The Unsure Entrepreneur

The Unsure Entrepreneur Podcast
Feat. Ryan Lazanis

SUMMARY KEYWORDS
Accounting firm, bookkeeping firm, accounting professional, accountant, bookkeeper, systematization, scalability, modern firm, automation, lifestyle, pricing strategy, value pricing, delegation, team building, sales skills, marketing, AI in accounting, Future Firm, Ryan Lazanis, Accountex Canada.

SPEAKERS
Ryan Lazanis, Roger Pierce

Ryan Lazanis 00:00
A lot of the systematization that I look at is, how do we standardize as much as possible in an accounting firm, in a professional services business? It's very difficult to scale a professional services business because we're giving advice. It's hard to scale advice, and the type of advice that people want is generally from the owner or the partner or the firm owner. It's hard to scale that.

Roger Pierce 00:43
Welcome back to the Unsure Entrepreneur Podcast. I'm excited to introduce to you someone who is reshaping the way accounting firms think about growth, profit and lifestyle. My guest is Ryan Lazanis, a CPA and the Founder of Future Firm.

Ryan first made waves in 2013 when he launched Zen Accounting, one of Canada's very first 100% cloud based firms. Just five years later, he sold the business to a major international group and then set out on a mission to help other firm owners build more systematic, scalable practices through future firm and his website at Futurefirm.co, today, Ryan educates more than 10,000 firm leaders worldwide through his free weekly newsletter, and he coaches hundreds of accounting firms through the future firm accelerate program, something to check out for sure, his focus is helping accountants and business owners grow practices that are profitable, automated and designed to support a better lifestyle, not just bigger revenue numbers. So before we jump in, a quick note, if you're an accountant or bookkeeper, you'll want to mark your calendar for Accountex 2025 https://accountex.ca/ happening in Toronto this November, 4th and 5th at the Metro Toronto Convention Center. It's the leading event for accounting and finance professionals in the country, and Ryan is delivering a keynote session there. I'll tell you more about that in just a minute.

Welcome to the podcast.

Ryan Lazanis 02:13
Ryan Roger, thank you very much for having me on. It's a real pleasure.

Roger Pierce 02:17
It's so great to have you here. We're going to talk a bit about, you know, the future firm and how to develop systems. Give a little bit of a sneak peek, maybe into what you're going to talk about at Accountex. But first, because it's a podcast, let's talk briefly about podcasts. I read your list of the top 25 accounting podcasts, which was great, and I see you're also a fan of The Soul of Enterprise, with Ron Baker And Ed Kless, whom I know, and the Thrivecast with Jason Blumer I've been to one of his amazing Thriveal Retreats. So you've also got a podcast, and it's called Future Firm. Tell me briefly about that.

Ryan Lazanis 02:51
Yeah, the future firm accounting podcast, and basically it's a very short actionable each episode are short and actionable, so under 10 minutes long. Actually, until recently, they were like five or six minutes long, and now I've almost doubled it so but that's only a couple minutes longer, but, but really, it's designed to just be a short, actionable lesson for accounting firms who are looking for tips, tactics, strategies to unlock freedom and growth in their in their firms,

Roger Pierce 03:21
And how long you've been doing this?

Ryan Lazanis 03:23
Think I'm over a couple 100 episodes. So I've been doing it a couple years now, and I started off more with an interview style format. So if you go to like, Spotify or Apple podcasts, you look at like the very first episodes I did the the interview style, and it just didn't necessarily mesh well with where I wanted to take it. And I was thinking, do I just stop doing the podcast altogether? You know what? Let me try a different format. I haven't really seen this kind of format being used accounting firm owners. They're very busy, so let's just go in and out with an episode 5-10, minutes, max. They get what they need, and they can go along with their day. So yeah, I've been doing that kind of format for probably the last 190 episodes or so.

Roger Pierce 04:05
Wow. You know, most podcasts don't make it past like 10.

