Build to Enough

There may be errors in spelling, grammar, and accuracy in this machine-generated transcript.

Keila Hill-Trawick: Hello. You're listening to Build to Enough, a podcast for entrepreneurs who want to scale at their own pace. I'm your host, Kaela Traywick, and I'll be your chief storyteller and cheerleader in a world that glorifies endless expansion, we're tuning out the noise and discussing the beauty of enough. Each episode will dive into inspiring stories, practical insights, and strategies to cultivate sustainable success on your [00:00:30] own terms. So whether you're a solopreneur, small business owner, or aspiring entrepreneur, get ready for a refreshing take on the entrepreneurial journey. This is build to enough.

Keila Hill-Trawick: Hello and welcome back to Build to Enough. So I am super excited today because every once in a while we get to do something specifically for accountants and this is something special and near and dear to my heart, because it really impacts the way that I run my firm and the services that we offer. I would like to introduce you to Adam Lean [00:01:00] of the CFO project. Thank you for being with us, Adam.

Adam Lean: I'm really excited to be here. Thanks for having me.

Keila Hill-Trawick: No problem. So let's start off with you just introducing yourself what you do and what your company does.

Adam Lean: Yeah. So my name is Adam Lean. I'm the co-founder of the CFO project, and we are a training company for accountants and bookkeepers to train them on how to provide CFO advisory services. Really, I got into this because I used to be an accountant, and honestly, I didn't really like it. I [00:01:30] didn't like the idea of only just recording the past. And that's that's what an accountant does. And it's a needed job. It just wasn't for me. Yeah, I wanted to help a business grow. And so I started so back in, you know, a long time ago, after my, my first accounting job, I started a business on the side that had nothing to do with accounting. But that business grew, and I was able to leave my day job and and grow my business. And it was doing seven figures within a couple of years in revenue and it was amazing. [00:02:00] But then I started working with other business owners that I met along the way, and I realized that I had taken for granted the fact that I understood the numbers because of my accounting background.

Adam Lean: These people were not were flying. They were flying blind. They were running their businesses just by looking at their bank accounts, saying, oh, well, I can't afford to. I have $4,000. I could buy this thing today. And it's like, it's just mind boggling. And, you know, it's no wonder that most businesses [00:02:30] fail because they're not running their business using the numbers as their as as the helping them guide their decision making. They're not using they're running their business based on what they know. And most business owners are they started a business because they're experts at their craft. Somebody that's a plumbing owns a plumbing company, probably has a background in the trades industry, construction or plumbing. That's what they know. And they're good at it. But not finance. Yeah. Not [00:03:00] finance. They just start a business. They just start a business. Because I went to MBA, they got their MBA. I was like, oh, I'm going to start a plumbing business today, you know. And so these people need help. And so anyways fast forward that's that's what we do now.

Keila Hill-Trawick: No, that's really helpful. And as you know, and as both of us know, accounting is a very traditional industry overall. Sometimes I think I live in a bubble with like a bunch of modern accountants that are doing all of this new, intriguing software advisory stuff. But that's not really how our industry is [00:03:30] set up for most people who are entering and those that have been in it for a long time. So my question to you is how did you identify that need? You start with like, I don't really want to do this. And how did that kind of graduate into we really need to teach other accountants to be able to get into these high ticket advisory services.

Adam Lean: Yeah. So I had my firm, my my firm, my e-commerce business, the business I started when on the side at my day job was in accounting and that business grew. And so I was living in Atlanta [00:04:00] and I joined this sort of this organization called the Atlanta Web Entrepreneurs. So back in like 2008, it was a real it was a bunch of geeky guys that met at Georgia Tech and that had online businesses, which is back then it was it wasn't the most popular thing to do. And but anyways, I started getting, you know, becoming friends with some of these people that owned businesses and I and one day I remember meeting with this guy who owned a online business, and I [00:04:30] suggested some things that he do to improve his financial, his profitability and cash flow. And he was he was amazed. Yeah. He was like, can you show me how to do that? And I was like, sure. And so that sort of morphed. I didn't call it a CFO service. I was just helping a friend that morphed into what we now call a CFO Advisory Service, where instead of actually doing anything on behalf of the client, like a fractional CFO would we actually just advise the client? We show them [00:05:00] what's working and what's not in their business without having them to, without having them needing to understand accounting. Yeah. So we give them a scoreboard, which is a color coded graphical report that that the drivers of revenue, profit and cash flow are in red, green or yellow. This is very easy. It's almost like we're gamifying it. And then anything in the red or yellow, we're saying, look, these are the things that are preventing you from having a growing and successful business because we all know a growing and successful [00:05:30] business. You need one thing positive cash flow every month. And so the here's what's working and what's not. And let's talk about how to fix it, what to do about it. And now it's our instead of having an accounting conversation with a client, we're having a just a discussion from one advisor to a business owner.

