Episode Transcript

Please note this transcript was generated by AI and contains errors including missing and misspelled words.

[00:00:09] Meryl Intro: Hi there, and welcome to the podcast. I'm your host, Meryl Johnston. The Lifestyle Accountant Show exists to help today's accounting firm owners build successful firms while also living a healthy, happy life without sacrificing sleep. your weekends or time with loved ones. Today I'm talking with Tyler Kasky from The Beam Counters.

Tyler is an experienced CFO and accounting partner with a track record of improving or maintaining high performance finance and IT functions. I know him from his day one month in reporting methodology. Today, we're discussing why Tyler turned down a director role at a big four firm and a partnership opportunity at a mid tier firm to focus on scaling his own firm.

[00:00:54] Tyler Soundbyte: And he goes, who doesn't want to grow revenue? Is anyone in the, in the place that doesn't want to grow revenue? And I was the only person that put my hand up and he was like, are you being serious? I was like, yeah, man, like, you know, we've, we're over a million and I was like, mate, if I double my revenue, I'm double stressed.

[00:01:10] Meryl Intro: Today we're getting Tyler's perspective on how director roles at the big four compared to senior CFO roles, how he thought about the pros and cons of a partnership opportunity at a mid-tier firm. The lifestyle benefits that he sees for running his own firm. Why Tyler doesn't use fixed fee or value-based pricing and prefers billing based on time and materials, which is, I'd say, not the mainstream opinion, his tips for building high performing teams and Tyler's interesting response to the question of, would you like to grow revenue?

All that and more coming right up on the Lifestyle Accountant Show.

[Ad Roll]

[00:02:44] Meryl: So I'd love to hear a little bit more about your backstory and how you got into accounting.

[00:02:49] Tyler: Yeah, it's, it's a good question.  I really, uh, I wasn't sure when I started university, just like everyone else, you know, I started in, um, doing a phys ed degree with, um, a double in management and I just found those like.

Interesting, but I just wasn't naturally, I suppose, gifted or good at them. Um, I always really enjoyed the phys ed and the physiology and that type of stuff, but the science behind it was honestly, it was probably just out of my, you know, current skill set and I had at the time, um, and, you know, I was getting.

A's in accounting, and I was getting B's in everything else. So midway through second year, you know, I was working with one of my friends, and, you know, they were like, why don't you just, like, choose accounting full time? So, um, made the switch. So, moved into accounting and then with an economics minor. Um, and like really enjoyed it, like did the four year degree and then, you know, in those accounting firms, they come into university and, you know, kind of the end of third year and I signed up with KPMG New Zealand, you know, very early on, um, like with a year and a bit left to go in my accounting qualifications.

I never really planned to be an accountant, but my dad was like a management consultant and then did a bit of accounting on the side and always liked numbers. So I think, I think there was a bit of, uh, hereditary brain happiness from looking at numbers, which was, which was quite cool, you know, really found like a bit of a, A passion for solving problems was probably the, the thing that drew me in the most.

How about yourself? How did you get in?

[00:04:28] Meryl: So, my mom's actually an accountant as well. She was one of the early female chartered accountants at Ernst Young, which is Ernst Whitney back, back then. Awesome. Yeah. But, but I didn't actually think I would go into accounting and she never pushed that. I just like business.

So, I always wanted to run and own businesses and then, um, it's, so I actually, yeah. Did a little bit of phys ed studies and became a personal trainer when I was 18 and was trying to decide, do I do the fitness route? Nice. And I had a year off between school, high school and university and tried that and worked as a tennis coach and a personal trainer.

And they thought, Oh no, this is not the lifestyle for me. I'm definitely going to, I've deferred university for a year. I'm going to go back and do that commerce degree and focus on the business side of things. And even if I want to go into sport and the outdoors later, at least I'll have a business skill set.

Um, And then same kind of thing ended up happening, you did vacation work and then ended up working at BDO as a graduate. And so what came next after your time at KPMG?

[00:05:28] Tyler: But yeah, I should answer that question. Um, you know, I was at KPMG for four years and I did, uh, KPMG Dunedin and Christchurch and they were small offices, you know, like 80 to 100 people, really, really well run businesses.

