Mastering Service Pricing: Insights From Eric Green

We have a very special guest because all of the guests are special. We’re doing a Q&A on pricing, representation work, engagement letters, and how you should do all that fun stuff but before we dive into this episode, our special guest founded Tax Rep Network, which is an online membership group that trains and supports tax professionals building their IRS representation packages. He is also the creator of the Tax Rep App to assist professionals in automating their marketing efforts.

I know so many smart, hardworking tax bookkeeping and accounting firm owners think that the best way to grow their firm is to get a bunch of new clients and retain the current ones at low fees, do free work, answer those quick questions, and simply work more hours but it’s not true. We both know that ends up in burnout, growing resentment for your clients and for the work that you’re doing.

The firm owners we work with here at the show charge premium fees ethically, doubling and tripling their fees with a much far simpler method that we’ve created, which allows firm owners to have more confidence, get paid first and up front, and end up increasing their revenue while working less and having more money in the retirement and more vacations. If you’re ready to make a change and start creating the firm of your dreams that you’ve always wanted, go to TheAbundantCall.com to book a call with me and my team. Let’s welcome our very special guest, Eric Green, to the show.

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Introducing Eric Green

Eric, welcome back to the show.

Thank you.

It’s awesome to have you here. For all the audience and everyone who’s listening to Eric’s podcast, in case they don’t know who you are, why don’t you share with us 30 seconds of who you are, something unique and interesting about you that we would never have known?

I’m Eric Green. I am a tax attorney by trade. The focus of my practice is civil and criminal taxpayer representation. A partner and I have built a $5 million 25-person law firm but I also run a multimillion-dollar training coaching program called Tax Rep Network, where we help accountants and attorneys build their representation practices and create a new revenue stream for themselves. The fact that nobody would know about me, I played college football.

What position? That’s cool. I didn’t know that.

Nose tackle.

Did you play throughout college or did you get injured?

My very mediocre career came to an end because of a hip injury. I had done it in high school and then did it again in college. That was the end of that.

That’s cool. I had no idea you played college football. It’s very unique. For everyone reading, I’m sure they found that very unique too. To give some backstory on this episode, Eric and I did a webinar together and there were a bunch of questions. We’re going to talk about some of the questions from that webinar that we did and we’re going to go from there. It’s all going to be related to different topics but it’s all about making money, making sure you get paid first, increasing your fees, and getting paid a lot for representation work, which is Eric’s specialty.

Why don’t we dive into one of the first questions? There are a lot of firms out there that are doing hourly billing. How can they change it to yearly and get paid upfront? What have you seen in your experience working with your members at Tax Rep Network to go away from this hourly thing, charging yearly, getting paid upfront, and doing that for representation work?

Whether you call it relationship or pricing, the point is if you’re going to be doing hourly piecemeal billing, you’re not helping anyone. You’re not helping yourself because it is very frustrating. It tends to become very cheap. I’d put it this way. When I started doing estate planning, I thought I would be transparent and clients would appreciate that. I would send people an engagement letter for an estate plan, wills, trusts, living will, and durable power. I would price each of them.

What started happening was that clients would say, “I don’t need the wills. I want the trust.” You can’t do that. It ended up creating more of a headache and clients would start negotiating on the prices. We’ll then get into the representation stuff but if you do preparation, here’s what should be happening. You should be meeting with your clients. Even if you don’t do the books, review the books with them, I would suggest in June and end of November, early December 1. The benefit that you bring as an enrolled agent, CPA, or attorney is not just knocking out a return. It’s the planning. It’s strategy. It is advising. When we talk about advisory, it’s not just jacking up your hourly rate. It’s probably a good idea but it’s not advisory.

It’s meeting monthly or quarterly. It’s doing the preventative work versus the reactive.

The folks that I work with who have been successful at this have gone to their S corp clients saying, “I can save you money. You wouldn’t have to worry about this.” Plus, you need to be on top of your numbers. The bookkeeping is worthless if you don’t know where your numbers are. If you’re getting your bookkeeping at the end of the year, that’s a postmortem. It’s too late. No one can give you advice at that point. It’s explained to the clients that you need to have a relationship. “We’re going to be meeting monthly, quarterly, or whatever it is. We’re going to make sure your reasonable comp report is run.”

You need to be on top of your numbers. After all, good bookkeeping is worthless if you don't understand what the figures mean.

