592 His One Employee Accounting Firm Made $224k Last Year [How he built a profitable tax accounting firm]

Got a special treat today, gang. Really, probably the only other accounting firm YouTuber out there, Logan Graff. Every year he puts together a video talking about how much money his firm made last year, and he just put this out. And so I wanted to get him on to talk about what's changed in his firm. Why is he making less money and how is his thinking around like best practices for him and what he's excited about? And does he want to niche down and does he want to serve more people, less people, more premium? Like, how has this evolved for him in the last 12 months? Had a copy of his whole financial statements too.

So it was like a live in-person roast of a firm right in front of their face, man. Anyways, I think you'll like it.

Logan's a funny guy. Enjoy this conversation with Logan Graff. Okay, Logan Graff, you big handsome boy. Welcome to the podcast.

What's up, everybody?

Listen, I've got Logan's full firm financial statements here, and let me tell you, there are some discrepancies.

But first, if anybody hasn't met you before, Logan, what's like the 60-second intro to Logan Graff?

Hope you're not auditing me. Uh, by the way, I'm Logan Graff. Yeah, I create content kind of like Jason, but it's kind of a more of a journal point of view from how I'm running my firm. Uh, I started my firm about 5 years ago, 2020. And since then I've been documenting my journey. Every year I do a video going over my financials. I also have a community for new firm owners.

Okay, enough of that.

Let's get into roasting Logan's firm.

Hold on, you didn't say this was a roast. Roast a firm, roast a firm. Let's roast a firm on Jason on Firms.

Okay, Logan, that was maybe the most polite way anyone's ever described to me that they actually run a firm and I don't. But that you put that very nicely. You said, I'm like Jason, but I kind of journal what I'm actually doing because I actually run a firm.

Okay. Yeah, it was a little, just trying to describe the differences between us.

So every year you put out a video bearing all your financial statements.

Did the firm make money this year? Did it make more money this year than last year? More money than, yeah, that's what I'm trying to say. This year, top line was down, right? Like $40K?

Quite a bit.

Quite a bit. Like $266K to $224K. Does that sound right?

Sounds right.

What about bottom line? Because the bottom line that you said in your video is not the bottom line that I see in these financial statements that you sent me.

That's because I took out the little S corp part, you know, because I don't want to get grilled online with my S corp compensation.

Oh, your owner's comp. That's smart. Yeah, very smart.

We keep an owner's comp redacted. All right.

Okay, so top line went down $40K. Is there other stuff messing with that number? Like, did the accounting firm revenue go down $40K?

Everything. So firm-wide. Okay.

How did the bottom line compare? Did the bottom line go down?

Actually, just, just the accounting firm counter financials and content financials took everything above last year.

The profit?

Yeah.

Okay. So if you're not familiar with Logan, what he's describing is he has He has the accounting firm, he has, uh, the media company, which is like YouTube sponsorship, stuff like that. And then he has Counter, which is an online community for folks who run accounting firms like Logan, and needs to fire his bookkeeper because there's a lot of stuff all reported in the same profit and loss here. Are those not 3 separate entities?

I only sent you my firm financials.

This is only the firm financials.

Did I need to send you all 3?

Nope. That makes a lot more sense. Okay. So Logan is like, who's the bald guy in Shark Tank?

Kevin. Kevin O'Leary.

Kevin. Kevin O'Leary. Logan is running multiple businesses, but accounting firm still kind of central to what he's doing. So tell us why in your accounting firm this year, why did revenue go down? Were you just helping fewer people? Did you let some clients go? Profit by and large looks to have been maintained.

Yeah. Profit net at the end of the day kind of pretty much stayed the same because I had less salary costs, less employee costs, but top line dropped tremendously. And I think that's mostly because I just started to run basically two other businesses and my focus was completely divided. My hopes for expanding the firm did not happen at all. In fact, it contracted and it will actually— I'm starting 2026 off even further behind because I fired two of my— some of like basically two of my clients.

