Your firm won’t grow just because you want it to; it requires the kind of disciplined, intentional approach that Jane Woodling, marketing director of Marketri, lays out in this episode.
Transcription:
Transcripts are generated using a combination of speech recognition software and human transcribers, and may contain errors. Please check the corresponding audio for the authoritative record.
Dan Hood (00:03):
Welcome to On the Air with Accounting Today. I’m Editor-in-Chief Dan Hood. Everybody loves growth, but not everybody’s willing to put in the necessary work to achieve it in a methodical, predictable, reliable way. Or they’re not ready to recognize that the necessary strategies to produce growth have changed in many ways in recent years. Here to talk about all that is Jane Woodling. She’s marketing director at Marketri, where she works with CPA and advisory firms on growth strategy. Jane, thanks for joining us.
Jane Woodling (00:25):
Thanks, Dan. Great to be here.
Dan Hood (00:27):
Yeah, this is a neat topic and what I don’t know that people consciously focus on enough. Let’s maybe sort of take a broad view. How are you seeing the ways firms think about growth change? How are their approaches to it changing?
Jane Woodling (00:42):
Yeah, I think one of the biggest things I’m seeing is firms are becoming a lot more intentional about their growth trajectory. It’s not just about the referral network and word of mouth. Firms are really starting to focus on their sales pipeline, where they’re getting their business from, which sectors they’re the strongest in, the lifetime value of clients. Also, where there’s some upsell opportunities in terms of the advisory space in addition to the compliance side of the house. So I’m really seeing a lot of firms focus on those areas the most, especially as PE becomes just more of a driving force in the industry.
Dan Hood (01:23):
Right. And I can say this, you may not feel comfortable saying this, but I’ll say it for you. It pretty much for a lot of firms, the previous mode of growth was kind of like, “Hey, it’ll happen. The phone will ring, we’ll answer a phone. Maybe we’ll get some referrals, maybe we’ll ask for them, but probably not. ” While I’m being mean, but there’s a certain degree of unintentionality about growth strategies in the past. Is that unfair?
Jane Woodling (01:45):
No, I think that’s accurate. I think it’s becoming a new world in a way where firms are forced to really look at how they’re going to grow. And then with the PE aspect, they also have to be a little bit more accountable externally with what their growth strategy is. PE is going to want that predictable and reoccurring revenue. They’re also going to want to know how they measure organic growth. So it’s really becoming a forced, I think, kind of thing that firms really have to think about, especially in today’s marketplace.
Dan Hood (02:17):
Right, right. Yeah, certainly. I mean, whenever we talk to firms that have taken PE money, the first thing they say is, “We were surprised at how much reporting we have to do. ” They expected a slightly higher level of accountability certainly, but the level of reporting and on granular things like the sort of tactics you were talking about earlier in terms of marketing and that sort of thing, how are you approaching it? You can’t just say, “Well, we meet a lot of bankers and we meet a lot of lawyers and we talk a lot to a lot of people, and hopefully we get some business out of it. ” But to be just thinking about in terms of, I understood how PE is driving that for larger firms, do you see this happening for smaller firms or firms that haven’t taken PE money? How is it being driven there?
Jane Woodling (02:58):
Honestly, I think they’re going through the same kind of issue. Maybe they don’t have as much external pressure to make that growth more visible, but they are looking ahead to see how they’re going to survive as independent firms. A lot of it also is like, how are we going to also cross-sell into our advisory arm of things? That really is going to take an intentional look at their sales pipeline and their marketing strategy. And I know I’m kind of jumping into another question further, but-
Dan Hood (03:26):
That’s all right. That’s all
Jane Woodling (03:28):
Right. But also, I think one of the biggest gaps that firms struggle with today is answering some of those reporting questions PE or not, independent or not. You really have to know which clients and services are driving the most revenue for you. Which sectors are you the strongest in? What types of businesses are you seeing the most revenue? If you can’t answer those questions, it’s going to be really hard to plan any kind of growth strategy. So we’re definitely seeing that as a gap in terms of infrastructure and firms like just basic CRM management.
Dan Hood (04:02):
Right. Well, let me ask you, is that, and this may the answer may be yes to this, but is that more a question of they’re not looking or they don’t have the systems in place to get the answers?
