The Importance of English in International Business

The major factor involved in the importance of English in international business is the acceptance of English as the international language of the business community for the purpose of uniformity in communication. Accepting English eliminates the need to explore an alternative language. If not English, then what language works better for the international business community?

English as an International Language

Perspective of English as Global Communication

If English as a global language “means that English has the widest distribution on the most continents, it is true. If it means that English is the language most utilized for international communication between and among language communities, it is true. But if it implies that English is the language of all the peoples of the globe, it is manifestly false” (Harris, 2001, 685). What may be good for the functionality of business may not be accepted as being good for the non-business community. With any new project or venture, research and development of the product or service should be done so that words used to communicate with the new market are not received with offense. Be sensitive and respectful concerning the decisions made in regard to the ways communication is used and worded.

Perspective of English as Learned Communication

“It is crucial that students are equipped with-and be aware of-both the linguistic and strategic repertoire that they can draw from in situations where they use English to communicate with those who do not share their first language and culture. In addition to the development of strategic competence, students also need to be reminded that communication is a two-way road. That is, making one’s own message clear and trying to understand others is not the sole responsibility of non-native speakers or speakers of ‘less standard’ English varieties (however that is defined). Everyone is responsible for overall successful communication, whether it is international or not” (Matsuda and Friedrich, 2011, 340). Be mindful that words can have different meanings in different parts of the same country. Therefore, having words that have different meaning in different parts of the world is a reasonable possibility. There can also be different versions of English in different locations. Business English could also be different from the native English of an English-speaking country. Do not assume; technology has been made available to know for sure what is involved in any given business project or transaction.

English in International Business Communication

“In thinking about the impact of English on international business, there will be two effects: the intra-language effect and the inter-language effect. The intra-language effect would relate to the impact that English has in stimulating international business activity between English-speaking countries” (Hejazi and Ma, 2011, 153). If the native English of each of the two countries is slightly different, it still could have the feel of dealing with a non-English speaking country if time is not spent coming to an agreement defining business English. Business professionals new to a market will benefit by finding out how things work and use the same language the other market stakeholders are using.

“The inter-language, commonly referred to as “lingua franca”, effect refers to the impact English would have on stimulating FDI activities between countries which have different official languages. The inter-language effect would have two dimensions: the first involves the use of English by a non-English-speaking country when carrying out international business with English-speaking countries; the second involves the situation in which English is used as a vehicle language between two non-English-speaking countries that use different official languages” (Hejazi and Ma, 2011, 153). Even though cooperation in using English in both cases may result in positive benefits for the countries involved, sensitivity in communication should be exercised to avoid miscommunication that may offend members of the markets involved. Good judgment with word choice is very important.


Is Patrick Holford Really A Nutrition Expert?

Who is Patrick Holford?

He is a popular nutrition expert. He is British and is best known for his numerous nutrition books, with The Optimum Nutrition Bible being his most well-known book.

He is also well-known for creating the Insitute of Optimum Nutrition, from which he retired in 1998.

Is he a nutrition expert?

Patrick Holford originally obtained a degree in experimental psychology. He was particularly interested in the development of mental health issues. He became aware of Dr Pfeiffer and Dr Hoffer, both of whom claimed to successfully treat various mental health issues using nutritional therapy.

This sparked an interest in nutritional therapy within him, and a few years after his graduation, he founded the Institute of Optimum Nutrition. Here, he researched nutritional approaches to assisting depression, schizophrenia, ADHD and eating disorders.

The Institute of Optimum Nutrition grew and began offering training events and even qualifications for other people to study there and qualify as nutritional therapists. The ION is now one of the most well-respected membership organisations for nutritional therapists and produces regular magazines for practitioners and the public.

Food For The Brain Foundation

Patrick Holford has maintained his strong interest in mental health issues and the combination of these issues with nutritional therapy.

He is the Chief Executive Officer of the Food For The Brain Foundation, which promotes the use of nutritional therapy to support mental health.

British Association for Nutritional Therapy (BANT)

He is a Fellow of the British Association for Nutritional Therapy (BANT). This organisation is a membership and regulatory body for nutritional therapists.


Like any practitioner at the edge of developing new and often controversial ideas, he has share of critics.

His philosophy can be boiled down to the idea that, through optimum nutrition, we are more able to deal with the problems and challenges our body may face.

