Fair Pay in Accounting: Tracking the Data with Dominic Piscopo

Dominic Piscopo is the founder of Big 4 Transparency, which aims to bring salary transparency to the accounting profession and facilitate conversations that move the overall industry forward. To individuals, it provides a free resource where they can find answers to key questions about their careers by answering the question of “how much should I be getting paid” better than anyone else in the accounting industry while providing additional career support along the way. For accounting firms, Big 4 Transparency provides in-depth analytics to allow them to answer the question of how they should be setting their compensation and pay philosophy by giving them the information they need to execute on that strategy effectively.

Dominic worked as a tax analyst at Deloitte and a financial controller and senior financial analyst at local firms before founding Big 4 Transparency.

Transcript:

Hey everybody! Welcome to another episode of the CPA Life Podcast, where we spend time talking to firm leaders and industry insiders all over the country who are going against the grain and building more modern firm firms that are growing, thriving, and giving people amazing career options, while not demanding that they sacrifice their family or their lives at the altar of their jobs. And today we are joined by Dominic Piscopo, who is the founder and creator of Big 4 Transparency, and tell me if I get this right Dom, whose mission is to bring transparency to the accounting industry, to facilitate conversations that move the overall industry forward. Is that pretty much spot on?

Yeah, I would add maybe there’s a part in there for helping people kind of advocate for themselves, but overall yeah, like the idea is kind of help have these conversations that are going to help drive the whole industry forward, so yeah.

Well you, you’ve done a pretty interesting move with Big 4 Transparency, what the plan for it does, the information that’s there, the whole package that people can get a ton of value from it. But let’s, before we kind of jump into that and talk about the journey you’ve been on over really the last year that you’ve invested more of your time, energy and effort into it, talk about kind of how you ended up where you are—where’d you start your career and how did Big 4 Transparency come about and where are we today in the growth of that?

Yeah, absolutely. I’m learning to tell this in a shorter format. I just went way over telling it somewhere else, so I’m going to try to keep this short. So prior to university and all the way through university for myself, I’m based in Canada, I always had these side hustles or whatever type jobs where I was actually extremely well paid. So instead of working at a grocery store or whatever, I was doing credit card sales. I would always follow the money—I was working at bars and things like that. When I joined a Big Four firm in tax, in my head, I was like, “Oh my God, I’m set. This is the career for me. This is going to be incredible. I’m going to set myself up beautifully.” It can be that, don’t get me wrong. But I was shell-shocked when I walked through the door to find out that I was getting paid; I was working at the bar at the same time as I was working at the Big Four and I was making half my week’s pay from the Big Four Friday night at the bar.

Salaries are a little bit different in Canada versus in the U.S., like in Canada, they’re quite a bit less competitive in the accounting space, but that was a major sticking point for me. I felt astonished at where things were at. And otherwise, I had a really good situation—I had the best partner, a really great person. My coach at Deloitte was the prodigy child. I got placed in the best situation possible. But after a while, the compensation essentially became a bit of a deal-breaker for me. There was a little bit more to it than that, there’s some rigidity and structure of the role, but the compensation became a bit of a deal-breaker for me. So I set out to see if this journey pays off at any point? I was trying to figure out salary information. It was really hard to understand.

If you go on Glassdoor and look for salary data, it says the average accountant makes $80,000, and you’re like, oh, is that what I have to look forward to? So there was that lack of transparency. Then at the same time, at the firm I was at, when I got my full-time offer after my co-op or internships, from speaking with other people, I found out we were the lowest paid firm in the city, which was not a great feeling. Especially because you’re like, oh, the Big Four, that’s the pinnacle. And I’m not saying that’s the fact necessarily, but that was how it was perceived.

That’s the mindset.

Yeah. So I was like, this is crazy. Probably naively, I walked into the partner’s office and said, “Hey, dude, this is a problem.” He actually didn’t know. He said, “Tell you what, if you can gather the data for me, I will try to do something about it. I don’t know if I can, but I’ll try.” So I canvassed all the other firms, got all the other people from my level to share what they were making, brought the information forward to the partner, and we got just under a 10 percent pay bump for my entire cohort. I was like, “Wow, Deloitte didn’t know what other firms were paying,” which was crazy to me. So that was always in the back of my mind.

I didn’t build Big 4 Transparency then and there. I went off, did another job where I was quite unhappy and was trying to figure out entrepreneurship and things at the time, and so I was just messing around with no code tools and launched this on Reddit one day. I logged into the spreadsheet where all the salary data is, and there were hundreds of people in the spreadsheet concurrently at the same time. I was like, “Okay, we’ve got something here.” So that was just over three years ago. For the first roughly two years, it was simply a community project. There was no business involved. I just kept building it because I knew there was something cool to be done and I thought it was really important for the industry. I kept building it up, cleaning the data in the spreadsheet. At the beginning, I had no input restrictions, so it was a complete dumpster fire in there. I had to purge it a lot, clean it a lot. So yeah, that was the birth of Big 4 Transparency.

