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March 31, 2025 28 mins
Join Misty Lynch on Demystifying Money as she chats with Priya Chandaraj, CEO of Finteamone, about transforming business finances for small and mid-sized companies. Together, they dive into practical strategies for financial management and growth.
  • Priya's career path from Fortune 500 companies to founding Finteamone.
  • Importance of modern financial transformation and digital finance.
  • Challenges faced by small and medium-sized business owners in handling finances.
  • The role and significance of cash flow management, bookkeeping, and valuing owner contributions.
  • How technology and AI are reshaping financial services for businesses.
Where to find Priya Chandaraj

Where to find Misty 

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Instagram: @mistylynchcfp
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Episode Transcript

Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to the Demistifying Money podcast, where each week you
will hear unforgettable conversations with expert guests about success, money, business,
and small steps you can take to elevate your life
and wealth. Now here's your host, Misty Lynch.

Speaker 2 (00:18):
Hi everyone, thank you so much for joining us for
the Demistifying Money Podcast. I'm your host, Misty Lynch, and
today I'm going to talk with my friend Pria Chonderaj.
She is the CEO of finn Team one, and we're
going to talk about business and finances and things that
she feels like people can do to help transform their
business finances and make things run a lot smoother, especially

(00:39):
for those small and mid sized business owners. So thank
you Pria so much for joining me today.

Speaker 3 (00:44):
Yeah, thank you, Misty. I really appreciate you having me
on the show.

Speaker 4 (00:48):
This episode of Demistifying Money with Misty Lynch is proudly
sponsored by Soundview Financial Advisors. Visit www dot Soundview financial
advice dot com to learn more.

Speaker 2 (01:03):
I'd love to hear a little bit more about your
career path. I know that you probably had some other
things that you thought you might do when you you know,
when you first entered the business world, but what what
types of you know, roles did you hold that finally
got you to the point where you created your business
that you built finteam one.

Speaker 5 (01:20):
So funny enough, like if you had asked me about
two two and a half years ago, I would have
never imagined I worked for large fortune five hundred companies
pretty much my entire career. I never really thought that
I'd go into being an entrepreneur or solo preneur at
that time.

Speaker 3 (01:35):
And I think, you know, it.

Speaker 5 (01:38):
Was really an evolution where I was. I've always been
in the finance world. I took a role at a
startup for about a year and I could and in
large financial like companies.

Speaker 3 (01:50):
I did a lot of financial transformation and it led me.

Speaker 5 (01:55):
And you know, it takes a lot toll to organizations
as they go into especially the tech and the digital
error right now, Finance has always been something people are
a little bit taken back as you can you know,
you can see they take a long time to kind
of get into the finances and they've always considered as
a cost center, so not people invest a lot in

(02:17):
their But now with finance being in the fourth center,
especially with the economic like you know, outlook and insights.

Speaker 3 (02:22):
We see every day.

Speaker 5 (02:24):
Data and finances is such a key aspect of everything
anyone does, whether they're making any type of decisions. So
people are trying to go into a more modern and
financial digital error. So with that is where I got
the idea to really create my company. So we are
a one stop shop for small to medium size firms

(02:45):
and our goal is to really help them be on
this financial path without really investing a lot of their
time and effort, where we do the heavy lifting manage
their finances, but also provide the right skill set for
what they need and not just a bookkeeping service.

Speaker 2 (03:03):
So what types of businesses do you typically work with?
Is there a certain industry or a certain business or
is it really in general more about the.

Speaker 5 (03:12):
Size To be honest, it's really depending on So it
is a small to medium sized business. And if you
see different banks, everyone like defines it differently. So I
say between you know, one to two million to one
hundred million in revenue or CDs a at least, because
I think that's when they have to really understand how

(03:35):
their finances have to operate. They need to have some
type of control in place, they need to have, you know,
they are thinking of scaling, so they need employees, they
need to see compliance wise, what do they do it.
It's really those that are a good fit for what
we do. We are a global company, so we have
offices in India and Philippines and UK, so our goal

(03:57):
is to really look at global talent to not of
for us to be able to service our clients.

Speaker 2 (04:02):
So when you created your team, what were some of
the things that you felt like was a need that
you needed to fill out there in the business world
that you know, you are able to take those skills
from large, large corporations and startups, but what were some
of the common pitfalls that you were seeing some business
owners face that you felt like they really, you know,
could do better or maybe you know, could help more

(04:24):
people if they had more support.

