How This Bookkeeper Scaled From $30k/mo → $92k/mo in 2025 [LIVE WORKSHOP RECORDING]

You were at around about 30k a month, and you've scaled over 90k a month now in the last 12 months.

I realized that I wanted to grow this thing. Growing it through trying to improve my product was not going to do it. I'm going to have to start working on the firm as opposed to in it. And part of that is figuring out how to build this lead funnel. I just needed to get in front.

Of people and consistently the big fear is like, what happens if this works out? And now I have to go hire a bunch of people. But the number one problem in the accounting industry right now is the talent shortage.

You know, as an entrepreneur, you're just fixing the path of most resistance. So once that was fixed, now I had other resistances I had to fix.

Man. Well, hey, guys, we got an awesome workshop today, but I want to introduce you guys to Brock. Brock is a. Is a former client of ours over at the agency. We worked together for a while, I guess late last year, early this year. And his firm has really taken off since then. And so I, I wanted to have him back and have him share with us what he's. What he's done over the past little bit to. To make that progress. So, Brock, if I remember right, you were at around about 30k a month before we launched this, that ad campaign last year, and you've scaled over 90k a month now in the last 12 months. So in this conversation, I just want to walk through, like the moves you made at each level from there to here to scale that up. Right. So marketing, sales, service delivery, kind of those three core functions. What did we have to do to open up the lead flow, open up the sales pipeline, and open up your capacity? So I guess starting out, I guess the story starts with building that initial ad funnel last fall and launching that in January. So I guess, tell me, what was it that made you feel ready to, like, start investing some money into growing the firm?

Yeah, you know, the biggest thing was, and I feel that so many accountants are currently.

Where I was in that point right before I got connected with you, which was I felt that I was a very good proprietor. I felt I was very good at accounting. I just have an act for accounting. I was very good at doing that. But I realized that I wanted to grow this thing, and growing it through trying to improve my product was not going to do it right. I felt that the product that we had was as good as it could be. Now, could it be better? Yes, but it's going to. It's really Going to have diminishing returns on the time it's going to take to improve it. Right. And so I realized that I'm going to have to start again. I'm going to have to start working on the. As opposed to in it. And part of that is figuring out how to build this lead funnel. Right. And I didn't know it was a funnel at that time. Right. I just knew that I needed to figure out how to get fresh leads in. And we were having some organic growth, but I just wanted it to be a little quicker than that. And so I decided, man, I was at a conference. I was at a moving conference. My firm specifically works with local moving companies all over the country, and I was at a moving conference. And your ad, it was probably. I think it was the third ad that I saw from you. And I was like, dude, this guy's got all my answers. And so I DM'd you. And I was like, dude, I need this. And we started working together. But, yeah, all of that came out of. I knew that trying to improve my product 1 or 2% wasn't going to have the dividends I needed and wanted to grow the firm. And so you were the next step. Ads. Ads were the next step.

And so, like, at that point, like, what did you perceive? What did you think you needed to be able to solve that problem?

I knew that I needed. I just needed to get in front of people. Right.

Again.

I felt that my product and my processes and staff sold themselves, but I needed a way for people to realize that I was out there, you know, and awareness was the big thing. You know, in hindsight now, I learned that paid advertising is the quickest way to gain awareness, because you're buying the awareness, which is just naturally faster than organic, unless you have some sort of crazy concept that's brand new, which are, you know, few and far between.

Yeah. Yeah. Okay. And so, which, by the way, guys, if you guys would like to see the funnel, I'm sure Brock would be cool with me. With me showing y' all the funnel. Yeah. Yeah.

Okay.

So we'll. We'll pull that up a little bit later, I think. So running that campaign, I have, like, a rough recollection of the numbers, but walk me through, like, what happened with that campaign. How long did it take to. How much did you spend? How much did you make from it?

You probably know the numbers better than I do, you know? You know, what I learned through this whole thing is find the people that are good at it and let them do it. So I pretty much, you know, let you do your thing. And that's what I loved is, is I sucked at copywriting. You guys were great at copywriting. You guys are great at just telling me what to do and doing it and then, and you did all the funnel, you know, building the funnel and all that, which was incredible. And so again, our const. We had. When you're, when you're building your business, you're growing your business, you guys realize this. If you have any employees, you, you build up this, this wealth of earnings and you're like, oh, great, I'm doing well. And then you bring an employee on and your earnings go to, you know, very, very little. And then you build it up again and then they go to little. Right. And so I was in this point where I had a wealth of earnings and I was like, I, I need to accelerate the rate of my, my client acquisition because when I keep going back to a low earnings, I have to figure out how to accelerate that acquisition so that I don't always go back as far. Right. And I can bring people on faster, lower my overhead as percentage of total sales. And it makes a lot of sense. So the idea was we came in, we were doing like 30,000amonth or something like that. And our path of most resistance, I'll say, was just that acquisition. So Peter helped me solve that through building out ads that worked, created, that allowed us to get in front of people. And honestly, my only, I'll say, my only regret was that I was limited on the growth and, and, and being the size that I was.

You know, I afforded to hire an accountant. But then, you know, they were, they were like halfway at capacity when I brought you on. And then when we had these flood of leads, now all of a sudden we can really only do three onboardings a month or maybe four onboardings a month, but we get 10 people coming in. And I was so concerned. Again, being a proprietor first, I was so concern I wouldn't be able to service them. And so I ended up having to shut it off, not because I really wanted to, but because now all of a sudden other things break. And so I had to fix those things to keep it going later.

Yeah. So if I remember right, just numbers wise, I think we added maybe like 10 grand a month in recurring revenue somewhere around there. And so like that was like your breaking point, was that that extra like basically 120k in revenue?

Yeah.

Yes.

Because at that point then we needed another accountant and I wasn't set up for good hiring practice. Our SOPs weren't as established as I would like them to be. And our projects now we have a CRM that handles all that stuff. So it was, you know, as an entrepreneur, you're just fixing the path of most resistance. And so once that was fixed, now I had other resistances I had to fix. So I needed more accounts.

The term you're using is interesting. So you're calling it the path of most resistance, which I think is like really practical. Like that comes from like having face it firsthand, head on. Right?

