Mosongo Moukwa shows SMB owners how to stop working harder and start seeing clearer, hidden profit, 80/20 focus, and a business that supports your life.
GROWTH PILLAR: Sales & Revenue
WHO THIS IS FOR: SMB owners / Solopreneurs / Corporate escapees / Leaders building systems
WHAT THEY'LL GAIN: Actionable strategies to find hidden profit, fix pricing leaks, apply the 80/20 rule, and redesign a business that supports real life, not just revenue.
Most small business owners aren't underperforming. They're underseeing.
Mosongo Moukwa has spent decades inside Fortune 500 companies where a single pricing decision could take weeks to debate — not because they were slow, but because they understood leverage. When he started working with small business owners, he saw the opposite: fast decisions, heroic effort, and almost no intentional design.
In this episode, Mosongo breaks down how hidden profit gets trapped inside pricing, customer mix, and business structure — and how the 80/20 principle can help owners cut the noise, reclaim their time, and build a business that actually supports their life.
He shares the story of John, a baker who was near bankruptcy, whose marriage was on the line, and who rebuilt everything — not by working harder, but by getting clear on what actually mattered.
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Next Steps
Bernie (00:18)
Question to the audience: Why are you working so hard but still missing real profit and time freedom?
Our guest will break down how small business owners uncover the hidden profit already inside their business, using the 8020 principle to cut noise and redesign their business around clarity, leadership, and life first growth, not hustle.
Our guest today, is Mosongo Moukwa He's the best selling author, entrepreneur, and trusted advisor to small business owners who want more profit, clarity, and control over their time. Drawing on an experience working with Fortune 500 companies and building his own ventures, Mosongo helps owners uncover the hidden profit already inside their businesses, and step into the confident.
Values driven leadership. His work and insights have been featured in Forbes, International Business Times, and the Chicago Tribune. Known for blending strategy with real world honesty, Mosongo believes that the best business breakthroughs happen outside the boardroom, which is why he hosts intimate virtual wine conversations with small business owners, creating relaxed
Meaningful discussions around blind spots, challenges, and opportunities. These conversations are shaping a curated mastermind for owners who want a business that doesn't just grow but truly supports the life they want to live. Mosongo welcome sir. It's an absolute pleasure having you here today. Do you have your favorite or quote or saying you'd like to share with us?
Mosongo (01:35)
Yes, Bernie, thank you. Thank you so much for having me on your show. Actually, I have a number of them. And the one that perhaps jumped on me is that complexity kills growth. So what I get from there is that you really ought to simplify your activity, to simplify your business so that you can focus on what really matters.
Bernie (02:00)
And you have a business tagline?
Mosongo (02:01)
Yes, The tagline is design a business that supports your life. That's what I strive to do with my clients.
Bernie (02:09)
What showed you first that most businesses hide unused profit? you know, in in fact, other than just you know, what showed you, but what is unused profit?
Mosongo (02:18)
Yeah, what I've learned, Bernie, is that we actually sitting, the business owners, they're sitting on gold and they don't always know that. So there are a number of leaks in their business, but really they cannot always figure it out. So let me explain that to you.
So what you have is that...
You're talking about unused profit, Unused profit. That's what you're talking about. Yeah. Yes. Yes. That's, let me tell you this. I remember sitting with the owner who had just posted his best revenue year ever, at least on paper. It looked like a win. But halfway through the conversation, he said, almost quietly, said, I don't know why this feels heavy. So as we...
went through pricing, customer mix, customer structure, the issue became clear. Profit was not missing, but profit was trapped. That was the moment that I realized that most small business owners, are not underperforming. They're actually underseeing. So I noticed that when you see capable owners working harder every year, but still they're feeling somewhat,
constrained, not free, you know, revenue is growing but margin aren't. So time was shrinking, energy was draining. That's when it clicked. So issue is not effort, is not ambition. It was more the profit leaks that were buried inside pricing, structure and decisions that no one actually was looking at it clearly.