Keila Hill-Trawick: Mhm. Mhm.

Adam Lean: And so the business owner is way more engaged because now they're talking with somebody [00:06:00] that's speaking their language rather than talking to an accountant. And so the anyways that guy he, he became a life you know a client for probably 6 or 7 years. Wow. And the and that sort of morphed into offering me offering CFO advisory services to other people. And every time I pitched it, I got a yes. And within two years I had 17 CFO advisory clients because everybody wanted this.

Keila Hill-Trawick: Yeah.

Adam Lean: And so I was able to sell my ecommerce store to one of my suppliers. [00:06:30] And then I focused on this full time. And then about 44 to 5 years ago, I met my now now co-founder Jeff, who was also doing something very similar. He had his own CFO advisory practice, and we thought, why don't we combine our firms together and just combine the best of what we do together? And we did that. But then after, after six months, we were like, why don't we? Why don't we hire other people? But then we realized the type of people we wanted to hire to be CFOs on our team. They didn't want to be employees. [00:07:00]

Keila Hill-Trawick: Oh, yeah.

Adam Lean: They wanted they they wanted to be the own, their own business. We thought, why don't we just teach what we do to independent accountants? And and so we pivoted and we started the CFO project, and that's where we are today. We've had 850 people go through our program. We currently have 450 or excuse me, 482 people enrolled right now.

Keila Hill-Trawick: Wow.

Adam Lean: It's a it's a year long program. And we teach accountants and bookkeepers and enrolled agents and tax preparers how [00:07:30] to offer CFO advisory services that scalable. And that gets results for the clients.

Keila Hill-Trawick: So part of the reason that this was really attractive to us and wanted to make sure that, like, your message is being heard on this podcast is because as you and the people who are listening know, it's really important to me that all firm owners, especially accountants, have the opportunity to scale in a way that works best for them. Like figuring out how big or small you want to get and then only getting to that point, not [00:08:00] kind of forcing yourself to go beyond that. And so I've been really intrigued by the ways in which advisory and advisory related services allow us to not just charge more, but offer more value to our clients without having to take so many of them, because we know that that's going to burn us out really quickly. And so I would be curious for you, now that you've had all of these people go through the program and all of these students that are in it now, what does the end result look like when you kind [00:08:30] of graduate and you are moving into a successful advisory practice? What does that look like for the people who finish the program?

Adam Lean: Yeah.

Adam Lean: So it really looks one of three different ways. That's a great question. So one of three different ways. The first way it could look like is if somebody comes in and they say, I want to be a bookkeeper, for example. I want to offer, I want, but I want to differentiate my bookkeeping practice from all the others. So what they'll do is they'll come in and take our training and now offer a bookkeeping plus advisory service. [00:09:00] So instead of going to the marketplace and saying, I can do your books better, faster, cheaper. They're saying, I will do your books, no problem. But my main focus is helping you have a better future. So I will be your bookkeeper plus advisor. So those people will usually that go through our program will dramatically reduce the amount of clients they have. But the clients they keep or the clients they add, they'll dramatically increase how much they're charging. And so, [00:09:30] you know, they're charging on average, anywhere between 1500 and $5000 a month for a packaged bookkeeping and advisory service.

Keila Hill-Trawick: Yes.

Adam Lean: The second group of people are CPAs, mainly That that want to continue have, you know, owning a CPA practice. But again, just like the bookkeepers, they want to be able to differentiate their practice from everybody else. And they'll so what they'll do is they'll either delegate the tax prep. [00:10:00]

Adam Lean: To people on their team or the white label it meaning somebody outsourced. They'll outsource it, but then they'll charge the client as if they did it. Yeah. And they'll probably they'll still supervise the work, but for the quality of the work, um, or they'll confirm meaning they'll, they'll sort of form like a joint venture with another company that all they do is taxes. And then the CPA themselves, instead of doing the taxes, they will take more of the role of the CFO advisor. So they're a factor [00:10:30] of hourly rate is much higher. It's like a law firm. You know, the the the partner, the law firm will charge, you know, $800 an hour and the junior will charge $100 an hour. And it's very similar. You the CFO, the CPA. Now the owner of the practice is now the is is doing the the more high impact work if you will. But they're able to get best of both worlds having tax clients. And so those those people will be able to dramatically increase their fees while still maintaining the [00:11:00] same amount of clients because now they're delegating.

