Podcast appearances and mentions of Ron Baker

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.

Price discrimination segments customers by what they value most. Accounting ARC - Student-Led ConversationsWith Harshita MultaniCenter for Accounting TransformationOn Accounting ARC – Student-Led Conversations, host Harshita Multani interviews Ron Baker—author, educator, and sought-after speaker—about price discrimination and the psychology behind everyday pricing. Across coffee shops, hotels, streaming platforms, and movie theaters, Baker says the same principle repeats: value is subjective, so pricing must be, too.  MORE Accounting ARC: Don't Get Fired by Your Own Automation | What Amazon Doesn't Tell You | Royalties, Residuals, and Reality Checks | ARC-SLC | Free Speech Is a Right; Respect Is a Responsibility | Cash Bags, Casinos & Audits: How First Jobs Shape Us | Gen Z Redefines Careers | Bootleggers, Baptitsts & CPAs: Rethinking Licensure | CPA Firm Ownership Under Fire | Walking Violation: When Showing Your CPA Gets You in Trouble | Audit Bags to TikTok Tags, Gen Z Talks Success | Students Challenge Accounting's Traditional Career Path | True Grit: Recognizing Struggles That Shape Our Successes |More Admins, Fewer Students, No Plan | What Career Advice Gets Wrong for Gen Z - And How to Fix It | Your Identity is Not a Liability | Burnout, Be Gone: Accounting Needs a Boundary Breakthrough Baker argues that pricing “behaves like art” because people don't act like predictable particles. The goal is not perfect prediction, but rather constant testing: offering options, observing behavior, and refining strategy. That framing aligns with a growing body of hospitality research that shows how subtle cues—like removing the “$” symbol—change spending patterns. Cornell researchers find diners spend significantly more when menus list numerals without currency signs, a choice many premium venues intentionally make.  

In the age of AI, conversations, not calculations, will define the future of the profession.The DisruptorsWith Liz FarrEd Kless believes accountants can do much more than monitor the numbers. Together with Ron Baker, their latest venture, Threshold, is a community that aims to support professionals in facilitating transformations in their customers. As Kless explains, transformations occur when someone makes lasting changes in one or more of the domains of human flourishing.   MORE STREAMING: Whitman: Build Culture on 'Progress,' Not Change | Shein: No PE? No M&A? No Problem | Hood and Weber: Time to RISE | Proctor: Turn Dumb Ideas into Brilliant Solutions | Carter-Gray: How 1 Poor Review Strengthened the Firm | Hartman: Upwork to “40 Under 40” in 3 Years | Telka: Transform Fear into Fuel “The purpose of business is to promote human flourishing. Profit is the result of a business. And there's nothing wrong with that,” Kless says. “I think profit is good, but it's the result. It's not the purpose.” Drawing from Benjamin Franklin and economist Russ Roberts, Kless explains that human flourishing has four domains: making people healthier, wealthier, wiser, or helping them live with more purpose.  When accountants work with customers across these four domains, they are not merely providing accounting services but are also facilitating transformations. In a recent episode of The Disruptors, Ron Baker explained Joe Pine's model for economic value, which Pine described in his earlier book, “The Experience Economy.” In this model, transformations are the most valuable of economic offerings. 

