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Analysis of the Rise in Gold and Silver Prices as of October 16, 2025

As of October 16, 2025, gold prices have skyrocketed to approximately $4,250 per ounce, reflecting a staggering 61% year-to-date surge from January levels around $2,630, while silver has rocketed to $52.85 per ounce, up 82%. This explosive parallel rally in precious metals underscores a perfect storm of macroeconomic turmoil, geopolitical flashpoints, and entrenched market imbalances, with the overriding causative factor being rampant global uncertainty coupled with a sharply depreciating U.S. dollar.

At the core lies intensifying inflation anxieties amid divergent central bank maneuvers. The Federal Reserve’s pivot to aggressive rate cuts—slashing from 5.25-5.50% in early 2025 to 3.75-4.00% by September—has eroded the dollar index to a multi-year low of 92.3, amplifying currency debasement fears. Precious metals excel as non-yielding hedges in such low-rate regimes, drawing massive inflows: Gold ETFs like GLD have absorbed $12.8 billion in Q3 2025 alone, while silver’s dual role as a monetary and industrial asset has seen COMEX stocks dwindle to critically low levels.

Geopolitical volatility has supercharged this momentum. Escalating U.S.-China trade wars, including fresh 35% tariffs on critical minerals imposed in August, have crippled supply chains and spiked energy costs, with Brent crude hovering at $102 per barrel amid Middle East proxy conflicts. For silver, industrial demand—now 65% of total usage in photovoltaics, EVs, and AI hardware—has exploded, with global solar installations projected to consume 300 million ounces in 2025, exacerbating a 450 million-ounce supply deficit per the Silver Institute. Central banks are piling in aggressively. The People’s Bank of China has amassed 150 tons of gold since January, elevating emerging market holdings to 42% of global reserves as a bulwark against dollar hegemony.

Mining disruptions in Mexico and Russia, coupled with underinvestment, have constrained output, with gold production flat at 3,500 tons annually. Though U.S. fiscal debates post-midterms introduce near-term risks, these intertwined forces—chiefly dollar fragility and safe-haven fervor—propel sustained ascent. Vigilance on Fed transcripts is advised, but this bull run affirms precious metals’ primacy in a deglobalizing world.

STRATEGIC COST ALLOCATIONS

by Tom Bargsley, CPA

Cost allocation is the process of assigning costs to a specific cost object, like a product, department, or project. It’s a fundamental part of managerial accounting that helps a business understand where its money is going, make informed decisions, and accurately price its goods or services. Proper cost allocation is crucial for several reasons, including setting a realistic budget, evaluating performance, and complying with tax and regulatory requirements.

​Direct vs. Indirect Costs

​To properly allocate costs, a business must first distinguish between direct and indirect costs. Direct costs are expenses that can be directly traced to a specific cost object. For example, the cost of raw materials used to manufacture a product or the wages of a worker who assembles a specific item are direct costs. Indirect costs, also known as overhead, are expenses that can’t be directly traced to a single cost object. Examples include rent for the factory building, utilities, and the salaries of administrative staff. These costs benefit multiple departments or products and need to be allocated using a systematic method.

​Methods of Cost Allocation

​There are several methods for allocating indirect costs, each with its own advantages and disadvantages. One common method is the single-rate method, where a single allocation rate is used for all indirect costs. For example, a company might allocate overhead based on the number of labor hours. A more refined approach is the dual-rate method, which separates costs into two pools: fixed and variable. Fixed costs are allocated based on a planned usage, while variable costs are allocated based on actual usage. This method provides a more accurate representation of costs.

​Another widely used method is the activity-based costing (ABC) approach.  ABC identifies specific activities that drive costs and then assigns costs to products or services based on the consumption of those activities. For example, if “machine setups” are a significant cost driver, the ABC method would allocate setup costs to products based on how many times each product requires a machine setup. This method is often more complex but provides a more precise allocation, especially for businesses with diverse product lines and complex production processes.

What Every Small Business Owner Should Know About Business Funding

By: Jeff Kikel, ChFC, CRPC – Austin, TX

Here’s a hard truth: Most small business owners approach funding backward.

They wait until they’re desperate. They walk into a bank with a dream and a handshake. Then they wonder why they get turned down.

