Data Based Business Scaling With Vinnie Fisher

PHP 14 | Data Based Business Scaling


Most business owners don’t want to touch the accounting part of their business. In this episode, Adam Lyons talks with Vinnie Fisher, the owner of Fully Accountable and Total CEO.  In the show, Adam and Vinnie dive deep into how to collect the right data and KPI for your business to ensure you optimize your profits and grow sustainably by knowing your numbers.  Vinnie also breaks down what it takes to be a CEO of a business with many employees and scale it to eight figures and beyond.  Vinnie owns and has owned multiple Inc. 500 companies and continues to be a mentor and inspiration to business owners around the world. Learn more about data-based business scaling in this episode.

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Data Based Business Scaling With Vinnie Fisher

I am joined by the one and only, Vinnie Fisher. How are you doing?

I’m good, Adam. Thanks.

Before getting into exactly what you do, which is incredible and deals a lot with metrics and helping entrepreneurs understand exactly what they need to do in order to grow and scale their company, I wanted to share how we met. You gave me a piece of advice that is still impacting me to this very day. We met at a mastermind in San Diego, the Boardroom Mastermind. I went there and I didn’t know anybody. I was competent in my own fields, but I am still a little bit lost when it came to the wider world of business and marketing. You gave me this piece of advice, which changed everything for me. You said, “I think for someone like you, it would pay for you to rather than trying to own 100% of something for you to be comfortable taking a smaller percentage in many things and branching out.”

What was fascinating to me at the time was everyone was telling me the opposite advice. Everyone was saying like, “Do the one thing, focus on one business.” It’s because of your advice and the fact that I listened to it, that I am where I am, as successful as I am. More importantly, I feel fulfilled because I never get bored. I constantly have a different project to look at, a different thing to do. What’s great is all of the different projects I work on use the same kind of skillset. My skillsets are still advancing, but I’m getting to test it in many different ways and in many different areas. I love it. Thank you. It’s one of the best pieces of advice I ever got. It was awesome.

For someone who loves to help people, one of the most rewarding parts of that is when you hear someone go and try it. I can’t tell you how fulfilling that is and you can, because you do that with other people as well. Thank you.

I’ll go one step further and I love this episode for people coming up here to read this because all the people that I’ve been interviewing are friends or colleagues. The people I’ve worked with, but Vinnie still is I regard as a mentor in many ways. He’s somebody that I look up to have a lot to learn from still. I’m never going to forget, Vinnie messaged me out of the blue and said, “Can you jump on a call and chat? I was like, “Sure.” I thought it was going to be a chat, but it ended up being something. Realistically, Vinnie is the kind of thing that I would pay people for. You gave me some good insight, which I’m still digesting. It meant a lot. I truly respect you. For anyone reading this, I’ll be honest with you, you’re probably going to see as much as you learn from it, is me learning from Vinnie because he’s a very wise and accomplished individual.

That’s very kind of you.


PHP 14 | Data Based Business Scaling
Data Based Business Scaling: Businesses double their profit margin and grow far beyond their shadow when they put the perspective of investing in profit margin ahead of gross revenue.


I appreciate it. Vinnie, let’s brag for a moment for people who may haven’t heard of you and don’t know what you do. If you don’t mind sharing with the audience, can you talk a little bit about how great you are and the things that you’ve done?

I often think about what I would want my epitaph to say and I hope that people know me as a dedicated husband who loves and tries to help his children by being in my life. For me, my faith is important to be a dedicated follower of Christ. I hope that people know that I love and I’m a friend to many. That’s really the end of the day, what I want people to know about me. What I’ve had the privilege of doing as part of that is being able to successfully grow, sell one, break another and a few eight-figure businesses. I’m in the process of building another one. When I think people look at me and they take an honest, sober judgment of me, they’d say that’s an industry expert of a guy who knows how to grow a business beyond his own shadow.