Yeah, it's the bottleneck.

Yeah. Exactly.

How many of you here are familiar with the theory of constraints? Basically, the idea is that your business is a pipeline, right. And it starts with getting the attention of new leads at the front and it ends with delivering on the service you promised for those leads, getting the five star review and hopefully retaining the client for as long as possible. Right. And so at different steps in your growth curve, there's going to be different bottlenecks in that pipeline. Right. And so Brock, what you're talking about here is like, as soon as you, like, you could, you could close the deals, you could get the lead, you could close the deal, but then you're bottlenecked at your delivery. And so that's kind of like the next step then when it comes to scaling. Right. So we alleviated that first constraint, we open it wide up and now we've got this new ceiling. That's a different problem. So I guess, walk me through. How did we, how did you open up the onboarding capacity and the capacity to like serve new, new clients for the bookkeeping offer?

Yeah. Yeah. Well, preface this by saying I've learned a lot from Alex Hormozi in the past couple of years. One being I was not really charging an onboarding fee.

Right.

There wasn't. We weren't doing large cleanup engagements. We didn't really need to too much because we're not working with huge businesses. Oftentimes if it's a huge business, it's because there's multiple locations. But I wasn't charging an onboarding fee. And so that hurt me in two ways. One, it limited my earning capacity to, to bring on more employees. And two, it didn't allow me to finance my next acquisitions. So now I know that and now it makes, you know, it's a lot more structured when we're bringing on, you know, new talent and acquisition. But basically what we ended up doing was having, having one person that's dedicated to onboarding. And once they're Fully onboarded. Then I personally or, or CFO has a post onboarding meeting to solidify. Hey, this is what we did. That's when we ask for the review, right? When they're, when they're satisfied. And then they get passed on to an accountant that only does bookkeeping. And it also allows us, it makes it pretty easy when we're passing them to different accountants because we say, you know, onboarding. Christine's great. She sells herself the first time you jump on a call with her. But then when you're going to a new account, someone else, it's someone, somebody that only does accounting. They're very good at it. This is all they do. So you're in good hands. So those, those selling points are relatively easy, but that also helped us be able to ramp up the scaling a little bit easier.

Well, and there's, there's an added bonus here too, because like fractionalizing the work like that, obviously it makes the company more efficient. It also makes it really hard for like a key team member to leave and like take a bunch of clients with them. Right?

Yeah, you got it.

They're not the only one that that client was working with at your firm.

Yep, you got it. It's everybody. And, and that process helped a ton because also now when I do bring.

As long as they know accounting, every one of our clients, we can talk about how, how we run things, but every one of our clients has the same pnl, which is pretty nuts. And so it's really easy to teach an accountant how to do the books. And so if we tee it up with, hey, you already have a laid out month to month bookkeeping project that recurs every month. All you have to do is do it and reconcile. All the financial statements produce themselves pretty much and all the metrics are all, all produced themselves. So it's now even onboarding. New employees are getting EAs.

Just all.

It's all about making it easy.

Okay, so basically you hired the. Her name was Christine for the onboardings and stuff. Is that your cfo?

No, no, that is. She's the director of accounting. Accounting. She runs all the, she manages all the bookkeepers.

Okay, cool. So you've got kind of this director level over the bookkeepers. So you hired her and that freed up the onboarding capacity. And then there was something you shared with me about hiring overseas assistants for each of your staff accountants. Walk me through that. Like, what was, what was the reason you were having capacity with that? Issues with that in the first place?

Yes, yes. Well, the idea is as you guys know, a lot of the bookkeeping tasks, 80% of, 80% of the bookkeeping tasks are not crazy difficult. It's just a matter of doing it right. It's the 20% of the bookkeeping tasks that is difficult and the issues you run into that are, you know, seldom 20% of the time. But they need somebody with a high intelligence and a high ability to problem solve, to, to work through them. And so what we decided is instead of continuing to bring on a high cost of someone with high intelligence as a bookkeeper and not saying the overseas people aren't because they're very, very intelligent, goodness gracious, they're, they're very intelligent. That's just a stigma a lot of US citizens have is that they, they don't. But they very much are very, very intelligent. But the accountants then are front. Yeah, hey, 100%. We've, we've now really developed that model because we have great people and a great way to hire great people. But either way we have the, our accountants then are reach a certain capacity. For us, it's about 40 clients that they have and then, but again, 80% of the tasks that they do are not anything crazy related to calling the client and talking with them and whatever. It's just tasks that need done. So we back them with a virtual accountant. That is an accountant has accounting experience that comes in and, and, and does a lot of the work. I'll say about 50% of the work. Right. And now we can double that accountant's capacity. Even though the clients that we have only talk with American staff, they only ever know that American staff is working with them. It just makes the efficiency of our bookkeepers to be 50 to 70% better than what they are by themselves. So it's just a great synonymous relationship.

Let's get nerdy here. What kind of stuff are you keeping on the plate of your American team versus what are you having them offload to their overseas counterpart?

Yeah, you know, inevitably we have things like class reporting that, that gets a little funky and, and we do, we're a big fan. Whenever there's multiple locations, we're a big fan of having a parent company with subsidiaries, subsidiary locations and a, and a. Another management company basically that manages those companies. Maybe it's still under the holding company. I'll call the top a holding company. And then we have a management company that manages them. That management company holds the, the owner, the, any other admin staff that work across the other locations call center. If they have a sales team software that's shared amongst the different locations. And so with this management company now there gets some unique things that have to happen. Sometimes we'll transfer funds between bank accounts for clients. And if we're doing that, we're only ever letting a US based accountant do that. Again, not that we don't trust any other accountant, but we get into issues with cybersecurity. We get into to things that I really want to hold on tight because it's so detrimental to everybody at the firm. So it's some of those items.

Yeah, no, that makes sense. Okay, so I guess this kind of gets us to then like, okay, fulfillment is open back up again. And give me the timeline here. So we shut off the ads in, I don't know, maybe like February or March.

That sounds right.

So we're working on fulfillment the next few months. How long did it take you to kind of like get that structure and the project management and the team? How long did it take you to get that all figured out?