Ryan Lazanis 04:10
The other interesting thing I'll say about the podcast is, if you listen to it, it's actually not my voice, Roger. Do you know that?

Roger Pierce 04:17
Well, I'm gonna bring that up in a minute, but go ahead. Yeah.

Ryan Lazanis 04:20
So actually, I'm using a voice clone, an AI voice clone. So they're solo episodes, and one of the things I really disliked the most was actually recording the audio. And I came across this tool maybe about a year or so ago, and cloned my voice, and I have kind of maybe a naturally robotic tone to my voice which lends itself well, perhaps to a voice clone, but it's almost unrecognizable, in my opinion.

Roger Pierce 04:46
I did listen to a bit of the podcast, and I'm going to mention that later on, because I watched your video about I cloned myself, Yes, using AI, and that was fascinating. When you talk about a modern firm. What do you mean?

Ryan Lazanis 05:00
What I'm trying to help one of the things that I was always interested in in my career was advancing the accounting profession in some way, shape or form. That's why I launched one of the earliest online accounting firms in North America in 2013 I didn't feel like the business model served anyone very well, so I wanted to do things a little bit different. I struggled mightily in the first few years, but I did have a good a bunch of good ideas, and ultimately those came to fruition. I was able to successfully sell the firm, and then I launched future firm. And you know, I had created what I would consider a modern firm, something that uses technology, something that was systematized, something that was scalable, but beyond that, something that gave me a pretty good lifestyle. So if I look a lot of accounting firm owners, they're very busy, they're underwater, they're especially during tax season, you know, they're working 6070, 80 hour weeks. They don't have time for their family, they can't go on vacation. And a modern firm is one where we can build a model that's sustainable, that gives us the profits we need, that allows us to kind of pave our own path and give us freedom. That's what, really what I want to do with the business model, and that's not been the typical business model for these more traditional accounting firms. I want to help create a business model that, again, is sustainable and gives freedom and growth to firm owners out there. And largely that's that's in order to achieve that, we need to systematize the business as much as possible.

Roger Pierce 06:25
Okay, systematize the business as much as possible, because lot has changed in the accounting profession over the last decade or so. Right? Hourly billing is shifted to more value based billing and subscription billing. I want to get your thoughts and all that too. But how do systems, automation and technology help shape the modern practice. Can you dig a bit deeper?

Ryan Lazanis 06:44
A lot of the systematization that I look at is, how do we standardize as much as possible in an accounting firm, in a professional services business? It's very difficult to scale a professional services business because we're giving advice. It's hard to scale advice, and the type of advice that people want is generally from the owner, the partner or the firm owner. It's hard to scale that. I think one of the keys for my firm was that I productized our services, right? So instead of like an unlimited combination of things that we can do for client A, B or C, we say, okay, we're only going to perhaps be for client a and maybe client B, and we're only going to do these kinds of things in a series of packages. So I bundled my offer. I said, Okay, we have a gold package, we have a silver package, we have a bronze package. This is our formula or recipe for success, and I just want to sell that and deliver it over and over again. And by doing so, we're removing a lot of variables. We're making it easier to onboard the client. We're making it easier to delegate the relationship over to your team. We're making it easier to sell. A lot of the standardization, the core of it starts at the offer level. How do we standardize your offer and who we work with? If we do that, we're half the way there, in my opinion, to systematizing the firm, and then we can leverage process and automation and these kinds of things. But just slapping technology in the mix when you have unlimited types of clients and unlimited kinds of ways to service those clients is not going to make a big dent.

Roger Pierce 08:16
Give me an example of, you know, where, where accountants and bookkeepers stray off a standard package. I mean, how do you, how do you bundle things up nice and tight, like that?

