448 How Much Should Firms Increase Prices Each Year?

How much should accounting firms increase their prices year over year? And when should you do it? Is that like a year end thing or should you do it after? If your tax firm, like, if you just file the return, she actually do it now, there's no perfect answer here, but I'm going to give you a framework for, for landing on, like, what's right for you in the place that your firm's at. But also because it's a Q and A Friday, we'll talk about the do's and don'ts of busy season debriefs. Did you know chatgpt can now remember everything that you ever told it? What does that mean? And this week I gave away the biggest free resource we've ever developed, Basically a database of apps for accounting fir and whether I recommend them or not. And why share a bit of the backstory of that? It kind of went nuts. Like, a thousand firms swiped that in the first 48 hours. Let's talk about it. Come on in. Okay. Increasing rates. This is a question from David Delancey. Thank you for the question. If your firm's already at a premium price point, do you still recommend raising fees by 15% per year or simply do it more in line with inflation? Here's like, a really important lesson that I learned in my firm running journey is I almost always thought at every single step of the way that I was charging premium prices. I really did back, like, maybe not in the very, very beginning when we definitely had, like, legacy rates and it was pretty plain we needed to fix that. But very quickly when we did, I was like, nope, we got it, like, tick the box. We solved it. And it's because, like, our normal is always just relative to our past. And if you're doing a good job of increasing rates and kind of doing the right thing year over year, it doesn't take very much time to look back, like, 18 months and be like, wow, we were, like, giving it away back then. And then, like, if you keep doing the same thing 18 months down the road, you'll look back at where you were today and you'll be like, wow, we were giving it away back then. And so when it comes to, are we charging premium prices or not? There isn't a destination here. Like, there literally is no ceiling. I was at a, I was at a dinner party the other night with folks who all work in, like, New York City. Like, there's a big, like, legal, legal firm person there. There was a hedge fund person there, and they were like, who does your stuff? And they like batted around like, oh, it's this big four firm for assurance stuff and this big four firm for tax stuff. And the other person was like, oh yeah. Or the same thing. This big four firm, that big four firm. And inside that click, it's like, you're not working with a big four firm, buddy. You're like, are you even living? And they turn to me and ask what I do. And I'm like, well, yeah, I do accounting firm stuff too. Explaining to people what I do is just, just the worst. But it's worth remembering that every single firm, we are all on this, this food chain, right? And tomorrow, if a client says yes to a YOLO quoted price that you give them, that just kind of blows your mind. That's awesome. That's amazing. That's exciting. But there's a day that will come when that's normal, when that's haha, maybe even a legacy client. And so in that world, there isn't a point in which you stop. Like, what you can charge is more a product of what are the problems that I've found that are like rare painful pains that I can solve for people who have the money to spend on those pains. And so what, what increases the likelihood that we're able to find those problems? Well, we're going out and like spending time being visible around the people that we think that we want to serve. We're having conversations, we're being mindful about, why did that person just say yes to that YOLO price? What problem do they have that I'm solving, maybe unknowingly, because if one of those people exists, it's a big world out there, there's hundreds more of them. And so in that world, like that price, you know, if, say it's a gold, silver, bronze sort of proposal, and your gold is maybe 80% more than what you would usually charge, that's not really a price increase as much as you've now stepped into a new sort of paradigm, a new network, a new type of problem you can solve for someone. And now I want to build my firm around that problem. And so the really tricky thing about having this like flat number in your head of here's how much we should increase prices year over year is built into that mode of thinking is usually the assumption that you will be serving the same clients year over year. And this is like a, I mean, I bought a firm like this where they served the same clients for decades and they took a great amount of pride in that. And if you want to do that that's fine. What's more interesting to me personally is continuing to find the more premium clients, the folks who will pay you twice as much and be twice as grateful as the people you already have, because that exists. And finding those people, that's marketing. And marketing for most accounting firms, it's not going out and hiring somebody to do social media posts for you. It's like just being a human and being visible. Marketing shouldn't be about doing more, it should be about doing better. And the reality is there's people out there who more chronically feel the pains we solve than the people we have on the client list today. And those are the people that I want to. And so if I'm doing the things that will get me in front of those folks and continue discovering kind of that, that next pain that I can solve and that next network that I can get my way into, that's a better, better network for my business than the one that I'm in today. Then for me, the better approach to looking out seven years and being like, okay, I'm going to take these clients and I'm going