I, to be honest, I had a real moral dilemma because I'm a patriot man. And I kind of convinced myself that I was doing wrong by going overseas, to be honest. And until I was talking with Christine, who is a counselor or something as well. Right. And she said, you know, if you had a software that could do it, would you have a software do it? And I said, yes. She said, so what's the difference then between using a software or getting somebody overseas? Either way, you're not hiring someone local. And I was like, totally get it. The entire firm is changing. Right. And so around that time, I had an accountant that I hired that was smart as a whip, but didn't have work ethic and he didn't work out. And so I fired him. And right when I fired him, I decided now's the time that we need to, to hire some staff to, to support our bookkeepers. So we hired, we hired two off the bat almost immediately, Hired another one shortly after. Within a month, one of. I had to let go of one of the overseas workers. Again, accountability, they just, they didn't have what we needed and then hired another one. So we, we have three. We have three right now that are support staff. So yeah, it's, it's, it's been great. But I want to say that's all happened in the past three months. That's really all transpired. And it's just allowed us to have a little bit more earnings, not have to increase our rates to have the earnings. I'm a big fan of trying to keep the rates the same and just improve our efficiency and processes and not make the client pay for our inability to increase our own efficiencies. So I realize, you know, they are, they're, yeah, they're on a screen, but they have families and they're people, you know, it's not, it's not a software. And so when you learn that and you learn how they're involved in their church or they're involved in their community, it just, it makes it so nice and it makes you want to go visit them, you know, eventually we absolutely will because they're just wonderful people. But great decision for sure.

Yeah, I can second that. That's been, that's been one of the really cool things with building our team is we've got, we've got a couple overseas team members who are just absolute savages. We got one guy from Brazil, we got one girl from the Philippines and man, they're right there with everybody else on the team.

The only consistent, I'll say, like, I guess roadblock that oftentimes gets in the way of them being like equally as valuable as somebody here in the States is literally just the perception from clients sometimes when they're on a call with somebody who's not got an American accent. Right. So we've actually even, we're providing like accent coaching for some of our team members.

Wow.

Because that's going to help them in their career so much because if they can seem like they're from North America and it helps us too, you know.

Yeah, well, you know, and that's, that was the big, that's the, that's, that's why we made the decision of our clients. Not that we hide it, but our clients hardly even know that we, we do that because their accountant is still here in Ohio. We're an hour south of Cleveland and the accountant, we come into the office, we work here from the office. We just all have support staff. And so we're still client facing with an American accountant. But it just makes, makes the American accountant so much more efficient.

But 10 out of 10 would recommend guys, if you haven't already again, don't outsource your entire firm to another country. Maybe. But you know, definitely there are, there's a lot of space for bringing in some overseas help. And the cool thing is like, it helps you actually overcome what is probably the number one problem in the accounting industry right now, which is the talent shortage.

Yeah.

I mean everybody I talk to so many people right now who are like interested in working with me and my team for Marketing and consistently the big fear is like, what happens if this works out? And now I have to go hire a bunch of people.

Yeah. And it's a real problem. And that is, that's where I would say to be vulnerable. That's the step I'm in, in my journey is, is how to hire the right people. And again, Alex Hormozi, if you guys aren't listening To Alex, I 100% recommend that guy because he's super honest and it makes a lot of sense, but he just talks about volume, you know, volume of everything and how we underestimate the volume of even hiring people and how many people you should interview before you hire somebody. And learning that you should look at 100 people is like, you know, wow. But finding one person out of a hundred. Yeah, you're probably gonna find the right person.

Just takes a lot of, lot of spend on LinkedIn ads or Indeed. Or I've been liking ZipRecruiter. It's kind of expensive. But they'll post, they'll take one job posting, put it on all the boards and promote it on all the boards for you. And yeah, another tip I learned from a guy recently, which I'm going to be implementing next time we hire, is doing group interviews. It works for almost anything that's not like anything that's less than like $150,000 a year role. You can do group interviews as your first level of defense and you just have like four or five minutes with each person and you really, really easily weed out the idiots.

Yeah, yeah, I've heard that working well. Yeah.

Okay, so Brock, that gets us through, I guess, fulfillment here. So where does that leave us? What's the next constraint on the table that we're trying to overcome? Is it still fulfillment related stuff or are we kind of getting back on that marketing grind to try to like get some new leads in here and take this to the next level?

That's a great question. So the next step for us is really defining what we want to do as far as service growth. So obviously we've, we've tripled down on our bookkeeping and that's great. I have a CPA on staff that, that manages all the tax stuff and so that's great. So that's, that's kind of out of sight, out of mind for me because that's managed by great people. The intermediary between those things, I would say is kind of the advisory piece. And so I do have a fractional CFO that, that helps us with a lot of things. But we're starting up some other services that support those people that want. We're very, very niche and we're very specific on the clients that we want to serve. And there's some clients that want a little bit more than what we do for bookkeeping, which is more advisory. And so we're trying to figure out how to appropriately service all the clients we want to service without having too much scope creep. I'm a big advocate of not having scope creep and just not servicing the clients that are going to cause issues. And I am very bad, I will say I'm very bad at that. I love the sale and I want the sale and I need to be better at. I'm too nice. You're right. You're right. I want to help people. I love that. But it then. Then it doesn't help me. So. So we're coming out with a CFO mastermind where literally quarterly we're meeting with moving company owners and I have another partner that is owns moving companies great in operations and we analyze the CFO aspects of the company and understand what needs to be improved.

And.

And then we dig into the operations of the company and figure out how to improve those things. So it's. It's really going to. Going to be a great offering. So that's being built and that'll launch in January. But that's really the next step, you know, on that is is just growing services and being able to have somebody to support me so that I can grow. Grow it with someone and then release them to run it is kind of the mentality that I take with that.

I like that. So like every. When you're trying to build up these new divisions or new departments, it's like, get somebody in here. Are you making them a partner or are they like a just like kind of that intrapreneur type of thing? I'm.

