Plain English Finance

Ep. 31 | Your Financial Order of Operations When Starting a Business in Canada

• Tre Bynoe • Episode 31

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 In this episode, Tré lays out the clear financial steps to follow if you’re thinking about starting a business in Canada. 

If you’re a Canadian professional or aspiring business owner, this episode is your practical roadmap.

You’ll learn why understanding cash flow, separating your identity from the business, and using debt efficiently aren’t optional—they’re foundational.

What you'll learn:

  • Why learning basic financial skills beats chasing business trends
  • The difference between self-employment and real business ownership
  • How to structure debt to reduce taxes as a sole proprietor
  • When (and why) to consider incorporating
  • How to avoid common traps that lead to CRA nightmares
  • Why planning your exit strategy now pays off later

If you want to start smart and stay solvent, this episode is essential.

Follow, review, or share the show to help more Canadians build businesses that work—for them.

Tre:

Hello, and welcome to the Plain English Finance Podcast, the podcast dedicated to helping you make smart financial decisions. I'm your host, Tre Bynoe, certified financial planner and chartered investment manager. I'm a financial planner with TCU Wealth Management and Aviso Wealth. For more details or to send in your questions, check out the show notes at trebynoe.ca/podcast. And if you wanna learn more about me, start with the first few episodes. Okay. Second time. Lucky I, we did this episode already and I didn't turn on my microphone. Yeah. So, yeah,

Sierra:

Round two, we are

Tre:

Redoing it. I have so this one,

Sierra:

Love it when that happens.

Tre:

All these things you don't think about when you're like, yes, you know a great idea. It is. Let's do a podcast.'cause that will help the most amount of people. Yeah. Anyway. I mean, I guess it still does. Just annoying. Yeah.

Sierra:

That's not the part that, it's just there's a lot of work.

Tre:

A lot more work than it looks like to go into, to do. Yeah. But this one is, so it's episode 31 and it's on the order of operations for if you're starting a business. So if this one is shorter than the other one, that's because

Sierra:

We're so much more concise now.

Tre:

Yeah. Maybe something like that. Something like that. Put a positive spin on it. Yeah. Okay. Uh, so starting a business, what are the first few things that you should be thinking about?

Sierra:

So if you're starting a business, you're gonna be taking on more risk. Mm-hmm. Because you don't have a guaranteed income you

Tre:

Yeah. Unless you're doing it, you could like, I guess do it half and half, like while you're working

Sierra:

yeah.

Tre:

on the side. A lot of people start business that way.

Sierra:

But

Tre:

I would say, correct. Yeah.

Sierra:

I would say that's kind of like the idea of having that safety net. Either you have your expenses, like whatever, you eventually tell us.

Tre:

What you need.

Sierra:

I'm trying to not jump ahead now. You either have the money saved so you have a safety net or you're still working. And have some sort of income on the side.

Tre:

Absolutely. Taking on business risk, the vast majority of businesses fail.

Sierra:

Mm-hmm.

Tre:

So taking on any type of business risk when you do not have your, you don't have the basics, you are as unlikely, you're good about to give as much to the business if you having to worry about where to put... food on your table.

Sierra:

Yeah.

Tre:

Obviously there's the exceptions, maybe being hungry makes you work harder. I dunno. It's just in general, you want to

Sierra:

Not usually

Tre:

you want to. Nail the personal safety side of it first. Yeah.

Sierra:

Right.

Tre:

But, uh, the first thing I said that people should do when looking to go into business, is to learn how to do business. It is not, it's not like you have to go take a, like an MBA, master's in Business Administration or anything like that. Just the basics. You need to understand how to read financial statements.

Sierra:

Yeah.

Tre:

Go learn how to do that before you step foot into doing business for yourself. Um, how to budget and manage cash flow properly within a business. Learn, go learn the basics, the very basics, the fundamentals, because ultimately businesses really difficult.

Sierra:

Mm-hmm.

Tre:

And most businesses fail because of simple cash flow issues or things like that. It might be a great idea, it might even look profitable on paper, but you need to know how to read those type of numbers and those key ratios to determine that.

Sierra:

Yep.

Tre:

Reminds me of a, uh, again, you remember I mentioned Shark Tank has done probably the single best

Sierra:

Yep.

Tre:

job of increasing a generation's financial literacy than I think ever before in history.

Sierra:

Yep.

