March 20, 2025 • 31 mins
The most successful accounting professionals don't sell—they consult. This transformative episode with Neil Barrow reveals the crucial mindset shift that separates struggling practitioners from those who effortlessly build thriving books of business.
Drawing from nearly a decade in public accounting as a business development leader, Neil dismantles the uncomfortable "sales" stigma that plagues many financial professionals. Instead, he presents a practical framework focused on asking better questions, avoiding the "default to yes" trap, and approaching every client conversation with genuine curiosity rather than a pitch.
You'll discover why sending proposals prematurely leads to ghosting, and how a simple question—"What exactly do you need to see to make your decision?"—can dramatically improve your close rates. Neil shares real-world examples of how slight adjustments in conversation flow have helped his clients win business they would have otherwise lost.
Perhaps most valuable is Neil's counterintuitive approach to growth: rather than constantly seeking more leads, focus on winning more of the opportunities already coming your way. By recording discovery calls, reviewing your performance, and refining your framework, you can transform a 30-40% win rate into 70-80% without any additional marketing spend.
Whether you're a fractional CFO, firm owner, or accounting professional looking to grow your practice, this episode provides the practical, no-nonsense strategies you need to win more business without sacrificing your professional integrity or feeling like a salesperson.
Feeling stuck in your growth? Discover how to elevate your marketing, personal brand, and sales approach to attract clients who value your expertise.
Ready to make a shift?
Book your strategy call today at accountingleadsnow.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to CFO Chronicles the secrets behind
success the go-to podcast forfractional CFOs and accounting
firm owners who want to attractmore high-paying clients and
increase their revenue.
Hosted by James Donovan fromNine Two Media, this podcast
dives into marketing strategiesspecifically designed for lead
(00:22):
generation and clientacquisition.
In each episode, you'll hearfrom industry leaders sharing
their success stories, and Todaywe're diving deep into the
world of business developmentbut not in the way you've heard
(00:52):
before.
Speaker 2 (00:53):
My guest, neil, spent nearly a decade in public
accounting as a businessdevelopment originator and
leader, and now he helps firmstackle growth challenges in a
real way, not just throughgeneric best practices.
He's got an insider'sperspective on what actually
works when it comes to buildinga book of business, growing a
firm and getting buy-in fromleadership, all without feeling
(01:15):
salesy.
If you're a professional inaccounting, finance or
consulting looking to win morebusiness, the right way, you're
in for a masterclass, neil,welcome to the show.
Speaker 3 (01:25):
Thanks, james, appreciate you having me.
Speaker 2 (01:28):
Really looking forward to diving into a little
bit about your background, howyou help accounting firms grow.
I guess the first question Ihave for you a lot of
accountants and financeprofessionals hate the idea of
sales.
What's the biggest mindset?
Speaker 3 (01:48):
shift they need to make to grow their book of
business.
Yeah, you know from myexperience and working with CPAs
and accountants over the yearsis really moving the mindset
from pitching clients toconsulting clients.
There's a great book that'scalled Getting Naked.
It's a parable around aconsulting firm that goes in
(02:10):
immediately and startsconsulting with clients and
asking great questions ratherthan pitching the services that
they feel like that they need.
And it's just a mindset shiftto move to consulting rather
than a sales pitch, becausenobody wants to go in and pitch
sales.
It feels awkward, it's weird totalk about themselves, and so
(02:31):
the easiest way forprofessionals to add value to
prospective clients and eventheir current clients is to ask
great questions.
Speaker 2 (02:41):
It's so true, especially because nobody wakes
up or I'm very few people wakeup and say I need to buy
accounting today.
That's not at the top of a lotof people's lists, but what they
are looking for is thesolutions to the problems
they're having.
So it's it's really just beingthe doctor who's asking the
questions.
Where does it hurt?
(03:02):
How long does it hurt?
Why is it hurting?
What have you done to fix it?
okay, now here's theprescription yeah, no, you're
exactly right, and it's justcoming in with that consultative
mindset what is somethingyou've noticed with a lot of
accounting professionals who areso used to relying heavily on
(03:23):
referrals, versus when they needto start having conversations
with, say, internet leads oropportunities that are not?
You know that the low hangingreferrals yeah, so you know.
Speaker 3 (03:39):
Again, going back to you, know my background and
being practical, right, when youlook at the majority of of
fractional CFOs or accountingfirms, the majority of their new
business is generated throughreferrals and word of mouth, and
so those are a lot easier tomove towards clients right into
(03:59):
onboarding them.
But when you're talking aboutinbound leads or generic website
referrals or1-800-FRACTIONAL-CFO right the
hotline, those are approached ina little different way where
I've got to be a little bit moreskeptical around.
Is this person going to be agood fit?
So it's understanding what isan ideal client for you and the
(04:23):
firm and it's being able to askquestions up front.
A lot of us avoid priceconversation up front.
A lot of us will avoid askinghard questions on is this going
to be a good client for me?
And all of that comes fromexperience and getting the reps
in and practicing the question.
There's no substitute for that.
You can go to all the trainingsyou want, you can read all the
(04:45):
books you want, but you got todo it and fill it out for
yourself, and that's the thing.
When it's related to businessdevelopment, that's so ambiguous
and it means different thingsto different people, and so
you've got to find your ownrhythm within a framework that
works, which is ultimatelyrelated to your question on cold
or inbound.
I've got to have a goodscorecard, a good question and a
(05:10):
good framework to go into someof those first discovery type
conversations with a prospectiveclient.
Speaker 2 (05:18):
You've worked with a lot of firms.
What's the most painful commonmistake you see in business
development and how do yougenerally either fix it or
advise on that firm to fix thatissue?
Speaker 3 (05:35):
Well, there's a lot.
I think it depends on where theconversation is in the funnel
right.
So there's a lot of commonmistakes, like you were talking
about with that first meeting,where it's we don't do a good
enough job asking questions tofigure out if they're a
qualified opportunity or not.
(05:56):
So a lot of times we default toyes.
So that's like the number onemistake that I see a lot of
professionals make is we justwant to say yes.
So, hey, do y'all do tax work?
Absolutely we do do.
Let me tell you about how we dothat.
Let me tell you how we price.
Instead of asking, well, whatare you actually looking for?
You have somebody that doesyour taxes already.