Keila Hill-Trawick: Mhm.

Adam Lean: Um, or the third, the third thing that we usually see, and this actually happens to probably a, you know, 40% of our, of our uh, members or students in our program, we call them members. Is that say I don't want to go through another tax season again. I don't want to do the books. I want to just provide advisory services to clients. And that's what I did when I of course, when I started, I didn't do books or taxes, I only provided advisory services. [00:11:30] And and honestly, even with 17 clients, it's the most I had, uh, you know, because I didn't I didn't want to take on any more. And I thought that was too many. But even still, I was not even working 20 hour weeks because. Because what I offered was a what I call a Productized CFO service, where each client takes about four hours per month to do. Yeah. Um, so it's seven, you know, 17 clients times four hours a month. That's 68 hours a month divided by about, you [00:12:00] know, four weeks in a month. So 17 hours a week.

Keila Hill-Trawick: Yeah.

Adam Lean: On client work. And so that's, that's a, you know, a good percentage of our members are end up doing is they, they just want to be a highly sought after CFO advisor and have a big impact on business owners lives.

Keila Hill-Trawick: So I love that. And one of the things that I think is important here is really redefining that mindset from traditional or typical accountants who are like, just get more people. And it's one of the things [00:12:30] that comes out when people first start their firms, when they're first starting to think about running a firm. I have heard so many questions that are like, how do I get my marketing in order so that I can.

Keila Hill-Trawick: Get more clients. How do you see? You know, high ticket advisory and the like, really kind of going against that mindset. How do you think about having accountants think about that differently, or think about growth differently than just kind of this ongoing chase of new people?

Adam Lean: Yeah. So so the that's a great question. What is the [00:13:00] end goal? And I would say that's the first question we should all ask ourselves. What is our end goal? And I think for most people who are in a practice, their end goal is to make more money without killing themselves, right? Without working more hours. Because I think every everybody in the or most people in the accounting profession are already working full time hours. I mean, you know, it's not like they have tons of capacity to take on, uh, you know, to, to be able to take on a ton of clients or be able to work more hours. They don't they don't want to work more hours, but they still want to increase their [00:13:30] how much they make. And so the there's really just three ways to make more money. I mean either take on more clients like you just talked about, or work more hours or charge more. Well, unfortunately, because in the minds of most business owners, a bookkeeping and tax services are seen as a commodity. In other words, the average business owner who knows nothing about accounting cannot tell [00:14:00] the difference between a good accountant and a bad one.

Adam Lean: They just.

Adam Lean: Can't. And so, and unfortunately, and we all know in the accounting world that there's definitely good accountants and there's definitely bad accountants, but they don't know. And the one that ends up getting the job is the one that the the business owner's neighbor referred, or they met in some networking group or, you know, they had the Facebook ad, the best Facebook ad or something. So regardless, price [00:14:30] is as with anything that's a commodity. Price just constantly lowers. Like, why would I pay one accountant $3,000 to do my taxes when another accountant who will seemingly do the same work to do it for half the price. Why? You know. Why would I? Just like there's two gas stations next to each other, why would I go to the one that's $0.40 higher per gallon when I think the old gas is the same, even though it's probably not. And so we call this the accountants trap. So you can't. You're trapped because you can't really [00:15:00] raise your fees. You're trapped because you're already working full time hours. You can't really take on more hours, nor do most people want to work more hours. So the the best way to escape this trap is by charging more.

Adam Lean: Yeah, but again, you can't charge more by offering commoditized services. The way to charge more is by offering what your clients want, not just need. They need accounting. They need tax services. They want something different. They want a growing [00:15:30] and successful business. And if you can help them have a growing and a successful business, you could charge almost whatever you want, because now you're doing the one thing that that they need to have happen. Their business literally is the thing that puts food on their table. It has to work. If their business fails, what are they going to do? Go back and, you know, get a job that they didn't want, which is why they left the job in the first place, right? Or, you know, get a job while having to still pay off all this debt [00:16:00] that they had from their business? No, their business has to work. And if somebody like us comes along, somebody they already trust, because most people trust financial professionals and say, look, would you would you like me to tell you what to do every single month to have a growing and successful business? Who's going to say no to that?

Keila Hill-Trawick: Yeah.