While this may be a philosophy that is criticised by some people, it is neither an unusual nor new idea. Indeed, if we glance through a history book from any world civilization, we will quickly stumble across an old belief that a particular herb or plant was beneficial for health.

Books by Patrick Holford

He is the author or co-author of over 30 books, including the very popular titles below:

The Optimum Nutrition Bible
Optimum Nutrition for the Mind
Optimum Nutrition for Your Child
100% Health
Say No To Diabetes
500 Health and Nutrition Questions Answered


In Home Personal Training Business Or Not?

Is it profitable to start an in home personal training business? Or, is it smarter to have fitness training clients come to your location for training? This location question is something every fitness professional has to tackle at one time in their career.

In this article I am going to breakdown the good, the bad, and the ugly regarding an in home personal trainer business, as well as having clients visit you. Read carefully because the information I am about to reveal needs to be considered before deciding where you want your fitness business to operate.

Here are 6 points to consider before starting an in home personal training business.

1. Who is the guest?

In home fitness training you, the fitness trainer, become the guest in the clients home. This is their comfort zone, and can sometimes lead to distraction for the client. When you enter a training clients home the dynamics all change. However, when they visit you in your gym they are your guest.

It can be a challenge keeping clients focused in their comfort zone. They have the phone, television, and other family members to distract them. As a personal trainer it is your job, in a kind manner, to keep them focused. It is much easier to do this when they are a guest in your gym. The control shifts.

2. Travel

Your in home personal training business forces you to travel to clients. There is cost involved (car, fuel, insurance, time). The biggest cost is the loss of time. You are not making money while driving to the next appointment. Therefore, you have to charge accordingly.

Having fitness training clients come to you saves valuable time so you can book appointment after appointment without stopping. Saving time equals impacting more clients, and greater profits.

3. Cost

The good news about training people in their homes is you can charge more. Home personal training attracts clients who don’t mind paying for the convenience of having a trainer come to them. The bottom line is you can charge more to make up for the lost travel time.

Your personal training business expenses for home training are fuel, car, maintenance, and car insurance. Of course, you will save money on gym space rental.

Now let’s turn to in gym training. You will need to either own your own facility, or rent space. This is an expense. The positive is you don’t have the travel time, an can train more people.

4. Money

As previously mentioned, your in home personal training business will generate a high per session fee versus in the gym training. This is all because of travel time. A smart personal trainer will account for travel time.

In the gym pros won’t be able to command the fees as in home trainers, but they can make it up from training more people. It is possible to train more than one, or more people in an hour. Home personal training makes it hard to do this as a result of travel time.

5. Equipment access

As a result of the functional training movement there are many options for equipment in your home personal training business. However, a highly stocked fitness facility provides even more options. The bottom line is you can get a phenomenal workout either way.

6. Motivation

I have found that the group dynamics of a fitness facility trump in home training. Seeing other people exhibit effort tends to motivate people. Clients who train in their homes will not experience this group dynamic motivation. However, having you, a personal trainer, coaching them will motivate clients enough to get results. In home personal training business clients enjoy the privacy of their home gym.

So which is better in home personal trainer business, or in the gym? The answer to your question is neither. My vote is a tie. There are positives, and negatives regarding both. It is your job as a fitness professional to see which fits best into your personal training business plan. Consider the points above, and take action to build your fitness business.


The Impact of the New Massachusetts Data Security Regulations

While the Security and Exchange Commission’s (SEC) proposed amendments to Regulation S-P await final rule status, the Commonwealth of Massachusetts has enacted sweeping new data security and identity theft legislation. At present, approximately 45 states have enacted some form of data security laws, but before Massachusetts passed its new legislation, only California had a statute that required all businesses to adopt a written information security program. Unlike California’s rather vague rules, however, the Massachusetts information security mandate is quite detailed as to what is required and carries with it the promise of aggressive enforcement and attendant monetary penalties for violations.

Because the new Massachusetts rules are a good indication of the direction of privacy-related regulation on the federal level, its impact is not limited solely to those investment advisers with Massachusetts clients. The similarities between the new Massachusetts data security laws and the proposed amendments to Regulation S-P affords advisers an excellent preview of their future compliance obligations as well as useful guidance when constructing their current data security and protection programs. All investment advisers would benefit from understanding the new Massachusetts regulations and should consider using them as the basis for updating their information security policies and procedures in advance of changes to Regulation S-P. This article provides an overview of both the proposed amendments to Regulation S-P and the new Massachusetts data storage and protection law and suggests ways that investment advisers can use the new Massachusetts rules to better prepare for the realities of a more exacting Regulation S-P.

