Podcasts about accountants

Will IRS agents have to watch OnlyFans to police the new “no tax on tips” deduction? Blake and David unpack the wild twist: a study showing that women-led audit teams deliver higher-quality work at lower fees, and why AI could finally kill the billable hour. They hit PCAOB's AI/PE crackdown, KPMG's AI exam cheating, AI‑written financial reports, Meta's off‑balance‑sheet data center, the IRS Math Act, and new child investment accounts. Walk away with policy context and practical tech takeaways.SponsorsOnPay - http://accountingpodcast.promo/onpayACFE - http://accountingpodcast.promo/acfe Cloud Accountant Staffing - http://accountingpodcast.promo/casChapters(01:15) - New Tax Deduction for Digital Content Creators (02:27) - IRS Agents and OnlyFans Content (04:39) - IRS Telework Policy Changes (06:15) - Earmark CPE and Listener Interaction (09:25) - President's Statement on Federal Income Tax (13:15) - IRS Math Act and Senator Justice's Tax Issues (16:03) - Trump Accounts and PCAOB Scrutiny on AI (24:20) - Audit Quality and Gender Diversity (28:30) - KPMG AI Cheating Scandal (30:51) - AI's Impact on Time Savings in Various Industries (32:56) - The Role of AI in Accounting and Its Limitations (34:26) - AI in Financial Reporting and Business Processes (36:44) - The Decline of the Billable Hour Due to AI (47:01) - Meta's Controversial Accounting Practices (50:56) - Pilot's New Partner Program for Accountants (58:58) - Conclusion and Final Thoughts  Show NotesComing soon!Need CPE?Get CPE for listening to podcasts with Earmark: https://earmarkcpe.comSubscribe to the Earmark Podcast: https://podcast.earmarkcpe.comGet in TouchThanks for listening and the great reviews! We appreciate you! Follow and tweet @BlakeTOliver and @DavidLeary. Find us on Facebook and Instagram. If you like what you hear, please do us a favor and write a review on Apple Podcasts or Podchaser. Call us and leave a voicemail; maybe we'll play it on the show. DIAL (202) 695-1040.SponsorshipsAre you interested in sponsoring The Accounting Podcast? For details, read the prospectus.Need Accounting Conference Info? Check out our new website - accountingconferences.comLimited edition shirts, stickers, and other necessitiesTeePublic Store: http://cloudacctpod.link/merchSubscribeApple Podcasts: http://cloudacctpod.link/ApplePodcastsYouTube: https://www.youtube.com/@TheAccountingPodcastSpotify: http://cloudacctpod.link/SpotifyPodchaser: http://cloudacctpod.link/podchaserStitcher: http://cloudacctpod.link/StitcherOvercast: http://cloudacctpod.link/OvercastClassifiedsWant to get the word out about your newsletter, webinar, party, Facebook group, podcast, e-book, job posting, or that fancy Excel macro you just created? Let the listeners of The Accounting Podcast know by running a classified ad. Go here to create your classified ad: https://cloudacctpod.link/RunClassifiedAdTranscriptsThe full transcript for this episode is available by clicking on the Transcript tab at the top of this page

De vraag naar accountants stijgt snel in Nederland, maar het aantal professionals groeit nauwelijks. Terwijl AI het vak razendsnel verandert, drukken examenfraudes en de opmars van private equity het imago en de aantrekkingskracht van het beroep. De grote vraag blijft: Hoe kan het beroep accountant aantrekkelijker worden gemaakt? Kris Douma, directeur van Nederlandse Beroepsorganisatie van Accountants is te gast in BNR Zakendoen. LIVE vanaf het kantoor van Visionplanner in Veenendaal. Boardroompanel Aegon keert Nederland de rug toe en gaat vanaf 2028 verder als Transamerica EN: Paramount en Netflix vechten om Warner Brothers, zelfs politieke inmenging speelt mee. Dat en meer bespreken we om 11.30 in het boardroompanel met: Tisha van Lammeren, CCO Odido. En: Anton Wiggers, Bedrijvendokter en partner bij Themis Company. Luister I Boardroompanel Macro met Mujagić Elke dag een intrigerende gedachtewisseling over de stand van de macro-economie. Op maandag en vrijdag gaat presentator Thomas van Zijl in gesprek met econoom Arnoud Boot, de rest van de week praat Van Zijl met econoom Edin Mujagić. Ook altijd terug te vinden als je een aflevering gemist hebt. Blik op de wereld Wat speelt zich vandaag af op het wereldtoneel? Het laatste nieuws uit bijvoorbeeld Oekraïne, het Midden-Oosten, de Verenigde Staten of Brussel hoor je iedere werkdag om 12.10 van onze vaste experts en eigen redacteuren en verslaggevers. Ook los te vinden als podcast. Zakenlunch Elke dag, tijdens de lunch, geniet je mee van het laatste zakelijke nieuws, actuele informatie over de financiële markten en ander economische actualiteiten. Op een ontspannen manier word je als luisteraar bijgepraat over alles wat er speelt in de wereld van het bedrijfsleven en de beurs. En altijd terug te vinden als podcast, mocht je de lunch gemist hebben. Contact & Abonneren BNR Zakendoen zendt elke werkdag live uit van 11:00 tot 13:30 uur. Je kunt de redactie bereiken via e-mail. Abonneren op de podcast van BNR Zakendoen kan via bnr.nl/zakendoen, of via Apple Podcast en Spotify. See omnystudio.com/listener for privacy information.

Ariel Harmoko is the Co Founder and CEO of Artifact AI. Ariel joined James and Hector for a conversation that moves from race tracks to reconciliation engines.Ariel grew up in Jakarta, was thrown into Go Karts at eight, and went on to race professionally all the way to Formula 3 alongside the likes of Lando Norris and George Russell. That early immersion in high performance teams, engineering and discipline shaped how he now operates as a founder.He shares how a love of maths and science took him to boarding school in the UK, then into machine learning research at Cambridge while still a teenager, working on early diagnosis in medtech and later deploying internal GPT tools at JP Morgan.Today Ariel is building Artifact AI, an “agent accountant” that sits on top of existing ledgers like Xero, QuickBooks and NetSuite. The product tackles two huge problems for accounting firms. Fragmented legacy stacks and chronic staff shortages. Ariel explains how their agents ingest data, reconcile, post to ledgers and learn from human review, and why accuracy, auditability and trust are non negotiable in this space.The conversation covers selling into one of the most conservative industries on earth, founder led FDE style implementations, why advisory is the real margin in accounting, and how vertical AI and agentic workflows could reshape professional services. Everyday AI: Your daily guide to grown with Generative AICan't keep up with AI? We've got you. Everyday AI helps you keep up and get ahead.Listen on: Apple Podcasts Spotify

All works contained in this podcast are not intended to constitute legal or professional advice and may not reflect the views and opinions of CPA Australia. CPA Australia does not warrant or make representations as to the accuracy, completeness, suitability or fitness for purpose of this podcast and disclaims all liability and responsibility for any acts or omissions made in reliance of this podcast. Individuals should seek their own independent legal, financial or other advice for their specific circumstances. When anti-money laundering (AML) comes to mind, most accountants assume it only applies to large transactions – but that's now changing.  This episode explains new AML obligations for accountants. Specifically, how the reforms to AML and counter terrorism financing (CTF) in 2026 will affect many accounting practices.  You'll gain a clear understanding of what the changes will mean, including which services fall under the new designated services rules, how the regulator AUSTRAC (Australian Transaction Reports and Analysis Centre) will assess compliance and what firms can do now to prepare.  Key learnings include:  An explanation of the regulator AUSTRAC's role and tranche two reforms to the AML/CTF regime  The timeline for implementation of these new reforms  How to identify whether your services qualify as "designated" services  How to conduct risk assessments  Why client onboarding and beneficial ownership checks will become more detailed  What sole practitioners should consider in meeting new compliance obligations  Tune in now for valuable information on this key reform in 2026.    Host: Neville Birthisel, Advisor, Regulations and Standards, CPA Australia  Guest: Adrian Verdnik, Partner and Section Leader, Banking and Financial Services Practice, Hall & Wilcox. His financial services law practice covers superannuation, managed funds, insurance and financial advice.  Learn more about today's episode guest at the Hall & Wilcox website.  AUSTRAC's site has more information on what accountants need to know about AML and CTF reform.  Additionally, CPA Australia's Public Practice My Firm My Future site has further information on AML and CTF obligations for many practitioners in Australia.  Loving this episode?  Listen to more With Interest episodes and other CPA Australia podcasts on YouTube.  CPA Australia publishes four podcasts, providing commentary and thought leadership across business, finance, and accounting:  With Interest  INTHEBLACK  INTHEBLACK Out Loud  Excel Tips  Search for them in your podcast platform.  Email the podcast team at podcasts@cpaaustralia.com.au 

Are accountants no longer “professionals”? We unpack the DOE proposal that could slash grad loan limits—and what AICPA/NASBA plans to do about it. Plus: Deloitte's AI-made citations, EY's audit turnaround, PwC's end‑to‑end AI audit ambitions, and OpenAI's circular investment into accounting rollups. We also cover Xero's new auto‑reconcile, Intuit's small‑biz data ad play, and two practical wins: Google's shared inboxes and unexpected networking tactics for landing that first job.SponsorsCloud Accountant Staffing - http://accountingpodcast.promo/casACFE - http://accountingpodcast.promo/acfeOnPay - http://accountingpodcast.promo/onpayChapters(00:00) - Introduction and Podcast Overview (00:44) - Headline: Accountants No Longer Professionals? (02:18) - Department of Education's Proposal and Reactions (03:50) - Implications for Accounting Students and Professionals (09:28) - Deloitte's AI Work Swap Controversy (12:46) - EY's Audit Quality Improvements (20:56) - Economic Update: Tariffs and Job Market (34:02) - Circular AI Investments: A Closer Look (36:31) - AI Tools for Accountants: New Features (39:32) - Xero's New Pricing and AI Policies (49:13) - PWC's AI-Driven Audit Automation (52:39) - Google Workspace Shared Inboxes (55:49) - Dissolution of the Department of Government Efficiency (56:47) - Career Networking Tips for Accountants (01:01:16) - Outsourcing Talent: A Global Perspective  Show NotesDepartment of Education Accounting Professional Degree Classificationhttps://www.newsweek.com/full-list-degrees-professional-trump-administration-11085695 Accountants Inexplicably Deemed "Not Professional" Under OBBBA Student Loan Rules https://www.goingconcern.com/accountants-inexplicably-deemed-not-professional-under-obba-student-loan-rules/ Department of Education Unclassifies Accounting as a Professional Degree https://www.cpapracticeadvisor.com/2025/11/24/department-of-education-unclassifies-accounting-as-a-professional-degree/173875/ Deloitte allegedly cited AI-generated research in a million-dollar report for a Canadian provincial government https://fortune.com/2025/11/25/deloitte-caught-fabricated-ai-generated-research-million-dollar-report-canada-government/ Major N.L. healthcare report contains errors likely generated by A.I. https://theindependent.ca/news/lji/major-n-l-healthcare-report-contains-errors-likely-generated-by-a-i/ N.L. asks Deloitte to carry out review after 'incorrect' citations found in $1.6M provincial health planhttps://www.cbc.ca/news/canada/newfoundland-labrador/nl-deloitte-citations-9.6990216 OpenAI's investment into Thrive Holdings is its latest circular deal https://techcrunch.com/2025/12/01/openais-investment-into-thrive-holdings-is-its-latest-circular-deal/ Thrive-backed accounting firm Crete to spend $500 million in AI roll-up https://finance.yahoo.com/news/thrive-backed-accounting-firm-crete-130200467.html Crete PA plans $500 million spend to buy and upgrade accounting firms with AI https://www.accountingtoday.com/news/crete-pa-plans-500-million-spend-to-buy-and-upgrade-firms-with-ai OpenAI takes an ownership stake in Thrive Holdings to accelerate enterprise AI adoption https://openai.com/index/thrive-holdings/ Trump Tariffs: The Economic Impact of the Trump Trade War https://taxfoundation.org/research/all/federal/trump-tariffs-trade-war/ IEEPA Tariffs Are Down from April Threatshttps://taxfoundation.org/blog/ieepa-tariffs-rates-down-april-threats/Intuit SMB MediaLabs Audiences Now Available on The Trade Desk Platform https://investors.intuit.com/news-events/press-releases/detail/1288/intuit-smb-medialabs-audiences-now-available-on-the-trade-desk-platform-connecting-advertisers-with-small-and-mid-market-businesses Intuit SMB MediaLabs | Advertising Networkhttps://medialabs.intuit.com/Need CPE?Get CPE for listening to podcasts with Earmark: https://earmarkcpe.comSubscribe to the Earmark Podcast: https://podcast.earmarkcpe.comGet in TouchThanks for listening and the great reviews! We appreciate you! Follow and tweet @BlakeTOliver and @DavidLeary. Find us on Facebook and Instagram. If you like what you hear, please do us a favor and write a review on Apple Podcasts or Podchaser. Call us and leave a voicemail; maybe we'll play it on the show. DIAL (202) 695-1040.SponsorshipsAre you interested in sponsoring The Accounting Podcast? For details, read the prospectus.Need Accounting Conference Info? Check out our new website - accountingconferences.comLimited edition shirts, stickers, and other necessitiesTeePublic Store: http://cloudacctpod.link/merchSubscribeApple Podcasts: http://cloudacctpod.link/AppleP...