Keila Hill-Trawick: Yeah, I, I am curious because I obviously buy into all of this. It is basically kind of the top level of the service that we offer. We offer advisory at all [00:16:30] levels. But fractional CFO is where you get the most in-depth version. And one of the things that I'm curious about, as you said earlier, it depends on what you want in terms of being an accountant, right? Like, what are you trying to achieve? What means success to you? As accountants are thinking about or considering a program like this to learn more about how to become better advisors, what metrics do you think that they should be keeping in mind in order to determine whether or not this change actually works [00:17:00] for them?

Adam Lean: Yeah. Effective hourly rate number one metric. If you're the we ran a study about six months ago, the average accountants effective hourly rate is $43. Meaning if you take your annual salary divided by how many hours they work that month or sorry, that year, you know, including tax season and all that, it's about $43 an hour. We think that's terrible.

Keila Hill-Trawick: Yeah.

Adam Lean: For the accounting profession and the you know, we the average member in [00:17:30] the CFO project charges $2,000 per month per client and works about, uh, works about seven hours per month.

Keila Hill-Trawick: Wow.

Adam Lean: Or per client. So that means their effective rate. I just calculated $286 an hour.

Keila Hill-Trawick: That's way more than 43.

Adam Lean: Way more than 43. So it it's a no brainer because you only have 40 hours. You know, it's like 40 hours a week that you want to work. If you're going to work 40 hours a week, you might as well.

Keila Hill-Trawick: Make [00:18:00] more.

Adam Lean: Earn.More per hour.

Keila Hill-Trawick: Yeah,

Adam Lean: Because.You're not being duplicated. There's only one of you.

Adam Lean: Got to be scalable

Keila Hill-Trawick: I'm sure a lot of people who, like, start thinking about advisory because it's not a new concept, but one that I've heard of a heard of a ton more. Yeah. Especially recently, a lot of people who are even considering moving in that direction have some fears around making this mindset shift from either hourly billing or traditional accounting into what feels like [00:18:30] a nebulous idea of advisory and CFO practices. So when you're thinking about potential students or people who are even interested in, like adding this to their practice, what are maybe the top three skills or mindsets that they should work on to make sure that they can be successful in this new model of their firm?

Adam Lean: Yeah, that's a that's a great question. I would say that when accountants or financial professionals are thinking [00:19:00] about moving into this, the thing that prevents them from moving into CFO advisory services, actually, there's two things that prevents most people from moving into advisory services. One is and you sort of touched on it. They as an accountant or bookkeeper, you know what the deliverable is.

Adam Lean: And you know, that is their taxes done. Then I've earned my fee or the book's done. I've earned my fee. Well, when when what's the deliverable with advisory services? It is sort of ambiguous [00:19:30] because, you know, in our world, the way we teach it, the deliverable is you have a monthly meeting with a client. At the end of the meeting, you give them a plan, a specific plan, so they know what to do to improve cash flow that month. That's the deliverable. But it's still sort of ambiguous because especially to accountants who've been doing accounting for 20 years, that's what they know. And now they have to completely shift to something else. But but I would say, why not do both? If you want to do taxes, still dip your toe [00:20:00] into advisory services. But what you'll see is that it's way more fun and way more interesting to help business owners grow. Because when you're explaining numbers in a way that makes sense to most business owners, it you can see their eyes light up.

Keila Hill-Trawick: Yeah.

Adam Lean: And it's it's way better than just saying, here's your tax return or here's your balance sheet, which what does that even mean? You know, to most business owners the statement of cash flows. I don't get it to, you know, in most [00:20:30] business owners think I don't understand this type of stuff. But when you're explaining numbers in a way that makes sense to them, finally you can see their eyes light up. And because we have to remember, we don't have any control over our clients, right? They are the only ones that could get them to do something in their business. We're not working in their business. We're guiding them. We're we're their advisor. Most people, just like most humans, will not take action unless they understand the action they're taking. So we have got to make it clear [00:21:00] what action we want them to take so that they'll actually take the action.

Keila Hill-Trawick: Yeah.

Adam Lean: So that's why this we call it a CFO Advisory Service. We need to be advisors to get somebody to whom we have no control over to take action. So that's number one is is being able to, uh, to, to to dip your toe into this idea that I'm going to have a big I'm going to have an impact on my clients lives by being an advisor. The second. The second thing that I think prevents a lot of accountants from switching to advisory [00:21:30] services is the belief that they can't do it.

Adam Lean: It's basically imposter syndrome.