Proposed Amendments to Regulation S-P

The SEC’s proposed amendments to Regulation S-P set forth more specific requirements for safeguarding personal information against unauthorized disclosure and for responding to information security breaches. These amendments would bring Regulation S-P more in-line with the Federal Trade Commission’s Final Rule: Standards for Safeguarding Customer Information, currently applicable to state-registered advisers (the “Safeguards Rule”) and, as will be detailed below, with the new Massachusetts regulations.

Information Security Program Requirements

Under the current rule, investment advisers are required to adopt written policies and procedures that address administrative, technical and physical safeguards to protect customer records and information. The proposed amendments take this requirement a step further by requiring advisers to develop, implement, and maintain a comprehensive “information security program,” including written policies and procedures that provide administrative, technical, and physical safeguards for protecting personal information, and for responding to unauthorized access to or use of personal information.

The information security program must be appropriate to the adviser’s size and complexity, the nature and scope of its activities, and the sensitivity of any personal information at issue. The information security program should be reasonably designed to: (i) ensure the security and confidentiality of personal information; (ii) protect against any anticipated threats or hazards to the security or integrity of personal information; and (iii) protect against unauthorized access to or use of personal information that could result in substantial harm or inconvenience to any consumer, employee, investor or security holder who is a natural person. “Substantial harm or inconvenience” would include theft, fraud, harassment, impersonation, intimidation, damaged reputation, impaired eligibility for credit, or the unauthorized use of the information identified with an individual to obtain a financial product or service, or to access, log into, effect a transaction in, or otherwise use the individual’s account.

Elements of Information Security Plan

As part of their information security plan, advisers must:

o Designate in writing an employee or employees to coordinate the information security program;

o Identify in writing reasonably foreseeable security risks that could result in the unauthorized disclosure, misuse, alteration, destruction or other compromise of personal information;

o Design and document in writing and implement information safeguards to control the identified risks;

o Regularly test or otherwise monitor and document in writing the effectiveness of the safeguards’ key controls, systems, and procedures, including the effectiveness of access controls on personal information systems, controls to detect, prevent and respond to attacks, or intrusions by unauthorized persons, and employee training and supervision;

o Train staff to implement the information security program;

o Oversee service providers by taking reasonable steps to select and retain service providers capable of maintaining appropriate safeguards for the personal information at issue, and require service providers by contract to implement and maintain appropriate safeguards (and document such oversight in writing); and

o Evaluate and adjust their programs to reflect the results of the testing and monitoring, relevant technology changes, material changes to operations or business arrangements, and any other circumstances that the institution knows or reasonably believes may have a material impact on the program.

Data Security Breach Responses

An adviser’s information security program must also include procedures for responding to incidents of unauthorized access to or use of personal information. Such procedures should include notice to affected individuals if misuse of sensitive personal information has occurred or is reasonably possible. Procedures must also include notice to the SEC in circumstances in which an individual identified with the information has suffered substantial harm or inconvenience or an unauthorized person has intentionally obtained access to or used sensitive personal information.

The New Massachusetts Regulations

Effective January 1, 2010, Massachusetts will require businesses that store or use “personal information” about Massachusetts residents to implement comprehensive information security programs. Therefore, any investment adviser, whether state or federally registered and wherever located, that has just one client who is a Massachusetts resident must develop and implement information security measures. Similar to the requirements set forth in the proposed amendments to Regulation S-P, these measures must (i) be commensurate with the size and scope of their advisory business and (ii) contain administrative, technical and physical safeguards to ensure the security of such personal information.

As discussed further below, the Massachusetts regulations set forth minimum requirements for both the protection of personal information and the electronic storage or transmittal of personal information. These dual requirements recognize the challenge of conducting business in a digital world and reflect the manner in which most investment advisers presently conduct their advisory business.