Bernie (03:50)
So I I guess working at Fortune five hundred companies helped shape your knowledge base. and is it something that you learned in that space that you're now bringing out? Or is this something you had in Epiphany? You you worked in large corporations and now it's like I'm talking to small businesses and the light bulb came on about the unused profits that they're not realizing.
Mosongo (04:11)
Yeah, yeah, Bernie, this is a great question. I spent my career in Fortune 500, senior level, global organization, and I learned a great deal. So, but what happens in those big organizations? We debate a single pricing decision, and we'll debate it for weeks, for weeks. Not because we were slow, but because we understood leverage.
So later working with small business owners, I saw the opposite, fast decision, heroic effort, but totally no design whatsoever. So that contrast taught me that clarity actually beats hustle, no matter the size of the company. So in large organization, we learned to see, to do intentional design. We learned that intentional design
actually drives performance, pricing discipline, allocation of capital, clarity in decision. That was not optional. They were built in. So this is something that small business owners, could learn because they often rely on instinct and hustle instead. I realized that my role was really to translate the big companies clarity.
into owner scales decision without that bureaucracy. That's what I would say I learned from working with the Fortune 500 companies.
Bernie (05:33)
It almost sounds like what you've just described and having work in corporate myself, is you have a budget and so like how much money you expect and if you're running a new program, you you do a business model. Like, you know, what's it take to get there? what are your expected returns? you know, how soon have you recouped your your expenses, your capital expenses? So is is it a matter of because when you're
when you're acting fast, it's almost like if you're playing hockey, you you're you know, you're the goalie, you're gonna block the puck coming at you. But to to lead up to that point, it sounds like you have to have a framework built around to you know, having your defense and all the all the it's I mean I'm using a sports analogy, but you know, from a business side, you it's like got an idea, but now you gotta you gotta flesh out the rest of the details. Would that be fair enough to say?
Mosongo (06:22)
Yeah, yeah, yeah. mean, a big organization, obviously, you have their own bureaucracy. But one thing that is clear, maybe because they have the resources, is that quite often they take the time to define that clarity. And it's not like because you want to move fast that you should do it at the expense of clarity. In fact, I tend to think that if you have that clarity and you could move fast, actually you have the ability of creating momentum very quickly.
So that's what I would say. You're right on point. That was a very great question, actually, yes.
Bernie (06:56)
So when you're working with a small business and you know obviously they don't sometimes they won't have the large team, they might not have the fractional C or the CFO, fractional CFO, CMO, marketing officer, and all those all those components. Do you if if someone says, Listen, I make widgets and now I want to make a blue widget and it might appeal to this market space,
So is there some way you can create a simulation the to show results somewhat to give you kind of a a prediction?
Mosongo (07:24)
Yeah, well, I I encourage all the small business owners, if you have an idea of a new product, try to move quickly into what I would call a pilot. Something that you can show people so that they can feel it. You can get the earlier feedback, you know, because you want to make sure that product and market fit is actually there, that whatever you're developing is providing value. So the sooner you can get that feedback,
the better off you will be. So that part there is extremely important because then you go get the feedback, you get, you come, you improve it, add some features. Perhaps you can learn some features actually that are not required, but you may also learn that some features, you know, maybe missing or perhaps some of them were there, actually the one providing value. So you go through this, you know, on, back, on, back, on, back.
Until now you say, yes, I have something here. So that experimentation, quote unquote part, is extremely important if you're coming with the new ideas, be it the product, be it the service and so on. That's why some, sometimes people would see that, oh, we have this beta project. We are running it as a beta. We're not going to charge you much, but actually it is for the purpose of getting feedback, which would then allow the company to refine it.
