May 29, 2025 • 27 mins
Fired. Depressed. Then tapped by the FBI.
Andrew Jordan’s story isn’t a straight line - it’s a masterclass in resilience, reinvention, and building a firm the right way.
In this episode, we unpack:
- The real story behind a $20M fraud scandal (and Andrew’s whistleblower role)
- How getting fired sparked the growth of Jordan CPA
- What it takes to build a 12-person firm with EOS and zero burnout
- The single best move Andrew made after losing everything
This one’s part cautionary tale, part playbook.
If you’ve ever hit rock bottom or feared it, this is your roadmap back up.
👉 Press play to hear how Andrew turned failure into fuel.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
On today's episode of CFO Chronicles, we get into
failing your way to success withAndrew Jordan from Jordan CPA.
Turning that failure, that,that disappointment, into
motivation to go off and growinto something bigger and better
and more successful.
And we even touch on a crazystory where Andrew was involved
(00:21):
in some whistleblowing on acrazy fraud case.
You're not going to want tomiss this.
Check out the episode.
I cannot wait for you to hearit.
Enjoy.
Welcome back to another episodeof CFO Chronicles the secrets
behind success.
So excited for our guest who'scoming on today and I'll
introduce him in a moment.
But I do want to quickly shoutout our sponsors over at
Universal Accounting.
Thank you so much foreverything you guys do
(00:42):
supporting the show, hostingamazing events like Grocon.
If you are an accounting firm,accounting professional, tax
professional, looking to growthe premier accounting firm,
make sure to check outuniversalaccountingcom.
Get connected with Roger.
They have a ton of resourcesthat we'll put in the show
description.
Go check them out, it'llbenefit your business.
(01:03):
Business to our guest for theday, andrew Jordan from Jordan
CPA.
Welcome to the show.
I'm so excited to have you ontoday and dive more into your
story, your background and allof your success.
Hey, thank you, I'm glad to behere.
Andrew, tell me a little bitright from the start how you got
into this world.
(01:25):
I'm going to go out on a limb.
I kind of make this assumptionwith a lot of guests and I may
be, you know, shooting myself inthe foot here every time, but
was growing up and running anaccounting firm, something you
knew you wanted to do when youwere running around on the
playground at school.
Speaker 2 (01:40):
You know it wasn't surprisingly I think it is for
some people, but it wasn't forme.
Okay, so my dad's a doctor andwhen I was in high school I was
great grades, all that kind ofthing, and it's like do you want
to be a doctor or a lawyer?
You know, that's what yourschool counselor I knew I didn't
want to be a doctor because mydad was a doctor and there's a
lot of negative things aboutmedical.
(02:02):
So he had me talk to his lawyerand I kind of got to explore
that.
And he had me talk to his CPAand so I was like a junior in
high school I was like, oh, theCPA thing, that sounds really
good.
Hadn't taken a bookkeepingclass, any of that kind of thing
, but I was like that seems likea really good career.
And I never changed my major,started accounting, graduated
accounting.
Speaker 1 (02:26):
That that's interesting.
I I always, I always laugh whenpeople ask like how did?
I end up in this space because Ihated my accounting course in
college.
I hated going through it.
I struggled so bad to getthrough it.
So the the ongoing joke now is,when we were picking our niche
to work with, accounting wasjust at the top of the alphabet.
So that's the dad joke of theepisode I suppose tell me a
little bit about.
So you went to school, you gotyour degree and then out of
(02:49):
school.
How like, from out of school tonow, what happened?
Speaker 2 (02:53):
Man.
So, yeah, I got my master's, soI get my CPA passed on the
first attempt everything seemedlike it was lined up.
I started at a top 10 firm attheir home office on the tax
department.
I got an internship with themand then they hired me on after
that.
And then, april 15th, after myfirst year full time, got called
into the managing partner'soffice.
(03:14):
I'd never talked to him beforeand he said, hey, this is your
last day.
You have 30 minutes to pack upall of your stuff.
And I didn't realize.
And I talked to my professorsafterwards and they were like,
oh man, we thought they hadstopped doing that.
But this firm, like I think, alot of firms, every year after
tax day they just let a certainamount of people go because they
(03:34):
don't want to carry them duringthe off-season.
Speaker 1 (03:36):
Wow, yeah, so it was a brutal First time meeting one
of the partners and you'rebarely getting your pleasantries
out of the way and you'rebarely getting your pleasantries
out of the way and you'repacking up your box.
Speaker 2 (03:47):
Absolutely, it was wrong.
And there was a celebrationthat evening to celebrate tax
season, making it through taxseason, you know, big party, and
so they intentionally letseveral of us go before that so
we wouldn't be at the party.
And I mean that firm.
I worked an 80 hour week one,uh, one of the weeks in january,
minimum 60.
So it's like you put in allthis and then that was rough.
Speaker 1 (04:10):
So how'd you bounce back from that Cause?
I'm sure that I mean being letgo from any, any job.
I was let go from from a jobbefore actually starting
starting this, but it's a hit tothe ego and, like it, it hurts.
It's hard you, I mean.
For me, anyways, I felt, likeyou know, I felt pretty small at
the time, like what did I dowrong?
Can I be successful anywhereelse?
Like how did you respond tothat and how did you bounce back
(04:31):
?
Speaker 2 (04:32):
Oh man, it's a good question.
I don't think we talk about itenough and we always talk about
our successes and things.
But, like we, before Iofficially started full time, my
wife and I had over I don'tknow six or eight people who
were part of my same start classwith this firm and we toasted
the all-making partner together.
You know what I mean.
Like that's how it was, becausethat was kind of the mentality
(04:52):
and so it was devastating and soI remember.
So I was like I was home atlike noon or something.
My wife's a teacher wasn'tgoing to be home for hours and I
had like hours to just sit withit right and wasn't going to be
home for hours and I had likehours to just sit with it Right
and think, how am I going toexplain to my wife that, like
you know, I lost my job?
That was, it was never even onmy radar.
(05:13):
The funny thing is, when Ibecame CFO later, not to jump
ahead.
When I became CFO, you knowmost CFOs don't do their own
taxes, don't do their own somecertain pieces of things and the
firm I hired was the same firm.
Wow, because enough time hadpassed, there was no bad blood
and like they do really goodquality work and we're in a
small area and they're like theones that did the quality that I
(05:33):
wanted.
It was a different partnergroup and stuff, but like it was
, it was funny, so that was partof it to me.
I was like, okay, I think I'veI have gotten over this, I'm
okay.
But man, bouncing back was hard.
I had an uncle who was a lawyer.