Is AI en route on taking jobs away from the IRS? Here are my thoughts as a CPA! Do you have tax debt? Call us at 866-8000-TAX or fill out the form at https://choicetaxrelief.com/If you want to see more…-YouTube:    / @loganallec  -Instagram: @ChoiceTaxRelief @LoganAllec -TikTok: @loganallec-Facebook: Choice Tax Relief // Logan Allec, CPA -Reddit:   / taxrelief   

From jumping straight to deal structure to building repeatable acquisition programs that scale, Corey Kupfer shares the exact whiteboarding process he uses with clients to create successful deal programs across M&A, joint ventures, licensing, and any deal-driven growth strategy. In this solocast episode of the DealQuest Podcast, host Corey Kupfer walks through the five critical steps that must come before deal structure when building a repeatable deal program. Drawing on 35+ years of deal-making experience and countless whiteboarding sessions that have helped create platforms completing dozens of transactions, Corey reveals why most attorneys start in the wrong place and how proper planning separates successful programs from expensive mistakes. WHAT YOU'LL LEARN: In this episode, you'll discover why deal structure should be the sixth step in your process, not the first, and how to identify your personal and business motivations before pursuing any deal program. Corey shares the five whys technique from Honda's former CEO to uncover your real drivers, how to define your ideal target or partner profile to avoid wasting time on opportunities that don't fit your strategic criteria, and why your value proposition must differentiate you from competitors who may have more capital. You'll learn how to assemble the right deal team with both internal and external expertise, why building a repeatable model before doing individual deals prevents cap table nightmares and integration problems, and the power of having template documents ready to demonstrate you're a serious player. The framework applies whether you're pursuing acquisitions, joint ventures, licensing deals, franchising, or any other deal-driven growth approach. THE WHITEBOARDING PROCESS: Most clients come to Corey asking about deal structure. What should the terms be? Should they pay cash or offer equity? What about earnouts? These are important questions, but they're not where you should start. After doing whiteboarding sessions with countless clients over 35 years, Corey can say with complete confidence that every single one has gotten significant value from the process. The firms that skip these steps end up with inconsistent deal structures, cap table problems, and integration nightmares. The companies that do this right create efficient, repeatable processes that let them scale their deal programs. THE INTERNAL JOURNEY: Corey often talks about things other lawyers don't discuss. He focuses on the internal journey, making sure business leaders and executives move forward on deals from the right place. When you get to wherever you think you want to go, you should actually be happy and satisfied, and it should help you achieve your objectives and goals. Too many entrepreneurs pursue growth strategies based on external pressures or assumptions about what they think they should be doing, based on entrepreneurial wisdom out there. They grow and do things in ways that don't actually end up making them happy and satisfied and aren't necessarily best for their business. STEP ONE: START WITH YOUR WHY: The first question in every whiteboarding session is why. Not just the corporate why, although that matters. Corey wants to know your personal why as the founder or executive driving this strategy. If your why is geographic expansion because your clients need services in other markets, that's legitimate. If your why is adding capabilities that will create a better integrated client experience, that works too. If your why is increasing enterprise value before an exit in five or ten years, there's no judgment about that. You just need to be clear on what drives you, because that clarity will shape every subsequent decision. Corey uses the five whys technique, which comes from the former CEO or chairman of Honda. You ask why five times, going deeper with each question. Why do you want to grow? To get bigger. Why do you want to get bigger? To serve clients better. Why will that serve clients better? Because they have needs we currently send elsewhere, and integration would improve their experience. Why does that matter to you? Because I genuinely care about my clients and believe this will make them happier while helping our company grow. That depth of understanding separates deal programs that succeed from those that become expensive distractions. STEP TWO: DEFINE YOUR TARGET PROFILE: Once you know your why, you can determine who you should be targeting. This is where many firms waste tremendous time and energy. Doing deals is a distraction from running your business, especially if you don't have a dedicated corporate development team with finance people, legal resources, and integration specialists. You need to be surgical about who you pursue. Think about the wealth management space, which Corey works in extensively. There are huge numbers of buyers right now. The market is incredibly competitive. If you're trying to compete with private equity backed aggregators on their terms, you'll lose every time. They can pay top dollar, close fast, and offer the second bite of the apple through rollover equity and multiple arbitrage. If you don't have PE backing, you need a completely different value proposition. Maybe it's culture. Maybe it's the opportunity for advisors to expand their service offerings. Maybe it's taking administrative burden off retiring founders so they can focus on what they love. Your value proposition should be authentic to who you are and what you can actually deliver. STEP THREE: ASSEMBLE YOUR DEAL TEAM: Before you start actively pursuing deals, you need to know who will be on your deal team, both internally and externally. This includes whoever sources deals for you, whether that's an internal corporate development person, an investment banker, a recruiter, or a consultant. You need financial expertise, and it better be someone with deal experience. Accountants, CFOs, and controllers who have never worked on transactions are very different from those who have. The same goes for legal. Your general corporate lawyer is not the person to build your deal program. Then you have all the integration functions. Technology integration. HR and culture integration. Client communication and retention strategies. You might not have every person in place on day one, but you need to know what roles are required and have a plan for filling them before you close your first deal. STEP FOUR: BUILD YOUR MODEL: This is where most companies make a critical mistake. They do deals opportunistically without creating a consistent model first. Someone approaches them, they negotiate terms, they close. Then another opportunity comes along, they do it differently. After three or four deals, they have completely different structures with different equity classes, different earnout provisions, different everything. This creates massive problems. If you have different classes of equity, your cap table becomes a mess. If sellers talk to each other and realize they got very different deals, you have credibility issues and potential legal exposure. Integration becomes nearly impossible because you don't have standardized processes. The best acquirers find their model and make it repeatable. They have template legal documents. They have standardized financial analysis and underwriting processes. They have systems for due diligence and integration. Every deal follows the same fundamental structure with minor variations based on specific circumstances. When you build your model, you're deciding the big conceptual components. Are you doing all cash deals or creating an equity class for rollover? How much will you pay upfront versus over time? Will you have retention requirements tied to revenue or client retention? What about earnouts for partners who stay involved in growth? In service businesses where client relationships matter, you almost always want some backend money contingent on retention. If you're buying a manufacturing business with hard assets, the calculus is different. STEP FIVE: DRILL DOWN TO DEAL STRUCTURE: Once you have your model, you can determine the actual deal structure for individual transactions. What specific equity class will you offer? If you're an S corp, you can only have one class of equity. Will you restructure as a C corp or an LLC to offer different equity terms? What exact percentage will you pay upfront versus backend? Over how many years? If you know you're targeting retiring business owners who want to cash out, they probably want more money upfront and less backend risk. If you're targeting younger partners who want to stay and grow, they might prefer less upfront and more backend upside. All of these specific terms fit within your broader model. You're not reinventing the structure for each deal. You're applying your established approach with minor customizations based on the specific situation. THE POWER OF TEMPLATE DOCUMENTS: The ideal scenario is completing your whiteboarding session, building your model, and creating template legal documents before you start seriously pursuing targets. When someone expresses interest, you can immediately send a letter of intent. You can start due diligence with established processes. You can deliver definitive legal documents quickly. This makes you look professional and serious. It shows potential partners that you know what you are doing and have your act together. Speed matters in competitive markets. Corey understands the practical reality. Template documents cost legal fees before you have a deal in place. Some clients aren't willing to make that investment without more certainty. Others have already started conversations with potential partners before they come in for the whiteboarding session. Recently, a client did the whiteboarding session in the morning, then met with a potential seller that same afternoon. The seller was ready to move faster than expected. The documents got built for that specific deal, which also became the templates for future transactions. REAL-WORLD APPLICATIONS: The framework works across any deal type. While Corey uses M&A as the primary example because that's what most clients ask about, the principles apply to licensing strategies, joint venture partnerships, franchising programs, or any other deal-driven growth approach. The key is understanding what the ideal process looks like and getting as close to it as circumstances allow. A lot of these factors depend on your industry and the types of relationships with clients and customers. The contractual length and other factors with those customers and clients help dictate what the model will be around things like retention requirements. If you're bringing in retired folks who are looking to get out of the business and will be gone after a consulting arrangement, that will dictate a different part of the model than somebody who is younger, coming in, going to stay with the company, and wants to continue to grow. THE PERSONAL WHY MATTERS MOST: Company objectives matter. Strategic rationale matters. Financial considerations matter. But your personal why as the founder or executive is equally important. Why are we entrepreneurs if we're not creating companies that let us build the lives we want? Too many business leaders grow based on external pressure or assumptions about what they should be doing. They read about how some company scaled through acquisition, so they think they need to do the same thing. They hear about the multiples PE backed platforms are achieving, so they assume that's the only path. Then they build companies they don't actually want to run. They create obligations and structures that make them miserable. They achieve financial success but personal dissatisfaction. Your personal motivations are relevant and legitimate. If you want to build a legacy company, own that. If you want to create enterprise value for an exit, be honest about it. If you genuinely care about providing better client experiences, let that drive your decisions. When your personal why aligns with your company strategy, you create something sustainable. PROVEN RESULTS: These whiteboarding sessions have helped build platforms that have completed dozens of acquisitions. The firms that invest in proper planning make deal-driven growth look easy because they've built proper foundations. The firms that skip these steps end up scrambling, making mistakes, and wondering why their deal program isn't delivering expected results. The process creates tremendous value for every client who goes through it, helping founders create businesses they actually want to run while achieving their financial objectives. Perfect for business leaders considering deal-driven growth, entrepreneurs building acquisition programs, executives exploring joint ventures or strategic alliances, and anyone who wants to pursue deals without wasting time and resources on opportunities that don't align with strategic objectives. • • •FOR MORE ON THIS EPISODE:https://www.coreykupfer.com/blog/dealprogram• • •FOR MORE ON COREY KUPFER:https://www.linkedin.com/in/coreykupfer/http://coreykupfer.com/ Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today! Episode Highlights with Timestamps [00:00] - Introduction to the whiteboarding process for building deal programs [01:01] - Why this process applies to all deal types, not just M&A [01:53] - Five steps that must come before deal structure [02:43] - The passion for visioning, planning, and strategy sessions [03:24] - Why starting with deal structure is the wrong approach [04:18] - The internal journey and making sure deals align with happiness [05:24] - Step One - Starting with your why and getting clear on motivations [06:26] - Using the five whys technique to go deeper on your drivers [06:49] - Example of the five whys in action with client scenarios [08:02] - Step Two - Defining who you're targeting to avoid wasting time [09:54] - How to compete when you don't have PE backing in competitive markets [10:59] - Creating authentic value propositions that differentiate you [12:43] - Step Three - Assembling your deal team internally and externally [13:27] - Why you need the model before individual deal structures [14:08] - The mistake of doing deals opportunistically without consistency [14:44] - Problems created by inconsistent deal structures across multiple deals [15:02] - Step Four - Building a repeatable model that can scale [17:01] - Deciding conceptual components like cash versus equity structures [19:35] - Step Five - Drilling down to specific deal structure within your model [20:34] - Determining upfront versus backend payment percentages [22:17] - The ideal scenario of having template documents ready [22:38] - The practical reality when clients have already started conversations [24:56] - Socializing deals to key stakeholders after closing [24:58] - The importance of not skipping the process even under time pressure [25:25] - Why your personal why matters as much as company objectives [26:24] - The danger of building companies you don't want to run Host Bio Corey Kupfer is an expert strategist, negotiator, and dealmaker with more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker deeply passionate about deal-driven growth. He is the creator and host of the DealQuest Podcast. Show Description Do you want your business to grow faster? The DealQuest Podcast with Corey Kupfer reveals how successful entrepreneurs and business leaders use strategic deals to accelerate growth. From large mergers and acquisitions to capital raising, joint ventures, strategic alliances, real estate deals, and more, this show discusses the full spectrum of deal-driven growth strategies. Get the confidence to pursue deals that will help your company scale faster. Related Episodes Episode 80 - Deal-Ready Foundations with Corey Kupfer: Explore the foundational elements needed before pursuing any deal strategy, including team building and internal preparation. Episode 84 - Business Partnerships Deals with Corey Kupfer: Understand how partnership structures work and how to create successful collaborative deals. Episode 90 - The BEST Of Company Founders with Corey Kupfer: Learn from multiple founders about their deal-driven growth strategies and what worked in building their companies. Episode 134 - Deal Preparation with Corey Kupfer: Discover the five steps toward deal-making success and how proper preparation prevents poor performance. Episode 138 - 5 More Steps Towards Deal-Making Success with Corey Kupfer: Building on the foundation of deal preparation, explore additional critical steps for executing successful transactions. Social Media Follow DealQuest Podcast: LinkedIn: https://www.linkedin.com/in/coreykupfer/ Website: https://www.coreykupfer.com/ Keywords/Tags deal program planning, M&A strategy, acquisition planning, joint venture strategy, licensing deals, deal structure framework, whiteboarding sessions, strategic deal planning, repeatable deal process, deal-driven growth, deal team building, value proposition for deals, target partner profile, deal legal structure, franchise strategy, strategic alliances, five whys technique, business motivation alignment, personal why in business, cap table management, template legal documents, integration strategies, corporate development, wealth management M&A, PE competition strategies, deal model building