I'm a big fan of not giving away equity. I love. I will say I love giving away equity. I should say that I love to start with partners and do things that way. But I don't love giving away equity because no one, and it's not their fault, but no one is going to be as married to this company as I am. Nobody. Nobody will. And I can't expect anybody to be that way. Even if I would offer that as partnership, it's still just monetary gain. So I would. I rather do profit sharing based on the service they're providing. It's kind of the same thing and it's still a massive Incentive. But, yeah, I'm not. Not a big fan of giving away equity all the time. There's. There's certain times where it's necessary, but not with ease.

Yeah, I, I thought this was a quote from my dad, but it turns out it's actually a Dave Ramsey ism. I only just found this out a couple years ago, but where he says the only ship that won't sail is a partnership. Yeah, I thought my dad was brilliant for coming up with that. He owns a construction company, so he knows what's up. But, yeah, then I go and find out that's a Dave Ramsey quote, and my father's just been like, plagiarizing Dave for however long. Snap, man. Yeah, that's one of the, that's one of the fun things in life and in business is you don't want Dave Ramsey to be right, but then you find out the hard way that he's right on all these different things. And it's like, man, I wish I would have just like, put down, I thought I wanted to be the special snowflake that was an exception to the rule. But. But turns out Dave's been doing this a while and he kind of knows what he's talking about.

Yeah. Yeah. And some of that came from Dave Ramsey because I looked at how their structure is, and I agree with it. I mean, he knows a thing or two.

Okay, tell me more about this mastermind advisory thing. Because you were telling me about this a couple weeks ago. I think this is really cool, leaning into the in person aspect of it especially. So what is this offer and how does this work?

Yeah, so the idea is it's truly so many, so many CFOs, fractional CFOs, literally just look at financial statements and analyze it with the company. And that just doesn't provide much value to me, especially if you want to charge a high ticket, you know, 4,000amonth or whatever. And, and so on the CFO side, we dig in very, very deep. There's very specific CRM that we work with and get a lot of information to help make decisions, but not, not many people can afford, you know, bringing on a $4,000 a month wage for fractional CFO. And so we decided, hey, we can, we can get a lot of these metrics and do a lot of this analysis in, in a group setting and cut the cost more than in half. And so we charge a little over 1500 bucks a month. And the idea is a CFO builds out the budget in an annual cash flow forecast and Then every quarter we receive financial statements and we put these everybody's financial statements into a specific format and we take that format and analyze all the different companies against each other and basically rank them on different things. Liquidity ratios and debt ratios and you know, equity and different, you know, percentage of different cost to, to revenue and things like that. So we rank everybody and you can kind of see where you're failing or where you're doing exceptional, right? And if you're failing, then you know, you got to pick it up a little bit. And if you're doing exceptional, then you know that you have something to be able to share with the group. And so in these CFO metrics, we find the things that we need to be improved in every company. But then every quarter, let's say it's a group of 10 moving companies, nine of them analyze one of the companies we're talking, get on a zoom call with the sales manager and vet them on what they're doing, what issues are they having. Learn everything about the sales process and the company. Same thing with the operations manager and dispatch or whatever they're doing. So multiple interviews with nine moving company owners and then we all come together and figure out how to improve the company. So you have a wealth of knowledge in one room, improving your company for 1500 bucks a month. I mean, good for the, for the price of a virtual assistant, you're getting, you know, massive executive level information on your company. So it's really an awesome system we have. So a lot of people that are, we haven't even launched it yet and we're already have a group pretty much full, just a collective mastermind that's, that's going to add a lot of value and again be cheaper than having a full time fractional CFO on your team.

I'm just trying to think like if there was something like this available in my world for my agency, like I would be, I would be, I would, I would sign up for it immediately. I'm like, man, if I could like see where I rank up against 10 other agency owners on all my different metrics and then if there's something I'm failing at, I know who to go talk to to get advice. I mean, oh my goodness. Yeah, huge value. And guys like this is this, this is only possible because Brock is so niche, right? Like, this wouldn't be possible if you worked in 10 different industries or just, you know, infinite different industries. This only works when you have an industry niche like this.

You know what? And with that too, the nice Thing about what we do is we're, we're niched and we're all over the country. And so when we build these groups, we get somebody in Ohio and somebody in South Carolina and Florida and Texas and la, and we get all these different places and none of them are competing with one another. And so we know that we can open our books literally and share our secrets because we're not impeding on, on one another, which is helpful.

I think the, the niche thing is something we need to talk about here because a lot of people are super into this. A lot of people are super anti niche. You already had a niche figured out before we ever met. How did you decide that you were going to specialize in working with moving companies?

Yeah, so again, that's the one, the one equity rule that I break is starting a company with partners I think is huge. And so, long story short, my dad and I worked together. He had a tax firm and I didn't want anything to do with tax, but I helped him with some bookkeeping and accounting and things like that. And we had a good friend went to church together for a long time that came to me. And we did specific metrics and things for him and built it out different reporting standards and targets and things. And he called me up one day, it was a totally a God thing because it was perfect timing. And he's like, hey man, I think what you do for my company could be really valuable for the moving industry. And I was like, all right, let's do it. So we started Promover Accounting. He partnered with me because he had a moving company and he had access to a lot of different moving communities and moving, moving company owners. And so I think that when you're getting started out in a niche or an industry that you're not specific in and you're not known in to partner with somebody that is, I think that is, is world changing and I think more people should do it now. Over time, I've bought him out more and more. I, I do all the work, he benefits on the back end, but I wouldn't have this without him.

Right.

And so I owe him everything. And I'm, and I'm more than happy to pay to continue buying that equity because he set this thing up and set it in motion. Right. But that's how I got into. And again, I really, over time, continued. Whereas most companies open their scope up, over time, we constricted our scope and realized who do we make the most money on because we're most efficient, not because we're able to bill them the most, but who can we give the most value to in the least amount of time?

And we found that out, man, that's super wise because I think that when I talk to firm owners, that's one of the big questions on their mind is like, how do I decide what niche to go into? And it's always like the answer I always give them is like, hey, we need to, there needs to be a reason behind it. Right? You don't just like slap an industry label on your firm and say like I work with moving companies now, there has to be a reason behind it. And so for you, the reason was you had, you had this, this opportunity with this other guy who's in the industry, knows what's up and you can build a product that's really excellent for moving company owners and probably, probably sucks for other types of businesses. And that's fine.