Tre:

But anyway, Mark Cuban was talking about a deal that he did where I think it was nuts or something. And the lady was selling them and it was like$15, her cost was$15. She was charging$30 for them, let's say. And he was like, so we did the episode... sales go through the roof. And he was like, I was watching the cash just disappear outta the account. And I'm like, what's going on? And turns out the woman loved doing it so much, she decided to give free shipping for all of these bags and nuts. And he was like, how much did free shipping cost?$16. So again, something, it sounds dumb, why would you do that? But people don't think about this, think like this. When you're looking at business, you need to think of it as a business. And oftentimes people will go into business with things that they like to do.

Sierra:

Mm-hmm.

Tre:

Instead of actual viable businesses. Yeah. So what are some things that maybe some people think that they might like to do that are very difficult to make businesses out of?

Sierra:

Photography or something.

Tre:

Funnily enough,

Sierra:

No, I, I shouldn't say that. I think, yeah, I understand where there's a line between having a hobby and then going into business. I do think I... had, I wanted to continue, I think I would've been able to because

Tre:

Able to what though?

Sierra:

Yeah, that's a good question. I don't know. What was my goal? I feel like I was,

Tre:

You're, you are to replace an income, right?

Sierra:

Yeah.

Tre:

So building a business is not replacing an income. Building a self-employment is not building a business.

Sierra:

Yeah,

Tre:

Right, there's lots of things you can do self-employed, just you, and go earn a reasonable income on it. Building a business is very different. And when those two things cross and people don't have an actual plan, that's when it starts to get dicey.

Sierra:

Yeah.

Tre:

So a really good example of that is a plumber, right? Incredible businesses. Very good businesses, very defensible businesses that lots of good things about plumbing as a business, but if you are approaching it as a plumber, the businesses are going to struggle. Yeah. You need to approach it as a business owner. That business happens to be plumbing and that is a, distinction that people really struggle to make. You can be an incredible tradesman, you can be incredible at your craft, but that doesn't mean that suddenly makes you a very good business owner.

Sierra:

Yeah, that's exactly what I was thinking with, for me, with photography. I had to put so much time and effort into just learning photography.

Tre:

Mm-hmm.

Sierra:

I didn't have the skill and then started a business. I was building my skill while also building a business.

Tre:

So it's more of a hobby, right?

Sierra:

Yes. There was lots of things I liked about it, but I realized it was going to be very difficult to do both because it was hard to work on the business while also working in the business while also... working.

Tre:

Yeah.

Sierra:

Because I needed money, so

Tre:

Yeah.

Sierra:

Yeah. That's, I guess it depends on, I'm, sure a lot of people are very skilled in something and think I should start a business because I'm very skilled at this. But starting the business is a whole different skill set.

Tre:

Completely different skillset.

Sierra:

Yeah

Tre:

Completely different ball game. So it's important for you to understand the basics and business is one of those things that you will learn as you do it, for sure.

Sierra:

Yep.

Tre:

Most entrepreneurs are not successful in their first business thing that they, that they do. But there are certain basics you have to know. You have to know how to read a financial statement. Otherwise you, you're just always gonna be, I say that's like not being able to read a... a statement from a bank, like it's just, it's fundamental to running a business.

Sierra:

Mm-hmm.

Tre:

And it's, that's where people get themselves into trouble is not understanding how cashflow works through a business.

Sierra:

Yeah. Didn't you say there's like a course?

Tre:

Yeah. There's lots of courses online that you can take. There's, there's so many places that you can go, but you have to put the effort into go and do it and understand that it is a gap.

Sierra:

Yeah.

Tre:

Okay.

Sierra:

Yep.

Tre:

So that's why I would say in this order of operations, I know it's meant to be like where you put your money and stuff.

Sierra:

Mm-hmm.

Tre:

But that has to be extremely high on the list just go get basic skills. Go learn how to read basic financial statements.

Sierra:

So is that the information that they talk about on Shark Tank?

Tre:

All of that stuff is included in the financial statements?

Sierra:

What's your margin.

Tre:

Yeah. If you can't read financial statements, all of those numbers, you're never going to be able to find out.

Sierra:

Yeah.

Tre:

Because you don't know how to read the numbers.

Sierra:

Mm-hmm.

Tre:

So all of that information you can find in financial statements and it won't take long to learn how to read. You just have to spend the day learning, right. Or a few days, or like you, I guarantee you can probably type into Google right now on YouTube and find a

Sierra:

Oh for sure, six hour

Tre:

course on

Sierra:

just get a chat GPT to do it.