Jane Woodling (04:13):
I think a lot of it is not having the resources internally to really focus on it. People are focused on the clients, are focused on the work delivering for the clients, and there hasn’t been that attention on, are we tracking this correctly in terms of a growth strategy? Of course, you’re tracking it for revenue in their ERP, for example, but they may not have it tracked in a way that’s going to help them cross-sell and grow. Sometimes it’s hard to answer how many new clients are you getting each year and within which sectors are driving the most revenue. And then on top of that, which services do they have with you? Do you know which clients have expanded services with you or are they still doing the once a year compliance work that they’ve been doing for 15 years? Those kinds of questions can be difficult to answer if you’re not tracking with a CRM marketing BD kind of view of things.
Dan Hood (05:09):
Gotcha. And firms have been talking about the need for those kinds of systems for, and particularly to get staff involved in and on board with the CRM system because they require a certain amount of upkeep and management over time. Do you find firms are more open to that or they’re getting better at that, at building those systems or getting people to use those systems?
Jane Woodling (05:30):
It can always be a struggle to get people to use them, but I feel like the value, people understand the value of those systems a lot more than they used to. Sometimes it can be kind of a internal struggle with who is using the system and who isn’t. But I think in general, we’re seeing that people recognize the value. It’s just how to get there, how to tactically make it happen within your day-to-day operations.
Dan Hood (05:55):
Yeah. Some of it goes to the point, as you said, people are busy, they’re serving clients, they’re getting stuff done, finding time in the day to fill all that in. And as you say, people need to be aware of how important it is before they’re going to find time to make time for it in their day. Let’s talk, you had mentioned earlier a number of the sort of tactics and strategies that people are applying to growth and some of them were very specific and some of them were a little broader. But I want to talk more about all those because one of the things we noticed among other things for our top one on the firm survey, we ask them, “Hey, what are your growth strategies for the year?” And over time it’s become that list that we get from them has expanded from usually used to be say 10 years ago, they’d have one or two big initiatives.
(06:36):
They’re like, “This is the year of cross-selling at our firmware. This the year of putting in a CRM system and getting our numbers right and that sort of thing.” And as over the course of, like I said, roughly the last decade, the lists that they send in have expanded to the point of now, many of firms are sending in lists of seven or eight different growth initiatives that they’re putting in place to support their overall growth goals. And so they’re sort of saying, “Yeah, we have to do all these things.” They all sort of fall in place. And the list you gave listed a number of the things that we’re hearing from top 100 firms that they’re doing. I think for a lot of firms that’s overwhelming. They look at that list and they go, “Wow, I’m not a top 100 firm. I don’t have a big team of people that I can put onto it, ” so on and so on.
(07:16):
Are there specific things in that list or elsewhere, specific strategies that you think firms should be looking at first when they think about developing, let’s call it a modern growth strategy?
Jane Woodling (07:28):
Yes. Things they can do right away is take an audit of their current client database. That’s low hanging fruit that most firms can do without a lot of additional effort. It’s just seeing, again, who’s in your database and who’s driving the most revenue, which sectors are you just really winning in, which ones are just random and there’s not a lot of patterns to why they’re your clients. Looking at things like customer, or sorry, client lifetime, how long they’ve been a client, that’s a really easy way to get started and see what the low hanging fruit is with your own database. In addition to looking at your own database, like low hanging fruit, take an audit of who you have already is to not be afraid of talking about how great the firm is. Having customer client testimonials be in your firm DNA, asking for these testimonials from your clients and understanding why they stay with you year after year, understanding what they like, what they don’t like is really crucial to something you can start right away to really grow.
(08:39):
If you have some of that information, you can kind of start getting a blueprint and your go- to market strategy will be a lot stronger if you know, “Hey, I’m really winning in construction.” People really like that I understand contractors very well. If you get that feedback, that’s going to really drive next year strategy, three-year strategy, et cetera. So those are things you can do right away without a lot of extra effort.
Dan Hood (09:03):
Excellent. I’m going to throw in one thing here. It astonishes me often the degree to which accounting firms don’t ask anything of anybody. You’re talking about asking for testimonials. Similarly, we did a survey a while back about referrals and said it turned out most firms, about 80% of firms rely on referrals for something like three quarters to forfest 80% of their new business. But only about 20% of them actually asked for referrals. They sort of relied on the client. It’s a similar thing with the testimonials. People aren’t just going to spontaneously call up and say, “Hey, I would like to give you a testimonial.” But if you ask, I think most firms would be surprised at how many of their clients are delighted to give them something like that, particularly if you give them a little … Yeah.