I called him and said should Iconsider law?
Like maybe this accountingthing isn't for me?
It was, it was pretty tough andI was.
I look back now and I wasdepressed, didn't realize at the
(05:56):
time.
I'm a very upbeat guy, so I hadno experience with this, but I
was like it was hard to get outof bed.
I I would.
I would wake up in the morningand I'd be have this like pit in
my stomach, this feeling, andit would take like a few seconds
to realize and it would hit meafresh of like oh, I failed.
You know it was so hard.
But I was unemployed for likemaybe a couple months because it
(06:18):
was, you know, I'm a tax guyand it's like April, so there's
not a lot of jobs right there.
Um decided to try a small firm.
So I went with a single CPAowner firm.
Like eight or ten people in thefirm was there for a year and
hated it, hated it, hated itbecause, um, it was a very
traditional thing where it'slike a bee you know a beehive
(06:41):
where, like everything, everyemail you sent had to go through
the CPA partner, and so it justfelt very, very stifling.
And it was.
I was doing payroll returns byhand, like this was like 2007 or
something, and like getting outa pen and writing out payroll
forms by hand.
Because it was very, very oldschool.
I learned a lot, but I wasthere for about a year and I was
(07:03):
like I have made the wrongdecision.
I have a degree I am never goingto successfully use and my dad
so my dad's an eye doctor One ofhis patients coming through
just asked him during theirannual exam hey, how's your son
the accountant Because they'rean accountant too How's your son
the accountant, how's he likingthings?
And my dad was like he's notvery happy.
He, my dad, was like he's notvery happy, he doesn't love it.
(07:23):
And so this person said, hey,our firm is always hiring and
it's a great firm and he shouldtotally check it out.
So it's a small firm in adifferent town.
It's actually back home for me.
Never thought we'd move backhome.
Moved back home for this firm.
It was an open book managementfirm, very progressive, very
cool, and I was there for threeor four years, learned a lot
(07:45):
again and then, kind of theclassic story I was poached by a
client to be their first everCFO.
Speaker 1 (07:51):
Yeah, so, cool that's awesome.
Speaker 2 (07:54):
It's a good bounce back story.
I feel I feel pretty good now.
I have no hesitation talkingabout it.
But like man at the time, I waslike I'm never gonna tell
anyone because you know theywould think so little of me if
they knew I'd been fired.
But James, you were fired.
So cool people are fired,that's right?
Speaker 1 (08:09):
Yeah Well, thanks for the compliment.
I'll run with that one, but.
Speaker 2 (08:14):
I want to talk a little bit more.
Speaker 1 (08:16):
Sorry, go ahead.
Speaker 2 (08:17):
I was just going to say.
I think sometimes we're firedbecause we weren't meant to work
for someone else.
Speaker 1 (08:25):
Yeah, I agree with that and I'm actually very
grateful for being fired on howthings turned out and it gave me
the opportunity because Ialways wanted to start something
on my own and I never reallyknew what that was.
And yeah, I look back now andthink, okay, if I never would
have been let go, I wouldn't beable to have pursued this, and I
(08:45):
think for the most part, it'sout for itself and you know
there's a lot more room to grow.
But it's it's kind of justturning that, that situation
into a positive of yeah, youweren't, it wasn't a fit for you
here you're, you're, there'smore greatness for you somewhere
else, and I think that's reallytrue.
But you mentioned how peopledon't speak about failure enough
(09:08):
and I would love to causeyou're so open about it kind of
tap back into when you were letgo.
Like what were you doing fromthat time of being let go?
It was, you know, maybe harderto get out of bed and before you
did end up getting that otherrole at the smaller firm, that
wasn't a great fit and that wasprobably even hard to get out of
bed at the time.
You're like I don't really lovewhat I'm doing.
(09:29):
Like how did you stay motivatedto get out of, to pick yourself
up off the mat and end up?
You know getting to where youare now.
Speaker 2 (09:39):
I think I worked from a prostate on the mat position,
right, like I don't think I gotup.
I think I just we're good atgrinding accountants, right,
like that's our training, thattends to be our personality, and
I would get up and I'd applyfor jobs and it was a drag and
it was several months of justevery day kind of sucked, and
(10:00):
there wasn't a whole lot ofbrightness or encouragingness
there.
It was kind of the cloud overeverything.
For several months I probablywasn't very fun to be around
several months.
Speaker 1 (10:11):
I probably wasn't very fun to be around.
Do you do the successes todayfeel elevated at certain times
because of going through allthat?
Speaker 2 (10:18):
Yeah.
So my dad likes to use theanalogy of let's see Jacob,
right, jacob who had the coat ofmany colors.
His brothers were jealous, theythrew him in a well and then
they sold him to slavery andthen he was in prison.
All these bad things happenedto him, but then when you look
back, it's like, oh, but it wasall just on this path to lead
(10:38):
you to this great position.
And so if I hadn't started thatbig firm, if I hadn't worked at
that small firm that was alsoawful I wouldn't have had the
background.
I wouldn't have had thebackground, I wouldn't have
learned the things to besuccessful at the small firm
that was good, and then Iwouldn't have had the background
to be successful as a CFO.
(10:58):
And so like, absolutely Like,going through the tough times is
what made me able to be reallysuccessful now.
So I'm I'm very grateful forthem, even though I would love
to never have to go through themagain.
That's awesome.
Speaker 1 (11:09):
I'm a big fan of Alex Hermosi.
I don't know if you do.
You follow him.
No, no, really really great.
Follow online.
Very, very successful.
I'd say he's like probably Iwould argue to say he's the best
person in the marketing world.
Or just like the businessacumen he's really good.
And he always speaks about howno great story is written from
(11:35):
just a linear line of success orlike no hardships.
And if you're trying to build asuperhero, you would want them
to go through a lot of adversity.
You'd want them to go throughreally hard times to get to the
other side of it.
You'd want them to go throughreally hard times to get to the
other side of it.
So I think it's super importantto go through really hard
(11:57):
things and challenge yourselfand then just be reminded okay,
this is really hard until it'snot, and then, when it's not,
everything feels so there's alot more of a reward getting on
the other side of it.
Speaker 2 (12:08):
You know, like a tipping point, this idea of
having like a tipping point.
If you've ever read that book,malcolm Gladwell, I think it's a
great one, and it seems likeit's not true when you're in the
moment.
But like you will get to somepoint.
A critical mass is what my dadwould always call it, starting
his medical practice.
Like you get to a certainamount of clients and it's just
like, oh, my goodness, there'sall this abundance, yeah, and
(12:29):
it's there.
