Hannah Smolinski has always had an entrepreneurial spirit. From selling homemade bracelets in the second grade, to founding her company Clara CFO Group in 2017, Hannah knows how to attract and retain clients. In this conversation, Hannah and Sanjay discuss burn out, managing cash flow, knowing your worth as a self-employed professional, and taking on additional side hustles to maximize profit.
Episode 20 – Hannah Smolinski
[00:00:55] Sanjay Parekh: Hannah Smolinski is a CPA who thrives on helping businesses develop profit maximization strategies and reach financial clarity. In 2017, she founded Clara CFO Group, a virtual CFO agency to do just that. Hannah is able to bring her past corporate experience and knowledge to assist in helping small businesses succeed. Joining us from Seattle, here is Hannah Smolinski. Hannah, welcome to the show.
[00:01:20] Hannah Smolinski: Hi, Sanjay. Thanks so much for having me.
[00:01:22] Sanjay Parekh: I'm excited to talk to you because we don't talk about finances and dealing with all of this kind of stuff and maximizing, and, those levers that are just so important to small businesses. But before we get into all of that, give us like a quick one or two minute background on you and how you got to where you are now.
[00:01:40] Hannah Smolinski: Sure. I basically took somewhat of a traditional route into accounting. I always liked math growing up. And then I liked business, so, I wanted to go into business. I did that. And then I was trying to go into marketing and then I had all my accounting professors and people say no, no, no. If accounting makes sense to you, you need to do accounting. And so, I ended up doing that kind of traditional route, which would be get an undergrad do the Master of Accounting and then go and sit for your CPA exam. I started with a big four accounting firm and went that trajectory as a pretty traditional, path. And then I, also traditionally, got a little burnt out and public accounting is pretty notorious for overworking people.
So, I was just fed up, needed a little bit more of a balance in my life and went to work for a small engineering firm. And so that's where I started to see wow, okay, I really knew finances from this big picture, SEC filings and public companies and audits and this kind of larger financial structures, but then taking it down to a small business that was, around like $1 to $2 million in annual revenue. It was a really big jump in a different direction. And so, I had to learn some new finance concepts and like what works for small business is not necessarily what we paid attention to when working for really big businesses.
Did that and then started to realize that I enjoyed the finance side of things. But I was working for that business, doing a lot of other things as well. And I was like, I wonder what would it look like if I just did the parts that I really love about my job? And I did that for lots of other businesses. And so, what came up as I was operating as a fractional CFO for a hours out of the month for this small engineering firm I was working with. So, I thought if I can do that kind of strategic planning and financial analysis for multiple businesses, maybe I've got a little. I've got a little something going on here. So, I decided to start my side hustle and that's where my business idea came out of.
[00:04:00] Sanjay Parekh: Yeah. So, the engineering firm, you were working full-time for them and then you stepped into working only part-time for them or how did that transition go?
[00:04:09] Hannah Smolinski: Yeah, I was working, I actually, I'm not sure if I ever worked full time because I had a baby around that time. So, it was I think at the max, maybe I was working 40 hours a week some, but I think I was working around 32 hours most of the time. So, I did have a little bit of flex time, but I was. I think maybe coming from public accounting, I was always used to working more than a 40-hour work week. When I first started with this idea of potentially having a side hustle, at night, I was doing research, listening to podcasts taking classes on QuickBooks, doing things that would help me understand what is the business I really want to start.
[00:04:54] Sanjay Parekh: Yeah. It's funny how when you work that many hours and you're anchored to that, then when you're working only 40 it feels like, that's part-time, right? So, was this your first ever entrepreneurial experience or did you do anything entrepreneurial when you were younger, as a kid? Anything like that?
[00:05:15] Hannah Smolinski: Yeah, I ran a jewelry business, I guess. On the playground in second grade I was making custom friendship bracelets. People would pay me, I would have them pick out their colors, I would deliver on time. So, that was like my first foray into trying to sell some product. And then I think in high school I also sold some jewelry that I would make. I had some ideas that I might want to own a little boutique shop or something like that. So, I was playing around with my retail endeavors.
[00:05:55] Sanjay Parekh: When you were doing the friendship bracelet thing, as a second grader, which is awesome by the way where were your materials coming from? Like, how were you managing all of that?