Tre:

Okay. Well,

Sierra:

I shouldn't be telling people to do that. It's also not maybe the most trustworthy.

Tre:

Well, that's the reason I'm saying I don't know whether, yeah, I would. Maybe find a professor online that has a YouTube channel that will do it.

Sierra:

Yeah.

Tre:

There's lots, there's so much out there. Use AI, great. Just also look at others,

Sierra:

Vet it,

Tre:

Just make sure, um, that'd be an interesting one. The day that I meet with somebody and they say they owe hundreds of thousands of dollars of taxes just because they trusted something, that would be an interesting.

Sierra:

Trusted something on AI?.

Tre:

Yeah. I dunno whether would happen. I dunno. We'll see. Ask me in 10 years.

Sierra:

Yeah.

Tre:

Okay. Uh, next big thing that you have to understand, and this is where to put money, is the basics of debt management, good structure to debt. So explain the example. There's one person...

Sierra:

Yeah.

Tre:

I have a hundred thousand dollars.

Sierra:

Yeah.

Tre:

I have a hundred thousand dollars mortgage and the business is gonna cost me a hundred thousand dollars to start. What do I do?

Sierra:

Well, obviously you would do a tax efficient debt structure buy. I don't know if that's quite how it's worded, but by taking the 100,000 you have in cash, paying off your mortgage. Then refinancing or like taking your mortgage out again and using that cash to buy the business.

Tre:

Yeah. It was to start the business,

Sierra:

Start the business, whatever. Yeah,

Tre:

Absolutely. Yeah. There's, there's a lot more risk in starting a business than buying a business.

Sierra:

Right?

Tre:

Right. So just keep that in mind. So when I'm, that's why it's a little different when you're buying into a business, it's like a partner or something. There's a, there is more risk starting, starting your own. Okay. Correct, 100%. Interest. Very, very heavy cost, uh, to most people. If you're gonna hold it, hold it as efficiently as possible.

Sierra:

Yep.

Tre:

Okay. Next thing that you really need to learn is the business is not you. To be able to separate yourself from the business and do what's right from the business, even if that's not right for you.

Sierra:

Mm-hmm.

Tre:

And that's a skill that you need to develop. And I would say... the easiest way for people to develop that I think, if they're not in a professional services type of environment,'cause in that you naturally have to do that, if that makes sense. You naturally have to, like, I put myself in my client's shoes all the time. Accountant does the same, you just do that.

Sierra:

Just think about it.

Tre:

You think about it a lot. But if you join, if you volunteer in the community and you join a board or something like that.

Sierra:

Mm-hmm.

Tre:

That would be, I would say, the easiest way for you to really grasp if you have no skill set in this area, but really understand how to do that effectively. Because when you're on a board, you have a fiduciary duty to the organization. So even you have to learn to separate it from you and what you want and look at it from the viewpoint of the organization and what's best for the organization.

Sierra:

Yeah,

Tre:

okay. For sure. And if you don't learn to do that with a business, again, the business will struggle because you will do things that are not right for the business because you want to do it.

Sierra:

Yeah.

Tre:

So for example, I run a, I run a delivery company and I really want new trucks. I might want new trucks'cause they're nice and pretty and cool.

Sierra:

Yeah.

Tre:

As an individual. But can the business afford new trucks? Is the business going to make that? And you need to, the business needs to look at it from a business point of view.

Sierra:

Mm-hmm.

Tre:

Even if you are looking at it from a personal point of view,'cause you want it to be, you wanna be the coolest truck on the street.

Sierra:

I feel like this would, you'd probably run into some problems with this because I feel like you could justify it.

Tre:

Absolutely.

Sierra:

People would, because if you want it, you will make it, you'll spin it to be like, oh, but if I have nicer trucks, I'll get more clients because marketing. Mm-hmm. Obviously if I, then people will want to hire us more. So even though it's an expense is actually an investment, blah, blah, blah, blah, blah, so, I mean, that could be true

Tre:

And you might not

Sierra:

That could be true,

Tre:

but you need to look at it objectively and make that decision as a business owner, not as the guy driving the trucks.

Sierra:

Yeah.

Tre:

Right.

Sierra:

Yeah.

Tre:

So again, you need to be able to make that separation between you personally and the business.

Sierra:

Yeah.