Standards for Protecting Personal Information

The Massachusetts regulations are quite specific as to what measures are required when developing and implementing an information security plan. Such measures include, but are not limited to:

o Identifying and assessing internal and external risks to the security, confidentiality and/or integrity of any electronic, paper or other records containing personal information;

o Evaluating and improving, where necessary, current safeguards for minimizing risks;

o Developing security policies for employees who telecommute;

o Taking reasonable steps to verify that third-party service providers with access to personal information have the capacity to protect such information;

o Obtaining from third-party service providers a written certification that such service provider has a written, comprehensive information security program;

o Inventorying paper, electronic and other records, computing systems and storage media, including laptops and portable devices used to store personal information to identify those records containing personal information;

o Regularly monitoring and auditing employee access to personal information in order to ensure that the comprehensive information security program is operating in a manner reasonably calculated to prevent unauthorized access to or unauthorized use of personal information;

o Reviewing the scope of the security measures at least annually or whenever there is a material change in business practices that may reasonably implicate the security or integrity of records containing personal information; and

o Documenting responsive actions and mandatory post-incident review.

The requirement to first identify and assess risks should be, by now, a familiar one to all SEC-registered investment advisers. The SEC made it abundantly clear in the “Compliance Rule” release that they expect advisers to conduct a risk assessment prior to drafting their compliance manual and to implement policies and procedures to specifically address those risks. The Massachusetts regulations provide an excellent framework for both the risk assessment and risk mitigation process by alerting advisers to five key areas to be addressed: (i) ongoing employee training; (ii) monitoring employee compliance with policies and procedures; (iii) upgrading information systems; (iv) storing records and data; and (v) improving means for detecting, preventing and responding to security failures.

That section of the Massachusetts regulations requiring businesses to retain only those service providers capable of maintaining adequate data safeguards should also be familiar to SEC-registered advisers. However, the additional requirement that a business obtain written certification that the service provider has a written, comprehensive information security program would be a new and valuable addition to an adviser’s information security procedures. Since the lack of compliance documentation is a common deficiency cited during SEC examinations, obtaining written certification from the service provider is an effective method by which an adviser can at once satisfy its compliance obligations and memorialize the compliance process.

One unique aspect of the new Massachusetts regulations is the recognition that a significant number of employees now spend at least some part of their working life telecommuting. This recognition should, in turn, translate into an awareness by advisers that their information security plan may be deficient if it does not adequately address this issue. The amount of personal information that can be stored (and lost) on the many portable electronic devices available to employees – be they laptops, smart phones or the next new gadget – should be enough to keep chief compliance officers awake at night. As mandated in the Massachusetts regulations, any proper telecommuting policy must first begin with a determination of whether and how an employee that telecommutes should be allowed to keep, access and transport data comprising personal information. Once these initial determinations have been made, advisers can develop appropriate policies and implement procedures to protect client information from ending up on the family computer with an unsecure wireless connection or on the laptop computer left in the back seat of a rental car.

Computer System Security Requirements

128-bit encryption. Secure user authentication protocols. Biometrics. Unique identifications plus passwords. To some advisers these terms and concepts are as familiar as mutual funds, financial plans and assets under management. To a great many other advisers, however, they represent an unknown and unknowable universe – as alien to the conduct of their advisory business as is day-trading to the “buy and hold” practitioner. Unfortunately for the technologically challenged, it will be necessary to become somewhat conversant with these concepts once the amendments to Regulation S-P are enacted.

The new Massachusetts regulations require that an information security program include security procedures that cover a company’s computer systems. These requirements are far more detailed and restrictive than anything in Regulation S-P, either in its current iteration or as proposed to be amended. Pursuant to the new Massachusetts law, any business that uses computers to store personal information about Massachusetts residents must, at a minimum, have the following elements in its information security program:

o Secure user authentication protocols including (i) control of user IDs and other identifiers;( (ii) a reasonably secure method of assigning and selecting passwords, or use of unique identifier technologies, such as biometrics or token devices;( (iii) control of data security passwords to ensure that such passwords are kept in a location and/or format that does not compromise the security of the data they protect;( (iv) restricting access to active users and active user accounts only; and (v) blocking access to user identification after multiple unsuccessful attempts to gain access or the limitation placed on access for the particular system;

o Secure access control measures that (i) restrict access to records and files containing personal information to those who need such information to perform their job duties; and((ii) assign unique identifications plus passwords, which are not vendor supplied default passwords, to each person with computer access, that are reasonably designed to maintain the integrity of the security of the access controls;

