April 18, 2025 • 33 mins
Samantha Sheffield is not your average CFO. She’s also the Assistant GM at Bay Colony Golf Club—and the rare finance leader who’s just as comfortable talking about spreadsheets as she is member experience and strategic vision.
In this episode, Samantha shares her winding career path—from biology major and calculus tutor to senior finance roles in real estate, global operations, and eventually private clubs. Along the way, she’s learned how to turn financials into a tool for leadership, not just reporting.
We dive into: – Why CFOs and GMs should function as true strategy partners
– What “healthy” club financials actually look like (hint: it’s not just about the income statement)
– The operational red flags that often go unnoticed until it’s too late
– The balance between financial discipline and protecting the member experience
– How clubs can avoid the most common financial mistakes before they become big problems
Samantha brings perspective, humor, and sharp insights to every part of this conversation—and leaves club leaders at all levels with tools they can start using right away.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey everybody, welcome to the Private Club
Radio Show, where we give youthe scoop on all things private
golf and country clubs Frommastering leadership and
management, food and beverageexcellence, member engagement
secrets, board governance andeverything in between, all while
keeping it fun and light.
Whether you're a club veteranjust getting your feet wet or
somewhere in the middle, you arein the right place.
(00:20):
I'm your host, denny Corby.
Welcome to the show.
In this episode I am chattingwith Samantha Sheffield and she
is the CFO and AGM assistant GMat Colony Golf and Country Club
in Florida.
She is the real deal.
She is smart, sharp, funny andone of the most down-to-earth
finance professionals I've evertalked to.
(00:42):
But don't let the title foolyou.
This isn't just a numbers-onlyepisode and she is not just a
numbers-only leader.
She is equal parts strategist,culture builder, operations
brain and member experienceadvocate.
Somehow still manages to makeyou laugh while breaking down
financial statements.
She's an absolute hoot.
We talk about her path from acalculus-loving biology major to
(01:07):
holding senior leadership rolesin real estate development,
global finance, cpa firms andnow private clubs.
She brings all that wealth,experience and knowledge to the
club space and through it all,she's learned how to bring
perspective, heart and realoperational insight to the table
.
In this episode, we talk aboutwhy GMs and CFOs need to be true
(01:28):
strategy partners and not justbudget collaborators, what
healthy club financials actuallylook like and, spoiler alert,
it is not just about the incomestatement.
We also touch on the mostcommon financial mistakes that
clubs make and how to spottrouble before it starts, why
operational knowledge mattersmore than just spreadsheets, and
how to make finance part ofyour club's culture, not just a
(01:52):
back office task.
This is an awesome, awesome,awesome, awesome episode.
Sam is hilarious.
We have such a great, funny andeducational chat.
It is so good, so much fun.
I am so excited for you all todive in.
Before we do a quick thanks tosome of our show partners.
We have our friends Golf LifeNavigators, club Capital Group
(02:15):
Members.
First Kennes, member Vetting,as well as myself.
The Denny Corby Experience.
There's excitement, there'smystery.
Also, there's magic To learnmore.
Head on over to dennycorbycom.
Enough about that, though.
Let's get to the episode.
Private Club Radio listeners.
Let's welcome Samantha.
Speaker 2 (02:36):
Sheffield.
Now have you.
Were you born?
Have you always been in Florida?
Yes, I was born in Indiana.
Speaker 1 (02:42):
I moved to Florida and no one stays there, so they
are.
No, I was one.
Speaker 2 (02:46):
My parents moved here when I was one.
In Indiana.
I moved to Florida and no onestays there.
No, I was one.
My parents moved here when Iwas one.
I just can't bring myself tosay I'm from Florida, because
it's not necessarily the entiretruth if you look at my birth
certificate.
But I've lived in Fort Myers,cape Coral, naples, since I was
one.
Okay, so 21 years.
Speaker 1 (03:04):
Now have you always been like a numbers finance
person, Like how, how did thatcome about?
Speaker 2 (03:09):
Um I, it's a funny story.
Actually I went to theuniversity of Florida for
college.
I started out there and I was aum, a biology major, because I
wanted to go to university ofFlorida for the vet school best
vet school in Florida had aFulbright scholarship through
Bright Futures.
My freshman year I was failingchemistry but I was a calculus
(03:33):
tutor and I actually tookcalculus as an elective because
I had credit from high school soI didn't need it.
But I thought it would be easyand fun to take.
So I took it again and, cryingin my dorm room one night I'll
never forget, my roommate waslike, do you think maybe you
should switch to a math major?
And I'm like, maybe not a badidea.
(03:53):
So I ended up moving back home,going to Florida Gulf Coast
University, changing my major toaccounting and the rest is
history.
Speaker 1 (04:01):
Got it Now cause you've have.
You has your whole professionalcareer been around clubs, for
the most part or no?
Speaker 2 (04:08):
No, no, I started with WCI communities back um a
while ago We'll say we don'tneed to give specific dates and
um.
I worked with them in homebuilding for seven years and I
was the senior financial managerfor home building, started as a
staff accountant, worked my wayup and then went to amenities
(04:32):
after the market crashed in 08.
And for seven years did all oftheir clubs HOAs, tennis,
fitness, spa, marinas.
I oversaw the financial rollupfor all of that and then
eventually, after a long time,they were going to get bought
(04:54):
out, so I left right before thatbecause it had been.
It was time.
It was time, so I took acompletely- You're like I'm out
of here.
Speaker 1 (05:01):
No.
Speaker 2 (05:02):
I just was like I need something different.
It was a while and I'm like Ineed something different.
So I went to go work for a CPAfirm because I'm like I want
something small, not a largepublicly traded company.
I was the audit and consultingmanager for two years, loved the
consulting side, hated theaudit side, hated every minute
of sitting at a desk doingbillable hours.
(05:23):
So I left.
I went to go work for Hertzafter they moved their global
headquarters here.
For two years I was theirsenior director of finance for
all of US operations off airport.
So we had 2,200 stores, had thewhole country, Traveled a ton,
had two kids.
(05:44):
And that's when Joe called andhe was like joe smith, the
infamous linkediner josiah smithyeah, josiah the third and
josiah smith the third calledand was like big colony needs a
cfo.
And I'm like that's funnybecause it's a WCI property.
And so I left the corporateworld and came here.
(06:06):
It'll be six years in Octoberand I love it.
So I went from the corporatedeveloper world of a ton of
clubs down to one specific one.