Yeah, there's, there's some clients that we have that wanna, they have something. A guy I was talking to today has a, has a landscape supply company. It's just a small, he bought it with the moving company, purchased just some small. She, you know, loads up in the back or whatever, you know, and, and we'll do the books for it. But when I, when I talk to him and say we're gonna do, do the books, I say, you just know that you're not even gonna come close to get the metrics that you get from the moving company because we don't specialize in that. But we, we do specialize in this and you will get a deliverable from this, but that you're just going to get financial statements and you're still going to have an accountant and we're still going to do a great job for you. But you're not going to have the information that we're going to get you for a moving company, nor do we care to.

So what have you guys done with your service to make it like ultra valuable for these moving company owners?

You know what? One of the biggest, with answering that question, one of the biggest things that I did that allowed us to perfect our service was I had an advisory service and I still do, but we're tailing that off and rolling it into the frac, the CFO mastermind and that advisory service. I would jump on a call with somebody, for example, and we're getting into the slow season for moving companies. They slow down during the winter and speed up during the summer. You know, school season's out and then they get real busy and for example, they would. I would have an advisory meeting, and they would say, how much cash should I have right now? Like, what. What should I do? Should I. Should I go buy a truck? Or what should I. What should I do with it? And I never really knew, you know, to be honest, I was like, I have no idea. So. So I. I learned, okay, we're gonna burn through this much cash probably through April, and then we're gonna start having a cash influx. But I also never want to go beneath the current ratio of one. And so I say, all right, I'm gonna give you a recommended minimum cash balance, which is what we call it now, of basically your burn through the winter season, plus a current ratio of one. And now we have an equation that allows. Allows us to automatically generate that every month. But the idea is that's the recommended minimum cash balance. And if you're beneath that, you know, your goal is to get there, and if it's above it, then you can capex and buy different things. But I never knew that until I started doing the advisory piece. And get. I was getting caught on different questions. And so I said, okay, I need to fix this. When I fix this, if I can automate it into a formula. Now, when we provide financial statements for bookkeeping, we throw that in there automatically. So the reporting that my clients are getting with a basic bookkeeping Service is literally three times the service that most fractional CFOs are providing, just because it's so automated and it's so refined and niched. So that that was really helpful, doing the advisory piece and getting caught up in learning and. And building a tool to solve the problem and then giving it away for free and just continuing to build up value over time.

I love this because there's this. As I'm preparing for our Black Friday workshop, I'm putting together my presentation for that. And one of the big things we're going to talk about, the closer you get the client to that actual result, it's like, let's think about what's the result that somebody would want to achieve from hiring a bookkeeper, right? It's probably they want to make better decisions in their business, right? And there's other things down the chain from that. Right? They have dreams of making more money. They want to invest that money into real estate or stock market or whatever. They want to build wealth. They want to conquer the world for some ego thing they've got going on. But the initial end result that they're trying to achieve is they want to make better Decisions to grow their business. And so Brock, what you're doing here is you're taking the accounting numbers that a normal bookkeeper would provide, and you're translating those into moving company owner language. And like tactical, like, okay, Bob, moving company owner do this every month at end of month, right? Make sure you have $30,000 in your bank account at the end of every month after you pay yourself and pay all your bills and everything, right? So I think for you guys, like, if there's, if there's one takeaway from this, as you kind of think about, you know, maybe, you know, how to better serve your niche, I think is, is probably the big meta topic we're talking about here. Let's think about what that result is that somebody, somebody's trying to get out of your service. And what can we do to like, get them closer to that end result without adding a lot of effort here? Because that's, that's essentially what you're talking about, right, Brock, you got it.

You got it. And again, I saw the service that most CFOs are providing, and I'm like, we can automate that, no problem, you know, and so we are. Our client churn is literally less than 1%. Nobody churns because our price is reasonable and our deliverable is insane. And I'm just a big advocate of giving more and more and charging the same or less. I love that because I think it's bulletproof. But you got it. They're not looking for, they're not looking for the financial statements to be completed. They're looking for what the financial statements tell them. You got it.

So, guys, I'm gonna just like, you know, do the analysis for you on this, kind of walk you through what we did and why we did it. So first off, what is a funnel in big picture? A funnel is we're taking a broad group of people and we're narrowing them all the way down to perfect fit customers who are gonna buy from us, right? That's what a funnel is. Big picture. In your CRM, usually it'll have something called a funnel. And in the CRM software, that's just a sequence of landing pages in order that somebody's going to go through kind of on that path, right? So they click your ad, they come to the first page and then they go, you know, maybe they fill out a form and that takes them to the next page and they book a call and that takes them to the next page and you just keep going through that process, right? So I'm just Going to walk you through these pages here. So really the, the first step is, you know, they're coming from the ad and it's like, hey, for local moving company owners only. How local moving companies are doubling their profit. Full training with Brock Hartzler, Founder of Promover Accounting. Okay, so we've got this video training that we're like dangling in front of them as, hey, you can, you can check this out and see how you can double your profit. And if they just put in their name and email, then it automatically takes them to that training. Okay. Now the, the benefit of doing this is instead of sending them straight to the training, we're actually building up an email list now of moving company owners. And so, you know, for every, for every one lead that actually ends up booking a call on the next page, you might have five or ten who put in their name and email, who you can continue to contact and continue to like, re get in front of them, if that makes sense. So keep it super simple there because all we wanted to do is fill out that form and head to the next page. Okay, now on the next page we've got this stuff here, which I'm going to throw it in mobile view actually, because that's what most people are actually going to see since they're coming off of social media. So we've got the video training right here. So it's the three questions every moving company owner can ask to quote, unquote, know their numbers. Because what we identified is with moving company owners, what Brock shared with us is they all kind of, they all kind of have this idea in their head that they need to know their numbers, but they have no idea what knowing their numbers even means. Right. And so we're going to show you. Okay, if you can answer these three questions, then you quote, unquote, know your numbers. And of course, the call to action at the end of this training is to book a call. Right? I think we've got a thing on here where the button doesn't pop up till after two minutes. So they have to actually like watch part of the training here, which is a little, little hack you can do sometimes. And then the other thing that I think worked really, really well for Brock, when I'm just kind of like reverse engineering why this funnel worked. So we have a ton of proof. It's not always enough to just say, hey, here's what you need to do. And then if you want to do it, you can work with us. Right? That's a decent sales pitch, a really good sales pitch is to be able to say, hey, we've done this for a ton of people just like you before. And here's here, you know, here's videos. Like, I mean at the time we made this like AI video was not good enough to where you could possibly fake this. So it's like here's something that you literally cannot fake. Talking about how great we are at what we do. And so we've got, you know, Chris and we've got Kyler and we've got Brian and Karsten. And so these guys are just like, you know, talking about how great Brock service is and like the transformation that it's created for them. And so again it's just, it's just we're proving to the lead going through this funnel that Promover accounting. Yeah, see there's the button. We're proving to them that Promover accounting is like irrefutably excellent at doing what they promise they're going to do. So if you click through to book a call here, it's going to take you to our application page. And so we just wanted to do a little bit of pre vetting to make sure that they have a, they're not basically that they're not brand new to the, to running their moving company. Right. We want them to at least have some revenue under their belt so that they actually would get value out of a bookkeeping service. So I think on this it's just like contact info and then.