to increase rates 10% every year, and here's where we're going to be in seven years. The more interesting approach to me than that is just not coming into client engagements with the expectation that I'll be serving these people forever. It's probably not realistic that you will. And it's an argument for being willing to graduate those clients out to another firm when you do find that next thing. I know for me, that next thing is, is really exciting. And maybe not everybody's wired that way, but the same clients over the course of a decade, like, that's, that's a stagnation that can be kind of tricky to build a business around. And when, when you're looking for something better, if your, your firm is not in a sustainable place, then it means we need to put in the effort to find those folks who, like, will really happily pay you more for what you already do. So in this day and age with how in demand accounting firms are, I don't think there's any world where any accounting firm should be increasing prices less than, say, 10% across the board every year. There's some rumblings. People will say, like, well, AI is going to change the economics of that and it's going to cause price deflation. I'll believe that the moment that I see it. But we're just a million miles from that right now. Like AI coming in and dramatically changing how anyone's Doing accounting work. Unfortunately right now that doesn't exist at the moment. I, I wish it did. Like, I'm a cheerleader for that. Not because I want AI to come in and wipe out accounts, but because I think accountants actually have the most to gain. Like AI is a bigger opportunity for accountants than it is for non accountants. The problem with AI is always accuracy. But like accountants, I always tell them, like, you've never trusted anybody to begin with. We don't trust AI and inside of our firms we have like a quality assurance process because that numpty intern, they're not going to give you correct work. So we already have like the machine for ensuring the correctness of stuff. AI I think is going to be a tremendous resource for accountants. But today there is no world where AI is like maybe outside of accounts payable. Because that's actually pretty wild what's happening in AP anywhere else in accountingdom, like price deflation, like this. This is not a thing. And that may change and when it does, like, we're going to be talking about it before anybody else is. But for now, I can't imagine any world where you're not increasing prices 10% or more per year. As we talked about last week, if you're a new firm, that price increase per year is more like 30 to 50%. Because when you're brand new, you're just hust anything. And so those first few years usually look like really big price jumps and a lot of like client iteration. But for me, the question of what's the right answer for how much I should increase prices? I think there's only a percentage there that is like, like you can only push that so far year over year to me, without violating the expectation of that client. It's one thing to be like, man, we got it way wrong. And we're, we're increasing everything 40%. Really. Sorry about that. It's one thing to do that, and sometimes you'll have to do that. It's another thing to do that again on year two and then on year three, and then on year four. Like at that point you're just like yanking these people around. Like that's kind of ridiculous. And so like, while some clients will follow you on that journey, it doesn't feel great to me. The thing that, the version of that that feels better is I'm going to bring the client on today where I'm at, whether they agree to the bronze, the silver, the gold plan. But where I'm at today, I'm just going to acknowledge right now in all likelihood is not where I'm going to be three years from now. Will I increase prices on them over that time? For sure. But there's also a very good likelihood that me as a person and my firm will have grown a lot in three years time. We'll be capable of bigger, cooler things, getting into more complex networks, stuff that we enjoy, people we enjoy working with. I like, I want that for you. Like, hopefully three years down the road, things are better. And it's possible then that the client you brought in today is no longer the client that you're super excited about a few years from now. And that's the value of having a peer network is it makes it much easier for you to have a few firms in your network who are a step behind you in that journey where you can say, hey, like, do you want to take this client over for me? You might get paid a little bit for, for that transition, which is to me is secondary than making sure that that client has a good home. But for that other firm, that may be an A client, and it's not having that referral network and being afraid to hand those clients down that like, stunts the growth of many accounting firms. Because a huge percentage of your client base is now a profile of client that you're no longer excited about. And no amount of how much can we increase our prices on our legacy clients this year? No amount of that is going to make you excited about that client when that client's going to be like, yeah, this kind of sucks. Like, I'm not excited to pay way more than I did last year. Meanwhile, at the other end of the spectrum, you've stumbled into a new network of clients who are like, oh, like, you're a great solution for our specific problem. We're actually really, really happy to pay this amount you're putting in front of us. That is twice what we're what, what your other clients are paying and are not happy about. So this isn't like, I don't want to like, squeeze everything that I possibly can out of my old clients. In fact, I think you're doing them a disservice by bringing them along too long. And I do. I recognize also that there's like this sort