o To the extent technically feasible, encrypt all transmitted records and files containing personal information that will travel across public networks, and encryption of all data to be transmitted wirelessly;

o Reasonably monitor systems for unauthorized use of or access to personal information;

o Encrypt all personal information stored on laptops or other portable devices;

o For files containing personal information on a system that is connected to the Internet, install reasonably up-to-date firewall protection and operating system security patches, reasonably designed to maintain the integrity of the personal information;

o Install reasonably up-to-date versions of system security agent software which must include malware protection and reasonably up-to-date patches and virus definitions, or a version of such software that can still be supported with up-to-date patches and virus definitions, and is set to receive the most current security updates on a regular basis;

o Educate and train employees on the proper use of the computer security system and the importance of personal information security; and

o Restrict physical access to computerized records containing personal information, including a written procedure that sets forth the manner in which physical access to personal information is restricted.

As can be seen from the above list, what the Massachusetts regulations have generously provided to advisers is, in effect, a “shopping list” that they can take to their nearest computer consultant. Any investment adviser that read this litany of computer system security requirements and had an immediate adverse reaction would be well-advised to turn each of the above listed elements into a computer security checklist, find a reputable computer specialist and outsource the project to those people who have the expertise to equip your computer system with the requisite security capabilities.

Best Practices

The Massachusetts regulations may be viewed as setting forth “best practices” in the area of information storage, data protection and computer security. As most advisers already know, industry “best practices” have an unpleasant habit of quickly morphing into SEC expectations. Advisers should take advantage of the unique opportunity afforded by the Massachusetts regulations, as rarely do they receive such detailed guidance as to what “best practices” are in a given area of regulation. Nor are they often provided with such a clear picture of what the regulatory landscape will look like in their profession in the very near future. Therefore, it would be advantageous for advisers to compare their existing information security programs to the standards set forth in the new Massachusetts regulations and determine where their programs might benefit from incorporating one or more of these standards. While it may not be feasible for all advisers to invest in state-of-the-art computer security, all advisers could certainly benefit from understanding what updates can be made to improve their current information security policies and procedures.


Why You Want to Partner With A Small Business Coach-Advisor

According to The National Federation of Independent Business [NFIB] Education Foundation, over the lifetime of any small business, 30 percent will lose money, 30 percent will break even, and just fewer than 40 percent will be profitable. The Small Business Administration [SBA] reports that 50 percent of all small business fail after their first year, 33 percent fail after two years, and nearly 60 percent fail after four years. Reasons for failure cited by the SBA include: limited vision, over expansion, poor capital structure, over spending, lack of reserve funds or too little Free Cash Flow, failure to adjust to market changes, underestimating competition, poor business execution, poor business location, failure to establish company goals, poor market segmentation and strategy, poor knowledge of the competition, no management systems, over dependence on specific individuals, and/or focusing on the technical aspects more than the strategic aspects of the business, and an inadequate business plan.

Developing and growing a small business enterprise, either from a new venture or as an existing one, is difficult in a bull market, where the economy is growing. The difficulty factor is there none the less. However, in a down economy, in a recession, where the risk of business failure is magnified several times, the difficulty factor is increased by a significant magnitude. Entrepreneurs and small business enterprises find themselves working in their business as opposed to working on their business. That is, when times are tough, the small business owner feels compelled to spend all his or her time on operations just trying to keep the boat afloat, while putting off where the boat may be going. It is particularly critical in a recessionary economic cycle to spend as much time as possible on the direction of your boat, as it is on operations. If the vision is lost or clouded, it won’t really matter how hard you try to keep things afloat, at some point you may well run aground because you were not watching where you were going. Having an extra pair of eyes to help stir your ship and keep you in the right direction is critical to not only maintaining your business, but helping you to grow it. And as the principal in your small business, this is where you want to position yourself; at the helm stirring your enterprise in the direction of your vision.