Like they taught me amazing things on. Like balance sheets like the strength of a balance sheet reconciliation and how to do one properly like we still use that method in My business now like 20 something years on How to do jobs efficiently how to not waste time You know how to report issues up early that that was awesome Um, but then also like how to adopt technology even in like 2001, um, you know, one of the grads and I, she was like an IT background and I was accounting and we both kind of identified that how much better a job is if they're on bank link back then or QuickBooks or any other system rather than receipts.

Um, so those businesses were really good at helping. Uh, their clients move through the transition process, and I think that's where I really fell in love with accounting was seeing a business that had no idea where they were going until end of the year, five months later. Knowing exactly where they were every single month, not just cash in the bank, but actually knowing the profit of their business and the profit of their divisions.

So that was, that was my first four years and honestly, I, I was really lucky to land where I did. It was, it was by mistake as well.

[00:07:00] Meryl: And so where did, where did your career take you from there?

[00:07:03] Tyler: Yeah, I was, I was in New Zealand and I was looking at three countries after I finished my CA and CA bonding because, you know, you always stay for a year.

Um, I was looking at Melbourne because I had a friend in Melbourne. I was looking at the Cayman Islands. Uh, one of my managers moved to the Cayman Islands to do audit of financial services. Um, good paying job, like 80, 000 in the US tax free at age 25 was pretty luring. Um, And then I was also looking at Atlanta, Georgia.

I had some family there. Um, I knew the visa options pretty well. So I was looking at that. And so I applied for all of them, got the first round in Cayman Islands, and then moved to, got a flight offer and an interview with Deloitte in Melbourne. And they flew me over, put me up in a hotel. Um, Had an interview and I signed on that day.

They were just I liked the city. I've never been there But I really enjoyed like what I saw in the three days before signing Shook a hand signed a contract and then a month later came back and moved into the Mid market business services team of Deloitte Melbourne, and it was just a good step up like a thousand people or a thousand one hundred people business coming in as a senior and You know, really going from, you know, businesses on 10 million a year up to the 50, 100 million or even some of the listed businesses like Newcrest Mining when I came in.

[00:08:32] Meryl: And then, was it there that you then moved into some financial controller type roles in industry?

[00:08:39] Tyler: Yeah. Yeah. It was, it was really good. Like Deloitte. I wish I'd probably stayed longer. I moved into manager. I think I, looking back, I probably would have. Um, not jumped as early for like an extra 20, 000 in pay.

Um, but after that, I did about 12, 13 years as financial controller or CFO or commercial manager. Um, did seven years in law firms, took a career break for about six months. Uh, did AGL for a listed company for on a contract for a year. That was pretty rough. And then three CFO roles here in Sydney, like an IT business, a recruitment business, which was fantastic.

And then also moving into a, uh, uh, architecture and design. Which was honestly, it was just my favorite kind of role I had within 18 months of kind of hired the team, got everyone down to like day one month into reporting and basically made myself redundant. So ask the boss if I could start. You know, go part-time and then start consulting.

Um, which he happily said no to , which was quite funny. . So, and that probably sport, you know, started my move back into partnership

[00:09:51] Meryl: Next, Tyler took a partnership role at a mid-sized accounting firm called Roth, say, chartered Accountants. And around this same time, he also considered a role at a Big four firm.

[00:10:02] Tyler: Yeah, like a year before when I was looking for partnership roles, um, I, I was in touch with Deloitte and they offered me a director role and the salary offer was like half my CFO salary. Um, you know, and I went, I went right into the third interview trying to find the salary. Like, I was like, what's, what's your bands, you know, like if, if they were like 50 grand off, I would have been really interested.

Um, you know, cause I know what the uptick is in big four, you know, like you can make a million dollars as a partner there, not easily, but you can do it. And that, that was pretty interesting. So, you know, going through that process and seeing the pay gap at the senior CFO level versus director was just mind boggling and talking to the recruiter.

And I said, You know, like I was well over 300, 000 as like a mid tier CFO. I was like, this is, this is what you're comparing to. I was like, you know, I was like, we, if we had this discussion early on, you know, and I tried that it would have been a totally different story. Um, but the other one I got really close to, which I actually loved.

was Ernst Young, they were looking for a head of financial reporting. So, I've always, one of the reasons I like working with accounting firms is I love the accounting process and automating it and trying to improve the, especially the financial reporting side, because it's always been like, even at AGL, we were doing a 160 page report on Excel and Word.