So where you are today, and you and I have talked about this, we met at Bridging the Gap a few weeks back, and even chatted a little before that. But where you are today, it’s all in for you right now, isn’t it?

Yeah. So around December, I started having some conversations around potential customers for Big 4 Transparency. I’m not going to name names right away, because it’s not all closed up or whatever, but there was a customer of Big 4 Transparency who I was helping set salaries for their firm based on the data I collect. They expressed some interest in investing in Big 4 Transparency. I thought this was potentially years away from me actually being able to do this as a full-time thing, but that really sparked something in me. In the interim, I got offered some incredible jobs—I was looking to move on from my current role at that time—but I got offered some incredible jobs and I was looking at them and thinking, “This isn’t what I want to do.”

Things are never that straightforward, obviously—there were hiccups in the fundraising and whatever, and I had to start over. And here we are today: A couple of months ago, I gave notice at my job. The fundraising wasn’t fully closed yet, but I was like, “I’ll figure it out,” which led to some stress the last couple of weeks, but it’s finally figured out now. So yeah, I transitioned to working on Big 4 Transparency full-time now.

We’re going to put the cart before the horse a little bit. Let’s put some bookends together and then we’ll fill in the middle: What’s the ultimate goal? And obviously that may change, but as we sit here today in September of 2024, what do you see as the goal for Big 4 Transparency over the next 12, 24, 36 months?

Yeah, I would say over the next 36-ish months, there’s no reason we can’t be serving a very large number of firms. We’re using the same data we’re serving the community for free, but we’re packaging it in a slightly more premium manner, putting it in a dashboard where you get all the percentiles, all the averages, and all that. I actually just rolled out this new version of the dashboard—there are some refinements I’m going to do—but there’s no reason why a very large percentage of the top 500 firms wouldn’t be using this. And then I want to use it as a tool to access some of the smaller firms.

Right now, this iteration isn’t super user-friendly for very small firms. The subscription pricing doesn’t make much sense. That’s something for me to figure out. I want to be helping these firms with some of the recruitment, and a lot of that looks like working with people like yourself. So I’ve handpicked a number of recruiters I respect and who offer a great experience to the CPAs themselves. Because I remember my recruiting days—I had some bad experiences, but a couple of recruiters were diamonds in the rough and really renewed my faith in recruiting, showed you have the best interest of people at heart.

So I want to be partnering with more recruiters, build a talent pool, and have a different spin on recruiting CPAs, just say, you tell me what you want to hear about, and if I’ve got a recruiter or a firm that wants to work with you directly, based on those criteria, and I know that their job matches up with what you’re interested in, I’ll make that connection, and we’ll kind of go on from there. Those are the two biggest things I see working out in the business side that I would see really working out. And then from the individual side, it’s crazy to say I’m sitting at over 17,000 rows of data, but we need more data–like, a lot of people in rural areas are having trouble understanding—like, we’re at a point now where in tier one and tier two cities, there’s enough data in this database for very high fidelity use, where you can say, “Okay, there are 800 samples, I can find what I’m looking for and feel confident in it.” But in smaller cities, people wonder, “I live three hours out of Dallas, what does that look like? Should I be truly okay with making $20,000 less?” Until there’s more saturation in those areas, it’s kind of difficult for the individual user to find exactly what they’re looking for.

So on both sides, I think this can serve a lot more firms and level the playing field, where I’ve committed to having a free offering for the CPA going forward. To me, it’s like a social contract that’s very important to me: If you’re sharing your data and this whole thing is based off of you sharing, I owe it to you and I owe it to the accounting community to have a free offering that can level the playing field, where individuals can understand what they should be earning.

So the ambitions are very much on both sides. I want to serve more firms and continue reaching out and impacting more CPAs. There have been a quarter million CPAs come to the website, or well, accounting professionals, primarily in North America, but there’s a lot more than that. There’s a long way to go for me still.

Yeah, it’s a pool that is very large and very deep. Why do you think there is such a vacuum, if you will, in the world we live in today with data at your fingertips, as you mentioned? Whether it’s Glassdoor or Indeed or ZipRecruiter, LinkedIn, Reddit, Going Concern, whatever it is, why do you think there’s such a vacuum around compensation in the world we live in today, and such a huge gap between what somebody says they’re getting paid in market X versus what someone says they’re getting paid for the exact same job in market Y? I’m not necessarily talking about Podunk, Texas versus New York City—I’m talking New York City, Dallas, Texas, Miami versus Seattle, Minneapolis versus Tucson. There is still a huge disparity—same role, similar sized firm, Market A vs. Market B. Why do you think that’s still a prevalent issue in the marketplace in 2024?