The Importance of Relationship Pricing

The S corp return will be done on your individual but we’ll look at if there are financial moves that you can do to save taxes. Look at retirement planning. Are there assets to acquire this year versus next year? Whatever other certain breaks that the government has out and credits they have out? It’s that kind of consulting. You’re not just doing a return for these people. You’ve created a relationship where you are truly their tax advisor. From beginning to end, the returns are merely like a report card at the end of it. The real work goes on during the year. One of my members is getting between $15,000 to $25,000 per client.

Let’s make up a name for her or him.

Let’s call her Donna. Donna has gone from 500 clients to 43 clients, has doubled her income, and is doing what she wants to do, which is planning and strategy. That’s the fun stuff. No one enjoys banging out 510 to 40 in an 8-week period. It’s not fun even if you enjoy doing returns. There’s an art form to it. You’re not helping the clients. The problem is because of the national change. No offense to H&R Block, Jackson Hewitt, and the rest but they’ve commoditized the business.

People walking around in the US don’t view it as a trusted advisor. You’re someone to go to once a year to get the return done. Let them go to H&R Block. We implement this so the way to do this is, first of all, go through your client list. You find your best clients and meet with them. The truth is you’re going to start to jettison the rest of the people. This is the way it needs to work. This is where you provide value. Otherwise, it doesn’t work. Donna was very nervous about this, as you can imagine. This is a little bit scary to do because you’re talking about potentially ripping apart your business.

Going from 500 to 43 clients is a challenge for people who are making a drastic change. For the people who are starting, how do they do this relationship pricing model versus the hourly model?

For her, it was like, “I’m going to start approaching my clients. What if everyone says no? Now what?” She started with her top twelve. I will tell, you when all twelve signed onto this, all of a sudden, she said, “With just twelve, I know I can make ends meet.” It gives you a boost. You are much more confident about this and the rest became easy. She’s going through the rest, lining up others that were good that she thinks this would work for, and then sending a very nice letter saying, “I’m simply too busy to work on your account.”

The clients are the Cs, Ds, and Fs if you rank them A to F. You know who the Ds and Fs are, the ones who suck your will to live. It doesn’t have to be mean. Send a letter. “I’m simply stretched too thin. I can no longer manage your account. I highly recommend you go and find a new preparer. You should have copies of all your records. If not, they’re in the secure portal. Thank you. Happy holidays.” In other words, don’t let the door hit you in the rear end on the way out. You jettison those people.

They’re on the See You Later program.

When you have relationship pricing, the billing becomes easy, whether you’re doing an annual upfront, quarterly, or monthly. You work that out with the clients but it’s not tied to getting the return done and getting them a bill. It simply comes in automatically.

With relationship pricing, billing becomes easier, regardless of whether you choose monthly, quarterly, or annual upfront payments.

We have another question that came in that could tie nicely into this. Someone’s building this advisory practice with advising and doing the planning, strategy, resolution, and all these other things. Instead of going from hourly or increasing their monthly fee, one of the questions was, “Are you saying it’s going to be for 2 hours of work, 5 hours of work, or 10 hours of work per week or month?”

I would say that it doesn’t matter how long it takes you. If it takes you 1 hour or 10 hours, you need to price accordingly based on the relationship pricing but also have a good buffer to make sure that you’re compensated no matter what happens, even if it takes you 20 hours. What’s your take on that? What did Donna do when she did the top twelve clients?

What she did was break down for the client like it’s an S corp. They did their books. They had an outside bookkeeper come in but they took care of that. She figured, “I’m going to need two hours to review the books on a quarterly basis. I’m then going to have a meeting and need to provide advice.” She looked at the number of hours and figured out what she wanted per hour but then she built in RC reports, running that Reasonable Comp report. The software costs $1,500 a year for the enterprise version.

Her twenty-something S corps pay $1,000 a piece. That software is an annuity for her but it’s built in. In other words, she doesn’t have to go selling them on a report each year. It is simply part of the deal. We’re going to run that and set up your wages so that we know it’s bulletproof with the IRS. How much is the return? The return becomes a lot easier when you’ve done this all year long. The numbers get dropped into the return. You’re not sorting through the box of crap that they bring in with the books that don’t make sense or don’t tie.

In other words, the return becomes much simpler. She doubled when she factored all this in. Effectively, if she was doing the corporate return for $2,000, it became $4,500. $4,500 and $1,000 for the report is $5,500. If she wanted $350 an hour, she was going to be spending six hours. There’s $2,000 so 8. That’s a $15,000 relationship pricing client. With the hourly and all that, what happens is if you find you’re spending more and more, then you sit down with the client and say, “I’m happy to get into more of the CFO-type role that I seem to be drifting into but we’re going to have some more hours here. We need to increase.”