(06:17):
What's going on, right?
And so taking the time to askthat second layer question
instead of defaulting to yes, weall hear it.
Hey, at the end of theconversation with a prospective
client, oh man, this soundsgreat, send us a, send us a
proposal.
And we say, yeah, sure, we'llsend you a proposal.
And then we didn't talk aboutbudget, we didn't talk about
what they think that this shouldcost, we didn't ask what
(06:40):
they're paying today, and so thefirst time that they're seeing
pricing from us is from ageneric three-page proposal that
lists all of our services, andthey're surprised typically.
And then guess what?
They don't respond or theyghost us, and that's because
that is a function of theconversation that we have that
(07:01):
leads to a proposal.
So I'm a big advocate of notsending proposals unless it's an
actual opportunity that I'mgoing to win.
Where I know it's already won,I just need to say, hey, well,
what exactly do you need to seefrom me to make your decision?
Who else do you need to talk toabout this?
Would it be helpful if we gotsomething on the calendar next
week to go over everything rightand decide if this is a fit?
(07:24):
So we lose a lot of ouropportunities due to indecision
right, where that person, thatcompany, cannot make a decision
because they don't know how todistinguish between what they
need and who can actually helpand deliver the results that
they need, and so we default toyes a lot, and so that's one of
the number one things that I seeis we rely on proposals as a
(07:47):
crutch, we default to yes, andif we were just asked those
second layer questions, we'llreally determine if this is a
good working relationship forboth of us, and then we can help
them find exactly what theyneed.
A lot of times we're not goingto be a fit for what they need,
and so we need to be confidentin what we deliver and be
(08:08):
confident and able to refer themout to someone else that can
help if they're not going to bea fit.
So we need to help them, weneed to be the advisor and
consultant.
Speaker 2 (08:18):
I love that piece you mentioned.
Hey, send me a proposal.
Well, what exactly do you needto see in it?
There's so much power in thatquestion because they're going
to tell you exactly what isgoing to make them buy by them
saying what they need to seen it.
It um yeah, it frustrates mewhen I hear clients and
(08:38):
prospects say, well, yeah, Isent out a proposal and nothing
happened yeah okay, of coursethat's the first time they're
seeing the price yeah no kidding, they're not going to respond
like.
That needs to be discussed.
You need to extract the buildthe value on the call so that
the price, the value,significantly outweighs the
price.
But it seems like it's a verycommon, uncomfortable thing for
(09:03):
for accounting professionals notto put everyone in the bucket,
but a lot there.
It's uncomfortable to discussthat either on the phone or over
Zoom with a prospect.
Speaker 3 (09:13):
Yeah, well, I mean one of my clients.
Just recently.
We were talking about some oftheir opportunities in their
pipeline and they were tellingme that they had a great meeting
and they were sending aproposal and I said, okay, time
out.
Did you talk about pricing?
Did you talk about how they'regoing to evaluate their decision
?
Did you talk about any of this?
(09:35):
And it's.
It was no.
And so I said, well, before yousend that proposal, you call
them and you ask, hey, before Iput some more work into this
proposal, I want to make surethat I'm making the actual
recommendation that you need,and then it fits exactly with
what your budget is, if we cando that.
So have that conversation.
They ended up having it andthey ended up winning the
proposal because of that.
If they wouldn't have had thatconversation, then what most
proposals do is they give you amenu of services with all of the
(09:59):
pricing and they say, hey, youfigure it out, tell me what you
need.
And that's not how people buy.
I'm coming to you as the expertto tell me what I need, give me
a recommendation, and so one ofmy favorite things to ask on
calls is hey, if I were to helpyou with what you need.
(10:21):
Here's what I would do if Iwere in your position.
Right, making a personalrecommendation for you based on
what I heard is your problem,your budget and where you're at
and what you are practicallyable to do.
Because we know that, especiallyselling fractional CFO services
, we can do so much as afractional CFO for somebody, but
(10:43):
a lot of times they're notready for the really high level
stuff.
They need some basic blockingand tackling before we get to
the high level stuff.
So I need to make a personalrecommendation based on what it
is and that sounds like.
Hey, if I were in your position, this is the first step that I
would take.
And here's how much that costs.
What do you think?
That's a lot easierconversation to have before I
(11:04):
just send a proposal and hey,here's our buckets and here's
our pricing and tiers onservices.
That doesn't help me make adecision as a buyer.
Speaker 2 (11:13):
Yeah, absolutely it's .
It's eliminating all the extradecisions as well.
They already they already havethe decision Do they want to
work with you, yes or no?
They don't need the extradecisions of do I want the gold,
the silver, the bronze, theplatinum, whatever other you
know buzzword?
You want to call it on yourmenu of services.
Give them the recommendation ofwhat is going to be best for
(11:35):
them.
And you only get there if youask questions like a human yes,
what?
What do you say to your clients?
When or how do you help thembreak out of that mindset of oh
well, they were just priceshopping or they I'm out of
their budget.
They're not actually interested.
They're just looking Because tome, when I hear that there is
(11:58):
intent there, people are stillphoning in.
They're having the conversation, they're looking around To me
at least.
There's not enough value beingadded on the call.
How do you have thatconversation and break that
mindset with your clients?
Speaker 3 (12:13):
I mean that's a tough one because, again, going back
to it, there's no silver bulletfor any of this.
For growth, right, and it takesreps, it takes experience
having these conversations andthat's something you can
practice right and get betterand analyze, but you have to go
have them.
So you know, I think therecommendation that I would have
(12:40):
in this mindset shift is reallyapproaching it from their
perspective, and so we do a lotof things like putting ourselves
in their shoes as a buyer, likeif I were buying my own
services and I were them theircompany profile, how large they
are, the team.
Putting all those things intocontext, what would I need to
know to make a decision on whatthat I need?
Because, again, going back tothe fractional CFO model, I can
(13:03):
do bookkeeping all the way todashboards and FP&A or whatever
that looks like right dashboardsand FP&A or whatever that looks
like right.
But if I'm at a point wherethey're not ready for that
dashboards, right, if they'renot ready for the dashboards yet
, I need to make thatrecommendation and I need to
call it out right and I need tosay, hey, y'all want this, but
(13:25):
y'all aren't ready for this.