[00:06:05] Hannah Smolinski: I just remember being dropped off at Michael's, the craft store. I'm sure my mom was there somewhere, but I just remember like being able to wander the aisles and look for my little embroidery floss so I could make my bracelets. I'm sure that I had some capital come from somewhere. I don't know if that was coming from an allowance or maybe just borrowed money. I don't fully remember. I know I never paid my investors back. I can tell you that.
[00:06:39] Sanjay Parekh: Sometimes it's a wash for investors, so it is what it is. Do you remember what you spent your winnings on, your earnings from all that?
[00:06:46] Hannah Smolinski: Oh, probably on the vending machine. You get a couple quarters in your pocket, and you start to feel really rich, and you can just blow it all on candy, I'm sure.
[00:06:56] Sanjay Parekh: There you go. Candy's the way to go. I think you've listened to some episodes of the podcast. You know that I did the candy arbitrage thing, so I'm a big fan of selling candy early on there. Were there any other entrepreneurs in your family that you were able to see as you were growing up especially when you were in second grade?
[00:07:16] Hannah Smolinski: Yeah, actually my dad was an entrepreneur pretty much for his entire career. It was actually his engineering firm that I ended up leaving my public accounting job and working for him for a number of years. He was a professional engineer and worked for somebody for a couple years and then went out on his own. He was very quickly, like, no, I'm going to do my own thing and do it my own way. So, he grew his business probably to be, about 50 employees at one point in time and had a pretty big office in Tennessee. And then ebbs and flows of contracts and things like that. Then decided to scale back down. But he is still to this day running his own business. So, he's close to probably 40 years of entrepreneurship.
[00:08:06] Sanjay Parekh: Oh, that's incredible. That's great. Okay, so that was an easy first client for you to get because, mom and dad. What about your next clients after that? Like, how did you go out and find everybody else that you had early on there?
[00:08:23] Hannah Smolinski: Yeah, so, I didn't really fully know exactly how to sell services or even what I was selling. I think that's the thing when you first have an idea, you're like, okay, I can talk about it, but what are people really going to buy at the end of the day? So, I basically just told people around me that I was starting to do some of this accounting work, and I think I started, say I wanted to do fractional CFO, but even six years ago when I started, people weren't talking about fractional CFOs as much as they are now. It's a little bit more common now in entrepreneur circles to hire a fractional CFO. But six years ago, I feel like the conversation was pretty different.
I ended up getting some bookkeeping jobs. Somebody that I knew had a landscape business and I did some bookkeeping for them, and then I talked to my banker. And told them what I was doing, and then they were like, oh, this business has just moved into town. They just opened a bank account. They're looking for a bookkeeper or an accountant, maybe you might be able to help them. So, I was able to like just network and find my first set of clients.
I was grossly underpriced when I first started, so that was like, lesson number one. Whoops. Definitely did not charge enough. But started to gain some traction with doing some work for people and then also really quickly realizing I didn't want a bookkeeping firm. That was not actually a strength of mine, and it was not providing any kind of joy. But when I got to have conversations with the clients about the decisions that they were making and looking at forward looking forecasts and analysis and actually being that strategic financial partner, that's where I was really lighting up in the work that I was doing. So, I basically had to make the decision like, okay, no more of this bookkeeping work. I need to start only selling CFO services. And my first clients came in from that, through networking groups that I was a part of and then I was on a Women's entrepreneur podcast that was actually fairly well listened to and that started to produce leads for CFO services. And even like couple years later, even people would be like, oh, I listened to that podcast, and I heard your name, and I reached out. Podcasting can be an amazing lead generation for service-based businesses.
[00:10:50] Sanjay Parekh: Yeah, absolutely. I want to dig into one thing you said there. When you started this, you priced your services and you realized they were too low. How is it that you first picked the price? And second, how did you realize you were underpricing what you were offering?
[00:11:06] Hannah Smolinski: I didn't have the historical evidence of how long something would take in order to price it properly. I wanted to start out with a flat rate pricing and so I was never pricing on hours. And then still to this day, we don't sell hours. We sell packages. But now we have a way better sense of what something really truly takes to help somebody. But at the time I was trying to give flat rate pricing and I had a lot of money mindset stuff I didn't understand the value of what I was doing for people. I was just thinking, oh, you can afford this, and you think it's reasonable, so I'll do all this stuff for you for this really tiny monthly amount. And then I was trying to like, over provide value, be very valuable. So, I ended up working a lot for very small amounts of money.
[00:12:04] Sanjay Parekh: Yeah. In that that thought process of going, like you just mentioned, you're not doing it hourly, you're doing it by packages. Why have you taken that approach instead of essentially de-risking it for yourself by saying hey, this is the hourly price and if it takes longer, it take longer and it's going to cost more?