That doesn't just happen on its own though. Like the revenue figures go down. Like did clients leave? Did you fire clients? Like was there hourly stuff that you did the year before that you didn't do last year?

I would say it, it had to do with churn and some monthly bookkeeping clients. I moved to another bookkeeper, so that was a good chunk of money.

That was one thing I wanted to ask about because like almost all of your revenue is tax prep, tax advisory. So $224K in total, and then you've got $22,000 in bookkeeping revenue. Why?

Follow, yeah, follow me if you want to see how a person can blow up an accounting firm.

So are you moving away from bookkeeping now? Because it has gone down compared to—

It went down. Yeah, it went down. And I did not want that to happen either. So, you know, like a couple, I lost 2 bookkeeping clients that switched over to other bookkeepers, but I kept them as tax clients. So I'm super heavy tax and the bookkeeping is, is just so much harder to sell, I guess. I guess maybe my rates are a little higher. You know, I'm, I'm, my minimum is only $300 a month, but the bookkeeping is just hard to sell. I'm not targeting the right people, I guess, because they're, they have no interest right now in bookkeeping.

Well, you talk about blowing up your accounting firm because the top line's gone down a bit, but the bottom line really hasn't gone backwards so much. Like, isn't this kind of the dream that you're doing less but making the same money?

That was because I let Gary go in May.

Gotcha.

Okay, so I didn't have 5 or 6 months of salary to pay. I just hired a manager back in December, so the net is going to get destroyed in 2026.

Okay, so if anyone listening somehow doesn't know who Gary is, Gary was a maybe like a more junior or staff-level person that you had in the past, but you decided that what you actually needed was a higher-level person because you didn't have the bandwidth to like train Gary and give him the love and attention that he needed. So Gary's out, manager's in, which is much more expensive. That's why you're saying that's going to torpedo profitability this year. What is the solution to that? Are you like trying to pull in new clients a little more than you were before, or what are you thinking?

Yeah, I'll have to really sell myself this year, do some selling and do some marketing maybe for once. I heard, I heard marketing is, is good to get some leads. I've never really done that before. So I just revamped my website to try to have the messaging on point for who I want to attract. Now the website's not going to bring people in. It's not magically going to make me get new clients, but people that do see it, will understand what I'm about. If they like it, then they'll schedule a meeting with me. And so I need to get more eyes on my website now.

So if you were to do one or two things to move the needle there for marketing, what are you thinking you'd do?

I think YouTube. YouTube, or maybe even Facebook videos, something with video, because accountants still don't really do video from a firm perspective, and they don't do it— if they do do it, it's It's probably what you think about how an accountant would make a video. And so I think I have a unique advantage over that in that I have some decent video gear and I've made videos before, so I can make them, you know, making them look nice isn't that important, but it does help set you apart.

There was a time in the past when you were making like videos about like, oh, this tax court case and like common questions around tax-oriented, not really towards accountants, but towards like muggles, like non-accountants. You did that in the past for a while. You stopped doing that, but like if you're going back out to do that more, is there anything you would do differently?

Yeah, I, I think I would spin up my Tax Time channel again, which is like just tax stuff for the general public. I would maybe create a separate YouTube channel for my firm or a separate Logan Graff CPA channel.

Right.

And Have you heard of the book They Ask, You Answer?

They Ask, You Answer? No.

Yeah. Uh, Chad Davis said it's one of his favorite books. He's read it many times.

Okay.

And which I was super pumped 'cause I talked to him recently about it 'cause he was grilling me on my intake form. But in that book, they're all about creating videos to basically help answer questions that potential clients may have. And so I think I've, I've made those videos. I just haven't published them online yet, so I'm gonna put 'em on my website, put 'em somewhere on YouTube, maybe Facebook or other channels. And it's basically just like, hey, here's my services, how much we cost, what we do. I think I want to create a video about how much CPA services should cost. It's kind of like, like people are probably Googling that somewhere, how much does CPA cost? And so if my video comes in explaining how much they should cost or how much I cost, basically it'll help draw, draw people in.

