I'd been running things the same way for eight years. Profitable enough, but I was working seventy-hour weeks and couldn't see how to change that without everything falling apart.
The financial program helped me understand where money was actually going — not just the obvious stuff, but the hidden costs that were eating margins. Within five months, I'd restructured pricing and delegated project management properly. Still involved, but not drowning.
The biggest shift? Learning to look at numbers as information rather than judgement. Sounds simple, but it changed how I make decisions.