In this episode of Building the Premier Accounting firm, host Roger Knecht discusses building a premier accounting firm with guest Lahari Neelapareddy, founder of Tax Hero and LN Accounting Advisors. They cover Lahari's journey from public accounting to specializing in e-commerce and consumer packaged goods, emphasizing the value of niche marketing and advisory services over traditional compliance work. Lahari shares insights on sustainable growth, avoiding burnout, and the importance of continuous learning for accounting professionals. In This Episode: 00:00 Introduction and Guest Spotlight 01:43 From CPA to Entrepreneur 03:13 Starting an Accounting Firm 07:14 Small Business Accounting Challenges 08:52 Evolving Service Offerings and Specialization 12:33 Niche Marketing and Tax Hero 17:32 CFO and Advisory Services 20:24 Defining CFO Advisory Value 26:15 Client Relationships and Pricing 29:58 Lessons Learned: Sustainability Over Growth 33:23 Closing Thoughts and Resources Key Takeaways: Specialize in a niche industry to enhance marketing and scalability, as Lahari did with e-commerce and CPG brands. Prioritize value-added services like CFO and advisory over compliance work to increase client retention and pricing. Define clear service packages and scope of work to manage client expectations and minimize scope creep. Focus on sustainable growth, emphasizing efficiency and maintaining passion to avoid burnout, rather than solely chasing rapid revenue. Continuously Learn through podcasts, mastermind groups, and peer interactions to stay updated and avoid reinventing processes. Featured Quotes: "I didn't think I would start an accounting firm. Because when I thought of people that owned accounting firm, I only thought tax, right? Like people that are CPAs that do tax returns at their desk. And the image is like very boring is the image that most people get, right?" - Lahari Neelapareddy. "I wanted to add value to my clients. I think that was always there. And the second thing was like, I wanted like a good work culture that I think is maybe still lacking in big four and the public accounting world, but definitely was lacking in the time that I was there." - Lahari Neelapareddy. "Sustainability over growth sometimes, right? Because growth will come automatically, but you need to make sure that you don't lose that passion and that you're sustaining it." - Lahari Neelapareddy. Conclusion: Thank you for joining us for another episode of Building the Premier Accounting Firm with Roger Knecht. For more information on how you can establish your own accounting firm and take control of your time and income, call 435-344-2060 or schedule an appointment to connect with Roger's team here. Sponsors: Universal Accounting Center Helping accounting professionals confidently and competently offer quality accounting services to get paid what they are worth.   Offers: I'd love to offer two resources to your audience. First, a free discovery call—whether you're an e-commerce business wanting to simplify sales tax or an accountant interested in partnering with us, you can book a time with me at https://taxhero.net/contact/#demo Second, you can download our up-to-date Economic Nexus Chart, a quick guide to understanding sales tax nexus across the US, at https://taxhero.net/blog/economic-nexus/#download For more information related to Lahari consider the following: TaxHero: https://taxhero.net/, and LN Accounting: https://www.lnaccountingadvisor.com/ Get a FREE copy of these books all accounting professionals should use to work on their business and become profitable.  These are a must-have addition to every accountant's library to provide quality CFO & Advisory services as a Profit & Growth Expert today: "Red to BLACK in 30 days – A small business accountant's guide to QUICK turnarounds" – This is a how-to guide on how to turn around a struggling business into a more sustainable model. Each chapter focuses on a crucial aspect of the turnaround process - from cash flow management to strategies for improving revenue. This book will teach you everything you need to become a turnaround expert for small businesses. "in the BLACK, nine principles to make your business profitable" – Nine Principles to Make Your Business Profitable – Discover what you need to know to run the premier accounting firm and get paid what you are worth in this book, by the same author as Red to Black – CPA Allen B. Bostrom. Bostrom teaches the three major functions of business (marketing, production and accounting) as well as strategies for maximizing profitability for your clients by creating actionable plans to implement the nine principles. "Your Strategic Accountant" - Understand the 3 Core Accounting Services you should offer as you run your business. help your clients understand which numbers they need to know to make more informed business decisions. "Your Profit & Growth Expert" - Your business is an asset. You should know its value and understand how to maximize it. Beginning with the end in mind helps you work ON your business to build a company you can leave so that it can continue to exist in your absence or build wealth as you retire and enjoy the time, freedom, and life you want and deserve. Learn what it is you can do to become an author, leveraging your expertise to market your services effectively and get the clients you deserve.  This is a webinar you don't want to miss.  Learn from Mike Capuzzi what a Shook is and how you can use it to position yourself as the Premier Accounting Firm in your area.  This is a must-see presentation so get ready to take some great notes.   In addition to becoming an author, see what you can do to follow the Turnkey Business plan for accounting professionals.  After more than 40 years we've identified the best practices of successful accountants and this is a presentation we are happy to share.  Check it out and see what you can do to be in business for yourself but not by yourself with Universal Accounting Center.   It's here you can become a:   Professional Bookkeeper, PB Professional Tax Preparer, PTP Profit & Growth Expert, PGE   Next, join a group of like-minded professionals within the accounting community.  Stay up-to-date on current topics and trends and see what you can do to also give back, participating in relevant conversations as they relate to offering quality accounting services and building your bookkeeping, accounting & tax business.   The Accounting & Bookkeeping Tips Facebook Group The Universal Accounting Fanpage Topical Newsletters: Universal Accounting Success The Universal Newsletter   Lastly, get your Business Score to see what you can do to work ON your business and have the Premier Accounting Firm. Join over 70,000 business owners and get your score on the 8 Factors That Drive Your Company's Value.   For Additional FREE Resources for accounting professionals, check out this collection HERE!   Be sure to join us for GrowCon, the LIVE event for accounting professionals to work ON their business. This is a conference you don't want to miss.   Remember this, Accounting Success IS Universal. Listen to our next episode and be sure to subscribe.   Also, let us know what you think of the podcast and please share any suggestions you may have.  We look forward to your input: Podcast Feedback   For more information on how you can apply these principles to start and build your accounting, bookkeeping & tax business please visit us at www.universalaccountingschool.com or call us at 8012653777  

On this episode of the Woodard Report podcast, Joe and Heather talk about major updates from Intuit, including its expansion of TurboTax service locations and the introduction of the new Intuit Account Suite. They also explore deeper themes, from how past experiences shape us, to generational perspectives on AI, to how firms can adapt strategically to a changing profession. Current events — Intuit Accounting Suite launch Intuit opening a total of 600 on premises locations throughout the U.S. TV/Movie quote of the week — How to Train Your Dragon IT chapter 2 Excellent things we learned — These 14 colleges offer bachelor's degrees in AI—including one Ivy League school Notion Member spotlight — Auburndale Bookkeeping The Woodard Report article of the week — Setting Up a Business for Spouses: Steps to Take Thank you to our show sponsor, Brex! Brex accounting partners close clients books faster, earn rewards for referrals and attract new customers all on Brex. Brex's integrated platform provides numerous accounting automation benefits, which enable your accountants to focus on premium advisory services, help clients close the books faster and elevate the overall client experience. To become a Brex accounting firm, visit brex.com/partners/accounting to apply. Learn more about the show and our sponsors at Woodard.com/podcast

As promised in the last episode, I turn the tables on my client and fellow business owner Jen McAllister to explain how her team of CPAs and Accountants deliver everything for small to medium sized businesses. She's passionate about helping businesses clean up the books, get more tax efficient and grow.  Listen in to see if this tremendous team is right for your business.   Highlights Preparing assets for sale Value by strategic design The role of family and business in the U.S. Evolving with client needs Year-round business immersion Bookkeeping vs. strategy Financials: not just numbers When to bring in external help Scaling with flexible teams The importance of exit planning Helping businesses grow up Maintaining quality of life in ownership Hiring strategically for growth   Links and Resources from this Episode Connect with Gary Pinkerton https://www.paradigmlife.net/  gpinkerton@paradigmlife.net https://garypinkerton.com/  https://clientportal.paradigmlife.net/WealthView360  Connect with Jen McAllister https://riseaccountingllc.com/about/  https://exit-planning-institute.org/about-us  jen@riseaccountingllc.com  Review, Subscribe and Share If you like what you hear please leave a review by clicking here   Make sure you're subscribed to the podcast so you get the latest episodes. Subscribe with Apple Podcasts Follow on Audible Subscribe with Listen Notes Subscribe with RSS  

In this episode of The Thrivecast, Jason Blumer interviews Heath Alloway, Growth Partner at Sorren, who brings extensive experience from BKD and the Upstream Academy. Heath introduces a transformative framework he calls the "four pillars of success": culture, people, clients, and wise growth. This sequencing is deliberate—growth sits last because it exists to fuel the other three, challenging the profession's tendency to pursue revenue targets disconnected from organizational health. Heath draws a critical distinction between healthy and unhealthy growth. Firms growing too rapidly with misaligned clients experience culture rot, elevated turnover, and declining engagement, while strategic growth creates space to say yes to the right opportunities and invest meaningfully in team development. He addresses a counterintuitive reality: humans process thousands of thoughts daily, with 80% skewing negative and 95% being repetitive. Heath advocates for fundamental reorientation, asking: "When you think about the future, if it hasn't happened yet, why would you choose to think about everything that could go wrong?" This shift from defensive positioning to intentional optimism becomes the foundation for sustainable transformation. The conversation explores evolved approaches to business development in accounting. Heath challenges the conventional wisdom that business development belongs exclusively to partners, arguing that early exposure throughout team members' careers transforms what could be a shocking transition into natural professional evolution. He provides tactical frameworks rarely executed: identify your top three prospective clients by name (most partner groups cannot), prioritize cross-selling within existing relationships where trust already exists, and proactively request introductions from clients who genuinely want to see you succeed. His role extends beyond traditional growth activities to include facilitating strategic planning retreats and leadership development for clients—services that internal surveys identified as highly requested offerings, revealing that clients are inviting deeper partnership if firms are willing to see beyond compliance work. Heath acknowledges COVID's paradoxical gift to the profession, noting it forced changes firms should have made voluntarily: fee increases reflecting actual value, termination of misaligned client relationships, and more intentional investment in team connection. His concern is that firms might abandon these strategic gains as they return to task-focused execution, forgetting the cultural intentionality that emerged during crisis. The episode concludes with Heath reframing business development anxiety through a powerful metaphor: if you were a doctor with the cure for a rare disease, wouldn't you feel obligated to share it? Accountants possess gifts that can genuinely transform client businesses and communities, yet fear and introversion often prevent initiating the conversations where that value could be realized. His message to the profession is both challenge and invitation: "This profession will do more for you than you can ever do for it." The path forward requires moving beyond reactionary growth toward intentional design—building firms where strategic choices about clients, team development, and cultural investment align with a clearly articulated vision of who we are becoming, demonstrating that sustainable growth emerges not from grinding harder but from thinking more clearly about what we're building and why it matters.

Have you ever noticed how much time you spend thinking about things you can't control?  Accountants and high-stress professionals tell me things like this all the time.  I feel like everything is happening to me.  I have no control over my time, or my clients, my team, or my deadlines; all dictate everything I do in my life.  And on top of that, they blame themselves for not being able to handle it better.  But I want you to know that you have far more control than you think you do in your life, maybe not over the circumstances you're experiencing, but over your experience of those circumstances.  And when you learn to take responsibility for what is within your control, the way you think, feel, and respond, you unlock a level of control most people never realize is available.  Today, I'm going to show you how to start feeling in control again.  Not theoretically, not conceptually, but practically in a way that you can use today.  This is one of the core transformations my clients experience inside The RE*INVENTION™ Process because, when you learn to take responsibility for what you can control, you stop feeling like life is happening to you and start living like you're in control of what happens in your life.  Let's dive in… Join us in a community built specifically for accountants and high-stress professionals.  You'll receive support, accountability, and a community that understands what you're going through. We focus on stress reduction, increasing productivity, time management, goal achievement, health, happiness, and desired lifestyle:  https://www.financialadventure.com/community I'm inviting you to sign up for the free private podcast where I do a deeper dive into this topic on the Mastering Your Mindset Moments podcast for high-stress professionals: https://www.financialadventure.com/private Schedule your Complimentary Stress Audit and Clarity Session, where we'll work together to create a clear and focused plan for you to move forward so you'll immediately start enjoying your life with less stress, increased productivity, and more time to spend doing what you love with the people you care about: https://www.financialadventure.com/work-with-me Accountants, CPAs, Bookkeepers, Tax Preparers & Financial Professionals, sign up here to get updates on upcoming opportunities & grab the Audit Of Your Well-Being & Balance Guide here: https://www.financialadventure.com/accountant Ready to set up your business?  I have a program to help you get your business set up so that you can start making money.  Sign up for this program here: https://www.financialadventure.com/start Are you ready to try coaching?  Schedule an Introductory Coaching Session today.  You'll have the opportunity to see how you like coaching with an Introductory Coaching Session: https://www.financialadventure.com/intro Join us in the Mastering Your Small Business Finances PROFIT LAB if you are ready to take control of your business finances and create the profitable business you are striving for.  Are you ready to generate revenues and increase the profit in your business: https://www.financialadventure.com/profit If You Are Ready To Choose, Start Or Grow Your Side Hustle, Get Your Free Checklist And Assessment Here: https://www.financialadventure.com/sidehustle Grab Your FREE guide:  5 Essential Strategies For Stress-Free Bookkeeping: https://www.financialadventure.com/5essentials Your FREE Online Virtual Bookkeeping Business Starter Guide & Success Path Is Waiting For You: https://www.financialadventure.com/starterguide Join Our Facebook Community:  https://www.facebook.com/groups/womenbusinessownersultimatediybookkeepingboutique The Strategic Bookkeeping Academy, including Bookkeeping Basics, is open for registration!  You can learn more and sign up here: https://www.financialadventure.com/sba Looking for a payroll solution for your business?  You can get an exclusive 15% discount on your payroll services when you sign up here: https://www.financialadventure.com/adp QuickBooks Online - Save 30% Your First 6 Months: https://www.financialadventure.com/quickbooks Sign up for a virtual coffee chat to see if starting a Bookkeeping Business is right for you: https://www.financialadventure.com/discovery Show Notes:  https://www.financialadventure.com This podcast is sponsored by Financial Adventure, LLC ~ visit https://www.financialadventure.com for additional information and free resources.

Blake breaks down how AI can help with cost segregation and explains why AI currently works best on tasks that take humans 2-5 minutes. Michael Burry is betting against AI companies, claiming they're manipulating earnings by stretching server depreciation from 3-4 years to 5-6 years, adding billions to their bottom lines. Also covered: Intuit's $100 million annual OpenAI deal to integrate QuickBooks and TurboTax into ChatGPT, new bank evidence in the Rippling corporate espionage case, and a survey showing 10% of adults are acting on AI tax advice despite error rates up to 50%.SponsorsOnPay - http://accountingpodcast.promo/onpayRelay - http://accountingpodcast.promo/relayCloud Accountant Staffing - http://accountingpodcast.promo/casChapters(00:00) - Welcome to The Accounting Podcast (00:49) - Blake's Illness and Recovery (02:05) - Upcoming Topics (04:06) - Cost Segregation Explained (06:46) - AI in Cost Segregation (11:15) - AI's Current Capabilities and Limitations (19:10) - Intuit's OpenAI Deal (22:01) - Intuit's Strategy and Industry Implications (30:12) - Michael Burry's New Bet Against AI (31:21) - Depreciation and AI Companies (39:15) - Rippling vs. Deel: Corporate Espionage (42:44) - New Jersey's Alternative Pathways Bill (44:39) - AI's Role in Tax and Investing Advice (47:37) - Defining Audit Quality: PCOB's New Initiative (51:56) - FASB's Costly Lease Standard (56:13) - Ancient Accounting Systems in Peru (58:45) - Conclusion and Viewer Interaction  Show NotesComing soon!Need CPE?Get CPE for listening to podcasts with Earmark: https://earmarkcpe.comSubscribe to the Earmark Podcast: https://podcast.earmarkcpe.comGet in TouchThanks for listening and the great reviews! We appreciate you! Follow and tweet @BlakeTOliver and @DavidLeary. Find us on Facebook and Instagram. If you like what you hear, please do us a favor and write a review on Apple Podcasts or Podchaser. Call us and leave a voicemail; maybe we'll play it on the show. DIAL (202) 695-1040.SponsorshipsAre you interested in sponsoring The Accounting Podcast? For details, read the prospectus.Need Accounting Conference Info? Check out our new website - accountingconferences.comLimited edition shirts, stickers, and other necessitiesTeePublic Store: http://cloudacctpod.link/merchSubscribeApple Podcasts: http://cloudacctpod.link/ApplePodcastsYouTube: https://www.youtube.com/@TheAccountingPodcastSpotify: http://cloudacctpod.link/SpotifyPodchaser: http://cloudacctpod.link/podchaserStitcher: http://cloudacctpod.link/StitcherOvercast: http://cloudacctpod.link/OvercastClassifiedsCollective by DBA - https://collective.cpa/ Want to get the word out about your newsletter, webinar, party, Facebook group, podcast, e-book, job posting, or that fancy Excel macro you just created? Let the listeners of The Accounting Podcast know by running a classified ad. Go here to create your classified ad: https://cloudacctpod.link/RunClassifiedAdTranscriptsThe full transcript for this episode is available by clicking on the Transcript tab at the top of this page