I can't wait to see the comment section on that one. That sounds, that sounds like that'll be a real hoot.

There's gonna be a lot of negativity from, mostly from other professionals.

That's true. Is that, yeah, the people that'll be upset are gonna be the ones that are cheaper than you and more expensive than you, not the people that you actually want to be clients. That's just how the internet works though.

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So one thing I wanted to make sure that I asked was, you started your firm, I don't know, 4 or 5 years ago buying a small book of business. Which I think makes sense for a lot of people when they have, when they need the cash flow right away. Like that's a way to sort of get things started and it doesn't mean that those need to be forever clients. As you go out and you try to attract some new folks, what is the profile of those new folks and how similar or different are they from that very first book that you acquired?

They're so different. Probably like the average price of each client that I had when I bought that book was less than $1,000. And my minimum fee right now is $2,000 for a return 1040. So it's, uh, they're definitely wanting different things. The clients that I had at the start were clients that just wanted their return prepped. The clients that I'm attracting now want more. And so that's why I've shifted my packages, my services to include advisory services in my base package. So now that's that comes with all, like all my services now are that I provide my base minimum level of service is providing year-round access to me. And before that was like a middle tier. And so that's, that's why I'm charging so much for that base level package because you get access to me year-round and that means I need to attract that type of client who just wants a relationship versus just a return.

How do you define advisory? Is that just work that you do outside the scope of return prep?

Basically, yeah. Anything that involves advising.

So you're, are you still using Ignition for your packages?

Yeah.

Can you give us a peek into what, what does that experience look like? Like when you send out, what do you send out to clients? Is that like they're paying for the whole thing upfront? Is there an upfront portion, a monthly portion? What does that look like?

Yeah, 1040 individual clients, you're paying up 100% upfront for every single package. So some people will cough up, you know, thousands of dollars upfront, uh, which when you think about it, you think like, who would do that? Because it could be a couple of months before I talk to them. Um, but people do, it's just people do it. You can just do things. Business returns, you know, again, same thing. Base level service is an advisory level. Business returns are spread out over, or sorry, business clients are spread out over the year. Yeah.

So when you do the work or when you engage them?

When I engage business clients. Yeah, it'll, so if they engage with me in February, they'll essentially have a January catch-up payment to do.

Oh, so businesses are monthly?

Businesses are monthly. Individuals, 100% upfront.

Okay.

I, I feel like business owners are easier to sell to if you give them that payment plan.

And if it's a business where you're also doing the 1040?

There's two different engagements. I have like a business owner level individual package where it's just the return price, and then basically everything else is baked into that business entity level proposal.

How do you arrive at, say a new client comes in the door, how do you arrive at an initial price? Do you just have like a few different levels or do you dig through the return itself?

I usually have access to their prior return, so I'm able to see what's up if they have a lot of activity. You know, starting at $2,000, it's really easy to not move the needle depending on their situation. So I imagine a lot of new clients will stick there, or at least 1040s. Business return starts at $2,500. And so you'd have to have, you know, like a good small business to bump the needle up on a 1040 tax return or a rental property. Some, maybe a complex rental situation or multiple rentals, but one rental, maybe I'll keep it at $2K.

So it sounds like a pretty large percentage of folks land pretty much in the same vicinity. Like there's not a huge spread on what you would be charging new clients.

So far it's, it's pretty brand new right now. So I've yet to kind of test the waters on, on this pricing.

So you've had folks around for years, presumably. Mm-hmm. How, how are they, paying the same thing that a new client would pay? Or like how far, how far down does like that pricing go?

