Episode 164 | Solving The Top 5 Hidden Money Leaks In Your Firm

There may be some strategies or processes that are causing more harm than good to your finances – and they could be out of plain sight. Michelle Weinstein breaks down the top five hidden money leaks that you should resolve as soon as possible. From reworking your engagement letters to letting go of toxic clients, she explains how to patch these financial holes without sacrificing the integrity of your profession. Whether you are a start-up firm looking to plan ahead or an established one aiming to keep the cash flowing without issues, this is a must-listen episode.

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Episode 164 | Solving The Top 5 Hidden Money Leaks In Your Firm

We have a very unique episode because it’s only me. If you’re an accounting, tax, or bookkeeping firm owner and you are drowning in low value client work or dreading another busy season because you know it means long nights, endless emails, and barely any time for your family, and you are sick of tax season, sick of extension season, and sick of being put up against a deadline at all times, or maybe you are constantly stressed and exhausted, wondering if this is how this is going to be, the truth is, none of that is the real problem.

The real problem is that you don’t have a system to convert your ideal clients into premium-paying clients, and you’re not maximizing your revenue, nor do you have a path to gain back your freedom. Here at The Abundant Accountant, I’ll show you the exact system that has helped hundreds of firm owners not only double their revenue, but eliminate their AR and finally enjoy their firm again without working long hours or chasing clients down for paperwork or payments.

If you’re ready to stop trading time for dollars, go to TheAbundantCall.com and book your complimentary strategy session with me and my team. We’re going to look at your current setup, uncover some of your biggest revenue blockers, and lay out a custom roadmap for your firm that you probably always dreamt of having.

If we vibe great, we can explore and talk about how to implement it together. If not, we’ll part friends, and maybe I’ll send you a few referrals in the future. No matter what, it’s a win-win. The only way you lose is by not taking action. Head on over to TheAbundantCall.com, grab your spot, the first one you see, before it disappears.

Top 5 Hidden Money Leaks In Your Firm

We’re going to get into the episode. This episode stems from a webinar that I did, and I had no time to do Q&A. It was about the five major money leaks that most firm owners have in their firms. Let me run these by you to see if any of these leaks resonate with you. Of the 5 major money leaks, the 1st one is taking on clients that are not a fit for you. I would love to know how many firm owners feel stuck in a rut, taking on clients that aren’t a fit. What about giving away free advice and answering quick questions? Does that ever happen in your firm? The third money leak is scope creep. If you’ve had scope creep, then make sure you grab your notepad and pen and pay attention.

What about accounts receivable? What about the amount of money you’ve never even billed out for because you forgot? You didn’t take notes on what you did for a client. You worked for free and never accounted for or attributed any of it. The money leak number five is not having a sales system. Those are the five hidden areas where firm owners leak time, energy, and profit. You can see how long these can have a long-term growth, impact, or burnout on your firm. It can go positive or it can go negative.

In our conversation, which I’m going to have a conversation with myself and you’re going to listen and take notes, hopefully, you can learn how to define and communicate some boundaries by knowing who your ideal client is, learning on how and when to say no without guilt, and setting yourself up to work with only the clients who are going to pay your worth and that are aligned with who you want to work with.

As firm owners, we need to protect our expertise. How do we do that? We have to prevent scope creep. We have to end the cycle of giving away free advice and maintain control over every single client engagement. We also want to make sure that your cashflow is flowing. We have to get paid upfront. You have to eliminate AR. We need to create predictable revenue while reducing stress and master a simple sales framework that helps you confidently convert premium clients, clearly communicate your value, and easily grow your top-line revenue.

If you’re wondering if you should read the conversation on the Q&A portion of the five money leaks, this is for an accounting, tax, bookkeeping, or fractional CFO firm owner who knows you’re great at what you do, but you still find yourself stuck financially. You’re working harder without seeing the return, and you likely have money leaks draining your profits in your firm.

We’re going to talk about those five common money leaks that I described. This is what I truly believe keeps firm owners overworked and underpaid. We’re going to talk about how you can close those gaps, take back control of your time, and unlock the potential revenue that you are truly capable of receiving in your firm without sacrificing your sanity or giving away your expertise for free.