And it was just, it was just a joke. You know, like, so EY had this really cool system where they were trying to automate that whole process for listed businesses. And I was like, Oh, I'd, I'd love to do that. And I could see, I had a passion and I had, I think the skillset. And I was like, if I could put these together, I reckon I could go from director up to partner, um, in that business pretty quick.

Um, but again, like I was comparing it. You know, it was probably 2018 and I was comparing it to CFO level numbers and I remember talking to my wife and I just, I said, here's the number that they're offering. I was like, she was working at the time, so it wasn't going to be too much of a stretch financially.

And she was like, absolutely not. You're not taking like, you know, 150, 000 less just because you like financial reporting. I was like, all right. So that's that kind of put the end to that. It was, it really just came down to money. Um, there's just such a big gap between partner and directors and that honestly, that, that hurts me.

So much like I cannot sit next to my team and if they're making 60, 000 and I'm making, you know, a million dollars, I don't know how some partners do it. Like it kills me. Like, you know, I've got, I've got like, I think the partner position is overpaid. Um, and I posted about a lot, but like, you know, on average, I think we need to pay our accountants more in the market.

Like they need bonuses for working harder. Like they need, they need more recognition and reward and better promotions and just like a more open understanding of the value that they build. Like if. If someone's billing 600, 000 and you're paying them 100, 000, it's just, it's highway robbery. And that, that matrix has really always concerned me in the, in the mid tier and big four kind of businesses.

It's just such a huge gap.

[00:13:38] Ad Roll

Meryl: Tyler stayed at Rossi Trouted Accountants for a bit over a year before realizing he was better off building his own firm.

[00:14:40] Tyler: I try to say this with as much humility as I can, but like, I, I realized I could quickly out earn those guys really quick. And it was, you know, there was, there was two kind of key owners that, you know, were on doing well, but like.

Maybe they just didn't have it like anymore. They probably had it in the younger years. And, you know, once I got in there and also I did a flip on that business, like installed, got them off HandySoft, moved them onto Xero and, you know, kind of changed their entire system stack. You know, fixed up their internal finance process, that type of stuff.

I started, you know, trying to build the bean counters.

[00:15:20] Meryl: Tyler's firm, the bean counters, a system specialist, they scope and implement systems and help with process automation. They also do some Power BI reporting and outsource CFO work.

[00:15:30] Tyler: As soon as we opened, like one of our clients was an accounting firm, and that was just our biggest value curve.

We quickly realized that accounting firms have so much, so many systems compared to the average business. Like, I think the average business might have about six to eight systems, even including Microsoft and, you know. You know, document management and such where accounting firms can actually be at 15, you know, to be optimal.

Um, and so we quickly realized that if we work with accounting firms, like a, we can add heaps of value, like we can automate so much for them. Like we've turned financial statement prep from like an hour and a half on average down to four minutes for some businesses just through like really thinking about how the systems work and making sure they're operating properly.

[00:16:21] Meryl: So where did the. offer to become a partner at a mid-tier firm come into the equation? I mean, interested to hear more about that whole process.

[00:16:31] Tyler: Yeah. So, we'd been in business for about a year and we had four employees, myself plus three, oh sorry, myself, two chartered accountants and then, um, head of systems.

And just through networking, you know, I got in touch with, um, you know, uh, the top team, um, business and. Um, you know, really, really good business with a great strategy. It got very close. Um, you know, they offered to buy the whole team or, you know, hire the whole team, put me on it as a, um, as a partner on a very good wage.

Like it was more than I was making, um, at the time. Um, and also, you know, really looking at, uh, like big businesses. So. Instead of like we specialize in zero, we specialize in employment hero and wheel and HubSpot and all those cool connected kind of systems and zero practice manager and HQ. But moving to this business was looking at, you know, NetSuite installs and big system scopings and like, you know, hundred to billion dollar businesses revolutionizing how they do their systems because it's so hard in that market.

And we talked literally for six months. Um, yeah, we had proper written offers on the table, but it came down to like, I was, I was a yes. I was a 51 percent yes, 41 percent no, 49 percent no. But my team, the four girls I was working with at the time, um, two were from our original design business, IA design business.

They said no. Um, they said, we like what we've got. We like the flexibility of working from home. Um, we like that everyone's on a really good bonus scheme here. They said, we won't get a bonus. Um, we like that we don't have to wear suits and all those types of things. And then also, they liked our client base.