Yeah, so there's certain clients that have been with me from the start where I haven't adjusted their return too much, but let's say I think maybe my lowest price right now is $700 for a W-2 basically return. And so I feel disgusted with myself if I'm raising that over $1,000. And it's, it's people who are, you know, they don't make a big living or, you know, they don't make a ton of money and they're super nice and they, the return is really easy. So I'm, I'm not going to make them pay $2,000 because their, their margin is super nice already. I've, over the years, I've adjusted the pricing for those that need to be adjusted. And I'm, I'm pretty much hit the level where clients that have been with me for a few years, their pricing is adjusted enough to where I feel pretty happy about it.

Do you look back a few years at like the, like what you charge, I guess with what you charge now, like, is it almost hard to believe? Like, do you ever look at the rates you're putting in front of people and you're like, nah, I don't know about this. And then people just say yes. And you're like, wow.

Yeah. My average return is like $1,400, I think. So, and now it's gonna, it's $2,000 minimum going forward. Back in 2020 or 2019, I was charging people $400, $500, and, and it's just crazy to think about, like I just signed on a guy last week for $2,000 and this guy would've paid $500 5 years ago if he came to me.

Yeah. So what's, what's the difference between you now at $1,400 a month on average versus you before when it was much, much less, is it like, are you that different? Like, are you dripping with that much more charisma that has people saying, yeah, I'm ready to pay another $1,000 because this guy can smooth talk a little bit better than he could a couple years ago? Or is it just you're asking for a number that probably a lot of those people before would have said yes to had you just asked for it?

Yeah, probably like really nothing has changed that much. I know a little bit more about taxes, probably a little bit more about framing and positioning and sales, but the, the clients that I'm attracting now is just, I feel like are, are different. They're, they're wanting more. So it's really about the type of client that I'm after now has changed the most.

Counter the community that you run. So how many folks are in there now?

We're, we've been maintaining about 250 members.

And a lot of those folks are like early stage firm runners, right?

Yeah, we have side hustlers who haven't started a firm yet, like are gone full-time. We have people who are about to start their firm, in between jobs. We have people who are just started a month ago. People who have been running a firm for a few years now. Uh, so it, it's a big level. We've got different types of, types of client, or not clients, members, bookkeepers, CFOs, controllers, advisors.

So you get a window into a bunch of people that are kind of at a similar stage. A stage that you were once in. Having seen all that and like what's working for people right now and what isn't, like what have you seen in there that has maybe changed how you would advise someone who's thinking about going out and doing their own thing?

Really, people get stuck on when to launch. Like that's the biggest thing I've seen. We do a monthly, almost monthly meeting where I call it, uh, I want to launch a firm, but I'm stuck. And so it's people who are like, man, I want to do this, but I, I'm still at my job and I just can't take that step, or, you know, I don't, I don't know what to do next. And so really they have to, it's not anything accounted to, like tax-wise or accounting-wise. This is like a, on a deep personal level where people just have to find the courage to, to do it. And so that's, that's where I'm finding the biggest difference is like people who, who have had the last straw basically with where they were at and now they want something different and started their own firm.

What's the solution? They're stuck. Like what? It like, then what? What should they do?

Join Counter. Okay.

You're going to paywall the answer to that question.

I just share basically what I went through and how I struggled in the beginning and how I, I thought I wanted to run a firm, was approached to run a firm, got scared. Went a different direction, immediately got fired from that situation, and then was really shown the, the opportunity, the next opportunity to, to start my firm. And I, I just share like, hey, I was, I was just like you and I was too scared. And, but I thought I could do this, this other thing and then end up didn't working. So now I was really faced with the, with the choice. And so I put that in front of 'em and I say like, are Are you ready? Is the opportunity there? And if it is, take the leap. I don't think it's ever a bad thing to risk something like this. Even with the face of AI, there's still opportunities. I'm not scared of AI because if accountants are scared of AI, I think everybody has to be scared of AI. And then where does that get you? Where does the world go from there if everything can be taken over by AI?

You said, uh, if you're ready, what is ready?