Keila Hill-Trawick: Yeah.

Adam Lean: They're thinking there's there's no way I could call myself a CFO. I mean, you need years of experience navigating complex financial and business and strategic situations in order to be considered a CFO. I'm not qualified to be a CFO. Well, well, here's the thing. Cfos for big business. Every [00:22:00] big business has a CFO. Publicly traded companies have a CFO. Probably not qualified to be a big business CFO right now.

Keila Hill-Trawick: Right.

Adam Lean: But are you qualified to be the CFO advisor for Paul's Heating and Air? Yeah, absolutely. Are you qualified to be the the CFO for for Dan's dental practice? Absolutely. These are people who are running their business blind. They're running their business [00:22:30] because they are experts at a craft. And as we all know, it takes more than just a good skill set, craft skill set to run a profitable and high cash flowing business. They need help. And so we're not we're we're not saying, oh, you should you have to be the Microsoft CFO in order to help, you know, Paul's heating and air business. We're saying that you that that Paul with with Paul without somebody like us is probably going to struggle [00:23:00] and is probably going to business is not going to last because according to the US Bureau of Labor Statistics, half of all businesses don't make it to their fifth birthday, and eight out of ten don't make it to their 10th birthday.

Keila Hill-Trawick: Yeah, I feel like that's a good place to to remind if you're not an accountant and you're listening to this, um, that, like, none of this obviously is ashamed. There's no expectation that you should know how to do our job. The same way that I would not know how to be a plumber, or a dentist, or a veterinarian or any of those things. [00:23:30] Like, we know it because we went to school for it and because we have experience in it. But like we have to learn new ways to be able to do it too, in order to provide more value to you. So to your point, I think that a lot of businesses don't make it because of cash flow, because they don't have financial expertise, but also you wouldn't have it unless you hired somebody to be able to support you with it. And I think that this is a good kind of, um, needs based scale to say you all need it and [00:24:00] we need to get better as an industry at providing you with that kind of information and that kind of support. Because the Adam's point, any of us could do your bookkeeping and the things will be categorized properly and they will be in place. But after you get out of compliance and like that first set of like, where are my numbers going? That next level of growth really requires this, um, advisory component to be able to say, okay, so now what's next? If we go from the numbers are right, [00:24:30] I can tell you what's in there. This is $5,000, 3000 of it is this. The next step is like, what does that mean for your budget? What does that mean for your forecast?

Adam Lean: What do I do with this?

Keila Hill-Trawick: What do I do with this money? Does all of this money actually belong to me, or are there outstanding liabilities or other things that I'm going to have to pay out of this cash? And it's hard to think about that when you are the plumber, vet, medical doctor. You have a job already.

Adam Lean: Right? And you know what's going through the minds of these people that are running businesses. It's not, [00:25:00] oh, I can't wait till my books are done. No, it's am I going to meet payroll next Friday?

Keila Hill-Trawick: Yeah.

Adam Lean: Can I afford to hire the person that I, that I hired today? I needed another truck. Can I can I buy this? Should I raise my prices? Can I expand to a second location? These are the questions that are going on in their mind, and they'd love somebody to help with that. And guess who is the person that they would like to turn to? It's it's their accountant because they know their accountant knows the numbers. But when they when most business owners ask their accountant for [00:25:30] for coaching, when they ask questions like that, most accountants will will say, well, we'll think to themselves, well, I don't know. Yeah. Like I don't know and I don't have time to help you. Of course they won't say this, but they'll think I don't have time to help you because hey, I, I it would take way more time for me to really understand how to answer your questions, because I don't know if you should raise your prices or if.

Adam Lean: You should buy that other truck. I just know what your books are saying, you know? And so business [00:26:00] owners are are thinking about the future of their business, whereas accountants are thinking about the past, because that's our job as an accountant. And we need.

Keila Hill-Trawick: To bridge the gap.

Adam Lean: We got to bridge the gap. Exactly. And that's how you can make way more money in this profession.

Keila Hill-Trawick: So when someone is like, they're all in, they're like, okay, I am ready to learn. I'm ready to incorporate this into my business. One of the things that you mentioned was imposter syndrome or this feeling like, I can't do it. So what does your program [00:26:30] do to help people with the confidence to be able to pitch these services that are now two, three, four times what they were charging before so that not only do they have the confidence that they can do it, they also have the confidence that they can sell it.