One of the things is I think a lot of accountants aren’t standing up for the value that they provide and what they should be paid. That’s started to change, and we have seen salaries increase actually pretty substantially over the last three-ish years. And I hate to put some of these firms under the gun, but they’re catching suckers. Some of the firms are just way behind the times and are putting together an employment package which honestly is not competitive or attractive and people should not be taking. And that’s not to say if you’re paying at the 50th percentile or whatever, I’m saying there’s firms out there who are really just low balling and people don’t know any better.

Right.

So if the person is uninformed and they go wow, I guess this is what the market is, and it’s hard as a candidate to know where to go. Like I said, I looked up Glassdoor and other sites and it was like oh yeah, here’s what you should expect, and it’s way off. And for accounting, it gets conflated a little bit with H&R Block accountants or bookkeepers and things like that. That’s not—they’re accountants, yeah, but there’s a level of nuance missing when you’re looking up the salary data. I continually see articles from quote-unquote, credible publications, I don’t remember where the last one was at, but it was something like The New York Times, and they’re like, yeah, accountants are making $90,000 after five years. I’m like, I don’t know where they pulled your data from, but please come talk to me. This is a career where you can make significant money at a ton of firms. If you’re at a firm that is functioning at all properly, they can afford to pay you appropriately. And there’s some firms that can’t afford to pay you properly, and I would say those firms need to look at their internal processes to become more efficient.

Yep. Completely agree with you. From our experience, what we’ve seen is firm size—nobody’s immune from not having the data and making bad decisions when it comes to compensation. We just placed a guy earlier this year who was out of, we’ll call it a top 25 firm, had a degree in accounting, CPA, 9 years’ experience in a Client Advisory Services capacity. So a degreed accountant, CPA, 9 years’ experience with the same firm, was making $81,000 at a top 25 firm.

Ugh!

Yeah, that reaction—stereotypically when we talk to accountants, there are 14 states in the country where you can’t come right out and ask people how much they make. At the end of the day, I don’t really care what someone is making or not making. What I need to know from a recruiter standpoint is where do you feel you need to be to make something work for you. So the question we ask candidates is, “From a financial perspective, where do you need to be at this stage of your career to make you feel valued in your role?” I’m not asking for their minimum or bottom line. I want to know where they need to be. So when I asked this candidate that, and his response was, “Well, I’m currently making X,” and my reaction was almost probably more overexaggerated than yours just was, and I told him, “I can’t think of any other way to tell you this: You are being seriously taken advantage of. You just are.” We ended up placing him at $115,000 plus a $5,000 sign-on bonus, which is where he needed to be in the marketplace.

Yeah. And I think there are all these taboos around discussing money. Newer generations are a little better at it, but some people almost perceive it as virtuous not to ask for more. I think some people think, “I’m a good person, because I will take what I can get and be happy with it, and I’m not going to be a spoiled brat about it.” I think that’s a dangerous mentality, because asking for what you’re worth is not being spoiled. In fact, employers who let you coast and not have these conversations—and it’s one thing, being like, “Hey, I’m getting paid 115 but everyone else is getting 122,” that’s tolerable. But if you’re getting paid 80 and others are getting 115, and you’re competent enough to be in that role, that’s a huge red flag on that employer. They’re willing to take advantage of you and not playing the long game. And for people like the people managers, the extra money is not going in your pocket. What are you doing? You’re losing good people all the time.

Yeah, it’s not like it’s a small, local firm where, you know, Bill or Sally is making the decision to short that comp from where they know it should be in the market, and they’re pocketing more of that money in net income. This is a top 25 firm. And what I’ve seen in my experience is, when I start to see that in larger firms, it’s not siloed. It is prevalent across the organization.

Yeah, there need to be measures in place. Salary bands can be a little bit of a tricky thing, because you have outlier employees. When I worked at Deloitte, the prodigy manager I worked with was tapped out on the salary band and was probably worth twice that. He was getting tapped on the shoulder by like, the national tax office saying “Hey, can we get your eyes on this, make sure it works,” and he’s making you know, whatever, a hundred grand? That’s not okay.

But the good thing about salary bands is, there’s a minimum, and they’re not going to bring you into band, that prompts a discussion on why you’re not leveling up. If someone’s a manager and their salary is below what the minimum band is, a lot of places have a structure where well, that person can’t become a manager. So they at least have to know they’re being held back. There has to be a conversation there where they pull them aside say like, “Hey, we’re not going to be able to promote you to manager. We don’t think you’re bringing enough value to be in this band.” And that’s a hard conversation to have, but it’s way better than just radio silence, and then finding out you’ve been absolutely taken advantage of. So everything has a little give and take to it, but that’s disappointing to hear for sure.