Jane Woodling (09:48):
Yeah. And if you make it part of your process so that you’re not introducing any additional friction, it’s a natural cadence to asking after you’ve worked with somebody or closed your initial engagement, you ask them maybe three months later, you make it really easy, you give them a link. You can even templatize a lot of this to where it’s still personal, it’s still coming from your client’s main point of contact. But again, if the link is right there to leave that feedback either publicly or privately, they can leave the feedback, but make it a part of your system, integrate it in how you work within your firm, and you’ll find that you’re going to get a lot more great feedback.
Dan Hood (10:28):
Right. And it’s interesting, you mentioned you talk about, you may discover that your contracting clients or your construction clients are particularly enthusiastic about your services or something like that. There’s a degree to which there’s got to be a little bit of a feedback loop between that sort of thing and your overall firm’s strategy. And I guess that’s the question is, how do you work those two things together? The firm is sort of looking at discovering who it is and what it is and what it does, and then building that into its growth strategy. How does that feedback loop work?
Jane Woodling (10:56):
When you’re talking about looking at where you’re strongest in terms of
Dan Hood (11:00):
Sector
Jane Woodling (11:01):
And business type?
Dan Hood (11:02):
Yeah. If you’re reaching out to all different parts of your base, finding out what as you said, where does most of your revenue come from? Where does most of your good revenue come from? Where is the clients that your people like to work with? Where are the ones who are most enthusiastic? That can then go back and inform your overall strategy. You say, “Well, listen, we should be focusing more on, to your point, construction firms, because that’s where we have our strongest concentration and that’s where they love us most. Or that’s an area we should be growing. We don’t actually get that much revenue from it, but all the clients we have there, though it may be a small number, they love us. They can’t get enough of us.” And that’s the kind of thing you turn around and you say, “Well, maybe that informs what we look like as a firm or maybe affirms how we change what we look like as a
Jane Woodling (11:39):
Firm.” Yes, that’s very true. Sometimes you discover that maybe you don’t have that many clients in a particular sector, but they’ve become longtime clients and maybe they’ve expanded their services with you. And so maybe some more testimonials or even having quarterly check-ins or actual touch bases with them, you can hear their problems and hear their pain points, and that really will inform probably how other folks within that niche sector feel and how they like to work with you. And you can use that as a blueprint to reach out to other firms within that sector. So that can inform how you go to market and inform your growth strategy because you have that knowledge of why people stay with you.
Dan Hood (12:25):
Right, right. Yeah. It’s sort of like a marriage. If you go at the end of a long successful marriage, you’re like, if I knew all this, I could have got married three or four other times and been very successful, but if the law didn’t get in the way. But no, but that makes a ton of sense. If you’ve got a small section of your client base where you’re doing really well, that’s the kind of thing you want to focus on more. It’s interesting because I think I go back to one of my favorite stories was that an old-time marketing advisor said they would go into firms routinely and say, “What’s your growth strategy?” They say, “Well, we want to grow 10% next year.” And they’d say, “All right, well, how are you going to do that? ” They said, “Well, we’re going to grow 10%.” They said, “Well, do you have 10% or let’s say 15% because you’re going to get some attrition?
(13:07):
Do you have enough people in your pipeline to grow your revenue 15% next year?” And they would start to look at them and go, “Pipeline, what pipeline are you talking about? We just want to grow 10%.” And it’s that lack of, I think, of rigor to anybody’s strategy. They certainly haven’t looked at what’s looked among their client base and sorted them out, figured them out. And that sort of self-college is a great place to start. There’s a lot more I want to ask. You’d mentioned gaps in growth infrastructure. I want to talk a little bit more about that and some other mistakes you’re seeing firms making. We don’t want to name any names or anything like that, but we want to know what pitfalls to avoid, what things to do to help things grow. But we’re going to take a quick break first.
(13:53):
And we are back. We’re back with Jane Woodling of MarketTree talking about growth infrastructure and how firms and growth strategies, how firms get out there and get a plan in place, make sure everyone knows what it is, and then take it to market. You talked a little bit about a big gap in growth infrastructure that you were seeing. Are there other areas where you’re like, wow, firms really need to beef this up or really need to do that? I talked a little bit about infrastructure, or sorry, about pipeline, prospect pipeline. You’ve talked about CRM, making sure that CRM systems are up and running and people are using them and they’re using them properly. What kind of other gaps are you seeing in the structure, both literal and metaphorical of firm’s growth infrastructure?