Bernie (08:43)
One of the things I've I've found, and again, I'm I'm kind of looking back on my past corporate career, sometimes you had a product and the product all of a sudden is underperforming. yeah, the demand has has waned for whatever reason. And not not that you the service you provide is wrong. How often do you revisit, like when you you go, Okay, I've I've got a product, I've I've made I've made something special, I've got it up and running, I've got some good traction, I'm revenue's coming in.
but all of a sudden you notice the numbers are getting soft. How do you how do you rework it so that a chain change up the the offering and make sure you're on track?
Mosongo (09:17)
Yes, yes, yes, yes. That is, I think we ought to be reviewing our portfolio regularly. So just think of the 80-20 rule. 20 % of the things are contributing to 80 % of your revenue. So what are your top customers? And what are your top products? So those top products, could have been top at a particular time.
but they may not last there forever. So you need to review that all the time. So if they are no longer being valued with the customer, then you need to understand why. Perhaps their desires have changed. Demographic would have changed. Maybe it was good back then when those guys were younger. Now they're getting old. They don't need that anymore. So in that case, it could be either the product or you need now to look for another segment
that particular product could provide value. So you ought to be doing that with some frequency. Actually, your customers are the ones really going to give you feedback. So you are serving donuts and then you realize actually your customer are buying muffins instead. When your service supposedly told you that donuts is the great things and so on. So it's really what the customer behavior.
is going to tell you that's really what it is. The same for price. So price is only a hypothesis. your buying data is the one really going to dictate whether that price makes sense or not. So that evaluation has to be a continuum. That's really what I would say to that one. Yes, you're absolutely right.
Bernie (10:58)
So are there things that we do in business that, you know, we feel, wow, that's really good. We're we're we're getting somewhere, but it's actually not, you know, it's a drain on the real revenue. Have you identified anything that that we do typically that yeah, sh knock that off. You you're not getting you're not gaining ground.
Mosongo (11:15)
Yeah, yeah, absolutely. Let me tell you this story. You see, I was talking to you about this 80-20 principle. One of my biggest 80-20 breakthrough came from pricing. So for years I was working in the chemical industry. So we hesitated to raise price on one of our top selling products. We kept telling ourselves, the market is too competitive. Customer won't pay more.
So we kept the price steady, even though raw material costs were rising. So then one day I finally looked at the data and it turned out that our top 20 customers, those who really truly value our reliability and the technical support we're providing, they were buying that product consistently and not once had they pushed back on our value. So I realized then something important.
We were pricing based on fear, not on value. So then we tested a modest price increase with our best customers. No big assignment, no big announcement, no emotion, just a clear, confident update. Not a single customer complain, not one. But here's the real power of that, because those top customers generated most of our volume. That small increase had actually an outsized
Impact. Our margin improved immediately. Cash flow stabilized. And we finally had bring in room to invest in better service and production improvement. So that experience Bernie taught me this. If your best customer stays when you raise prices, you are probably under charging all along. And if your worst customer leave, that's probably a blessing, not a loss. So people ought to be
to be looking at that, you So you have to compete the number. Like in this case, you increase the price, how many of them actually are staying and how many of them are going to lose? So it may turn out that actually overall you're coming out really, really well in terms of your own profitability.
Bernie (13:06)
Sounds like a mindset situation. I I've seen this happen before. And depending where where the the decision makers are sitting, if they come in with a scarcity mindset, right? Everything is like, you know, I've I gotta make sure I have enough resources as opposed to venturing out. And co conversely, you can be the other side of the fence where you're going, just skip it. We'll just just, you know.
Damn the torpedoes will just rock and roll, you know, and i i i i is equally as as hazardous as being is there a kind of a perfect mindset a person should have or a business should have in place for the leadership?
Mosongo (13:39)
Yes, yes, yes, yes, absolutely. That mindset there, they are extremely important. But because we have sometimes hidden beliefs, know, every leader would hit the wall from time to time. That is expected. Perhaps some people there are struggling to lead at scale, know, or motivate their team or trying to convince others and whatnot. So then the tendency is obviously to focus
on those external blockers such as bureaucracy or employee attitude and so on. But that's really not what it is. So now those blockers, I believe they are sometimes so ingrained and habitual that most of us aren't even aware that they exist. But they are there, you know, and quietly shaping every aspect of how we think, how we feel.
