dominic piscopo: clear pay=bargaining power | the disruptors
“if you can’t afford fair salaries, it’s time to fix your machine—not squeeze your people.”

the disruptors
with liz farr
“if you can’t afford fair salaries, it’s time to fix your machine—not squeeze your people.”

the disruptors
with liz farr
“too often, we’re stepping over dollars to pick up pennies.”
the disruptors
with liz farr
by age 25, debbie kilsheimer was already disrupting the traditional accounting mindset. at her first job, she questioned why clients were billed by the hour when speed and efficiency weren’t rewarded.
“the smarter i get, the more efficient i become, the less you make,” she told her boss. “i don’t understand that. plus, the clients don’t know what anything will cost—so they’re afraid to call.”
more podcasts and videos: dave kersting: collaborate with co-firming | ashley francis: ai’s a partner, not a replacement | richard roppa-roberts: collaboration over competition | ira rosenbloom: m&a numbers are easy – culture fit is hard | roman villard: ditch the suit & shine | monique swansen: align firm values with services | tina mcgill: how to create lasting client impact | stefan van duyvendijk: develop operational mindset | steve evans: why traditional hiring methods fail | roger knecht: can you be an accountrepreneur? | beth whitworth: focus on outcomes not hours |mike sylvester: learn to say no | salim omar: identify your client’s $100,000 problem | jackie meyer: earn more with fewer clients | jack fleherty: don’t be a ‘yes’ person | greg adams: from finance to storytelling | the disruptors | jody padar: make radical changes now if you want to be relevant in 2030 | rebecca driscoll: amplify reach by helping other firm owners | rory henry: create the return on relationships | mike maksymiw: be the leader you wish you had |
exclusively for pro members. log in here or 2022世界杯足球排名 today.
her suggestion to switch to flat-rate pricing was met with disbelief, but she knew she was onto something. two decades later, kilsheimer and her husband, hal, run a million-dollar firm built on premium service, not time sheets.
“i’m going to be starbucks. i’m going to be louis vuitton,” she says. “i’m going to be the most expensive accountant they talk to—and i’m going to deliver on that promise.”
expand capabilities, boost client satisfaction, and build thriving businesses—without sacrificing independence.
the disruptors
with liz farr
dave kersting, founder and ceo of capovario, is disrupting the status quo firm structure by introducing co-firming. while he and tanya schulte, owner of the profit constructors, started on the co-firming path in a contractor-subcontractor relationship, they quickly realized they wanted more. “…we want to win together, and we want to lose together,” kersting recalls.
more podcasts and videos: ashley francis: ai’s a partner, not a replacement | richard roppa-roberts: collaboration over competition | ira rosenbloom: m&a numbers are easy – culture fit is hard | roman villard: ditch the suit & shine | monique swansen: align firm values with services | tina mcgill: how to create lasting client impact | stefan van duyvendijk: develop operational mindset | steve evans: why traditional hiring methods fail | roger knecht: can you be an accountrepreneur? | beth whitworth: focus on outcomes not hours |mike sylvester: learn to say no | salim omar: identify your client’s $100,000 problem | jackie meyer: earn more with fewer clients | jack fleherty: don’t be a ‘yes’ person | greg adams: from finance to storytelling | the disruptors | jody padar: make radical changes now if you want to be relevant in 2030 | rebecca driscoll: amplify reach by helping other firm owners | rory henry: create the return on relationships | mike maksymiw: be the leader you wish you had |
exclusively for pro members. log in here or 2022世界杯足球排名 today.
co-firming brings multiple specialized firms together to serve clients collaboratively rather than competitively. as kersting explains, “what the client gets out of that is experts in the field, all working on the same client to make that client’s journey better. again, it’s winning together, losing together.”
this model isn’t about subcontracting work but creating a unified team of specialists. with 11 firms now working together, “we kind of do look at ourselves as like this big super firm, a super firm, that we’re all team. we’re all one big, ginormous team,” says kersting.
the real value of accounting isn’t in the numbers but in the conversations we’re not having.
the disruptors
with liz farr
liz scott, like many other disruptors, prefers keeping her firm small. “i did try and grow my firm to this million-dollar firm. and i found myself in a spot where i was managing 10 team members, and that’s all that i had time for,” she recalls. “so i wasn’t able to do the thing that i actually really love, which is the tech development. i love that piece.”
more podcasts and videos: ashley francis: ai’s a partner, not a replacement | richard roppa-roberts: collaboration over competition | ira rosenbloom: m&a numbers are easy – culture fit is hard | roman villard: ditch the suit & shine | monique swansen: align firm values with services | tina mcgill: how to create lasting client impact | stefan van duyvendijk: develop operational mindset | steve evans: why traditional hiring methods fail | roger knecht: can you be an accountrepreneur? | beth whitworth: focus on outcomes not hours |mike sylvester: learn to say no | salim omar: identify your client’s $100,000 problem | jackie meyer: earn more with fewer clients | jack fleherty: don’t be a ‘yes’ person | greg adams: from finance to storytelling | the disruptors | jody padar: make radical changes now if you want to be relevant in 2030 | rebecca driscoll: amplify reach by helping other firm owners | rory henry: create the return on relationships | mike maksymiw: be the leader you wish you had |
exclusively for pro members. log in here or 2022世界杯足球排名 today.
her firm, accounting lifeline, serves as an incubator across various industries and technologies so she and her team can test different apps. at the same time, the consulting side of her business, liz scott training and consulting, dives in deeper to spend time testing apps and giving feedback to developers.
scott was attracted to accounting because she wanted to help other entrepreneurs in her family understand and grow their bottom lines. “if you’re going to be spending time working, how do you maximize your efforts? so how can you make the most money in the least amount of time?”
don’t be a vending machine for tax compliance.
the disruptors
with liz farr
ashley francis wants accountants to value their time and expertise. “i want accountants to stop thinking of themselves as just vending machines for tax knowledge and vending machines for tax compliance,” she says. “i’m not the default. you put a quarter in me, and i’m going to spit out an answer.”
more podcasts and videos: richard roppa-roberts: collaboration over competition | ira rosenbloom: m&a numbers are easy – culture fit is hard | roman villard: ditch the suit & shine | monique swansen: align firm values with services | tina mcgill: how to create lasting client impact | stefan van duyvendijk: develop operational mindset | steve evans: why traditional hiring methods fail | roger knecht: can you be an accountrepreneur? | beth whitworth: focus on outcomes not hours |mike sylvester: learn to say no | salim omar: identify your client’s $100,000 problem | jackie meyer: earn more with fewer clients | jack fleherty: don’t be a ‘yes’ person | greg adams: from finance to storytelling | the disruptors | jody padar: make radical changes now if you want to be relevant in 2030 | rebecca driscoll: amplify reach by helping other firm owners | rory henry: create the return on relationships | mike maksymiw: be the leader you wish you had |
exclusively for pro members. log in here or 2022世界杯足球排名 today.
on linkedin, and formerly on twitter, francis is well-known for generously sharing her expertise in trust and estate accounting and taxation, areas in which many accountants lack knowledge. many firms designate someone as the “trust person” simply because they’ve done it once before, but this specialized area requires deep expertise.