Setting Clear Expectations In Your Engagement Letters

Let’s get into the first question that I got asked. They asked me, “Michelle, are there free engagement letters that I can share with you?” It’s a great question, but I want you to know that here at The Abundant Accountant, I am not an attorney. I don’t provide engagement letter templates. I don’t provide legal documents. I’m not a lawyer. However, I always recommend that firm owners find a qualified attorney to draft these engagement letters for them that can meet their state regulations and any other regulations in it.

What I can help with and what we do here at The Abundant Accountant is show you how you communicate the scope, how you communicate your pricing, what you’re going to include in that engagement, and what you’re not going to include in that engagement. Expectations clearly inside your engagement letters are super crucial to avoid scope creep.

Money Leaks: Set expectations clearly in your engagement letters to avoid scope creep.

There are also companies like Ignition, Anchor, and a few others that have engagement letter templates. They work with attorneys. They’re great programs and different software for the industry because they also help you get paid up front and in full. I’ve seen how Ignition works. Anchor, I’ve heard. They have different pricing. If you’re an established firm owner, one might be better for the other. If you’re new, doing a few engagements, Anchor might be a better option.  No matter what, go get an attorney. You want to avoid needing that legal backup in the first place.

All my clients have also taught me about Circular 230, which you should go look up if you’re doing tax. You have to have a signed engagement letter before you do any work. I always wonder how come there are so many firm owners that are doing work for free without a signed engagement letter, and then you wonder how come you’re not getting paid for it. That is my take on engagement letters and what you should do.

Addressing Imbalance Caused By Accounts Receivable

Let’s go into another topic that goes along with engagement letters, which is accounts receivable. If you have it, you’re a free bank. You’re not charging interest. You’re not charging anything. You’re basically lending money for free, which doesn’t make any sense. The best way to clear up your old AR is to stop adding to it, number one. You need to get paid upfront.

Start billing upfront. Collect the payment in the sales meeting. Ask for the payment. Do ACH. Charge before the work gets done. If you’re doing monthly accounting or monthly bookkeeping, I always like for you guys to get paid on the 30th or 31st of the month for the following month, so you’re always getting paid, making sure the payment’s clear before you lift a finger and do any work.

With the AR that’s already outstanding, I typically coach my clients to personally call and collect that money over the phone. It could go something like this. “In order for us to continue working together, we need to bring your account current. I take full responsibility in that I have let this slide for too long, but I can no longer afford to continue moving forward this way. Your outstanding balance of $5,000, how would you like to pay? Would you like to pay with an ACH, AmEx, or Visa? Which works best for you?” You’re going to wait and see what they have to say, and then you’re going to collect the payment.

It’s a mindset shift. You’re not chasing money. We’re reclaiming the value you’ve already delivered. We’re acknowledging the fact that this is your fault, and we are going to collect any old AR that hasn’t been collected. I like to tell my clients that this is an energy shift. When you have AR, you are out of balance. If you are out of balance, how can you have a highly profitable firm without having that money in your bank account?

This is one of the biggest money leaks that I’ve seen firm owners have. It’s one that you can completely collect all of your AR. I have had so many clients collect all of their AR. I’m talking $50,000 to $100,000. I’ve had one client who had over $1 million of AR when we were together. He collected over $400,000 by following what I told you to do.

I would pick up the phone. If you have 20 people that owe you AR, you’re going to call all 20 in 1 day. If you collect from 2, you’ll have 18 left. The next day, you’re going to call eighteen, and then you’re going to continue to call. You’ve done good work. You deserve to get paid. It’s time to make that happen and then also put a stop to it going forward.

How To Avoid Scope Creep

I did have this other question about, “We have mostly flat fee engagements, but when things take a lot of extra time, how do we add to that additional fee?” Scope creep is one of the biggest money leaks, as I had mentioned earlier. What we need to do is build a process where we are always managing to the engagement letter.

If, in your engagement letter, you read it and you’re like, “Let me take a pause and reframe this agreement,” what would that look like? We have to be able to have the confidence to communicate to our clients that, “This is out of scope,” or, “This is requiring a lot of extra time that I did not account for. This is a lot of work that I think was going to be what was going to happen.”

There are some ways you can rectify that, so you get a better gist of the time that it might take to do a project. You could say something like, “This request is outside the scope of our original engagement letter we signed. I want to make sure that you feel fully supported and that I can do this work for you. I’d love to meet with you so we can discuss what the additional engagement or addendum would look like to this.”