You know, and for example, some of the common misconception that I came across is if I grow, I'll lose control. Another one, people like me don't build wealth or, wow, I must do everything by myself. Or if I lose, I'm going to lose what matters. So those are limiting beliefs. And what I always tell the people,
take those beliefs and reframe them into empowering beliefs. And then you'll see that your view now beginning to change because we have those beliefs about pricing, about what customer will pay, about our own capacity, about who our best client could be and so on. So if your business will never does not outgrow your belief about yourself.
then it's very difficult even for you to go and scale or to go after a big contract or to go and increase price and so on. So you really need to break that belief and then replace them by empowering beliefs. So that's what I would say. For example, one limiting belief could be, I can never succeed because I lack the skills.
while an empowering belief could be, I can succeed because I'm resourceful and willing to learn. So once you make that shift then it opens up a tremendous, a tremendous opportunity.
Bernie (15:54)
How you also mentioned supporting your life. Business supporting your life. And I think it's it's I I think it's just more than hi, I'm getting a salary or I'm getting a income from this. What else is behind that picture of business supporting your life really mean?
Mosongo (16:09)
Yeah, supporting your life. I mean, what are the business owners they're looking for? They're looking for financial freedom. They're looking for financial independence and also living a legacy and spending time with loved ones. So for me, the question that you put there, what does a business supporting your life really mean? For me,
That question really became real when I realized that I'd built something that needed me constantly, but never gave me anything back. So a business that supports your life is one that funds your values instead of fighting them. So it gives you time to think, space to breathe, and energize you, and not just to help you survive. So you need to...
to see that as a shift from being consumed by the business to being supported by it. I think that's the difference between success that looks good and success that actually feels right. So that's what I mean by business supporting your life. And that is possible. So if you go back to that 80-20 principle, focus on the 20%.
But that means you have to let go some of the things that are in that 80%. So now you reclaim your time because you free yourself some of those things. You can focus now on what matters to you, which could be your customer, which could be your family for that matter, and the legacy you want to live and so on.
Bernie (17:34)
It almost kind of it almost sounds like again back to the structuring, like it's one thing to build a a simulation or a model or a budget. But it also sounds like if you're a micromanager, you're never gonna be happy. And so that then if you're not micromanaging but you want similar results, that means you have to have operating procedures, standard operating procedures. So are are you suggesting then as the business is evolving?
Right, and success is coming in. There there's there's revenue coming in. that they should also plan to hand off elements of the work.
Mosongo (18:08)
Yes, yes, absolutely, absolutely. What I'm suggesting is that the two things. Number one, you need to reconnect with your purpose. So you need to revisit why are you in this business? Why are you doing what you're doing? Who are you serving? And then the second component is that your business strategy, redesign it so that you can focus on what is driving the revenue. But then you also need to sustain that win.
You need to sustain that win in terms of building the leadership that you need. You need to put the right capabilities and you need to review your relationship outside business and so on. So yes, that component is extremely important because you as a leader, leadership is not a solo venture. Leadership is in terms of bringing others along, develop them so that's how you can actually
strengthen the legacy you want to leave. It's not by going alone, but really in terms of building the overall capability within whatever the organization, however small it is.
Bernie (19:09)
So if a person catches on to this concept, the whole construct, eighty twenty, you know, letting go, focus on things, what do they find happening in their life? Yeah, what what do what do the coworkers say or their colleagues say and what do their family say? What what's usually the feedback they'll they'll notice as a as a shift in in their environment?
Mosongo (19:30)
that shift is tremendous. And what I would say is that it's the following. Maybe I can illustrate it much better with the story. So I had this client called John. John was a baker. I'm sharing this story because that story really stayed with me.