So why don't we take the firstthree months and get everything
cleaned up and get your blockingand tackling done, and then we
can add on the dashboards ify'all are ready for that once we
get to that point but coming atit as a consultant, as an
advisor to these companies, notsomebody that's looking to sell
my services to them so that's mynumber one recommendation and
(13:49):
having a framework for that.
So I have a lot of my clientsrecord their zoom calls.
So if they're, we're in avirtual world.
Now a lot of our folks arehaving in-person meetings, which
is great, but a lot of them arealso having video calls and
virtual calls and so I like tohave them record the call and
then we go back and look at tape.
So, just like an athlete wouldgo back and watch game film,
(14:12):
we're going back and watchinggame tape on how these
conversations go, and thenyou'll pick up on things.
Hey, you know what I shouldhave asked?
Another question related to this.
There seems like there was morethere, or?
Hey, I didn't like how I putthat.
I didn't like how I soundedwhen I asked that question.
I need to come up with adifferent way to ask that and
then we can start building aframework on how some of these
(14:34):
conversations typically go,because eventually you'll get to
the point where you've donethis enough times, to where you
already know what the prospectis going to say.
You already know where they'reat, you already know what
questions they're going to say.
You already know where they'reat, you already know what
questions they're going to ask,and so you can build your
conversation ahead of time.
So you know what questions toask, you know what to say, and
it just makes it easier for themto understand.
(14:56):
Do I want to hire this personor not, and will they be a good
client for me or not?
Speaker 2 (15:02):
What I'm hearing from you, neil, is you're, you're
playing.
You're playing chess, notcheckers.
You're already one step aheadof the game because you have
your framework laid out.
You've done the reps, you knowhow the conversation is going to
go, but you're asking thequestions that you know you're.
You're leading the conversationin the direction you want it to
go, assuming that prospect'sthe right fit, versus just being
(15:24):
reactive to everything that'shappening.
You're completely off thetracks and you lose control of
the conversation.
Speaker 3 (15:30):
Sure, I mean, we're all people right.
So we've got distractions, wegot back-to-back meetings, we
got client work, we got stuffgoing on at home.
So what we do as professionalsis we work so hard to get a
referral, we work, we hirepeople to do lead gen, to get us
good opportunities, and then wewing it and that's not it Right
(15:55):
.
And so a lot of people approachme and say hey, we're looking
to grow, like we need more atbats.
We need more people to knowabout our brand.
Man, if only people would justknow more about us, we would get
so much more work.
And in reality, do you need moreor do you just need to win more
of what you're getting?
And the basics of blocking andtackling are just making sure
(16:18):
that if our win rates at 30, 40,50%, can we get it to 60, 70,
80%, based on how we askquestions and move people out
and make recommendations forother.
Hey, you don't need me whereyou're at right now.
What I'd do is I'd go do this,or, yes, you do, and here's
exactly how I can help.
Do you want to move forward?
(16:39):
And asking those questions andit's just again preparing more
for these conversations that areso valuable to growing our
business.
Speaker 2 (16:48):
That's a really good point.
It's not necessarily alwaysneeding to do more, it's just
optimizing what's already comingthrough.
Sorry, go ahead.
Speaker 3 (16:59):
And then, once you optimize, then you can add for
more.
Yeah, but we try to add formore without optimizing, and I'm
using big words like optimizingand frameworks and all this
stuff, but it's as simple asjust understanding what
questions I need to ask tounderstand if they're a good fit
.
And then what questions do Ineed to ask to help them make a
(17:22):
decision on what they need tosolve their problems.
That's it.
Speaker 2 (17:25):
Yeah, it is very simple and it gets over
complicated and that's where thetires just end up spinning in
the mud.
I just finished a conversation,before jumping on here with you
that I thought was so impactful.
It's with another marketingprofessional.
She works with law firms in theUS and she's getting one of her
(17:46):
clients a ton of leads.
Well, everyone knows, not everysingle lead is the best lead in
the world and it's the firstthing to get discarded.
All the leads are bad.
I can't sell.
Okay.
Well, what are you doing withthe quote unquote bad leads?
Then You've already paid forthem, so are they just gonna go
sit in a bin?
What she said her client'sdoing is every single person
(18:10):
who's not a fit.
they're asking if they knowanyone else in their network who
is a fit to work with and theyare killing it, and it's such a
simple question to be asking,because you've already paid for
all these opportunities, so whynot try to squeeze a little bit
more out?
Hey look, we're not the bestfit right now.
Either you're too far aheadfrom where I'm at or we're.
You know we're too.
(18:30):
We're ahead of you.
Whatever the gap is, is thereanyone else in your network who
you know would be looking forwhat we're doing?
I think it would surprise a lotof people at how much
opportunity would come fromasking that simple question at
the end of every conversation.
Speaker 3 (18:45):
I mean asking for referrals.
All right, I think that is abig miss because it's
uncomfortable and it's awkwardand we haven't had experience
doing that, so we don't have themuscle growth on asking that,
because it's not as scary as youthink.
But, again, that's notpractical for everyone.
Some people are just not goingto do that, and that's okay.
(19:06):
We can do different things.
But yes to your point, it'swhat works for me and what
questions do I need to ask tomake sure that I'm maximizing
the return on theserelationships that I'm
developing?
Because, again, I want to addvalue, I want to be valuable to
my relationships and my networkand so people that I'm meeting I
(19:26):
want to help, right?
I think?
When you look at professionalsin accounting or law, whoever,
when you're talking aboutprofessionals in general, you
have a skill set and the reasonyou got into this work is to
help people with your skill set,and so not losing that frame of
reference whenever you'rehaving these conversations will
(19:46):
lead to better questions.
Speaker 2 (19:49):
Neil speaking of helping people and growing your
network.
How do you get in front of yourideal prospects?
What do you do to market yourbusiness?
Speaker 3 (20:00):
So I have to eat my own medicine, right?
You know, as a former businessdevelopment director, I was paid
to build a network, right, so Iwas paid to build relationships
.
And so I started out cheatingright, with a lot of folks
because I was paid full time togo out there and meet people.
What I do today is I'm hyperfocused on my time and that's
(20:22):
what I make sure that everybodyunderstands.
From my clients perspective,and a lot of the content that I
generate around what I do iscentered around focus.