You’re not letting them know how many hours that should be in an engagement letter because it’s about the results you’re providing. We will meet X amount of hours or meetings per quarter or year. We will provide these deliverables if you become more efficient in your practice because you start to advise, more clients, the better you get at representation work. You’re in the Tax Rep Network and becoming more efficient. You have a direct line to the IRS. This is all to your benefit. It increases your profitability It’s not about the time you take.

Avoiding Hourly Billing

You don’t want to get into the number of hours because all of a sudden, the hours become negotiable with the client or they want to track the hours. It’s not about that. This is like, “It’s going to take me the number of hours that it’s going to take me.” How do you pick the number? You have to try to get a sense of the time you think it’s going to take. It doesn’t have to be precise but you don’t want to think you’re going to spend 5 hours a quarter and spend 15.

The thing that this does is it’s much more income per client. You get to do what you want to do. Guess what? There is no “busy season.” Donna is home every day by 5:00 PM with the family. It’s in a way getting into all of these little tiny returns. We’re going to get into the representation stuff. I have to tell you, one of the most interesting things I understand why I will get when people start doing IRS rep is they’ll say, “I want to take on the small cases and not the big cases.”

It looks like a big number. There’s a lot on the line but it’s the worst thing you can do. The “small cases” are always the worst. The reason is you’re generally dealing with somebody who’s unsophisticated. They may not have an accountant. They’re going to need much more handholding. Every nickel and dime matters to them so your fees are going to become an issue.

One of my oldest Tax Rep members called me years ago. He said that he got this case. It was a $500,000 payroll case for this company. The company did run into a rough patch when the economy slowed down. He said, “It’s a big number. I should refer it to you.” I said, “No. You’ve done payroll cases. You do the case. Forget about the number. The zeros don’t matter.” The process is the same. This is a successful company. It’s an installment agreement and they can pay.

I said, “What were you charging your other clients?” He said, “$2,500.” I said, “This is $7,500. Put it in your letter and send it.” He called me. They paid him the $7,500. Sure enough, he did the financials. It was easy full pay. He told me that was the easiest case he ever did. Why? He had a client that could afford him and a client that had a controller. He got everything he asked for timely. He didn’t have to handhold the client, fight with the client, try to sort out the clients, and all kinds of issues.

Many of my biggest dollar cases are the simplest because I have a sophisticated client. They’ve been successful. It’s merely me leading them through the process. It’s the same in advisory and everything. If you try to be an advisor to a small startup or floundering company, it is going to be nothing but frustration. You’re going to have trouble getting paid versus if you could get a piece of an advisory and a larger company, your invoices get paid. You’re dealing with a client who understands what you’re talking about and can go back and forth with you. You can help. That’s the problem, especially when we’re all starting. I don’t know about you but when I was starting, I would take anything. I needed the money.

I tried hard not to. I turned down a lot but I did stash savings accounts. I said, “I can write off credit cards for a while but I don’t want to take on anything in any client.” I want to do this right and work with the best firms and clients and not be strict and serious.

I was doing 500 estate plans and I needed the money. If the check showed up on Friday, on Saturday morning, I would go to the PO Box and the check was there. I had to do the work that weekend so I could bill it and collect it on Monday. It is very freeing when you don’t have that. That’s relationship pricing or advisory. Instead of focusing on the return, it’s about the planning and the strategy all year. The return is merely the after-product of all the work that you’ve done during the year. You’re charging accordingly and getting paid that way.

One of the other questions we got, and maybe we can tie this in, is let’s say someone’s got a mostly compliance business. They’re doing a bunch of returns. They want to start doing representation work, advisory work, planning, one of the three, or all of the above. How would you recommend they grow the representation side of their firm? Would it be a separate division? Would they create a separate entity? Would you recommend they do it all at once?

Maybe they’re not a Tax Rep member yet. They want to join and learn from you the best. They want to grow this separate part of their practice and maybe eventually sell off the compliance work. Maybe they want to go like Donna, 500 clients down to 43. Like you, they need all the money to make ends meet until that teeter-totter shifts. How would you recommend they add a representation side to their practice? Is it together with their current business or a separate division or business? What do you think?