Speaker 1 (06:17):
And I love it and all the stuff in between.
I'm sure it gives you and gaveyou and has given you.
I don't know what words I wantto say, but like so much
perspective also, like now youbring so much different
perspective to what you do inclubs and having that outside
perspective If I say perspectiveone more time I'm going to cut
off the show, no, but I think itbrings like a nice change to it
(06:40):
also, like you have like somuch depth it.
Speaker 2 (06:44):
It does.
The audit side really helpedbecause I was auditing clubs and
hoas when I came here.
I know exactly what they'relooking for they have coming and
started running.
Speaker 1 (06:55):
They're like, oh they did, they did.
Speaker 2 (06:57):
I was the nice one though that, uh, you know, could
actually have a conversationwith them, but, um, but no, it
did.
It taught me a ton, especiallythe audit side.
Hertz was great because it'sbasically like a machine and
it's utilization and you try andmake sure every asset you have
is used you know, constantly todrive revenue.
(07:19):
So it's it's a lot of differentperspectives that are all
helpful.
Speaker 1 (07:23):
Yeah, and then how did you end up from CFO and CFO
with an AGM title?
How does that happen?
Speaker 2 (07:31):
That is a great question.
My general manager and I had aconversation one day and I let
him know that eventually mydesire is to one day be a
general manager and I love themembership side of it.
I can only sit in this officefor so long.
(07:52):
I'd rather be out meeting,greeting members and helping
with events and making sureeveryone's happy.
And so we just kind ofrestructured my role a bit still
do the full CFO side, but tookon a little bit more on the AGM
side and, and I love it.
(08:13):
So it was just kind of anatural transition.
It wasn't like I filled in forsomebody that left or you know.
It just kind of came about thatI was helping a lot of our
department heads and and doingsome of those functions anyway,
that it just kind of made senseto fit into that role gotcha.
Speaker 1 (08:32):
Yeah, if you can grab , you know every gm by the
shoulders.
Look them in the eye and justmake them truly understand.
One thing about club finances.
What would that be?
One thing about club financeswhat would that be Interesting?
Speaker 2 (08:51):
It's interesting to narrow it down to one.
Uh, it would be to look at thebalance sheet, not the income
statement.
So your income statement is aone-year period of time.
You set a budget, you get dues,you do all of the things, all
of the operations.
Do you make it or not?
But at the end of the day, isyour balance sheet healthy?
(09:14):
Do you have more assets thanliabilities?
What is your debt?
How are your receivables, yourprepaids?
That is really telling you thehealth of your club.
The income statement isimportant but it's not a true
reflection of how the operationsare going the underbelly, the
management, the.
(09:34):
You know the bottom of theiceberg.
I would say the incomestatement is the tip of the
iceberg, but it's everythingunderneath it, on that balance
sheet that really tells you thehealth of the club.
Speaker 1 (09:47):
What are there like when you look at a balance sheet
or all the numbers?
What are like the giantflashing warning signs that tell
you like this club is headedfor trouble, or like already in
trouble, or you know, or youknow.
So I think probably both ofthose, but um, it's.
It's a two-part question, Iguess.
Like so is there one is likewhat's the immediate.
(10:09):
If you're like, oh, like thisis like the immediate, and then
are there anywhere?
It's like you can start.
You can kind of start to seethe embers coming, like you can
start to see it's like, oh, thisis going to be bad, maybe in in
like two, you know, maybe likein a couple of years, not like
immediate.
Speaker 2 (10:24):
Right.
So I would say I'm not going tothrow a bunch of fancy KPIs at
you because, um, they reallydon't.
It's really not.
Um, what do I say?
I'm not going to dumb it down,but like useful things that
people can use, right.
So when you look at the balancesheet, compare it to prior
(10:45):
periods, prior month, prior year.
If your cash is going down alot, that's bad.
Speaker 1 (10:53):
Define a lot Like what percentage is like a lot
that you know.
For some people, like 5% mightbe a lot, 5% might not be a lot
Like what's what's considered alot.
Speaker 2 (11:02):
Um, it depends on the size of your club.
So you can't.
This is what's fun.
This is going to sound so dorky.
It's what's fun aboutfinancials, right, is you?
There isn't.
People think it's black andwhite, but the balance sheet
isn't.
So it depends on the size ofyour club.
If you're a $12 millionoperation, do you bill your dues
quarterly?
Do you bill them annually?
Do you bill them monthly?
If you bill them annually andit's halfway through the year
(11:26):
and you have less than 50% ofyour cash left bad.
You have to understand theoperations of the club to know
what's good or bad on yourbalance sheet.
It isn't a number, it isn't.
5% or more is bad.
You have to know how the cluboperates.
Is it seasonal?
Is it year round?
(11:47):
Is it?
There's so many questions and Ithink that's where a lot of
CFOs are misjudged or miss.
The point of being a CFO is, ifyou don't understand the
operations, you are settingyourself up for failure, and I
think that was the key to mydeveloper days was I was in the
(12:10):
operations of so many differentclubs that I could see equity
clubs, non-equity clubs, foodand beverage, big, big clubs,
small clubs, like the array ofthem.
To know how things work and howit filters into the financial
statement.
So if you don't understand, youknow how food and beverage
operates or you can't reallyanalyze why your food cost is up
(12:32):
or down, or doesn't even matterthat it's up or down.
So it's such an integral partand that's what I preach a lot
to people that I mentor and talkto who are coming up is spend a
lot of time in the operationsto understand what it means when
it eventually hits yourfinancial statement.
By the time it hits yourfinancial statement it's done.
(12:52):
Understand how it got there andthen that will help you tenfold
to make decisions going forwardis that that was a really long
answer to your question no, no,that was a great answer.
Speaker 1 (13:07):
And is that is that?
Is that like opposite of whatis kind of taught, yes, they do
a lot of okay, okay sorry, Ianswered your question.
Speaker 2 (13:20):
Yeah.
So what's taught?
As you go in and you run KPIsand you understand your numbers
and how they change and blah,blah, blah.
But again, you only know ifyour debt is at a reasonable
level.
If you understand the projectsthat are happening right Like
can you take on debt.
Well, what does the future looklike?
What are the members appetitefor debt?
(13:43):
I can't sit in my office andsay that you know we need to
take out a $3 million loan at 6%if I have an entire membership
base that thinks it's wise justto bill us a one-time assessment
.
So you have to be integratedwith the members and the
operations to know how to makethose financial decisions.