I need to know exactly what myideal client looks like, and
it's not businesses in a regionfrom $3 to $50 million that's
(20:44):
not it.
Three to $50 million that's notit.
Okay, it is a hyper-focused,and I'll just give you mine as
an example.
Right, I work with professionalfinancial and consulting
service firms the doer sellersthat are under $30 million, that
want to hire a businessdevelopment person or really
want to get their people focusedon business development.
(21:04):
That's it right.
And so that list helps youshrink your world and your
network that you have and saying, oh yeah, there's a law firm
that I know, or there's a CPAfirm or a fractional CFO firm
that I know that would reallyenjoy talking to Neil right, and
so getting hyper-focused onthat message.
That allows me to then identifywhere those people hang out.
(21:27):
And so, do they hang out atassociations?
Do they hang out at conferences?
Are they on LinkedIn?
Where do I go to find thosepeople and start to try to
generate a conversation?
Because, again, marketing isthe one to many, right,
Podcasting is the one to many,and that's a marketing tool, but
(21:48):
I need to use that to do BD,which is to generate one-to-one
conversations, and so that's howI think about it is getting
super tight on my messaging asit relates to your ideal client.
Really thinking through that anda lot of people have a lot of
professionals have a hard timemaking that switch because they
think that it's going to shutthem off to all the other
(22:10):
opportunities that they get.
Well, I kind of I don't reallyfocus just on construction or
manufacturing companies.
I also do all these others butwhat they don't realize is that
by focusing that, you're goingto get more of your ideal, but
with your network, they're stillgoing to think about you as the
fractional CFO, and so you'restill going to get opportunities
, but when you're pursuing withyour own valuable time business
(22:34):
development opportunities.
It's really centered around assmall as group as possible.
So I know that if I talk to aconstruction company that
doesn't have a CFO that'sgrowing, I know it's a slam dunk
for me and so they're morelikely to buy from me, and so
that's what's of value.
(22:54):
It's really focusing that soyou get really ownership on your
time, on the highest ROI thatyou can generate.
Speaker 2 (23:05):
I heard this a million times before.
But if you're trying to sell toeveryone, you're selling to no
one because, you.
Just you can't be the expert inevery single business out there
, you can't speak their languageand you do not come across as
the authority figure, so whatyou're saying is so powerful.
Um, I know of marketingcompanies who, like this, blew
(23:25):
my mind when I heard it.
Their niche is with funeralhomes and they're doing like $5
million a year.
And I'm like how is a marketingcompany only working with
funeral homes and that marketingcompany is making $5 million
Like you can get so niched in somany different areas, but
that's where you're going to win, because now you're speaking
the language and become anauthority figure in that space.
(23:48):
So, what you're saying is yeah,again, it's so powerful.
You mentioned you know yourideal audience.
They're looking to grow,they're looking for business
development.
How do you find firms who youknow are looking for that, or is
it more of hey, based offexperience, generally they're
(24:08):
this size in either headcount.
Generally they're this size inrevenue, or here's a trend they
would be on, Because you couldlook at a list of, say,
accounting firms or fractionalCFO firms.
But how are you pinpointingthey're the ones who are growing
, they're the ones who need BD.
Speaker 3 (24:25):
Yeah.
So it's hard to, because a lotof it is mindset for what I do
specifically and a lot ofprobably what your folks that
are listening to the podcast aredealing with too.
Like there's a mindset shift,like, hey, I've got to be open
to hiring somebody to help mewith this.
That's outside, or a fractionalhow I identify that is really
(24:47):
through.
Well, there's a coupledifferent ways.
One is I spend a lot of time onLinkedIn, and the reason I
spend a lot of time on LinkedInis because that's where all the
professionals hang out, right.
So attorneys, cpas they'realways looking to grow and so
I'm always keeping an eye outfor people that are looking to
(25:08):
hire.
So if I see a job description,tools and technology, I just
make sure that I spend I blocktime and it's usually an hour a
day to reach out personally topeople that are either adjacent
(25:32):
to my network that own firms orto do some research around
business development, jobpostings, marketing, job
postings posting from people onLinkedIn that are in marketing
for these types of firms thatare needing help, and I just
want to network with them andtell them what I'm doing.
(25:52):
So I have to do a lot ofoutreach and it's personal, but
when I spend my time doingbusiness development it's
well-researched.
I know my ideal client, I knowmy messaging and it's centered
around growing my network andadding value.
So I think, when you thinkabout three things, that when
you're looking at doing outreachto your network, those are the
(26:17):
three things that I would focuson, because oftentimes we have a
great network or a good one toget started, we just don't
nurture them and message it in away that allows them to help us
.
So I say this a lot to myclients where we need to help
them, help us, and how I help mynetwork help me, is I'm
(26:39):
hyper-focused on what I want andthat helps them bucket me into
this category of one.
I talk a lot about this whereit's a Tim Ferriss.
If you know Tim Ferriss, authorof the 4-Hour Workweek, he
talks about this in one of hisnewsletters, which is centered
(27:00):
around this category of one.
So whenever somebody thinksabout business development for
professional service firms, Iwant them to think about Neil.
That's the only person theythink about, just like some of
your audience, just like you,when you think about lead gen
for fractional CFO firms, I wantto think about James when I
(27:20):
think about fractional CFO inAustin, texas, for construction
companies.
I only want to think about thisperson, so you can build that
and it's generating thatmessaging for your network and
then reaching out to people tohave these conversations.
It's not going to happy hours,right, it's not going to.
(27:41):
It doesn't have to be.
If that's your thing, that'scool, but it doesn't have to be
going to happy hours andnetworking events and doing all
this and just meeting people.
That's a part of it.
It could be, but I can behyper-focused in how I cultivate
my network based on mymessaging.
Speaker 2 (27:57):
And it doesn't happen in 10, 20, 30 days, even six
months.
It takes time, it just takestime.
Yep, neil, there's so muchvaluable insight you're sharing.
Thanks for all of that.
How can all the listeners getin touch with you and continue
this conversation?
Speaker 3 (28:17):
Connect with me on LinkedIn.
Neil Barrow.
I post weekly content aroundbusiness development for
business developmentprofessionals, for professionals
in professional service firms,but that's the best way to
follow me and keep up with whatI'm doing.