Here we are again, doing that with a company called Fully Accountable where I sold the need in my own businesses to be able to provide a full outsource solution for accounting and finance, living in this eCommerce, digital high transaction community. Here I am again, building a business that grows beyond my shadow. This particular one was not building off any of my expertise because I’m not an accountant or a data analyst, but now we have 75-plus people on the team. We have made to Inc. 5000 list and are destined to make it for a few years in a row here, at least. We are the industry’s largest and probably the trendsetter of what we’re doing. There’s my little commercial.

You touched an important point because it’s the thing that most business owners don’t want to touch is their accounting. I’m friends with a lot of venture capitalists. They all say that the first thing they’ll do when they’re going into a company is tighten up the accounting and the books to see what’s going on. You look at Shark Tank, the very first thing you say is know your numbers, like “What’s going on?” Obviously, what you’re doing there is a need for it, but many business owners shy away from it. With you being experienced about that, why do you think entrepreneurs and business owners shy away from knowing their numbers?

I’ll give it to three reasons that I think are true, which are also true with me looking in the mirror and being honest about it. One, I still to this day, serve an idol called gross revenue. I believed that gross revenue solves all problems. I’ve come to learn that that’s not true, but that’s my first foremost problem. Problem number two, I’m not qualified. In other words, financials and the things around it are a technical practice. I’m a very good marketer. I like sales. When left to my own devices, I go back to my actual habits of what I’m good about business. I tend to avoid the things I’m not good at.

I shy away from it, one, because of fear, two, lacking competence and three, I might not have wanted to know what I was going to look at. That brings me to my third point. When the bucket is leaky and things are falling out, it requires you to make good, mature and in some cases, hard decisions on how to operate the business. I think willful avoidance for me was going to get more revenue, not worry about where it’s falling off. Those three things lead most entrepreneurs into avoiding certain aspects of their business. For sure, the accounting and finance back-office protocol of the company.

I love that insight and you’ve hit the nail on the head on all those points. Is it possible for somebody to get control of their accountability to see these numbers and for their business to not improve?

You start making very good creative decisions when you're armed with information. Click To Tweet

I don’t think it’s possible.

I knew that was your answer and there was a reason I wanted to go there. There is a cost associated with getting your numbers, dialing in and seeing it all. I know that for many companies, I myself included, when we first started, that cost seemed such a high expense for something that wasn’t a reward. It’s very easy to spend money when you think of gaining. It’s a lot harder to think of spending it to have somebody tell you back your data that is supposedly already available, but you can’t read it and can’t see it. If you wouldn’t mind, we’ll be dialing in a little bit on that one, why is it so beneficial? What kind of return would someone get if they got their numbers dialed in?

First off, I agree with that. If you are going down this road to do it with that is dedicate the expense of having it done. There are three parts. It starts with a problem. Even I started out this way, we wanted the cheapest solution possible and based on its results, we determine whether or not you’ve added any value to our business. I realized, when I was churning through CFOs, I’d hire one. I even paid a pretty penny for them to come onboard, over $100,000, whatever that looked like for each person. I’d significantly invest in having a CFO on my team. It wasn’t until we birthed Fully Accountable, I realized that I was asking this person to do four jobs to be done correctly. There are four jobs in that department.

When the light bulb went on with that, I realized that initially, what my mindset was all wrong about was the investment. It started with having to look at these four jobs and what they needed to do. Now, it’s such a highly profitable department for us and for many companies, who you’d even utilize our service that it’s no longer a cost structure. You made a comment that you know people who go out and professionally put money into businesses. The first thing they want to do is fix the accounting and finance. If you reverse engineer the way valuation experts and money people look at businesses, only the first few questions are around revenue and client acquisition.

The rest of it is around the business model on the financial acuity of the business. There’s a reason why, because it’s the part that can most greatly impact the profit margin. How I see it and what I see every day in all of these businesses is that if you actually make a real, honest effort to change your mindset on what this can do for your business, I see businesses every day doubling their profit margin and growing far beyond their shadow because they put the perspective of investing in profit margin ahead of even gross revenue.