So on a Tuesday afternoon, John received a message from his wife. Are we still married? So that same day, delivery boy quit, know, invoices piling up, flow, cash invoices, cash flow drying up. And he find himself at 3 a.m. looking at the ceiling and wondering how much longer can I survive this? Now, John was not failing. He was simply trapped in the same cycle.
many small business on the living, working harder instead of working on the right things. He was not running a bakery frankly, the bakery was running him. So when we started working together, we slowed everything down. We began with what I believe is the foundation of all transformation, your purpose. So we looked at clarity, your identity as a leader. So I asked John, as I recall.
John, why did you start this bakery? John paused for a moment and he said, to create joy, to serve my community, to build the life where work supports my family, not to take me away from them. I miss Johnny's baseball. I couldn't go to Kim's piano recital. So that purpose has always been there, but it was buried under exhaustion, under...
the complexity, at least perceived complexity of the business and whatnot, know, the competition, the this and that. But once we uncovered that, energy changed. Now, John now he reconnected with his wife and suddenly he was no longer a baker. Now he became a creator. He became a community builder, a provider. So,
look, reconnecting to that purpose in his case and locked that clarity. And then now we looked at the 80-20 rule. So we apply that. We find that 80 % of his products generated 80 % of his profit. His best customer never complained about price. His lowest profit item, they were demanding most of his time and he was under pricing his signature item. So we simplify his menu.
We focused on a high margin, we raised prices where we needed to do, and we put some retention system in place. And as the business now began to stabilize, John also stabilized. He slept again. He delegated without guilt. He reclaimed mornings with his family because he had to reclaim his time. He walked into his bakery.
Every morning with pride instead of fear. So he began to work less also earn more. And finally he felt free. Now within months in his case, his hours dropped his gross profit increase. His stress disappear, his confidence return and he became the leader his business needed. Now John did not just change who he was John changed what he focused on.
That's what I like to say. There is a hidden goal in your business. There was a hidden goal in his business the whole time. He just needed clarity to see it. Now, this story matters to me because John's transformation happened not because of the numbers. That's why the story matters to me, not because of numbers.
although the numbers were great, but really because he got his life back. You know, he reconnected with his family, he rediscovered joy in his work. He remembered who he was, frankly. That's actually why I do this, because I believe when a business owners transform, a family transforms, a community transform, and a legacy transforms. So business breakthrough, actually, they are life breakthrough as far as I'm concerned.
So that's what I hope that illustration could give a sense to your audience about what I mean and the types of work that I do with people.
Bernie (23:35)
Would would it be fair to say then, you know, subconsciously the person might recognize, you know, they're they're spending too much time and it's almost a s a slow spiral, but it's a downward spiral. They're they're not ascending, they're descending.
Mosongo (23:47)
Yes, yes, yes, you're absolutely right. It's like this boat drifting away from the shore. It happens very slowly. It's happened very slowly. But in reality, that purpose, that drive, that passion they had is there, but it has been buried under the weight of all those challenges, you know? So it's just a matter of sitting and trying to get back to it.
What I find is that once you get back to it, all of a sudden, you're you're a you're rig that you you you you have more energy. You become more creative. You beginning to see possibilities. That's what I find. You absolutely right, Bernie.
Bernie (24:25)
When you've worked with people, how long does it usually take them to transform from my gosh, my gosh, to you know, a relaxed sigh and everything is back on course? Is is that like weeks, months, year or what? what's the typical process?
Mosongo (24:41)
Well, my program when I work with people is a 12 month transformation. I like calling it transformation partnership. So this is a personalized 12 month strategic partnership for capital business owners. And it's not a short term coaching because I find that to really see the transformation.
you need to spend that time. It's not in one month we can do this. Although I have modules where if somebody just want to focus on position market dominance, they need my support, we can tell all that. If they want just to focus on costs, we can work with them. If they want to focus on strategic alliances, we can focus on that. I have 22 strategies. But really what I hope to do here is that by the end of that year,
Number one, they would have reignited with their purpose and having clarity. So they will reconnect with their authentic why. Any inner friction would have been resolved. And then number two, we will put in place strategy that will lead them to predictable revenue. So that's what it is. So that the business becomes more intentional and profitable. And then number three,
that deals with the operation freedom and sustainable leadership. So that the owner can shift from being the center of everything to billing system. So that's we look. And then tangible financial impact. So they will unlock hidden profits. My clients, they have reported improvement in revenue ranging from 10 to 20 percent above what they have forecasted.