Success in professional services isn't about doing more—it's about doing less, but doing it exceptionally well. In this episode of The IC-DISC Show, I sit down with Raffi Yousefian, CEO of The Fork CPAs, to talk about how extreme specialization transformed his accounting firm from a general practice into the leading restaurant and bar controllership service in the country. Raffi shares the counterintuitive journey of deliberately shrinking his client base to accelerate growth, ultimately tripling revenue within 18 months of selling off 30% of his practice. We explore how Raffi evolved from serving three industries to exclusively focusing on restaurants and bars, and why weekly financial reporting creates competitive advantages that monthly statements simply can't provide. He breaks down the economics of restaurant operations, explaining why 2% savings in food costs can represent an entire profit margin when you're working with businesses that operate on 5-7% net profits. The conversation reveals how subscription pricing combined with deep industry expertise solves the profession's labor shortage by making firms more profitable and attractive to talent. What strikes me most is how Raffi's specialization philosophy mirrors successful models in other industries, from medical concierge services to dating apps. If you've ever wondered whether narrowing your focus could actually expand your opportunities, this conversation provides a compelling roadmap.   SHOW HIGHLIGHTS Raffi sold off 30% of his accounting practice to focus solely on restaurants and bars, then tripled the remaining 70% within just 18 months. Weekly financial reporting in restaurants isn't a luxury—it's survival, since a 2% swing in food costs can represent your entire profit margin. The Fork CPAs moved from "insecure niching" with three industries to hyper-specialization, proving that doing less actually accelerates growth when done with expertise. Restaurant operators typically process 300-400 invoices monthly for a $3-4 million location, making specialized systems and processes non-negotiable for profitability. Subscription pricing in accounting solves the labor shortage by making firms more profitable, allowing them to pay better and attract talent to the profession. Specialization creates resonance with ideal clients who say "you sound like my soulmate" rather than casting a wide net and hoping something sticks.   Contact Details LinkedIn - Raffi Yousefian (https://www.linkedin.com/in/raffiyousefian/) LINKSShow Notes Be a Guest About IC-DISC Alliance About The Fork CPAs Raffi YousefianAbout Raffi TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good morning, Raffi How are you today? Raffi:: Good morning, David. I'm doing well. And yourself? Dave: I am doing great. I appreciate you coming on the podcast. Just a formal introduction, you are Raffi Yousefian, and you're the CEO of the Fork CPAs. Is that correct? Raffi:: That's correct. And I appreciate you having me. I'm excited to have a conversation with a like-minded individual in the accounting industry. Dave: Yes. I've been looking forward to this for some time. So what part of the world are you calling into from today? Raffi:: I am in Brooklyn, New York City. Dave: Okay. Raffi:: Specifically Williamsburg Greenpoint, which is meant to be the hipster capital of the world in case you're interested. Dave: Yeah, I have heard that name. For that reason, I don't think I've ever been there. I haven't been to New York in about 15 years, and I think I rarely have ever been anywhere but Manhattan. So I'll have to be sure to check that out the next time I'm in town. Raffi:: We would love to have you. We're right across the East River. Dave: Okay, Raffi:: Great. Great nightlife scene, great food scene. A lot of sighting. New concepts are popping up every day, bars, restaurants, so it's a great place to be. Dave: That sounds awesome. Well, first of all, let's get to the name. What the heck does The Fork CPA's name mean? Usually the CPA firm is named after the founder or the partners. So what's the fork? What's the meaning of the fork? Was one of your partners named Fork or talk? Raffi:: No. So the fork, I have a 15 slide presentation on it. Maybe I can walk you through it one day. But the fork represents a tool that is highly agile with very sharp and fine edges, and it also relates to the restaurant industry and represents us and our values as a firm. So that's where the four comes from. That's the, in a nutshell description. And then the CPAs, you add that to clarify that we're doing accounting and tax, so that's where work branding comes from. Actually, we launched the brand in 2022, so it hasn't always been our name. Dave: Okay. Well, I really like it. So are you a New York native? Raffi:: I'm not. I'm actually from dc so lived in DC for about 10 years. That's where I started the firm, and I moved up to New York in 2021. Dave: And you went to college in Maryland? Raffi:: Yes, university of Maryland College Park. Dave: Okay. And then you graduated and you went the big four route with ENY? Raffi:: That's right. I worked at ENY for about three and a half years, and then moved to a smaller firm for about a year and a half, two years after that. And this was in 2016 when I launched the firm that I currently have right now. Dave: And you just started it from scratch? Raffi:: So initially the firm was called ROYCA LLC, and I just used my initials with CPA at the end just to get started. Okay. I started it from scratch. At the time I had the potential opportunity to acquire a restaurant bookkeeping business, and that is really what initiated me or catapulted me to taking that leap from moving from a W2 job to starting my own business. The acquisition actually never ended up panning out to be anything. It ended up being more of like a referral relationship. So it was good in that it incentivized me and motivated me to actually take the leap. But as we started from scratch, didn't end up buying any book of business or anything like that and just grew from there January 1st, 2016. Dave: And is that how the restaurant and bar capability started, was from that referral relationship with that bookkeeping firm then? Raffi:: Yes. Well, the referral relationship was a result of me taking over my brother-in-law's finances, and he had a restaurant and catering business. Dave: Oh, I Raffi:: See. And so his accountant was ending their relationship because he was moving on to be the CFO of a big fast growth restaurant group. And so I asked to meet with him. I said, can I meet with the former accountant? Maybe he has a book of business that he wants to sell or get rid of. That's not where the interest in restaurants started, but that definitely had an impact on moving towards that restaurant niche at some point. My first real client was a restaurant business. Dave: Okay. Raffi:: Yeah, Dave: That is great. You've got your CPA firm, it's growing. And then at a point you realized you had a concentration in the restaurant bar business. Now, conventional wisdom says when you have a concentration like that, whether it's client industry, you need to fix it by diversifying, but you decided to go in a different direction, right? Tell me the story. Raffi:: Yeah, so initially the purpose of the firm was to provide an alternative and frictionless experience to traditional public accounting. And this was 2016 when web-based apps were all very new, and even the cloud firms were very server-based. You log into this server and it wasn't very web-based, so even cloud modern firms were still very clunky, and the client experience was terrible. So the idea was, okay, replicate the public accounting model just in a more modern and frictionless way. And so we were still providing a lot of the traditional services you get in a small public accounting firm, 10 forties, monthly bookkeeping, annual bookkeeping, industry agnostic, and one of the first moves. So that was, people love that, right? It was new cutting edge, modern virtual CPA firm. And then I think by year two, we decided we had to narrow down what we were doing. Raffi:: Again, we were trying to be everything to everyone just in a more modern way. And so I think the first change we made was limit our service offering to monthly services only. So value-based billing, fixed fee. It was a mix of value-based billing and fixed fee at the time. So we basically told all of our annual clients, mostly 10 40 clients, sorry, if you want to work with us, you have to have a business, and we have to own the entire accounting process from monthly all the way through your business tax preparation. So that was the first change we made. We didn't specialize just yet. Dave: And what year was this? 2017. Raffi:: I think this was around 2017 or 20 17, 20 18 then. So that worked really well. That allowed us to scale and grow much faster. Now everybody's on a monthly fixed retainer. You're not doing all this work during tax season, those three months trying to do 12 months of books. So there's no bottlenecks during tax season. For the most part, 10 forties are still very much a bottleneck. And in 20 19, 20 20, we decided to narrow down even further and say, okay, we're going to service three industries. And I like to say this is the insecure way of niching down. And so we narrowed it down to, I believe it was restaurants and bars for sure. Nonprofits and professional Dave: Services. Raffi:: And so that helped again, even better. Now we can scale and grow even faster with more efficiency. And then 2022, we were at a point where the restaurant and bar industry vertical was growing much double, triple what our other verticals were growing. And I believe it was just a natural result of our passion was behind that vertical, the professional services and nonprofits, great clients, low volume, easy to work with, very professional. But yeah, just stagnated the growth that stagnated. I wasn't as much interested in those verticals as I was in restaurants. And so we decided to launch the for brand in 2022 and in 2023. So in 2023, the restaurant practice was about 60 to 70% of our revenue. And so we spun off the 30%, which was nonprofits and professional services, and merged it slash sold it to another firm. And since 2023, March of 2023, we've been solely fork CPAs, Eileen niched down into restaurants and bars under the fork CPAs brand. Dave: Okay. I love the story. And then I believe, did Brandon Poe help you sell that practice? Raffi:: Yes, exactly. I think this was probably the first spinoff maybe that they did spinning off a niche and selling it to another firm, and then continuing as a, so it was new to them. And we actually did a podcast about this with Brandon. And yeah, I think it was, like you said, it sounds counter intuitive to specialize versus diversify, but to provide some context, that 70% between March of 2023 and end of 2024, I think it grew like 250, 300% our revenue. So we were basically triple the size that we were when we did the spinoff. Dave: So I have to put some numbers on this. So let's pretend the firm did a thousand dollars a year of revenue. So $700 of it was restaurants and bars. You sold off the $300 practice and then using that multiple, the firm today now is doing 200 or $300. Raffi:: Well, not today, within a year and a half, within a year and a Dave: Half, Raffi:: Within a year and a half, it was at like 2000. So you were at 1000? We were like 2100. So that 700 became 2100. Dave: Wow. Raffi:: And I think a big part of it had to do with, I actually retained my staff that was part of the nonprofit and professional services vertical. So that was about four people. And so that also helped because you need staff to grow into. Dave: And Raffi:: It did hurt our valuation because a lot of the times when firms are acquiring, they want to acquire the staff, one of the biggest problems when, Dave: Yeah, they're just buying the clients basically. Raffi:: So we took a hit on the valuation, but if we hadn't retained our staff, they wouldn't have been as easy and efficient to scale and grow within that year and a half. Dave: So why is it, so it appears based on what you're saying, that there was a underserved market in New York restaurants and bars. That's the only conclusion I can really come to have that kind of a growth implies that the market was not being well served. Is that assumption accurate or was there something else in play? Raffi:: So we definitely have competitors, but I would say underserved in a sense that the level of service and quality is just not there. It's a highly commoditized service offering restaurant bookkeeping. And so our value proposition is not just restaurant bookkeeping, it's restaurant controllership. Raffi:: So for the same price as a bookkeeping service, maybe a little bit more of a premium, 20%, 15, 20%, you can get a more comprehensive service offering under a subscription model to a controller. And the controller owns your entire accounting process. And in addition to that, we also have a tax department that will take care of the tax compliance at year end and quarterly. So I don't think we have any actual competitors that do exactly what we do. However, we have at least 40 to 50 competitors nationally. So it is underserved in that sense, but it's not something super unique or cutting edge that we're doing. It's just a different approach, a different way of doing it. Dave: And your client's all in the New York area? Raffi:: No, it's all, it's nationally. Mostly East coast. Yeah, mostly dc, Maryland, Virginia, New York City, metropolitan areas, urban areas, but it's pretty much all over the country. We can serve clients nationally. Dave: Now, when you pick up a new client, what percentage of the time is it a brand new restaurant and what percentage of the time are you taking over from another provider? Is it mostly taking over from another provider? Raffi:: I would say it's about 70% taking over. It depends. For example, we might have a restaurant group that has 10 locations and now let's say 10 franchises, and they're forming a new group and they're starting from scratch with a new concept. So there's some of that. I see most of them are fast growth. So they have the goal of, Hey, we just opened our first location and we want to be at five locations in three years. That's where a solution like ours really provides maximum value because we can help you get from zero to five in as fast as you want because you're not sitting there concerned about hiring accountants and building an accounting department. And so we take care of the back office for you through that growth stage. Dave: And what percentage of your clients are franchisees? Raffi:: It's not a large percentage. It's mostly independent operators, probably five to 10%. We have competitors that focus solely on talk about hyper specialization. They do restaurant bookkeeping for McDonald's franchises, but it gets pretty specific. And that's not necessarily our target market. Our target market is more independent operators, smaller franchise groups, 15 to 20 units, but we're not like a volume commodity shop. Dave: So I can relate to your business in so many ways, and it's why when I heard you on Brandon's podcast, I just was dying to talk to you. So as I think I told you, so all we do is icy disc work, and we're the only firm I know of that does nothing but icy disc work. We manage more than anyone else. So all we do, we live, eat and breathe it. But within that space, our largest sector by far is the scrap metal business. And what's interesting, and I hear this all the time from our clients, is that I'm the only advisor they've ever had who understands the scrap metal business, that when they have a banker that they're interviewing new banks or a new CPA, it's always the same thing. They come out and they're like, wow, I thought this was going to be Sanford and Son's junkyard. This is a whole different business. And they get so frustrating. And I've frustrated, and some of 'em have asked me to find CPAs, find them a new CPA, and one of the first things they want is somebody with scrap metal experience because it's so frustrating for them having to, every year there's a new staff person and every year they have to explain all over again how the whole business works. I'm guessing it's similar in the restaurant business. Is that right? And kind of dive into how your expertise manifests itself when you're talking with an Raffi:: Potential Dave: Client? Raffi:: Yeah, absolutely. Having an accountant in the entire spectrum of accounting services, whether that's your tax preparer, your controller, your bookkeeper, your CFO, having that industry specialization is completely invaluable. And I think the, in any industry, restaurants aside, the consumer is starting to realize that and the level of insight you can provide as a specialist and the value you can add is way beyond what a generalist can do. And sometimes people will hire generalists because of a referral or a trust that they have with this person. And I think that's really the only time where there's any justification in hiring a generalist, to be honest with you. But even that, it's okay, well, sure, this might be your dad's accountant or your family friend accountant that everybody trusts, but is that really providing any value? If you can't trust your service provider, then what's the point? Raffi:: So yeah, the level of value you can provide, and just to give you some examples, if you have three locations as a restaurant and you want to add another location, you should be able to go to your accountant and say, here is what the landlord is asking for rent. Here's what I'm expecting to do in sales. Is this a good investment? And the accountant, if they're specialized, they should be able to tell you very quickly just by reviewing your projections, your performa and saying, yes, this is an investment that we're not investment advisors, but if your projections actually pan out to be what they say, then yes, we want your occupancy cost to be 8% of sales, and you're showing that in your projection. So yeah, if this spot that you've identified can actually generate that type of sales and your prime costs are going to be this much, your bottom line is potentially going to be this, then your ROI will be X. And therefore, yeah, it's a good investment. Now, a generalist might be able to do that by doing some research, Raffi:: But that example can be applied to so many different things. When we sit down and analyze p and ls as a controller, we need to be able to look at trends and identify, wait, why do we lose money this month? Very quickly, right on a call, oh, it's because your labor was 35% and it's usually 32%. And in restaurants, it's typically 32, 33 is the ideal number. Just being able to throw out numbers off the top of your head and being well-trained in a specific vertical, it just provides so much value. And we talk about in the accounting industry about how we have to become advisors. This is like AI is going to take over all the compliance overseas hiring and all the bookkeeping is going to be automated. And so now we have to become more advisors and just data entry people and compliance providers. And the only way you can really do that, in my opinion, if you want to be a true advisor, is to niche down and specialize. Otherwise, how much value can you really add as a generalist? Dave: Sure. Well, and I was just thinking, I would imagine having come up through the accounting side, I couldn't imagine a worst controller or bookkeeper job than being the bookkeeper or controller for a restaurant. I can just picture it. There's some a closet basically that's your office, and especially if it's in the facility itself and it's not noisy and there's just all this stuff going on, and if it's a bar, all the actions in the evening, and I just couldn't imagine a worst working environment or work environment than that. So it makes even more sense to just have that outsource. And I'm also guessing my clients, probably 20% of the owners of my clients actually have an accounting background just for whatever reason, that was how they ended up there. But I'm guessing that's perhaps even lower in the restaurant business. I just imagine the average restaurateur bar owner is not a former ENY tax person. Raffi:: Right. So it's funny you bring up the bookkeeping role in a restaurant closet that they put the bookkeeper in traditionally speaking with all the stacks of invoices. So just to provide some context, a restaurant that does three to $4 million in revenue will have anywhere from three to 400 invoices minimum per month. Dave: Are you serious? Raffi:: Yeah. They need to get inputted into the accounting system to get true accrual basis accounting. Dave: Wow. I thought you just bought everything from Cisco and payroll and called it a Raffi:: Day. Well, the franchisees, yeah, the franchisees are all different. They work with a Cisco or usb, and then they have less invoices, but still very high volume. So the role of the bookkeeper 10, 15 years ago was show up to the restaurant, get all these invoices and put them into QuickBooks. And if you're not a specialist, even if you're following the traditional model from 15 years ago, there's no way to make money doing this type of work, especially when restaurants are super low margin. They don't have big budgets for accounting. And so the only way to really make it work is to specialize to have a fixed system process, tech stack around restaurant bookkeeping that allows you to process this high volume and still leave some room to make money as an accountant. So I'll just throw that out there. And then your other question was related to what kind of persona do you get, what kind of demographics do you get on the restaurant industry side, and it's mostly blue collar, a lot of creatives. So I think once you get to the groups, the restaurant groups that have five to 10 people, a lot of 'em start hiring more office workers. More people can sit at a computer and do numbers, which helps a lot on the admin side. But if you're working with a single unit operator or two to three unit operator, you're dealing with somebody that's always on the run. They're always busy, they're in the kitchen, they're wearing multiple hats. Raffi:: Most of the time they're creatives, they're chefs that created a concept, and that's their strength. Their strength isn't numbers, so it makes it even harder to get information out of them and to keep them organized. And that's really what an accountant bookkeeper does. It just helps somebody stay organized and provides them and helps digest their financials. And a big part of it's just helping them stay organized. So you can first count the numbers, put them into the system, come up with a good workflow. But yeah, it makes it very challenging to work with those types of clients. Dave: Sure, I can understand that. Now, my understanding is the restaurant and bar business has one of the highest failure rates of any type of business. Is that true? And what is the failure rate? What percentage then fail in 1, 3, 5 years? I'm sure you have some numbers around that. Or Raffi:: Actually, believe it or not, there actually is no number and the number is What's your Dave: Guess? What's your guess? Raffi:: They say the myth has always been nine to 10 restaurants fail, something like that. And I've researched this multiple times, and it's really just a myth. There's no hard evidence about that. I don't think it's wrong or it could be very much accurate because it's very high. But any industry, the reason for the failure rate is because of the supply and demand. Everyone wants to open a restaurant, the barrier to entry are low. It's easy to raise money to open a restaurant. Everyone wants to invest in a restaurant. It's just a sexy business. And when you have such a high supply of any type of business, it could be restaurants, it could be filmmakers, it could be musicians, like how competitive the music and film industry is, you end up having an overage of service providers or suppliers or restaurants in this case. And therefore it makes it extremely difficult to generate a profit. Raffi:: And it is a difficult business to run for sure as well. But I think that's the biggest challenge is once you start making a little bit of money, 10, 15%, boom, another competitor comes in and opens a similar concept down the block or a competing concept, and now there's limited amount of residents or consumers in that neighborhood. So now they go into that restaurant, and especially in cities like DC right now, DC's very competitive. There's just so much money being pumped into restaurants and such a limited amount of guests and consumers. So it's the same, let's say 10,000 people that are going to the same restaurants, let's call 'em upscale, casual restaurants. And every week there's a new restaurant opening. And then you could have the best concept in the world, but it only lasts six months because as soon as you're not the hottest thing in town, another one rolls right in and takes your customer base. So it's very competitive, very low margin, and that's why it makes the financial analysis so much more important. Dave: Yeah, I would think so. Is it safe to assume that the failure rate of your clientele is likely lower than the industry average? If you had to guess? Raffi:: Probably. Yeah. Yeah, our failure rate is pretty low. And I think which might also be overlooked, that insight into your finance is a huge competitive advantage for operators, for restaurant operators. Dave: Yeah, I would imagine. Raffi:: Because even 2%, they're mostly high volume, high revenue businesses, they're top line businesses. So an average full service restaurant probably does three to $4 million in revenue. And so even a 2% savings on your food costs, that can be your entire profit margin right there. So the average restaurant does between three, it used to be like five to 10%, now it's three to 7%. But needless to say, it's pretty low, the profit margin. So if I can provide weekly reports that give managers insight into their labor and food costs, that in itself helps them reduce food and labor costs two to 4%. And it's key to do this weekly, not monthly, right? Because monthly it's already too late. You don't know what you did four weeks ago to be able to tweak and adjust the levers in your business. So yeah, I think it's a competitive advantage. Hey, if I can save you two to 5% just by monitoring the financials, forget all the time savings that I'm going to give you automatically you've added a lot of value and you've maybe even saved that restaurant from going out of business. Dave: So I'm curious, just what are the typical expense breakdowns like in a restaurant, how much, what are the food cost percentage range typically in labor and brand, whether, Raffi:: So it depends on the type of concept, whether it's a pizza shop, whether it's a quick service restaurant versus full service versus steak versus seafood. But generally 60 to 65% is your prime cost. So that's your cost of goods sold and your labor. Raffi:: And so anytime we see, for example, for quick service, it's about 60%. So anytime we see, hey, this quick service restaurant is doing 63%, it's a red flag, and we bring that up to the operator, you need to adjust. And sometimes they can't adjust something they can't control. The sales are low because scaling of labor, when you have sales fixed labor and the rest is pretty much, it's about eight to 10% occupancy costs, rent, real estate, taxes, insurance, and then the rest is overhead, operating expenses, supplies, GNA, office supplies, things like that. And then that leaves about five to 10% profit at the end if it's run well. Dave: Wow, it sounds like a Raffi:: Terrible business. It sounds like a difficult business to run profit. Very difficult. Yeah. I get a lot of people that come to me and say, Hey, I'm thinking about investing in a restaurant, or I want to open a restaurant. I'm like, run, don't do it. Dave: Yeah. There's a joke. I forget how it goes and what industry it is. How do you become a millionaire in the oil and gas business? You start as a billionaire. It's kind of the same in the restaurant. How do I end up with a million dollars restaurant? You start with $10 million. Raffi:: Exactly. Dave: So talk to me, do you have everybody on the same accounting system? For example, all of your Raffi:: Clients? We more or less, we have two tech stacks that we support. So QuickBooks plus Margin Edge, that's one Tech Stack. And then the other Tech stack is a accounting software called Restaurant 365. Dave: Okay. Designed just for the restaurant business. And they're both, and so I know QuickBooks pretty well is the other one. Raffi:: Yes, everything is web-based. The Margin Edge is just a plugin. It's an app for QuickBooks to essentially convert it to providing restaurant. It's the bridge between the restaurant and the books. Whereas Restaurant 365 already integrates all of that, the plugins into one platform, which is really nice. Dave: Have you seen that one is a better fit for most of your clients, or do you have a preference for one over the other? Raffi:: It depends on the concept for sure. Okay. For example, we have Dave's Hot Chicken. I'm not sure if you've heard of it. The franchise, one of the fastest growing franchises in America. They have a, I'm not sure if it's an agreement, like a franchise agreement or some type of agreement with the restaurant 365, but basically as a franchisee, you get Restaurant 365 templates as part of your, Dave: Not Raffi:: Templates, but it's almost pre-configured so that it makes it very easy to use Restaurant 365. So in those cases we're like, it's going to be much easier to implement this off the shelf solution versus having QuickBooks and Margin Edge and setting it up for the franchise and all that. So it really just depends on the concept. Dave: Okay. Raffi:: Yeah. Dave: What are some of the things clients tell you, or what's the feedback you get after six to 12 months? I have to imagine that your clients are really happy with your service. What are some of the things that you hear from folks? So this is your chance to really brag about your team and your business model. What are some of the things you hear? Raffi:: Typically, it's not so much. The feedback we hear is so-and-so is so great. You have an invaluable resource for our team and our growth. We have a lot of testimonials that we get from clients. They provide so much peace of mind. Now I can focus on what I do best without having to worry about are my bills getting paid? Am I profitable? What are the numbers that I need to look out for? But really we see the results most of the time because you see a restaurant operator that has one location or two locations, and they have maybe an internal person that is a partner in the business that is overseeing the financials. And we do a discovery call with them. We find out they're spending their whole week just getting receipts from employees and uploading invoices to the accounting software. And then we're like, you spend your most of your time on this. And we tell 'em our value proposition, and it's hard for them to believe. And then within seven or eight months, they're out there scouting new locations, improving their margins, really working on the business rather than spending their time doing admin work. And that's extremely rewarding to see. Raffi:: And not all of them do this. Some will not take advantage of what we provide. Some of them, just like the time savings when we see, okay, this person was stuck at two, three locations, and now they have the time to really focus on growth and building systems and processes and focusing on their vision, and we're just essentially handling their entire back office. They're reporting and providing all the analytical information they need to make these decisions about their growth. That's really nice to see both from their perspective and our perspective. It's a nice partnership to have. Dave: And I can imagine that weekly reporting is critical. I can just imagine there's a lot of restaurants that it's a part-time person. It's their accounting firm that does it. It's one of the partners. And basically they get their financials two or three weeks after the month ends. So they're looking at six and seven week old data. And I could imagine that if you have a problem and you're losing money and you don't realize it until after you've lost money for seven weeks, I can see where that could be a problem. Raffi:: Yeah, exactly. And you're looking at your p and l 15 days after the month ends and you're saying, wait, how do we get 27% labor? Who was doing the scheduling that week? Who was doing the inventory count? What did he change? What did they not change? And when you're doing it weekly, you know exactly what affected or impacted the numbers in your reports. Whereas if it's, and this can apply to other industries as well, not just restaurants, but in restaurants and bars, it's specifically very, especially very important. Dave: Yeah. What do you enjoy the most about your current role in this business that you've built? Raffi:: I really enjoy the growth aspect of it, the vision setting, the vision, setting the goals. We follow the EOS framework Raffi:: And I love that kind of stuff. Working on the business, setting the goals, as I said, and holding your team accountable to achieving those goals. And it's crazy how quickly you see results when you really commit to it. And I'm still trying to figure out whether I'm a visionary or integrator and I don't know. But I like both. I like ops and I also like sales and marketing and being the CEO, so I'm still trying to pinpoint that. But we have a director of operations and she runs the operations for the most part. But I love setting the vision for operations. Hey, it would be awesome if in a year we can reach a stage where every client is following the same AP process, for example, or something like that. And yeah, I really enjoy that kind of stuff. Dave: So let's say we're talking three years from now, and in fact, I may just make a note to have you back in three years. I've never asked a guest this question, and it's probably because I just was in Strategic Coach session last week. If we were sitting down three years from now and looking back over those three years, what would you have liked to have happened both personally and professionally to have been pleased with your progress? Or even just professionally, what would you like to accomplish over the next few years? How do you see the business going? Raffi:: We have ambitions to grow very quickly, and our mission, I know sounds generic, is to achieve proud employees and happy clients. Raffi:: And so I'm obsessed with great businesses, which pretty much provide that proud employees that love where they work, they want to do a good job, and the customers and clients are all promoters of the business. That's the ideal goal. So we want to grow while maintaining that. We don't want to become one of these, again, commodity shops where we're just bringing on clients for the sake of bringing on clients and adding numbers to the top line revenue. I think of acquisition as a big part of that. I probably see that in the cards in the next two to three years in terms of us acquiring another firm. And it really narrows down your goal when you're trying to focus on restaurants and bars. So just trying to replicate what we do, providing that controllership level service, maybe acquiring the bookkeeping, restaurant bookkeeping service, and deploying our model so that people paying the same price for bookkeeping can essentially get a much higher level of service. And then thus complimenting our mission, our purpose, which is proud employees, happy, happy clients. Dave: I love that. Proud employees, happy clients. That was always Herb Kelleher's philosophy. The founder of Southwest Airlines is he viewed employees as his customers that if he made his employees happy, then they would do a good job with their end customers. Raffi:: Yeah. Yeah. The Southwest stories pretty amazing. But I think we debated our leadership team debated about the happy employees versus proud employees for a bit. Raffi:: And I think we very specifically and adamantly decided that we want proud employees because it's not, as soon as you pay happy, nobody's ever a hundred percent happy. We want the clients to be happy and satisfied, but we want our employees to, there's going to be tough times and they're not always going to be happy, and times are going to be tough, but as long as you're doing what you're proud of and it feels rewarding, at the end of the day, it's a job. So we're not expecting everyone to show up to work and be super happy about what they do, but at least we want them to be proud. And I think that comes with passion. If you don't have passion for what you do, you're most likely not going to be proud, and you're probably not the best fit for our company. So it attracts a certain type of employee, but it also pushes out a certain feeling amongst your team. Dave: I like it. Well, as we're wrapping things up, I can't believe how the time has flown by. If we could go back to 2011 when you were graduating from the University of Maryland, if you could go back in time and give yourself advice, your 22, 20 3-year-old self advice back then, what advice might you have given yourself based on the experience you've had over the last 14 years? Raffi:: I like to say I would have niched down earlier, but it's hard to say that's what I would've done if I had done it differently. I'm just not sure because you learn so much by not niching down early on, and Raffi:: You have to generate revenue when you first start out your firm. So in theory, that's what I would've probably have done niche down earlier. Maybe I would niche down three years earlier, four years earlier, not maybe from the beginning. But in terms of other advice, yeah, I would've probably taken accounting more seriously earlier on because I had so many little businesses at that time when I was in college, I was just still trying to figure things out, and I knew accounting was potentially one of them, but I had a, well before that in college, I had an eBay business where I was selling, going to stores, finding things for cheap and selling them online. And then I had a welding business, and then I had a DJ business. And so I was still trying to figure out, I was very on the fence about do I pursue accounting versus something else, and I would've probably told myself to take it, focus on the accounting much earlier. Dave: That is so interesting. I asked that question to a lot of guests, and they almost all have the same answer. But when I asked you the question as I was asking it, I was thinking, oh, that's a dumb question. Most of my guests, they waited 20 years before they started their own business, and their price themselves would've been, be afraid, take the leap early, but you really couldn't have taken it much earlier. You were an employee for five years. You needed to learn the industry, and obviously you had those entrepreneurial tendencies early on, but that is interesting. You wish you had taken the accounting more seriously since that you didn't know then that this is what your future was going to be. Raffi:: Right. I knew it was going to be in entrepreneurship, growing a business, starting a business, but in hindsight, again, if I hadn't done all the DJing and the parties and the events, I wouldn't have been exposed to how marketing really works and how PR really works. So I don't know. It's hard to say. Dave: Yeah, that makes sense. Well, is there anything I didn't ask you that you wish I had asked you? Raffi:: Yeah, I think when we've talked in the past, we talked about the pricing model when it comes to niche services, I think that's also very relevant. You want to share, Dave: Do you want to share how that works or is that something that Raffi:: Yeah, I think Dave: Standard pricing on or whatever your, I didn't want to get too much into pricing. I didn't want you to feel obligated to share anything you didn't want to share. Raffi:: Yeah. I think another aspect of niching down that is valuable and necessary as it comes to our industry and accounting is the pricing model. So there's various forms of pricing and professional services. You have hourly billing, the traditional hourly billing, you have the value-based pricing, you have fixed fee, and then you have subscription. And the trend, I believe, is moving towards subscription. It was value-based. Hourly is the old model that hopefully most people aren't following anymore. But the subscription model for the industry I think is going to be the best because we have problems in the industry right now. They talk about the shortage of labor and all that and the need to adapt advisory services. But I think it's not just, you can't look at labor in a vacuum. You have to look at why do we have a shortage of labor problem? It's because we have a value proposition problem and we have a pricing problem, Raffi:: In my opinion at least. And I think subscription pricing is going to change that. And subscription pricing is beneficial to our industry because it prices the relationship and not just the scope of work and value-based pricing the customer. How do they see the value that we're providing? And you price based off of that. But I think once you move into subscription, it completely revolutionizes and changes the value of public accounting and the accounting service in general. And if we want to solve the labor shortage problem, we need to make the industry more profitable and pay people better so that they're incentivized to pursue an accounting degree and get a CPA. And subscription pricing, I believe, really does that in order to provide subscription pricing you to don't need to. But it really helps by niching down, because the whole concept of subscription pricing is you pay this fixed price and we do everything for you. No hourly billing. There's no scope of work. We do everything for you that is in our wheelhouse that we can do under our roof. And when you provide that type of peace of mind and frictionless experience for clients, all of a sudden, I think the potential for profit and paying your better skyrockets. Dave: So yeah, Ron Baker would be so proud of your transition. Raffi:: Yeah, I think it's a little too early. I think he wrote his Times Up book like three, four, or maybe, yeah, three, four years ago, something like that. Something like that. So it might be a little too soon to tell whether it's going to work in practice. It's worked for us, but it's very difficult to implement subscription pricing if you don't niche down Dave: Well, and I think the monthly work also helps, like a CPA firm who all they're doing is just the annual tax return. How do you justify a subscription billing? Right? Certainly a month in subscription billing, there's more of a disconnect, but with what you're doing, the tax return is, I don't want to say an afterthought, it's just a inevitable outcome of what you've done throughout the year. Raffi:: I think the most similar example that's been tried and tested is the medical concierge. So one time medical, one medical, the subscription based medical office that Amazon acquired, I dunno, what was it three, four years ago? So I think it's very similar because you have an annual checkup, so think of that as your tax return. So you pay Amazon, it's a very low price. I don't know what it is, but I dunno, maybe a few hundred dollars a year for your subscription to one-time medical or one medical. And a lot of the medical concierge services work like this, they range anywhere from $50 a month to $300 a month depending on the Raffi:: Level of service that you're getting. And that gives you unlimited access to a primary care physician. So if I want to go see them every week, it's included in my a hundred dollars a month subscription, and I can get that once a year tax return done or that once a year physical done, but that doesn't really change anything. It doesn't change my subscription. That could be the only thing that I do with them, but just I'm paying for that peace of mind. I know if something happens or if I'm planning for something, I can just call that primary care physician or that accountant and run it by them for no extra charge. And so I think it works well. Maybe it's a little too soon to tell for the accounting industry, but I think it's generally worked with the primary care medical world. Dave: No, I think the accounting profession is perfect for it. So are most of your clients now on a subscription basis? Raffi:: Yeah, it's pretty much all subscription. We have what are called add-ons, Dave: So Raffi:: Our general subscription is controllership services. But anything that they need, for example, IRS audit, gap audit, notice defense, maybe they're pursuing a valuation or a deal, and that's something that we can handle. It's in our wheelhouse. That's all included in the subscription. But when you don't niche down, it's hard to Dave: Exactly. Raffi:: It's hard to limit what you offer. So that's why I think when you say we're very clear that we don't do budgets, so that's not in our wheelhouse. We don't really have anybody on the team that can do budgeting for restaurants. We can get on a call and talk through it with you based off of what we know, but we won't prepare a projection and budget. We're not a CFO service. We're a controllership service. So it's hard to be clear about where you draw the line with your, what's in your wheelhouse, because technically, yeah, I could learn how to budget. I'm an account. It's not that difficult. But again, you can't promise everything. Then you want to try to promise as much as possible so that your subscription has value, but there also has to be safeguards in place. Dave: Well, that is a great way to wrap things up. I'm glad that you'd mentioned the pricing. I really appreciate that. Well, I really appreciate your time. Like I said, when I reached out to you, I love your specialization approach. I just think that's the problem with specialization is you have to say no to everything else. And that's so emotionally difficult for people, especially if you have a scarcity mindset then, Raffi:: Right? Accountants basically. Dave: Yes. Yes. So I think that's great. It's no surprise to me, and I really would, if you're up for it, I'd love to check in with you in three years and see how things have gone. Raffi:: Yeah, I'm definitely up for it. And I also love, you're hyper specialized. That's the IC-disc. I think you mentioned to me how many there are in the country, and it's very limited. Yeah, a few thousand. So that's even more specialized, but it's great. The more specialized, in my opinion, the better. Right? Dave: I tell you this quick story. I've learned niche specialists, that niche and specializing firsthand. When I was internet dating in 2000, the infancy of internet dating, and I think I was 35 years old. And what I noticed that most guys did, they had an approach of casting a wide net. And it was, I'm looking for a woman between the ages of 18 and 88, any religion, any hobbies, anybody type. And I think their attitude is, I'm going to cast a wide net. I'm going to get all these fish in the net, and then I can just cherry pick the ones I want. So I'm like, I'm going to try something different. And so let's say I was 34. My criteria was they had to be a year older to two years younger. They had to be tall, athletic Christian, dog loving women with a commitment to excellence. And my friends are like, you're not going to get any response. Dave: And I'm like, yeah, you're probably right. And they were right. They were almost right. I got almost no response. But what happened when I did get a response from a woman, it's the same reaction you get. There was resonance because the woman would say, oh my God, you sound like my soulmate. I'm 33, I'm five nine. I used to play college volleyball. I have a golden retriever. And so what would happen is, I think when they were talking to the guys with the white net philosophy, they'd have dinner and the guy would say, wow, you're amazing. You're exactly what I'm looking for. And they're like, no, you're not. Your profile is 18 to 88. It wasn't really, but that's really where I learned it. And I think it's the resonance that you get with specialization, and it worked dating and it worked in my business. Sure. You hear the same kind of resonance thing from your new clients, and you're like, wow, I didn't know such a service existed. Raffi:: Exactly. Yes. Yeah. It's like a perfect match for both sides, right? Dave: But it takes a certain amount of courage and a certain amount of abundance mindset to be able to pull the trigger. The other thing is it's hard to refer people who don't specialize. If you meet an attorney and you're like, what do you specialize in? You go, well, mostly wills. We do the occasional divorce, occasional criminal defense. If you get a speaker sick, you give me a call and you're like, I can't help you. But if they specialize in speeding tickets in one county in Texas, and that's all they do, I talk to somebody, a party, and they say, oh, I got a speeding ticket. I'm like, oh, it's Raffi:: The first person that comes to mind. Yeah, exactly. Dave: Yeah, Raffi:: It makes a big difference. Dave: Yeah, it's great. Well, hey, Raffa, I really appreciate your time. This has been a lot of fun and keep up your work and let's come back in three years. Raffi:: Thank you, David. I appreciate you having me. Dave: There we have it. Another great episode. Thanks for listening in. If you want to continue the conversation, go to ic disc show.com. That's IC dash D-I-S-C-S-H-O w.com. And we have additional information on the podcast archived episodes, as well as a button to be a guest. So if you'd like to be a guest, go select that and fill out the information, and we'd love to have you on the show. So it we'll be back next time with another episode of the IC Disc Show. Special Guest: Raffi Yousefian.

