or office upgrade. Because expenses run through the business, owners often justify unnecessary spending by saying, “It’s just a write-off.”

But remember:
You are in business to make money — not simply spend it.

As your business grows, continue to operate economically and intentionally. Every expense should either:

• Increase revenue
• Improve efficiency
• Enhance client experience
• Strengthen enterprise value

Growth without discipline can quietly destroy profitability.

5. Measuring Business Health by Revenue Instead of Ratios

Everyone loves hearing impressive revenue numbers, but high sales do not automatically mean you have a healthy business.

Instead of focusing only on top-line revenue, pay attention to the ratios that actually determine financial strength:

• Average revenue per client
• Profit margins
• Expense growth rates
• Client acquisition costs
• Revenue per employee

Is revenue growing faster than expenses?
Are margins improving over time?
Is the business becoming more efficient?

Compare your numbers against industry benchmarks to identify opportunities for improvement and growth.

6. Not Setting Aside Money for Sales, Marketing, and Relationships — or Tracking ROI

Growth rarely happens accidentally. It takes intentional investment to create a scalable business.

I have found it valuable for business owners to proactively allocate money toward:

• Marketing
• Networking
• Relationship-building
• SEO
• Social media
• Client experiences

This may mean taking clients and prospects to lunch, attending niche events, or investing in digital marketing strategies.

The key is not just spending money — it is tracking the return on investment. Every dollar allocated toward growth should support a clear strategy and measurable outcome.

7. Not Setting Aside Money for Taxes

Taxes get many profitable businesses into trouble. A large unexpected tax bill can derail future business plans and create unnecessary financial stress.

Business owners need a system for consistently setting aside money throughout the year for taxes. Taxes should never feel like a surprise.

Strong businesses prepare for taxes proactively, not reactively.

8. Not Automatically Transferring Money Into Retirement Accounts

As a practice owner, it is critical to build wealth outside of your business. Retirement accounts can also create powerful tax advantages while helping you create long-term financial independence.

Some retirement savings vehicles can dramatically accelerate wealth creation, but consistency matters more than perfection. The best system is still automation.

Automatically transferring money from your business account into retirement accounts removes emotion and decision fatigue from the process. It turns wealth-building into a habit rather than an occasional decision.

9. Not Keeping a Strategic Business Wish List

You cannot buy everything at once. That is why I recommend every business owner maintain a strategic business wish list.

For every potential purchase, ask:

• What do I want to buy?
• Why do I want to buy it?
• What result do I expect?
• At what stage of growth does this investment make sense?

Regularly review and prioritize the list.

This creates intentional spending decisions instead of emotional ones. Then, when business wins happen, you are not increasing expenses because of lifestyle creep — you are investing strategically in opportunities you identified months earlier.

10. Not Creating a “Who Not How” Organization Chart or Outsourcing Plan

If you want to scale your business beyond yourself, you must think ahead about the people and services your future business will require.

I encourage clients to create an organizational chart for the business they want to build — not just the business they currently have. Map out:

• Future roles
• Key responsibilities
• Expected value each role creates
• Which functions should be outsourced
• Which functions should eventually move in-house

This exercise forces you to think strategically about growth, delegation, and scalability.

Many business owners stay stuck because they only think about how to do more work themselves instead of identifying who can help the business grow.

A truly profitable business is not built on revenue alone — it is built on intentional financial systems, disciplined decision-making, and the ability to turn income into long-term wealth. The business owners who create lasting success are not simply the ones who work the hardest; they are the ones who understand their numbers, plan ahead, reinvest strategically, and build a business that supports both their personal life and future goals. Avoiding these financial sins will not guarantee overnight success, but it will dramatically increase the odds that your business becomes not only profitable, but sustainable, scalable, and capable of creating wealth far beyond the income it produces today.

Most practice owners don’t have a revenue problem—they have a time and leverage problem. In this episode of Practice Prosperity, Randall Avery sits down with Julbert Abraham to break down how business owners can scale faster by leveraging global talent, freeing up time, and focusing on what actually drives growth.

If you’re a therapist, attorney, medical provider, or business owner making $120K+ but feeling stuck, this conversation will help you rethink delegation, profitability, and how to turn income into real wealth—without burning out.

About Julbert Abraham:

Julbert Abraham is the founder of Elevation Works and a specialist in helping business owners scale through global talent and operational systems. After building and exiting a previous business, he now helps service-based businesses remove bottlenecks, improve efficiency, and grow faster using remote teams and AI-enabled workflows.

Connect with Julbert Abraham:

Website: https://elevationworks.co/

LinkedIn: https://www.linkedin.com/in/elevationworks1/

Firm Links

Practice Prosperity: https://deasilwm.com/practice-prosperity/
Deasil Wealth Management: https://deasilwm.com/
Randall Avery bio: https://deasilwm.com/randall-avery/
Money & Relationships: https://deasilwm.com/money-and-relationships/
Mental Health page: https://deasilwm.com/bwinmh/