And then finally is really to build a business that support their life. So that's what it is. So that it's no longer business that is consuming them, but really business that begins to support their life. They always wanted to live, personally, professionally and relationally. So that's what I do. And that involve three private one-on-one coaching session.
per month, ongoing access to training video, workbooks, and so on. So they have their own client portal, weekly accountability, and then we tell our strategy based on their business, but not just on templates. So that's what I do, Bernie. This was a great question. was a great question.
Bernie (27:08)
Do you find that you work with other other professionals in so you have a client coming on your on your doorstep and say, Listen, I need help. I'm I'm all wound up and no place to go. I I know there's there's gold here, but and and they've heard you talk. Do you also involve then let's say an accountant, a lawyer, or you know, if they're doing if they're ordering product, you know, someone does logistics, you know, but experts that you know, that touch that do you also fold that in to help
Yeah, 'cause if if the person's trying to do it all, or or a tech expert, right? Like a CTO, chief technology officer, do you find you you utilize or capitalize on fractional services a around that person sometimes if if they're in need?
Mosongo (27:47)
Yes, yes. The way I work, so I coach. So I like telling my client, I don't give you a fish, but I'll teach you how to fish. So 75 % is coaching and maybe 20 % also, no, 75 % coaching, maybe 10 to 15 % of training. And then the remaining consulting. If it's one area that I'm skilled, I can jump in.
But there are instances where while we are working, where I bring in additional collaborator. For example, if I'm working with a client, which I did in the past, well, it turned out that the messaging from their website or their marketing material is not really generating leads or converting, I should say. Then that case, you know, maybe we need to redesign the, not only the message, which we can do.
but then how to structure it on a website or marketing. In which case then I look for partners who can then provide that support. So depending upon their needs, if it's something that they themselves they're not able to do, or I'm not able to provide that specific support, then I draw from my own network of people. For example, one client he wanted to
to see how they can use a sale navigator. Well, I'm not proficient to that. Well, I work with somebody from my network and they spend time now with that individual to show them how actually they could exploit that. So those are the things. Or human resources issues, or in terms of the types of insurance that as a small business they should look at.
while I have a network of collaborators who can jump in and then provide them that support. Or taxes, you can really take advantage of some of the taxes, loopholes that sometimes small business owners, they may not be aware. While I know people who, they do that for a living, they're part of my network, then I can bring them in. Yeah, so that's how it works.
Bernie (29:51)
Excellent. So are you a similar? do you because I understand you have wine conversations and you know what what what's what's the most revealing thing you've had out of some of your wine conversations? So is there something that really stands out in in your past, conversations with clients?
Mosongo (30:08)
Yes, yes, yes. Yeah, these are some of the things that I did in the past, Bernie, which was just trying to bring a group of people so that we can talk about the challenges that they're experiencing, but also counting on the collective knowledge of peers.
So creating that safe space where people can come and talk about their challenges without any judgment. That's the rule that I established. No judgment. We're just here to ask clarification, get the fellow to think that that's what we are doing here and whatnot. And what surprised me is that when you created that safe environment, Bernie, is really how quickly.
the armor comes off, know, people are, you know, because initially people come very much guarded, talking numbers, market tactics, and so on and so on. But in that safe space, once we establish the rule and people understand what is the purpose here, then the real conversation emerges, you know, and you hear, well, I don't know how long.