Like, we are only time and materials. So. Our ability to not fix a number and to tell a client that they're just not cutting the mustard anymore and that we're departing the relationship creates such a beautiful, even leverage where no client can talk down to my team. No one can like be arrogant and we get that ability to because we're not fixed.

We're not on retainer. We're not on fixed fee. There's no fixed deliverable that if someone doesn't cut the mustard, we just happily finish the job and exit. And so those kind of metrics that when the team said no, um, yeah, I kind of happily said no. Um, you know, there were numbers there of, um, you know, in a five year prediction over 1 million in salary plus equity and stuff.

And, you know, which I'm still not on now, like I'm not on over a million dollars per year. But that was always a dream of mine to become like, you know, partner in a big business. Um, because of the way we've built this business and the value we can move to, you know, do to clients and also the way this business has allowed my team and I to enjoy life as well as enjoy work, um, without an hour commute each way, uh, has been, is probably what made me stay.

What

[00:19:51] Meryl: does, what would the lifestyle comparison have looked like if you were to take that role compared to the, what you're doing now?

[00:19:59] Tyler: It's been, I've thought about this, about this so much and like you'll, you'll have this as well because I mean obviously you've gone through career changes in your life like you've had, you know, been lucky enough to have kids and all those types of things like those change the.

Um, I've always struggled in the morning, so I've always struggled my, the worst part, the worst version of me is when I'm rushed. And so I've really learned that waking up early, working out, um, if I get time to meditate, I love it. Going for a swim, having a coffee and then starting work creates the best version of me.

I'm happy. I can work a lot longer hours wise. I can do it with peace, um, and also I think I can solve problems better because my mind is a bit clearer, um, that, that comparison for me personally has been really, really big. Um, then on the other side, the value we can put into clients because we're completely adaptive to their time schedules.

It's just been awesome. So because we're not predetermined by, you know, so many big businesses dictate the way they want you to build them. Hey, we want a fixed fee and you've got to give us the number. And I, I gave a couple, two fixed fees early on in the business here. And I just like every, it's just a no straight away for me.

And now being able to, if a client wants us, you know, as I said, I've got like a 11 until 12 kind of meeting tonight. I think, you know, knowing that I can turn up and we can build a client for that. They get value. I, I can sleep in if I like, you know, that's been a really happy profile, but for me, that's been good.

But watching my team embrace it has been really cool. Like one of our team members worked from Bali for about three weeks. Um, my business partner, Dan, I see him. Now once a quarter, um, you know, he's, he's a new dad of his, his, uh, son is under one year old. And so, um, watching him work on a client, hang up the phone and then, you know, I can't talk right now.

I'm just, you know, you know, walking the baby or something is just lovely to see. Like I think it allows, um, it allows us so much more flexibility in life. Um, how have you found it like going through the, the, the journey of a small business into what I think you guys are quite a large business now, being, being ninjas, you know, like how have you found that process?

[00:22:31] Meryl: Yeah. So, uh, we started as a remote team back from the beginning and our goal was always freedom. So, when I started the business, me and my co founder, Ben, had a goal of we want to get to a million dollars a year in revenue and work 20 hours. A week or less in two years. Nice. And it obviously took us a bit longer than two years to get there, but the goal was always to have lifestyle and we wanted to have location independence, so be able to run the business from anywhere.

Mm-hmm. , um, control or freedom of our time. So choose when we work, not be restricted to any set time. Yeah. And then financially, also trying to build financial freedom and we would. kind of thinking about that through the FIRE principle, which, um, I can go off on a tangent about that, but that's, um, financial independence, retire early.

There's a movement around that and I've got some, yeah, some thoughts around that. So, that was the goal, but it was lifestyle, it was always lifestyle first, but it was a grind the first couple of years. I did work weekends, I work late nights, just trying to get the business going, but then the goal wasn't to optimize revenue, it was to cut back work hours and gradually remove myself from the business while building a of, well, are you

optimizing for revenue or are you optimizing for lifestyle? Because there's a lot of decisions you can make that might not. That they might mean a slightly lower revenue, but your lifestyle is so much better because of it. So, I've tried to focus on making those kind of decisions.

[00:24:02] Tyler: That's beautiful. I've got the same mantra, and I've got an interesting story on this.

I was in the CFO Symposium, you know, maybe a year and a half ago, um, and one of the guys from a budgeting tool was out there presenting. And he was talking about growth lines on his budgeting tool. And, you know, we're talking 300 CFOs, financial controllers, or partners in a room. And he goes, you know, who, who doesn't want to grow revenues?