The biggest key takeaway for you is to have this conversation before you do any work. There are too many firm owners, and you can send me an email if you think I’m wrong, who wants to please. You want to help the client. They’ve already paid you. You’re terrified that they’re going to leave you, they’re going to fire you, or whatever it may be. In reality, people will value your authenticity and you being open and honest about what’s happening. If you had allotted 40-ish hours in your head for a project and you think it’s going to take 120, you need to say something.

I was doing some work on my house. If you’ve tuned in to this show for a while, you know that I’ve done a lot of work on this very expensive fixer-upper I got. Specifically, I had to get these windows changed out. These were 320 feet of windows that were glass sliding. It was a big project. We were going through the project, and then the main owner of the business said, “Michelle, there’s a lot of rotted wood from all the windows that were leaking prior. We didn’t notice this until we started to demo everything and take out the old doors. Now, we’ve noticed it, and we like to do work the right way. In order to do that, this is going to be an extra day’s worth. It’ll be an extra $5,000. I want to make sure that the work is done right and that you approve this before we do anything.”

How come the contractors do that on work stuff, but in the accounting, tax, fractional CFO, or bookkeeping firm owner world, we continue to do work and say, “We’ll have that conversation later,” and stuff it under the table. You’re going to have such a much better outcome if we start to have these conversations before the work begins.

I invite you to put your contractor hat on, like those guys did with me, and say, “I see a lot of rotted wood, which could be a lot of transactions that you didn’t account for,” or whatever it may be. You are here to serve and support the client, and you’re going to do it the right way moving forward. That is what I would say for how you deal with these flat fee engagements, but it’s taking you extra time, or there was extra work that you didn’t foresee. It came out of left field.

How do you fire clients when you need the revenue to hold you over for when the good ones come? This is probably one of the hardest things for many firm owners to do, especially if you’re a newer firm owner and you feel like you have to take on any human being that comes through the door, but they drain your energy, your health, your time, and everything else. It’s tough.

Keeping a toxic or unaligned client that doesn’t meet your boundaries or who you are truly looking to work with will drain you emotionally and financially. Here’s the truth. You cannot make room for better clients when you are clinging to the bad ones because you need the money. That’s coming from a place of desperation and scarcity versus seeing this from a place of abundance.

Money Leaks: Keeping a toxic client who does not meet your boundaries will drain you emotionally and financially.

One of my clients, Rachel, dealt with this exact thing, and her health was taking a toll. She was physically getting sick. It was one of the hardest things for her to let go, but once she let go of that client, her health came back, she was in better spirits, and she got a few clients enrolled in a coaching program that she created. Her creativity came back.

I would start with your bottom 10%. Who are the ones that drive you crazy? Who are the clients that give you the headaches? Who are the ones that create stress, anxiety, depression, and anger? Who are those ones? Go and get rid of them. I know the discomfort is temporary, but the relief and the space for growth are all long-term. Everything is possible when we can let go of the clients that are the hardest ones, because you need the money.

You have to believe in yourself. I did an episode on this. The belief that we have in ourselves and the belief that we have in getting other people to believe in us are the foundational elements to you being able to enroll and attract ideal high-paying premium clients. When you hold on to toxic clients because you need to hang on to them until the good ones come, that is your biggest thing holding you back.  I get the discomfort, but know it’s temporary. The relief and the space for growth are for the long-term. That’s the long haul. That would be my two cents on that.

Stop Sending Out Vague Or Incomplete Proposals

I want to share, too, how you handle clients who seem interested. They confirm the investment that they’re going to pay you, and then they don’t follow through after. They ghost you. They blame you or blame whatever, or you flat-out never hear from them. It’s a sign that your sales process is out of whack. You’ve got leaks in your sales process. In my money leaks, that’s the fifth major one.

Here at the Abundant Accountant, I teach our clients how to end sales conversations with clear next steps. No payment links, no quotes, no proposals, nothing like that. We want to offer a client to work with us at that moment. We want to ask them to work with us, to engage us, and to get a payment.

If you’re vague and saying, “I’ll send you a quote. I’ll send you my proposal to review,” your boat is going to sink. You have so many holes in your boat. If someone ghosts you, that’s on them, but it’s also your job to protect your time and have a solid sales process, like you have a solid process to do the monthly accounting, the tax return, the resolution case, or their monthly financials and forecasting.

Whatever service on the technical side you do in your firm, you have a process, so how come you don’t have a process for the sales part? It’s not the client’s fault. We have to start looking at ourselves and say, “Where do I close the loop to make this shift so my clients see my value, and I can also do this in the right way, where I can handle objections right now if needed?” That’s how I’d handle it if someone’s ghosting you about what you need to change.