I’ve got a few mentors who I’ve looked up to when it comes to business and you’re one of them. Roland Frasier is another one and a few other big names, people that I truly respect. To give some insight into these numbers and how to use them. I acquired a business not so long ago and we’ve been negotiating for months. During the negotiation process, I discovered that their accounting wasn’t up-to-date. While they definitely had accounting, it wasn’t robust. They didn’t have any of the numbers or metrics that they needed, although the taxes were handled and done. I used that as leverage to negotiate what ended up being an 80% discount on my purchase of the company.

They accepted 20% of what they originally valued the business. Due to the fact that nothing was in place, I argued for a six month off the purchase continuation of analysis of it, which in short translated to I paid 20% over a period of six months starting on month two. I quiet it on day zero. I didn’t pay anything for the first 60 days and I had five months to confirm if I wanted to go ahead with this purchase while already having the assets of the business and using it to grow and build itself. I ended up generating money from the business to pay off 20% of the original purchase price to buy the business. It all came down to simply because they didn’t have their numbers in place. It gave me a very big bargaining chip to get a huge discount on the purchase.

PHP 14 | Data Based Business Scaling
Data Based Business Scaling: Once the owner has better data, he or she is going to be armed with making better decisions.


I love that and congratulations. We talked about that transaction. I love that’s coming out. When I started out in business or a business, I seem to be a serial entrepreneur. I set out to either I had a good idea that I know I could sell or hopefully, more importantly, I have a problem I’m solving. I don’t think mentally I signed up for all the other components of the business. I think what happens to the backend structure of the acuity of the accounting, finance is it falls into that bucket of the other parts of the business. It’s like my marriage with conversations or other things. I can get into this habit.

I can tend to ignore the other elements of the business. This area of the business, finance, gets treated like that. A good indicator of that is when you hear people talk about, “At least you said, my tax return is done.” Because of the way we run businesses, we treat it like an end of the year event as opposed to a daily, weekly and monthly activity that allows us to strategically save cash and grow more intelligently. Since we’re on a Psychology Hacker Podcast, if we could start with the most important piece of it, which is changing our mindset on this, I believe that the statistic of the businesses is that close could be greatly reduced by this issue alone.

I don’t disagree with you at all. It’s like treating it like an actual business. It’s like the difference between the guy that “makes money in the coffee shop.” He’ll say, “I’m an entrepreneur working out of a coffee shop.” I tend to find those freelance employees and they’re not business owners. They’ve probably got a corporation or something they’re running their money through, but it’s not the same. Whereas a real business, when you’ve got employees and you’re dealing with your profit margins and KPIs, that’s where you start to level up in my mind anyway.

I’ve gotten used to language patterns and paying attention to some of the things I say. There are 28 million active businesses in America. At any given time, 22 million of those are solo people like freelancers that are doing their own thing. For them, those are real businesses. The reality of the fact is they’re solopreneur, one-man shop thing. When you start to grow beyond your shadow and have something bigger than you, you have something bigger than just a job. I would say that those solopreneurs have more of a job than they do something that’s bigger than them because if they stop, it stops. I think as a business starts to be a little bit more interdependent on other people and has something that’s bigger than just you, it’s when you have to start paying attention to these things if you truly want it to have a greater impact than whatever you can do within the day.

Vinnie, for the people who are like, “I want to get my numbers down. I want to do this.” Maybe mentally they’re not like, “I’m going to jump on board with Fully Accountable and do it.” What are some simple things that somebody could do to start getting this process down?

I don’t encourage everyone to use us. Not because we can’t help everybody, but I want them to first start with doing this. If that leads to something at the end of the day, we do three things. We solve time, money and resources. Time because we can do it and you can win back your time. Money because we can do it at a fraction of the cost by offering for jobs for less than the cost of an entry-level person. We have all the resources because we built them. If someone wants to start this journey themselves, please do. We solved time, money and resources for somebody. Here’s where I would start. I ask everyone to start here.