of romantic attachment to the idea of having 50 clients and having those same 50 clients for decades. I just don't know that that's really how the world works anymore. And it's certainly not the optimized way to run an accounting firm in the age of the Internet, when anyone can access your Expertise from anywhere. When you were in a small town and you were the one accountant in town or one of only a few, and you were respected and the other respected people came to you and you partnered with them, that was great. But that was a very different era than the world that we live in today, where I can sit down and record this podcast and 1500 accounting firm owners from around the world can listen to it and get value from it. There's a version of that for you. It doesn't have to be. Podcasting can be anything. But just the fact that the world, like access has opened up so much changes how you build a client list. Now, if we're still building client lists the exact same way that we did pre Internet, with everything that the Internet can enable, like, that's. To me, that's not the optimized way to run a firm these days. And the whole argument of, like, I don't know, not specializing, the fear of specializing, or to say, you know, every accounting and tax for every business is the same. I think that's totally normal for people on the outside of that specialization to say, like, we have the ignorance of not getting into the weeds of that stuff. And in many industries, yes, it's not that much different. The difference is probably your confidence and, like, speaking that vernacular and being able to understand the folks and how they talk about that type of work. But to say that that industry is no different than any other, I mean, is like saying that you can go to some random generalist consultant and talk about running accounting firms, and that's just the same as coming and listening to my stuff. Like, you know, we just put out the app database of, like, the apps to use and the apps to not use. That's not something you're ever going to get from a generalist. There are very, very good generalists that we can learn from. We do overthink it many times and have to take it back to, like, core small business principles. Like, let's not overthink it. There's a lot of general service business rules that apply to what we do, but there's also things that are very specific to what we do, which is the value of becoming an advisor for a specific type of person with specific pains that you stumble into. And you're like, oh, dang, this is actually a really, really powerful thing that we can do for people. And now we want to, like, build the accounting firm around this compliance issue that private charter airline services have, or marketplace websites or skydiving facilities. Bonus points if it's something that you're into too. And you can kind of marry your passion with that. Especially if you, if you don't like long to run this huge scaled accounting firm. The super cool thing about accounting is that everybody needs accountants. Everybody has tax reporting requirements. And if, if you can be the accountant that's also into the thing that they do and, and you enjoy talking about that. It's not a bad way to make a living. So how much should you increase your prices each year? Jason? I don't think there is any such thing as like a destination premium price point. I think we should always be looking for clients who appreciate us even more. But never go below 10%. Bare minimum's gotta be 10 in my opinion. Today's episode is sponsored in part by Teamup, who helps you directly hire talented accountants in the Philippines. Ever wondered how much you pay a Filipino bookkeeper? Pop quiz. This is not pop. I'm just gonna give you the answer. This is courtesy of an excellent salary guide that the people at Team up put together that you can grab for the low, low price of going down to my show notes and clicking and getting it. Salary range for Filipino bookkeepers If they have one to three years US experience, that is like working with US or Western companies. Usually going to pay them between 1100 and 1400 USD per month. Three to five years experience, you're looking at 1400 to $1700 USD five plus years. 1700 to $2000 USD per month. Here's. Here's a profile of actually someone that team up recently placed with a firm, got a Bachelor's in accounting. They're a quote certified bookkeeper and registered cost accountant. I know what that is. Both QBO and Xero certified. Six years of experience in the accounting field. Three years experience with a US accounting firm serving 60 clients from manufacturing, e commerce and merchandising industries. Oh, those are yucky ones. Proficient in QBO and desktop multi threat. And they were looking for 1,500 bucks a month. Gang. I've told you before, the last four hires I made were in the Philippines. Really good. Maybe I got lucky. I don't know. You want to explore doing the same or just want to learn more? Check out that salary guide that Team up made. I'll link that down in the show notes. This episode is sponsored in part by clienthub Kleinup, who turns your firm's busy seasons into wow seasons. Because those seasons, they're an opportunity to wow the ever loving off of your clients. Wait just one minute, Scooter. You can't Say that in an ad read. I'm, I'm sorry K. I get excited. Client Hub is going to wow your clients right off their socks because it is a game changing client experience. Simple, intuitive, easy to use, doesn't require a Ph.D. and goodness gracious, this practice management system is complex. It's not some like herky jerky bolted on client portal that has like three options on the left hand side and each one you select it looks like, I don't know, something some junior developer just made in like 25 minutes. Because let's be real, that's what a lot of client portals still look