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Hey, welcome back to the Construction Junction. I am your host, Tnya Schulte, founder of The Profit Constructors, where, as always, we are helping you run with the big dogs. Well, here's something really cool. We had a listener named John from Texas reach out and send us a question. I had asked for you guys to reach out with your greatest needs. And so, John, thank you so much for listening, and thanks for sending over such a great question. I got to be honest, when Jennifer told me that you had sent it, I got all excited. Because this is exactly the kind of thing that I love to talk about and love to share. So I appreciate also that you shared your current method for handling your overhead, or as you had called it, which is a great term also, GSNA, right? So it's all of our administrative costs. And so John had shared that they have typically tended to handle calculating their overhead or their GSNA a certain way. And they've recently made a switch to a great friend of ours from the podcast Foundation, which is a great software. And a lot of you out in this world will probably have heard of it. And he was just kind of wondering, like, are they doing it right? And what is the way that other people do it right? And so he had mentioned, you know, obviously, there are a lot of different ways that you can get into doing this stuff when you're doing job costing, because job costing is what we call cost accounting. And so to be really clear, when we start talking about these different types of terms in the accounting world, one of my great thought leaders in the space, one of the folks that has taught me a lot, his name is Ron Baker. I would highly recommend that you reach out and listen to some of his podcasts as well. But he calls himself a recovering cost accountant because when we get into the world of cost accounting. Technically, what we're doing is we're making our best guesstimate of what's going to happen to kind of understand costs across a section of jobs, across a section of time, right? And so none of it is actually going to be down to the penny reconcilable to what actually did happen or what our actual direct costs are. Pretty common in the construction world to want to find a way to account for and be able to estimate for your overhead costs and to be able to really give your estimators and project managers a good tool to understand how their jobs are performing. And doing it as a percentage of labor costs, which is the approach that John had mentioned in his email to me, is actually pretty common in the construction world. In fact, it's our preferred method at the Profit Constructors. It's pretty common for companies that have a predictable mix of work and can reliably forecast your annual labor costs. So when you have work that's pretty steady and your jobs aren't changing, when your jobs have a consistent labor to materials ratio, this approach works really well. And it's straightforward to apply in estimating. So John, if you guys continue to do that, I don't think you'd see any problem with that. Where you're going to see some variation is when companies have a wider range of job types. If you don't have that same mix that we talked about, that labor to materials ratio, and things are kind of consistently changing over your job types, then it's going to be a little bit harder to kind of rely on that labor burden to actually carry you along through all of that. So some are going to base that on total direct costs, so they can recover their overhead evenly across labor-heavy and material-heavy jobs. Others tend to take a blended approach, so they'll use a higher rate for your labor-heavy work and a lower rate for your material-heavy work. And then some actually even use a fixed dollar per labor hour instead of a percentage. We prefer to kind of go that route a lot of times when there's sort of this weird mix, and so we'll help companies establish that. And then there are companies who prefer to recover overhead costs outside the job cost system altogether. And in this case, you'd be monitoring recovery at the company level while keeping your job cost reporting focused on direct costs and gross margin before overhead. And in that case, you're going to have to do a really good job of keeping your estimating and project management team in the loop as to what your current overhead percentages are and how you guys are calculating that on a very regular basis so that they know kind of what to estimate for, what to plan for, and how to track against how their jobs are doing, right? John, since you're on foundation now, I know that they offer three main ways to handle GS&A. So you can do it through the payroll module, through the job costing module, or through the general ledger module. Each one works just a little bit differently. I'm not really an expert in how each one of them works. The right choice is going to depend on your kind of your business model or reporting needs, but I would definitely recommend reaching out to your foundation rep so they can kind of walk you through those options and guide you towards the best choice. But ultimately, the method that you choose, I would say matters less than making sure that your estimating process and your job cost reporting speak the same language, right? So you're going to want to be sure that you're cross-training across all of your teams and everyone's on the same page. So if you recover overhead one way in your bids, your job cost reports should reflect that same method. And that's how you're gonna get gross profit numbers that you can trust and spot any overhead recovery issues before they snowball. So thank you so much, John, for that great question. This is one of my favorite things to do. Like I said, to answer questions like this from our great listeners. And if you have any others, feel free to send them our way. Thanks so much. Have a great rest of your day.

The accounting profession faces a reckoning as leaders debate whether CPA licensure protects the public—or stifles innovation and diversity.Accounting ARCWith Byron Patrick and Donny ShimamotoCenter for Accounting TransformationLicensure is one of the bedrock features of the CPA profession. But what if that bedrock is actually quicksand? In a provocative episode of Accounting ARC, hosts Donny Shimamoto, CPA.CITP, CGMA; and Byron Patrick, CPA.CITP, CGMA,  sit down with noted author and thought leader Ron Baker to ask: Should CPAs even be licensed at all? MORE Accounting ARC: CPA Firm Ownership Under Fire | Walking Violation: When Showing Your CPA Gets You in Trouble | Audit Bags to TikTok Tags, Gen Z Talks Success | Students Challenge Accounting's Traditional Career Path | True Grit: Recognizing Struggles That Shape Our Successes | More Admins, Fewer Students, No Plan | What Career Advice Gets Wrong for Gen Z - And How to Fix It |Your Identity is Not a Liability | What Happens in Vegas… Gets Reported on a Tax Return | Burnout, Be Gone: Accounting Needs a Boundary Breakthrough | The Ultimate Business Hack You're Probably Ignoring | Resilience, Real Talk, and the Road to Mental Wellness | Blockchain Could Still Reshape Accounting | What Gen Z Wants from Business | Firm Differentiation Depends Upon Client Service Baker begins with a history lesson, tracing professions back to ancient Babylon and the code of Hammurabi. A profession, he explains, rests on three pillars: a common body of expertise, autonomy with exclusion, and a duty of service to the public. By that definition, he argues, not all licensed occupations—such as florists or interior decorators—qualify.

CPAs can help guide four types of client transformation - and break through their own listlessness.The DisruptorsWith Liz FarrRon Baker has been pushing accountants to change how they think and how they operate their businesses for decades, starting more than 20 years ago by ditching the timesheet, and followed recently by adopting a subscription approach to services. Now that more than half of CAS firms have abandoned hourly billing, according to the latest CPA.com CAS benchmark survey, it's time for accountants to move from providing services to guiding transformations.    CPA TRENDLINES CELEBRATES:The 100th Episode of The Disruptors MORE STREAMING: Brolin: The W.I.N. Leadership Formula | Gertrudes: How EOS & “Unreasonable Hospitality” Reshaped GrowthLab | Vilms: The Power of People in a Tech-Driven World | Dickerson: From Diagnosis to Disruption | Kapilovich: Treat People Like People | Martha Yasso: From Wall Street to Main Street | Jackie Meyer: Tax Plans in 90 Seconds? Believe It | Erica Goode: Build a $200K Firm in 15hrs/Week | Randy Crabtree: Live at the Intersection of Passion & Skill |McClelland and Telka: Women Ready to Rewrite the Rules of Accounting | Baker's latest endeavor with co-founder Ed Kless, Threshold, aims to support accountants and other professionals in moving into the transformation economy. Threshold is a membership community where professionals can receive guidance, attend meetings and webinars, and learn from each other.  