There are things that are important to you. If I was a CEO of a business, if I started in a place, the first thing I would do is have a data analyst right on my hip who every day is paying attention. You can be your own data analyst and here are the things that I would pay attention to. I would pay attention to taking my profit and loss type of statement without getting too crazy. I would break that down into a daily and weekly snapshot. These are all resources that I’m happy to give away to your people. We can create a FullyAccountable.com/hacker or something like that.

Consistency leads to efficiency. Click To Tweet

That would be amazing. That would be wonderful.

We’ll do that for you because we want people to win at this. We’ll give you what we recommend are your top ten indicators you should track. When you start doing this, it will be all messy. The thing you’ve got to start to evaluate is how much time are you doing it? Do it messy versus having someone start to help you. If you start paying attention to these items, then you quickly realize whether you’re trapping yourself into the work you shouldn’t do, but at least you’re doing it. We’ll give you those resources. I would start with the key indicators that are critical. I will give you that guide and I would manage cashflow. The number one thing that I see what happens in businesses is we spent too much money trying to acquire customers in too many directions. That is 42% of companies in our space, it’s true in other spaces, overspend trying to acquire the customer. We were more focused on being the profit producer in our company and not the revenue generator, these little hacks can help with that and that’s where I would start.

If you could put that resource list, that would be incredible.

We will do it. It’s done. We’ll call it FullyAccountable.com/hacker. We’ll have it there.

When someone starts to dial in, they get the numbers down and they’re like, “I can see what’s going on.” What do they even do with that? What should somebody do now that they can see their numbers?

This is my motto. This is what I say all the time, “Once the owner has better data, he or she is going to be armed with making better decisions.” The trick isn’t whether or not we’re good at what we do, the trick is giving you the data points so that you can make better decisions. With that in your hand, your creativity increases. When you know that your labor is out of line or your cost of goods sold is not appropriate or your cash extended on hiring and payroll. Once you start seeing where you line up against yourself and lineup in your industry and start realizing what your effective margin is. What it could be and what it should be, you start realizing things very quickly on your daily reports or the observations that the data analyst produces.

You start noticing, “It’s that upsell I have live. That email list didn’t work.” You start making very good creative decisions because you’re armed with information. Before that, you have to guess. Once you have that, even if it’s information you might not want it to have seen, you are that much closer to making better decisions. All of a sudden, that stuff that rattles in your head like, “I’m a fraud. I’m just guessing. I wonder if people knew when I don’t know.” All that junk that’s rattling around in there starts to go away because you do have information and it will truly allow you to make better decisions.

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Data Based Business Scaling: Only 7% of all companies do above seven-figures in revenue.


You made a great video that was like, “Why you don’t need a CFO?” I remember watching that and thinking about months ago we were like, “We should consider getting a CFO.” I saw that video and it was what prompted me that I want to talk to you. Why do you think the CFO isn’t the right thing? You mentioned there are multiple roles that someone needs.

The actual offer that’s amazing about Fully Accountable is we have a bookkeeper, a controller, a data analyst and the CFO all wrapped into a package for less than the cost of an intern full-time in your building. Let me break that down for you. There are four real jobs in the business on the backend of a company. It’s not just filing your tax return with your CPA. That’s a whole other event. This idea of every day running your business. What happens is we recognize as the owner, intuitively, that we need help. What we think we want to do is to hire the smartest finance guy and have them assume a post when in reality, those other three positions around the CFO that are critically important to the early stage of the business. We say, “Why go blow all your budget on the early stage on a guy when you still haven’t solved the actual work product that needs to be produced?”

If we get this smart person in the building and CFOs are, they cannot do all the load of all the work. What happens is we end up blowing the budget on somebody only to blame the entire department because it didn’t do anything to move the needle on the company. What I say is reverse engineer that. Start with the data analyst helping you produce better information, add to it the components of good finance and accounting. When a business is maturing a little bit, buy a CFO fractionally, which is what I love about our offering. You don’t have to get a full commitment to it because you don’t need a full commitment to it.