Speaker 1 (14:02):
Yeah, are there any like sneaky financial issues?
That don't seem like a big dealat first, but down the road
they hit the club like a freighttrain.
Speaker 2 (14:11):
Yes, audits, government audits of any kind,
workman comp audits, anythingwhere tax audits, payroll tax
audits, any of that and it's theday-to-day procedures that you
(14:32):
have to keep in line because younever know one day if you're
going to get a notice that saysyou're randomly selected, going
to get a notice that says you'rerandomly selected.
So from an outside perspective,those are always potentials.
From an inside, I think, withthe clubs, one thing is your
(14:52):
accounts receivable, because yougot very familiar with your
members and sometimes they'relate in paying and or their
assistants pay their statementsfor them, or you know they think
they put cash in this accountto pay the bill and before you
know it you have four or fivemembers that you're, depending
on the size of your club, thatyou're chasing down, and if you
(15:13):
don't stay on top of them, theydon't do it on purpose at least
not mine and again, every clubis different but you tend to to
get behind and have to kind ofchase them down for payments.
Speaker 1 (15:25):
But yeah, are there, are there, are there.
And have you seen likefinancial reports that are like
too perfect that you instantlythought like something's off
here?
I would like to say mine arepretty close no, okay, but the
second part that makes you go.
I think something's off.
Speaker 2 (15:48):
I have it.
That's a good question, but no,I don't think.
I mean we don't really swapfinancials within the industry.
Speaker 1 (15:55):
We'll swap, you know, little components but I don't
know, from your point of view,like as you've been doing this
for years, like have you justlike looked at stuff and you're
like hmm.
Speaker 2 (16:06):
I can't think of anything off the top of my head.
Speaker 1 (16:11):
That's, that's good.
Yeah, what are?
What are the?
What are, like, the most commonfinancial mistakes you think
clubs, clubs make, and how canthey correct before it's too
late?
Speaker 2 (16:25):
Um, I think one of the biggest mistakes clubs make
in financials is getting toofocused on.
This is going to sound thecomplete opposite of what it
should Too focused on thefinancials.
Let me explain.
I have quite a fewconversations with my department
(16:46):
heads that if it comes down tosaving two hours in overtime or
the member experience, please donot save the overtime, because
further down the road thatmember experience will
eventually come back.
You can't mess with anything,with the culture, the members.
That is where the heart of theclub lies right Now.
(17:11):
If we're over budget, can wemaybe look at the budget
differently next year?
Is the budget accurate?
I'm not one to come in and sayyou know, I don't track payroll
by the day or the week.
I don't look at it and say youknow we're over, we got to.
You know, figure out who we'regoing to cut.
I look at the events and say dowe have enough staff?
Right, if the members are happy, the experience is where it
(17:33):
needs to be.
Then the rest of it shouldeventually work itself out.
Now, if you're wildly off, ifyou have 10 people staying
around doing nothing not okay.
But if you are trying to make adecision on whether I have one
more server at happy hourbecause I would spend less than
three seconds making thatdecision and keep that person on
(17:53):
staff, and I think that's whereyou get so focused in Now
there's appropriate times to dothat, but I think sometimes,
from a service perspective, weget so focused on the dollars
and cents we step over thehundred dollar bills to pick up
the pennies because we're um,some people are just trained
(18:17):
that way in their past.
But, um, I try and keep my teamfocused on the holistic
approach, the overallperspective, not just one aspect
, either financials or service.
Speaker 1 (18:24):
Yeah, when, when we were chatting briefly in Tampa,
you said a CFO should be astrategy partner with the GM.
What does that actually mean?
Because I think a lot of peoplehear that and probably just nod
and be like, oh yeah, totally,but really have no clue, even
like I don't.
(18:45):
What does that mean, thatstrategy partner?
Speaker 2 (18:50):
He and I, my GM and I work closely together on pretty
much everything.
So, oh, my monitor just wentoff and it got very dark.
Please hold, I'm literallysitting in the dark.
Hold on one second, there we go.
Uh, so he and I work togetherclosely on on everything.
I don't a couple things of whatnot to do.
(19:12):
I don't walk in there and saywhat percentage do you want the
budget to go up and then createa budget to that percentage.
We sit down with a calendar.
We look at this, at the membersurvey, which is huge, to say
how can we make sure weaccomplish the things that the
members are asking for within areasonable, within reason?
It's not one doesn't drive theother.
(19:35):
The two have to work togethersimultaneously for things to
work as they should in this club.
So strategy gets anything frombig picture what are our capital
projects?
How can we finance them?
We just had a town hall meetingtwo weeks ago to get some
member feedback on a potentialproject that could be
(19:56):
significant.
And so it's anything from theday-to-day operations to big
picture.
We put together, when I firstarrived, a board policy manual,
a strategic plan, any kind ofhiring decisions we work on
together.
It's not your typical, you know, sit in your office and do
(20:18):
financials at month end and handthem to the GM and answer
variance questions.
It's more of a running the clubbig decisions, little decisions
, making sure that we're aligned.
Speaker 1 (20:29):
Running the club big decisions little decisions,
making sure that we're aligned.
What, what mistakes do gms makewhen working with their cfo?
If they have one, or maybe it'sa fractional or like whatever.
But like what are some of thestakes that you might see or
hear of?
Speaker 2 (20:45):
some mistakes that gms make is not utilizing their
CFOs to the fullest of theirpotential, and I think CFOs
sometimes allow that to happenbecause they're too afraid to
step up and say I want to be inall of the committee meetings
and understand what's happeningfrom an operational perspective.
But I think GMs just need toutilize their CFOs for more than
(21:08):
just the financials.
Just need to utilize their CFOsfor more than just the
financials.
Speaker 1 (21:15):
Have them involved in the operations so they can make
better financial decisions forthe club?
Speaker 2 (21:22):
Do they sometimes maybe see them as a threat,
Because it's like oh well, ifthey understand all this, then
they can just take my job and doit.
Speaker 1 (21:36):
I don't think so.
There could be.
I there was, I was.
Speaker 2 (21:38):
There's just a question that that popped into
my mind.
I have no idea, I was just.
I think that um, there's no wayto say this Most CFOs and I
love them all, I am one are notnecessarily the prime GM
(22:01):
candidate.
Speaker 1 (22:03):
They're not people people.
They're not the people person'spaper people.
That was an office reference.
No, I will say it.
They don't seem very personable.
Speaker 2 (22:15):
They're not running your social committees, if you
know what I mean, and so I don'tthink many GMs are in fear of
that For that reason that.