On this episode of the Woodard Report podcast, Joe speaks with Ed Kless about Threshold, the philosophy behind it, and why transformation is the next evolution for professional services. They explore the progression of economic value—from commodities to transformation—emphasizing that true change means guiding clients to become something new, not just delivering services. Ed explains how accountants and advisors can embrace this revelation to move beyond transactions, avoid burnout, and position themselves for lasting impact. Read the Threshold REVELATION at this link. About Ed Kless Ed Kless is the co-founder of Threshold, a professional community dedicated to reimagining the future of advisory services through transformation and philosophy. He is also the co-host of the long-running podcast The Soul of Enterprise, where he and Ron Baker explore topics at the intersection of business, economics, and human flourishing. With decades of experience in business strategy, software, and professional development, Ed has become a sought-after speaker and consultant for firms seeking to move beyond traditional service models. His work emphasizes guiding professionals to embrace transformation, align with higher principles, and create lasting impact for their clients. Learn more about Ed at: LinkedIn X (formerly Twitter) Facebook Thank you to our show sponsor, Bill, your financial operations platform. Bill is the intelligent way to create and pay bills, send invoices, manage expenses, control budgets and access the credit your business needs to grow all in one platform. Learn more about the show and our sponsors at Woodard.com/podcast

On this episode of the Woodard Report podcast, Joe speaks with Ron Baker about the ethics of pricing and how lessons from airline yield management can apply to accounting practices. They explore the "good, bad, and ugly" sides of dynamic and AI-driven pricing, the distinction between price transparency and pricing transparency, and the importance of maintaining adaptive capacity to serve top clients. Drawing parallels to hotels' pricing integrity, they emphasize that firms should focus on delivering transformative outcomes rather than selling every available hour. About Ron Baker Ronald J. Baker started his CPA career in 1984 with KPMG's Private Business Advisory Services in San Francisco. Today, he is the co-founder of Threshold—a professional firm operating in the transformation economy—and podcast co-host of The Soul of Enterprise: Business in the Transformation Economy. He is also the author of Time's Up!: The Subscription Business Model for Professional Firms  Learn more about Ron at: LinkedIn X (formerly Twitter) Thank you to our show sponsor, CorpNet! CorpNet is the trusted leader in business formation and compliance services, offering one of the best tools for accountants, CPAs and tax professionals nationwide. The CorpNet Partner Program, 10X your firm's revenue by helping clients form a business, register for payroll taxes, maintain compliance and more. Learn more about the show and our sponsors at Woodard.com/podcast

Episode 197 - Ed Kless, Ron Baker, and the Threshold of a Transformation Economy

In this powerful conversation, Michael D. Levitt and branding expert Barry LaBov explore the critical role of differentiation in today's hyper-competitive and fast-moving business world. It's not about being the biggest or best in every category—it's about being unmistakably you. The Human Edge of Differentiation Barry opens with a compelling take: while modern tools have made producing fast, mediocre content easier, what sets brands apart today is authenticity and humanity. He warns that failing to stand out leads to commoditization, lower profits, and disengaged teams. The takeaway? Know what makes you unique—and amplify it with intention. Purpose Starts with "Who Are We?" Michael shares a story from a nonprofit healthcare board meeting where a simple but profound question was raised: “Who are we?” That moment sparked a conversation about alignment, identity, and clarity. He reminds leaders to pause regularly, assess direction, and stay grounded in purpose. Barry echoes this, referencing Simon Sinek's “Start With Why,” but adds: you also need to clearly explain what you do and how it fulfills that purpose. Belief Begins Within Barry shifts the focus inward, discussing how employee belief in a company's mission and differentiation directly impacts its longevity—citing that 16 of 17 startups fail within 10 years. His latest book, written during the COVID-era resignation wave, focuses on helping companies win hearts and minds through internal and external clarity. Real-world stories and practical frameworks help teams rediscover what makes them special. Small Shifts, Big Impact Michael dives into adaptability with a brilliant metaphor: changing the lighting in a room can completely alter its feel without replacing the furniture. In the same way, businesses often need thoughtful tweaks—not complete reinventions. He also addresses current workplace trends—like post-2021 turnover and return-to-office debates—urging leaders to listen to their people and lead with empathy and internal communication. Say It Like You Mean It Wrapping up, Barry and Michael discuss how language shapes culture. Self-deprecating phrases like “best kept secret” can quietly undermine confidence inside and outside the organization. Instead, leaders should communicate honestly and boldly about their value—without veering into ego. Michael even mentions recommending Barry's book to a client struggling with this exact challenge. Key Takeaways: True differentiation stems from authenticity, not superiority. Purpose is revealed by asking the hard questions—internally and externally. Your team must believe in what sets your organization apart. Minor shifts in leadership and culture can produce major results. How you describe your business matters—internally and externally.