I would do it with the business for a couple of reasons. As an attorney, don’t make things more complicated than they need to be. Why set up separate entities and bank accounts? You’re paying two annual fees. It’s not a big deal but I wouldn’t go there until you’ve got both going and you’re starting to line up for the sale of let’s say the compliance practice. First of all, use the entity that you have.

The other thing though is when you’re growing your representation practice, and we’ll get into how to do that, you’re probably already somewhat known and have clients in this existing practice. It’s easier to leverage that than to go set up something new that no one’s ever heard of. To give you some very quick stats, there are at least 25 million taxpayers in trouble with the government. More than 10 million are non-filers and more than 15 million are with back balances due to the government.

The government faces a challenge with at least 25 million taxpayers in trouble. This includes over 10 million non-filers and more than 15 million with outstanding back balances. The potential client base is vast – they're everywhere.

Lots of customers and client possibilities.

They’re everywhere. The biggest thing is you merely have to get the word out. There are some ways to do that. First and foremost, if you have an existing tax practice or bookkeeping business, your network knows that you do this. Don’t laugh. My buddy who was my first Tax Rep member is Anthony Delosha. It’s his real name. He’s been on the podcast. After I created the original training program, I had to test it. You have to make sure you see how people react to it.

I have a few friends who are lawyers, enrolled agents, and CPAs. Anthony was a CPA. They sit in a room for eight hours and go through this training course. He went home that weekend and wrote a one-page letter to his clients, “What to do if you can’t pay the taxes. It’s very generic. You could do a payment plan. It might be uncollectible. Offer in compromise. Contact us if you or someone you know has an issue.”

We have that letter in the Tax Rep members area. That letter generated $145,000 of business. Why? He sent it to his existing 400-something clients and started getting phone calls that went like this, “I didn’t know you do this. My brother hasn’t filed in three years. My son is behind in his sales tax.” No one can send you work if they don’t know that you do this.

Communicating Services To Clients

That’s a key thing right there. We don’t communicate enough to the client and send this letter out. Like this question that we got, if you want to grow into representation, send a letter to your clients and let them know about this new service.

That’s a low-hanging fruit. The simple thing is to get a letter out to your clients and make sure your website makes it clear that you handle those matters. People will get your name. You don’t get business from your website but when people give someone your name, they will go check out your website. It’s important to have a neat, clean, and simple website that is direct. If people have to spend more than 30 seconds figuring out what you do, that website doesn’t work.

It should be very straightforward and simple but make sure your website is updated. Once you get past that, what I did was find groups that I could speak to. Some of my members do talks at the church in the Spanish community. Latino community is a big deal. They give away good advice. If you can’t pay, the first thing is to get the returns filed and get into compliance. “If you have a problem, let me know.” People start to know that you do this.

Other folks, bankruptcy lawyers, and divorce lawyers’ clients always have tax problems and they don’t do that. They’ll do the bankruptcy or divorce. They’re going to send them off somewhere else to deal with the tax issue. No one can refer you work if they don’t know you do it. Let them know that you do it. Michelle, I’m sure you, in your coaching program, have run into this. Folks will start doing this and a month in, they’ll be like, “I didn’t get anything.” Keep doing it.

We try every single day on our email list. I always say if you’re on my email list and you don’t want to get any more emails from me, there’s an unsubscribe button. You can get off my email list at any time. If you can communicate to your clients and let them know about the service that you’re offering, be it representation, maybe you’re going to start with tax advisory, or maybe you’re going to do planning, communicate it. Send out a letter or email every single month, twice a month.

If they don’t want your help or they don’t need your help, then they’ll let you know by unsubscribing from your email but send letters via email, snail mail, text message, or whatever forms of communication you have with your client. The biggest thing from my personal experience too is there’s no communication. I don’t hear from my CPA. I hear a one-on-one but I never get a letter from the firm about what they’re doing and the changes they’re making.

That’s one of the big things that I teach in my course as well. Communicate that, especially as it relates to your pricing, the changes you’ve made, and all the things. The more you over-communicate, the more your client feels appreciated and heard.

Last is you don’t have to teach people how to do this but make sure you will get folks by putting out good content. We’re in a TikTok world. It doesn’t have to be long, just 30 or 60 seconds with 200 words, which is 1 paragraph or 2. The IRS started an automated enforcement. They look for these notices. “If anyone has a problem, let me know.” We’re not talking about writing a treatise here. If you’re putting out good content, people notice.

If you're putting out good content, people will notice.

