Are You Actually a Good Steward of Your Business? | David Perdue

And I think that the case that we run into a lot of times is you're, we guys start businesses.

I'm talking about myself here is like, I'm not an analytical person.

I don't like, I don't like metrics.

I don't like numbers from the opposite of you.

Like I would much rather just go operate, right? Like I'm, I can handle ops all day long.

Um, Give me ops and have some – I love to go sell, but just give me ops and let me go lead ops and not have to worry about the financial side of the business, and I'm, like, in fantastic shape.

I'm in heaven.

But it's the – like, you have to learn as an owner and an operator in the beginning.

Like, you have to learn how to manage.

And it's not – I really wouldn't say just in the beginning because you don't want to – do you want to hire a CFO one day that knows more about finances than you? Yes, but you still need to be, like – like literate enough to be able to understand what the business is doing and how to tell us

their job or not.

Correct.

Like you have to know, you have to know what's up.

And so, um, yeah, I mean, I think it's, it's not hard.

It's just discipline.

Yeah, one thing that was for me that was a little bit convicting, and I know that you're a believer as well, but it got to the point there was so much rigmarole and recklessness going on.

It hit me one day.

I was like, man, the Lord's entrusted me with all this stuff,

and I'm doing

a horrible job of stewarding it.

I mean, the fact that a truck can go two years with no oil change, I mean, it's just reckless.

And you get all these great people coming in here to work, and you're not doing anything with them.

You're just throwing them at property after property after property.

It was just convicting to me.

I was like, man, I don't think I can ask the Lord for any more or expect him to give me any more until I prove that I can manage what I've been entrusted with well now.