[00:12:25] Hannah Smolinski: Yeah. I think one of the things that we've identified with our CFO services at this point is we understand what the client needs. They need a certain set of procedures every month, and they need a certain amount of flex. We know there's going to be some questions and there's going to be sometimes where they're going to need to lean on us a little bit more. And there's going to be sometimes that they need to lean on us a little bit less. But I hate when you feel like you don't want to talk to somebody because you're worried about how much it's going to cost. And so, we don't want our clients to be like, oh, I don't want to set up a call because, I don't want to incur another $350 charge, and that's what happens a lot with CPAs. People might not call their CPA because they're like, oh, he's going to charge me for, just this quick question that I have, that's going to take 10 minutes. So, I want to break that.
And then with a flat fee, we also have, the benefit of it being able to be budgeted for our clients. They know exactly what to expect. And then we've dialed it in to where we know how much time it's going to take to provide. Now, sometimes we still lose on that if we like start out with a new client. Sometimes, we don't anticipate all the things that might come up. But for the most part it evens out and we like to keep clients for years and years and years. There's always going to be some fluctuations of they need us a little more, they need us a little less, but they know what they can expect.
[00:13:57] Sanjay Parekh: One of the worst things as somebody who's been a client of places like that is knowing that, man, the other person is clocking this in at a 10th of an hour every six minutes. There's another tick on the clock there of what you're paying. And I don't need to do chitchat with you if it's costing me a 10th of an hour for chitchatting. I'm good. So, when you were starting this was there anything, yeah, you had the jewelry business when you were in second grade, but was there anything that made you nervous about doing this kind of on your own, essentially?
[00:14:34] Hannah Smolinski: I think the financial part is a little bit nerve wracking. Now, I kept my job for the first almost full year, so I kept my job and then I got to the place where I was able to make enough from my business that if I decreased my hours at work, which is what I did do, I decreased hours significantly and then hired somebody in to come and take over a lot of the other things that I was doing for the business that I was employed at.
I think the financial part feels a little scary because you know, a client could go away at any point in time. And even though, in finance, you have a little bit of a benefit of, you typically can keep them for another month. Like usually you're going to anticipate when somebody needs to leave. But I think just trying to piece it all together and figure out, okay, how much do I really need to make in order to make this all work, is probably the scariest part.
[00:15:38] Sanjay Parekh: Yeah, I can imagine. Was there anything special that you did or try to figure a way out of that to overcome those concerns?
[00:15:50] Hannah Smolinski: At the time I was partnered too, so I had a husband who also had a good job, so I think that took a lot of the extreme pressure off. But I never wanted to be in a situation where I was making less than what I was making in the job because I felt like that was always pretty important for me. If I'm going to make a move into entrepreneurship, it actually needs to be producing more because the risk is so much higher. And I think that sometimes people think, oh no, you need to struggle for years and years because that's the path of the entrepreneur, right? You need to like make nothing and don't pay yourself. But for my business, it's services. So, if I'm not making money, it doesn't make a lot of sense right, for me to be doing it because I don't have any major overhead. So, that was always the thing. I needed to have that full replacement. Now I am not partnered, and it is all on me. So, the business's success now feels different kind of weight. And also, now I have employees, so I'm not only supporting myself and needing to make my own financial picture work, but I also have the weight of full-time employees and part-time employees.
[00:17:03] Sanjay Parekh: Yeah. Okay. It's different. So, you started this out as a side hustle. And now you've got employees. How many people do you have kind of full-time, part-time in the company?
[00:17:13] Hannah Smolinski: Yeah. I've got one full-time CFO, so doing like full-time client service, and then another one that's about 60% full-time client service, so she's part-time. And then I've got a series of admin support. So, I've got an administrative assistant, a marketing assistant, a bookkeeping assistant, and all of them are part-time.
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[00:17:58] Sanjay Parekh: So, when you were making this kind of transition from side hustle to like, okay, I'm all in, was there a certain revenue number that you had in mind that you needed to hit? Or was there some other metric like, I need at least 10 clients? What were those numbers that made you think okay, now it's doable?
[00:18:18] Hannah Smolinski: I want to say that I needed like $8,000 a month. I think that was to cover like the cost and taxes and to replace what I was making at my other job. I feel like it was, I can't remember exactly, but I feel like it probably would've been about that amount to cover and do the replacement.
