12/31/2025
Every year, I like to end with something new and fresh financially — not as a flex (well, maybe personal flex), but as a commitment to my growth.
My first year, I set up my investment portfolio.
This year, I scheduled an end-of-year financial strategy call for my organizations.
No matter how the year went — good, hard, messy, miraculous — I want to walk into the next one with clarity, focus, and intentionality.
Here are a few takeaways from that call that might help you, too:
1. Make every part of the business stand on its own.
We talked about treating each program as financially independent — its own revenue, its own expenses, its own cash flow. When you separate things out, you can actually see what’s working and what needs work instead of one area silently carrying the other. That’s true in business and in personal finances.
2. Cash flow tells the truth.
If one area is always short on cash, it’s not “the end of the world” — it’s data. It’s a signal to look at enrollment, pricing, billing, or expenses. Numbers aren’t emotional. They’re information.
3. Stop running everything from your head...you must use systems!
We created tools so that when money comes in, it’s automatically split where it needs to go. No guessing. No mental math. No “I’ll remember later.” Systems protect your peace.
4. Losses don’t mean you failed — they mean you measure.
We looked honestly at areas showing losses and asked the real question:
Is this truly unprofitable, or are we missing revenue that hasn’t been recorded yet?
Most people never slow down long enough to separate the two.
5. Ask your accountant strategic questions — not just “Do I owe?”
Your accountant is not just for tax season. Year-end is the time to ask:
– How do I make this more equitable across programs?
– What should change before the new year?
– What structure puts me in the best long-term position?
But...what if you only have one program or one business?
This still applies, for sure!
Here are a few additional takeaways just for you:
• Treat “you” and “the business” as two separate people.
Even with one program, your personal finances and business finances should not be the same pot. Pay yourself, track expenses, and run it like a real company...because it is.
• Your time is your biggest expense.
Single-site owners often “subsidize” the business with their own labor. If the program only works when you’re working 60 hours a week, that’s not profit — that’s unpaid CEO time. Your numbers should reflect what it really costs to run, including leadership.
• Track each classroom or service line like a mini-business.
If you don’t have multiple sites, track:
– infants vs toddlers vs preschool
– before/after school
– summer camp
Each tells you which areas fund the mission and which need restructuring.
• Don’t wait to build systems “until you grow.”
Growth doesn’t create systems.
Growth exposes the fact that you don’t have them.
Single-site owners who build systems early scale easier and stress less.
👉 Clarity doesn’t come from wishing the year went differently. It comes from facing the numbers and then making new decisions.
I’m setting myself up for a year of intentionality — and I’m excited about it.
What’s one financial decision you’re making before the year ends?
And if you want support walking through your own numbers, systems, staffing, and strategy, I’d love to see you in the room at the AJR Experience on January 17th. We’ll plan your next chapter like CEOs — not by vibes, but by data and direction.
There's a few seats left.
Message me "Experience" for more details or to lock in your spot!!
Come on, 2026!!!