Ron Baker, a renowned expert on value pricing and subscription models for professionals, comes back to the show for a lively discussion on LinkedIn. We dive deep into the pitfalls of cost accounting and timesheets, particularly in the context of legal and professional services. Ron shares insights from his and his late colleague Reginald Tomas Lee's works, detailing why traditional cost accounting is fundamentally flawed and emphasizing the shift toward a transformation economy. We explore how professionals can better manage their teams, pricing strategies, and client relationships without relying on outdated metrics. Ron also highlights his collaboration with Ed Kless on their new venture, Threshold, aimed at guiding firms into this new economic era. Essential listening for anyone looking to modernize their practice and align with the evolving landscape of professional services.__________________________Check out Threshold.Sign up for Paxton, my all-in-one AI legal assistant, helping me with legal research, analysis, drafting, and enhancing existing legal work product.Get Connected with SixFifty⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, a business and employment legal document automation tool.Sign up for ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Gavel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, an automation platform for law firms.Check out my other show, the Law for Kids Podcast.Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Law Subscribed⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to subscribe to the weekly newsletter to listen from your web browser.Prefer monthly updates? Sign up for the Law Subscribed Monthly Digest on LinkedIn.Want to use the subscription model for your law firm? Sign up for the Subscription Seminar waitlist at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠subscriptionseminar.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Mathew Kerbis'⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ law firm ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscription Attorney LLC⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Get full access to Law Subscribed at www.lawsubscribed.com/subscribe

Ed Kless joined me on Ditching Hourly to talk about what he and his Threshold co-founder Ron Baker think is the next big thing (spoiler alert: transformations).Talking PointsThe Concept of the Experience EconomyProgression of Economic ValueTransformations and Their ImpactThreshold: Guiding TransformationsTransitioning from Service to Transformation EconomySkipping the Experience StageCharging for TransformationSubscription Model as a SolutionValue-Based Pricing vs. Hourly BillingThe Revelation DocumentThe Concept of Moral InjuryAnd here's the link to the document we discussed on the show: THRESHOLD - A REVELATION for the Transformation EconomyAbout EdEd Kless believes entrepreneurs continue the work of creation and that business exists to promote human flourishing. To advance this vision, he cofounded THRESHOLD, where he guides professional leaders and teams through edifying transformation. Previously, Ed served as Sage's senior director of partner development and strategy, hosted the Sage Thought Leadership Podcast, and designed curricula for Sage Partners and Customers. He also co-hosts The Soul of Enterprise with Ron Baker, his friend and fellow THRESHOLD co-founder. ----Before you go!The next time someone asks you for your hourly rate, I want you to stop what you're doing and head on over to valuepricingbootcamp.com to sign up for my free value pricing email course.Hope to see you there!

In this episode, Ron Baker, founder of the VeraSage Institute, challenges traditional views of innovation in accounting. Instead of focusing on technology like AI and automation, Ron advocates for transforming the value we provide to clients, shifting from transactional services to outcomes and personal growth. He highlights Fender's shift from selling guitars to teaching customers how to become musicians as a key example of transformation.Ron also reframes burnout as "moral injury," the emotional toll of not living up to the deeper purpose of the profession, which is helping people. This conversation is full of actionable ideas to help CPAs evolve beyond billable hours and checklists. Tune in for a fresh perspective on the future of accounting and how to make a greater impact.Resources:VeraSage InstituteRon Baker biography and workRon Baker's podcast, The Soul of the Enterprise "The Experience Economy" book by Joe Pine and James GilmorePwC 2023 Consumer Insights Report Deloitte's Human Outcomes Study

Show Summary: On today's episode of Grow My Accounting Practice (GMAP), we welcome Ron Baker, renowned thought leader, author, and co-host of The Soul of Enterprise, to discuss the shift from the service and experience economy to the Transformation Economy. Ron explains what a transformation truly is and why accountants should focus on delivering transformational outcomes rather than just services. He also explores the most innovative question surrounding the business model, challenging traditional approaches to firm growth. Additionally, he delves into the crucial distinction between the Revenue Model and the Pricing Model, highlighting why understanding this difference can set firms apart. If you're ready to rethink how you operate and position yourself at the forefront of this economic shift, don't miss this insightful conversation. Listen now!   Website:https://www.thesoulofenterprise.com https://timesupclub.com X: @ronaldbaker LinkedIn: https://www.linkedin.com/in/ronbaker1   Corporate Partner:Flexpoint: http://www.getflexpoint.com   Make Your Business Permanently Profitable with the PROFIT FIRST APP!

Episode 252FACULTY: Ron BakerCLASS: #TheGuideScotty's back in the Office with our Principal, Ron Baker, and he has a copy of "The Creative Act: A Way of Being" by Rick Rubin. In this book report, they cover a wide range of topics, including creativity in art and accounting, the quest for efficiency, the role of humor in art, and the importance of paying attention to your surroundings. The conversation also touches on the challenges of being an entrepreneur and artist, the subjective nature of value, and the evolution of an artist's work. This engaging and thought-provoking discussion is a must-listen for anyone interested in creativity, art, or entrepreneurship. Tune in to hear more from Scott and Ron on "The Creative Act" and its many insights.All the Shoutouts:Greg Kyte, CPA, Rick Rubin, Broken Record, Jason Ackerman, CPA, CFP®, CGMA, Times up, Jasper, Conversations with Tyler, South Park, Arthur Schopenhauer, John Wooten, James Clear, Simon Sinek, Tim Williams, Nikole Mackenzie, David C. Baker, Caddyshack, Dave Chappelle, Terrell A Turner, CPA, Kenji Kuramoto, James Ashford, Michelle Weinstein, Tim Ferriss, Leonard Cohen, Bob Dylan, John Lennon, Eminem, Paul McCartney, Beatles, Elvis Presley, Sage, Thriveal, The Crux, Momentum Accounting, Inc, Mortimer J. Adler