With the technology and the way we’re able to produce information so much faster, the traditional version of the CFO is it’s not tired, it’s possibly outdated, but it’s certainly not a cost structure that the classic American business, $1 million to $25 million in revenue doesn’t need to dedicate so much physical cost to absorbing that one position. That’s why I’m trying to get people to think very differently about that because that person needs a chance to succeed. If you invest $150,000 or $200,000 of salary into that person, you’ve now added 8x cost to the company than you need to in that stage of growth of what you need.

Let me buy it. What price is it for Fully Accountable if somebody wanted to work with you guys versus hiring a CFO?

We have three tiers of packages. Our lowest price that someone pays us is $2,000 a month. We are their bookkeeper, controller, data analyst and CFO. Depending on whether or not the amounts of what you need on your high transactions will dictate the first, second or third-tier package, we always say this, we are not trying to be the cheapest because we’re the best. We’re not trying to fill role of this software that cleaned and it’s all done for you. We do the physical work. You’re buying our humans to do the work at a fraction of the cost and that’s how it works. The thing that I care more about is you realize that it’s not about your tax return. The tax return is something you and I have personal nature to the IRS. It’s not a function of the business.

Most businesses are flow-through businesses. At the end of the year, you work with someone to minimize tax. Along the way, you rob the business of making good fiscal decisions every day, every hour, and every month in order to make wise decisions for the company. What Fully does is that four-in-one model. Not everyone does the fractional CFO part, but everyone does the bookkeeper, the controller, and the data analyst. Sometimes, depending on the team, they have one of those professionals that we help become the liaison inside the business and we backfill the rest of it. Your package will determine, once our onboarding team gets on there and figures out those components but that’s how it works.

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Can I say how significantly cheap that is compared to I thought it was going to be?

I know because we have a good offer, Adam. Everyone thinks it’s going to be this major bigger cost. The reality is we’ve been able to figure out how to develop the right resources so that we can develop this offer. We haven’t made the Inc. 5000 list and are growing well by accident. We’ve been able to figure out a few things and our biggest barrier is the guy who’s in charge. I’m a growth freak. I always want it to be bigger than it is right now. Our biggest barrier is this idea that we date divorce people and I compete against ignorance. Other than that, Fully has a complete offer.

You run a Mastermind as well. That’s something that we have spoken about, which I like to talk about that a little bit.

I literally am a leader in a business. I’m not an accountant. I’m not a data analyst. I have a team and they’re wonderful and competent, but at the end of the day, my heartbeat is for guys and girls like me and you who are living it every day fighting the good fight. One of the reasons I opened a Mastermind, it’s called Total CEO, is I didn’t have something that I want other people to have. Early on, I didn’t have mentors. I didn’t have people to help me. Part of that was my own chip on my shoulder because I was a poor kid and had all these other things. I wanted to do it on my own. I didn’t want the help of other people.

That was ass-backward. That shouldn’t have been done that way. When the light bulb went on, I’m like, “I feel like much is given much as expected.” I decided to jump in and give help. We focus on the growth of the business and all the material elements that go along with that. We’re not a marketing mastermind. We’re not a next hack or trick. We don’t promise you 10x-ing. We literally work on the components of your business. It’s moderated and led by me. We run it like a board room style. Meaning, you’re there working on your business, not to hear a presentation of somebody.

How often do you run those?

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We do it four times a year. We try to do it a business way. You have quarterly meetings in your company. We try to stack it like a quarter. Every quarter you meet, you break away as the owner working on your business and the elements that are necessary to address. You can go back to your company with a board meeting completed so that you can go in and develop strategy, execute, implement and bring that back to the next quarter and rinse and repeat.