Ryan Lazanis 08:25
Yeah, so this is where, like, what I'm trying to sell is, like an experience, and the package should curate that experience, okay? So, like, when I had Zen accounting, like, our purpose, our mission, was to provide easy, pain free accounting services, right? So, how do we provide that kind of experience? How do we provide that kind of result? Well, at the time, we use these cloud based tools, and we only use this particular tool, like this particular cloud accounting software. We became power users on it, and we didn't use the nine other accounting systems out there, and every single client had to take bookkeeping with us, because that allowed us to control the data throughout the year, then get the financials and taxes out the door much more easily and quickly. That allowed us to then give some advice throughout the year. So we're able to, like, kind of control the workflow and standardize the workflow by by including certain services and features in each of these packages. And each of those packages largely resembled the other, but we would tweak certain things. So like, the bronze package would include, like an annual health checkup call, whereas the gold could include, like a monthly health checkup call, you know. So, like, there were certain things that we would just tweak in the packages, but the basic formula remained the same.

Roger Pierce 09:44
I love it. Systems. I think you and I are both fans of Michael Gerber. You need systems to run your business because they free you up to do all the other things to do. You don't just talk about technology. You're a big fan of, you know, lifestyle and having your personal values lie. End up in your business almost more important than revenue growth, right?

Ryan Lazanis 10:04
I'd say it's pretty up there. You know, I've been fortunate enough since I launched future firm accelerate our online coaching and community program for accounting firms. We've had 1000s of firms pass through it. We currently have 700 active members in the program at the moment. And when I asked them, like, what their objectives are when it comes to rep, like, what is the income that they need to be happy? We're not dealing with people that are looking to build an empire where they have, like, a, you know, a private yacht and their own private island. And, you know, they're not looking to be a billion dollar firm. They're looking to a lot of them are making the money that they need to be making already to live the lifestyle they want, but what they really need to optimize is for time. They're working far too much. They don't have enough time with their family. They're not able to unplug and go on vacation. So not to say that the income and the profits and the revenue is not important, but where we largely need to optimize for is the lifestyle component of things. And how can we build a business where you're not the bottleneck. You know, that was kind of the mistake I made when I launched that accounting is like, I just launched it without thinking about the end, like, why am I doing this? What do I need? What kind of income do I want to be happy? Because otherwise you're just going to chase it's never enough, really. So can we define what that ideal life looks like, and then work backwards to arrive at what do we need to do to get there? That's what I did. Different with future firm. I built it from the ground up around what's the life I want to have? And that's kind of what I teach others in the program. Is like, let's start with the end in mind, and then work backwards to arrive at what what we need to do in the business to get there.

Roger Pierce 11:39
This is the Accelerate Program, correct? Well, you're right. The business should serve you, not the other way around. You know, otherwise, you'll work yourself away to death. And that's where the joys of being an entrepreneur, being self employed is, you get to design the business the way you want to live. And that sounds like your program is perfect for helping accounting professionals achieve just that.

Ryan Lazanis 11:59
Yeah, it's about just being intentional. And it's hard to be it's hard to stay disciplined to that, even I struggle with that myself as well, naturally competitive person. I like to chase sometimes, and then I have to, like, rein myself in a little bit. And, you know, realize I have a pretty good life already, you know. So like, do I need that extra dollar? Is it worth that extra stress, you know what I mean? So yeah, it's about reigning things in and staying disciplined, which is not always easy.

Roger Pierce 12:27
That's great. No, that's fantastic. There's an opportunity cost. Anything we got to be careful we don't spend all of our precious personal time chasing, chasing, chasing. So I'm going to go to this section on AI now, because we're talking about technology. I watched your amazing video. I cloned myself using AI, and it was fascinating, although a bit scary. Obviously, you're a big proponent of AI. Tell us about AI in the accounting profession. What to expect.