I’ve helped businesses secure over $20 million in funding over the past decade. The ones who succeed aren’t necessarily the best businesses. They’re the best prepared.

Getting funding isn’t about having the perfect business. It’s about having your act together when opportunity knocks.

Start with the Right Mindset

Funding is a strategy, not desperation.

Too many business owners treat funding like an emergency room visit. Something is broken, so they need money fast. That’s the wrong approach.

Smart business owners think about funding before they need it. They understand that how you fund your business shapes everything else. Your ownership. Your growth speed. Your long-term success.

Ask yourself: Are you funding survival, growth, or scaling? Each goal needs a different approach.

Survival funding is about keeping the lights on. Growth funding is about expanding what’s working. Scaling funding is about building something much bigger.

Know which one you need. It changes everything else.

Know How Much You Need (and Why)

Here’s where most people mess up. They guess.

“I think I need about $50,000.”

That’s not good enough. Bankers and investors want to see math, not hunches.

Do the actual calculations.

Add up your startup costs if you’re new. Equipment, inventory, rent deposits, licenses, insurance. Everything.

If you’re growing, calculate what growth costs. More inventory, more staff, bigger space, and marketing spend.

Then add 20-30% as a cushion. Not because you’re bad at math, but because business rarely goes exactly as planned.

Connect the money to results.

Don’t say you need $100,000. Show how that $100,000 turns into $150,000 in revenue. Or how it saves you $30,000 in costs.

Make the money work on paper before you ask someone else to believe in it.

Get Your Financial House in Order

I’ve seen businesses with great ideas get turned down because their books were a disaster.

Your financials are your business report card. If they’re messy, lenders assume your business is messy too.

You need four basic documents:

• Profit and Loss Statement
• Balance sheet
• Cash flow statement
• Tax returns (business and personal)

These don’t have to be perfect. They need to be accurate and up to date.

If you’re a new business, your personal credit still matters. Most small business loans need personal guarantees. Your personal credit score is part of the package.

Clean up any credit issues before you apply for funding. It’s easier to fix problems when you aren’t under pressure.

Create a Simple Business Plan That Makes Sense

Forget the 50-page business plan. Nobody reads those anymore.

Your business plan should answer three questions:

1. What problem do you solve?
2. How do you make money solving it?
3. How will this funding help you make more money?

Focus on what bankers care about:

• Your market and customers.
• How do you use the money?
• How do you pay it back?

Keep it simple. If a banker can’t understand your business in ten minutes, your plan is too complicated.

Build a Relationship with a Business Banker

This is huge. Most business owners only talk to their banker when they need money. That’s like only calling your spouse when you need a favor.

Start the relationship before you need funding.

Open a business account. Schedule quarterly check-ins. Ask questions about their lending criteria. Share your business updates.

When you do need funding, you’re not a stranger asking for money. You’re a client they already know and trust.

Bankers are people. They want to help businesses succeed. But they have to follow rules and manage risk. When they know you and your business, they’ll fight harder to get your loan approved.

Understand What Funders Want to See

Bankers look for the “5 Cs”:

• Credit: Your history of paying bills on time.
• Capacity: Your ability to pay back the loan.
• Capital: How much of your own money you’re putting in
• Collateral: What assets can secure the loan?
• Character: Do they trust you?

Investors want different things:

• Growth potential (big market opportunity)
• Strong team (can you execute?)
• Scalability (can this get really big?)
• Return on investment (will they make money?)

Know which type of funder you’re talking to. Tailor your pitch accordingly.

Explore Your Funding Options

Self-funding (bootstrapping) is often the first step. Use your savings, but don’t empty your retirement accounts without a solid plan.

Bank loans and SBA-backed loans are the most common types of loans—banks like predictable businesses with steady cash flow. SBA loans have better terms but require more paperwork.

Lines of credit work great for managing cash flow or short-term needs. You only pay interest on what you use.

Angel investors and venture capitalists give you money for equity in your business. They’re betting on fast growth. This isn’t for everyone.

Crowdfunding works well for products that people can see and touch. It’s also great for testing market demand.

Grants and special programs offer free money. But they are competitive and have specific requirements.