Tre:

And to remember that the money in the business, there are layers of tax in Canada. So the government wants to incentivize companies spending money to generate income and generate revenue for that company. So with that money, that's an expense, but as soon as you get into the realm of spending that money for personal consumption, that's your, there's another layer of tax there that you have to pay. So a lot of times people get into trouble with spending that money on stuff that isn't really business related and then them realizing that, oh, wait, now I have to pay the tax bill for that money. I don't have any money for that.

Sierra:

Yeah.

Tre:

Issues. Big, big issues can arise. I was talking to somebody little while ago, owed half a million dollars to the CRA over with arrears over years and years of basically not paying the appropriate taxes on time. Right?

Sierra:

Mm-hmm. And they're not,

Tre:

Will kill a business.

Sierra:

Yeah. They're, I mean, they're ruthless. Oh,

Tre:

CRA don't care. They're like the, the guy that comes in the back of the alley and stabs you. Yeah, they'll, they'll kill a business. No problems. They'll bleed a business dry.

Sierra:

It's funny though,'cause they want people to start businesses I guess maybe not the CRA, but it's good for the economy,

Tre:

It's good for the CRA as well, bigger tax base, you know. But ultimately taxes are,

Sierra:

They need that.

Tre:

You don't escape them. You go to prison, it will instead stab you in the back of the alley.

Sierra:

You just said it like that's a common thing.

Tre:

Yeah. That's why I just imagine them in this big hood, like, oh, you didn't pay your taxes stab, stab.. Remember 20 years ago you didn't pay? I dunno.

Sierra:

Oh my.

Tre:

Okay. Um, so I'm gonna quickly review the actual order that people should focus on stuff. So first off, you need to make sure you have a personal safety net. And accessible financial assets because businesses take capital to grow.

Sierra:

Mm-hmm.

Tre:

And you need to be able to invest. If you, you never want to get into a position where the business is costs 50,000 to make profitable to get to that over that hump. And you only have$30,000. Yeah. Well you might have to quit before you get to that. Over the hump, right? Just make sure you have your enough funds to, to get it going. Second thing, ensure liability coverage is adequate. As you, as you go into business, you are taking on more risk in different places. This isn't something to cheap out on as it were. Uh, a bad lawsuit can, that's the business gone and you personally, and a whole bunch of things not worth the risk. Make sure you have appropriate insurance coverage.

Sierra:

Mm-hmm.

Tre:

For those type of things.

Sierra:

Yeah.

Tre:

Make sure that you use debt responsibly. So debt is not a bad thing at all, despite what people might think I say or debt is not a bad thing debt used irresponsibly... terrible thing.

Sierra:

Yeah.

Tre:

Okay. So debt has its place. If you're gonna use debt, use it efficiently. Use it properly, use it appropriately.

Sierra:

Yeah.

Tre:

Fourth thing is to ensure that you understand that there is a transition point. A business is an investment, so it needs to create a profit. It needs to create, you need to be able to, you need to be able to extract wealth, money, whatever from this company.

Sierra:

Yeah.

Tre:

If you cannot do that.

Sierra:

Then it's not a business.

Tre:

You're either spending too much or it's a liability'cause you're, it's costing you money to, to, to run. So a lot of people will have this idea that their whole retirement plan is to just sell their company and they're hoping nothing goes wrong in their industry or something like that.

Sierra:

Yeah.

Tre:

Just be careful of that mindset

Sierra:

Trap basically. And that was, I feel like that, sorry. I was just gonna say, I feel like that would happen a fair amount to people because I've heard of, I've heard of people saying, they started a business thinking it would free up so much time and now they're working more than they ever were before.

Tre:

I think, I think very few people, I mean, they might think they believe it, but I think for the most part people know that if you own your own business, you, you're just more dedicated to it. So

Sierra:

Yeah.

Tre:

Even if you think that you're not gonna spend more time on it, you probably are just.

Sierra:

Yeah, you're thinking about it.

Tre:

The buck stops at you, you know.

Sierra:

Well, and for some small businesses I know, it's they do everything.

Tre:

Mm-hmm.

Sierra:

You know, they're doing their own accounting, they're doing that, well to some extent. But anyways, that's beside the point. It's just something to keep in mind, I guess.

Tre:

So, yeah, take money outta the business. Um. I said there was a book, and I should have looked at the book last time but, don't even

Sierra:

You still don't know.