Ready is multiple things. Like if you have, if you have money in the bank, so if you can financially afford a few months of runway without making money, you're financially ready. I'd say at least 6 months of runway. And then do you have support system? Are you married? Do you have kids? Like if you're, if your spouse isn't behind you on that, then it's going to be really hard. You need someone that, that can support you or a family that can support you. I took a loan from my sister to pay for the clients that I bought. I took a loan because they're like, hey, we'll loan you the money because so you don't have to finance this with the owners. And I could have paid for it, but it would have wiped out a ton of, you know, money that we had that if we had an emergency, it would have been nice to have. So I, I took a loan from my sister, loan free. Thanks, Julie.

And you still haven't paid it back, right?

I wish. No, they gave me a loan and they let me keep like $3,000 of it. They were very generous, my sister and brother-in-law. I paid them off a few years ago.

How do you think about—

yeah, like I mentioned, so Logan puts out this video every year kind of going through his financials, and we'll link that down in the show notes, and it's definitely worth checking out. You mentioned in there that there was a number of things that you had hoped to do last year with your firm. And a bunch of them didn't happen. Stuff like, you know, you talked about like specializing into like video production companies, uh, stuff like that. You haven't done that.

What, like, what's your, what's your temperature on that stuff?

Like, are you still hot on changing a lot of things in your firm or are you more settling into like, hey, this is working and maybe I don't want to rock the boat that much?

Yeah. Now that, you know, I know the financial situation for, for 2025 and 2026, I'm knowing, I'm, uh, I'm knowing that I'm starting it behind even further. Uh, it's kind of, I mean, it's kind of worrisome. The fact that I have Counter and content to help float, float finances until I figure it out is, is great. So don't run 3 businesses at the same time without getting help. If anyone's considering it, I'm sure Jason can attest to that. He's been there. I know he's always gotten help, but I really need to grow the firm because I'm, I'm behind. And so I really want to do marketing. I would love to niche. I'm not going to be super picky on who comes through the door though. Like if a non-niche person comes to the door and wants to pay me, yeah, I need you.

So that's the plan this year. Like you are going to get more specific. You're going to prioritize that.

I'm going to actively try to engage those in the video production industry.

Okay.

So I've already started to get research done. I've already started research, researching about that niche and, uh, contacting people, let's say over LinkedIn and asking them like, hey, where do, where do y'all hang out? Do y'all go to any conferences? Can I tag along? So I'm just trying to get near, near those people and see what happens. And if I can find a good pocket of people that will help out.

That would be a great vlog for your accounting firm channel. Like the story of you going to like a trade show or something like that and just As an accountant, awkwardly approaching people. A few things I want to make sure I called out that I saw in the financial statements. This last year you spent $10.56 on books, which was an increase of $10.56 from the previous year. What did you read this year? Looks like just the one book.

What book was that? Oh my goodness, $10 book, that doesn't exist. I mean, I did buy a book, The Four Conversations, last year, so It might have been that. Uh, what, what else would I have bought? I don't know. The They Ask You, Answer audiobook. Maybe it was that. They Ask You, Answer. Incredible book. I've been listening to it over and over again on my bike rides.

Just doing laps? Really?

Like it? Yeah, I ride my bike around the neighborhood for about 40 minutes and tune it in.

I mean doing laps on the book.

Oh.

Like over and over again?

Yeah, repeat. Because When you listen to a book, it doesn't really stick. So I just have that on repeat.

So you spent the whole year with this book by the look of it?

For the last 3 months.

If you are building an accounting team, you know just what a headache it is to get all of your team doing month-end closes the same way, right? There's that stage where you're all in the same room and you can kind of like keep in sync because it's such a small team. But beyond a certain threshold, You're like, oh my gosh, everybody's choosing their own adventure.

These engagements are taking on lives of their own.

And it is what makes the latest feature drops from this episode sponsor Financial Sense ever so important. So they are historically a practice management system for accounting firms.

That is Financial Sense.