Some of you in your firm have a free 30-minute needs assessment or consultation. I would consider changing it. There are a lot of factors. If you go to TheAbundantCall.com and book your complimentary strategy call with us, this is one of the things we can discuss on that call and walk through it if it makes sense. I’ve heard from many clients that they’re having a lot of coffee dates, which is what I call a 30-minute needs assessment. You’re seeing if they would be a good fit. How many of those do you have until you start wondering, “Am I giving away my brain for free?”

Remember that as a firm owner, our knowledge is in our heads. That is our “inventory” that would be sitting on a shelf if we were a restaurant or a different type of business with physical inventory. Our inventory is invisible. It’s visible because we have our knowledge, but it’s invisible because it’s not physical. You can’t touch or see it.

I have had my fair share of clients charge for a diagnostic or a strategy session, something that has some real value. I highly recommend that if you’re very busy and you have a lot of people who want to book with you, because this will weed out the tire kickers, you can position it as a $250 or $500 service fee. Some of you might want to apply that fee to a future engagement if they decide to move forward with you on a cleanup project or a resolution case. These are ways to weed out tire kickers. It also positions you as a premium expert.

Know that those are options. For us, we are offering a complimentary call with you if you go to TheAbundantCall.com. You do fill out an application, and there are certain steps that we look for and things that we read. We’re not here to say, “We’re going to work with every person that schedules a phone call with us,” but if you’re the right fit and we believe that we can help you, you’re going to know about it. We’re going to tell you right then and there that we can help you. It’s up to you if you want to explore what it would look like working together and then how you could implement a sales system. We walk you through that.

We know some people might enroll with us, so I don’t need to charge for that call, but I know a lot of firm owners who do want to charge for that call. That’s okay because either way, everyone wins. The only way you lose and the only way your clients lose is by not taking action and doing anything about it. They don’t take action to book a call with you. You guys don’t take action to reach out to us for support. You keep trying to figure it out on your own. Everything is a choice and a decision. It’s up to you and your clients to make that decision.

Switching From Build After To Build Before

I got another question. It was about how you switch from build after to build before with existing clients. This is about getting paid upfront. I always like to start out with a communication campaign to our clients. It’s a great way to let them know about any price increases. It’s a great way to let them know that you’re providing these high-level services, to avoid disruptions, and to focus more on the client work than chasing the money. You’ve found it necessary to transition to getting paid in advance.

You can give them a date when this is happening. It should seem flawless and easy. Some clients might be paying what looks like two monthly payments, for example, at once. Maybe we’re paying after the work is done, and you’re switching to before. It might occur that there might be a larger payment if you are doing a monthly bookkeeping or accounting project.

Typically, on your one-off projects, if you’re doing a tax plan, a resolution case, or a cleanup, it doesn’t matter which one of those one-offs. You get paid up front. The great thing about that is if someone has an issue with your price or objects to the price, you can be clear and consistent and handle the objection right then and there. You’re never going to have to wonder and ponder, “I wonder what they think about my meeting. I wonder if they’re going to go and sign my proposal. They said they were interested and that they were good with the price, but then I never heard from them.”

All that stuff doesn’t suck up any more of your energy anymore. That’s the beautiful thing about getting paid in advance. If any credit cards don’t clear, you can have someone get updated credit cards. I’ve seen it nice where you can set this up with your ACH and do it on autobill through their debit accounts. That’s how I would handle that.

How To Choose Good Fit Clients

I was asked this other question about what’s a good strategy to review existing clients and professionally drop the ones who are not a good fit. That goes to the other question about firing clients who drive you crazy, even though you need the money. You have to look at your engagement letters and run a client audit. You can look at profitability. You can look at communication styles. You can look to see if there is scope creep and grade all of them at one time for each of these different elements.

Look at, “Who is my ideal client? Who do I want to work with and who do I not?” I would look at your bottom 20% and say, “If they paid me 4 or 5 times the amount I’m getting paid now, would I still want to work with them?” If not, then you can say something along the lines of, “My firm is taking a different approach. We’re no longer going to be doing X, Y, and Z. We’ve reassessed our capacity and our focus.