Adam Lean: Yeah, that's a great question. So our program is we call it a done with you mentorship program. It's not just a training. And training is is honestly a small part of the whole program. Why? Because you can learn to read a to you can learn to [00:27:00] ride a bike by watching YouTube videos.

Keila Hill-Trawick: Yeah.

Adam Lean: So you can understand how to ride a bike, but you won't be a bike rider until you actually get on a bike.

Keila Hill-Trawick: Yeah.

Adam Lean: And so we have you come in and we have you go through what we call self-paced training. So there's are seven modules where you learn conceptually how to ride a bike. So in our world, how to how to provide CFO advisory services, how to get clients and how to build a firm around CFO advisory services. But you learn this conceptually, then we give you a bunch of [00:27:30] exercises and it's very methodical. We have you start at step one. We don't have we don't have. You start at steps one through 12. We say start with step one.

Keila Hill-Trawick: Yep.

Adam Lean: Do step one. And then here is your go to mentors. We have everybody is assigned to mentors to get help from.

Adam Lean: So these are live real people that you meet with every week. And what we call CFO roundtables. And you're you get help with doing the thing that that we've asked you to do. And w [00:28:00]hat happened. And just like with any skill, whether it's getting clients, CFO, advisory clients or servicing clients, you won't really understand it until you actually go out and try to do it. And when you try to do it, you're going to run into challenges or roadblocks. It's like, well, I tried pitching, you know, my service this way. And, you know, I didn't get the client. What did I do wrong? Or my client, you know, asked me this question. I know how to answer them. What do I need? And so you need for a period of time, people [00:28:30] surrounding you that can help you. And so it over 12 month period in this mentorship program you're going to have all of that. The resources the the downloadable templates and the training of course. But more importantly, you're going to have the mentorship and that mentorship we have in multiple different ways. And so in about 65% of people that that end the year actually keep their membership.

Adam Lean: And stay on after that. Because if you're surrounded [00:29:00] by a group of people that like you and you like them, that's encouraging you and holding you accountable and helping you solve challenges, just like with our clients, why would they leave? And so and so everybody needs a place to go to, where they can feel, where they can get help and feel valued and and be surrounded by people doing the same thing that we're that they're doing.

Keila Hill-Trawick: Yeah, I think a lot about like, peer support and this idea of us really making sure that each other have what we need. So I love that community [00:29:30] is kind of a foundational piece of all of the things that you're getting to your point, not just the training, but really the ability to say ongoing. I'm also going to need support. How can I make sure that I'm getting it from people.

Keila Hill-Trawick: Who are learning or teaching the same things that I'm getting?

Adam Lean: Absolutely.

Keila Hill-Trawick: So today has been great. Thank you so much for showing up and really giving us some insight as to how accountants can start thinking about CFO services differently. Before we leave, I would love to hear from you. Any parting words or things [00:30:00] that you want to make sure that anyone who is considering adding this to their practice has in mind, as they're thinking about next steps.

Adam Lean: Yeah, I mean, I think that At the end of the day, you need to determine what is best for you and your situation. And for for many people. You know, accounting is such a great profession and it's a needed profession. But in my opinion, accounting should be more than just recording the past. It should be helping [00:30:30] people have a better future. And you could be the accountant for the Titanic and do your job perfectly well and earn your paycheck. But the Titanic still sunk. Yeah, I would rather be the accountant for the Titanic and give them advice ahead of time to say, hey, there's an iceberg.

Adam Lean: You know,50,50 yards away. Let's turn. And that's the advice that people need from people like us in [00:31:00] the accounting profession.

Keila Hill-Trawick: Well, thank you so much. That aligns so well and is a good ending point for Bill to enough. The answer always here is like figure out what you want. Figure out what makes sense for your life and then build your business around it. So really excited that this program even exists for people to start thinking about their firms differently. How can people get in touch with you and find out more about the program?

Adam Lean: Yeah, so we have a bunch of free trainings and resources on our website. It's the CFO Project.com T-h-e CFO project.com. [00:31:30]

Keila Hill-Trawick: Cool. We'll make sure that that's in the show notes. Thank you again for joining us today. Really excited to have had you here.

Adam Lean: Thanks for having me. It was great.

Keila Hill-Trawick: No problem.

Keila Hill-Trawick: Thank you for tuning in to another episode of Build to Enough. If you enjoyed today's episode, don't forget to subscribe, rate and share the love with your fellow entrepreneur friends, and make sure to sign up for the Build to Enough newsletter. The link is in the show notes. Stay tuned for more episodes as we continue to redefine success one intentional step at a time.