Speaker 1 (22:37):
Yeah, for that reason , I think, uh, your typical cfo,
yeah, um, is not a threat.
Okay.
So so if, if, uh, if if a gmand you know is treating a cFO
like a human calculator, if theydon't really have a have like a
great relationship, how canthey start shifting that
relationship into somethingthat's more strategic?
(22:58):
Like, how can they start thatif they don't have a great
relationship?
Speaker 2 (23:03):
I think it's just getting the CFOs involved in the
operations, the day-to-dayactivity.
The first thing is justcommittee meetings golf
committee, greens and grounds,social, house, committee
governance, membership just siton.
That's the first thing I didwhen I started is I was here
less than a year and Iimmediately asked if I could
just sit in on these.
(23:24):
Don't have to be an activeparticipant, but just listen to
the conversations that arehappening, sit in on BEO
meetings with food and beverage,just to understand what their
needs and requests are.
I think that's really thebeginning is just getting them
involved in more than just thebudget and the monthly financial
(23:45):
variance explanations, and thatis incredibly important.
I don't want to downgrade thenecessity for that, but just
viewing them as a partner andincluding them.
Speaker 1 (23:58):
What happens when both visions don't align?
Gm has one vision, cfo hasanother and it's like, yeah,
it's not going to work.
How do you navigate thatwithout turning into a standoff?
Speaker 2 (24:13):
Well, there is an org chart for a reason.
So I think, should that comedown to that, one must act.
Yes, and it's not going to bethe GM.
Come down to that, one must act.
Yes, and it's not going to bethe gm, but I think it's an.
It's important to have a goodworking relationship with your
general manager and and michaeland I, for example, we we don't
always agree on every decision,but we absolutely leave the room
(24:35):
as a united front and we have alot of conversations.
And I think that's what makesus so successful at this club is
we don't necessarily agree, um,and we do a lot of talking
through on each other's pointsof views, strengths of the
person that they're, they'reworking with and value those and
(25:05):
know that they can always learnsomething.
That's the thing is Iconstantly, whoever I'm in the
room with and want it, there'salways something I can learn
from from somebody else.
Speaker 1 (25:17):
I like that.
Yeah, Just about being human,just being a person just getting
to know people havingconversations having dialogue we
listen and we don't judge umexactly as, as, as we wrap up, I
think we probably touched onthis, but, like is there one
question?
(25:37):
A gm should be asking their cfo, their, you know, you, whoever
regularly to get ahead offinancial challenges before they
become headaches or issues.
Speaker 2 (25:50):
What keeps you up at night?
And my GM asked me thatprobably once a month for the
first couple of years and thenhe realized that I would just
come in and tell him so hedidn't have to ask me anymore.
But just ask what keeps you upat night?
Because I think sometimes CFOsare probably afraid to bring up
(26:11):
the.
You know we're always viewed asthe Debbie Downers and the
broad analyzers and the auditrisk.
You know, and that is part ofthe job, it's part of the
unpleasant, but if you get aheadof it it makes it a lot more
manageable.
But I think just being openwith your GM about you know what
keeps you up at night, is it asales tax issue?
(26:32):
Is it a personnel issue, h2bs,anything I think it's just
making sure that you ask yourCFO what keeps you up at night
and positive things like how wasyour weekend, but not like not
all the bad stuff, but I knowyou're looking for like a
(26:56):
financial answer.
Speaker 1 (26:57):
No, that would be a really good answer.
That was a great answer.
What?
Keeps you up at night Me no,that's a really good answer.
Speaker 2 (27:02):
That was a great answer.
Okay, what keeps you open?
Speaker 1 (27:06):
Me Is a hot dog, a sandwich.
Speaker 2 (27:14):
Is cereal soup.
Why do you drive on a parkwayand park on a driveway?
Wow, why do you carry items byship, that's called cargo, but
by car, it's called shipment?
Answer that.
Riddle me that, denny.
I did not expect the repartee.
Speaker 1 (27:38):
I will see your hot dog and I will up you a shipment
I wouldn't know, right?
Oh, my face is red.
Speaker 2 (27:50):
How many other CFOs can make you laugh like this?
Speaker 1 (27:53):
None.
Speaker 2 (27:54):
There you go.
Speaker 1 (27:55):
None.
There you go.
Oh my goodness, Was thereanything?
That you think that peopleshould know, or any you know, is
there any just words to thewise or anything like that, that
anything people might be ableto take with them?
(28:17):
Cause this is also, you know,it's not just GMs, it's every
level of club, professional, aswell as outside industry people
who listen as well.
Speaker 2 (28:28):
I think it is very important for department heads
upper management, middlemanagement, lower management to
sit down with your CFOs and justask them what should I look at
on the financial statement?
It just makes them bettermanagers.
Now that I've preached foreverthat operations is important, it
goes the other way.
To have a basic knowledgeenough of the financial
(28:50):
statements to be dangerous.
I don't want my food andbeverage director sitting there
analyzing every penny of hercosts, but just know enough to
know when things aren't rightand have an open relationship
with your CFO.
They're a wealth of knowledgefor multiple, multiple reasons,
and if they're a good strategypartner too, then people should
feel comfortable enough to go tothem for more than just you
(29:12):
know why are my expenses over.
But I really encourage staff atall level to sit down with
their CFOs and controllers andjust ask them.
You know, for a little tutorialon the financials.
I've done it with all of mydepartment heads and they've
come away with a whole newperspective of what they should
be looking for.
So I think you know if I'mgoing to stand on the street
(29:32):
corner and hold a sign.
I think it's exactly that, asCFOs are more than just not that
I have stood on a street cornerand held a sign, but if I did,
it would say is a hot dog asandwich?
And then it would say on theother side, um, it would say I
(29:55):
forgot what I was going to say.
Uh, just be a strategy partnerwith your CFO, like, involve
them in everything, don't justview them as somebody sitting in
an office doing financials.
Speaker 1 (30:07):
Thank you so much for coming on.
This was so good.
Speaker 2 (30:11):
Either great or a train wreck.
If we need to do this wholething over you, just let me know
.
Speaker 1 (30:15):
Oh, I'm not.
I'm not putting myself throughthis a second time.
Speaker 2 (30:22):
Heard Message received.
Speaker 1 (30:26):
Thank you so much for coming on.
I really do appreciate youcoming on and just sharing all
of this knowledge with ourlisteners.
Thank you.