Jane Woodling (14:35):
Sometimes it can be as tactical as, and this is kind of an extension of our earlier point where we’re talking about getting client testimonials, is really putting effort into how you’re appearing online basically. What’s your digital presence? How visible are you in both AIO or LLMs, as well traditional SEO? That’s a really big gap we’re seeing is maybe you have a really strong portfolio or you’re really strong in this one sector, but not enough people can know that or find out about that about your firm because you simply haven’t taken that investment and that step to making sure that your whole digital presence. So including your website, all of your social channels, review sites, third party publications that maybe your partners have been in are really as strong as possible and structured correctly so that people can actually find more about you. And I’m sure you guys have brought this up on this podcast before, but really how people are finding information has changed so much even in just the last five years.
(15:41):
It’s really important that firms understand how people are getting information. A lot of it is LLM driven, Google overview, AI overview, things like that. So that’s really kind of a gap we’re seeing is that they have to shift their strategy to understand how they can be found better. And then when they are found, are people are going to choose their firm over the competitors?
Dan Hood (16:04):
Right, right. Well, it’s fascinating. I think one of the problems firms face is that it’s not just a matter of adjusting your strategy, it’s a matter of continually adjusting your strategy. And all those things change. Every six months, Google comes up with new SEO rules. Everything about AI is brand new and changing every three to five minutes. So it’s really difficult to keep up with that pace of change. And I think for a lot of firms, I think, well, I’ve got my SEO set up, whatever they do one set of steps and think it’s done, not realizing that it’s really more of a, this race will never end. There is no finish line to it.
Jane Woodling (16:42):
Correct. And again, I go back to the testimonial part because you’re always going to want to gather that proof, honestly, the proof points of how many clients you’ve helped, what are the outcomes that you’ve helped, for example, construction or contractors achieve in their businesses, whether it be compliance or audit or on the advisory side, there’s lots of things you’re going to have to continue to measure so that you can continue to put that back out to the market so that people can discover you. So that’s the evolution of it is really, it needs to always be happening that you’re gathering those proof points because you want to make the client really the more center of your growth strategy. You really want to showcase the outcomes that you’re providing for clients versus just service oriented jargon that makes you seem too similar to other accounting and advisory firms.
Dan Hood (17:39):
Right. This is one we could spend … How to differentiate yourself from other accounting firms is one we could talk about for days, literally days, but it could be because you look around a lot of accounting firm websites or a lot of their online presence or social presences, and it is all pretty much … It seems like there’s really only one accounting firm in the entire country and they just all use the same sets of copy and the same designs. And that differentiation is … Maybe we’ll just take a couple of minutes, not two or three days, which will be just the start of it. But how can a firm differentiate itself in that context? Internally, there’s all kinds of things they could do to develop their expertise and develop their staff and so on to customize their service offerings. But in terms of presenting yourself externally, how do you differentiate yourself?
Jane Woodling (18:29):
I think one of the biggest things is to … I know people talk about branding in this kind of abstract way, but it really is, it needs to be a part of your firm DNA. When I talk about branding, I also mean your firm’s process, really hone in on that. How do you approach each engagement? How do you run your discovery calls? And then you bring in that information of what your clients value most about you, either through some of those testimonials or through the check-ins, things like that. Then you can understand why people are coming to you, and that’s going to influence how you go back out to market. And that’s a good way to think about the differentiation part of this is without that, you are going to appear just like all the other firms, because all the other firms are going to say they can do the same things.
(19:15):
But if you know that your process, which is maybe you have a specific four-step process, and you found that people really resonate with that because it’s a very complete process, people weren’t confused, people weren’t wondering when you’re going to do the next step kind of thing. Those types of things tend to really help out firms go back up to market because they have a proven process to go to people and say, “This is what to expect from us.” And then that kind of brings a level of comfort that can win when it comes to winning new clients.