[00:18:41] Sanjay Parekh: And do you remember how many clients was that at that point?
[00:18:44] Hannah Smolinski: I think that was probably five.
[00:18:47] Sanjay Parekh: Five clients. Okay. Pretty good diversity. You don't have to worry too much. If one drops off, that's not a huge hit for revenue.
[00:18:54] Hannah Smolinski: Yeah. I think that was that was... I had one larger client and then a couple smaller ones. And that is always the concern, but actually, as the business has continued to grow, that's one thing that I really do like about our model is that if we are not heavily in one client, it's not like 50% of revenue is coming from one client. And I don't think we've ever been at that point where one client would've broken the business. It might have been really hard and maybe need to go and replace that pretty quickly, but it's never been, too heavily leveraged on one.
[00:19:35] Sanjay Parekh: Since I'm talking to you and you're a CFO, I'm going to ask these questions, which I don't normally ask others. So, what is your diversity of revenue right now? Like your larger customer or your client is how much of your overall revenue? And how many clients do you have now?
[00:19:48] Hannah Smolinski: Yeah, so I'd say the largest, we have about 20 clients and the largest is about 10% of our revenue. And so that, and that's they're our largest by a good bit. So, I would say like most of our clients are going to be somewhere like, our average is somewhere around like $2,300 per month. Average income per client. So, I think if you look at that, we also have other different revenue streams as well, so we have money coming in from our YouTube channel. And affiliate income is pretty significant for the YouTube channel as well. So, we have a digital media side of the business. And then we have our CFO services side of the business and they sort of feed each other.
[00:20:36] Sanjay Parekh: Yeah. So, let's talk about that because I think this is pretty interesting. You've got a pretty active YouTube channel. How did that start? Was it a side hustle within this thing that used to be a side hustle and where are you at now with doing that?
[00:20:50] Hannah Smolinski: Yeah, I would definitely say it was it became a side hustle at least a long time ago when I first started the channel, it was like, maybe in 2018, I started the YouTube channel. And then I just had some Facebook Lives and stuff that I had done trying to test out this whole digital marketing thing, trying to figure out what works for my company. And I had just posted them on YouTube. So, my YouTube channel had, a max of maybe like 20 subscribers and they were probably all people I knew, by first name basis. And then, at the beginning of 2020, I had noticed that one of my videos was a tutorial video on Gusto, the payroll platform, and it had 7,000 views on it, which was the most I had ever seen from any of my videos. So, I was like, oh, maybe there's some opportunity here to do some more things on YouTube. And that was January of 2020 when I made that decision.
And then March of 2020 hit. And all of the small business loans from the federal government, so, the PPP and the EIDL loans, they all hit, and everybody was asking questions about them. My own clients were asking questions about them. I was asking questions about them because I needed to understand these things, right? I heard the term forgivable, and I was like, whoa, whoa, whoa, whoa, what does this mean? So, I started researching those things. A friend and I did a webinar, put it on YouTube because we were just trying to get this information out. PPP loans were first come, first serve, so if you didn't understand it, you were going to be left behind. So, it was like a PSA of okay, whoever we knew, we just we did a big, anybody is invited, we just want you guys to know about this. And then we put it up on YouTube, and then after that, the question started pouring in and then another explainer video needed to happen, and then another video needed to happen. And then another publication, another final rule, interim final rule would get posted. And then I’d need to do another video, right? And then the snowball just happened. So, it was it from there. That's how the YouTube channel grew.
I started like in March of 2020, I maybe had 50 subscribers, and then by April of 2020 I was monetized. So, you have to reach a thousand subscribers and have 4,000 watch hours to be able to be monetized. And then from there it would be like I would just wake up and look at my phone every morning and there'd be a couple extra hundred subscribers every single day. So, it was a wild ride. And then it ended up being my side hustle during the pandemic, I was actually going through a divorce at the time as well, and it was like my, I think, escape, to some extent of, here's something I know I can keep working on. I can, serve my clients and it was just me serving clients at that point in time, but it felt I needed to have something to continue doing and felt like I was a success at, at the same time. With my life kind of burning around me a little bit.
[00:24:05] Sanjay Parekh: Yeah. So, your advice to anybody listening on starting a YouTube channel is do it a week or two before a pandemic and a big opportunity from the federal government. We can time that perfectly for everybody. It should be pretty straightforward.
[00:24:21] Hannah Smolinski: I think the takeaways from that, if you can make that happen again, first of all let me know, because I'll be there too. But second of all...