Are you located in the United States? We got your website to make sure you're moving company, company name, same deal and then annual revenue and we just had drop down. So if they're under 500k, they wouldn't be allowed to book a call. The reason for doing this, aside from just making Brock's life easier on the sales calls, is when you're running ads you're always going to be sending success signals back to Meta. Whenever people take certain actions, it's called a conversion event. And so basically we only want to send success signals for the right people. So when we're sending that conversion event, when somebody books a call, we only want to send that if there's somebody we actually want to speak with on a call. Right. And so this prevents us from giving Meta bad data where it would start. Like putting our ads in front of too many of these people who make 0 to 500k who aren't really like worth speaking to and aren't really qualified to be customers of ours. Right. So that's the application step. Pretty straightforward and Then after that, assuming you are qualified to actually work with the team, you would just go to this demo call calendar and, you know, book a time. Typical best practice here for you guys. You can see today's the 19th. The next available slots are the 25th and 26th. Because Brock is a busy guy. But best practice typically is going to be to have a three to four day booking window, right? Especially if you're running ads. These are very cold leads. And so if you give them a full week before they're actually going to get on a call with you, the chances that they actually show up to that, really, really low. In general, I recommend keeping a three to four day booking window, like even for warm, organic leads, because like, if somebody's in that moment where they're like ready to make a change, they're ready to book a call and talk with an accountant who they're possibly going to work with. With like we want to. Ideally, I'd love for them to be able to talk with someone as soon as they make that decision that they want to talk with someone. Right? The minimum lag time for them to change their mind. Obviously that's not realistic for most of us. I can't hop on a call with a random lead at moments notice. I know you guys probably can't either. But the principle stands that we want to get on the call with them like as quickly as humanly possible when they make that decision that they want to speak with you. Right?

So as soon as they book a call. This is the mistake I think a lot of people make is they kind of just like leave it at that. It's like somebody books a call, it's like, okay, great, like we're gonna talk in a week. But you've now got this like, you know, probably three to four day period where they're just not gonna hear from you, right? We've got the call scheduled. We're assuming that they're gonna show up. But this is like valuable time to be able to pre frame our sales call, to be able to give them more information about us. I don't know about you guys, but like, actually, I'll give you the perfect example. I hired a new accountant a couple months ago.

I'm paying them like a few thousand bucks a month for like bookkeeping and for my tax and stuff like that. I did not do a whole lot of research on them before I booked the call. I did a ton of research on them after I booked the call. So before I booked the call, I just wanted to know Generally speaking, like, are they good at what they do? Like, okay, they've got some testimonials, some reviews. They've worked with other agencies like mine. Great, I'll book the call. After I book the call, I'm like, oh shoot, I need to like find out what I'm getting myself into. And so that's where I'm like going through their website and I'm, you know, they, they, they did a really good job with this. Cause they had a ton of video content after I booked that I was able to go through and get answers to a lot of questions that were like top of mind for me. And so after somebody books, if you guys, like how many of you guys are using like Calendly or like some kind of booking software like that. So in Calendly the default when somebody books with you, is it like after they successfully book, it's like there's some kind of like success message. It's like your appointment is received or like something like that. Right. So what you can do instead is you can have a confirmation page like this where. So in Brock's case we've got this little video here basically just telling them to like confirm the appointment. Right? That's all. We just want to make sure it's on their calendar. We also have them tell us about their current accounting system. And we're just saying like this will help us give you accurate pricing. So it's like, okay, that's a pretty good reason I guess to like answer these couple of questions here. Step three is they can actually see what our financial reports look like. And so this is like a 10 minute video that it looks like you guys updated this not too long ago too. So that's great. So this is like a 10 minute video going through the actual reports that Brock's team would generate for a bookkeeping client on a regular basis. So they're literally seeing like, oh, this is the awesome reporting and, and metrics that I'm going to receive if I decide to sign up with Brock. And I think this is a really, for some of our tax clients, we'll have them do like a, you know, some of you maybe do like a report. Like if you run, if you build a tax strategy for someone, you might do like a report or like a sheet going through like here's what we're doing and like how much that's going to save you, like that kind of thing.