Moving forward at this time, I no longer think that we’re going to be the best fit to suit you. I’d be more than happy to transition you to another firm once you find one. Please let me know how I can support you.” That’s if you want to get rid of them. If you want to increase the price, that’s a whole other conversation, probably not one for this episode, but you can always go to TheAbundantCall.com and book your free strategy call with me and my team. I’m all about turning these kinds of conversations into conversions, into money in your bank account.

We need to let go of any existing clients. I would even look not only at profitability, communication style, scope creep, or whether they are your ideal client, but who emotionally drains you. Who is creating anxiety, depression, anger, and frustration? List the names as I’m saying that. If any of those names come up, I would cut them. You are going to be amazed at how much you all tracked in the future of new potential clients that you had no idea were even there for you. I would do that.

Re-Engaging Clients Every Year

Someone had asked me, “Do I need to re-engage clients every single year?” My recommendation would be yes. I think it’s important to meet with your clients every year and have price increase enrollment conversation meetings, which are a sales meeting, and re-engagement letters. Get new engagement letters. Assess if there’s scope creep or not. Do you need to raise the fees, realign the scope, assess client fit, etc.?

It is a great opportunity to also reaffirm clients’ expectations. It’s also an opportunity for upselling. You could upsell advisory services. You could upsell tax planning. People’s businesses change so fast and so drastically. Think about how many clients reach out to you and say, “I want to get this electric vehicle. Is this the best?” or, “I want to do these home improvements on my home or on the business. What’s best?”

They ask you all these one-off random questions, and then you’re wondering, “Why do I keep answering all these one-off random emails?” What you should be doing is having a sales meeting and addressing everything all at once, asking questions, and creating a questionnaire. Have this client think in advance of all the potential things they want to do in the next year.

How do you look ahead and be more proactive versus being that reactive firm owner? When you can re-engage your clients every year, you will automatically be taking the proactive approach versus the reactive approach. It should be supportive.  That’s how I would change that. I would be meeting with your clients all the time, all year round, so it doesn’t feel overwhelming.

Choosing A Specialization For Your Accounting Firm

I got this other question. “Can a full-service accounting firm be truly specialized?” Absolutely. Specialization doesn’t mean only doing one service. Specialization could mean you become an expert in a certain niche within a certain industry. What if you worked with dentists and you got good at all the unique ins and outs of owning a dental practice?

For me, I have a truly specialized niche with accounting, tax, fractional CFO, and bookkeeping firm owners. I know the challenges that each of you has in selling your services, so I can speak to that. I can help you overcome any of those. If you are doing tax, bookkeeping, payroll, and advisory all for dentists, for example, that is still a niche. That’s becoming truly specialized, doing multiple services for one type of industry.

When you can get good at it, the sky is the limit because you can speak their language like I can speak your language. A lot of people are like, “Michelle, how do you know about Circular 230?” I’m like, “Do you know how many tax firm owners I’ve worked with?” I am going to learn all the things that you can leverage in your industry so you can become the best firm owner you can be. That’s what I’m here for.

How To Stop Offering Free Help

One of the other questions I got is, “How do you address clients who try to do-it-yourself filings, but keep asking for free help?” This is simply a boundary issue that you have in your firm. You have not set your boundary clearly. You have not been firm. When you let people walk all over you, it’s what happens. You could say something like, “Since you’ve chosen to handle your filing on your own, I’m not able to provide you guidance without a formal engagement letter.”

You could take the lingo from Circular 230 and say, “If you would like the support, I’d be happy to meet with you or I’d be happy to send you my questionnaire to fill out to see what the next best steps would be for you and your filing or for you and your books,” or whatever that is. I want you, as the firm owner, to remember that you are not their safety net. They are not paying you for the parachute to get down safely. Why are we bending over backwards for people who keep asking us for free help? If they’re not willing to follow your rules, let them move on.

You get to work with people who follow your rules because you are worth it. The best way to turn down a client after a consultation when they want to work with you is to think about the things I was sharing earlier. Do they meet your communication style? Are they moving along with the scope of the engagement? Do they meet your ideal client profile?

If, for some reason, at any time someone is not meeting that, you can simply turn them down in a very nice way. Say, “After our meeting and reviewing your situation, I don’t believe we’re going to be the best fit to support you with where you want to take your business right now. I know it’s important that you work with someone who’s aligned to get to whatever you shared with me, like your goal for profitability and hiring the right staff.