Most firm owners hear the noise about AI and panic. They're told their jobs are disappearing and the industry is on borrowed time. But the reality is simpler: AI isn't replacing accountants,  it's reshaping how firms think, make decisions, and deliver value.In this episode, Brenton Ward and Thomas Phabmixay break down what AI actually does in a firm, why it's more “translation engine” than threat, and how it can scale judgement, not just automate tasks. Thomas shares how he uses AI inside his own practice to analyse work, improve communication, and speed up decision-making and why the biggest wins come when AI is woven into workflows so the team barely notices it's there.You'll learn:✅ Why “AI will replace accountants” is a myth that's been repeated for decades✅ How AI turns financial and client data into instant insight✅ Where AI creates real leverage in a firm's workflow✅ Practical ways firms can use AI today without building custom tools✅ Why critical thinking matters more than ever in an AI-enabled worldIf you've been overwhelmed by the hype or unsure where to start, this conversation gives you a grounded view of how AI can strengthen your firm, not threaten it.________________ PS: Whenever you're ready… here are the fastest 4 ways we can help you fix and grow your accounting firm: 1. Download our famous Wize Freedom Strategy Map for FREE - Find out the 96 projects every firm owner must implement to build a $5M+ firm that can run without them - Download here 2. Need to Hire right now? Book a 1:1 FREE discovery call with our WizeTalent hiring coaches to help find your next team member the Wize Way – Click Here 3. Book a 1:1 Wize Discovery Session – Spend 30mins with our Wize CEO, Jamie Johns, a $7M firm owner who is ready to give you his entire business plan to build a firm that can run without you – Find out more here 4. Work with Jamie and our mentors for 8 weeks - Build a custom business plan for your firm - Apply here