Speaker 2 (30:33):
Thank you so much for having me.
I appreciate it.
Speaker 1 (30:35):
Hope you all enjoyed that episode.
I know I did.
Hope you all learned something.
Took a little nugget away, sam,thanks so much for coming on.
Really appreciate it If you'reenjoying the content.
A like, share, subscribe Costnothing and means the absolute
world.
That's this episode.
Until next time, I'm your host,denny Corby.
Catch you all on the flippityflip.
Hey everybody, welcome to the Private Club
Radio Show, where we give youthe scoop on all things private
golf and country clubs Frommastering leadership and
management, food and beverageexcellence, member engagement
secrets, board governance andeverything in between, all while
keeping it fun and light.
Whether you're a club veteranjust getting your feet wet or
somewhere in the middle, you arein the right place.
(00:20):
I'm your host, denny Corby.
Welcome to the show.
In this episode I am chattingwith Samantha Sheffield and she
is the CFO and AGM assistant GMat Colony Golf and Country Club
in Florida.
She is the real deal.
She is smart, sharp, funny andone of the most down-to-earth
finance professionals I've evertalked to.
(00:42):
But don't let the title foolyou.
This isn't just a numbers-onlyepisode and she is not just a
numbers-only leader.
She is equal parts strategist,culture builder, operations
brain and member experienceadvocate.
Somehow still manages to makeyou laugh while breaking down
financial statements.
She's an absolute hoot.
We talk about her path from acalculus-loving biology major to
(01:07):
holding senior leadership rolesin real estate development,
global finance, cpa firms andnow private clubs.
She brings all that wealth,experience and knowledge to the
club space and through it all,she's learned how to bring
perspective, heart and realoperational insight to the table
.
In this episode, we talk aboutwhy GMs and CFOs need to be true
(01:28):
strategy partners and not justbudget collaborators, what
healthy club financials actuallylook like and, spoiler alert,
it is not just about the incomestatement.
We also touch on the mostcommon financial mistakes that
clubs make and how to spottrouble before it starts, why
operational knowledge mattersmore than just spreadsheets, and
how to make finance part ofyour club's culture, not just a
(01:52):
back office task.
This is an awesome, awesome,awesome, awesome episode.
Sam is hilarious.
We have such a great, funny andeducational chat.
It is so good, so much fun.
I am so excited for you all todive in.
Before we do a quick thanks tosome of our show partners.
We have our friends Golf LifeNavigators, club Capital Group
(02:15):
Members.
First Kennes, member Vetting,as well as myself.
The Denny Corby Experience.
There's excitement, there'smystery.
Also, there's magic To learnmore.
Head on over to dennycorbycom.
Enough about that, though.
Let's get to the episode.
Private Club Radio listeners.
Let's welcome Samantha.
Speaker 2 (02:36):
Sheffield.
Now have you.
Were you born?
Have you always been in Florida?
Yes, I was born in Indiana.
Speaker 1 (02:42):
I moved to Florida and no one stays there, so they
are.
No, I was one.
Speaker 2 (02:46):
My parents moved here when I was one.
In Indiana.
I moved to Florida and no onestays there.
No, I was one.
My parents moved here when Iwas one.
I just can't bring myself tosay I'm from Florida, because
it's not necessarily the entiretruth if you look at my birth
certificate.
But I've lived in Fort Myers,cape Coral, naples, since I was
one.
Okay, so 21 years.
Speaker 1 (03:04):
Now have you always been like a numbers finance
person, Like how, how did thatcome about?
Speaker 2 (03:09):
Um I, it's a funny story.
Actually I went to theuniversity of Florida for
college.
I started out there and I was aum, a biology major, because I
wanted to go to university ofFlorida for the vet school best
vet school in Florida had aFulbright scholarship through
Bright Futures.
My freshman year I was failingchemistry but I was a calculus
(03:33):
tutor and I actually tookcalculus as an elective because
I had credit from high school soI didn't need it.
But I thought it would be easyand fun to take.
So I took it again and, cryingin my dorm room one night I'll
never forget, my roommate waslike, do you think maybe you
should switch to a math major?
And I'm like, maybe not a badidea.
(03:53):
So I ended up moving back home,going to Florida Gulf Coast
University, changing my major toaccounting and the rest is
history.
Speaker 1 (04:01):
Got it Now cause you've have.
You has your whole professionalcareer been around clubs, for
the most part or no?
Speaker 2 (04:08):
No, no, I started with WCI communities back um a
while ago We'll say we don'tneed to give specific dates and
um.
I worked with them in homebuilding for seven years and I
was the senior financial managerfor home building, started as a
staff accountant, worked my wayup and then went to amenities
(04:32):
after the market crashed in 08.
And for seven years did all oftheir clubs HOAs, tennis,
fitness, spa, marinas.
I oversaw the financial rollupfor all of that and then
eventually, after a long time,they were going to get bought
(04:54):
out, so I left right before thatbecause it had been.
It was time.
It was time, so I took acompletely- You're like I'm out
of here.
Speaker 1 (05:01):
No.
Speaker 2 (05:02):
I just was like I need something different.
It was a while and I'm like Ineed something different.
So I went to go work for a CPAfirm because I'm like I want
something small, not a largepublicly traded company.
I was the audit and consultingmanager for two years, loved the
consulting side, hated theaudit side, hated every minute
of sitting at a desk doingbillable hours.
(05:23):
So I left.
I went to go work for Hertzafter they moved their global
headquarters here.
For two years I was theirsenior director of finance for
all of US operations off airport.
So we had 2,200 stores, had thewhole country, Traveled a ton,
had two kids.
(05:44):
And that's when Joe called andhe was like joe smith, the
infamous linkediner josiah smithyeah, josiah the third and
josiah smith the third calledand was like big colony needs a
cfo.
And I'm like that's funnybecause it's a WCI property.
And so I left the corporateworld and came here.
(06:06):
It'll be six years in Octoberand I love it.
So I went from the corporatedeveloper world of a ton of
clubs down to one specific one.
Speaker 1 (06:17):
And I love it and all the stuff in between.
I'm sure it gives you and gaveyou and has given you.
I don't know what words I wantto say, but like so much
perspective also, like now youbring so much different
perspective to what you do inclubs and having that outside
perspective If I say perspectiveone more time I'm going to cut
off the show, no, but I think itbrings like a nice change to it
(06:40):
also, like you have like somuch depth it.
Speaker 2 (06:44):
It does.