It's a real thing.
It happens over and over again.
You just keep plugging awaydoing the right thing and it you
tend to get there.
Speaker 1 (12:36):
So tell me a little bit now about Jordan CPA,
because you guys are verysuccessful.
You're you're on the other sideof that, that tipping point now
, from from being fired fromworking the jobs that you didn't
want to be in.
You knew that wasn't yourfuture.
Tell me a little bit aboutJordan CPA.
You guys are crushing it rightnow.
I imagine you love what you'redoing.
(12:58):
What do you attribute a lot ofthat success to?
Speaker 2 (13:02):
So there's one more piece too before I open Jordan
CPA that kind of factors in here.
So when I was CFO of a company,before I opened Jordan CPA,
that kind of factors in here.
So when I was CFO of a company,we grew from 30 to 75 employees
in a couple of years, and so Ihad this experience of having
grown really quickly, and duringthat process, though, we were
bought by a private equity group.
So CFO did the dog and ponyshow, learned a lot there,
(13:23):
discovered that, and I'll keepthis really brief, but I did get
to speak at a CFO conference.
It was very cathartic for me.
Last national conference wasfun, last week, right?
Yeah, no, this was a year ortwo ago, oh, OK, I'm getting
mixed up with your events.
But I uncovered that my boss wascommitting fraud.
I became a whistleblower.
(13:44):
I worked with the FBI who thentried to recruit me, which was
that felt nice, at leastwhistleblower.
I worked with the FBI who thentried to recruit me, which was
that felt nice.
At least it was one of the fewbright points of like a really
tough time.
Discovered that a lot of theincome we had was fake and it
was this whole big thing.
It was very public.
It was a super stressful time.
During it we discovered we werelosing a couple hundred
(14:06):
thousand dollars a month and theequity group said hey, andrew,
you're now the president becauseour CEO is now in jail and he's
in jail for a few more yearsand has like a $20 million
restitution order and like,you're now in charge of figuring
out how to fix this thing.
And so that's the piece thatfor me was probably the most
encouraging.
For me, like, okay, fine, I'vebeen a CFO so I can like sell
(14:26):
CFO services, but also like Ican run a business.
I've run a business.
We turned it around in a year.
And then the kind of sad endingthere is our equity group did a
settlement with the federalgovernment and it was like a
hundred million dollarsettlement or something.
It was just phenomenallyhorribly for them big, and so
they lost all their cash.
(14:47):
So they had to shut down likesix, eight of their companies
all at once and we'd gone intothe black, but like just barely,
and we had all this like pasttrauma and like negative baggage
, so like we were one that madesense.
So I was launching my firm andthis happened, coincidentally in
April.
So I launched a firm in Apriland yeah, but that experience
(15:09):
like one of the things that youtalk about is like your
experience you always carry withyou and so, even though I don't
have that job anymore, like theexperience allowed me to make
Jordan CPA services reallysuccessful and there's like
we're a team of 12.
We have a new person startingon Monday, we're hiring for two
more positions and so like we'revery much in growth mode and
have been for a little while.
Speaker 1 (15:32):
That's awesome.
Are you open to speaking alittle bit more about that
experience that you went throughwhen you were the fractional
CFO and in the whistleblowingand what happened there?
Speaker 2 (15:39):
Yeah, yeah, I mean.
So I was their CFO.
I was the first ever CFO when Icame in and they had about 30
people.
I was primarily tech companies,kind of this family of
companies.
They're like five or sixdifferent entities but all kind
of around tech.
And so, yeah, man, that was.
What happened is we had aWalmart contract.
So we're about an hour fromBentonville where Walmart is
(16:02):
headquarters.
Our CEO, his spouse, worked inIT at Walmart and so he came
with this like and we weren'tthat big, we're like a 5 million
or less a year company and hehad a $3.5 million Walmart
contract.
I think that was the amount.
It was a few million, yeah,yeah, the idea was it was going
to lead to so much moreprogramming work from Walmart.
(16:22):
And there was.
I mean, it's the most elaboratething you can imagine.
There were emails.
There were emails, there werepeople.
He came every week into myoffice and gave me a download of
his meeting with the Walmartguy.
I forgot the guy's name, but hehad a name, had an email.
He loved to golf, his daughterwas sick.
I mean there are all of thesethings right, this imaginary
person, fake contracts, fakeRFPs, fake everything.
(16:45):
And what happened was eventually, after a while, like the
project just kept dragging onand on and never quite got
launched, and there are alwaysmore requirements and more hoops
.
And hey, we're working withWalmart.
You know what do you expect,kind of a thing.
And this guy was like a masterat sort of perpetuating this.
That's crazy.
It was crazy.
And so when I went to my boss sowe're owned by a Native
(17:09):
American tribe, was the equitygroup and I went to my boss and
I told my wife that morning I'mgoing to come home without a job
.
But I have to say somethingbecause I have no proof.
And the phrase they used todescribe the CEO was the goose
that laid the golden egg.
He was our only sales guy.
He had all the relationships.
He was talking to Gulfstream,he was talking to Procter gamble
, he had the walmart deal.
All those were fake, by the way, procter gamble was too, and
(17:33):
gulfstream was too, as it turnedout.
But he was a really smart guyand he built these elaborate
things so he had all of itlooked very, very real.
Speaker 1 (17:41):
So Was that a difficult decision to come to?
Knowing like, okay, I need tosay something, but like, this is
serious stuff.
You're not.
You know you're not holding awhite lie here.
This is massive information.
Like how are you handling thatinternally?
Before you did say to your wife, hey, I'm going to work and I
(18:05):
will be home early, internallybefore you, before you did say
to your wife hey, I'm going to,I'm going to work and I will be
home early.
Speaker 2 (18:09):
Yeah, yeah, and that was the conversation, and I was
very fortunate that the CEO said, okay, well, you don't have any
proof, I need you to not sayanything and not rock the boat.
And also, we will watch this andwe will gather evidence.
And over the months, like itbecame obvious I mean during
that time, after I talked withhim and was gathering evidence,
was actually harder.
It was easy for me to decidelike this is the right thing to
(18:30):
do.
Again, accountants, like that'spart of our training, like
there's sort of this black andwhite, don't subordinate your
judgment to someone else.
You see something, you have tosay something, and so it was
easier to say something than notto say something.
The really hard part was thenafterwards, sort of playing
double agent something.
The really hard part was thenafterwards sort of playing
double agent, yeah, because thenfor three months or whatever,
he'd come into my office andgive me all these details and
(18:52):
increasingly I was like I don'tthink, I think you're lying to
me right now, and to keep myface straight, like that was
hard for me.