Tre:

Still didn't look at it. Uh, but there is a book that teaches cashflow management for businesses, and they recommend taking 1% of your gross revenue out of the business, out of site outta mind, like separate bank account. And they actually recommended a completely separate institution. But the idea is that if you can't take 1% of your gross revenues, so you can't run the business on 99% of your gross revenues, then the business is not sustainable anyway.

Editing Tre here. The book is called Profit First by Mike Michalowicz. You can find it on Amazon. There's multiple versions of the book for different types of businesses. Certainly worth a read if you're looking to get into business.

Sierra:

Mm-hmm.

Tre:

And if that's, if that is what kills the business, at least you have that 1%.

Sierra:

Yeah.

Tre:

But if it takes 99% of gross revenue to make the business work, it's gonna fail anyway.

Sierra:

Yeah.

Tre:

But as a backup. So it was a really interesting, it was a really interesting read. Okay. Next thing, as the business grows even more, again, there's liability concerns. So I talked about that liability coverage mainly as like a sole proprietor.

Sierra:

Yeah.

Tre:

Incorporating a business provides extra protections and it allows for a whole bunch of things. But just understand that there is a point where you are a growing business that you should look to make that transition and a key point, because I get asked plenty, should I incorporate? A key thing that you have to understand from a, there's two sides of incorporation. There's the wealth creation side, and then there's the, the liability side of things. Yeah. So from a wealth creation point of view. There is one key thing that has to happen for it to make sense for you to incorporate, and that's for you to be able to leave money inside of the business to invest.

Sierra:

Okay? Yeah. So it could

Tre:

be to reinvest in the business. It could be to invest in a different business, whatever it is. It means that you have your personal consumption needs met, and you are leaving money inside of the corporation. If you are not doing that, there is next to zero benefit.

Sierra:

Mm-hmm.

Tre:

For you on the wealth creation side.

Sierra:

Yeah.

Tre:

On the liability side, completely different. So, but just know as the risk increases, you want to protect yourself personally and do what's appropriate to, to protect yourself appropriately because there's certain risks you would be taking in business that you probably shouldn't be taking on personally with your family and putting that all at risk.

Sierra:

Yeah, for sure. That makes, that makes sense. It's almost like two different. You have to consider the business and yourself.

Tre:

Mm-hmm.

Sierra:

I guess,'cause we were talking about the trucks thing, it's like you

Tre:

Separate out. Right?

Sierra:

It's separate, but you kind of have to use, you have to, you have to think about them separately... but you have to think about both of them.

Tre:

Mm-hmm.

Sierra:

Yeah. For every decision.

Tre:

Major decisions. Yeah.

Sierra:

Yeah.

Tre:

Okay. And then the next thing is. People don't do this enough is you need to look ahead and look at their typical exit strategies for this business type.

Sierra:

Mm-hmm.

Tre:

So what is your exit plan? You're not going to... many people think they might work into the grave, but most people want to be done at some point. And if you don't want to be done, your significant other probably wants you to be done, at some point, once they've given lots of their time. Uh, so make sure that you look at what exit strategies could look like and act accordingly. Because number seven is making a accumulation, make a wealth accumulation plan with that exit in mind.

Sierra:

Mm-hmm.

Tre:

And the reason I say there's lots of ways to fix future issues when it comes to exit strategies, but almost all of them take time to implement.

Sierra:

Yeah.

Tre:

You might be thinking, well, I'm not going to, I'm not gonna sell for a while. What if somebody comes along with a great deal and wants you to. Writes a check for a million dollars, 2 million, 5 million more than you expected from that business where you'd not get a, you're gonna be like, can you just wait, uh, three years while I get my capital gains exemption in order? Constantly be purifying the business. Just, make sure that you are your accumulation plan, where you're gonna be storing assets, how you're gonna be doing it, keeps that in mind.

Sierra:

Mm-hmm.

Tre:

So that when that opportunity does come, it doesn't end up with you paying significantly more taxes, and things like that, than you would otherwise have to do.

Sierra:

Yeah, that makes sense.

Tre:

All of it can be planned for you just have to think ahead a little bit.

Sierra:

Yeah,

Tre:

They're the key things that you should be thinking about when it comes to starting your own business. But the easy one, the one that is most pertinent now is use the opportunity to fix your debt in the way that it's working. I would say would be very high on my list of things that most people aren't doing. I think the other things a lot of people do, do, you know, they are looking at their liability, they are getting insurance, things like that. But I think that debt thing is a piece that I see very, very often missed.