The audit side really helpedbecause I was auditing clubs and
hoas when I came here.
I know exactly what they'relooking for they have coming and
started running.
Speaker 1 (06:55):
They're like, oh they did, they did.
Speaker 2 (06:57):
I was the nice one though that, uh, you know, could
actually have a conversationwith them, but, um, but no, it
did.
It taught me a ton, especiallythe audit side.
Hertz was great because it'sbasically like a machine and
it's utilization and you try andmake sure every asset you have
is used you know, constantly todrive revenue.
(07:19):
So it's it's a lot of differentperspectives that are all
helpful.
Speaker 1 (07:23):
Yeah, and then how did you end up from CFO and CFO
with an AGM title?
How does that happen?
Speaker 2 (07:31):
That is a great question.
My general manager and I had aconversation one day and I let
him know that eventually mydesire is to one day be a
general manager and I love themembership side of it.
I can only sit in this officefor so long.
(07:52):
I'd rather be out meeting,greeting members and helping
with events and making sureeveryone's happy.
And so we just kind ofrestructured my role a bit still
do the full CFO side, but tookon a little bit more on the AGM
side and, and I love it.
(08:13):
So it was just kind of anatural transition.
It wasn't like I filled in forsomebody that left or you know.
It just kind of came about thatI was helping a lot of our
department heads and and doingsome of those functions anyway,
that it just kind of made senseto fit into that role gotcha.
Speaker 1 (08:32):
Yeah, if you can grab , you know every gm by the
shoulders.
Look them in the eye and justmake them truly understand.
One thing about club finances.
What would that be?
One thing about club financeswhat would that be Interesting?
Speaker 2 (08:51):
It's interesting to narrow it down to one.
Uh, it would be to look at thebalance sheet, not the income
statement.
So your income statement is aone-year period of time.
You set a budget, you get dues,you do all of the things, all
of the operations.
Do you make it or not?
But at the end of the day, isyour balance sheet healthy?
(09:14):
Do you have more assets thanliabilities?
What is your debt?
How are your receivables, yourprepaids?
That is really telling you thehealth of your club.
The income statement isimportant but it's not a true
reflection of how the operationsare going the underbelly, the
management, the.
(09:34):
You know the bottom of theiceberg.
I would say the incomestatement is the tip of the
iceberg, but it's everythingunderneath it, on that balance
sheet that really tells you thehealth of the club.
Speaker 1 (09:47):
What are there like when you look at a balance sheet
or all the numbers?
What are like the giantflashing warning signs that tell
you like this club is headedfor trouble, or like already in
trouble, or you know, or youknow.
So I think probably both ofthose, but um, it's.
It's a two-part question, Iguess.
Like so is there one is likewhat's the immediate.
(10:09):
If you're like, oh, like thisis like the immediate, and then
are there anywhere?
It's like you can start.
You can kind of start to seethe embers coming, like you can
start to see it's like, oh, thisis going to be bad, maybe in in
like two, you know, maybe likein a couple of years, not like
immediate.
Speaker 2 (10:24):
Right.
So I would say I'm not going tothrow a bunch of fancy KPIs at
you because, um, they reallydon't.
It's really not.
Um, what do I say?
I'm not going to dumb it down,but like useful things that
people can use, right.
So when you look at the balancesheet, compare it to prior
(10:45):
periods, prior month, prior year.
If your cash is going down alot, that's bad.
Speaker 1 (10:53):
Define a lot Like what percentage is like a lot
that you know.
For some people, like 5% mightbe a lot, 5% might not be a lot
Like what's what's considered alot.
Speaker 2 (11:02):
Um, it depends on the size of your club.
So you can't.
This is what's fun.
This is going to sound so dorky.
It's what's fun aboutfinancials, right, is you?
There isn't.
People think it's black andwhite, but the balance sheet
isn't.
So it depends on the size ofyour club.
If you're a $12 millionoperation, do you bill your dues
quarterly?
Do you bill them annually?
Do you bill them monthly?
If you bill them annually andit's halfway through the year
(11:26):
and you have less than 50% ofyour cash left bad.
You have to understand theoperations of the club to know
what's good or bad on yourbalance sheet.
It isn't a number, it isn't.
5% or more is bad.
You have to know how the cluboperates.
Is it seasonal?
Is it year round?
(11:47):
Is it?
There's so many questions and Ithink that's where a lot of
CFOs are misjudged or miss.
The point of being a CFO is, ifyou don't understand the
operations, you are settingyourself up for failure, and I
think that was the key to mydeveloper days was I was in the
(12:10):
operations of so many differentclubs that I could see equity
clubs, non-equity clubs, foodand beverage, big, big clubs,
small clubs, like the array ofthem.
To know how things work and howit filters into the financial
statement.
So if you don't understand, youknow how food and beverage
operates or you can't reallyanalyze why your food cost is up
(12:32):
or down, or doesn't even matterthat it's up or down.
So it's such an integral partand that's what I preach a lot
to people that I mentor and talkto who are coming up is spend a
lot of time in the operationsto understand what it means when
it eventually hits yourfinancial statement.
By the time it hits yourfinancial statement it's done.
(12:52):
Understand how it got there andthen that will help you tenfold
to make decisions going forwardis that that was a really long
answer to your question no, no,that was a great answer.
Speaker 1 (13:07):
And is that is that?
Is that like opposite of whatis kind of taught, yes, they do
a lot of okay, okay sorry, Ianswered your question.
Speaker 2 (13:20):
Yeah.
So what's taught?
As you go in and you run KPIsand you understand your numbers
and how they change and blah,blah, blah.
But again, you only know ifyour debt is at a reasonable
level.
If you understand the projectsthat are happening right Like
can you take on debt.
Well, what does the future looklike?
What are the members appetitefor debt?
(13:43):
I can't sit in my office andsay that you know we need to
take out a $3 million loan at 6%if I have an entire membership
base that thinks it's wise justto bill us a one-time assessment
.
So you have to be integratedwith the members and the
operations to know how to makethose financial decisions.
Speaker 1 (14:02):
Yeah, are there any like sneaky financial issues?
That don't seem like a big dealat first, but down the road
they hit the club like a freighttrain.
Speaker 2 (14:11):
Yes, audits, government audits of any kind,
workman comp audits, anythingwhere tax audits, payroll tax
audits, any of that and it's theday-to-day procedures that you
(14:32):
have to keep in line because younever know one day if you're
going to get a notice that saysyou're randomly selected, going
to get a notice that says you'rerandomly selected.