But yeah, no kidding, yeah, thatwas it was crazy I mean I went,
I was 32, 33, something likethat, and I went, had a stress
test done because I said to mydoctor I have persistent chest
pain and it was just from stress.
Speaker 1 (19:12):
Wow.
Speaker 2 (19:14):
Yeah, whistleblowing is not great.
No.
Speaker 1 (19:17):
That's crazy that that happened.
That's, yeah, my mind like kindof my mind's exploded a bit
there.
That's wild.
Well, tell me a little bitabout Jordan CPA and all the
good things you guys are doingnow.
So what would you attribute alot of that success to?
Within the firm, you guys aregrowing.
(19:38):
You're in growth mode.
You're bringing on new teammembers.
What is working so well for you, either from a retention
standpoint, a deliverablestandpoint with your team?
Maybe it's how you guys arebringing new clients through the
door, what's really workingwell that other listeners can
take and try to implement ontheir own to see the same
success that you guys are having.
Speaker 2 (20:00):
I mean I would be remiss if I didn't say one of
the things that works absolutelythe best for me is my business
partner, and so that doesn'thelp anyone else out.
But, man, my business partner,we're we're so different, we're
opposites in many ways, and sothat means we're complimentary
and where I'm weak she's strong,and vice versa is a much harder
relationship to pull off thanpicking someone like you, but I
think it's ultimately a lot morestrengthening, and, and so
(20:22):
that's having someone that youtrust in your business.
She started out as just anemployee and she started out as
my admin person, but she has anaccounting background, and then
she became my key employee andthen became my partner, and so
that, for us, has been huge.
One thing that I am a huge fanof, too, is we follow something
(20:42):
called EOS from the bookTraction and the idea.
There's different other systemslike it too, but the idea is, if
you just fix everything with aBand-Aid, you end up with a
company held together with ducttape, which is how so many
companies are, and so justspending that little bit of time
every week gradually improvingthings, I mean we look back.
You know you have to do thisperiodically or you go crazy.
(21:03):
And we look back and we say, oh, my goodness, we've solved a
hundred things this year.
A hundred little things.
That really adds up, and sothat's part of what's gotten us
really traction going.
That's great yeah.
Speaker 1 (21:15):
What about?
What about the, the retentionaspect, or I guess retention,
but even the deliverables cause,you're not doing all of the
fulfillment every single day,whatever the, whatever the, you
know the, the customer orders atthe table.
You're not out back preparingthe meal and then running it out
to the table and checking hey,did you enjoy the meal?
So are you able to speak alittle bit about how you're
(21:38):
finding team members, how you'reable to train up staff to
deliver the quality work thatyou were kind of able to put
your stamp of approval on?
Speaker 2 (21:46):
Yeah, you know, what's funny is, at the tech
company, our primary businesswas custom programming.
I don't write any code, I don'tknow any computer languages at
all, and yet somehow we weresuccessful and profitable, with
someone who can't actually dothe work themselves doing zero
of the work right, and if youthink about it, that's like how
(22:06):
every company is, except for CPAfirms and CPA firms and, I
think, engineering firms and lawfirms and a few other ones like
oh no, we have to do the work.
Personally, one of my goals ingrowing one of the reasons we
started talking originally islike I want to get to the point
where instead of 12 or 13employees, we have 20 to 30,
because at that phase I reallyget to be out of the day to day,
(22:27):
and that's my goal.
Like I want to be the presidentof this company, I want to be
running things I want to.
I like my CFO, my fractionalCFO client, so I'm sure I will
keep some of those.
But like I don't want to bereviewing tax returns like I did
this year.
That's my goal.
Speaker 1 (22:43):
That's awesome.
Last question for you, andrewwhat's the?
Speaker 2 (22:50):
best piece of advice you've ever received.
The best piece of advice I haveever received, man.
I don't know exactly who saidit or the exact wording, but
like from a lot of people, a lotof different ways.
Like figuring out who you areand what matters to you and then
going after that, not goingafter what you think you should
want or what someone else wants,like I think that's the best
(23:12):
thing.
One of my good friends said shebecame partner of a small firm
and she said I got to the top ofthe building, got out on the
roof and realized I'd climbedthe wrong building, and so she's
pivoted her career.
I'm super proud of her.
She's amazing.
But that idea of you know, dothe thing that's right for you,
I think that's it that's sopowerful it's.
Speaker 1 (23:33):
It's your life at the end of the day.
And you shouldn't be living itfor for someone else or to try
to appease someone else.
I think you can.
You can help make people happyon your journey.
Don't have to be entirelyselfish, but that's that's
really cool I that's greatadvice, andrew, thank you so
much for for coming on andsharing your story and all of
(23:55):
your insight and knowledge.
Um, I really hope the listenersenjoyed this episode.
How can people get in touchwith you if they want to
continue the conversation orthey're looking to work with you
?
Speaker 2 (24:05):
Yeah, so my email is probably the easiest way to
reach me.
It is a for Andrew and thenJordan.
J O R D A N a, jordan at JordanCPA servicescom.
I'm also on LinkedIn Find methere.
Speaker 1 (24:17):
Perfect.
We'll put that info in the shownotes so people can get in
touch with you.
If you enjoyed this episode,make sure to subscribe, comment
on it, like it.
Whatever you need to do to getmore exposure so that more and
more people can get this amazinginfo that Andrew and all of our
guests are sharing.
Andrew again, thank you so muchfor coming on.
I really appreciate it.
Cool, thank you.
(24:37):
Thanks for tuning into thisepisode of CFO Chronicles the
secrets behind success.
I hope you found value intoday's conversation.
As we wrap up, I'd love for youto do two things.
First, make sure to subscribeto this podcast so you don't
miss any future episodes.
If you enjoyed today'sdiscussion, please rate and
review the show.
It helps others discover theinsights we share here.
Second, if you're ready to takeyour business to the next level
(25:01):
and attract the high-endclients you deserve, head over
to accountingleadsnowcom orclick the link in the show notes
to book your strategy.
Call it's time to positionyourself as the advisor your
clients need.
And don't forget you canconnect with me on LinkedIn to
stay up to date on what'shappening in the world of
accounting and financial growth.
We've got exciting topicscoming up, so stay tuned for the
next episode of CFO Chronicles.
(25:22):
Until then, keep pushingforward.
Your growth is just onestrategic move away.
Speaker 3 (25:28):
Thanks for listening to CFO Chronicles the secrets
behind success.
