Doing your job is what you’re paid for. Understanding the business is what gets you paid more.
Business finance for people who aren’t in finance. Twelve hours, one company, every dollar traced — the P&L, the cash, the balance sheet, and what any of it has to do with you.
Somewhere above you, there’s a spreadsheet with your name in it. Your salary is a line item. Your team is a cost center. The raise you’re waiting on is sitting in a budget, next to three other things the company could do with that money instead.
The people who understand those numbers get handed more — bigger budgets, bigger calls, the next role up. They’re not smarter than you — they can just see how the business actually works, and that makes them worth more to it.
Nobody ever taught you this in order. That’s the whole gap.
Instead of definitions, you start with one business small enough to hold in your head and watch the money actually move through it: B-Side Records — a record store. Crates of used stock bought with real cash. Rent. One part-time employee. A Saturday that goes well and a Tuesday that doesn’t. By the time terms like “gross margin” or “balance sheet” show up, you already know what they mean. You watched them happen.
Modules 1 through 4 follow B-Side Records — one small business, one story, watched end to end. Module 5 takes the exact same numbers into a company with five hundred people in it.
You build the accounting equation in your own words before we ever introduce the vocabulary. When the terms show up later, they make sense — because you invented the logic yourself.
The Profit & Loss statement. Revenue, costs, margin. What the business made, what it spent, what’s left. Read it, understand it, use it.
The single most misunderstood concept in business finance. Why a profitable business can go broke — and why an unprofitable one can survive. Once it clicks, you’ll spot it in every business you look at.
What the business owns, what it owes, and what’s left over. The snapshot-in-time document that tells you whether a business is actually healthy.
Same numbers, five hundred people. The store had one part-time employee; your company has a headcount line. The store had rent; your company has facilities spread across four departments. Everything you learned stays true — it just picks up more names, and more people arguing over it. This is the module where the small business you understand becomes the big one you work in.
A P&L is a P&L. A balance sheet is a balance sheet. What changes is how you use them — a marketer reads the P&L to defend a campaign budget, an HR lead reads it to push for headcount, a founder reads it to decide whether to hire or hold. Same numbers, different conversations.
So the course knows your role. The scenarios are built for it, and the AI voice coach coaches you differently depending on it. You pick your lens when you enroll — every example lands through the angle that matters for what you do.
I cloned my own voice and handed it everything — the entire curriculum, the whole B-Side Records story, and 20 years of my finance knowledge, opinions, and hot takes. It’s not a chatbot.
Talk through anything in the material and hear how I’d actually explain it. Ask it to take another run at cash vs. profit. Make it defend a hot take. Explain the P&L back to it and let it poke holes.
Everyone’s selling AI right now — prompts, Copilot, or get left behind. I use it on real financials just about every day, and there’s one built into this course in my voice. So I’m not telling you it’s useless. I’m telling you what nobody selling an AI course will: it’s a multiplier, and a multiplier needs something to multiply.
Learn the numbers first. Then every tool you touch is worth more in your hands than in theirs.
Before I built this course, I auditioned to teach accounting at a college. Twenty-minute slot. One student — the department head. A guy who’d watched hundreds of people teach this subject.
I started the way I now start this course: built the whole system on a whiteboard. No vocabulary upfront. No definitions. Just — here’s a business, here’s what happens when money moves, here’s how you keep track of the story.
Two minutes in, he stopped me.
You don’t have to keep going. No one has ever taught it like this. You have the job.
That’s the method in this course — same whiteboard, same discovery.
The Stack is both courses, plus the launch-window extras below. They’re in until Sept 30, then they’re gone. Excel LUL teaches you the tool. Numbers at Work LUL teaches you the game it’s played in. The tool alone does the job you already have; the tool plus the numbers is how you make the case for the next one.
Take both inside the launch window and you also get these two. Stack-only, and they leave when the window closes:
The course on turning all of this into actual money — how promotions really get decided, what the people deciding actually care about, how to ask for a raise in their language, and how to use any of it to land the next job instead. Ridiculous name. Serious course.
The only version that knows both the tool and the numbers, so you can bring it a spreadsheet and a business question.
It’s a 12-hour course. “Lifetime access” is how courses go unwatched — a window means you actually do it. Need more time? Email me. I’ll extend it. Nobody gets cut off.
Finish Module One. Then I ask you point-blank: in or out? Out — full refund, every dollar, no hard feelings. In — we finish what we started, and refunds are off the table. One module to decide. That’s the deal.
This course on its own — everything on this page, minus the Stack extras. One payment — no subscription, no hidden fees.
Even at full price, this sits under almost every corporate training budget — professional development is literally what the budget is for. Most students expense it or get reimbursed. I’ll even make the ask easy: a one-page PDF that sells your boss for you.
Your raise. Your budget. What happens to your role when the org chart gets redrawn. All of it gets decided by people looking at numbers. Understand those numbers and you become more valuable to the business — and that’s who gets the next role up.
Finally understand the numbers at work.
Understanding the business is what gets you paid more.