Detective Rick Jackson, a decorated LAPD detective and a key inspiration in the development of Harry Bosch, delivers a shocking and immersive look into the one case he could never let go. In June 1990, Ronald Baker, a straight-A UCLA student, was found repeatedly stabbed to death in a tunnel near Spahn Ranch, where Charles Manson and his followers once lived. Shortly thereafter, Detective Rick Jackson and his partner, Frank Garcia, were assigned the case. Yet the facts made no sense. Who would have a motive to kill Ron Baker in such a grisly manner? Was the proximity to the Manson ranch related to the murder? And what about the pentagram pendant Ron wore around his neck? Jackson and Garcia soon focused their investigation on Baker's two male roommates, one black, and one white. What emerges is at once a story of confounding betrayal and cold-hearted intentions, as well as a larger portrait of an embattled Los Angeles, a city in the grip of the Satanic Panic and grappling with questions of racial injustice and police brutality in the wake of Rodney King. Rick Jackson, the now-retired police detective who helped inspire Michael Connelly's beloved Harry Bosch, along with co-writer, Matthew McGough, take us through the events as he and his partner experienced them, piecing together the truth with each emerging clue. Black Tunnel White Magic is the true story of a murder in cold blood, deception and betrayal, and a city at the brink, set forth by the only man who could tell it. BLACK TUNNEL, WHITE MAGIC: A Murder, a Detective's Obsession, and 90's Los Angeles on the Brink-Rick Jackson and Matthew McGoughFollow and comment on Facebook-TRUE MURDER: The Most Shocking Killers in True Crime History   https://www.facebook.com/profile.php?id=100064697978510 Check out TRUE MURDER PODCAST @ truemurderpodcast.com 

Episode 248FACULTY: Jason Ackerman, CPA aka J-Rabbit aka the Accounting High Lunch LadyCLASS: #ShoperationsIn this episode, Jason Ackerman, CPA, co-founder of WealthRabbit, discusses the importance of accountants providing advisory services and setting up retirement plans for clients. Ackerman explains the challenges and opportunities in offering simple IRAs, SEPs, and other retirement plans, and emphasizes the need for accountants to evolve from mere compliance work to value-driven services. The conversation delves into the development of WealthRabbit, the integration with payroll systems, and the importance of customer service in both accounting and software businesses.

KPI strategies can transform how accounting professionals measure success and build lasting client relationships. Michelle Weinstein welcomes Ron Baker, a leading expert in value pricing and predictive indicators, to share actionable insights that go beyond traditional metrics. Together, they explore how firms can track meaningful data, improve client satisfaction, and increase profitability. Discover how small changes like focusing on high satisfaction days and reducing customer effort can lead to huge business results. This episode is packed with practical advice to help you redefine success and lead your accounting firm to peak growth.  

Episode 247FACULTY: Principal Ron BakerCLASS: #TheGuideIn this episode, Scott is in the office again with Accounting High Principal Ron Baker to discuss the future of accounting and the shift towards the transformation economy. Ron outlines the evolution of economic eras and how firms can position themselves to offer superior value by focusing on transformations rather than just services. They also touch on examples from various industries, and discuss the potential of subscription models.

Episode 246 FACULTY: Ed Mendlowitz, CPA  In this episode, Scotty interviews Edward Mendlowitz, a storied CPA and author, sharing his extensive experiences and insights on the accounting profession. Mendlowitz discusses the evolution of accounting practices, the importance of passion in one's career, and the necessity for CPAs to adapt to new technologies and trends. Highlighting his personal journey, he speaks on the significance of building relationships and offering valuable advice to clients. The episode also covers Mendlowitz's prolific writing career, his teaching endeavors, and his perspective on the future of the accounting industry.

Episode 241 FACULTY: Nikole Mackenzie aka Niks, aka Nikki, aka Coach Mack CLASS: #Shoperations In this episode we have Coach Mack back on aka Nikole Mackenzie as she dives deep into her journey in the evolving world of Client Advisory Services (CAS). Nikole shares her experience from starting in a traditional accounting setting to establishing her firm, Momentum Accounting. We explore the transformation of CAS, and Nikole's Profit Points system aimed at optimizing business performance. It's time for another episode of Shoperations at Accounting High!

Season's Greetings from CPA Life! Today, we look back at one of John Randolph's most impactful conversations of 2024, where he was joined by accounting legend Ron Baker of VeraSage. The two delved deep into the groundbreaking topics of value and subscription-based pricing and client advisory services. The author of eight books, Ron's extensive writings, keynote speeches and general advocacy on these and other topics are distilled down in this Rewind episode. Tune in to discover Ron and John's insights on niche expertise, the value of transformations over transactional services, and strategies for retaining talent in your firm while enhancing client relationships. Get the full show notes and more resources at CPALifePodcast.com

In this episode of The Soul of Enterprise, hosts Ron and Ed welcome back Greg Kyte, a CPA, MBA, and stand-up comedian renowned for his unique blend of accounting expertise and humor. As the G. Robert Newhart Non-value-added Fellow at the VeraSage Institute, Greg has been performing stand-up comedy since 2002 and is the creator of Exposure Drafts, a cartoon series for the accounting profession. He also co-hosts the podcast Oh My Fraud with Caleb Newquist, where they explore financial fraud cases with an irreverent twist. In this lively discussion, they delve into the art of humor in business, the intersection of comedy and accounting, and the importance of engaging content in professional education. Greg shares insights from his experiences as a comedian and educator, offering valuable perspectives on making complex subjects accessible and entertaining.