We hope today's episodeprovided valuable strategies to
help you attract morehigh-paying clients.
Be sure to subscribe, followand share with fellow
professionals.
Connect with us on LinkedIn andleave a review or comment to
join the conversation.
Your feedback helps us bringyou the best insights in finance
(25:52):
and marketing.
Until next time, keep strivingfor success and unlocking your
business's potential.
On today's episode of CFO Chronicles, we get into
failing your way to success withAndrew Jordan from Jordan CPA.
Turning that failure, that,that disappointment, into
motivation to go off and growinto something bigger and better
and more successful.
And we even touch on a crazystory where Andrew was involved
(00:21):
in some whistleblowing on acrazy fraud case.
You're not going to want tomiss this.
Check out the episode.
I cannot wait for you to hearit.
Enjoy.
Welcome back to another episodeof CFO Chronicles the secrets
behind success.
So excited for our guest who'scoming on today and I'll
introduce him in a moment.
But I do want to quickly shoutout our sponsors over at
Universal Accounting.
Thank you so much foreverything you guys do
(00:42):
supporting the show, hostingamazing events like Grocon.
If you are an accounting firm,accounting professional, tax
professional, looking to growthe premier accounting firm,
make sure to check outuniversalaccountingcom.
Get connected with Roger.
They have a ton of resourcesthat we'll put in the show
description.
Go check them out, it'llbenefit your business.
(01:03):
Business to our guest for theday, andrew Jordan from Jordan
CPA.
Welcome to the show.
I'm so excited to have you ontoday and dive more into your
story, your background and allof your success.
Hey, thank you, I'm glad to behere.
Andrew, tell me a little bitright from the start how you got
into this world.
(01:25):
I'm going to go out on a limb.
I kind of make this assumptionwith a lot of guests and I may
be, you know, shooting myself inthe foot here every time, but
was growing up and running anaccounting firm, something you
knew you wanted to do when youwere running around on the
playground at school.
Speaker 2 (01:40):
You know it wasn't surprisingly I think it is for
some people, but it wasn't forme.
Okay, so my dad's a doctor andwhen I was in high school I was
great grades, all that kind ofthing, and it's like do you want
to be a doctor or a lawyer?
You know, that's what yourschool counselor I knew I didn't
want to be a doctor because mydad was a doctor and there's a
lot of negative things aboutmedical.
(02:02):
So he had me talk to his lawyerand I kind of got to explore
that.
And he had me talk to his CPAand so I was like a junior in
high school I was like, oh, theCPA thing, that sounds really
good.
Hadn't taken a bookkeepingclass, any of that kind of thing
, but I was like that seems likea really good career.
And I never changed my major,started accounting, graduated
accounting.
Speaker 1 (02:26):
That that's interesting.
I I always, I always laugh whenpeople ask like how did?
I end up in this space because Ihated my accounting course in
college.
I hated going through it.
I struggled so bad to getthrough it.
So the the ongoing joke now is,when we were picking our niche
to work with, accounting wasjust at the top of the alphabet.
So that's the dad joke of theepisode I suppose tell me a
little bit about.
So you went to school, you gotyour degree and then out of
(02:49):
school.
How like, from out of school tonow, what happened?
Speaker 2 (02:53):
Man.
So, yeah, I got my master's, soI get my CPA passed on the
first attempt everything seemedlike it was lined up.
I started at a top 10 firm attheir home office on the tax
department.
I got an internship with themand then they hired me on after
that.
And then, april 15th, after myfirst year full time, got called
into the managing partner'soffice.
(03:14):
I'd never talked to him beforeand he said, hey, this is your
last day.
You have 30 minutes to pack upall of your stuff.
And I didn't realize.
And I talked to my professorsafterwards and they were like,
oh man, we thought they hadstopped doing that.
But this firm, like I think, alot of firms, every year after
tax day they just let a certainamount of people go because they
(03:34):
don't want to carry them duringthe off-season.
Speaker 1 (03:36):
Wow, yeah, so it was a brutal First time meeting one
of the partners and you'rebarely getting your pleasantries
out of the way and you'rebarely getting your pleasantries
out of the way and you'repacking up your box.
Speaker 2 (03:47):
Absolutely, it was wrong.
And there was a celebrationthat evening to celebrate tax
season, making it through taxseason, you know, big party, and
so they intentionally letseveral of us go before that so
we wouldn't be at the party.
And I mean that firm.
I worked an 80 hour week one,uh, one of the weeks in january,
minimum 60.
So it's like you put in allthis and then that was rough.
Speaker 1 (04:10):
So how'd you bounce back from that Cause?
I'm sure that I mean being letgo from any, any job.
I was let go from from a jobbefore actually starting
starting this, but it's a hit tothe ego and, like it, it hurts.
It's hard you, I mean.
For me, anyways, I felt, likeyou know, I felt pretty small at
the time, like what did I dowrong?
Can I be successful anywhereelse?
Like how did you respond tothat and how did you bounce back
(04:31):
?
Speaker 2 (04:32):
Oh man, it's a good question.
I don't think we talk about itenough and we always talk about
our successes and things.
But, like we, before Iofficially started full time, my
wife and I had over I don'tknow six or eight people who
were part of my same start classwith this firm and we toasted
the all-making partner together.
You know what I mean.
Like that's how it was, becausethat was kind of the mentality
(04:52):
and so it was devastating and soI remember.
So I was like I was home atlike noon or something.
My wife's a teacher wasn'tgoing to be home for hours and I
had like hours to just sit withit right and wasn't going to be
home for hours and I had likehours to just sit with it Right
and think, how am I going toexplain to my wife that, like
you know, I lost my job?
That was, it was never even onmy radar.
(05:13):
The funny thing is, when Ibecame CFO later, not to jump
ahead.
When I became CFO, you knowmost CFOs don't do their own
taxes, don't do their own somecertain pieces of things and the
firm I hired was the same firm.
Wow, because enough time hadpassed, there was no bad blood
and like they do really goodquality work and we're in a
small area and they're like theones that did the quality that I
(05:33):
wanted.
It was a different partnergroup and stuff, but like it was
, it was funny, so that was partof it to me.
I was like, okay, I think I'veI have gotten over this, I'm
okay.
But man, bouncing back was hard.
I had an uncle who was a lawyer.
I called him and said should Iconsider law?
Like maybe this accountingthing isn't for me?
It was, it was pretty tough andI was.
I look back now and I wasdepressed, didn't realize at the
(05:56):
time.
I'm a very upbeat guy, so I hadno experience with this, but I
was like it was hard to get outof bed.
I I would.