Speaker 5 (04:27):
So I think like when a lot of CEOs and
founders that I speak with and I talk they are
making decisions, especially on the financial side, which is really
postmotem because they are not really leveraging the information or
having a discipline to looking at it like every month
making sure they're evaluating what the cash bone rate is.

(04:49):
That it's not a pulse check that they do and
make decisions based on that they're really using gut as
a mechanism to scale and say oh, we could do this,
we could do this, and then they that it's not
really as they had imagined. So I see that very often,
to be honest. And also I think somehow something about finances,

(05:12):
a lot of business owners kind of take a step back.

Speaker 3 (05:15):
It's not in their forefront.

Speaker 5 (05:16):
They're like, yeah, okay, we'll deal with it at the
r N during taxes, like that's usually what people think about.
But I feel like that's something that they need to
I mean, it's a really simple mindset mindset shift, right.
You need to track, you need to review, then you reflect,
and then you are ready for the next month. In
order to it's just like a strategy. You just need
to approach it in a similar manner.

Speaker 2 (05:38):
I think that's interesting that you mentioned that, you know,
the business owners and the CEOs kind of making decisions
kind of based on their gut or their intuition. And
I think when you you know, when you first start out,
that can help you get pretty far, especially when you
have a great idea for a business or you're out
there solving problem. But then when you mentioned getting to
that point where you're at that you know, you know,

(05:59):
two million beyond revenue, where those skills might not be
everything that you need. It might be more important to
kind of like look at the data because I think
as you you know, when you're when you're a CEO,
when you're a leader, you might be very used to
being the one that makes the decisions and kind of
just going with what feels what feels right. But I

(06:21):
think looking at that data is so important. And you're right,
some people feel like it's going to slow them down,
or it's not going to look good, or they might
not want to do that, and so I think people
do kind of put that off. But at a certain
point when it comes to scaling and growing to that
you know that now eight figure but like it's it's
just something that has to get done. So I want
to hear your point of view though, for like what
are your what do you think as far as you know,

(06:43):
the importance of like cash flow management and bookkeeping when
it comes to a business that's looking to really stay
in business for a long time or potentially be maybe
be sold or something like that, How important is that
is that piece of it to the health of the business.

Speaker 5 (06:58):
So I think I mean, to be honest, that's really
the fundamental, you know, bloodline of an organization because whether
you are even a solo preneur or even you start off,
you have to invest in your cash flow, which means
that you know whether you're putting in your own equity
or not, or you're getting equity from elsewhere. That's really
required for you to So if you think of yourself

(07:19):
as you know, keeping your personal finances and your businesses separately,
I think is key because that ensures that you're treating
a business as its own entity and then looking at
cash cash flow specific to that. I think that's really
a good outlook to ensure that they have a sustainable
growth and sustainable operations, I would say, right, and not

(07:41):
really And a lot of them don't review their financials regularly,
like they say, oh, okay, well just send it to
our bookkeeper who magically gives us at the end of
like you know.

Speaker 3 (07:51):
Quarter or whatever.

Speaker 5 (07:52):
That's really blindsiding your business, right because you're not really
looking at do I have enough funds?

Speaker 3 (07:58):
Can I cover it?

Speaker 5 (07:59):
And a lot lot of them that I see is
they don't pay themselves right like to me, that's another
aspect that people in smaller businesses, they think, oh, I'm
taking care of everything, but they don't realize that they
are not valuing their services to an entity. And that's
where you see a lot of pitfalls because when they

(08:19):
are looking at exiting, that cost aspect hasn't been considered.
And so even who's an investor, they're going to have
to find why am I so dependent on this owner
because and the cost that's associated to it. Right, So,
I think that's a key aspect and a lot of
them are reactive decision making, so they wait until the
cash is super low in their bank and then they're like, oh,

(08:43):
what do I do in the middle of this? Let
me go and see if I can infuse more funds
into this. And I think that's why cash flow is
management is such a key aspect because one you're proactively forecasting,
you are budgeting what you need to do as well
as you're looking at different scenarios based on your plans
to grow, and all of these should be aligned with

(09:05):
your strategy for the year or for the quarter. And
you know, no matter what scale up method you're using, right,
I still feel your strategic vision should be aligned with
your cash forecasting as well.