Episode 239 FACULTY: Scott Scarano, EA and Matt Kid, CPA CLASS: #Shoperations In this episode, our substitute teacher, Matt Kidd, continues his interview with Scott Scarano, EA where Scott shares the story of how he grew his accounting firm to $1.3 million with $400,000 in annual cash flow, and became completely removed from daily operations. Scott provides insights into the importance of a strong team, unique hiring methods, and embracing technology and innovation in the firm. He also touches on his passion for rapping, his struggle with growth versus letting off the reins, and his future aspirations for his firm.

In his third appearance on The Soul of Enterprise, pricing expert Mark Stiving, Ph.D., returns to share new insights on maximizing profitability through value-based pricing strategies. As the founder and CEO of Impact Pricing, Mark guides businesses toward understanding and articulating their value, so they can stop leaving money on the table. Join Ron and Ed as they dive deep into Mark's expertise on aligning organizations around value creation, optimizing pricing structures, and tackling the nuances of customer willingness to pay.

In this episode, Joe Woodard talks to Ron Baker about the concept of moral injury as a more accurate explanation for what is often misdiagnosed as burnout, especially in the accounting and medical professions. They explore how moral injury arises when professionals face systemic or situational pressures that force them to act against their deeply held beliefs, creating anxiety and dissatisfaction. This issue is more profound than the surface-level symptoms of burnout and is rooted in the disconnect between the transactional nature of modern work environments and the purpose-driven calling many professionals feel. You can learn more about Ron Baker at TheSoulOfEnterprise.com and Verasage.com Thank you to our show sponsor, Truewind! Truewind is a next generation AI-powered accounting platform. Adhering to the highest standards of data security, Truewind's close management platform automates routine tasks and finishes your monthly close with time to spare. Learn more about the show and our sponsors at Woodard.com/podcast

Ron and Ed welcome Christophe Jauquet, an expert in health and well-being innovation, to discuss his latest book, The Transformation Economy. Christophe delves into how businesses are evolving to focus on experiences that meaningfully impact people's lives. From redefining customer engagement to fostering personal growth, Christophe shares insights on the “transformation economy” concept and its implications across industries. Join us for a fascinating conversation on creating value beyond products and services in today's market.

In this episode, Ron and Ed welcome back Joe Woodard, now a TSOE Sponsor, and Perry Woodin, a leading expert in cryptocurrency compliance and reporting. They will dive into the critical challenges professionals face in navigating the evolving regulatory landscape of digital assets. The discussion will focus on actionable insights for accountants, lawyers, and other service providers on staying compliant with cryptocurrency regulations, best practices for accurate reporting, and the key trends shaping the future of digital asset compliance. Perry will also showcase how NODE40's innovative technology is empowering professionals to simplify the complexities of crypto transactions, ensuring audit readiness and regulatory adherence. This timely conversation provides essential guidance for those looking to stay ahead in the rapidly changing world of cryptocurrency.

Episode 235 FACULTY: Carla McCall, CPA aka Queen B CLASS: #Shoperations In this episode, Scotty interviews Carla McCall, CPA, managing partner of AAFCPAs and chair of the AICPA. Carla shares her innovative approach to the accounting profession, emphasizing a people-first culture that flips the traditional script of client and firm importance. She discusses the importance of technology integration, lessons learned from her career journey, and strategies implemented to create a supportive and inclusive workplace. Carla also touches on her work with the AICPA, the future of the accounting profession, and the challenges and rewards of leading through change.

Michelle Weinstein is joined by Ron Baker to discuss the concept of firm capacity and how it can transform your business. They dive into how adjusting your firm's capacity can lead to better client experiences, increased revenue, and more freedom. If you've ever felt overwhelmed by client demands, this episode offers practical strategies to optimize your client roster and boost your firm's performance. Tune in to learn how to manage capacity effectively and create lasting success for your accounting firm.

In this episode of The Soul of Enterprise, Ron and Ed sit down with Alan Whitman, a prominent leader in the accounting field with a deep commitment to fostering dynamic, people-focused growth strategies. As CEO at Baker Tilly, Alan has championed innovative solutions and strengthened client relationships, all while focusing on the firm's core values and sustainable growth. Join us as we dive into Alan's insights on leadership, the future of professional services, and how Baker Tilly navigates a rapidly evolving industry landscape.

In this special post-election episode, Ron and Ed dive into the highs, lows, and surprises from the 2024 U.S. election. They'll explore the economic and business implications of the election results, unpack key possible policy shifts, and discuss what the outcome could mean for professionals and beyond. Tune in for insights, analysis, and a touch of humor as they make sense of the latest political landscape.