Same idea, right? We're showing them what the end result is going to look like to get them excited, get them to like, this peak, like, excitement state. Right. And then we've got those testimonials again because chances are they didn't watch these things all in like, full depth when they, like before they booked. But they might, they might choose to do so now or they might take one of these and go, okay, I'm noticing something about, like, what this guy's talking about is applicable to, like, what I'm worried about with a bookkeeper, so I'll see what he had to say. Right. And so you go through that again. So it's just kind of like letting them do that initial bit of research on Brock and on his team and what they provide. Now, the other thing is we've got a ton of email content that's going out to them where we send them this, like, deliverables page, which isn't loading for some reason. But this is that video walkthrough of what the bookkeeping reports actually look like. So we've got that, that, that same video walkthrough again. Like, give them multiple chances to be able to watch that video and see what's up. Right. Same with these testimonials here. If anything, we're just reinforcing how much people love Brock's company at the very least. And then we've got individual pages for, like, each of these case studies where we're sending those via email as well. And then I think this is just for the, for the people who apply and aren't a good fit. So we've got like a, you know, thanks for your interest. We're not a good fit to work together right now kind of thing. Oh, yeah. So if they're, if they're outside the U.S. then they get routed to this page, basically. So that's more or less what the funnel looks like. Again, the important things to highlight here, guys, because, like, there's a ton of different ways you could, we could have put this together that all probably would have worked. But the important things are we took what's top of mind for a moving company owner who doesn't have a good bookkeeper, and we talked about that in Brock's content. So we didn't go super deep on here's all the metrics that you're going to get except for in that one singular video. But we're not distracting them with that. We're not using a bunch of accounting jargon. We're just saying, hey, you know that you need to know your numbers, but you don't even know what the hell that means. Right. So let's just break it down for you. Three simple, easy questions you need to be able to answer. And by the way, if you don't know the answers to these questions, you should come work with us because we'll be able to help you with that.

That.

Right. So number one, that's, that's our message. It's super simple. It's in the language of that moving company owner that Brock works with. Right. Number two, we've got kind of some of those like, best practices with just the sales calendar making it easy for somebody to book relatively soon. Right. And then number three, after they book, there's a ton of opportunity for them to research us, to be able to dive deep, to be able to understand like exactly what we do, who we work with, who we work, who we get best results for. That's that sort of thing. So high level, that's the funnel. Brock, anything that you feel like is important that I like didn't cover or anything that stood out to you?

No. One of the biggest things that we, that we implemented is that recording of our deliverable because. And the big reason we wanted to put that in there is because my sales calls are always an hour long. And primarily because, you know, we're selling a service that's really intimate. We're getting to know their numbers, we're getting in their bank accounts. Like we're, you know, they're trusting us with a lot of stuff. And so we have to build that trust and that's fine. But I don't want to have to sell what we're going to do. I would rather them already know what we're going to do and allow them to ask any questions. So once we do that now we don't have to go through all of that and it cuts the sales call in half. So it allows our sales calls to be. Not take so much out of me. But. And that is the next position to fulfill is sales. But yeah, that helped a lot.

Love it. Guys, was that helpful for you? What questions do you guys have on that funnel? I've got one. What's up, Beth? So kind of a strange question, but.

This is what you build. You built that out for him.

Yeah. So a lot of, a lot of our clients like, and this is not a sales pitch for Social Club Studios, by the way, but a lot of our clients come to us and they don't even have like a CRM for their sales and marketing. Right. They don't have a lot of the back end software that you need to actually run this Stuff. So kind of set that up for them. Build the landing pages, the email sequences, and then, you know, that's where we would go to launch the actual ad campaigns, to start sending traffic. But, you know, you guys know the accounting industry or you at least know where you're at as accountants. And it's like, I don't usually expect that people are going to come to us with a fully built out funnel. And it's just like, hey, Peter, whip up some ad campaigns for me. It's usually not the case. It'd be kind of a red flag if it is, because they probably didn't do a great job of setting that whole process up too.

So that, and I saw that exact, I want to say that exact funnel through an ad Peter had. And I was like, yes, whatever that is, that's what I want. And that's, that's why I called him, because it, I mean, it makes sense. Like when you look at it, it's like, yeah, okay, yeah, that's exactly what I do want to do. But then when you actually go to build it, it's like, good. And I have no idea what I'm doing.

So to, to your point, here, let me show you guys my funnel that I'm running ads to, like right now. Okay, so this is, this is the landing page that we're sending traffic to. We've got our video sales letters, very specific call out, very specific result that we're marketing to. We've got our application form, we've got our case studies and testimonials with this handsome guy.

Look at that guy.

And then if you go through and you, you fill out the application, like, it'll let you book a call. After you book a call, there's a confirmation page, right? And then we actually separated out our confirmation page and our homework page. I call it a homework page because it's like, it's the material I want them to go through before they actually, I'm going to show you this one.

So like, after they book a call, it takes them to this page, which is like, I, I just went super straightforward and just called it out to them. I'm like, hey, we want to help you do your research on us on this page. And so then we've got our case studies and testimonials. Again, this video goes real in depth on our offer and exactly what we do for clients. And then like that way they know they get a bunch of emails and texts and stuff like that from us in the meantime too. But yeah, it's the Same basic process. It's just the, you know, that last 10 or 20% that you have to put on it changes based on who's the ideal client that's going to potentially go through this, what's their decision making process going to look like and how do we kind of cater to like the way they're likely to make decisions. Does that make sense? Jp, what you got, man? My question was on the actual clients, so I'm not. We. Are we running the ads for them to come to the funnel? Because I'm not, I mean, I'm not expecting a mover to be on LinkedIn all day. Right, so, so where did you find the platform to get the customers to the funnel you created? Yeah, we just ran Meta ads. Meta's fun because I forget the actual number, but their monthly active users is like in the billions, meaning basically everybody in the developed world is on either Facebook or Instagram. And so it becomes like this needle in a haystack thing where it's like, it's very broad, right? It's like there's a little bit of everybody on there. But you know, I run, I spend, you know, I'll be spending almost ten grand this month on Meta ads for my companies to get accounting firm owners into one or more of our different products. Right. Brock? I think we were spending maybe three or four, maybe 5,000amonth, something like somewhere in that range.

I think we started at like five or six maybe and then dropped it down to three afterwards to get moving company owners.

And we've got clients in the real estate space. And in, we had, we had one guy who does like high ticket CFO. Like he charges like 8 to 10 grand a month for CFO and like he was getting clients on Meta. So it's like everybody's there. You just got to figure out what do we need to actually say in our marketing material to make sure we're attracting the right people. Because that's how you actually start to sift through that haystack and find the, the needle in the haystack, so to speak.