Speaker 2 (09:18):
Yeah, I think there's a lot of times where the
cash flow and you mentioned that waiting, you know, reacting
seeing what's in the bank, knowing Okay, I need to
you know it need to either find more, create more.
But it's also, like you said, when you're always reacting,
it could also cause a lot of unneeded stress and pressure,
or maybe it could lead to you saying no to

(09:38):
different things that could potentially be an option because you're
just kind of reacting to whatever the situation is right
now and what's what's in the accounts. So I think
that having that strategy is super important and especially for
you know, founders to kind of come back to and
always make sure that they're you know, acknowledging it even
as the business starts to evolve and change. And when

(10:01):
what you mentioned about not paying yourselves, I do feel
like a lot of times that is something that business
owners don't think about. Is there any thoughts behind you know,
is it because they feel like they are the business
that they don't separate themselves from, you know, from the
entity where they would you know, expect a salary or
expect to get paid or is there really something is

(10:23):
there is there fear there when it comes to actually
pulling you know, money out of the business to live.

Speaker 5 (10:29):
I think both to be honest, I think it's also
I would say, like that discipline, the financial discipline to say, Okay,
what is the value that I'm adding to the business
and the financial outcome of that, and I'm taking that
out like if they didn't do it, somebody else would
have to do it. Yeah, And that's a there's a
cost associated to it, and I don't think a lot

(10:50):
of people think about it because when they start adding
the cost, they may not look as profitable for example, right,
So I think that's one fear. So I would say
fear definitely plays a key role. But also I think
I just feel like regular financial discipline looking at the
data in a manner where they associate the right value

(11:10):
and say, Okay, what is my gross margin? How much
time did I spend there? What was my ebita? Like
you know, if I add my cost, like, what does
that look like? I think it's really that discipline for
them to think about it. And I always tell people like,
you know, when you think of your business, think that
you know somebody is always going to come in like
three months and look at your business and say, I
want to do this, how.

Speaker 3 (11:31):
Would you value that?

Speaker 5 (11:33):
Like, You've got to figure out a good way to
kind of have an exit plan for your earlier question,
because I think that helps you set the right metrics
in place and right methods, so you're constantly valuating how
well your business does.

Speaker 2 (11:47):
I like, I love that idea, and I think that
it is something that could be a little bit intimidating
for some business owners to be thinking about that and
thinking about the value how much they're putting into it,
also what other people would potentially think of it, because
we do kind of hold our our businesses pretty close.
But it is important. And you mentioned exit planning, which
is something that I've spoken to other professionals about on

(12:10):
the podcast before, which is a very important part of
the business life cycle and that I think we should
all be kind of thinking about as we even when
we're in the middle or the beginning. But it can
be something that's a challenge, but also the more you
think about it ahead of time, the easier it can be,
and usually the better you can do if you were

(12:31):
to sell your business, rather than having your records and
your books be a mess where somebody could potentially come
in and make it off of that might be undervaluing
the business. But it's really hard to know when you're
not looking at those things. So those are all super important.
I'd love to hear a little bit more kind of
about the services that you mentioned that you offer, just

(12:52):
for people who are thinking about you know, a lot
of times they might start with a bookkeeper or maybe
an account maybe and help with myinance's investments, but talk
a little bit more about the actual the fractional chief
financial officer role and what that person does, and then
also maybe some of the other pieces of it that
people could start to think about, maybe if there's areas

(13:13):
of the business that they don't enjoy spending time in
on the financial end, or that they really are struggling
to figure out how to succeed in sure.

Speaker 5 (13:23):
So, I mean, the very simple thing is if you're
a solo printer typically or even for companies I know
as much as like five million, they will basically just
have one bookkeeper. And to be honest, I always say
that's like a wrong marriage. You're expecting your bookkeeper to
be helping you scale, to helping you be strategic, to

(13:44):
helping you do you know, your day to day operations and.

Speaker 3 (13:48):
That's not how you scale, right.

Speaker 5 (13:50):
You have to ensure you have the right infrastructure in
place to be able to drive. So and I say,
if you got a POSH and you didn't know how
to drive, it's pretty much it's the same thing. So
you have a very successful business, but you don't know
how the bells and whistles of the tools that you
have work in the same way, it's skill set, I feel.