In this episode of The Soul of Enterprise, hosts Ron and Ed sit down with Kurt and Reid Bangert of Bangert, Inc., innovators in construction technology solutions. The Bangerts will share insights into “The Bangert Way,” a transformative approach that eliminates traditional hourly billing in favor of a streamlined, transparent process tailored for construction businesses. Tune in to learn how Bangert, Inc. supports the industry with Sage Intacct, fostering expertise and effectiveness for Customers nationwide. Don't miss this conversation on reshaping construction project management and accounting practices!

In this insightful episode of The Soul of Enterprise, Ron and Ed are joined by SEC Commissioner Hester M. Peirce, famously dubbed “CryptoMom” for her forward-thinking views on cryptocurrency and blockchain regulation. They'll dive into her perspectives on a range of pivotal topics currently reshaping the financial landscape including PCAOB (Public Company Accounting Oversight Board), particularly its oversight roles and evolving challenges in today's regulatory environment, ESG (Environmental, Social, and Governance) reporting in financial markets and, of course, Bitcoin and other cryptocurrencies, with Commissioner Peirce offering her thoughts on how the regulatory framework should evolve to encourage innovation while protecting investors. Join Ron and Ed for this fascinating and timely discussion with one of the SEC's most outspoken and influential commissioners.

It has been a few months since Ron and Ed emptied their stacks of stuff that have accumulated regarding all things pricing, subscription, and business in general. To correct that, this week's episode will do just that. Featured will be some posts from the Subscribed Institute, a story about a Dallas wine club, Mozart, and more. Settle in with a nice glass of your favorite fall wine.

In this episode of The Soul of Enterprise, Ron and Ed dive into the transformative world of pricing strategies. Pricing is more than just setting a number—it's about understanding and conveying the true value of outcomes. Together, they explore the common pitfalls of cost-based pricing, the importance of focusing on utility, and how consultants can command higher prices by focusing on transformations rather than time spent. They'll discuss the need to apply the same creativity to pricing that consultants apply to solving business problems, and why having the courage to walk away from negotiations can actually increase your pricing power. Other topics include providing pricing options, leveraging the power of transparency in expectations, and avoiding the trap of negotiating solely on price. Whether you're a consultant, business owner, or service provider, this episode will challenge you to rethink your approach to pricing and provide practical tips to boost your profitability by focusing on the value you deliver. Tune in to learn why leading companies never limit their profitability—and neither should you!

Ron and Ed welcome Back Adam Thierer, now with the R Street Institute, to talk about government regulation and AI. Adam has written extensively about how government regulation potentially affects the progress of innovation, especially with regard to new technology. This episode promises to be a wide-ranging and timely conversation.

Since Luca Pacioli's 1494 invention of double-entry bookkeeping, accounting has seen little innovation. GAAP, designed for an industrial economy, is outdated in a world where intellectual capital drive business success. Dr. Margaret Blair's research shows that by 1998, only 30% of a company's value could be attributed to tangible assets, leaving 70% unaccounted for in GAAP financial statements. We'll dive into the deteriorating paradigm of accounting and examine audit failures through the lens of a system that has become obsolete. Additionally, we'll explore reform ideas from a free-market perspective, considering how innovations like blockchain and market-driven information and incentives could push the profession beyond GAAP's limits. Join Ed and Ron for a provocative look at the future of accounting, auditing, and financial reporting, and why the profession needs to evolve to meet the needs of today's knowledge economy—a bold rethinking of accounting's past, present, and future.

Ron and Ed welcome another CATO Institute scholar, Jennifer Huddleston, to the show to discuss the effects of technology policy on innovation and economic growth. Jennifer will also share her insights about the anti-trust case against Google as well and the effects of technology regulation at the state, federal, and even international level.

In this episode of The Soul of Enterprise, Ron and Ed sit down with Reilly Newman to explore his manifesto: the powerful intersection of science and strategy in business. Reilly emphasizes the importance of clarity as a driver of growth, helping business leaders make confident decisions that align with their vision. He discusses how simplifying complex processes can uncover opportunities for pure progress and ensure that your business remains a cornerstone of your life. Tune in to discover how clarity not only reveals where growth exists but also how it serves as a foundation for future success and informed business decisions

In this unique episode of The Soul of Enterprise, Ron and Ed embark on a journey through time as they interview the legendary 19th-century French economist, Frédéric Bastiat. Thanks to AI technology, ChatGPT will bring Bastiat back to life, offering insights in his signature style on some of today's pressing economic issues. From his famous concept of “the seen and the unseen” to his sharp critiques of protectionism, this virtual conversation delves into how Bastiat's timeless ideas apply in our modern world. Join us for a thought-provoking dialogue that blurs the lines between history, economics, and technology in ways you've never heard before!