Speaker 2 (28:35):
Perfect, we'll put your link in the show notes so
that people can click on it,hopefully continue the
conversation with you Again,neil, thank you so much for
coming on.
This was awesome.
Speaker 3 (28:45):
Thanks.
Speaker 2 (28:46):
James.
I appreciate it.
Man, thanks for tuning in tothis episode 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
(29:06):
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
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 position yourselfas 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.
(29:27):
We've got more exciting topicscoming up, so stay tuned for the
next episode of CFO Chronicles.
Until then, keep pushingforward.
Your growth is just onestrategic move away.
Speaker 1 (29:37):
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
(30:00):
and marketing.
Until next time, keep strivingfor success and unlocking your
business's potential.
Welcome to CFO Chronicles the secrets behind
success the go-to podcast forfractional CFOs and accounting
firm owners who want to attractmore high-paying clients and
increase their revenue.
Hosted by James Donovan fromNine Two Media, this podcast
dives into marketing strategiesspecifically designed for lead
(00:22):
generation and clientacquisition.
In each episode, you'll hearfrom industry leaders sharing
their success stories, and Todaywe're diving deep into the
world of business developmentbut not in the way you've heard
(00:52):
before.
Speaker 2 (00:53):
My guest, neil, spent nearly a decade in public
accounting as a businessdevelopment originator and
leader, and now he helps firmstackle growth challenges in a
real way, not just throughgeneric best practices.
He's got an insider'sperspective on what actually
works when it comes to buildinga book of business, growing a
firm and getting buy-in fromleadership, all without feeling
(01:15):
salesy.
If you're a professional inaccounting, finance or
consulting looking to win morebusiness, the right way, you're
in for a masterclass, neil,welcome to the show.
Speaker 3 (01:25):
Thanks, james, appreciate you having me.
Speaker 2 (01:28):
Really looking forward to diving into a little
bit about your background, howyou help accounting firms grow.
I guess the first question Ihave for you a lot of
accountants and financeprofessionals hate the idea of
sales.
What's the biggest mindset?
Speaker 3 (01:48):
shift they need to make to grow their book of
business.
Yeah, you know from myexperience and working with CPAs
and accountants over the yearsis really moving the mindset
from pitching clients toconsulting clients.
There's a great book that'scalled Getting Naked.
It's a parable around aconsulting firm that goes in
(02:10):
immediately and startsconsulting with clients and
asking great questions ratherthan pitching the services that
they feel like that they need.
And it's just a mindset shiftto move to consulting rather
than a sales pitch, becausenobody wants to go in and pitch
sales.
It feels awkward, it's weird totalk about themselves, and so
(02:31):
the easiest way forprofessionals to add value to
prospective clients and eventheir current clients is to ask
great questions.
Speaker 2 (02:41):
It's so true, especially because nobody wakes
up or I'm very few people wakeup and say I need to buy
accounting today.
That's not at the top of a lotof people's lists, but what they
are looking for is thesolutions to the problems
they're having.
So it's it's really just beingthe doctor who's asking the
questions.
Where does it hurt?
(03:02):
How long does it hurt?
Why is it hurting?
What have you done to fix it?
okay, now here's theprescription yeah, no, you're
exactly right, and it's justcoming in with that consultative
mindset what is somethingyou've noticed with a lot of
accounting professionals who areso used to relying heavily on
(03:23):
referrals, versus when they needto start having conversations
with, say, internet leads oropportunities that are not?
You know that the low hangingreferrals yeah, so you know.
Speaker 3 (03:39):
Again, going back to you, know my background and
being practical, right, when youlook at the majority of of
fractional CFOs or accountingfirms, the majority of their new
business is generated throughreferrals and word of mouth, and
so those are a lot easier tomove towards clients right into
(03:59):
onboarding them.
But when you're talking aboutinbound leads or generic website
referrals or1-800-FRACTIONAL-CFO right the
hotline, those are approached ina little different way where
I've got to be a little bit moreskeptical around.
Is this person going to be agood fit?
So it's understanding what isan ideal client for you and the
(04:23):
firm and it's being able to askquestions up front.
A lot of us avoid priceconversation up front.
A lot of us will avoid askinghard questions on is this going
to be a good client for me?
And all of that comes fromexperience and getting the reps
in and practicing the question.
There's no substitute for that.
You can go to all the trainingsyou want, you can read all the
(04:45):
books you want, but you got todo it and fill it out for
yourself, and that's the thing.
When it's related to businessdevelopment, that's so ambiguous
and it means different thingsto different people, and so
you've got to find your ownrhythm within a framework that
works, which is ultimatelyrelated to your question on cold
or inbound.
I've got to have a goodscorecard, a good question and a
(05:10):
good framework to go into someof those first discovery type
conversations with a prospectiveclient.
Speaker 2 (05:18):
You've worked with a lot of firms.
What's the most painful commonmistake you see in business
development and how do yougenerally either fix it or
advise on that firm to fix thatissue?
Speaker 3 (05:35):
Well, there's a lot.
I think it depends on where theconversation is in the funnel
right.
So there's a lot of commonmistakes, like you were talking
about with that first meeting,where it's we don't do a good
enough job asking questions tofigure out if they're a
qualified opportunity or not.
(05:56):
So a lot of times we default toyes.
So that's like the number onemistake that I see a lot of
professionals make is we justwant to say yes.
So, hey, do y'all do tax work?
Absolutely we do do.
Let me tell you about how we dothat.
Let me tell you how we price.
Instead of asking, well, whatare you actually looking for?
You have somebody that doesyour taxes already.
(06:17):
What's going on, right?
And so taking the time to askthat second layer question
instead of defaulting to yes, weall hear it.
Hey, at the end of theconversation with a prospective
client, oh man, this soundsgreat, send us a, send us a
proposal.
And we say, yeah, sure, we'llsend you a proposal.
And then we didn't talk aboutbudget, we didn't talk about
what they think that this shouldcost, we didn't ask what
(06:40):
they're paying today, and so thefirst time that they're seeing
pricing from us is from ageneric three-page proposal that
lists all of our services, andthey're surprised typically.
And then guess what?
They don't respond or theyghost us, and that's because
that is a function of theconversation that we have that
(07:01):
leads to a proposal.