(14:10):
So what the CFO role is so crucial because what
they do is they are the strategic arm and they
help you scale an organization and being that strategic and
execution wing for the on the business side, and especially
today with modern CFOs, and I call it modern because
it's not traditional they were more a controller ship role,

(14:32):
but I think today they're more adding value role in
terms of every function within the business. So for example,
if you know with insurance, looking at your risk, looking
at you know, evaluating your investments, looking at how do
we exit, finding that business development opportunity, and having scenario
planning with all of these and I think within the

(14:54):
CFO office, so finance and accounting, if you think of
it as a border sex spectrum, I always say that
you know the CFOO plays that strategic arm, so they
are creally the brains behind how all of these would function,
and they are tied very closely with the CEO. And
then comes the actual operations of it. So, for example,

(15:14):
from a forecasting understanding your budget, how do we analyze
that looking at your cash projections and looking doing multiple
scenario planning. That's where the financial planning and analysis role
kind of comes into play. And then we have the
controllership where they're looking at internal controls within their organization
and saying.

Speaker 3 (15:33):
Okay, what do you need to know?

Speaker 5 (15:35):
But for smaller companies, they don't need all these full
time roles because it's not required. So that's where the
fractional model makes sense. So we go in evaluate your
company and say, okay, what do you really need. Your
majority of your load is maybe accounting and bookkeeping services,
but you do need these other elements for example, what

(15:57):
your burn rate is, what are the key KPIs you
should be looking at, And that's where a fractional FPNA
person would make more sense. And then you know what
is your strategy? What is your strategy, how do you
want to get there?

Speaker 3 (16:08):
What do you need to do?

Speaker 5 (16:09):
And that's where the CFO kind of plays a key
role and maybe some organizations have a very high focus
on treasury. If it's a fintech with treasury aspect to it, right,
then we'll find a treasury consultant that, you know, like
instead of you finding a treasury consultant, like, we provide
that as a fractional.

Speaker 3 (16:26):
Model depending on where you are and what you're doing.
So really I feel.

Speaker 5 (16:30):
Like that's it's really looking at a company and what
they offer as their company value and then provide the
services associated to to them depending on what should be
the functions within the CFO office.

Speaker 2 (16:46):
Do you have any any success or is there any
clients that you could think of that you might have
come in with, you know, to be able to help,
because I think that there's probably some times where people
might maybe they think they're worse off than they are,
or maybe they're not sure, and it can all be
very intimidating. So I love to hear yeah, maybe you
know any situation where you felt like it's been able
to benefit obviously your business and then help somebody else

(17:09):
who maybe was struggling.

Speaker 5 (17:12):
Yeah, So you know, we've had a couple of clients
now where some of them we've done basically started off
they were two million plus, just started with like cleaning
their one off like accounting issue, and then it became
a normal accounting operations work that we started doing. Right,
so we started with you know, system migration to then

(17:33):
ultimately managing their finances. Because our approach and our methodology
was so unique that people really liked. Our clients really
liked how we've kind of used that and that really
comes from the framework I've been using for larger you know,
Fortune five hundred companies because building centers of excellence is
a standard thing. Everyone does it, so it's just that

(17:54):
the access to SMB market has been it's not easy
because they don't have the bandwidth to do it. That's
where we our expertise kind of plays a key role.
So I would say that that is one I've also
worked with solo prineurs and they love it. For them
to not having to do being a one stop shop
that does all of their services and provide that financial

(18:16):
visibility on a monthly basis they love. So we have
like a monthly call like as of with every client,
no matter what size, and we kind of go over
and tell them where they are where you know, based
on their budget. If they have something, we share with
them what their variance is and kind of you know,
let them know. They may not have any answers, but
at least they're aware of where they stand. And all

(18:40):
of our clients love that approach, you know, because that
is something that they have never got from other people.

Speaker 2 (18:47):
What would you say the investment would be not exam
Sure it's different for every business, but what should somebody
who's looking to maybe invest in these services in this.

Speaker 3 (18:55):
Type of help.

Speaker 2 (18:56):
What should they be thinking, you know, what should they
be planning for us, what they would budget in for
these type of services. I know they probably maybe they
don't need for full time positions, but what should they
have in their mind as far as you know, what
what that investment could look like on maybe a monthly
or annual basis if they wanted to get this type
of support.