Join us this week for The Tech Leaders Podcast, where Gareth sits down with Kate Hayward, UK Managing Director at Xero. Kate talks about how AI can make life easier for small business owners, the new skills the next generation of accountants will need, and how organisations can manage maternity leave for the benefit of everyone. On this episode, Kate and Gareth discuss how gymnastics breeds discipline, why Britons are generally lacking in financial literacy, and the three things Kate looks for when starting a new job. Timestamps: Good Leadership and Early Career (1:45) Xero – The "Gangly Teenager Phase" (9:00) Career or Family, or Both… (13:00) Discipline and Gymnastics (20:30) Financial Literacy and Entrepreneurship (24:20) Xero and AI (31:35) New Skills for Accountants (42:30) Tips to stay Organised, and Advice for 21-year-old Kate (45:45) Hopes and Fears for Future of AI (48:00) https://www.bedigitaluk.com/

The Department of War Just Shot the Accountants and Opted for Speed by Steve Blank

Most people think policy loans mean "borrowing your own money." That's completely wrong, and it's costing them big. In this episode, Mary Jo breaks down exactly how policy loans work inside Infinite Banking and why understanding the difference can change how you build wealth.

Most founders underestimate how much strategy, preparation, and marketing it actually takes to run a successful Reg CF or Reg A+ crowdfunding campaign. Legal compliance matters — but according to attorney Marty Tate, one of the most respected experts in regulated investment crowdfunding, momentum and marketing ultimately determine whether your raise succeeds or fails. In this episode of Test. Optimize. Scale., Marty breaks down the real mechanics behind Reg CF, Reg D, and Reg A+; the timelines founders should expect; what derails campaigns; and why only a small percentage of issuers ever hit seven figures. Whether you're exploring your first crowdfunding raise or preparing to scale into a larger Reg A+, this conversation will help you set your campaign up the right way and avoid the costly mistakes first-time issuers usually make.

AI and automation are changing everything — including how accountants grow.In this episode of The Growth Minded Accountant, host Lee Reams II talks with Adam Lean, CEO of The CFO Project, about how technology is helping tax and accounting pros finally scale beyond compliance work and step into lucrative CFO advisory roles.Adam shares how The CFO Project's advisors average nearly $2,000 per month per client with 87% retention, using a repeatable system that helps business owners generate positive cash flow — and gives accountants a way to stop trading time for money.You'll learn:How to productize and scale CFO servicesWhat separates a true advisor from a fractional CFOWhy your soft skills (not just technical ones) drive retentionThe simple, nine-step system for delivering consistent resultsAnd why AI is actually empowering, not replacing, accountantsIf you've ever wanted to break free from commodity pricing, upsell your best clients, and build recurring advisory revenue — this is your roadmap.

rWotD Episode 3114: Corps of Military Accountants Welcome to random Wiki of the Day, your journey through Wikipedia's vast and varied content, one random article at a time.The random article for Wednesday, 12 November 2025, is Corps of Military Accountants.The Corps of Military Accountants was a short-lived corps of the British Army. It was formed in November 1919 and disbanded in July 1925. Its members handled financial matters, although matters relating to pay continued to be handled by the Royal Army Pay Corps.All personnel serving as Military Accountant Officers and Military Accountant Clerks transferred to the new corps. On the disbandment of the corps most of its personnel who chose to stay in the Army either reverted to their previous regiments and corps or transferred to the RAPC.This recording reflects the Wikipedia text as of 00:07 UTC on Wednesday, 12 November 2025.For the full current version of the article, see Corps of Military Accountants on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Bluesky at @wikioftheday.com.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm standard Emma.