So I'm a big advocate of notsending proposals unless it's an
actual opportunity that I'mgoing to win.
Where I know it's already won,I just need to say, hey, well,
what exactly do you need to seefrom me to make your decision?
Who else do you need to talk toabout this?
Would it be helpful if we gotsomething on the calendar next
week to go over everything rightand decide if this is a fit?
(07:24):
So we lose a lot of ouropportunities due to indecision
right, where that person, thatcompany, cannot make a decision
because they don't know how todistinguish between what they
need and who can actually helpand deliver the results that
they need, and so we default toyes a lot, and so that's one of
the number one things that I seeis we rely on proposals as a
(07:47):
crutch, we default to yes, andif we were just asked those
second layer questions, we'llreally determine if this is a
good working relationship forboth of us, and then we can help
them find exactly what theyneed.
A lot of times we're not goingto be a fit for what they need,
and so we need to be confidentin what we deliver and be
(08:08):
confident and able to refer themout to someone else that can
help if they're not going to bea fit.
So we need to help them, weneed to be the advisor and
consultant.
Speaker 2 (08:18):
I love that piece you mentioned.
Hey, send me a proposal.
Well, what exactly do you needto see in it?
There's so much power in thatquestion because they're going
to tell you exactly what isgoing to make them buy by them
saying what they need to seen it.
It um yeah, it frustrates mewhen I hear clients and
(08:38):
prospects say, well, yeah, Isent out a proposal and nothing
happened yeah okay, of coursethat's the first time they're
seeing the price yeah no kidding, they're not going to respond
like.
That needs to be discussed.
You need to extract the buildthe value on the call so that
the price, the value,significantly outweighs the
price.
But it seems like it's a verycommon, uncomfortable thing for
(09:03):
for accounting professionals notto put everyone in the bucket,
but a lot there.
It's uncomfortable to discussthat either on the phone or over
Zoom with a prospect.
Speaker 3 (09:13):
Yeah, well, I mean one of my clients.
Just recently.
We were talking about some oftheir opportunities in their
pipeline and they were tellingme that they had a great meeting
and they were sending aproposal and I said, okay, time
out.
Did you talk about pricing?
Did you talk about how they'regoing to evaluate their decision
?
Did you talk about any of this?
(09:35):
And it's.
It was no.
And so I said, well, before yousend that proposal, you call
them and you ask, hey, before Iput some more work into this
proposal, I want to make surethat I'm making the actual
recommendation that you need,and then it fits exactly with
what your budget is, if we cando that.
So have that conversation.
They ended up having it andthey ended up winning the
proposal because of that.
If they wouldn't have had thatconversation, then what most
proposals do is they give you amenu of services with all of the
(09:59):
pricing and they say, hey, youfigure it out, tell me what you
need.
And that's not how people buy.
I'm coming to you as the expertto tell me what I need, give me
a recommendation, and so one ofmy favorite things to ask on
calls is hey, if I were to helpyou with what you need.
(10:21):
Here's what I would do if Iwere in your position.
Right, making a personalrecommendation for you based on
what I heard is your problem,your budget and where you're at
and what you are practicallyable to do.
Because we know that, especiallyselling fractional CFO services
, we can do so much as afractional CFO for somebody, but
(10:43):
a lot of times they're notready for the really high level
stuff.
They need some basic blockingand tackling before we get to
the high level stuff.
So I need to make a personalrecommendation based on what it
is and that sounds like.
Hey, if I were in your position, this is the first step that I
would take.
And here's how much that costs.
What do you think?
That's a lot easierconversation to have before I
(11:04):
just send a proposal and hey,here's our buckets and here's
our pricing and tiers onservices.
That doesn't help me make adecision as a buyer.
Speaker 2 (11:13):
Yeah, absolutely it's .
It's eliminating all the extradecisions as well.
They already they already havethe decision Do they want to
work with you, yes or no?
They don't need the extradecisions of do I want the gold,
the silver, the bronze, theplatinum, whatever other you
know buzzword?
You want to call it on yourmenu of services.
Give them the recommendation ofwhat is going to be best for
(11:35):
them.
And you only get there if youask questions like a human yes,
what?
What do you say to your clients?
When or how do you help thembreak out of that mindset of oh
well, they were just priceshopping or they I'm out of
their budget.
They're not actually interested.
They're just looking Because tome, when I hear that there is
(11:58):
intent there, people are stillphoning in.
They're having the conversation, they're looking around To me
at least.
There's not enough value beingadded on the call.
How do you have thatconversation and break that
mindset with your clients?
Speaker 3 (12:13):
I mean that's a tough one because, again, going back
to it, there's no silver bulletfor any of this.
For growth, right, and it takesreps, it takes experience
having these conversations andthat's something you can
practice right and get betterand analyze, but you have to go
have them.
So you know, I think therecommendation that I would have
(12:40):
in this mindset shift is reallyapproaching it from their
perspective, and so we do a lotof things like putting ourselves
in their shoes as a buyer, likeif I were buying my own
services and I were them theircompany profile, how large they
are, the team.
Putting all those things intocontext, what would I need to
know to make a decision on whatthat I need?
Because, again, going back tothe fractional CFO model, I can
(13:03):
do bookkeeping all the way todashboards and FP&A or whatever
that looks like right dashboardsand FP&A or whatever that looks
like right.
But if I'm at a point wherethey're not ready for that
dashboards, right, if they'renot ready for the dashboards yet
, I need to make thatrecommendation and I need to
call it out right and I need tosay, hey, y'all want this, but
(13:25):
y'all aren't ready for this.
So why don't we take the firstthree months and get everything
cleaned up and get your blockingand tackling done, and then we
can add on the dashboards ify'all are ready for that once we
get to that point but coming atit as a consultant, as an
advisor to these companies, notsomebody that's looking to sell
my services to them so that's mynumber one recommendation and
(13:49):
having a framework for that.
So I have a lot of my clientsrecord their zoom calls.
So if they're, we're in avirtual world.
Now a lot of our folks arehaving in-person meetings, which
is great, but a lot of them arealso having video calls and
virtual calls and so I like tohave them record the call and
then we go back and look at tape.
So, just like an athlete wouldgo back and watch game film,
(14:12):
we're going back and watchinggame tape on how these
conversations go, and thenyou'll pick up on things.