Here’s the thing about talking to you versus a lot of other people that we’ve had on the show. You are 100% knowledgeable about what you do. You’re someone I look up to as a mentor. I know I’ve got tons to learn from. I’ve got a seven-figure business and got multiple of those, but I’ve never run an eight-figure business. It’s impressive about listening to you. To you, it’s like a walk in the park. It’s something you’ve done many times before. I think people don’t realize the difference between eight-figures and seven-figures is immense. It’s significantly large. A lot of people when they think about the term millionaire, they’re thinking about, $1 million or $2 million. They think a business like mine that’s doing $1 million or $2 million every year. That’s more than a lot of people will make in their lifetime. If you think of a company like yours, that is doing significantly more than that. It’s impressive.

One of the things I’d like to say is I want to comment on one item you said there. Thank you for those compliments but it’s never easy. The funny thing is when we get to certain milestones, we’re hoping it’s going to be easier. There’s a mindset that’s critical, a hacker’s mindset to get to seven figures. People need to realize that only 7% of all companies do above seven figures in revenue. It’s a very small class of companies. Most people are scratching and clawing to get there. The hacker’s mindset necessary to get to seven-figures is different than going from seven figures to eight figures. This idea that marketing is always right near the top of important is true.

When you have to add this idea of innovation at every level, you’ve got to innovate. One of the biggest innovations that I’d love to leave everyone with is to think like four Ps. You have to have a killer product. You must have something that offers value to people. Along the way, as you generate customers or businesses, nothing without customers. You’ve got this product or service that people want from you and the market is rewarding you with more of those because you’re solving a problem or you offer value. On top of that, the second P is this idea of process. You have to start developing structure around the way you deliver your product or service so that you can have consistency that leads to efficiency, which ultimately leads to excellence.

In order to have a brand, if you miss out on structure and process, you will never get excellence because you lack consistency. People don’t want you to be perfect. They need you to be consistent. Once you have that, you have to go tackle the most important P, which is people. For me, I had to wake up and realize that I’m good at a few things, but in order to grow something beyond my shadow, it needed to involve people. Jim Collins says, “Put them in the right spots on the bus and give them the tools to thrive.” If you take people and you have a good process and you have a service or a product that offers value, you have a winning combination. It was only until I was on my third eight-figure business when I realized I was missing, the overshadowing big P that was missing was profit.

Once I realized that, I became the profit protector of a profit margin, it started to be very different for me because of that fourth P. That’s when you start seeing maturity in your business. That’s why in the beginning phase, I’ll never say to someone who’s doing $100,000 a year, “You need to worry about these four P’s.” They need to worry about getting customers. They’ve got to get customers. All the other stuff becomes the headaches of growing. Once you get and established a criteria where you have to evaluate those four Ps, when you’re at a run rate above half a million a year, you are someone who needs to start looking at your business differently to get ready in late-stage seven and be able to go there.

Vinnie, you are incredible. Normally, at the end, I’d say, “Can you share a psychological hack?” Honestly, you’ve delivered many. To the readers, it’s a no brainer that the right thing for them to do is at least get their data if they go to that link that you mentioned.

I’ll give two quick ones. One is going to FullyAccountable.com/hacker. We will give you the resources right at your fingertips to actually do it. As part of that first hack, I triple dog dare you to start doing it. Even if it’s very little, you will learn more about your business. Under there are basic things you should know, you as the leader should be walking around information about your company like, what’s the average order value? How long a customer sticks around? What’s the standard margin of the type of business I run in my industry? These are things you should know. If you don’t know them, use it as a good indicator, as a motivation to get this information. You have to start understanding it.

My second hack is one that I hear you say all the time, don’t give up because it’s hard. One of the best things you can do is to find the things that interest you. Find out very quickly the things that don’t and have others help you with that. I read a book once, Angela Duckworth’s Grit. She said four things. She said that people give up one of four reasons. They give up because they’re bored. I felt guilty about that one a lot because I want to chase too many opportunities at the same time. Two, it is because they quit. They don’t put in the work long enough to overcome a certain threshold. They don’t see short-term what requires more medium or long-term. Three, they’re not interested because they’re not interested. They don’t keep going to develop expertise. Four, I don’t think I have what it takes. They look at and they said, “I don’t think I can put the effort in.” They just bail. The smartest thing someone could do is realize which one of those four at any given moment is what’s causing you to be one bad decision away from quitting and understand why.