You know, thinking of that, one of the. As, as accountants, most of the time we have recurring revenue, whether it's bookkeeping or tax or whatever. Just the, the duration of that revenue is different and the amount is different. But when you're start, when you start to look at your, your roas on your ad spend, you, you have to think of what your LTV is and realize that our LTV is huge because I have a client that's been with us for since inception. And you know, six to $8,000 a year. For six years, you know, you're talking 30 to $45,000. That's a chunk. And so how much would I pay to get that guy? I can pay a lot more. I can pay a lot more than a moving company can pay to acquire a client. So. So that's another side thing to be thinking about.

Yeah, let's do the math on this. Actually. I'm going to break the golden rule and I'm going to do math live on a call here.

So you charge what, 500amonth?

549.

Yeah, 549amonth. Okay, so times 12 months. And you said your churn is less than 1%. Is that per month or per year?

Per year. I mean it doesn't matter.

Well, because 1% a year would be 1 out of 99. 12% a year. 1% a month would be 12 out of 99.

Then yes, it's per year.

Per year. Okay. Yeah. My goodness, you can't even do the math on that. People are going to stay with you for a hundred years.

Yeah, yeah. Well, and to be honest, like for again, that's why we have an insane deliverable for the price, in my opinion. And I think that's why people stay with us. But that being said as well, most of the people that drop us are dropping because they're closing their company or they, their cash flow's gone or whatever. So it's not. I did everything I could to possibly eliminate people from churning because of an issue that we have which really reduced our churn.

Yeah. That's incredible. Okay, Stas. Am I saying your name right? Stas?

Yeah, it's right. Yeah. Thank you very much for sharing it. It's really valuable. And I just wonder one question. What's the cock on this campaign particular or in general? And I think the next question was there kind of like a warm up period when you spend, I don't know, first month you say like it was 7,000 or something and like it's get no results because something is off. I know it's kind of like always a testing with the ads and the messaging or it's kind of like works straight away.

Can I chime on this real quick? And I know you have all the expertise on this. So then I'm going to tee it up for you. We always we had to spend more at the beginning because the algorithm has to find who it's looking for. Right. And, and the second thing I'm going to say is so many people prematurely stop Meta ads because they're thinking they put a hundred dollars in and they get 200 out, and it's just not the case at the beginning. Maybe down the road, yes, but. But you got to put some money into the machine for it to find what you're looking for. And that's. That was one of the biggest lessons I had to learn with Meta ads was you're gonna burn five to ten grand at the beginning while it's learning, you know, and you do the same thing with a new employee. You're burning money while you're training them, and then once they learn now, they're making you money. So that.

I mean, that's exactly what I would have said. I don't. Staz. I don't have the exact numbers for you offhand on what CAC was. I know across most of our clients, like, kind of once they get. Once they get rolling and, like, things are performing well. CAC can be anywhere. We usually see it somewhere in the range of a thousand to three thousand bucks. And it kind of depends on who you're trying to target, what your sales metrics look like, stuff like that. But as long as you're priced appropriately, I'll tell you, my CAC is like. I mean, some months I'll have a cost to acquire a customer of, like, $5,000, but it's worth it for me because I charge enough that.

I'm profitable on that within my first 30 or 45 days, right? So that's really the gate. It's less about, like, hey, how do we. Actually, I'll liken it to, like, making up, like, your personal finances.

If you're trying to budget yourself down to zero, like, the very least you can possibly ever spend is zero dollars a month, right? So if you make ten grand a month and you budget yourself all the way down to zero, cost you no money to live, then you're saving ten grand a month, Right? But what if you spend that entire ten grand a month and you focus on how do I make 30 grand a month? Right. Well, now you're spending, like, infinitely more than you would if you budgeted all the way down to zero, but you're stacking away double the amount every month, like, net. Does that make sense?

Yeah. Thank you.

You got it, man. All right. Well, hey, guys, I wanted to. I want to tell you about a workshop we're running on Black Friday that I'm pretty excited about. We kind of figured. I don't know about you guys, but I don't really shop. Shop on Black Friday anymore. I don't go anywhere to shop at least. And so. So I know a couple of you guys are already. Already said you're coming, but yeah, like I say, like, I don't really go out and shop anymore on Black Friday. I'm kind of like, bored at home all day. And, you know, maybe worst case, I've got family members in town who I want to try to avoid. So if that's the case for any of you guys or if you want to want to hop on this workshop with us, we're doing a scale. Your county firm in 2026. Workshop on the 28th and 29th. So it'll be. That'll be. That's the Friday and Saturday. And basically I'm partnering up with Ryan, who many of you may know he's a client of mine, and Brian Mayoral, who you guys may not have met Brian yet, but he's. He's in our group. He. He's a good friend of mine and he actually runs Ryan's entire sales team as well as sales teams for about. About a dozen other firms around the country. So they, they do really good work in the. In the sales space. And so we're going to be partnering up for this workshop on the 28th and 29th to just kind of walk you through, like, those three core functions and what do we need to do in each of those functions? You know, with marketing, what do we need to do over the next 12 months to hit our revenue goals? Sales. What do we need to do over the next 12 months to be able to charge more or be able to close more deals on our calls? Right. Fulfillment. How do we make our systems in fulfillment more efficient? Who are the team members we need to hire? What's our org chart need to look like? All that beautiful stuff that I know nothing about? Right. So, yeah, if you guys are. If you're interested, if you don't have. Don't have too much going on, it's just socialclubstudios.com workshop. We're gonna go long. It's gonna be like three hours. And we've got a VIP session after that if you wanna get like a, like, basically like a hot seat kind of thing with me or Ryan or Brian to really, like, focus in on one aspect of your firm or another. So would love to see you guys there. I know. I think Kaylin's coming. And we got. We got, I don't know, maybe 80 or 100 other other firm owners who have signed up at this point. So if that's. If that's something you guys are interested in.

Would love to see you there. Yeah. Well, with that, guys, I'm gonna let you go and enjoy the rest of your beautiful Wednesday afternoon. Brock, dude, thank you so much for hopping on here here. Guys, can we just give Brock a round of applause and say, hey, thank you for coming. Thank you for kind of opening up the kimono and showing us what you got going on over at Promover County.

I love talking about it. Thank you so much. Appreciate you, Peter.

Thanks, guys. Glad to see you all here.