Anyone in the, in the place that doesn't want to grow revenue? And I was the only person that put my hand up. And he was like, are you being serious? And I was like, yeah, man, like, you know, we've, we're over a million. Like, you know, I was like, mate, if I double my revenue, I'm. I'm double stressed. You know, I have to double that sales pitch.

I have to watch, instead of watching 20 projects a month, I have to watch 40 projects a month. And that's just too much. Um, you know, and managing that cycle of, um, happiness versus work effort has been really good. You know, I don't, I don't want to make 5 million a year. Like our goal for each of our seniors is to make a million dollars a year, which, you know, we're on track to do.

And that's, you know, in net profit million dollars each is, is possible. And if we. If we do that, while also everyone being casual and having time flexibility, like, I reckon I'll cry like, uh, like it's, it's been, I'm not, I'm not hugely focused on the money, but I'm focused on the value that we can create the clients.

And if we can take that value and turning it into financial reward at a reasonable level, that's not overbilling people. You know, I think that's got. I think that's where I want to position the business and to kind of come back to the point, I don't, I don't think I'd have the ability to influence the culture of a mid tier business as much as I've been able to influence this.

Like, a new starter yesterday wrote back to me. He was like, I love the way we work here. And it, it, It just warmed my soul, you know, because we've always tried to be good to work with number one and then reliable and professional number two, you know, but overall mistakes happen. But like, as long as you're a good human and as long as you're a good team and put your best effort forward, that's all, you know, anyone can ask.

It's

[00:26:25] Meryl: interesting what you mentioned about impacting culture at a mid tier firm. So early, in the early days of B& H, we had an acquisition offer from a mid tier firm. But part of the deal was that I was going to go on and run, uh, what B& H is did. So it was bookkeeping only back then at that firm. Uh, I did think about it, but I could see that I was just going to be a junior partner, uh, with a whole lot of other partners.

that we, there wouldn't be the opportunity to take the culture that, that we'd built. Um, it was going to be back to the suit and tie, the corporate culture. And while it might have been financially rewarding, I could see that I wasn't going to enjoy that at all. I could see the politics and just try to get consensus with that many people, um, that it was not going to be, I didn't think that it would be enjoyable.

[00:27:13] Tyler: Yeah. Yeah. Exactly.

[00:27:19] Ad Roll

[00:28:10] Meryl: So let's pick up the story. You had automated things, you'd build a great team, and then you approached your boss and said, Hey, You don't need me full time. Can I go part time? And so, you were basically taking a pay cut and he said no.

[00:28:25] Tyler: Yeah, that was, that was an interesting moment. Um, because the business had a small downturn.

Um, not big and I'm talking like, you know, 10 percent in revenue. You know, and enough that it wasn't going to be hitting budgets. And so the boss was, you know, Hey, we're, we've got to let go of one of your team. And I had a team of me plus three and maybe me plus four, if I include the admin assistant. Um, and he picked one of the ladies in my team was like, you know, she has to go.

And, you know, I had three international. Um, employees, you know, Turkey, Nepal, and Nepal that were paid, you know, a third of what I was probably getting paid if I'm, if I'm being honest, they were all grads. I brought them in as grads because I knew I, I hired smart people that I could train up. And I knew if she left the job, you know, it was going to be a lot harder for her to find a job than me.

And also she was really good and like worked really hard. Um, and I knew that the business would be, get more value from her full time and she would have more. Um, happiness than I, I would being full time, um, and so he, when I came up to him, I said, Hey, here's the proposal. Keep all three, but put me part time and honestly, you'll get, I'll come into the office every day, nine to 12 or nine to one, but he was like, nah, you know, I, I need you whenever I need you like at beck and call the whole time.

So it's like you've still got to fire that person and I just, I just said that was like, mate, that's bad ethics. You shouldn't, you know, you shouldn't do that just because we're not hitting budget. That person's not underperforming. They're a full time employee. Like there's, there's nothing here. Like that's not a good reason for redundancy.

Um, there's better ways and you'll save double by having me, right? So really think about the metrics of it. Um, and so when that got knocked back, I actually brought all four of my team into a meeting room. And sat 'em down and I, I was pretty transparent with them and like, it was kind of close to tears, you know?