Ryan Lazanis 12:54
So did you see the first five minutes of that? Do you remember? Why? What that what was happening? Why? So I gave this presentation maybe about four, five months ago on how to clone yourself. But a couple of weeks before that presentation, I had hit my head, and I've been suffering from a concussion, even to the moment that we're recording this right now, I'm not symptom free, so it's been six months dealing with this concussion, and that was a session that I had committed to, and there was a lot of people attending, and I wanted to try and push through it. And then a couple days before, I realized I was not going to be able to deliver the presentation, I had cloned my voice. I had cloned my avatar. Wow, I had, yeah, I and I've also cloned my expertise, so I have, like, students in our coaching program that are picking my AI brain on a 24/7 basis. So I've cloned myself in those three areas. But specific to that presentation, I had my clone present for an hour. So it was like a, you know, an on an online conference. So it's like a virtual thing, and like, I opened the presentation with, unfortunately, I will not be able to present today due to this situation. However, since the topic is on cloning, I'm going to have my clone present to you. So nobody expected that, and I didn't even know how if people would like it, if people would like what the feedback would be, but, but, yeah, it was very interesting. People were very open to it. They thought it was, yeah, they thought it was very strange and weird at the same time. But I got a lot of great feedback from it. All this to say is I am a big proponent of AI, but I'm also very scared of it. I think we kind of have to use it because that is the future. However, I'm not happy with the pace that it's accelerating right now. I'm actually not happy about that. I actually feel it's going to make our lives more difficult, not easier. I already see it today, like the expectations AI can output extremely high quality stuff in a second, which. Means the bar has been incredibly raised. We as humans have to do a much better job at whatever we do, because AI could do it very, very well. And, yeah, I just think it's making our lives actually more difficult, rather than easier. And every time we see this like big change in technology, we all say, Well, what are we going to do with our time? It's going to make us so, you know, it's going to make us. We're not going to have anything to do. Anything to do. Like when cloud technology first started emerging, accountants and bookkeepers, like it's automating everything we do. What the heck are we going to do with our time? And then we're busier than ever. And I kind of see the same thing happening with AI, maybe even worse this time around, because people are multiplying their output. But again, they're busier than ever. There's a lot of things I don't like about it, but I do think that we have a responsibility like that is the future. It's not going to go away. And, you know, I don't want to be obsolete. I need to know how to use it

Roger Pierce 15:52
better, to embrace it and plan figure it out. I get what you're saying. Okay, well, you're going to be speaking on some of this at Accountex 2025 https://accountex.ca/ in Toronto. Your keynote for those want to market down is on Wednesday, November 5, at 8:30am nice and bright and early, you're going to be unpacking findings from the Top 50 Modern Accounting Firm Survey. I believe. Can you tell us a little bit, Ryan about what people can expect in that session?

Ryan Lazanis 16:19
Yeah, so it's what the top 50 modern firms do differently. And basically, earlier this year, we did a little. We collected 50 firms from around the world that are paving their own path and doing things different and giving themself a great lifestyle, doing something interesting or unique in the industry, whether it's like something they're doing on the marketing side, like maybe it's, you know, a firm that has great visibility on social media. You know, I got hundreds of 1000s of followers. Maybe it's a firm that's doing something very interesting on the technology side of things. What we're trying to highlight and pull the curtain back on on our firms that are paving their own path. And it's not just about revenues or profits, it's about lifestyle as well. So when we surveyed them, we looked at a couple a couple things, because when I started my firm, I just wish that I can, like, plug into all these different firms that were doing cool things. And that's kind of what I did when I launched, is I reached out to these firms that I respected, and had conversations with them, and they were kind enough to, like, share a little bit behind the scenes. That's what we wanted to do with this top 50 modern firms report is share behind the scenes of 50 respected firms around the world. And we asked things like, how big is your team? How many hours do you work a week? What do you typically charge per client? What's the biggest lesson that you've learned the hard way, the best strategic decision that you've made in your firm since inception. So and then we compiled all that information, ran it through chat GPT as well, to come up with some pretty interesting takeaways and and findings. And that's what I'll be talking about, is those takeaways, those findings, and how you can implement some of these things yourself.