But they're shipping a bunch of month-end close automation features inside of Financial Sense. So it has actually a deep integration into the accounting ledger and it is pulling all the transactions into the platform to review like Were there any weird outlier transactions? Like, it actually goes through, like, remember what it was, like 6 to 10 different categories of things that could be wrong, and it's identifying those transactions for you in an automated way. And if there's an issue, you can fix it right from within Financial Sense, and it will push that fix back to the accounting ledger. They also do the same with uncategorized transactions. So if you're doing the Amazon purchase hokey pokey with a client and you're like, hey, what is this?

Can you give me a receipt? You can manage all of that from inside Financial Sense as well, giving you sort of like a single place that is everything that you need to run your bookkeeping practice.

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$18,903 on ultra tax.

Was that—

was virtual office in there? Is that why it's so much? Because that's more than I would expect.

It actually doesn't include virtual office anymore.

The whole year you weren't paying for virtual office?

Yeah, maybe most of the year because I transitioned to Verito in 2025. It might have been right before 2025, so 2025 was the first full year of Veritoe. UltraTax is, is just really expensive.

Yeah, that's a lot.

It's like the PRP fees, like pay per return pricing for the business entity returns, and then the e-filing fees, like you pay for it, you pay for the system, and then you keep paying for it when you use it, unless you have unlimited everything, unless it's the first 3 years of signing on. Yeah, which is like, yeah, the glory years when you're on that first 3 years, you're like, this is the best ever. And then that doesn't happen.

That is the trick with Thompson is just launch a new firm every 3 years because that year's paying so much less the first 3 years.

The sales rep actually told me to do that.

Thompson rep told you to do that?

Thompson rep's like, you know, you could just start a company every 3 years and get a new EFIN or whatever. And just file under that.

Makes you wonder what sort of spiff the rep gets for new business.

Probably a lot.

What a great company.

Okay.

Last couple of things I wanted to ask you about. Tax scheduling. Did I see that you're scheduling out more of when the work is happening?

Yeah. Round 2 of tax scheduling is happening this year. So scheduling out business returns this year, although I found out that I didn't communicate enough and explain it enough with my business returns that I also do their personal on. They're like, oh yeah, I just scheduled my business return. I thought that also scheduled I filed my personal return on the same date, or they have multiple entities and they choose one date and they're like, you know, you're not just going to prepare all of them on that same date. And so I'm like, oh, okay, I need to flesh this out more next year and explain this more because all of the clients that I do business and personal returns, it's just kind of a mess. Uh, it's still better than last year, but it's, I definitely need to tighten up my communication around that.

Yeah.

What does that look like? Like when do you start sending those communications out and what format do they go out in?

Yeah, I send out emails like in December saying, here, look out for it. And then I send out like a separate email explaining the system. It's explained in their proposal. There's a separate website that I created or web page that I created explaining it as well. And so they get all this information on what to expect. But because this was new this year for the clients that I do both returns or I'm going to schedule business returns, it's just caused some confusion.

Are they scheduling through like Calendly or how are they doing that?

Yeah, they're scheduling through Calendly. They get a Calendly link when they sign their proposal. So that's kind of the gatekeeping feature. And then they get a certain amount of slots to choose from between basically now until October-ish timeframe. And the way we planned for it was about 10 returns a week between me and the manager. So the manager would prep everything and I would review everything and deliver it all. So we, we kind of guesstimated about 10 returns a week would, would work well. And so far they've kept their hours at, I think, 40 and under hours, which was the goal for them and me. I've, I've actually haven't been working a tremendous amount of hours. I don't think more than 45 hours a week. So it's, it's actually working out really well. And next year I want to maybe put in some buffer for new clients because new clients hate extensions. Like they're coming in middle of February and they're expecting their return to be filed on time. And whenever I mention extensions, I can just see like, they're like, disregard everything else he says. I'm not going to use them. So it's, it's super annoying. I figure if I have like 5 slots where I kind of keep hidden from my current clients that I allow in there for new clients, I think that's a way to get them in the door. And then next year they'll have to face the competition of signing up in time.