I get to share a final story for you. She was one of my employees. This employee has been the fastest-growing employee in our company. She went from intern to paid intern to employee. This is all within a span of nine months. This person is rising fast. They don’t know, but behind the scenes, we’re even talking about going a step further and putting her the head of a department. We are impressed with this employee. For the first time ever, they had a task. It was very stressful. They said to me privately, “I had this feeling that what you were asking me to do is way above my pay grade.” I was like, “You don’t pay me enough to deal with that.” She’s like, “I didn’t say it, but I wanted to talk this out with you because it crossed into my mind, not as my boss, but as my mentor and my friend.

Can you help me deal with this feeling?” I said, “We have to look at the past. We’ve continually given you tasks that are above your pay grade. You have continually accepted them and risen because of it. I want you to ask yourself, is this the end? Is this the top of the stairs? Is there no higher for you? Will you once again take on this bigger, tougher, more difficult task and rise again?” I was like, “Everybody believes they have a boundary or a threshold that is where they are. The funny thing is, it’s your belief of where that boundary of threshold is. You can always choose to take on more, rise to the occasion and keep going.”

I had dinner with a woman in Prague and her husband. We went and ate at their home. She is a survivor as a victim of the genocide attempt between the Bosnians, Serbians and the Sarajevo conflict. She said to me, “You never know how tough you are until you’re pushed to the edge.” It was motivating to hear that because I think I don’t need to have strap metal on my leg or to die out of the way of grenade to realize business is hard. Lots of times, as an owner, we had the mindset that everyone else makes it look a little easier and we run into diversity and we quit. The biggest hacker thing that I hear you talk about is how to overcome that. If we can do that on a regular daily basis and do the work that there’s a reason why we’re piloting a 5%, 3% or 1% crowd is that you’re going to have it where the person is next.

Vinnie, I appreciate this so much. Readers, there is so much value here. This is the real stuff. It’s not the glitzy, glamorous do this one quick trick thing. If you follow this, it will single-handedly grow your business. I know this because this is the stuff that I listened to. It’s totally worth it. Thank you so much for taking the time to come join us. For our audience, thank you for joining us.

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About Vinnie Fisher

PHP 14 | Data Based Business ScalingVinnie is a businessman, entrepreneur, lawyer, author, husband, and father. He has been married for over 20 years to his wife Debbie, and together they have four children. Vinnie has 20 years of experience and studied at Canisius College with a bachelor’s degree in Political Science and Government. He then continued his studies at the University of Toledo College of Law for Juris Doctorate, Law. He is an Attorney and specializes in entrepreneurship, social media marketing, online advertising, affiliate marketing, digital marketing, business strategy, team development, leadership, finance, business development, email marketing, google analytics, WordPress, customer-focused service and tax planning.

Vinnie discovered a much-needed service for business owners, after starting a few successful digital businesses. In 2014, he co-founded and is the CEO of Fully Accountable, a full service, outsourced accounting and finance firm for digital and eCommerce businesses. The team of data analysts and accountants do the work and provide the proactive, forward-thinking feedback business owners need to make the right decisions to increase growth and double their profit margin.

The mission of Fully Accountable was then and is today to double the profit margin of 10,000 eCommerce and Digital Companies through a full service accounting and finance firm that does the work on a fractional/outsourced basis saving you a large amount of money delivering the service at a fraction of the cost and with the resources and value of a complete department built out in your company.

5 years later Fully Accountable is the leader in the industry serving hundreds of companies in eCommerce and Digital only.  Our team are experts in Digital, “We speak Digital”.

Fun Fact: Vinnie is a twin!

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