Hey, you know what I shouldhave asked?
Another question related to this.
There seems like there was morethere, or?
Hey, I didn't like how I putthat.
I didn't like how I soundedwhen I asked that question.
I need to come up with adifferent way to ask that and
then we can start building aframework on how some of these
(14:34):
conversations typically go,because eventually you'll get to
the point where you've donethis enough times, to where you
already know what the prospectis going to say.
You already know where they'reat, you already know what
questions they're going to say.
You already know where they'reat, you already know what
questions they're going to ask,and so you can build your
conversation ahead of time.
So you know what questions toask, you know what to say, and
it just makes it easier for themto understand.
(14:56):
Do I want to hire this personor not, and will they be a good
client for me or not?
Speaker 2 (15:02):
What I'm hearing from you, neil, is you're, you're
playing.
You're playing chess, notcheckers.
You're already one step aheadof the game because you have
your framework laid out.
You've done the reps, you knowhow the conversation is going to
go, but you're asking thequestions that you know you're.
You're leading the conversationin the direction you want it to
go, assuming that prospect'sthe right fit, versus just being
(15:24):
reactive to everything that'shappening.
You're completely off thetracks and you lose control of
the conversation.
Speaker 3 (15:30):
Sure, I mean, we're all people right.
So we've got distractions, wegot back-to-back meetings, we
got client work, we got stuffgoing on at home.
So what we do as professionalsis we work so hard to get a
referral, we work, we hirepeople to do lead gen, to get us
good opportunities, and then wewing it and that's not it Right
(15:55):
.
And so a lot of people approachme and say hey, we're looking
to grow, like we need more atbats.
We need more people to knowabout our brand.
Man, if only people would justknow more about us, we would get
so much more work.
And in reality, do you need moreor do you just need to win more
of what you're getting?
And the basics of blocking andtackling are just making sure
(16:18):
that if our win rates at 30, 40,50%, can we get it to 60, 70,
80%, based on how we askquestions and move people out
and make recommendations forother.
Hey, you don't need me whereyou're at right now.
What I'd do is I'd go do this,or, yes, you do, and here's
exactly how I can help.
Do you want to move forward?
(16:39):
And asking those questions andit's just again preparing more
for these conversations that areso valuable to growing our
business.
Speaker 2 (16:48):
That's a really good point.
It's not necessarily alwaysneeding to do more, it's just
optimizing what's already comingthrough.
Sorry, go ahead.
Speaker 3 (16:59):
And then, once you optimize, then you can add for
more.
Yeah, but we try to add formore without optimizing, and I'm
using big words like optimizingand frameworks and all this
stuff, but it's as simple asjust understanding what
questions I need to ask tounderstand if they're a good fit
.
And then what questions do Ineed to ask to help them make a
(17:22):
decision on what they need tosolve their problems.
That's it.
Speaker 2 (17:25):
Yeah, it is very simple and it gets over
complicated and that's where thetires just end up spinning in
the mud.
I just finished a conversation,before jumping on here with you
that I thought was so impactful.
It's with another marketingprofessional.
She works with law firms in theUS and she's getting one of her
(17:46):
clients a ton of leads.
Well, everyone knows, not everysingle lead is the best lead in
the world and it's the firstthing to get discarded.
All the leads are bad.
I can't sell.
Okay.
Well, what are you doing withthe quote unquote bad leads?
Then You've already paid forthem, so are they just gonna go
sit in a bin?
What she said her client'sdoing is every single person
(18:10):
who's not a fit.
they're asking if they knowanyone else in their network who
is a fit to work with and theyare killing it, and it's such a
simple question to be asking,because you've already paid for
all these opportunities, so whynot try to squeeze a little bit
more out?
Hey look, we're not the bestfit right now.
Either you're too far aheadfrom where I'm at or we're.
You know we're too.
(18:30):
We're ahead of you.
Whatever the gap is, is thereanyone else in your network who
you know would be looking forwhat we're doing?
I think it would surprise a lotof people at how much
opportunity would come fromasking that simple question at
the end of every conversation.
Speaker 3 (18:45):
I mean asking for referrals.
All right, I think that is abig miss because it's
uncomfortable and it's awkwardand we haven't had experience
doing that, so we don't have themuscle growth on asking that,
because it's not as scary as youthink.
But, again, that's notpractical for everyone.
Some people are just not goingto do that, and that's okay.
(19:06):
We can do different things.
But yes to your point, it'swhat works for me and what
questions do I need to ask tomake sure that I'm maximizing
the return on theserelationships that I'm
developing?
Because, again, I want to addvalue, I want to be valuable to
my relationships and my networkand so people that I'm meeting I
(19:26):
want to help, right?
I think?
When you look at professionalsin accounting or law, whoever,
when you're talking aboutprofessionals in general, you
have a skill set and the reasonyou got into this work is to
help people with your skill set,and so not losing that frame of
reference whenever you'rehaving these conversations will
(19:46):
lead to better questions.
Speaker 2 (19:49):
Neil speaking of helping people and growing your
network.
How do you get in front of yourideal prospects?
What do you do to market yourbusiness?
Speaker 3 (20:00):
So I have to eat my own medicine, right?
You know, as a former businessdevelopment director, I was paid
to build a network, right, so Iwas paid to build relationships
.
And so I started out cheatingright, with a lot of folks
because I was paid full time togo out there and meet people.
What I do today is I'm hyperfocused on my time and that's
(20:22):
what I make sure that everybodyunderstands.
From my clients perspective,and a lot of the content that I
generate around what I do iscentered around focus.
I need to know exactly what myideal client looks like, and
it's not businesses in a regionfrom $3 to $50 million that's
(20:44):
not it.
Three to $50 million that's notit.
Okay, it is a hyper-focused,and I'll just give you mine as
an example.
Right, I work with professionalfinancial and consulting
service firms the doer sellersthat are under $30 million, that
want to hire a businessdevelopment person or really
want to get their people focusedon business development.
(21:04):
That's it right.
And so that list helps youshrink your world and your
network that you have and saying, oh yeah, there's a law firm
that I know, or there's a CPAfirm or a fractional CFO firm
that I know that would reallyenjoy talking to Neil right, and
so getting hyper-focused onthat message.
That allows me to then identifywhere those people hang out.