So you hired this manager recently. Any wisdom for folks trying to hire a manager or like, do you, do you feel like you even have an unfair advantage here because you can be like, hey, I'm hiring for this and you just have more visibility than most people do?

Yeah, I joked around with someone on LinkedIn. I was like, it's easy. Just have 40,000 LinkedIn followers and they laughed at that. So I think I do have a little bit of an advantage, but I think the positioning that I did as well for how I'm selling the role helped a lot because it was a very unique position and opportunity. It It does help that people know how I operate and are familiar with who I am. I think that helps a ton, but the hours that I was advertising and the pay and the opportunity, so there's like a rev share opportunity as well. I feel like was a super good deal, to be honest, but that's from my end. I only got 270 applicants, so.

Was that a flex? Was that like a, I only got 270 applicants?

That's a low-key flex. Yeah.

Geez. Real low-key, man. Maybe you ought to get into the business of helping other people find tax managers, because I think everybody wants a tax manager right now.

Managers are unicorns, but the position that I have is for a unicorn as well. So it's not like it was easy for me to find this person. They had to be willing to only work about 1,000 hours a year or have 1,000 hours availability. The pay, if they stay on till they reach their 10-month mark, I think there's a retention bonus of $5,000, essentially $80,000. Salary. And I think that lines up for a full-time manager. If you double the hours, double the pay, about $160,000 for a manager. I think that kind of lines up, but offering 40 hours a week between January and April is probably kind of unheard of. And so you have, I had to find somebody that really valued that sort of role. I don't know who wouldn't value, but they wouldn't mind those hours essentially. And this person that I hired actually has a firm of their own, a very small firm that they started not too long ago, but they have a handful of clients. And that was kind of the, how I sold the position as well. Grow your firm along mine. If you, well, I, I won't be cool if you're growing your firm, uh, while working with me, but I am cool if you bring clients under The Graph Tax Co. and service them and, and manage them and sign the returns and all of that. You'll get a revenue share for, uh, for that client that you bring in. So I think it's, Did I do 80%? I can't remember. It's either 80% or 70% of the revenue that they bring in. They get, they get paid that much.

They get paid in addition to them being paid as an employee?

Yeah.

70 to 80%? Yeah. Oh, geez. I can't, I can't wait for next year's video.

The thing is, I'm 30%. It's probably 70% because 30% is overhead. Essentially, there's always going to be overhead. And so they'd probably be making about the same amount of money if they had it under their that they're servicing it under their firm and they get the advantage of using my pricing and my systems versus having, I mean, the manager has their own systems, but I know they wouldn't have priced the way I recommended them price for, let's say, the last engagement that they brought under the firm. And they get that mentorship, I guess you could, you could call it.

Logan, like I mentioned, really cool video that Logan puts out every year that we'll have linked in the show notes. I'll link Logan's LinkedIn down there as well. And then Counter as a community, I gave you crap about it earlier, but like honestly, the answer, if you are stuck and afraid of it, the best answer kind of is surrounding yourself with a bunch of other people that are doing the same thing. Like it's sort of a hack for your confidence. So we'll link Counter down below as well. Any parting wisdom for us all, Logan?

So I'm partnering with these guys in Utah. It's called Launch Your Firm. It's for those who want to launch your own firm or have launched their firm in the last few years and are kind of like, I don't really know what I'm doing. And so We're hosting an in-person event. This is the third year they've done it, but the first year I'm involved and it just matches directly with what I'm trying to do with Counter and just help people run a firm. And so it's a two-day event in May, May 28th and 29th, and it's for people who want to start a firm or have started a firm recently. And we're just going to help you, help you do that.

Super cool. And Salt Lake?

Salt Lake City.

We'll put some info on that down in the show notes as well. Logan, good to see you, man.

Yeah. Thanks everybody for watching. Thank you, Jason.

Mm-hmm.