Successful athletes typically hire a coach to help them achieve success. Certainly this is the case in professional golf. It is the case in the world of professional cycling. And it is the case in professional team sports, such as baseball. For the entrepreneur and small business enterprise, having a coach, advisor, on the sidelines as well as in the game, to provide critical objective guidance to help them attain their business objectives can be the difference in achieving real success. As a small business enterprise, you want to be in the category of a ‘small business growth’ company, positioned for IPO, acquisition, merger or growing into a medium-sized company. A Business Coach and Advisor will work with you to help avoid becoming an SBA or NFIB Education Foundation statistic on their list of small business failures. From time to time we all need outside guidance, counsel, mentoring and advice. A Business Coach/Advisor will actually help you to become a success story. The benefits of partnering with a Business Coach/Advisory far outweigh the costs. Five critical benefits of partnering with a Business Coach/Advisor include, but are not limited, to the following:

1. Accountability. A Business Coach /Advisor will help you to maintain focus on driving your business forward, and helping you to work through the temptation to work in your business and not on your business. A good Business Coach/Advisor will insist on holding you accountable for achieving your goals and objectives, and work with you to delegate operation tasks that need to be performed by key personal, and guiding you towards providing the strategic vision your business needs to grow. Your Business Coach, acting in an Advisory capacity will work with you to develop or refine strategic short- and long term goals and then hold you accountable to achieve them. You want your coach to be tough, yet personable having the capacity to understand your business and where it is you want to take it. There job is to help you formulate that and to get you positioned to attain it.

2. Formulating Strategic Goals, Ideas, Objectives. A Business Coach/Advisor will work with you to develop and refine your goals, ideas and objectives. A combination of coaching and advising is necessary here, and your Coach has the acquired expertise and experience to work through these with you and knows how to adapt them to your business.

3. Contributing Business Growth Strategies. A good Business Coach/Advisory will have the ability to share and communicate their experience and expertise in developing business growth strategies. Remember, no one has all the answers. No one. Not a coach or a business executive. Sharing ideas are critical. Thinking out of the box is essential. So, when you’ve just “run out of ideas” on how to market and sell your products and services, your Coach will work with you, as a partner, to develop and then implement the business growth strategy or strategies that are specific to your company and market to meet your growth objectives. To be most effective, weekly communication with your Coach will keep you on track.

4. Resources. When it is needed, your Business Coach/Advisor will provide referrals to contacts or resources for your business, such as expansion capital, legal and accounting services, social media marketing, technologies, and other resources that are relevant to helping you meet your goals and objectives. My view here is that it is incumbent on a business coach and advisory to have a teaming or partnering viewpoint, and it is essential for them to do so for the benefit of you, the small business owner.

5. Objectivity. A Business Coach/Advisor provides you with the necessary objectivity to see your business as it really is. This is essential for an honest assessment of where your business is in its life cycle. When you get used to the same processes and procedures, tasks, basic routine, you lose the ability to see your business with the same objective clarity that you once did. Your Business Coach provides you with a double perspective; looking into your business from the customer perspective, and looking out at the customer from your perspective. And then provide you with feedback about what works, what doesn’t and what your options are. To be effective, weekly communication with your Coach will keep you on track.

Partnering with a Business Coach/Advisor should be on a retainer basis for three to nine months, preferably six months. It will normally take a good Business Coach/Advisor two months, sixty days, at least to become fully knowledgeable about your business, its practices, your strengths, weakness, your vision, and your objectives. Then another month to begin working with you to arrive at your business objectives. While three months is the minimum time needed for a good Business Coach/Advisor to begin making a difference under a single retainer agreement, nine months is the maximum under a single retainer agreement, where six months is the optimal. During a six month retainer, a Business Coach/Advisor should be able to meet all goals and place in to practice the critical elements that a small business needs to attain strategic objectives. Typically, once a small business has partnered with a Business Coach/Advisor, they retain them continuously, or as needed.

In today’s troubled economic climate, the use of a Business Coach/Advisor makes strong financial sense. While you might feel you can go it alone, the resulting cost may far outweigh what it would be had you partnered with a Business Coach/Advisor when needed. It’s sort of like the old TV commercial about changing your oil, you can either do it now at the cost of an oil change, or wait until your engine blows and pay the cost then. Waiting will certainly cost you infinitely more. If you are facing a limited vision, over expansion, poor capital structure, over spending, lack of reserve funds or too little Free Cash Flow, failure to adjust to market changes, underestimating competition, poor business execution, poor business location, failure to establish company goals, poor market segmentation and strategy, poor knowledge of the competition, no management systems, over dependence on specific individuals, focusing on the technical aspects more than the strategic aspects of the business, or simply need help in growing your business, then partnering with a Business Coach/Advisor makes good financial sense.