Roger Pierce 17:58
Don't miss that. Lots of insights for sure. Okay, thank you for sharing that. So I want to talk a little bit about pricing and profitability. This is something on the minds of a lot of accounting firm owners, bookkeepers and entrepreneurs of general small businesses. So one of the common challenges, as you know, for accountants, is pricing too often firms undervalue their services and end up working harder for less. That probably sounds familiar to a lot of people listening. So why do you think so many firms struggle with underpricing?

Ryan Lazanis 18:28
Because accountants are trained to reconcile every number, and price is a number that cannot be reconciled. A good price is something that cannot be reconciled. A good price is more coming up with a good price is more art than science, and it's not black and white. It's about understanding the customer or the clients, understanding their situation, understanding the outcome that we can provide for them, and then placing a value on that, and then coming up with a price based on that. I can create a formula to output a price. It doesn't mean that the client is going to accept that price. It's about getting an agreement over what's fair with the client. And there's formulas can come up with many sub optimal prices, but an optimal price requires understanding the human side of things.

Roger Pierce 19:14
Do you have any lessons you can share from firms that have been able to charge more premium prices.

Ryan Lazanis 19:21
Well, there's two big things that I like to do, and this is a very big topic in our coaching program. It's the first thing that I think firms should do if they're looking to work less, is fix the pricing. The busiest firms I see are the ones that are undercutting themselves, and they have a lot of clients with a low margin, and they're not able to hire the right person as a result, to remove them from the bottleneck. So that's the first thing that we look at. Is, okay, let's craft a strong offer, and then note, figure out how to price that well, and learning how to price it well comes down to the discovery call the conversation. You have with the client, asking the right questions. It's not just about understanding scope. It's not just about saying, Okay, let's figure out, you know, how many bank accounts you have and how many transactions I got to reconcile and how many people I got to process on payroll. It's not just about understanding scope. It's about understanding if I fix this for you, how will that improve your stress levels. This is a topic that you're going to be speaking on Roger at account deck. So you can correct me on any of these things if you disagree in any areas, but it's about like understanding the value drivers. How much time can I save you? How much better could I make you feel? How much risk could I eliminate? These are the things that clients value and we'll pay more for if we can undercut uncover that. So it's about the conversation. The other thing I like to do is, I'm a big proponent of three tiered pricing, not just giving one option, but giving three options. So you have a gold, silver, bronze, the reason for that, with one option, we often feel like nervous to increase our price, but with three options, you can be very aggressive on the gold and silver packages and be more conservative on the bronze. And you'd be surprised most people if you're if you offer more, they will take it if you go through the sales process properly. So most clients are going to pick the middle option. So you can move your pricing upstream fairly easily with a three tiered approach rather than a singular option,

Roger Pierce 21:21
Fascinating stuff. So I'm a case in point. Maybe you can comment on my example. I call my accountant because I got a huge tax bill and I owe the owe the CRA $5,000 the accountant negotiates down to $1,000 in a five minute phone call. How do you charge for that? And is it fair to only charge me the five minutes? You know, whatever they charge 150 bucks an hour. They're not going to make much money, but they've relieved so much stress, to your point, from my life by handling this for me, they obviously saved me $4,000 getting the bill down to that amount, they've done so much more than an hourly bill would earn them, right?

Ryan Lazanis 22:00
Yeah. So, like, you know that's like, the basis of value pricing is like, if accountant comes to you with a tax plan that say it can save you $4,000 what can we charge for that? Charging your hourly rate does not adequately, adequately capture that value, so we could probably charge five times what your hourly rate is, and still both parties come up on top. That's an example where we can quantify like a monetary value, which makes it easier to price, because our price simply has to be below that in order for there to be a return on investment. Other things are harder to place a value on, such as in making someone feel better, removing stress. So then it's about understanding the human. It's like, how much does this bother them? What is this? You know, their bookkeeping. They're doing it themselves. Like, how much do they hate it right now? What else could they be doing with their time? If they did that other thing with their time? How much additional value could they bring to the business? And then we can maybe start to quantify the value and then attach or price that. But price always must be less than value for it to be make sense for the clients.