The Bottom Line

Getting funding isn’t about having a perfect business. It’s about preparing yourself when opportunities show up.

Most business owners do this backward. They wait until they’re desperate, then wonder why nobody wants to lend to them.

Start building relationships now. Get your books in order. Understand what lenders want to see. Know your numbers.

The best time to apply for funding is when you have enough resources to manage without it. That’s when you have leverage. That’s when you get better terms.

Take one action this week:

• Schedule a meeting with a business banker.
• Clean up your financial statements.
• Calculate exactly how much funding you need and why.

Your future self will thank you for starting now instead of waiting until you’re backed into a corner.

Remember: Banks don’t lend money to businesses that need it. They lend money to businesses that can pay it back. Be the business that can pay it back.

Jeff Kikel has over 30 years of experience in wealth management and entrepreneurship. He is a career financial expert. Jeff owns multiple businesses in wealth management, real estate, marketing, and media. Jeff co-owns T-Werx Coworking (www.T-Werx.com) with his wife, Crystal. He recently started a new business to help small owners boost profits. He combines his skills with his teams in Tax, Bookkeeping, Consulting, and Marketing. Check out Profit Pilot Tax and Financial Services at www.ProfitPilotTax.com.

Thinking About Selling Your Business?

Here are the five critical steps to help you get there.

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1. Start Planning Years in Advance

Most business owners wait too long to think about the end. They wake up one day, ready to sell… and find out the business isn’t prepared for them to leave.

A smart exit plan typically begins 3 to 5 years before you intend to leave. The earlier you start, the more options you have.

Ask yourself:

• Do I want to sell to an outside buyer?
  
  
• Transition to a family member or key employee?
  
  
• Phase out slowly and maintain some involvement?
  
  

Each path requires a different roadmap. The key is starting now, even if you’re just planting the seed.

🔑 Key Action: Map your ideal exit timeline and strategy today—before the clock runs out.

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2. Know What Your Business Is Worth

Spoiler alert: your business might not be worth what you think it is.

Many owners tie their self-worth to the value of their business. But emotions don’t drive valuations—cash flow, systems, and scalability do.

A professional valuation gives you a reality check—and a roadmap to grow value before you list.

Look at:

• Recurring revenue streams
  
  
• Profitability
  
  
• Industry trends
  
  
• How well the business runs without you
  
  

🔑 Key Action: Get a valuation and use it to identify growth opportunities before you hit the market.

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3. Build a Financial Safety Net Before You Sell

Selling the business isn’t the finish line. It’s the beginning of your next chapter.

Have you figured out:

• How you’ll replace your business income?
  
  
• What happens to the sale proceeds after taxes?
  
  
• How to make sure your money lasts 30+ years?
  
  

That’s where the Stress-Free Retirement Income Strategy comes in—a method I developed to help business owners confidently turn a business exit into sustainable, long-term income.

🔑 Key Action: Sit down with a retirement advisor and create your income plan before you sell.

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4. Make Your Business Less Dependent on You

If your business crumbles the day you stop showing up, it’s not sellable—it’s just a high-stress job.

Buyers want systems, not superheroes. They’re looking for businesses that run smoothly without the founder at the helm.

• Can your team make decisions without you?
  
  
• Are processes documented and repeatable?
  
  
• Does your business have leadership beyond you?
  
  

If not, it’s time to step back—strategically.

🔑 Key Action: Start delegating, documenting, and training a leadership team today.

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5. Prepare for Life After Business Ownership

Here’s something few people talk about: many business owners feel lost after they sell.

You’re not just walking away from a paycheck—you’re leaving behind your identity, your routine, and your purpose.

That’s why you need to start thinking about:

• What will give your life meaning post-exit?
  
  
• Will you consult? Volunteer? Travel? Mentor others?
  
  
• How will you structure your days?
  
  

Retirement isn’t just about freedom—it’s about fulfillment.

🔑 Key Action: Visualize your ideal life after the sale so the next chapter feels exciting, not empty.

Where Will You Be 3 Years From Now?

The decision to sell your business isn’t just financial—it’s personal. It’s legacy-defining.

You’ve poured your time, energy, and passion into building something real. But unless you approach your exit with the same level of intention, you risk walking away with less than you deserve—and with more questions than peace of mind.