Put it out in different words. If you need help writing it, take your first letter and then go to one of the AI robots and say, “Please, take this letter and make a variation of it.” You’ll get another variation. Use the tools that are at your disposal. That’s a key ingredient. The last thing I want to touch on that we got another question on is about engagement letters and stages throughout the process.

They were asking, “What are the different engagement stages for representation work?” Do you have one engagement letter and then do you do another one and so on? In your members area, you provide a lot of examples of engagement letters so maybe you can speak on that for those who are interested in getting the actual tools so they can make this process a lot easier for themselves.

We surveyed our Tax Rep members in 2019. The average non-filer case was around $17,000. That sounds like a lot but here’s what happened. It’s a non-filer. We’re talking about several years of cleaning up the books and getting the tax returns done. When we added it all up, it came to around $17,000. The question we’re being asked is, “Would I quote $17,000 when the client walked in the door?” No. If you say $17,000, do you know what you’re going to see? It’s the back of them heading out the door. What would you do is say, “We can resolve this. The first step, though, is we have to get the returns filed. We have to get you into compliance.”

My first letter is going to be, “Maybe I’m going to take a $5,000 retainer to get the 3 or 4 years of books cleaned up and get the returns done.” At that point, I’ve been paid for that work and it’s ready for stage two. We have to start working on the resolution. The returns go in. We’re going to have maybe a state problem and an IRS problem. I would say, “Now that we have your numbers, I can walk you through what your options are in terms of resolution. Here’s the next engagement letter.” If at any point the client balks, we’re done. We’re out.

That’s an important element as well. If it’s about the price, they might not be a great fit for you and your firm. It’s about the way you present and communicate the engagement, having these different stages, and starting with step 1 before moving to step 2 or 3. If they balk, then they’re better off with their current situation, which I hope in the enrollment process or if you need help, you let me know. You’ve shown them the value in the work that you’re doing, be it representation, advisory, or planning. All of them should have a very high-value proposition. It’s not a transactional thing.

For representation, the point is you’re breaking it up into a few mini-engagements. The question was, “Do I explain all this to them upfront?” I do but for the non-filer who came in, I would say, “Here’s how the process works. We need to get you into compliance, which I’ll explain in a moment. Once we have you in compliance, the returns are filed. You’re making your current payments. We are eligible for what’s called a collection alternative and installment agreement offering a compromise on the collectible, which of those we can do is going to be driven by the numbers. It’s called Reasonable Collection Potential or RCP.”

“It can get a little overwhelming. Let’s get your books together and get the returns prepared. Number one, I can’t do anything without it. Number two, We have to do that but we’ll have your numbers. You and I can sit down and I can walk you through what your options are and why. This way, when you go home, if we’re making an offer in compromise, you know why you’re an offer candidate and how much that offer would need to be based on that RCP formula. It’s less stressful if you understand not just the process but what the game plan is. It’s a little premature. I could probably maybe guess but the first step is to get that done.”

“Let’s deal with that. I don’t need to start getting money for the other stuff. Let’s get the books and the returns done. Once we have that, you and I can start strategizing. It’s going to take several months for the IRS to get those returns processed anyway. We will have you lined up to resolve.” That’s what the client wants to hear. They feel good. You sound more than fair. You’re only taking what you need. “We’re going to end up collecting between $15,000 and $20,000 from this person but we don’t need to deal with that now. Let’s deal with what we have in front of us.” I do explain the big picture.

Different Engagement Letters For Different Stages

You have them sign the first engagement. The other items are taken once all the books and tax returns are done. If you get to the offer in compromise and you get to that, that’s a separate engagement. What’s the third engagement going to be if you get to that point?

Where we live is the state. We have states that have an income tax. We get them into compliance. You have the federal, the IRS. I’m going to give them a quote for that. Depending on what we’re doing, I charge more for an offer than I do for an installment agreement. If we have a state income tax issue, depending on your state, then I tell them, “We can piggyback off a lot of the work we’re doing with the IRS. We already have the numbers so the state will probably be less but the state is a separate engagement.”

My first letter says, “We’re going to help you get into compliance with your bookkeeping and returns. Once that is done, any other service we provide will be a new engagement.” The key thing to an engagement letter is, A) Make sure you keep what you’re doing narrow. This is what we’re doing. B) I never say we will resolve. I may not be able to resolve it because I have clients who don’t tell me about things. They fall out of compliance. They go dark on me. They vanish. They stop responding.