I would wake up in the morningand I'd be have this like pit in
my stomach, this feeling, andit would take like a few seconds
to realize and it would hit meafresh of like oh, I failed.
You know it was so hard.
But I was unemployed for likemaybe a couple months because it
(06:18):
was, you know, I'm a tax guyand it's like April, so there's
not a lot of jobs right there.
Um decided to try a small firm.
So I went with a single CPAowner firm.
Like eight or ten people in thefirm was there for a year and
hated it, hated it, hated itbecause, um, it was a very
traditional thing where it'slike a bee you know a beehive
(06:41):
where, like everything, everyemail you sent had to go through
the CPA partner, and so it justfelt very, very stifling.
And it was.
I was doing payroll returns byhand, like this was like 2007 or
something, and like getting outa pen and writing out payroll
forms by hand.
Because it was very, very oldschool.
I learned a lot, but I wasthere for about a year and I was
(07:03):
like I have made the wrongdecision.
I have a degree I am never goingto successfully use and my dad
so my dad's an eye doctor One ofhis patients coming through
just asked him during theirannual exam hey, how's your son
the accountant Because they'rean accountant too How's your son
the accountant, how's he likingthings?
And my dad was like he's notvery happy.
He, my dad, was like he's notvery happy, he doesn't love it.
(07:23):
And so this person said, hey,our firm is always hiring and
it's a great firm and he shouldtotally check it out.
So it's a small firm in adifferent town.
It's actually back home for me.
Never thought we'd move backhome.
Moved back home for this firm.
It was an open book managementfirm, very progressive, very
cool, and I was there for threeor four years, learned a lot
(07:45):
again and then, kind of theclassic story I was poached by a
client to be their first everCFO.
Speaker 1 (07:51):
Yeah, so, cool that's awesome.
Speaker 2 (07:54):
It's a good bounce back story.
I feel I feel pretty good now.
I have no hesitation talkingabout it.
But like man at the time, I waslike I'm never gonna tell
anyone because you know theywould think so little of me if
they knew I'd been fired.
But James, you were fired.
So cool people are fired,that's right?
Speaker 1 (08:09):
Yeah Well, thanks for the compliment.
I'll run with that one, but.
Speaker 2 (08:14):
I want to talk a little bit more.
Speaker 1 (08:16):
Sorry, go ahead.
Speaker 2 (08:17):
I was just going to say.
I think sometimes we're firedbecause we weren't meant to work
for someone else.
Speaker 1 (08:25):
Yeah, I agree with that and I'm actually very
grateful for being fired on howthings turned out and it gave me
the opportunity because Ialways wanted to start something
on my own and I never reallyknew what that was.
And yeah, I look back now andthink, okay, if I never would
have been let go, I wouldn't beable to have pursued this, and I
(08:45):
think for the most part, it'sout for itself and you know
there's a lot more room to grow.
But it's it's kind of justturning that, that situation
into a positive of yeah, youweren't, it wasn't a fit for you
here you're, you're, there'smore greatness for you somewhere
else, and I think that's reallytrue.
But you mentioned how peopledon't speak about failure enough
(09:08):
and I would love to causeyou're so open about it kind of
tap back into when you were letgo.
Like what were you doing fromthat time of being let go?
It was, you know, maybe harderto get out of bed and before you
did end up getting that otherrole at the smaller firm, that
wasn't a great fit and that wasprobably even hard to get out of
bed at the time.
You're like I don't really lovewhat I'm doing.
(09:29):
Like how did you stay motivatedto get out of, to pick yourself
up off the mat and end up?
You know getting to where youare now.
Speaker 2 (09:39):
I think I worked from a prostate on the mat position,
right, like I don't think I gotup.
I think I just we're good atgrinding accountants, right,
like that's our training, thattends to be our personality, and
I would get up and I'd applyfor jobs and it was a drag and
it was several months of justevery day kind of sucked, and
(10:00):
there wasn't a whole lot ofbrightness or encouragingness
there.
It was kind of the cloud overeverything.
For several months I probablywasn't very fun to be around
several months.
Speaker 1 (10:11):
I probably wasn't very fun to be around.
Do you do the successes todayfeel elevated at certain times
because of going through allthat?
Speaker 2 (10:18):
Yeah.
So my dad likes to use theanalogy of let's see Jacob,
right, jacob who had the coat ofmany colors.
His brothers were jealous, theythrew him in a well and then
they sold him to slavery andthen he was in prison.
All these bad things happenedto him, but then when you look
back, it's like, oh, but it wasall just on this path to lead
(10:38):
you to this great position.
And so if I hadn't started thatbig firm, if I hadn't worked at
that small firm that was alsoawful I wouldn't have had the
background.
I wouldn't have had thebackground, I wouldn't have
learned the things to besuccessful at the small firm
that was good, and then Iwouldn't have had the background
to be successful as a CFO.
(10:58):
And so like, absolutely Like,going through the tough times is
what made me able to be reallysuccessful now.
So I'm I'm very grateful forthem, even though I would love
to never have to go through themagain.
That's awesome.
Speaker 1 (11:09):
I'm a big fan of Alex Hermosi.
I don't know if you do.
You follow him.
No, no, really really great.
Follow online.
Very, very successful.
I'd say he's like probably Iwould argue to say he's the best
person in the marketing world.
Or just like the businessacumen he's really good.
And he always speaks about howno great story is written from
(11:35):
just a linear line of success orlike no hardships.
And if you're trying to build asuperhero, you would want them
to go through a lot of adversity.
You'd want them to go throughreally hard times to get to the
other side of it.
You'd want them to go throughreally hard times to get to the
other side of it.
So I think it's super importantto go through really hard
(11:57):
things and challenge yourselfand then just be reminded okay,
this is really hard until it'snot, and then, when it's not,
everything feels so there's alot more of a reward getting on
the other side of it.
Speaker 2 (12:08):
You know, like a tipping point, this idea of
having like a tipping point.
If you've ever read that book,malcolm Gladwell, I think it's a
great one, and it seems likeit's not true when you're in the
moment.
But like you will get to somepoint.
A critical mass is what my dadwould always call it, starting
his medical practice.
Like you get to a certainamount of clients and it's just
like, oh, my goodness, there'sall this abundance, yeah, and
(12:29):
it's there.
It's a real thing.
It happens over and over again.
You just keep plugging awaydoing the right thing and it you
tend to get there.
Speaker 1 (12:36):
So tell me a little bit now about Jordan CPA,
because you guys are verysuccessful.
You're you're on the other sideof that, that tipping point now
, from from being fired fromworking the jobs that you didn't
want to be in.