like. Can you get back to the bullet points here? Okay. One of the reasons people love Client Hub is clients. Clients just become users. Like the design is so good, they're like oh I get this. It's kind of just like a two sided task management system. Client hops in, looks like the other tools that they use, they can see their tasks, their files, their financials. It's not hard, mobile friendly so they can do it on the road too. But it's intuitive, doesn't really require training and they're going to be like oh you, you're like a cool modern firm. Not like that last firm that I used where I logged into this thing and I'm like Henry viii, is that you? You know what I mean. To learn more about Client Hub, check out the link down in the show notes. If you're a US tax pro, you just came off a big, big sweaty few months. I was so I was a tax pro for 12 years before I bought the firm I was at. It was an 80 year old tax firm and then launched like a CAS kind of managed accounting arm in that firm. So I know, I know tax seasons all too well. The firm I worked for the first few years out of school, I there was always the last two weeks up to the deadline were 100 hour weeks and that's a level of working that I wouldn't wish on my worst enemy at that point. You're making like you're making trade offs on like personal hygiene. You want to talk about like your brain working in top condition. We are so far beyond that at that number of hours anyways coming out of tax season worth doing a debrief actually worth doing that stuff sooner than later because very quickly after the tax deadline those things, they don't seem like such a big deal anymore. And for sure in the height of tax season when you're like at the ragged edge, things are maybe a bigger deal in the moment than they ought to be. But the reality is somewhere in the middle. Because what will really tick you off is if you don't do anything about those problems that came up during tax season, then you get to the same problems, like the following year, then you're like, super kicking yourself because you're like, gosh darn it, we didn't do anything about this. So we're doing that debrief with the team. And in the beginning, the goal should only be, like, harvesting those bits of feedback and helping people to feel heard. The biggest mistake I think that we can make is swoop in and be like, here's the solution. When it's like, when you're in the heat of things and coming out of the really, really busy stuff and folks oftentimes are frustrated, they probably don't want solutions. They just want somebody to care about what they're saying and to listen. And so that's probably the biggest thing, is document and listen. Plenty of time to come up with big brain solutions. But in the heat of the moment, just capture the next mistake us firm owners like to make is then doing all of that capture and thinking that it's our job to fix everything. And oftentimes you, like, you feel like you can't even impose that on the rest of the team just because you're the big boss. But those solutions are almost inevitably half baked because they're totally blocked by you, reliant upon you for ongoing maintenance. And oftentimes you're more separated from the problem than the people who actually have it, who may be better positioned to come up with a solution. So the step two, there, once everybody's had a chance to cool off and you did all the capture and everybody's kind of decompressed, and then you come back together. Step two should be, how do I involve my team in the solution? Because the solution that they're involved in is much easier for everyone to buy into. And the big thing is the ongoing maintenance on that solution is a whole lot easier when it's not your baby. How many brain babies do we have? You know, driving into the office or running on a treadmill and you're like, listening to the podcast or there's something else, you're like, yeah, that's a great idea. We gotta totally, totally gotta go do that. That's just where it goes to die. Or you actually push through that and you manage to go live with it, and you put it all on your own shoulders and you do that whole thing, you go live with it. But then within 30 days, it's like, broken, and there's nobody there to fix it because, like, it's totally up to you to come in and figure out what all the problems are and figure out why it's not working. These debriefs and kind of the next steps, it's an opportunity to bring the rest of your team along. And in the process of doing so, you'll find the folks who are, like, willing to step up and not be afraid to have an opinion. In a perfect world, you have people that are kind of natural leaders here where everybody else kind of gets in line behind them and they will take the lead on that project. But the solution can never be you doing all that yourself. Always worth remembering, you know, where we're at and our perspectives on how to do things is all a product of the things that we've been exposed to and consumed. Like, we are all programmed by what we consume. As much as we hate to acknowledge that, like, we just are the things we. We read and listen to and all that. And so often you'll have folks that are like, you know, listen to 100 episodes of my podcast or the cloud accounting podcast, or go to conferences or, like, just get. Get into a specific type of, sort of group think or flavor of thought leadership, and you march out into the world and you look at everybody else and you're like, isn't this obvious? Like, why does everyone else not think and behave this way? And it's like, well, you didn't either until you, like, drank that Kool Aid for a month on end. And so we can't, like, then go back to our colleagues or our partners or whoever that is and expect them to have the same perspective as you. So oftentimes the best way to try to bring those people around is