Dan Hood (19:46):
Right. Yeah. Well, that’s a great … I love that idea, and it doesn’t matter how many steps, no one’s counting the number of steps. It’s more just you’ve thought beyond just … One of my bed peeves is the number of firms that will talk about their integrity and their technical expertise. And it’s like, well, you should have integrity and technical expertise. Why are you boasting about it? It’s sort of a weird thing to say. It’s like, I will not steal from you and I will mostly get things right. Whereas as you say, something like that, that sounds like, wow, it’s not just the basics of honesty and competence. It’s they thought through their processes that four-step thing sounds official, incredible, and believable, and yet not a lot of firms do it. And some
Jane Woodling (20:29):
Firms … Sorry to interrupt you there, but some folks do that. They do that really well. Some firms really, they feel like it’s very important to do client reviews where they take a look at their client and they see where they are in their business cycle. And it’s not really an upsell necessarily, but it’s more of an authentic extension of, we’ve helped them with this. What else is going on in their business? What do we learn in our last quarterly check-in and how can we maybe service this area? Or maybe this one business owner is looking to transition to the next generation. How can we bring in some leadership training or something like that? So even things like that that you do internally, you can make that a part of the process that you communicate outward because people are going to find that probably very valuable and it’s going to be a point of differentiation than the other firms that just say, like you said, all the generic accounting firms speak.
Dan Hood (21:24):
Right, right. I’ll get your tax return done. Yes, I hope you will because that’s what I’m paying you for. But then when you say, “But we’re going to do a deep dive into your business just to see what’s going on with it and see what advice we can give you. ” That adds a little extra specificity to it. What other mistakes you’ve seen firms make? Too generic a description, too generic, let’s just call it a digital presence to avoid having to say all the different kinds of ways you need to be digitally present. But what are the things you see too many firms doing or not enough firms doing?
Jane Woodling (21:57):
I think a big thing is some people or some firms are afraid to be creative and bold. Some firms tend to think that they can’t have a fun brand or a brand that has a bright, bold feeling to it because it’s considered outside of the norm. But I think that’s the way you need to go because we all respond when it comes to buying consumer products for ourselves. We respond emotionally to language, messaging, even colors. So why wouldn’t the same apply for a B2B buying decision? So don’t be afraid to be creative. Don’t be afraid to talk about the value your firm brings to clients and their businesses and boast a little bit. That’s what I figured.
Dan Hood (22:46):
Yeah, like I said, and the boating is not, I will get your tax return done accurately and without stealing money from you. Those are not things to boast about. But you mentioned advisory services a couple of times, and advisory services is a big area. I mentioned accounting firms talking about their growth strategies in advisory. Moving more into advisory is playing a big role for a lot of the top 100 firms as it is for a lot of smaller firms as well. What’s the growth strategies marketing for advisory services? How different are they from how you promote and go to market with more traditional services?
Jane Woodling (23:20):
One of the biggest hurdles is really understanding the trigger when it comes to the need for advisory services. The other side, the compliance side, there is a very clear need. There’s a tax season, there’s a clear point at which every business needs these certain things and advisory services are obviously kind of a 180 from how you approach that. So not only is there a need, you have to understand where that need is when they might need advisory services, but you also have to understand that a sales cycle is going to be much longer. It might take many months, multiple touchpoints, multiple meetings for someone to see the value in and say, yes, won’t be as quick as the compliance side
Dan Hood (24:06):
Of things. It’s among other things, it’s not deadline driven, right? You don’t have to have it in place. How big a mindset shift is that for firms? You said certainly the length of time they’re involved in the pursuit may turn a lot of firms off, but are they able to make this leap?
Jane Woodling (24:29):
It is a big shift for sure. So internally, your firm has to be ready, partners have to be ready to understand the advisory sales cycle, to better understand how to cross-sell. I know that’s kind of a term that’s been used a lot lately, so I’m not saying anything earth shattering there, but cross-selling is difficult because of those inherent differences in both the need for advisory as well as the sales cycle. The other thing is understanding where people are in their business, which requires what the longer sales cycle requires check-ins with the client, which is going to be different than how you’re selling and approaching the compliance side of things because it’s a more soft sell, it’s more a check-in on the business. It’s also when you hear the needs to be able to have a system internally to either enter that or have a meeting with other partners and say, “Hey, I’m hearing from my client that they’re going to need X.
(25:29):
Can we bring in Dan or can we bring in Pilar to sit in on this and see how we can help them?” That’s something that needs to be in the firm DNA when they hear these things from clients.