You knew that wasn't yourfuture.
Tell me a little bit aboutJordan CPA.
You guys are crushing it rightnow.
I imagine you love what you'redoing.
(12:58):
What do you attribute a lot ofthat success to?
Speaker 2 (13:02):
So there's one more piece too before I open Jordan
CPA that kind of factors in here.
So when I was CFO of a company,before I opened Jordan CPA,
that kind of factors in here.
So when I was CFO of a company,we grew from 30 to 75 employees
in a couple of years, and so Ihad this experience of having
grown really quickly, and duringthat process, though, we were
bought by a private equity group.
So CFO did the dog and ponyshow, learned a lot there,
(13:23):
discovered that, and I'll keepthis really brief, but I did get
to speak at a CFO conference.
It was very cathartic for me.
Last national conference wasfun, last week, right?
Yeah, no, this was a year ortwo ago, oh, OK, I'm getting
mixed up with your events.
But I uncovered that my boss wascommitting fraud.
I became a whistleblower.
(13:44):
I worked with the FBI who thentried to recruit me, which was
that felt nice, at leastwhistleblower.
I worked with the FBI who thentried to recruit me, which was
that felt nice.
At least it was one of the fewbright points of like a really
tough time.
Discovered that a lot of theincome we had was fake and it
was this whole big thing.
It was very public.
It was a super stressful time.
During it we discovered we werelosing a couple hundred
(14:06):
thousand dollars a month and theequity group said hey, andrew,
you're now the president becauseour CEO is now in jail and he's
in jail for a few more yearsand has like a $20 million
restitution order and like,you're now in charge of figuring
out how to fix this thing.
And so that's the piece thatfor me was probably the most
encouraging.
For me, like, okay, fine, I'vebeen a CFO so I can like sell
(14:26):
CFO services, but also like Ican run a business.
I've run a business.
We turned it around in a year.
And then the kind of sad endingthere is our equity group did a
settlement with the federalgovernment and it was like a
hundred million dollarsettlement or something.
It was just phenomenallyhorribly for them big, and so
they lost all their cash.
(14:47):
So they had to shut down likesix, eight of their companies
all at once and we'd gone intothe black, but like just barely,
and we had all this like pasttrauma and like negative baggage
, so like we were one that madesense.
So I was launching my firm andthis happened, coincidentally in
April.
So I launched a firm in Apriland yeah, but that experience
(15:09):
like one of the things that youtalk about is like your
experience you always carry withyou and so, even though I don't
have that job anymore, like theexperience allowed me to make
Jordan CPA services reallysuccessful and there's like
we're a team of 12.
We have a new person startingon Monday, we're hiring for two
more positions and so like we'revery much in growth mode and
have been for a little while.
Speaker 1 (15:32):
That's awesome.
Are you open to speaking alittle bit more about that
experience that you went throughwhen you were the fractional
CFO and in the whistleblowingand what happened there?
Speaker 2 (15:39):
Yeah, yeah, I mean.
So I was their CFO.
I was the first ever CFO when Icame in and they had about 30
people.
I was primarily tech companies,kind of this family of
companies.
They're like five or sixdifferent entities but all kind
of around tech.
And so, yeah, man, that was.
What happened is we had aWalmart contract.
So we're about an hour fromBentonville where Walmart is
(16:02):
headquarters.
Our CEO, his spouse, worked inIT at Walmart and so he came
with this like and we weren'tthat big, we're like a 5 million
or less a year company and hehad a $3.5 million Walmart
contract.
I think that was the amount.
It was a few million, yeah,yeah, the idea was it was going
to lead to so much moreprogramming work from Walmart.
(16:22):
And there was.
I mean, it's the most elaboratething you can imagine.
There were emails.
There were emails, there werepeople.
He came every week into myoffice and gave me a download of
his meeting with the Walmartguy.
I forgot the guy's name, but hehad a name, had an email.
He loved to golf, his daughterwas sick.
I mean there are all of thesethings right, this imaginary
person, fake contracts, fakeRFPs, fake everything.
(16:45):
And what happened was eventually, after a while, like the
project just kept dragging onand on and never quite got
launched, and there are alwaysmore requirements and more hoops
.
And hey, we're working withWalmart.
You know what do you expect,kind of a thing.
And this guy was like a masterat sort of perpetuating this.
That's crazy.
It was crazy.
And so when I went to my boss sowe're owned by a Native
(17:09):
American tribe, was the equitygroup and I went to my boss and
I told my wife that morning I'mgoing to come home without a job
.
But I have to say somethingbecause I have no proof.
And the phrase they used todescribe the CEO was the goose
that laid the golden egg.
He was our only sales guy.
He had all the relationships.
He was talking to Gulfstream,he was talking to Procter gamble
, he had the walmart deal.
All those were fake, by the way, procter gamble was too, and
(17:33):
gulfstream was too, as it turnedout.
But he was a really smart guyand he built these elaborate
things so he had all of itlooked very, very real.
Speaker 1 (17:41):
So Was that a difficult decision to come to?
Knowing like, okay, I need tosay something, but like, this is
serious stuff.
You're not.
You know you're not holding awhite lie here.
This is massive information.
Like how are you handling thatinternally?
Before you did say to your wife, hey, I'm going to work and I
(18:05):
will be home early, internallybefore you, before you did say
to your wife hey, I'm going to,I'm going to work and I will be
home early.
Speaker 2 (18:09):
Yeah, yeah, and that was the conversation, and I was
very fortunate that the CEO said, okay, well, you don't have any
proof, I need you to not sayanything and not rock the boat.
And also, we will watch this andwe will gather evidence.
And over the months, like itbecame obvious I mean during
that time, after I talked withhim and was gathering evidence,
was actually harder.
It was easy for me to decidelike this is the right thing to
(18:30):
do.
Again, accountants, like that'spart of our training, like
there's sort of this black andwhite, don't subordinate your
judgment to someone else.
You see something, you have tosay something, and so it was
easier to say something than notto say something.
The really hard part was thenafterwards, sort of playing
double agent something.
The really hard part was thenafterwards sort of playing
double agent, yeah, because thenfor three months or whatever,
he'd come into my office andgive me all these details and
(18:52):
increasingly I was like I don'tthink, I think you're lying to
me right now, and to keep myface straight, like that was
hard for me.
But yeah, no kidding, yeah, thatwas it was crazy I mean I went,
I was 32, 33, something likethat, and I went, had a stress
test done because I said to mydoctor I have persistent chest
pain and it was just from stress.
Speaker 1 (19:12):
Wow.