So from an outside perspective,those are always potentials.
From an inside, I think, withthe clubs, one thing is your
(14:52):
accounts receivable, because yougot very familiar with your
members and sometimes they'relate in paying and or their
assistants pay their statementsfor them, or you know they think
they put cash in this accountto pay the bill and before you
know it you have four or fivemembers that you're, depending
on the size of your club, thatyou're chasing down, and if you
(15:13):
don't stay on top of them, theydon't do it on purpose at least
not mine and again, every clubis different but you tend to to
get behind and have to kind ofchase them down for payments.
Speaker 1 (15:25):
But yeah, are there, are there, are there.
And have you seen likefinancial reports that are like
too perfect that you instantlythought like something's off
here?
I would like to say mine arepretty close no, okay, but the
second part that makes you go.
I think something's off.
Speaker 2 (15:48):
I have it.
That's a good question, but no,I don't think.
I mean we don't really swapfinancials within the industry.
Speaker 1 (15:55):
We'll swap, you know, little components but I don't
know, from your point of view,like as you've been doing this
for years, like have you justlike looked at stuff and you're
like hmm.
Speaker 2 (16:06):
I can't think of anything off the top of my head.
Speaker 1 (16:11):
That's, that's good.
Yeah, what are?
What are the?
What are, like, the most commonfinancial mistakes you think
clubs, clubs make, and how canthey correct before it's too
late?
Speaker 2 (16:25):
Um, I think one of the biggest mistakes clubs make
in financials is getting toofocused on.
This is going to sound thecomplete opposite of what it
should Too focused on thefinancials.
Let me explain.
I have quite a fewconversations with my department
(16:46):
heads that if it comes down tosaving two hours in overtime or
the member experience, please donot save the overtime, because
further down the road thatmember experience will
eventually come back.
You can't mess with anything,with the culture, the members.
That is where the heart of theclub lies right Now.
(17:11):
If we're over budget, can wemaybe look at the budget
differently next year?
Is the budget accurate?
I'm not one to come in and sayyou know, I don't track payroll
by the day or the week.
I don't look at it and say youknow we're over, we got to.
You know, figure out who we'regoing to cut.
I look at the events and say dowe have enough staff?
Right, if the members are happy, the experience is where it
(17:33):
needs to be.
Then the rest of it shouldeventually work itself out.
Now, if you're wildly off, ifyou have 10 people staying
around doing nothing not okay.
But if you are trying to make adecision on whether I have one
more server at happy hourbecause I would spend less than
three seconds making thatdecision and keep that person on
(17:53):
staff, and I think that's whereyou get so focused in Now
there's appropriate times to dothat, but I think sometimes,
from a service perspective, weget so focused on the dollars
and cents we step over thehundred dollar bills to pick up
the pennies because we're um,some people are just trained
(18:17):
that way in their past.
But, um, I try and keep my teamfocused on the holistic
approach, the overallperspective, not just one aspect
, either financials or service.
Speaker 1 (18:24):
Yeah, when, when we were chatting briefly in Tampa,
you said a CFO should be astrategy partner with the GM.
What does that actually mean?
Because I think a lot of peoplehear that and probably just nod
and be like, oh yeah, totally,but really have no clue, even
like I don't.
(18:45):
What does that mean, thatstrategy partner?
Speaker 2 (18:50):
He and I, my GM and I work closely together on pretty
much everything.
So, oh, my monitor just wentoff and it got very dark.
Please hold, I'm literallysitting in the dark.
Hold on one second, there we go.
Uh, so he and I work togetherclosely on on everything.
I don't a couple things of whatnot to do.
(19:12):
I don't walk in there and saywhat percentage do you want the
budget to go up and then createa budget to that percentage.
We sit down with a calendar.
We look at this, at the membersurvey, which is huge, to say
how can we make sure weaccomplish the things that the
members are asking for within areasonable, within reason?
It's not one doesn't drive theother.
(19:35):
The two have to work togethersimultaneously for things to
work as they should in this club.
So strategy gets anything frombig picture what are our capital
projects?
How can we finance them?
We just had a town hall meetingtwo weeks ago to get some
member feedback on a potentialproject that could be
(19:56):
significant.
And so it's anything from theday-to-day operations to big
picture.
We put together, when I firstarrived, a board policy manual,
a strategic plan, any kind ofhiring decisions we work on
together.
It's not your typical, you know, sit in your office and do
(20:18):
financials at month end and handthem to the GM and answer
variance questions.
It's more of a running the clubbig decisions, little decisions
, making sure that we're aligned.
Speaker 1 (20:29):
Running the club big decisions little decisions,
making sure that we're aligned.
What, what mistakes do gms makewhen working with their cfo?
If they have one, or maybe it'sa fractional or like whatever.
But like what are some of thestakes that you might see or
hear of?
Speaker 2 (20:45):
some mistakes that gms make is not utilizing their
CFOs to the fullest of theirpotential, and I think CFOs
sometimes allow that to happenbecause they're too afraid to
step up and say I want to be inall of the committee meetings
and understand what's happeningfrom an operational perspective.
But I think GMs just need toutilize their CFOs for more than
(21:08):
just the financials.
Just need to utilize their CFOsfor more than just the
financials.
Speaker 1 (21:15):
Have them involved in the operations so they can make
better financial decisions forthe club?
Speaker 2 (21:22):
Do they sometimes maybe see them as a threat,
Because it's like oh well, ifthey understand all this, then
they can just take my job and doit.
Speaker 1 (21:36):
I don't think so.
There could be.
I there was, I was.
Speaker 2 (21:38):
There's just a question that that popped into
my mind.
I have no idea, I was just.
I think that um, there's no wayto say this Most CFOs and I
love them all, I am one are notnecessarily the prime GM
(22:01):
candidate.
Speaker 1 (22:03):
They're not people people.
They're not the people person'spaper people.
That was an office reference.
No, I will say it.
They don't seem very personable.
Speaker 2 (22:15):
They're not running your social committees, if you
know what I mean, and so I don'tthink many GMs are in fear of
that For that reason that.
Speaker 1 (22:37):
Yeah, for that reason , I think, uh, your typical cfo,
yeah, um, is not a threat.
Okay.
So so if, if, uh, if if a gmand you know is treating a cFO
like a human calculator, if theydon't really have a have like a
great relationship, how canthey start shifting that
relationship into somethingthat's more strategic?
(22:58):
Like, how can they start thatif they don't have a great
relationship?