The truth is, a successful exit doesn’t happen by accident. It’s the result of deliberate planning, smart strategy, and knowing what comes next—not just for your business, but for your life.

You’ve already done the hard work of building your business. Now it’s time to protect that legacy—and turn it into lasting freedom.

👉 Want to know where you stand?
 Take 5 minutes and complete the Business Owner Retirement Readiness Quiz.
 It’s the first step to building a retirement that’s not just possible, but truly stress-free.

https://businessownersretirementblueprint.fillout.com/quiz

Managing Financial Risk

Managing Financial Risks for Small to Medium-Sized Enterprises

Financial risk management is a critical aspect of running a small to medium-sized enterprise (SME). With limited resources and tighter margins compared to larger corporations, SMEs must adopt proactive strategies to safeguard their financial health and ensure long-term sustainability. Below are key approaches to effectively manage financial risks for SMEs:

• Diversify Revenue Streams: Relying on a single product, service, or client can expose an SME to significant financial instability if that source falters. By diversifying offerings—such as expanding into new markets, developing complementary products, or targeting a broader customer base—businesses can reduce the impact of unexpected downturns. For example, a small retailer might add an online store to supplement physical sales, creating a buffer against local economic fluctuations.
• Maintain Strong Cash Flow Management: Cash flow shortages are a leading cause of SME failure. To mitigate this risk, businesses should regularly monitor cash inflows and outflows, maintain a cash reserve for emergencies, and negotiate favorable payment terms with suppliers and clients. Tools like cash flow forecasting can help anticipate shortfalls, allowing owners to adjust spending or secure financing before a crisis hits.
• Leverage Insurance as a Safety Net: Unexpected events—such as natural disasters, lawsuits, or equipment failures—can derail an SME’s finances. Investing in comprehensive insurance coverage tailored to the business’s needs (e.g., property, liability, or business interruption insurance) transfers some of the financial burden to insurers. This ensures that a single incident doesn’t wipe out years of hard work.
• Mitigate Credit Risk Through Due Diligence: Extending credit to customers is common for SMEs, but it carries the risk of non-payment. To manage this, businesses should conduct thorough credit checks on new clients, set clear payment terms, and enforce late fees or collections processes when necessary. For instance, a small supplier might require deposits from new buyers until trust is established.
• Stay Adaptable to Market Changes: Economic shifts, rising interest rates, or supply chain disruptions can quickly threaten an SME’s profitability. Staying informed about industry trends and maintaining flexibility in operations—like sourcing alternative suppliers or adjusting pricing—helps businesses pivot when conditions change. Regularly reviewing financial plans ensures they align with the current market reality.

By implementing these strategies, SMEs can build resilience against financial uncertainties. While no business can eliminate risk entirely, proactive management creates a foundation for stability and growth, even in challenging times.

Stable Financial Strategies

• Reinvest Profits into Operations: Allocate a significant portion of net profits (e.g., 50-70%) back into the business to fund equipment upgrades, process automation, or capacity expansion, driving efficiency and output to support consistent 10% revenue growth.

• Optimize Cost Management: Implement lean manufacturing principles to reduce waste and lower production costs by at least 5% annually, freeing up capital for reinvestment while maintaining competitive pricing to capture market share.

• Secure Low-Cost Financing: Pursue small business loans, equipment financing, or lines of credit at favorable rates (e.g., SBA loans with rates around 6-8%) to fund growth initiatives without diluting equity, targeting a debt-to-equity ratio below 1.0 for financial stability.

• Expand Customer Base: Invest in targeted marketing and sales efforts to grow the customer pipeline by 15% yearly, focusing on domestic niches or underserved regions, ensuring revenue increases align with the 10% growth goal.

• Diversify Product Lines: Develop and launch one new product or variation annually, leveraging existing manufacturing capabilities to boost revenue streams and mitigate risks from market fluctuations, aiming for a 3-5% sales uplift per addition.

• Monitor Cash Flow Rigorously: Maintain a cash reserve equal to 3-6 months of operating expenses and use rolling 12-month cash flow forecasts to anticipate shortfalls, ensuring liquidity to support growth without disrupting operation