This is the thing that so boggles everyone in "normal" business. They can't understand how I make any financial plans or decisions like investing resources in new capabilities or hiring consultants. I've got stable, long-term customers on annual maintenance contracts. Draw down substantially slower than it fills up. Done.
It's trivially easy IFF you can control yourself. I want to stay in business, so I do.
Bookkeeping is a similar non-event. Pay for everything on one separate credit card and blip the CSV of the annual statement to my accountant. Done.
Edit > Reading through the comments here reminds me of the hyper-importance of finding a viable niche, then occupying, preserving and defending it (_barriers to entry_), plus the high value of: a) "good" versus "wacko" clientele, b) loyal repeat customers that you can move to auto-renewing maintenance contracts, and d) frugality.
This is the thing that so boggles everyone in "normal" business. They can't understand how I make any financial plans or decisions like investing resources in new capabilities or hiring consultants. I've got stable, long-term customers on annual maintenance contracts. Draw down substantially slower than it fills up. Done.
It's trivially easy IFF you can control yourself. I want to stay in business, so I do.
Bookkeeping is a similar non-event. Pay for everything on one separate credit card and blip the CSV of the annual statement to my accountant. Done.
Edit > Reading through the comments here reminds me of the hyper-importance of finding a viable niche, then occupying, preserving and defending it (_barriers to entry_), plus the high value of: a) "good" versus "wacko" clientele, b) loyal repeat customers that you can move to auto-renewing maintenance contracts, and d) frugality.