Ron Baker and Ed Kless had me on The Soul of Enterprise to go deeper into topics in my book, DOWN TO 40 HOURS – A Roadmap for CPAs to End Overworking Without Giving Up Revenue.…Link to full shownotes: https://www.businessstrategyforcpas.com/…If you feel trapped by your own accounting firm, I can help you stop the chaos and end the long hours without losing revenue or hiring. Join 5000+ other CPAs who get my single-tip daily emails..Subscribe here: geraldinecarter.com/subscribe.Readers say they love it because they're short and on point.…Want more client interviews?310 From Exhausted to Having Her Life Back: Wendy Norman, CPA304 From 55 Down to 15 Hours; Same Take-Home Pay with Melissa Downs, EA293 What it Takes to Work 15 Hours per Week with Erica Goode, CPAComplete list:geraldinecarter.com/client-interview-episodes…FOUR ways I help overworked CPAs go down to 40 hours without losing revenue or hiring:THE EMAIL COURSE – Freegeraldinecarter.com/stop-working-weekendsStop Working Weekends will teach you how to reduce your hours without giving up revenue. THE BOOK – $9.99geraldinecarter.com/bookDown to 40 Hours – A Roadmap for CPAs to End Overworking Without Losing RevenueTHE VIDEO COURSE – $497geraldinecarter.com/videoAccess 30+ video lessons, bonus training, template letters, website teardowns, and more. Plus, get a $1000 credit toward my DT40H Mastermind and a money-back guarantee.CPA MASTERMIND – $9500geraldinecarter.com/40For the overworked CPA at six figures of revenue who is ready to stop working weekends, wants to implement overdue changes, and doesn't want to do it alone. You'll make progress faster and with more confidence. …

In this episode, Ed and Ron will delve into the profound insights from Peter Block's book The Answer to How is Yes, especially his How? vs. What Matters questions. We'll explore these six pivotal questions that Block argues keep us trapped in our current way of thinking and prevent us from embracing true change. These questions, often disguised as practical concerns, subtly hinder our ability to innovate, take risks, and transform both ourselves and the world around us. Join us as we unpack the deeper meaning behind each question and discuss how shifting our mindset can open up new possibilities for leadership, creativity, and personal growth.

In this episode of The Soul of Enterprise, Ron and Ed explore the themes presented in Doughnuts and Degrowth by Andrew Stuttaford. The article delves into the growing ideological shift from economic growth to a focus on sustainability, as advocated by figures like Olivier De Schutter and Kate Raworth. Ron and Ed provide a critical analysis of the so-called degrowth movement and its potential impact on democracy, innovation, and individual freedoms. They discuss the concept of doughnut economics and how it aligns with broader trends in global governance, questioning the practicality and desirability of this shift. Tune in as they dissect the intersection of economics, environmentalism, and human rights, offering their own perspectives on what a growth-averse future might hold.

Co-hosts Ron Baker and Ed Kless talk with Dr. Wendy Dean, author of If I Betray These Words. Dr. Dean, a psychiatrist and co-founder of the nonprofit Moral Injury of Healthcare, explores the profound ethical dilemmas faced by professionals today. Through the lens of her groundbreaking book, Dr. Dean discusses the concept of moral injury—the psychological distress that occurs when individuals feel unable to act according to their ethical and moral values. She shares real-life stories from the frontlines of healthcare, highlighting the emotional toll on professionals who are often caught between the demands of a healthcare system and their commitment to patient care. Ron and Ed pursue with her the idea that moral injury applies to professionals in other fields as well.

Join Ed and Ron for an enlightening interview with Geraldine Carter, a consultant to CPA firms and author of the transformative book Down to 40 Hours: A Roadmap for CPAs to End Overworking Without Giving Up Revenue. Geraldine's mission is to help overworked CPAs reclaim their time and create the accounting firms and lives they've always dreamed of. Since 2016, Geraldine has been coaching CPAs, bringing a unique perspective from her experience as a client who has worked with numerous bookkeepers, accountants, and CPAs. She'll provide insights into her coaching approach and how her book offers a practical roadmap for CPAs to reduce overworking without sacrificing revenue. We'll also delve into Geraldine's adventurous spirit, shaped by guiding luxury travel adventures across all seven continents and 50+ countries, and how her experiences have enriched her coaching philosophy. Tune in to hear about her impressive athletic achievements, including marathons and an Ironman, and how she balances her professional life with living in the mountains of Idaho with her two young children.

In this episode of The Soul of Enterprise, hosts Ron Baker and Ed Kless dive into the world of creativity and innovation with a focus on the work of two remarkable individuals: Rory Sutherland and Rick Rubin. Sutherland, a leading advertising executive known for his unconventional thinking, and Rubin, a legendary music producer celebrated for his minimalist approach, offer unique perspectives on the creative process. Join us as we explore how these two visionaries approach problem-solving, the importance of intuition in their respective fields, and the impact of their work on advertising and music. We'll discuss key insights from Sutherland's thought-provoking theories on behavioral economics and Rubin's philosophy of creating space for artists to express their true selves.

Ron and Ed once again share entries from their One Thing journals, so this episode is a bit random, but contains nugget after nugget on curated wisdom for the reading and listening habits of the hosts.

Join Ed and Ron as they delve into the complexities of modern pricing strategies and their impacts on consumers and brands. We'll explore the supposed frustration consumers face with the rise of add-on fees and personalized pricing. From airline baggage fees to layered subscription costs, hidden charges make it increasingly difficult for buyers to navigate the marketplace without feeling nickel and dimed. Also, is price-led profit growth coming to an end? Is inflation and recession fear signaling a shift away from growing margins from more sophisticated pricing? Finally, are luxury brands underpricing? Despite their premium positioning, some luxury brands might not be charging enough to reflect their true value and maintain their exclusivity. We'll discuss the 4Es of pricing high-end brands, and how we can apply that framework to professional firms. Join us as we unravel these topics and discuss how consumers and businesses can navigate the complex world of modern pricing.