Speaker 3 (19:15):
Yeah.

Speaker 5 (19:15):
So, typically on an industry average, it's anywhere between eight
to ten percent for accounting services, Like if you go
for you know, the large of the business. Obviously the
percentage may change depending on the complexity on what you need.
So I would say you should keep that as a
ballpark when you're looking at it. But also if you're
a really small business but you're starting off and you

(19:38):
have complex structures you want to build, you have like
a you know, legal support, you know, it all varies,
but I would say think of it, you know somewhere between.
You know, eight to ten is a number, is a
percentage number based on your revenue.

Speaker 3 (19:51):
You want to kind of keep track of it.

Speaker 5 (19:53):
Yeah, And why I say that is also irrespective of
whether you outsource it to somebody like gus or you're
doing it. It's the time, investment and the value that
you need to do in order for you to scale
and operate as a business. So it's a very important
aspect for people to consider that. And I tell them
it doesn't matter if you want us to do it

(20:14):
as somebody else, but you have to realize that you
have this is critical for your business to scale, right.

Speaker 2 (20:21):
No, it is such an important role. And I think
at that point, I think when people are looking at
you know, spending you know, their time and energy, potentially
learning things that they don't understand, or doing work that
they don't enjoy or don't you know, feel that comfort
level with that, sometimes outsourcing can help them get bigger,
faster and grow, so very very important to know.

Speaker 3 (20:41):
I'm curious your thoughts.

Speaker 2 (20:43):
There are a lot of changes that are going on
as far as you know the future of financial management
and you know AI and all sorts of things that
come into play. You know that business owners are looking
at or different technology to bring into their business. How
do you feel that technology is changing you know, financial
services from you perspective, and you know, are there lots

(21:03):
of shiny objects with some business owners looking to invest
in certain things or tech or tools that they hear about.
But how do you see that you know everything as
far as automation and things like that impacting businesses.

Speaker 5 (21:17):
I love this question because I'm an AI enthusiastic person
and I've been talking about technology and leveraging it in
the financial world, and I feel like, personally me one
of the things why even created the company is because
I think, like we as financial teams and are profession

(21:38):
we did really didn't do a great job of like
marketing and change management for the next generation. I think,
so we don't really get like the buzz of STEM
and other things. They really think accounting is a very
boring function, Like it's very like you know, back office.

Speaker 3 (21:54):
Nobody needs to care. Nobody needs to worry.

Speaker 5 (21:55):
About it, and technology will help us a lot. What
it'll do is it'll it'll ensure people when they're looking
at their data, they're analyzing the insights of an organization,
how they are going to do it, and what need
what they're doing.

Speaker 3 (22:10):
It will give people visibility on what we do.

Speaker 5 (22:14):
And I think that I'm excited about because then we're
creating value for companies that didn't know what geeky accounting
people did.

Speaker 3 (22:22):
In the past.

Speaker 5 (22:23):
Right, And I say accounting because even though it's financial,
everyone thinks accounting is finance. Like I'm sure you've heard that,
you know, multiple times. So I just put finance and
accounting in like one bucket. And I really think that
technology is our friend. Now you're in the right. I
mean it super excited to be in this era of
digital age because I really think modern technology will help us.

(22:46):
And everyone's using AI, Like every fintech company, we use ERPs.
They're all trying to figure out how can the AI
aspect help us, you know, both generative AI and just
artificial intelligence in general or even automation. Talk about RPA
and things like that when you talk about technology. So

(23:06):
I don't think we need like everything has to be AI.
Even though people say everything is AI today, I really
think just automating a lot of the things that we
could do and help the financial function. You know, it's
going to be super exciting. But from a professional perspective, however,
when you go and wear the hats of a business leader,

(23:30):
they really don't care. They just want their stuff to
be done. How much technology we use and how we
use it and what it gives us.

Speaker 3 (23:38):
They don't care.

Speaker 5 (23:39):
We could sit for hours and do it, or it
can be done in minutes with a tool, right.

Speaker 2 (23:45):
They just want it done.

Speaker 3 (23:46):
Yeah, they just want it done. They just need the information.