Roger Pierce 23:07
You’re going to be talking about this in your keynote, how the best firms use premium pricing to deliver more value and avoid under pricing traps. That's a great, great message for anyone attending Accountex, so I want to talk to you about working less, leading better. It might surprise some listeners, but the most successful firm owners don't always work the longest hours. Instead, they build teams and systems that free them up to lead. So, Ryan, maybe you can explain. How is it possible that top firm owners actually work fewer hours like that?

Ryan Lazanis 23:37
That was an interesting observation when we did the top 50 modern firm survey, it was we found that they're working significantly. When we, like, pulled the firm owners and said, How many hours are you working a week? The vast majority are working under 40 a week. Whereas, if you look at the typical firm, if we aggregate data coming from chat GPT, from multiple sources, most of them are, the vast majority are working over 40 hours a week. In fact, the vast majority working over 50 hours a week. So what are they doing different? Well, a big thing that they're doing different is there and yeah, a big thing that they're doing different is they're setting better boundaries, but they're also engaged in much better delegation and team building, and that's really the biggest time unlock. Like I know a lot of very busy firm owners, they default to, well, I just need more technology. I need more automation. I need this other app, and that's going to free me up five or 10 hours a week. That's not the case. What the big unlock is, people, because we need to solve a capacity problem, and the capacity problem is solved by either having less clients and or more people. That's what's going to make a big dent. And that's what these firms, these modern firms, are doing very well, is they're bringing on the right people. They're managing them. Properly, and they're delegating the work, well, meaning they're alleviating themselves from the bottleneck position. So Apps technology process will help, but it's an incremental improvement if you're working 6078, hours a week, apps and technology and process are not going to save you. What's going to save you as less clients, getting rid of clients or and or bringing on more people. So the choice is really yours.

Roger Pierce 25:28
So it's not just about the technology. You got to pay attention to the people side of the firm, correct as well. Technology certainly helps. Shout out to our friends at Sage Accounting (https://www.sage.com/en-ca/ ) who provide, of course, accounting software for bookkeepers and accountants and payroll, that kind of stuff can certainly free you up, but you got to pay attention to the staffing too, You're telling us.

Ryan Lazanis 25:48
I would argue that that's would make a bigger impact than the tech. And I'm a big tech fan. I have tons of apps myself, but when we look at what's going to move the needle more and truly solve the capacity problem.

Roger Pierce 26:02
It's people. You know, we've talked about how firms operate and grow internally, but we also want to touch upon sales. Maybe we can talk briefly about bringing in new clients. Why do you think accountants and bookkeepers struggle with some sales skills,

Ryan Lazanis 26:17
Sales or marketing?

Roger Pierce 26:18
Both, really?

Ryan Lazanis 26:21
I mean, we've just never been trained in that area, right? And there are some that maybe have a natural inclination for that, like, I'm probably more naturally inclined on the sales and marketing side of things, rather than the accounting side of things. I don't do my own taxes, I don't do my own books, I don't do my own accounting. I don't trust myself enough for that, even though I'm a CPA. I think we all have our own strengths and weaknesses, and generally speaking, accountants have not been trained in sales or marketing. I would just say that most are just not, not naturally inclined, and they not have not been trained in that area, and they don't generally even have an interest in that area. And that's all a recipe for them not being great in marketing or sales.