I never put in the letter. I will resolve it. “We will work with you to try and resolve your issue with the IRS with the Connecticut Department of Revenue or whomever.” I’m very clear that we don’t guarantee results. We are going to help you get into compliance” It’s the same in criminal cases. If someone comes to me and they’re under investigation, we give them a letter. We’ll take a $15,000 retainer for the administrative investigation. I’m not taking $15,000 if we’re going to have to go deal with probation, go to trial, post-trial sentencing, and all the memos that need to be written. It’s about $250,000.

The key thing though here is to take it step by step, have different engagement letters, and make sure the engagement letters are tight with exactly the deliverables of what you’re going to do. Never promise that you can complete 100% because you don’t know how it’s going to pan out but you’re going to do your best. You also have examples of all of these and can help people with that. Eric, it’d be great to share with them how someone can get all this information, especially for those who might be interested in growing their practice in a different way for next year and changing the way they’re doing things so they can be like Donna and go from 500 clients to 43.

In terms of relationship pricing, it is a great time a year before tax season to sit, go through, look at your clients, and identify who the best clients are who you think relationship pricing would work for. You’ll identify the ones that you know right out of the gate that it will not work for. The way that you do this without gambling is first to start lining up the better clients.

Getting Certified And Boosting Your Income

As Donna found, those folks start to fall in. All of a sudden, you start to need the rest of them less and less, and that is very freeing. On the representation side, if you want to get started, what we have found works best, and we have been running this deal here at the end of the year, is to get certified. We offer the Certified Tax Representation Consultant. It’s twenty hours of in-depth on-demand training. You take it on your schedule.

You roll up your sleeves and go through that. We get you certified. That CTRC designation, every single person that has it has given us testimonials. It has boosted their income. When people go looking for help, you’re certified and you’ve got a designation, you clearly have some expertise in this. What it does is it also gives them a real boost of going through this. They’ve got the designation and the twenty hours down. We’ve been throwing in three months of membership so that they can start looking at our forms, letters, marketing, and all of that.

It’s great to get certified but the next question is, “How do I get clients?” Kevin, my sales guy, was like, “Let’s give them three months. Let them go, jump into tax rep, and take advantage of it.” I said, “That makes sense.” It’s been a huge hit. It’s probably been why we’ve had such great growth. The CTRC was an afterthought if you’ve been doing this a while and you want to get your designation. I never realized how much it was helping folks until Kevin and Beth sent out something saying, “Can you give us feedback on the CTRC?” People were like, “When I put out a letter that I had my designation, I got more referrals. I raised prices. No one batted an eye.” Even if you’re just doing compliance, people say, “I don’t have a problem but if I do, I know you can handle it.”

You can handle anything. Where do they go to get the certification? I want to say thanks for taking the time so we could answer these questions for everyone. It’s been an honor as always to have you here. Eric will be back on the show. I’m sure we’ll do another one for Tax Rep soon.

If you go get your CTRC, go to the Tax Rep website, TaxRepLLC.com. There’s a button at the top. One of the dropdowns is Get Certified. Right there, you can sign up to get your CTRC. You’ll get access to the course and get the next three months of membership, which is around $1,200 normally for free. We waive that and let them dive in. If they stay beyond, and most do, they end up paying 2023’s fee, not 2024. We have raised prices in 2024 as we kept growing.

You’re grandfathering it in for them. Eric, thank you so much for taking out the time to do this. It’s great. Everyone can be a Donna in their business and have a different kind of firm. I want to say thank you again for taking the time. It’s always an honor. We’ll see you in the next episode.

Thank you for having me.

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Thank you all so much for joining Eric and me here on an amazing episode of the show, answering all those questions about pricing, engagement letters, how to stage the engagements of representation work, building a practice full of relationship pricing like Donna had, and decreasing the load. It seems like that’s the theme in a lot of our episodes lately.

If you’re an accounting tax or bookkeeping firm owner and you don’t know how to do that and you keep sending out quotes and proposals, maybe even keep negotiating and discounting your fees to get clients to say yes or even worse, pricing based on what your competitors are charging, I imagine you keep dreading every year, tax season, or extension season. Even worse, you simply keep working more hours and are on the verge of burnout or already burnt out, burning the candle at both ends. It needs to stop.

If you want to stop book a call at TheAbundantCall.com. The simple fact is our clients use the proven step-by-step process to raise their fees, double their firm revenue, and get paid upfront. No more accounts receivable. They all work less hours. If you want that, I can show you exactly how to do this. Go to TheAbundantCall.comand book a call with myself and my team. We look forward to speaking to you soon.