Speaker 5 (23:49):
So I think with that set, I would say for
a business user, will they are They are not as
motivated as we are. But I think we are motivated
because like if you go into like audit, for example,
you could do one hundred percent audit with these tools today.
We couldn't do it before, right, Like it would take
us forever. So I think, you know, we are more

(24:10):
excited than them. But what it does do is it
gives them more information at their fingertips faster than before.
I think that's what they should be excited about. I
don't know if I should say what they should be
excited about. Yeah, I think, you know, this is what
this would be like my perspective. I think some people
are a little bit more tech savvy. They understand the

(24:31):
financial ecosystem and they want to leverage it. But most
of them I talk to, is that's not their excitement area.

Speaker 3 (24:40):
Yeah.

Speaker 2 (24:41):
No, I think it's interesting to see, you know, and
you're right, even if it's just having the information quicker
at your face, it is such a there's going to
be so many different shifts and any predictions as far
as businesses, you know, for the next you know, five
ten years in finance working with mergers and acquisitions and
seeing a lot on that, and you see any trends
or change just as far as the small and medium

(25:01):
sized business world.

Speaker 5 (25:04):
So absolutely, I think in every industry there's there's a
lot of MNA, whether you take a brewery company or
you look at you know, like consumers consumer market, you
look at B two C B two B and also
with baby boomers going services companies are also getting going
to get impacted, so you will see a lot more

(25:26):
MNA for sure, and people are doing more MNA not
because of just a revenue growth aspect and scaling that.
I think they're being very strategic and understanding, Okay, what
is the value this brings to an organization and looking
at MNA in that lens, and they're going after businesses
or sometimes more unconventional like you know, you'll see all

(25:48):
hitchvac companies. Some people are going into.

Speaker 3 (25:51):
More home services post COVID.

Speaker 5 (25:54):
The predictions you know, has been quite erradic because I
think a lot of things from a home services active
have kind of you know, gone, a lot of investment
has gone in that area. And also I look at
I do think that you know, senior living will be
an automation. There is going to be another space and

(26:14):
a lot of technology, more robotics kind of things. Will
you know, you will see a lot more things that
are boring jobs that no one wants to do. I
think you'll see you know, pain points getting addressed with innovation.

Speaker 3 (26:28):
Yeah, I agree, So I agree.

Speaker 2 (26:30):
I feel like it'll be hard to kind of put
that back in.

Speaker 1 (26:33):
You know.

Speaker 2 (26:33):
As far as the robotics, I do feel like it's
just going to be a growing and like yeah, growing
needs of senior population. All of those things are going
to definitely be a big ship for business owners, but
I think there's also always going to use space for
that that creativity and that problem solving piece. So a
lot of you know, a lot of different you know
ideas that people have or starting businesses could be an

(26:55):
exciting time for that too. Yeah. Knowing that we can
you know, we have so much more access to information
and and tools.

Speaker 3 (27:03):
Which is great.

Speaker 2 (27:05):
Thank you so much for you know, for coming and
speaking with me today. How can listeners find you if
they want to learn more about you or about fin Team.

Speaker 5 (27:12):
One so they can reach out to our website. So
www dot finteam dot o n E is our website
and my email is p chandurat so p c h
A n d u r a j at finteam dot
o n E.

Speaker 3 (27:33):
Thank you.

Speaker 2 (27:34):
Thank you so much for you know, for coming on
and talking about this and for your business and creating
something that can be so helpful for business owners. And
you know, I'd like to encourage all the business owners
out there to definitely be more proactive about your finances.
You know, I think it's it's definitely you know, there's
a lot to do, but I think once you set

(27:54):
some time up to actually create a strategy to be
more forward thinking and looking when it comes to your business.
It can help you, it can help your staff. Everybody
kind of understand the bigger picture, and it is really
kind of self care for your business to understand the
numbers and the math and even the parts that might
feel like they're not, you know, appealing. There's people out
there who love this work and can help you with

(28:16):
it and can break it down in a monthly meeting
to help make things go so much smoother for you.
So thank you so much for listening, and we'll talk
again next week. Thank you for joining us on another
insightful episode of demonst Buying Money. If you enjoyed this episode,
please subscribe, rate and leave a review. Stay tuned for
more engaging conversations on our next episode, and remember knowledge

(28:37):
is the key to financial empowerment.
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