I can keep doing things like this and so on. But what surprised me the most was not really the problems. It was more the relief people felt realizing that they are not alone. That actually many of those challenges are common among the small business owners. But they did not have that interaction. So what I do is to provide that space where we have that interaction in addition to
to the collective knowledge of the collective, the participants. I do a bit of coaching and sometimes if I have some material that I have some expertise with, then I will share with the group as well. So that's how it's been going there. I'm hoping in February to relaunch it actually, because I've not done this for a long, time. I was doing it in person, but I want to try some experiment and...
create one but over Zoom. So that's really what I'm hoping. I'm still trying to see how I can run it over Zoom rather than in person. And I'll be sending a number of invitation here next month trying to get 15, 20 people as a complimentary session so that we can come meeting there. And then
The result of the discussion actually, I'm hoping to use it in the future to create a mastermind program where then we can meet for a period of six months, that cohort, and then meeting twice a month for six months and then another group and so on. So that's what the idea is, Bernie.
Bernie (32:55)
find that when you're working with a company and you you've you've coached them and you know you've had either a one-on-one or in within a group, you also encourage them then to join networks so they have a sense of what's happening outside of them. Not necessarily, you know, if if I'm a muffler shop, let's let's go find all the other muffler shops and what's happening, but let's say you're a muffler shop, you're a
a mortgage broker, you're a realtor, you're a a tradesperson, right? Yeah, pick whatever trades. Do you do you find you encourage them to get involved in those type of spaces too, to also to keep on on track?
Mosongo (33:30)
Yeah, yeah, yeah, I encourage them or say, hey, listen, I belong to this network group here. I think there are number of good people there to be good for you to meet, to interact. And then I invite them as a guest. Then they participate on that session. And then if they feel like, this is something that could benefit from them, then they could pay whatever due and then attend those meetings and then develop.
contacts on their own. Yes, yes, I certainly do that. Yeah, yeah, that's what I do. because in my work, apart from my coaching, those are the additional benefit that people get. They will get access to expertise that within my own network that I could bring in to support them. But also I can introduce them maybe to specific people. So that's one.
Number two, they get access to a library of training videos, workbooks, and so on. So those are the things that they do. And obviously, if there is a need for a particular aspect, for example, there was a young fellow that I was coaching.
and they needed some support in terms of understanding basic of finances, fixed costs, very low cost and so on. That's one area I'm very skilled at teaching. When I cover up a particular session, that was not part of the overall coaching, but I covered up a particular session and we just spent two sessions actually teaching them that, give them homework, practice and so on so that when he goes on the shop floor,
or talking to his own finance people, he can actually understand what they're talking about. And he told me that he became more confident as he's talking to those people. So those are the additional bonuses that people get when they're working with me. So that's really what it is. That's a great question.
Bernie (35:26)
Yeah, what questions should every owner ask on a weekly basis? What what should they be mindful of? You know.
Mosongo (35:31)
Well, I think the question that they should be really asking is the following. Is this business still serving the life I'm trying to build? Or am I serving it? So I find I think that that one question really cuts through the noise, cuts through the busyness and habit. It forces clarity, know, clarity more than motivation, actually.
is clarity is really what changes the trajectory of both the business and the person who's building it. So that's a question that I would tell the people to really do that. In fact, this morning I was at a networking session and one gentleman there encouraged us this week to ask ourselves the question, each time there is a request to say, does this thing really
move the needle either for a business or for the life I would like to have. So which turns out actually to my question. So I was very pleased that this fellow put that question there.
Bernie (36:31)
So if someone is looking to budget for your help, what what what ballpark should they be looking at?
Mosongo (36:36)
Well, it depends. If they're going to do a one-on-one session, my program is 36,000 for the full year, which they could pay 3,000, 3,000, 3,000. They have the ability of dropping if they feel it's not helping them. So if they pay it in full, then it's 30,000.