Sierra:

So the tax efficiency of it?

Tre:

Yeah.

Sierra:

Is what you're saying?

Tre:

So for example, you'll have somebody doing a trade that, let's say they have, I dunno,$500,000 of revenue,$300,000 of expenses. And then they have a, I dunno, half a million dollar mortgage, personal mortgage there. Well, if they were doing it properly, they could end up in two years, they could end up with a fully tax deductible mortgage, exactly the same mortgage, but just not, but being able to reduce their income by their interests amount, right?

Sierra:

Mm-hmm.

Tre:

Like so they're paying less taxes.

Sierra:

Yeah.

Tre:

And that's a piece that a lot of people miss. That is perfect... perfect, perfect, perfect while you're a sole proprietor doing this stuff. Incredibly, I say easy. Easy when you know what you're doing, but it is relatively simple for you to do and it will change the trajectory of your financial, financial life if you are, if you have everything else sorted. Yeah. Like very literally just puts more money in your pocket for you to then, if you can't put away your 1%, now you have your 1%, put that away instead. You know, so it's just simply more money in your pocket, less tax that you would pay. That's a key thing that I see missed. So you, you people listen and you might be like, he talks about this a lot. Because so many people miss it. It's a, it's a crossroads. It's like an easy crossroads between the banking side of the world and the financial planning side of the world that doesn't get talked about enough. Same way that there's a big crossroad between the wealth, like the planning, the investing piece and the, and the accounting piece that doesn't, there's a, there's a gray area in between there that doesn't get addressed often enough.

Sierra:

And it's a,

Tre:

Those are the two

Sierra:

and is it all to do with taxes?

Tre:

Yeah.

Sierra:

You have to know the tax code in order to know about this?

Tre:

Basically. Yeah. It's to do with taxes.

Sierra:

Yeah. You need someone who knows the tax code and is in one of those in industries. Sorry, struggling. But yeah, basically like to have,

Tre:

Well you need somebody that knows the other side, right? Yeah. So you either need a, like a banker, like a lending officer that understands the tax side very well to put you correctly on the tax side, or you need a, like a tax person that understands the banking side really well, or in my case, a financial planner that understands the tax side very well. You just need, you need somebody that understands two sides to the, to the silos that people find when they're looking for professional services. And there's just two really big ones that get missed all the time. And that's the tax efficient debt,'cause that's the banking side. And then there's the, way you invest inside of a corporation and balancing that with how you invest outside of a corporation for at least amount of taxes to summarize it.

Sierra:

Yeah.

Tre:

So those two things get missed all the time. That's why I harp on about them. Anyway, that's the episode. That's the episode. So order of operations for starting a business. Start how you mean to go on. Anything to add?

Sierra:

Nope. I'm sorry. If this was not as good as the last one, I can

Tre:

Well, they won't tell. They won't be able,

Sierra:

yeah. I'm like, I can feel myself being like, oh, I'm trying to add something, and I'm, I feel like I'm coming up with nothing,

Tre:

That's okay.

Sierra:

Hopefully. Yeah. Hopefully everyone learned something because I did, and now it's really up here.

Tre:

Really stuck there. Now

Sierra:

It's really stuck. Yeah.

Tre:

Just try to get rid of it.

Sierra:

Yeah.

Tre:

Perfect. Well, the next episode is on building a credit score, and we go through what is actually in a credit score? There's a lot of crap that is, that is spewed around that

Sierra:

Like random rules that people see.

Tre:

Random stuff that people just make up. So straight from the horse's mouth we will mouth, mouth, mouth straight from the horse's mouth we will take a look at. Oh boy. Okay. See you in the next one.

Sierra:

Alright, bye.

Tre:

Thanks for listening to this episode of the Plain English Finance Podcast. Tre Bynoe certified Financial Planner. Chartered Investment Manager is a financial planner with TCU Wealth Management and Aviso wealth. You should always consult with your financial, legal, and tax advisors before making changes. This podcast is provided as a general source of information and should not be considered personal investment advice or solicitation to buy or sell at any securities. The views expressed are those of the individual and are not necessarily those of Aviso Financial Inc. Mutual funds and other securities offered through Aviso wealth, a division of Aviso Financial, Inc.

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Tré Bynoe CFP®, CIM®

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Sierra Bynoe

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