Speaker 2 (23:03):
I think it's just getting the CFOs involved in the
operations, the day-to-dayactivity.
The first thing is justcommittee meetings golf
committee, greens and grounds,social, house, committee
governance, membership just siton.
That's the first thing I didwhen I started is I was here
less than a year and Iimmediately asked if I could
just sit in on these.
(23:24):
Don't have to be an activeparticipant, but just listen to
the conversations that arehappening, sit in on BEO
meetings with food and beverage,just to understand what their
needs and requests are.
I think that's really thebeginning is just getting them
involved in more than just thebudget and the monthly financial
(23:45):
variance explanations, and thatis incredibly important.
I don't want to downgrade thenecessity for that, but just
viewing them as a partner andincluding them.
Speaker 1 (23:58):
What happens when both visions don't align?
Gm has one vision, cfo hasanother and it's like, yeah,
it's not going to work.
How do you navigate thatwithout turning into a standoff?
Speaker 2 (24:13):
Well, there is an org chart for a reason.
So I think, should that comedown to that, one must act.
Yes, and it's not going to bethe GM.
Come down to that, one must act.
Yes, and it's not going to bethe gm, but I think it's an.
It's important to have a goodworking relationship with your
general manager and and michaeland I, for example, we we don't
always agree on every decision,but we absolutely leave the room
(24:35):
as a united front and we have alot of conversations.
And I think that's what makesus so successful at this club is
we don't necessarily agree, um,and we do a lot of talking
through on each other's pointsof views, strengths of the
person that they're, they'reworking with and value those and
(25:05):
know that they can always learnsomething.
That's the thing is Iconstantly, whoever I'm in the
room with and want it, there'salways something I can learn
from from somebody else.
Speaker 1 (25:17):
I like that.
Yeah, Just about being human,just being a person just getting
to know people havingconversations having dialogue we
listen and we don't judge umexactly as, as, as we wrap up, I
think we probably touched onthis, but, like is there one
question?
(25:37):
A gm should be asking their cfo, their, you know, you, whoever
regularly to get ahead offinancial challenges before they
become headaches or issues.
Speaker 2 (25:50):
What keeps you up at night?
And my GM asked me thatprobably once a month for the
first couple of years and thenhe realized that I would just
come in and tell him so hedidn't have to ask me anymore.
But just ask what keeps you upat night?
Because I think sometimes CFOsare probably afraid to bring up
(26:11):
the.
You know we're always viewed asthe Debbie Downers and the
broad analyzers and the auditrisk.
You know, and that is part ofthe job, it's part of the
unpleasant, but if you get aheadof it it makes it a lot more
manageable.
But I think just being openwith your GM about you know what
keeps you up at night, is it asales tax issue?
(26:32):
Is it a personnel issue, h2bs,anything I think it's just
making sure that you ask yourCFO what keeps you up at night
and positive things like how wasyour weekend, but not like not
all the bad stuff, but I knowyou're looking for like a
(26:56):
financial answer.
Speaker 1 (26:57):
No, that would be a really good answer.
That was a great answer.
What?
Keeps you up at night Me no,that's a really good answer.
Speaker 2 (27:02):
That was a great answer.
Okay, what keeps you open?
Speaker 1 (27:06):
Me Is a hot dog, a sandwich.
Speaker 2 (27:14):
Is cereal soup.
Why do you drive on a parkwayand park on a driveway?
Wow, why do you carry items byship, that's called cargo, but
by car, it's called shipment?
Answer that.
Riddle me that, denny.
I did not expect the repartee.
Speaker 1 (27:38):
I will see your hot dog and I will up you a shipment
I wouldn't know, right?
Oh, my face is red.
Speaker 2 (27:50):
How many other CFOs can make you laugh like this?
Speaker 1 (27:53):
None.
Speaker 2 (27:54):
There you go.
Speaker 1 (27:55):
None.
There you go.
Oh my goodness, Was thereanything?
That you think that peopleshould know, or any you know, is
there any just words to thewise or anything like that, that
anything people might be ableto take with them?
(28:17):
Cause this is also, you know,it's not just GMs, it's every
level of club, professional, aswell as outside industry people
who listen as well.
Speaker 2 (28:28):
I think it is very important for department heads
upper management, middlemanagement, lower management to
sit down with your CFOs and justask them what should I look at
on the financial statement?
It just makes them bettermanagers.
Now that I've preached foreverthat operations is important, it
goes the other way.
To have a basic knowledgeenough of the financial
(28:50):
statements to be dangerous.
I don't want my food andbeverage director sitting there
analyzing every penny of hercosts, but just know enough to
know when things aren't rightand have an open relationship
with your CFO.
They're a wealth of knowledgefor multiple, multiple reasons,
and if they're a good strategypartner too, then people should
feel comfortable enough to go tothem for more than just you
(29:12):
know why are my expenses over.
But I really encourage staff atall level to sit down with
their CFOs and controllers andjust ask them.
You know, for a little tutorialon the financials.
I've done it with all of mydepartment heads and they've
come away with a whole newperspective of what they should
be looking for.
So I think you know if I'mgoing to stand on the street
(29:32):
corner and hold a sign.
I think it's exactly that, asCFOs are more than just not that
I have stood on a street cornerand held a sign, but if I did,
it would say is a hot dog asandwich?
And then it would say on theother side, um, it would say I
(29:55):
forgot what I was going to say.
Uh, just be a strategy partnerwith your CFO, like, involve
them in everything, don't justview them as somebody sitting in
an office doing financials.
Speaker 1 (30:07):
Thank you so much for coming on.
This was so good.
Speaker 2 (30:11):
Either great or a train wreck.
If we need to do this wholething over you, just let me know
.
Speaker 1 (30:15):
Oh, I'm not.
I'm not putting myself throughthis a second time.
Speaker 2 (30:22):
Heard Message received.
Speaker 1 (30:26):
Thank you so much for coming on.
I really do appreciate youcoming on and just sharing all
of this knowledge with ourlisteners.
Thank you.
Speaker 2 (30:33):
Thank you so much for having me.
I appreciate it.
Speaker 1 (30:35):
Hope you all enjoyed that episode.
I know I did.
Hope you all learned something.
Took a little nugget away, sam,thanks so much for coming on.
Really appreciate it If you'reenjoying the content.
A like, share, subscribe Costnothing and means the absolute
world.
That's this episode.
Until next time, I'm your host,denny Corby.
Catch you all on the flippityflip.
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