And also what some people opt for is not the full program, but they want something specific, which can also we can tell all that. They would say, well, I don't need the whole program, but I'm really looking for your support on helping me in the position of market dominance. OK, fine. So that one three months, we can organize a module around it and do that. So but so far, many of the people
that I'm currently working with, they took the one year program. They thought that benefited them a great deal, which I'm very thankful because it really is really what I'm trying to achieve. Because you see, Bernie, what is unique with my way of approaching is that it's really about integrating all aspects of life. We're not just looking for you achieving the number. It's the physical, the mental, the emotional, the spiritual.
into somewhat of holistic framework. Because I believe that the true success is not just about hitting the financial target or gaining market share, but really about creating extraordinary results that also improve the quality of life for you and for those around you. So when I work with clients, I focus on building that deep emotional and spiritual connection between them and their work.
I found that when business owners truly connect with the spirit of their business and their team, it opens up the potential for incredible performance and meaningful change. This connection is actually crucial because that's the one that drives motivation and passion, which in turn can then become the real engines of any successful business. So I'm very grateful that...
Many people have subscribed to my full program and I've seen the transformation. I gave you the example of John the Baker there and this has been really something that gave me lots of pleasure because in the case of John, he was near bankruptcy. We were able to do that and in the process, he was able to save his marriage as well.
Very happy too.
Bernie (39:15)
I think John's happy too.
Mosongo (39:17)
That's the kind of transformation that I look at. That's what really gives me pleasure, the numbers and so on.
Bernie (39:24)
So do you just service the continental US, North America, like or are you global? Like how far how far do you provide the support?
Mosongo (39:33)
Well, on Zoom today, everywhere. Currently, I'm working with a client actually out of India. Out of India, I have a client from Canada. The rest of the people, they are here in the US. But no, it's global. Today with Zoom, it's possible. There is one lady there, a prospect from Australia.
The logistic was a bit difficult as we're trying to set when we can have a conversation. So we'll see how that will go because the timing is a bit difficult. Either she has to stay there really late, late at night or 1 a.m. or have to do that. So we're going to see whether one of us can manage that level of energy that late. we'll see. But with Zoom, it's everywhere. It's everywhere.
Bernie (40:22)
And you have a resource that's available for people they can tap into. can you tell me about
Mosongo (40:27)
about
that? Yeah, yeah, there is one resource there, a small brochure, which is that will help them to see and understand those leaks that they may have in their business. So that's really a resource that encourages your audience to look. It's complimentary. They can just download and look at that. And if they want to have a
a further conversation with me. I'd love to continue the conversation. And for your audience there, small business owners who have maybe five employees to 12 employees or so, you know, will be interested in attending my complimentary wine chat over Zoom. We'll see how that will work. The wine will be on me. So this is complimentary.
to have that gathering of small business owners to discuss the challenges. If they can come, can be in a hot seat and talk about what they're struggling with. then I'll facilitate the conversation there to be no judgment. So we'll create that safe and confidential space so that the people, can feel safe to come there, talk about some of the things they're struggling with.
Bernie (41:43)
How can folks reach you?
Mosongo (41:44)
While people can reach me over LinkedIn, Mosongomukwa on LinkedIn. So that's one way of reaching me there. So connect with me. You can also connect with me via my website, mosongomukwa, all in one word, dot coach. So that is really the best way to reach me there. But for your audience who are looking there, will be interested in this complimentary wine conversation.
By all means, reach out to me. Mention that you came to me via Bernie here, the K4B podcast. And I'd love for you to join us and see the spirit in which we're trying to create those conversations.
Bernie (42:24)
Masango, I want to say thank you so much for sharing today. And and you know, there is a way to regain your life. if you enjoyed the show, this is awesome. after seeing many founders succeed on paper but struggle in real life, that's kind of that's kind of a key thing that Mosongo helps address, right?
It's not all about hustle, it's about clarity and and enjoying your life, enjoying the things you want to do, honest conversations, not a guilt trip, and it's your success. And then it all is well and we can all prosper.