Special Guest “Cash Flow Mike”   Grab Mike's free resource: cashflowmike.com Welcome to another episode of Podcast Profits Unleashed Podcast — the show that helps coaches turn podcasting into a powerful client-attraction tool! I'm your host, Karen Roberts, and today's episode is packed with insights you do NOT want to miss. Before we dive in — stay tuned after the ads because I'll be sharing my special strategy for consistent podcasting without burnout or quitting. Trust me, you'll want to hear this. Now… today's guest is the legendary Mike Milan, also known as Cashflow Mike — a former state trooper turned business growth strategist. With 14 businesses built, $150M in hidden profits found, and his proprietary Clear Path to Cash System, Mike helps business owners understand their numbers so they can scale sustainably without blowing up their bank accounts. I absolutely LOVED this conversation because it pulls the curtain back on the financial truths every entrepreneur needs to embrace: ✅ Cashflow isn't a mystery — it's math. ✅ Growth doesn't matter if your money disappears in the process. ✅ Pricing and inventory mistakes are silently killing profits. ✅ The Financial Gap determines whether your business thrives or goes broke. Mike also taught me his rule that every business must follow:

In this episode, Nicole sits down with Bianca Weissman, a holistic healthcare practitioner who shares how she blends science, ancestral wisdom, and energy healing to help others heal from the inside out.  From her roots in Brazil to her journey through the Landmark Forum, Bianca offers a powerful look at what it means to truly align mind, body, and spirit. She also unpacks the science behind generational healing, insulin resistance, and how small daily practices can lead to major transformations. Enjoyed this episode? Join a network of like-minded women at http://cpamoms.com/start and get the support you need to build the practice you want.

TALK TO ME, TEXT ITA counterfeit bill with a smirking face can do more than buy a soda—it can buy doubt. We start with Florida authorities flagging movie prop money drifting into everyday transactions and dig into why small details on a $100 bill can drain time, trust, and patience at the counter. From there, we pivot to a glossy legal drama stacked with big names and a stunningly bad reception, unpacking why audiences can smell stunt casting and hollow writing a mile away, and how that reaction reflects a deeper fatigue with hype over heart.The story widens as we examine wealthy New Yorkers scrambling to call advisors after a decisive local election. It's not just about a tax line; it's about safety, predictability, and the friction of moving people, payrolls, and lives. We map the real trade offs: high property taxes in the suburbs, the risk of uprooting teams, and the question every earner asks in private—where can I plan five years ahead without nasty surprises? Along the way, we connect these headlines with a personal memory of MTV's early days, that electric moment when a channel cracked open a wider world and taught a generation to read culture through sound and image.What ties it all together is the cost of verification in a noisy age. Whether it's spotting micro tells on currency, rejecting a prestige flop despite its cast, or rethinking your city's future, the burden of proof is shifting from institutions to individuals. We explore practical cues for detecting counterfeit notes, the signals that predict whether a show will earn your time, and the frameworks people use to decide if relocating is a hedge or a hassle. If MTV expanded our horizons and the internet erased the borders, the next frontier is clarity—slowing down enough to separate signal from spin.Listen, then tell us: what pop culture moment lives rent free in your head? Subscribe, share the show with a friend, and leave a quick review so more curious listeners can find us.Buzzsprout - Let's get your podcast launched!Start for FREE Thanks for listening! Liberty Line each week on Sunday, look for topics on my X file @americanistblog and submit your 1-3 audio opinions to anamericanistblog@gmail.com and you'll be featured on the podcast. Buzzsprout - Let's get your podcast launched!Start for FREESupport the showTip Jar for coffee $ - Thanks Music by Alehandro Vodnik from Pixabay Blog - AnAmericanist.comX - @americanistblog

In this episode of Future Finance, hosts Paul Barnhurst and Glenn Hopper sit down with NetSuite's Joe Friedman and Ranga Bodla to explore how AI is transforming enterprise resource planning (ERP) systems. With decades of combined experience in enterprise software, Joe and Ranga discuss how NetSuite is innovating ERP through AI-native capabilities, open platforms, and real-time automation. The conversation spans AI agent adoption, data clarity, and how finance teams can start harnessing AI today without major overhauls.Joe Friedman is the Senior Director of AI Innovation at Oracle NetSuite, driving efforts to integrate practical AI across finance and operations. With over 15 years at NetSuite, Joe focuses on converting AI into measurable productivity gains. Ranga Bodla is the Vice President of Field Engagement and Marketing at Oracle NetSuite, with more than 20 years in enterprise software. He leads industry strategy across verticals, helping businesses convert innovation into performance.In this episode, you will discover:Why NetSuite believes ERP is the core of AI transformation in financeHow the new MCP connector integrates AI agents like Claude and ChatGPTPractical AI use cases: from variance analysis to journal entry creationWhy clean ERP data is essential for effective AI outcomesHow companies can start AI initiatives without high risk or costJoe Friedman and Ranga Bodla offer a compelling look at how NetSuite is leading the charge in making AI practical and accessible within ERP systems. Their insights show that businesses don't need massive overhauls to start seeing value from AI, just clean data and the right tools. As ERP evolves, NetSuite's hybrid approach positions it to stay ahead. This episode is a must-listen for anyone navigating the intersection of finance, tech, and AI. Join hosts Glenn and Paul as they unravel the complexities of AI in finance:Follow Joe:LinkedIn: https://www.linkedin.com/in/friedman-ns/Follow Ranga:LinkedIn: https://www.linkedin.com/in/ranga-bodla-bb45b/Follow Glenn:LinkedIn: https://www.linkedin.com/in/gbhopperiiiFollow Paul:LinkedIn - https://www.linkedin.com/in/thefpandaguyFollow QFlow.AI:Website - https://bit.ly/4i1EkjgFuture Finance is sponsored by QFlow.ai, the strategic finance platform solving the toughest part of planning and analysis: B2B revenue. Align sales, marketing, and finance, speed up decision-making, and lock in accountability with QFlow.ai. Stay tuned for a deeper understanding of how AI is shaping the future of finance and what it means for businesses and individuals alike.In Today's Episode:[04:15] - Competing with New ERP Platforms[09:42] - What is MCP & AI Everyday?[13:47] - AI Use in...

In this solo episode, Trevor breaks down real-world tax strategies that most accountants won't tell you about. From choosing the right business entity to leveraging legal tax loopholes, this episode is packed with information that can help you keep more of the money you earn. Trevor explains what questions to ask your CPA, how to structure your business the smart way, and what moves you can make before tax season to protect your profits.This isn't financial advice—it's insight from someone in the trenches who's tired of watching business owners overpay Uncle Sam.If you are ready to level up personally and professionally, go to joinrbo.com

What does it take to form a real estate partnership that lasts? One that's built to endure all kinds of markets, to serve all kinds of clients, and to stand the test of time?Some of the components - like shared values and great people - are intuitive. Others - like valuations, management agreements, and unified brands - are less so.Mike Hines joins us to share lessons learned in partnering with Scott Oyler to create Oyler Hines, the second-ranked team in Ohio.Learn how they put it all together culturally, financially, and legally - and get tips on per-agent productivity and new construction sales.Watch or listen for Mike's insights into:Shared vision and values as your foundationHow EOS help clarify a team's North Star for better decision makingThe evolution of Oyler Hines from solo agents to co-team leadersHow complementary strengths and clear standards make a partnership workThe logistics of merging teams - valuation, structure, and tough conversationsSetting up fair compensation and a management agreementThe importance of professional branding (even if it costs 3x more than you thought it would)Balancing approachability and luxury with your real estate brandKeys to improving per-agent productivity (spoiler: specialization helps)The coaching and meeting cadence that supports agent and team successTips to win more new construction opportunities At the end, learn about the end of the loaf, workout retreats, and head-clearing, all-day walks.Mentioned in this episode:→ Kevin Oakley https://www.doyouconvert.com/team/kevin-oakley/→ 1000watt https://1000watt.net/→ Jill Biggs https://www.realestateteamos.com/episode/hardwired-for-hard-work-with-jill-biggs→ The 12-Hour Walk https://12hourwalk.com/Connect with Mike Hines:→ https://www.instagram.com/mphines1/→ https://oylerhines.com/mike-hines/→ Mike at OylerHines dot comConnect with Oyler Hines:→ https://www.instagram.com/oylerhines/→ https://oylerhines.com/Connect with Real Estate Team OS:→ https://www.realestateteamos.com→ https://linktr.ee/realestateteamos→ https://www.instagram.com/realestateteamos/

In this episode of the Think MHK Podcast, 20 Under 40 honoree Courtney Ellis shares her journey from growing up in Kansas City to building a fulfilling life and career as a CPA at Sink Gordon and Accountants & Advisors in Manhattan, Kansas. Courtney discusses her unexpected return to the community, the firm's recent office relocation, and the benefits of Manhattan's size, diversity, and tight-knit atmosphere for raising her family. She reflects on her community involvement—from founding Girls on the Run to serving on the United Way board—while offering advice to young professionals about the value of humility and asking for help. Listeners also get a glimpse into her personal life, from family traditions and travel memories to her love of coffee and Ben Folds concerts.

Śrīla Prabhupāda once said something that stuck in my mind. He said, “You have to cheat death before death cheats you.” And for those who are financial accountants (I don't know if there are any other kinds, I guess there are).we know the tax codes. Generally speaking, rich people don't have anything. If you look at their financials, you'll see they look like they don't own anything. They fly in jets that are not theirs. They live in an apartment that is not theirs. They have a huge fund of money, but that belongs to the company. “They don't have anything.” So, how much tax do they pay, Accountants? Zero! Because they don't have anything. This is the idea of Kṛṣṇa consciousness, in one sense also: I don't have anything. It's all Kṛṣṇa's. And whatever I hold on to will be taken, and then I'm cheated by the process of material nature, but if I preemptively donate it all to Kṛṣṇa, whatever I have, it all belongs to Kṛṣṇa. Bhaktivinoda Ṭhākura talks about this: "manasa deho geho jo kichu mor." He is saying, "All this stuff—house, what else does he name? My mind, my family—donated. It all belongs to Kṛṣṇa." Then that's reality, and one is situated properly. Bhaktivinoda is also saying, "jīv kṛṣṇa dās e biśvas korle to ār duḥkha nai." If you want to be free from unhappinéss, then just preemptively sign everything off to Kṛṣṇa. Say, "it all belongs to Kṛṣṇa, and I'm just a servant. I just work here, but nothing is mine." (excerpt from the talk) ------------------------------------------------------------ To connect with His Grace Vaiśeṣika Dāsa, please visit https://www.fanthespark.com/next-steps/ask-vaisesika-dasa/ ------------------------------------------------------------ Add to your wisdom literature collection: https://iskconsv.com/book-store/ https://www.bbtacademic.com/books/ https://thefourquestionsbook.com/ ------------------------------------------------------------ Join us live on Facebook: https://www.facebook.com/FanTheSpark/ Podcasts: https://podcasts.apple.com/us/podcast/sound-bhakti/id1132423868 For the latest videos, subscribe https://www.youtube.com/@FanTheSpark For the latest in SoundCloud: https://soundcloud.com/fan-the-spark ------------------------------------------------------------ #preemptivegiving #spiritualawakening #soul #spiritualexperience #spiritualpurposeoflife #spiritualgrowthlessons #secretsofspirituality #vaisesikaprabhu #vaisesikadasa #vaisesikaprabhulectures #spirituality #bhaktiyoga #krishna #spiritualpurposeoflife #krishnaspirituality #spiritualusachannel #whybhaktiisimportant #whyspiritualityisimportant #vaisesika #spiritualconnection #thepowerofspiritualstudy #selfrealization #spirituallectures #spiritualstudy #spiritualquestions #spiritualquestionsanswered #trendingspiritualtopics #fanthespark #spiritualpowerofmeditation #spiritualteachersonyoutube #spiritualhabits #spiritualclarity #bhagavadgita #srimadbhagavatam #spiritualbeings #kttvg #keepthetranscendentalvibrationgoing #spiritualpurpose

As regulations get more complex, accounting firms are teaming up with brokerages to give their clients better financial outcomes. Tune in to this episode of Accountants Daily Insider to hear from Tom and Ben Hawley, founders of Azura Financial, to find out how brokers and accountants can create strategic relationships to help clients and drive further business. Tune in to hear more about: Why should there be strategic collaboration between the broking and accounting professions? How accountants can lean on, and leverage, brokers. Differences in finances that accountants and brokers need to be aware of. The outlook of the accountant-broker relationship over the next five years.

What if you could turn referrals into a predictable, repeatable system instead of relying on luck? In this episode, we explore how to win more high-quality clients through smart, structured referral marketing. Discover the best times to ask for referrals — and how to make it effortless for clients to say yes. We'll show you how to create a service that's so valuable, your clients can't help but talk about it. Plus, learn how ChatGPT can help you craft powerful referral emails, forms, and scripts that actually work. Imagine having happy clients who send you more happy clients — all while saving you time and energy. Tune in now and find out how to make referrals easy, enjoyable, and part of your everyday system. The latest episode of the Value Pricing Podcast is now available: Referrals Made Easy for Bookkeepers and Accountants with ChatGPT In today's episode you will learn: How to build simple systems that generate consistent referrals.The best times to ask clients for introductions.Ways to make your service truly worth referring.How to collect powerful feedback and success stories.Smart ways to use ChatGPT to automate referral requests.Tips to make asking for referrals natural, not awkward. Don't miss out on this episode packed with practical strategies, real examples, and AI-powered tips to help you attract more dream clients through effortless referrals. Listen now! 

Hungry for that transformational in-person connection?