[00:24:32] Sanjay Parekh: I want to know too, because I'm going to be on an island because I don't want to be anywhere near the pandemic.
[00:24:38] Hannah Smolinski: Exactly. Let's just not have another pandemic. If you think about helping people first, I think that's where the real motivation was happening because I wasn't really getting much, like, financial wins from it at that point in time. And when I was doing it, it was really just like I was doing it for the comments of somebody being like, oh my gosh, this helped me so much. I just applied for the loan, and I just got $30,000. Or oh my gosh, I did this and thank you so much for clarifying this for me. That's what I was like thriving on at the time. So, the drive there was really like, what do people need to know? What are people interested in knowing? And then answering their questions with a lot of clarity.
So, I think if you are in a professional service and you see something that you're like, hey, I think I can provide value, and like I can continue to answer each other's questions. It's almost like the YouTube channel became its own loop of question, answer, question, answer for a while. And when people are Googling, they're looking for questions. YouTube is the second largest search engine, so you'll be found.
[00:25:57] Sanjay Parekh: Interesting. Okay, you've basically side hustled now twice, once to start this business and then once within the business to continue to expand the business. How do you manage the stress and demands of doing these things and then personal life, family life, like all of those kinds of things as well?
[00:26:17] Hannah Smolinski: As I say, sometimes I manage it better than others. I think I have sometimes where I feel like I have a lot of balance and then there are some times where I feel like I feel pretty out of balance. During the pandemic, I was working a lot. So, I can say that I was not in a very balanced situation, but I also didn't have anywhere else to go. There wasn't, you didn't have social engagements, you didn't have other things that might be pulling your time in different directions.
I do feel like now that the world's kind of come back to normal. All the other pulls of, family obligations, social obligations, school obligations, these sports obligations, like all those things are pulling time in a different way. And maybe it didn't feel, I was working a lot, but I didn't feel too stretched right at the time.
So, I think for me now, it's really important for me to put boundaries on my time. To have blocks in my calendar. Like when my daughter gets home from school at three o'clock, I don't take meetings after three. When she's with me, I don't take meetings after three. When she is like with her dad, I can work a little bit later and catch up on some things in a different way. But I also try to take time for things that matter to me. I just started playing tennis and so when people play tennis, they play tennis at 11 o'clock on a Monday morning, or they play 9:30 on a Friday morning. And it's a little hard to balance that and also working only within school hours. So, I've been trying to balance that. I'm like, okay, I love my tennis friends, but also you guys, I also need to maybe not say yes to everything. But, finding just the right balance there of making sure that I have my physical activity, I have time with my daughter. I think that's when she's home from school, it's focused on like being doing family stuff and eating together and that kind of thing, are important. But it can be difficult.
[00:28:24] Sanjay Parekh: Absolutely. Okay. I've got to ask you a question around being a CFO for these small companies. A lot of our listeners are people that are side hustlers or have small businesses. What are one or two things that you've seen entrepreneurs, founders do poorly or improperly on a finance side, or things that they could do better that would help expand their business? Is there like a couple of tricks or tips that you would give?
[00:28:55] Hannah Smolinski: Yeah, I mean we actually just did a presentation this morning on cashflow. I think understanding your cashflow in your business is probably the thing that every small business owner needs to pay attention to. You don't need to be the person who does all of your bookkeeping. You don't need to be the person that's even doing your invoicing, but you do need to understand what are the forces on your cashflow. So, what is coming in on a regular basis, what's going out on a regular basis? What does your owner's draw look like every month? How are you saving for taxes?
Cashflow is the lifeblood of our businesses. So, if you don't understand what's coming in, what's going out you'll potentially make the wrong decisions or make things in the wrong timing, or maybe you won't have if you are not forecasting your cashflow. You're not going to realize that six months down the road, you don't have any projects that are going to be bringing in the money you need to continue serving your clients and continue paying your employees and everything. So, I think having an eye on cashflow and doing a cashflow forecast is probably the number one thing I would say that everybody should be doing.
[00:30:06] Sanjay Parekh: Yeah, that's a great piece of advice there. So many companies get into trouble with their runway and then realize it when there's only a month left.
[00:30:16] Hannah Smolinski: Yes. And it's harder to do something when you only have 30 days to make it happen. But if you have six months to do something, then you'll be in a much better place.