I want what’s best for you. I don’t think I’m going to be the best firm for you. I hope you find someone who’s great and who matches exactly what you’re looking for.” That’s how I would turn someone down. It’s easy to do. There are a lot of ways you can prevent that, so you don’t even have to waste that breath or feel guilty of turning someone down. It’s all possible to change. Know that.

Preparing For A Discovery Call

I got this question, too. These are all great money leak problems, but the biggest one is the sales system. How do you prepare for a discovery call if you don’t have any client specifics? That’s the biggest problem. You need to get client specifics before you ever have a sales meeting with anyone. It’s like going to the dentist. If you go to the dentist before you see the dentist, you see a dental hygienist. Before you see the dental hygienist, they do X-rays of your teeth. Why are farm owners meeting with people without seeing the X-rays first?

In our world, the X-rays are access to QuickBooks, seeing their books, getting copies of tax returns, getting financials, and getting the mail from the IRS, if you’re in a resolution situation. What are the different things that you can get in advance? You can have all of the data. You can see where you need root canals being done and where they might have some cavities.

Guess what? If they don’t complete it, they’re not going to be the right fit for you. If someone doesn’t complete your questionnaire or get you the information in advance, do you think they’re ever going to follow through with meeting your deadlines and getting their documents uploaded to your secure portal on time? No. You’re going to be dealing with the client who drives you bananas.

They want their return done first. Yet, they can’t even upload a W-2 or get you a K-1 in time.  Remember, your job is to qualify. It’s not to consult. We don’t consult. We only work with clients once we get paid. Know that before you have a sales meeting, you need to get client specifics. You need to review all of this as if you had the X-rays of their mouth or of their business.

Money Leaks: An accountant’s job is to qualify, not to consult. We only work with clients once we get paid.

One of the ways, once you get the client’s specifics and best methods to determine if a client is a good fit, is to think about your process in advance. It’s like, “If they meet this criteria and do what I say, then I go to the next step.” If you’re like, “If I confirm the appointment and they show up, and we go through the discovery call, and then they tell me they want to think about it, talk to their business partner, and review my proposal and engagement letter,” you got to start to scratch your head and say, “What did they not understand in this last hour conversation?”

Determining if a client’s a good fit goes back to the things I was talking about earlier. Look at the communication style. How are they acting? How are they looking at the scope of this kind of engagement with you? What did they ask you when you went over the engagement letter? Do they meet your ideal client profile? Are they going to drive you crazy? How’s their personality? Those are all important elements.

Never Risk Getting Burnout For Revenue

Guess what? I want to end it with this. If a client truly has a quick question or asks you, “How do you charge for that?” or says, “Isn’t it enough to raise the rates and include a few questions? That’s someone who doesn’t value. It’s important that you get to determine your pricing. Figure out what you are worth and what you are going to be valued at.

Consider charging for those calls. Consider charging for doing paid consults if you find yourself in all these coffee dates. Figure out a way to learn how to sell and learn how to enroll. You’ve created a firm, but if your firm feels like you created a job that you can’t escape with no systems and no real plan for freedom, it is time to make a shift. You shouldn’t have to hit burnout to get to your next revenue goal. Let me tell you. You don’t need more clients. You just need better quality ones. You need a sales process to close and enroll them.

Here at The Abundant Accountant, I show you how to package your services, raise your prices, and only work with those high-margin clients who respect your time. If you have enjoyed our conversation and that sounds like you, I recommend booking your complimentary strategy call with me and my team over at TheAbundantCall.com. Let’s lay out that roadmap for you that turns your firm into a real asset, not just a glorified job.

Go to TheAbundantCall.com. It’s been an honor being with you. I hope you can eliminate these five major money leaks that you have in your firm and that you never have to deal with them ever again, so you can never feel that overworked and underpaid feeling. You can close those gaps. You can take back control of your time and unlock the revenue potential that I know you are capable of. I have helped thousands of firm owners. You can do this without sacrificing your sanity or giving away your expertise for free. I look forward to speaking to some of you soon at TheAbundantCall.com.

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About Michelle Weinstein

Michelle Weinstein is a seasoned entrepreneur, sales strategist, and founder of The Pitch Queen and The Abundant Accountant. She helps accounting, tax, fractional CFO, and bookkeeping firm owners own their value and confidently sell high-level services without pressure or burnout. Her clients have collectively added over $20 million in additional revenue to their firms, all without working more hours, chasing more clients, or doing anything they didn’t want to do.