(21:27):
And so, do they hang out atassociations?
Do they hang out at conferences?
Are they on LinkedIn?
Where do I go to find thosepeople and start to try to
generate a conversation?
Because, again, marketing isthe one to many, right,
Podcasting is the one to many,and that's a marketing tool, but
(21:48):
I need to use that to do BD,which is to generate one-to-one
conversations, and so that's howI think about it is getting
super tight on my messaging asit relates to your ideal client.
Really thinking through that anda lot of people have a lot of
professionals have a hard timemaking that switch because they
think that it's going to shutthem off to all the other
(22:10):
opportunities that they get.
Well, I kind of I don't reallyfocus just on construction or
manufacturing companies.
I also do all these others butwhat they don't realize is that
by focusing that, you're goingto get more of your ideal, but
with your network, they're stillgoing to think about you as the
fractional CFO, and so you'restill going to get opportunities
, but when you're pursuing withyour own valuable time business
(22:34):
development opportunities.
It's really centered around assmall as group as possible.
So I know that if I talk to aconstruction company that
doesn't have a CFO that'sgrowing, I know it's a slam dunk
for me and so they're morelikely to buy from me, and so
that's what's of value.
(22:54):
It's really focusing that soyou get really ownership on your
time, on the highest ROI thatyou can generate.
Speaker 2 (23:05):
I heard this a million times before.
But if you're trying to sell toeveryone, you're selling to no
one because, you.
Just you can't be the expert inevery single business out there
, you can't speak their languageand you do not come across as
the authority figure, so whatyou're saying is so powerful.
Um, I know of marketingcompanies who, like this, blew
(23:25):
my mind when I heard it.
Their niche is with funeralhomes and they're doing like $5
million a year.
And I'm like how is a marketingcompany only working with
funeral homes and that marketingcompany is making $5 million
Like you can get so niched in somany different areas, but
that's where you're going to win, because now you're speaking
the language and become anauthority figure in that space.
(23:48):
So, what you're saying is yeah,again, it's so powerful.
You mentioned you know yourideal audience.
They're looking to grow,they're looking for business
development.
How do you find firms who youknow are looking for that, or is
it more of hey, based offexperience, generally they're
(24:08):
this size in either headcount.
Generally they're this size inrevenue, or here's a trend they
would be on, Because you couldlook at a list of, say,
accounting firms or fractionalCFO firms.
But how are you pinpointingthey're the ones who are growing
, they're the ones who need BD.
Speaker 3 (24:25):
Yeah.
So it's hard to, because a lotof it is mindset for what I do
specifically and a lot ofprobably what your folks that
are listening to the podcast aredealing with too.
Like there's a mindset shift,like, hey, I've got to be open
to hiring somebody to help mewith this.
That's outside, or a fractionalhow I identify that is really
(24:47):
through.
Well, there's a coupledifferent ways.
One is I spend a lot of time onLinkedIn, and the reason I
spend a lot of time on LinkedInis because that's where all the
professionals hang out, right.
So attorneys, cpas they'realways looking to grow and so
I'm always keeping an eye outfor people that are looking to
(25:08):
hire.
So if I see a job description,tools and technology, I just
make sure that I spend I blocktime and it's usually an hour a
day to reach out personally topeople that are either adjacent
(25:32):
to my network that own firms orto do some research around
business development, jobpostings, marketing, job
postings posting from people onLinkedIn that are in marketing
for these types of firms thatare needing help, and I just
want to network with them andtell them what I'm doing.
(25:52):
So I have to do a lot ofoutreach and it's personal, but
when I spend my time doingbusiness development it's
well-researched.
I know my ideal client, I knowmy messaging and it's centered
around growing my network andadding value.
So I think, when you thinkabout three things, that when
you're looking at doing outreachto your network, those are the
(26:17):
three things that I would focuson, because oftentimes we have a
great network or a good one toget started, we just don't
nurture them and message it in away that allows them to help us
.
So I say this a lot to myclients where we need to help
them, help us, and how I help mynetwork help me, is I'm
(26:39):
hyper-focused on what I want andthat helps them bucket me into
this category of one.
I talk a lot about this whereit's a Tim Ferriss.
If you know Tim Ferriss, authorof the 4-Hour Workweek, he
talks about this in one of hisnewsletters, which is centered
(27:00):
around this category of one.
So whenever somebody thinksabout business development for
professional service firms, Iwant them to think about Neil.
That's the only person theythink about, just like some of
your audience, just like you,when you think about lead gen
for fractional CFO firms, I wantto think about James when I
(27:20):
think about fractional CFO inAustin, texas, for construction
companies.
I only want to think about thisperson, so you can build that
and it's generating thatmessaging for your network and
then reaching out to people tohave these conversations.
It's not going to happy hours,right, it's not going to.
(27:41):
It doesn't have to be.
If that's your thing, that'scool, but it doesn't have to be
going to happy hours andnetworking events and doing all
this and just meeting people.
That's a part of it.
It could be, but I can behyper-focused in how I cultivate
my network based on mymessaging.
Speaker 2 (27:57):
And it doesn't happen in 10, 20, 30 days, even six
months.
It takes time, it just takestime.
Yep, neil, there's so muchvaluable insight you're sharing.
Thanks for all of that.
How can all the listeners getin touch with you and continue
this conversation?
Speaker 3 (28:17):
Connect with me on LinkedIn.
Neil Barrow.
I post weekly content aroundbusiness development for
business developmentprofessionals, for professionals
in professional service firms,but that's the best way to
follow me and keep up with whatI'm doing.
Speaker 2 (28:35):
Perfect, we'll put your link in the show notes so
that people can click on it,hopefully continue the
conversation with you Again,neil, thank you so much for
coming on.
This was awesome.
Speaker 3 (28:45):
Thanks.
Speaker 2 (28:46):
James.
I appreciate it.
Man, thanks for tuning in tothis episode 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
(29:06):
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
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 position yourselfas 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.
(29:27):
We've got more exciting topicscoming up, so stay tuned for the
next episode of CFO Chronicles.
Until then, keep pushingforward.
Your growth is just onestrategic move away.
Speaker 1 (29:37):
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
(30:00):
and marketing.
Until next time, keep strivingfor success and unlocking your
business's potential.
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