[00:30:26] Sanjay Parekh: And plus, just mentally you're panicking, right? And it's harder to be clear-eyed about it and clear-minded about it, and really make those plans when you're in panic mode. And I think that's true for anything but being an entrepreneur, that definitely applies. Okay, so let's go back in time a little bit. You've been doing this for a while. You've grown the business. Is there anything you would go back and do differently, knowing what you know now?
[00:30:57] Hannah Smolinski: I would've hired sooner. I would've hired sooner. I would've tried to duplicate my role quicker. I actually tried and failed a couple times. I tried to hire another CFO and I think I wasn't clear on exactly what the role, what the person that I was looking to hire really needed to possess in order to be successful in the business, successful in the role. But I was really scared. I controlled that part. I think when you scale a service-based business, and if you're the face of the company which, as solopreneurs, we are. If we're out and about and like doing any kind of marketing or networking, like you are the face of your company, right? So, then when people want to work with you, quote unquote, they want to work with you, right? And it really scared me for a long time to think people aren't going to want to work with somebody else, they want to work with me.
But what I actually was realizing was as I continued to grow my business and kind of have, more of an eye on marketing, I was still doing sales. I'm still doing a lot of other things in my business. My capacity to actually be the best CFO was decreasing because my time was pulled in different places. And I wasn't able to be as responsive as I would've liked. And by hiring somebody whose full role is supporting clients, like that is their 100% full-time role, I think that has been the biggest game changer for me. And it did take time to find those right people, but if I could have found her a whole year ahead of time, I mean it made revenue like a hockey stick trajectory and potential growth. So, revenue has been able to double from last year to this year.
But I also think just the confidence of knowing that other people can do this helps me think, wow, I really can scale this business to be right much bigger than myself. It does mean that I'm managing more people, but at the same time, people need CFO services. And if I can bring amazing people on the team to help provide those services, underneath our brand and underneath our values, because I'm bringing the values to the table as the entrepreneur and as the business leader. I think that's really what I would do differently. Do it sooner.
[00:33:36] Sanjay Parekh: That's great insight there. Is there any advice you'd give to somebody who's thinking about doing exactly what you did? Trying to turn on a side hustle or taking the leap and going from a side hustle to a full-time business?
[00:33:53] Hannah Smolinski: Yeah, I did it cautiously. I think I'm probably more risk averse, like I'm also an accountant, so...
[00:34:00] Sanjay Parekh: We don't need you going to Vegas. Don't be taking the money to Vegas. That's not the accountant's role.
[00:34:08] Hannah Smolinski: No, we're not known for our risky behaviors typically. But I would say, I guess understand yourself to know if you can do that and I think be a realistic on, if you have the ability in your current role, like I couldn't have done this when I worked at public accounting. I couldn't have side hustled. Because I was already working 80-hour work week sometimes. So, there's no way I would've been able to have any kind of energy or creativity to start something different. So, I think first is know yourself and what you need. If you truly think, I'm not going to be able to work on anything else until I get rid of this job, then save up capital. And have money. That will help you, because it did take me from the time I started my business, I want to say it was May of 2017, I don't think I made my first dollar until September. So, even though I was working, I was definitely working, I was doing a lot of stuff, but I didn't make my first dollar from actual services until, three or four months later. So think about that and what do you think it would really take you so that you don't have that stress and that worry of I'm not going to be able to pay my rent or my mortgage. Or whatever it is.
[00:35:20] Sanjay Parekh: Yeah. That's great advice. Hannah, this has been absolutely great. Where can our listeners find and connect with you?
[00:35:28] Hannah Smolinski: Sure. Yeah. You can find us on our website, claracfo.com, and you can also check out our YouTube channel, which is Clara CFO Group on YouTube. And that's where we are. We're @ClaraCFOGroup on all the social media channels as well so people can reach out to us there, and yeah, we'd love to hear from people and then find me on LinkedIn too because I'm pretty active over there as well.
[00:35:53] Sanjay Parekh: Awesome. Thanks for coming on the show today.
[00:35:56] Hannah Smolinski: Thank you so much for having me. It's been really fun chatting.
[00:36:00] Sanjay Parekh: Thank you for listening to this week's episode of the Side Hustle to Small Business Podcast, powered by Hiscox. To learn more about how Hiscox can help protect your small business through intelligent insurance solutions, visit hiscox.com. And if you have a story you want to hear on this podcast, please visit www.hiscox.com/shareyourstory. I'm your host Sanjay Parekh. You can find me on Twitter at @sanjay or on my website at www.sanjayparekh.com.
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