just to expose them to a bit of the thought leadership that got you there. Because without that context, they don't. Like, they have no idea. They don't know what they're missing. Like, you look at the average accounting firm in the US where nobody's online or plugged into any sort of thought leadership or anything like that. I mean, imagine what you would be like if you just sat there in your office or in your garage or in your house and ran an accounting firm and didn't know anybody else that did that. Like, what window do you have to the outside world? There's a lot of people that don't have any version of that. And sometimes it's like willful ignorance, other times it's like they may Just not even know that this stuff is out there. And, like, if you've been consuming my stuff for the last three or four years, it may be unbelievable to you to think that, like, how could you have avoided my content online up to this point? But the reality is, every time I publish a new YouTube video, as many new people see it for the first time as returning viewers do, it's like, in that wild, like, I mean, that blows my mind. After doing hundreds of videos, we're over 400 podcast episodes in every single time you publish, there's as many brand new, like, net new people finding it as the oldies as the faithfuls. So if you're having a hard time bringing the team around or if you're convicted on a specific thing that you want to do, consider, like, what combination of things got you to that level of conviction? Is it a drug that you can get the team on? And then you'll find that, like, that sort of common alignment that's. It's super refreshing. Makes it a lot easier to get everybody working in the same direction. This episode is sponsored in part by Cloud Accountant Staffing. I'm in another country today. I'm in. I'm in London, which is not a country, it's a city. And I realize that. But I'm here because there's accountants everywhere. Accounting is in many ways a universal language. And a great upside of that is you can hire accountants to work for you anywhere in the world. Cloud Accountant Staffing, they're an accounting firm that started hiring folks directly in the Philippines, had such good luck with this that they started doing this for other accounting firms, and now they will do it for you. This is a true story. I was in a coaching call with some folks in my online community. Realize every Wednesday I run like a live coaching call with different types of firms, and offshore hiring came up because people were like, I think the prompt was, what's the biggest positive change you've made in 2025 this year? Something you wish you had done years earlier? And one person shared it was for them, it was offshore hiring. We talked through that a little more like upwards of probably a third of the people on that call were actively making offshore hires. I've shared before, I did that at the end of my firm running journey, and it completely changed how we approached hiring and very rapid succession. We brought in four people from the Philippines. If you haven't done it before, you're gonna have a lot of, like, embarrassing questions. You don't even know what to ask. Just start the process get on the horn with cloud accountant staffing. They can answer all those questions for got nothing to lose. Check out the link to them down in the show notes. Hey, real quick. I want to invite you to my super excellent weekly newsletter. My newsletter was like the start of my thought leadership journey. It's where I try to collect what I think are the most important things for you to see every single week, sent to you every Wednesday morning. Make sure you don't miss any of the good stuff. Right? Increasingly we're also building into that some like of the best evergreen thought leadership I've ever done. Trying to make that like the most action packed, highest quality email you get to your inbox each week. Because listen, we're all busy, all right? You're not going to see every single little thing that I put out. Goodness sakes, there's just too much. If you're not on my newsletter yet, check that out jasononfirms.com or I'll put a link to it down in the show notes. Okay, Chat CBT this is as of like a week or two ago. It can now recall anything from past chats if, if you let it. So you can also disable this in Settings, but it can go back to any of your past chats and retrieve details from it in order in order to inform an answer that it gives you. And if we think about like where all this probably is in two or three years time, you probably don't have like distinct conversations. Like you probably just come up, you chat with it and it knows everything you ever talked about. In fact really early days, this was, was it. It was two summers ago. I still remember cause we did a, we were in Pasadena for a month. I was recording a podcast if you remember talking with my mobile phone using the app called PI P I. It was the first AI voice assistant that did really good like speech talking back and forth with you. Like it was very, very good. And at the time the party trick of that app was that pie remembered everything that you ever told it. So the first day you're having a conversation with it is like a little bit rough. Like it doesn't know anything about you. Second day gets a little better. Third and fourth day, like now it knows everybody in your life and the things that you do couple weeks into it, like it knows you very, very well. And like at that point you are humming but you project that out over a longer time horizon. That same assistant that knows everything about you, what does that look like three months down the road? What does that look like? Six months down the road, a year, two years, three years, this thing starts to look more like this like long term asset that you've developed and you do not want to lose it. And while