Speaker 2 (19:14):
Yeah, whistleblowing is not great.
No.
Speaker 1 (19:17):
That's crazy that that happened.
That's, yeah, my mind like kindof my mind's exploded a bit
there.
That's wild.
Well, tell me a little bitabout Jordan CPA and all the
good things you guys are doingnow.
So what would you attribute alot of that success to?
Within the firm, you guys aregrowing.
(19:38):
You're in growth mode.
You're bringing on new teammembers.
What is working so well for you, either from a retention
standpoint, a deliverablestandpoint with your team?
Maybe it's how you guys arebringing new clients through the
door, what's really workingwell that other listeners can
take and try to implement ontheir own to see the same
success that you guys are having.
Speaker 2 (20:00):
I mean I would be remiss if I didn't say one of
the things that works absolutelythe best for me is my business
partner, and so that doesn'thelp anyone else out.
But, man, my business partner,we're we're so different, we're
opposites in many ways, and sothat means we're complimentary
and where I'm weak she's strong,and vice versa is a much harder
relationship to pull off thanpicking someone like you, but I
think it's ultimately a lot morestrengthening, and, and so
(20:22):
that's having someone that youtrust in your business.
She started out as just anemployee and she started out as
my admin person, but she has anaccounting background, and then
she became my key employee andthen became my partner, and so
that, for us, has been huge.
One thing that I am a huge fanof, too, is we follow something
(20:42):
called EOS from the bookTraction and the idea.
There's different other systemslike it too, but the idea is, if
you just fix everything with aBand-Aid, you end up with a
company held together with ducttape, which is how so many
companies are, and so justspending that little bit of time
every week gradually improvingthings, I mean we look back.
You know you have to do thisperiodically or you go crazy.
(21:03):
And we look back and we say, oh, my goodness, we've solved a
hundred things this year.
A hundred little things.
That really adds up, and sothat's part of what's gotten us
really traction going.
That's great yeah.
Speaker 1 (21:15):
What about?
What about the, the retentionaspect, or I guess retention,
but even the deliverables cause,you're not doing all of the
fulfillment every single day,whatever the, whatever the, you
know the, the customer orders atthe table.
You're not out back preparingthe meal and then running it out
to the table and checking hey,did you enjoy the meal?
So are you able to speak alittle bit about how you're
(21:38):
finding team members, how you'reable to train up staff to
deliver the quality work thatyou were kind of able to put
your stamp of approval on?
Speaker 2 (21:46):
Yeah, you know, what's funny is, at the tech
company, our primary businesswas custom programming.
I don't write any code, I don'tknow any computer languages at
all, and yet somehow we weresuccessful and profitable, with
someone who can't actually dothe work themselves doing zero
of the work right, and if youthink about it, that's like how
(22:06):
every company is, except for CPAfirms and CPA firms and, I
think, engineering firms and lawfirms and a few other ones like
oh no, we have to do the work.
Personally, one of my goals ingrowing one of the reasons we
started talking originally islike I want to get to the point
where instead of 12 or 13employees, we have 20 to 30,
because at that phase I reallyget to be out of the day to day,
(22:27):
and that's my goal.
Like I want to be the presidentof this company, I want to be
running things I want to.
I like my CFO, my fractionalCFO client, so I'm sure I will
keep some of those.
But like I don't want to bereviewing tax returns like I did
this year.
That's my goal.
Speaker 1 (22:43):
That's awesome.
Last question for you, andrewwhat's the?
Speaker 2 (22:50):
best piece of advice you've ever received.
The best piece of advice I haveever received, man.
I don't know exactly who saidit or the exact wording, but
like from a lot of people, a lotof different ways.
Like figuring out who you areand what matters to you and then
going after that, not goingafter what you think you should
want or what someone else wants,like I think that's the best
(23:12):
thing.
One of my good friends said shebecame partner of a small firm
and she said I got to the top ofthe building, got out on the
roof and realized I'd climbedthe wrong building, and so she's
pivoted her career.
I'm super proud of her.
She's amazing.
But that idea of you know, dothe thing that's right for you,
I think that's it that's sopowerful it's.
Speaker 1 (23:33):
It's your life at the end of the day.
And you shouldn't be living itfor for someone else or to try
to appease someone else.
I think you can.
You can help make people happyon your journey.
Don't have to be entirelyselfish, but that's that's
really cool I that's greatadvice, andrew, thank you so
much for for coming on andsharing your story and all of
(23:55):
your insight and knowledge.
Um, I really hope the listenersenjoyed this episode.
How can people get in touchwith you if they want to
continue the conversation orthey're looking to work with you
?
Speaker 2 (24:05):
Yeah, so my email is probably the easiest way to
reach me.
It is a for Andrew and thenJordan.
J O R D A N a, jordan at JordanCPA servicescom.
I'm also on LinkedIn Find methere.
Speaker 1 (24:17):
Perfect.
We'll put that info in the shownotes so people can get in
touch with you.
If you enjoyed this episode,make sure to subscribe, comment
on it, like it.
Whatever you need to do to getmore exposure so that more and
more people can get this amazinginfo that Andrew and all of our
guests are sharing.
Andrew again, thank you so muchfor coming on.
I really appreciate it.
Cool, thank you.
(24:37):
Thanks for tuning into thisepisode of CFO Chronicles the
secrets behind success.
I hope you found value intoday's conversation.
As we wrap up, I'd love for youto do two things.
First, make sure to subscribeto this podcast so you don't
miss any future episodes.
If you enjoyed today'sdiscussion, please rate and
review the show.
It helps others discover theinsights we share here.
Second, if you're ready to takeyour business to the next level
(25:01):
and attract the high-endclients you deserve, head over
to accountingleadsnowcom orclick the link in the show notes
to book your strategy.
Call it's time to positionyourself as the advisor your
clients need.
And don't forget you canconnect with me on LinkedIn to
stay up to date on what'shappening in the world of
accounting and financial growth.
We've got exciting topicscoming up, so stay tuned for the
next episode of CFO Chronicles.
(25:22):
Until then, keep pushingforward.
Your growth is just onestrategic move away.
Speaker 3 (25:28):
Thanks for listening to CFO Chronicles the secrets
behind success.
We hope today's episodeprovided valuable strategies to
help you attract morehigh-paying clients.
Be sure to subscribe, followand share with fellow
professionals.
Connect with us on LinkedIn andleave a review or comment to
join the conversation.
Your feedback helps us bringyou the best insights in finance
(25:52):
and marketing.
Until next time, keep strivingfor success and unlocking your
business's potential.
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