My first jobs were in restaurants washing dishes and busing tables.  I would go on to do other jobs in restaurants, including cooking, waiting on tables, hosting on occasion. I think working in restaurants is a great first job because it teaches you to deal with people, and work in collaboration with different functions. So no matter what you do in a restaurant, it is a great experience to prepare for life. While I for sure was ‘cooking,' I wouldn't call myself a “cook.” And definitely wouldn't consider myself being a “chef.” I was just a person following instructions and performing it in a way that was consistent with expectations. I was told how to prepare something, and I followed those instructions. I know that not everyone can accomplish that, but I don't consider it a great mark of distinction. Being able to successfully combine ingredients in a way that is proscribed is another one of those life lessons that can be applied in a lot of areas. Including organizational leadership.Organizations after all  are just assemblies of ingredients. There are proscribed ways of putting these organizational ingredients together. Accountants go in the accounting department. Sales people in sales. Marketers in marketing. Etc. And these people sit in the same areas as each other, and they do the work that is related to their areas. And on it goes. That doesn't take a lot of visionary ability. It typically is the way it goes in all organizations. Now if you think of the ingredients right now in your kitchen, there are the staples that you typically rely on and use. You are comfortable with them and know how to deploy them. There are also those things that are seldom used, and you even forget you have. I'm thinking here of the spices I have that I forgot I have and never get included. There also is the stuff in the shelves and freezer that got buried, or maybe I got to use once. So lots of ingredients with no clear idea of what to do with them. There used to be a show with Chef Alton Brown where he would just go into someone's house and make a meal with what was there. That's talent.On today's episode, we welcome someone who knows about putting things together, something about how leaders use ingredients, and something about food. Dr. James Shin got his PhD from Penn State in Industrial Engineering, writing a dissertation that looks at (in part) simplicity versus complexity in the design process. Part of what he learned is that if we minimize the problems from the start, they can become more manageable, allowing us to make more progress. Rather than go the academic route, he went into industry given his interest in applying knowledge to practical problems. Working in a global organization, he also learned how approaches used by different cultures may work in that particular culture, but may not work as well in other cultures and contexts. Another thing he learned from his global work is that middle management is typically overstressed and underappreciated no matter where in the world they are located. We talk about his new book “The Leader's Soul: 52 Reflections for Unlocking Your Inner Leader.” In it, he looks at his own upbringing in South Korea, moving to the US as part of his PhD completion, his journey through corporate America, and his return to Asia in capacities that included speaking at universities. We also talk about his company Blue Koi, and how the koi fish symbolizes growth. However, as he shares, the best kind of sustainable growth occurs not necessarily through focusing on rapid achievement, but through pacing ourselves in our efforts and life. He also reflects on the importance of nuance, and how he had to break from the black and white thinking that can be more prominent in engineering and how humans need to be factored into design. And there was some conversation about preparing food, and the importance of not just using the right ingredients, but using the ingredients you have in creative ways.Blue Koi: https://www.bluekoiglobal.com/James Shin: https://www.linkedin.com/in/james-j-shin/"The Leader's Soul": https://www.amazon.com/Leaders-Soul-James-Shin/dp/1963701534

Artificial intelligence is the topic the entire accounting industry can't get enough of, with it likely to impact every aspect of the profession. On this insightful episode of the Accountants Daily Insider, ISACA director of event content development, Paul Phillips, joins all the way from the US to share professional expertise and advice about how ISACA is revolutionising the audit profession alongside AI. More Australian auditors can now pursue the world's first and only audit-specific artificial intelligence certification, with ISACA expanding eligibility for its ISACA Advanced in AI Audit (AAIA) certification to include CPAs and FCPAs from CPA Australia. Built on ISACA's trusted expertise in IT audit and the rigorous standards behind these renowned credentials, AAIA validates expertise in conducting AI-focused audits, addressing AI integration challenges and enhancing audit processes through AI-driven insights. The credential covers the key domains of AI governance and risk, AI operations, and AI auditing tools and techniques. Phillips shares this and more in the latest episode of The Accountants Daily Insider. Tune in!

Artificial intelligence is transforming accounting but not always for the better. Rob Brown explores real-world AI controversies that have shaken trust in the profession. From Deloitte's fabricated government report and Google Bard's false scandals to Xero's chatbot misfires these stories reveal the danger of blind automation.You will learn how to audit your AI use verify data and lead with transparency in an age where machines make confident mistakes.Key Takeaways- AI can create confident mistakes that destroy credibility- Big Four firms have already learned costly lessons- Vendors are still testing AI in public- Every firm needs clear AI policies and human review- Transparency and judgment are non-negotiable for trustCome and join our Accounting Voices Collective on Linkedin to find out more about our shows and virtual networking events: https://www.linkedin.com/company/accounting-voicesThe Accounting Voices Podcast serves accounting firm leaders, managers and partners looking to build their executive presence, influence and credibility both internally and externally. Host Rob Brown delivers insights to help professionals strengthen their personal brand, stay informed about industry changes and navigate disruptive forces affecting accounting business models and trends. Check out the show on your preferred podcast app or platform, or go to the Accounting Voices YouTube channel for all of the episodes in video format - https://www.youtube.com/@accountingvoicesRob works with consultants/experts in the accounting space via personal interviews to create video snippets and thought leadership pieces. If you have success stories, valued expertise or a brand that needs amplifying, but lack the time to create thought leadership or video content, chat with Rob on LinkedIn: https://www.linkedin.com/in/therobbrownIf you'd like to sponsor the show and elevate your brand with our audience, reach out to show host Rob Brown on LinkedIn and his team will reach out to fix up a chat to explore.

In this episode of Accounting Voices, Rob Brown discusses the transformative impact of artificial intelligence (AI) on the accounting profession. He emphasizes that AI is not a threat to jobs but rather to specific tasks, urging professionals to adapt and embrace AI to remain relevant. The conversation covers the slow adoption of AI in accounting firms, the implications for workforce dynamics, and the necessity for leadership to engage with AI strategically. Brown also provides practical steps for accountants to integrate AI into their work and enhance their careers.Takeaways - AI is changing how accounting firms operate and compete.Professionals who master AI will thrive in the future.Most accounting firms are slow to adopt AI technologies.Early adopters of AI in accounting are seeing significant benefits.AI can free up time for accountants to focus on advisory roles.The big four accounting firms are heavily investing in AI.AI is reshaping entry-level roles in accounting.Human judgment remains a critical advantage over AI.Leadership must engage with AI as a core issue.Accountants should experiment with AI and upskill regularly.You can watch this on YouTube here: https://youtu.be/doI88u39LYMCome and join our Accounting Voices Collective on Linkedin to find out more about our shows and virtual networking events: https://www.linkedin.com/company/accounting-voices◣━━━━━━━━━━━━━━━━━━━━◢The Accounting Voices Podcast serves accounting firm leaders, managers and partners looking to build their executive presence, influence and credibility both internally and externally. Host Rob Brown delivers insights to help professionals strengthen their personal brand, stay informed about industry changes and navigate disruptive forces affecting accounting business models and trends. Check out the show on your preferred podcast app or platform, or go to the Accounting Voices YouTube channel for all of the episodes in video format. https://www.youtube.com/@accountingvoicesRob works with consultants/experts in the accounting space via personal interviews to create video snippets and thought leadership pieces. If you have success stories, valued expertise or a brand that needs amplifying, but lack the time to create thought leadership or video content, chat with Rob on LinkedIn: https://www.linkedin.com/in/therobbrownIf you'd like to sponsor the show and elevate your brand with our audience, reach out to show host Rob Brown on LinkedIn and his team will reach out to fix up a chat to explore.

The impact of US Tariffs on our economy is likely to be the most consequential economic policy of the Trump Administration. Only now are we beginning to see what tariffs will mean in our daily lives. (see: https://www.congress.gov/crs-product/IF11030, if you don't believe tariffs are taxes)

This week on Under the Hood, Imogen is joined by the podcast legends themselves, Tim Garth and Dan Osborne, aka Two Drunk Accountants. Tim and Dan share their own business story, their perspective of AI, and the wins and challenges associated with running a small business. Tune in to hear more: How the Two Drunk Accountants came to be. How Tim and Dan feel towards AI. Expectations of where the accounting industry is headed. Xerocon product announcement recaps. A ‘cheers' or two. If you would like to contact Imogen and the Accountants Daily team, you can reach her at imogen.wilson@momentummedia.com.au.

The impact of US Tariffs on our economy is likely to be the most consequential economic policy of the Trump Administration. Only now are we beginning to see what tariffs will mean in our daily lives. (see: https://www.congress.gov/crs-product/IF11030, if you don't believe tariffs are taxes)

The impact of US Tariffs on our economy is likely to be the most consequential economic policy of the Trump Administration. Only now are we beginning to see what tariffs will mean in our daily lives. (see: https://www.congress.gov/crs-product/IF11030, if you don't believe tariffs are taxes)

In this episode of The CPA MOMS Podcast, Nicole Kehl and Mayumi Young introduce a framework that every CPA mom should know: the Four F's — Financial, Fitness, Firm, and Family. Mayumi walks listeners through a reflective self-assessment to help identify which areas of life are thriving and which may need attention. Whether you're building a business or balancing motherhood, this episode invites you to define success on your own terms and take the first step toward holistic growth. Enjoyed this episode? Join a network of like-minded women at http://cpamoms.com/start and get the support you need to build the practice you want.

Funnels are dead. And in this episode of The Growth Minded Accountant, host Lee Reams II and guest Rebekah Barton explain why the old lead-generation playbook no longer works—and what accountants must do instead.For years, firms were told to rely on funnels: fill the top with ads and PDFs, nurture with email, and push leads down until they buy. But in Fall 2025, that's not how clients make decisions.Clients now:Google you, check Yelp, scroll LinkedIn, and DM a friend.Ask ChatGPT who the best advisor is (and trust the recommendation).Get their answers directly from Google's AI Overviews, often without ever clicking a website.The result? Funnels don't just leak—they're broken.In their place comes the Narrative Ecosystem: a consistent story told across every touchpoint—your website, Google profile, proposals, onboarding, and even your newsletters. It's the only way to win in a world where AI is deciding what people see and who they trust.In this episode, you'll learn:Why traditional funnels no longer match today's discovery process.How Google's AI-first SERPs and ChatGPT's dominance are reshaping trust.What a Narrative Ecosystem looks like in practice for accountants and advisory firms.How AI can amplify your narrative across every client interaction.Practical steps to move from funnel-thinking to ecosystem growth.

Financial professionals are used to numbers, deadlines, and compliance but not always storytelling. The thing is, stories are the bridge to trust, and trust is one of your biggest marketing assets.   In this episode, I break down:   Why stories help financial pros connect with potential clients How to avoid confusing your audience with financial jargon A simple framework for pulling stories out of your everyday life An example of a story that landed with a client (and saved them $18k!) How to repurpose one story into multiple pieces of content   Whether you're a CPA, CFO, or financial advisor, this episode will show you how to bring more humanity into your marketing without it feeling overwhelming. Resources Mentioned: Storytelling Guide:  The Storytelling Guide for Accountants, CPAs & CFOs   Book a Free Call: www.beesimplified.com Let's Connect: LinkedIn: http://www.linkedin.com/inbiancamarissasmith Instagram: http://www.instagram.com/beesimplified

Welcome to another episode of The Growth-Minded Accountant Podcast, hosted by Lee Reams and Rebekah Barton. This week we're tackling one of the most urgent challenges facing accounting firms in 2025: the hidden cost of delaying AI adoption.What You'll Learn in This EpisodeThe invisible tax of doing nothing: why waiting on AI is costing you revenue, hours, and growth.AI search visibility: how platforms like ChatGPT and Perplexity are changing client discovery — and what happens if your firm isn't included.Productivity gaps: real-world examples of firms reclaiming hundreds of hours with AI for proposals, engagement letters, tax research, and client communications.Talent and retention: why Gen Z expects AI-ready firms, and how delaying adoption leads to burnout and turnover.Lessons from AI missteps: what we can learn from Bench and ScaleFactor's collapse, and how to adopt AI responsibly.Where to start today: practical, low-lift AI applications to unlock ROI immediately.Key Takeaways“AI doesn't replace people — it protects them from burnout.”“If you're not in AI search, you don't exist.”“The most expensive option isn't adopting AI. It's waiting.”

In this interview, CPA and firm owner Cindy Halbert shares how she adapted from manual ledgers to modern-day client portals.  Cindy gets real about her path from burnout to business ownership, the challenge of embracing new technology, and the mindset shifts that made all the difference. Enjoyed this episode? Join a network of like-minded women at http://cpamoms.com/start and get the support you need to build the practice you want.

Most accountants think growth = more leads. More ads. More SEO. More hustle.But if you're losing 15 out of every 100 clients each year? You're not growing—you're standing still.Retention is your moat. It's what protects your firm when AI search punishes cookie-cutter sites, when clients tune out generic newsletters, and when compliance-only firms get commoditized.In this episode of The Growth Minded Accountant, Lee Reams II and Rebekah Barton (Chief Visibility Officer at CountingWorks PRO) dig into why retention marketing is your highest ROI play in 2025 and beyond:Retention is 5× cheaper than acquisition (Harvard Business Review)A 5% lift in retention boosts profits by 25–95% (DemandSage)75% of clients want more advisory services—not just tax prep (Thomson Reuters)The real math of churn: how many new clients you need just to break evenPractical strategies: client health scoring, quarterly check-ins, segmented newsletters, win-back campaigns, dashboards, loyalty tiers, and more

For today's episode, I sit down with Lauree for a budget coaching call to help her set up a pay period budget. Lauree is an accountant who manages numbers for a living but has struggled to feel in control of her own finances. If you've ever felt embarrassed that money management should be easier for you than it is, you'll resonate with Lauree's story.If you'd like to watch the full coaching call and see me build Lauree's budget, check out the extended video call of this episode on the Debt Free Mom YouTube Channel.Together, we walk through:Why personal budgeting feels different (and harder) than professional accountingHow to map out income and expenses by pay period for a clearer picture of cash flowSetting realistic goals for an emergency fund before tackling debtThe role of buffers and sinking funds to make your budget sustainableWhy deficits in certain pay periods don't mean you're “bad with money”By the end of the call, Lauree has a customized spreadsheet budget that aligns with her income schedule, covers her family's needs, and sets her on the path toward building a starter $4,000 emergency fund and paying down high-interest debt.If you've ever downloaded an app, felt overwhelmed, and thought, “Why is this so hard for me?”, this episode will encourage you that you're not alone, and you'll walk away with practical steps to make your budget work in real life.Want to have a budget by pay period built for you (either by email or on a coaching call like this video!), use code YOUTUBE20 for $20 off any custom budget! www.debtfreemom.co/custom Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Show Summary: In this episode, we explore the future of accounting in the age of AI and what firms need to do to stay ahead. From the growing risk of transactional work becoming undervalued to the reality that software providers like Intuit and Xero won't be protecting accountants, the conversation gets straight to the point: AI won't replace accountants—but accountants who use AI will replace those who don't. We dive into why effective staff training and leadership are critical, and how firms can unlock big advantages by building their own micro tools and AI agents. Whether you're concerned about disruption or excited about innovation, this episode offers a clear roadmap for embracing AI and future-proofing your practice. LinkedIn:https://www.linkedin.com/in/petermccarroll/   Corporate Partner:Bill.com - https://www.bill.com/grow Profit First App Version 2.0 is here!  More Education. More Functionality. More Profit!

Send us a textWe walk through our sequence for retirement contributions! Here's how we invest our money as accountants!• Start with any employer matching funds available - it's free money and an immediate 100% return• Max out a Roth IRA if eligible ($7,000 limit for 2025, $8,000 if over 50)• Aim to save 15% of income for retirement (12-20% range is generally recommended)• Business owners should consider a Solo 401(k) rather than SEP IRA when operating as an S-corp• Solo 401(k)s allow both employee contributions (up to $23-24k) and employer contributions (25% of salary)• Once all tax-advantaged accounts are maxed, use a taxable brokerage account for additional savings• Coordinate retirement planning between your CPA and financial advisor, especially when changing salary levelsEmail us at carson@sansconcierge.net for accounting help or to schedule a monthly accounting call where we can help with bookkeeping, tax planning, and business decisions.Support the showCreate a STAN Store - Click here to try it out!Here's where you can find us! Follow along on Instagram for lots of free content for business owners daily!Shop our business guides!Our Instagram PageOur family page