today it's not perfect, there's a world where that also becomes like your task management system. And that's, that's very possible if it truly has perfect recall, to just tell it like, hey, I got to do this thing. And it will like use its judgment to determine like when's the best time to bring this back up, to organize it with all the other to dos that there are and be able to present that to you anytime that you request it. Like there's a world where that's, where that's potentially a reality. And when, when it can truly retrieve from anything that you've ever told it, then you start thinking about what are the other sources of context that I want it to have. How about my email history? How about all the projects going on in my firm? How about my team chat going on like with the rest of the squad? This perfect recall, like it unlocks a lot. And it was honestly, it was what Microsoft told us two years ago we would have very, very soon copilot the copilot across your whole Microsoft ecosystem that could see into everything and have perfect recall and all that. Still have nothing even remotely close to that. But as is Perpetually the case, ChatGPT is closer to it than anybody else. Even though behind the scenes they should have access to all the same models. The ChatGPT app experience is just like so far superior to anything else. Still, if anybody's making waves right now, it's Google because their new 2.5 generation of AI models, very, very good. But there's like, if you're an accounting firm trying to think about what to do next with AI, look no further than ChatGPT. That is still the place to start. Put your whole squad on the team plan. Absolutely a worthwhile investment. And I've got a like a starter video. If you haven't really used ChatGPT much, we'll put that down in the show notes. Kind of soup to nuts. Everything you and your team need to know about ChatGPT and how to use it in like 20 minutes. But very exciting. ChatGPT can now recall like everything last. So if you haven't seen it, we'll put this in the show notes as well. I released a database of apps for accounting firms and it's about a hundred apps and it's all of the apps from the categories like tax Prep, like US Tax Prep. So like your ultra tax, the software that you used to prepare the tax forms. So we've got a tax prep category, a general ledger category which has like 18, 19 apps in it, believe it or not. Practice management, over 40 apps in that one tax intake month end close automation. I think that was it. I don't know. There's something like a hundred apps in there and only like 20 or something like that that I actually recommend. And to me the value of this tool is you can see very specifically like I've outlined, why do I recommend this one and why do I not recommend other ones? And some pretty high goss, like some pretty juicy stuff in there. And anytime I put something else, something out like this, like it breaks a lot of hearts. Like a byproduct of creating a short list of the only ones I recommend means that you're disappointing 80% of people. And so I've, I mean there's been vendors like, across the spectrum of being like super butthurt about it and others who will DM me and be like, yo, this is, this is pretty savage. I, I don't disagree, but it's also pretty savage because I am like pretty direct in some of the things that I say. But to me that's very, very important because there are so many freaking apps out there. Where do we get transparent information? It's like I can't go to the sales people to get that information because all there are is incentivized to sell me more software. This database, I think it's made possible by sort of the app selection framework that we released about a week ago. And this is all like included in the little database swipeable thing as well. Basically tells you here's the best order to build your tech stack from A to Z. Because oftentimes tech stacks get messed up when you choose the wrong apps first. Basically you want to start with your most foundational, most fundamental apps and then build up from there. Because those foundational apps you want to tackle as many things as possible for you. I'm pretty excited about this. We're going to build on it further. But to me it's like the most complete roadmap for how to build a great stack from beginning to end. Because we just have to get the tech FOMO and put all that behind us. Like you just need to nail that tech stack. It's possible today to nail it, to not always be looking over your shoulder, put that to bed and then focus on the more important stuff and then circle back to it in 12 months time. As more accountants are talking with each other about what works and what doesn't work, I think there's greater transparency of information than we've ever had before. So they can actually be really confident that like, even though this isn't perfect, because there is no combination of apps that are perfect for a firm, even though this isn't perfect, I know that what I'm on right now is like in that, you know, sort of 90% as far as any stack will take me. That's good enough for now. Let's commit to it and then let's like get on with our life, serving our clients, focusing on the bigger picture things which we talked about in the beginning of the episode. How do I find that next client who will absolutely freaking adore me and as a byproduct of that, happily pay more than the clients I have today? You can swipe that down in the show notes I think I mentioned. Thanks for the questions this week keep coming. I think a lot of folks are thinking tech change right now. It's kind of that time of the year, especially if you're a US Tax firm. Keep those questions coming too. If there's anything I can do to help you through sort of that process of finding better tech for your firm. That's it for today, gang. I'll see you in the next one. Sa.