Dan Hood (25:42):
I mean, I hadn’t even thought about this, but cross-selling has always been a thing that firms have struggled with. They’re getting better at it, particularly now that they’re more often calling it something else because cops still like to sell word, but they’re calling it cross-serving or whatever the case they may be. But it’s interesting to make sure that whichever group within the firm is referring the client understands that this may be sold in a different way and it may be, yes, you may talk to them every quarter for tax purposes or for accounting purposes or every month for accounting purposes, whatever it may be. We may not have finished the referral you gave us. So just because you referred us to us in January and we’re still working on it in November, December, doesn’t mean we’re not working on it and it doesn’t mean that it’s failed.
(26:24):
It just means that it’s a different process.
Jane Woodling (26:26):
Absolutely. And another thing to add to that, with these longer sales cycles and with these advisory services, they’re longer in both how people think about them, it’s like your firm also has to have those materials to sell. I hate to say the word sell, but to prove that they need to have pitch decks, they need to have things like videos, they need to have things that help explain that value. So that’s the other kind of internal process item that has to be in place in order to do this well, is to have those materials ready so that when somebody is like, okay, maybe I want to hear about your executive training or your leadership training, you can have that material right there and it makes sense to plug in perfectly with what they’re already doing with you.
Dan Hood (27:11):
That’s
Jane Woodling (27:12):
The other thing that’s really important that firms should have ready as a baseline as they approach the cross-sell upsell strategy.
Dan Hood (27:19):
Right. And is that the kind of thing you would have that be ready for the tax partner? So the tax partner here is something that they can say, “Hey, you’re doing this. You should look at this. ” And I’m not literally handing them brochures anymore probably, but sending them a link or what is sending a PDF, that kind of thing, or is that the kind of thing where you expect, I’m just using the example of a tax partner, the tax partner would refer you to someone who would provide that sort of stuff. How do you manage … Basically, I’m asking, how do you manage that kind of lead?
Jane Woodling (27:44):
I would say, I mean, definitely have a place for them to go. Either it is a PDF or a digital assessment, something like that. Definitely have something always that you can share as an initial touchpoint, because those people aren’t ready to jump into a full discussion, they want to just see what you have to offer. So make sure that what you’re sending them is well-branded, it’s easy to understand, and they can make that logical jump to where they’re like, oh, okay. Not only are they taking care of all my audit compliance needs, but I can also bring in this side of the house to make sure that our strategic planning is going to be on pace for growth next year, et cetera. So always have something to send them that is going to help them make that internal jump to want to have that next conversation with you.
(28:33):
And me, if it’s not with you, that’s when you can still bring in another partner, another leader in the firm to sit in with you, but always have something to send them and to make sure that they see that full broad offering that your firm has.
Dan Hood (28:50):
Gotcha. Very cool. Like I said, we can spend days and days and days talking about this. It is a huge topic and one that’s … Well, growing in firms need to be doing more and more of this and more and more firms are doing it, maybe not at the same level as they should be, but it is a fascinating area. Like I said, we could spend a couple more days on it, but we can’t. So any final thoughts? I loved your idea of segmenting your audience is a great first step. Any final thoughts for people on building a growth strategy that’s going to serve them well going into a very confusing future?
Jane Woodling (29:25):
I would say always lean into those proof points that you have about your firm. So in addition to gathering a current state of your database to see where your strengths are across sectors, bring in the proof points of how many people that you’ve helped do X or money you’ve saved or businesses that you’ve brought to market or sold successfully. Really get an understanding of truly what your proof points are, and then have that internally both throughout your firm as well as on all of your marketing materials. Have that strong, and that way you can go to market in really different Differentiate across all the other firms.
Dan Hood (30:02):
Sweet. Then that’s gotten out of say. Even just doing a little bit of that will put you ahead of, I think, a lot of firms in terms of differentiation. A little will go a long way because there is not anywhere near enough. Let’s put it that way. Excellent. Great advice. Jane Whitling of MarketTree, thank you so much for joining us.
Jane Woodling (30:18):
Thank you, Dan.
Dan Hood (30:20):
And thank you all for listening. This episode of On the Air was produced by accounting today with the audio production by Adnan Khan. Ray to review us on your favorite podcast platform and see the rest of our content on accountingtoday.com. Thanks again to our guests and thank you for listening.
Credit: Source link