'cause we were all about two years in and, um, you know, the, I I said to the, the lady that was, you know, had her, you know, they were the, she was the one that they wanted to give the pink slip to. I, you know, I said, look, that's, that's what the boss has said. I said, but I'm, I'm not going down that route.

Right. So I said, I'm going to try to find us all for a better organization. Um, and we're all going to try to move there and leave this business without good ethics behind. Um, so that's when I started looking at partnership roles. Um, and Yeah, really started looking at, I joined a business called Rothsay, um, and I bought two of the team across, um, which was really good.

And then one of them stayed because she was finishing a visa, which was actually quite good because she kind of managed the transition between the old CFO and, uh, sorry, myself and the new CFO. And, yeah, like, honestly, I couldn't be prouder of those three. Now one's like, uh, the head of finance for Planet Fitness Australia.

One's, um, a manager at Mazars. And the other one's, um, a transformation change manager at, um, uh, New South Wales Parliament. So, um, Yeah. Like I was, I was really lucky to have that team and have happily placed them in a few different roles and almost held my promise to get all four of them across, but you know, that's what it is.

[00:31:56] Meryl: Well, final question, I'm interested to hear what's next for you. You've been growing the bean counters for a while now building out that team, but you've talked about, well, maybe revenue growth isn't everything. So Yeah. What does the future look like for you?

[00:32:10] Tyler: Yeah. Thanks for asking. Um, we're really happy on our team at the moment.

That was seven people. Um, we've just opened a sales training arm, which has been lovely, uh, with our employee in Denver. So her and I teach tech people and accountants how to sell, um, which is just an absolute passion project, but it's somehow making good money at the moment. Um, we're going to keep to our basics of like really trying to help Australian accounting firms.

improve their processes, get on to better systems, um, keep our basics of moving people to employment and zero, sorry, employment hero and zero and wheel. Um, and about once or twice a year we take on like a big project and at the moment that's our US UK project and we're, you know, doing nine systems for a 500 people international business, trying to flip those around.

So if we stick to those basics, um, you know, I think we're going to be a really happy Um, team that's productive, um, you know, and I think, I think from there, if we focus on the consulting, we haven't got a huge tech play in the, in the, um, you know, under the hat at the moment, but down the track, um, that's definitely on the board.

[00:33:22] Meryl: Amazing. Well, Tyler, thank you so much for coming on the show. If our listeners wanted to get in touch with you, but particularly there's a lot of accountants and accounting firm owners that might find value in your services, where's the best way to get in touch?

[00:33:35] Tyler: Yeah, thanks. Um, LinkedIn's our absolute winner.

Um, if you find me, Tyler Caskey at the Bean counters, uh, on LinkedIn or, uh, our website, um, has all our connections, www, uh, do the bean counters.com au. Um, and thanks very much Meryl. Like, honestly, like I've been a huge fan of. What you've been putting out into the market and I'm not just saying that so, you know for the couple years since we've been connected And I loved hearing your journey.

I loved hearing that you're looking at the balance between revenue and time That's very near and dear to my heart as someone who wants to live healthy into their 80s and 90s And not be riddled with accounting firm stress. So yeah, well done. It's great to hear. Thanks so much Cool. Thanks. See you later.

[00:34:25] Meryl: It was fun chatting with Tyler from the Bean Counters today. I know our business names are similar, Bean Counters and Bean Ninjas, but I wasn't expecting us to have so many other things in common, particularly around our focus on lifestyle. Here are a few parts of the conversation that stood out to me.

Tyler doesn't believe in regret, but he does think about whether he made the jump from big four to working in industry too early. And following the path to become a partner at a Big Four firm could have been an amazing opportunity. It was interesting hearing that perspective. That was a path that I was not interested in following at all.

And after my three years at BDO, I was ready to move in a different direction. So I enjoyed hearing a different opinion about that or a different perspective about that. I love a good morning routine and I enjoyed hearing about Tyler's schedule and how he prioritizes mornings, but also that he's fine working into the night or odd hours to accommodate his international clients.

And lastly, I enjoyed his story of the boss who wouldn't let him go part time. I hope that the world is moving in a different direction where gradually more and more flexibility is available to accountants. I had professionals in other industries too, but it was a good reminder that not everyone thinks like that.

And now a quick ask. If you're enjoying the podcast, then I would love it and greatly appreciate it if you would take the time to leave a review wherever you listen to your podcast, whether that's Apple Podcasts, Spotify, or somewhere else. Appreciate it. Thanks.