Roger Pierce 27:02
And I get that not everyone's a natural born seller. You got a propensity for numbers and analytics, and that's those are golden tools for accountants and bookkeepers. My advice is always, you know, join a referral network. If you don't like the door knocking, the cold, pitching, nobody likes that, really. But referrals. Team up with a local lawyer, team up with a banker, team up with the insurance agent, right, and build a network of referrals for each other that can certainly go a long

Ryan Lazanis 27:26
way, referrals, partnerships. I'm a big proponent of that, because a lot of the firms I see, they're like, oh, I need to get on like Facebook ads, or I need to get on like YouTube or I need to, like, build this digital marketing channel. It's like, I'm a big fan of that, but who's going to do it, and are you willing to dedicate the time and consistently figure out how these algorithms work and change and week in, week out, put stuff out there. If you're able to do that, then do it. If you want to do that, then do it. But for the rest, because that's about building up an audience on these different channels. But for the rest that don't have that interest, you can tap into other people's audiences and build these partnerships or these referral networks, as you mentioned. And you know what? For whatever reason, I just don't see firms gravitating towards that. I speak about it. I teach on it. Very few are doing it. And it really kind of boggles my mind, because it seems like one of the bigger, bigger unlocks.

Roger Pierce 28:28
You got to find a way that works for you, right, and your your comfort with sales and marketing. And for a lot of people, referrals work really well. You probably know it. I was a member for a couple years of business networking international BNI. I think it's bni.com chapters in every city in North America. And for people that don't know, it's like a group of 20 to 25 in a Chapter, there's one accountant, one lawyer, one graphic designer, one photographer, and you all refer leads to each other. And the accountant category is always the first to fill up, because accountants want to be there. And it's a natural. You meet once a week for like, a breakfast doesn't interfere with your day. Doesn't cost a whole lot to join. But these people in the group, they become like your sales ambassador, because they get to know you so well. They think of you in their day to day lives. And they think, oh, there's a lead for Roger, oh, there's a lead for Ryan. And they bring it back to the meeting.

Ryan Lazanis 29:18
I think certainly, if you're struggling in marketing, that's probably one of the easier things to do.

Roger Pierce 29:24
There you go. We're helping people bring in more business as we speak. Ryan, I love it. I'm also going to be speaking on sales and marketing on at Accountex as well. I'm on the second day, November 5, at 11am if people are listening, want to come by. My session is all about improving your sales skills, qualifying prospects, overcoming objections, and knowing the right time to talk about fees. It's about helping accountants and bookkeepers close more deals and win better clients. So if you're listening and heading to Toronto, I'd love to see you in the room,
And also a shout out to my friend. If you like marketing topics, be sure to catch this Session on social media marketing with my friend Andrew Jenkins, brilliant guy. His social media agency is called Volterra Digital, and he's speaking on the first day on social media marketing with a touch of AI.
Ryan, I think I have to let you go, because I know you're busy. That's all the time we have for our listeners. Remember, you can catch Ryan's keynote at Accountex 2025 ( https://accountex.ca/ )in Toronto on Wednesday, November 5, at 8:30am you can find out more at https://accountex.ca/ and I'll be there later in the morning, at 11 with my own session.
Ryan, thanks so much for joining us today. Beyond seeing it's a show, can you provide one last bit of advice and how listeners can get in touch.

Ryan Lazanis 30:44
The very best piece of advice I have Roger is jump on my newsletter. There's over 10,000 firms that get it every single week. A lot of them email me saying it's one of their favorite emails in their inbox. And I'm just providing tips, tricks, strategies on how to unlock freedom and growth in your business. And you can join at Futurefirm.co/newsletter and feel free to say hi when you get my email address there.

Roger Pierce 31:08
Perfect sign up for the newsletter, visit the website, come to the show Accountex, it's all good stuff, fantastic. Well, thank you so much, Ryan for being here today. I appreciate your time and your expertise.

Ryan Lazanis 31:20
Thanks Roger.

Roger Pierce 31:22
Great to have you. That's it for this episode of The Unsure Entrepreneur Podcast. If you enjoyed today's conversation, please fill the show and share it with someone who might benefit and be sure to visit UnsureEntrepreneur.com, thanks for listening, and we'll see you next time.

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