So with the data you pull together with Big 4 Transparency, one question I’m sure you probably encounter is the validity of this data. We’re relying on Bill, Tom, Sally, Sue, to come onto the platform and give us their information. So if somebody has questions around the validity of the data, how do you address that?

Yeah, I would say if I had a thousand data samples, absolutely, that’s a valid concern. Once you get to around 17,000 entries from, and this is post-cleaning, this is probably more like 20,000 entries, collected over the course of three years from a ton of different samples, that’s where you get this mass of data that’s large enough where it is extremely easy to eliminate outlier data that’s not going to be useful. Some of this outlier data is real and it has a story like “this person is just an incredible employee and we hired them externally and they came with a book of business, even though they were a senior,” or something crazy. A lot of these do have some validity to them. At the end of the day, they’re not going to be decision useful for people who are looking at this data. A lot of that does end up getting filtered out. I do a lot of cleaning of the data on a pretty regular basis.

Ultimately, you can look at these large figures, and then, so I worked with one of the Big Four. They did an internal review, and said “Hey, there’s thousands of submissions for our firm. We cross-checked them against our own payroll and we’re happy with the ranges.” For what it’s worth, that has occurred. There are things, like, they’re saying if co-op students in Canada are getting paid $63,500, some people put it as 63, a lot of people put it as 64. Yeah, that happens. There’s that little margin, and that’s fine. But then that’s the trade-off between timeliness of data and having it be first-party data.

Because what everyone else is doing is they’re just collecting it from employers, they’re doing this huge pool, which to me, first of all, from a competition law standpoint is dodgy, but anyways, at the same time, how forthcoming are you going to be? Are you going to talk about the fringes of your ranges? Are you going to talk about what you’re paying up to be able to poach an employee from another firm? Are you going to talk about that? Probably not. You’re probably just giving your core ranges. And so there are all these trade-offs, right?

For the huge firms who can afford it, I will say most top 50 firms that I talk with, the conversation is not around ditching all other suppliers for Big 4 Transparency, it’s that they have three different suppliers already, they’re all kind of the same, and they’re going to scrap one of those three, add Big 4 Transparency, and now they have the super, super timely option, they have the thing that’s a little bit different and then they have the other two resources. It’s a little bit of CYA insurance there where nobody wants to be the person who goes out on a limb and moves from the big, established provider if you’re this mega huge firm, for something that, to be fair, has its own attributes and might be better in some circumstances. So a lot of those very large firms will keep that, and again, I think there’s validity to that too. It’s nice having something that’s prepared by actuaries. Even if the data is all stale, it’s nice having something that’s been verified too.

Well, I think the other valuable piece in this, and it’s something that we talk to clients about a lot, is there are firms out there, some in the recruiting industry, some not in the recruiting industry, that provide salary surveys, and as you said, those are bands that typically people are pulling data from. But the other thing is there is a shelf life, especially in public accounting today—there is a shelf life to that data. In our firm, we’re dealing with small to mid-sized locally-owned CPA firms. A lot of those firms, a 15-person firm or even a 50-person firm, they may not have, you know, hey, this tax manager job is a grade 7 job and the range is $96,352 to $154,012. They may not have that. They just may have, you know, hey, we’ve got two tax managers in our firm right now and they’re making 140 to 150. So, that’s kind of where we want to be.

One of the things that we constantly talk to people about in the space that we’re in today is the necessity to understand that in 2024 and beyond, because of the fight for talent, that number could be moving. What we’ll probably more times than not talk to clients about, unless they’ve got specific bookends they’ve got to work with, and we believe they’re realistic, unless that’s the case, which isn’t the case a lot with small to midsize firms, what we’ll do is say, “Hey, look, would you be flexible if we talk to a candidate that checks all the right boxes, but their comp, for whatever reason, we believe is on the high end, but it’s in the realm of reality of what we’re seeing in the marketplace.” So it’s real-time data. It’s somebody that in September of ’24 is looking for X versus in March, we would have maybe looked at it and said, “Hey, this person is probably outside of reality of compensation.”

We’ve got more and more clients, more and more firms that we talk to that understand, hey, that salary survey, that salary guide that I got in December of ’23 or January of ’24. It’s now September, October. There are some date issues that I’m dealing with with that. So I think that probably one of the other valuable pieces with you with Big 4 Transparency is I’m going to get data today.

Exactly. And I offer either quarterly or monthly updates where I’ll do the cleaning and all that and you get the latest. Sometimes when something big happens, you know, like EY putting a billion dollars into this discussion, some other firms who compete with EY are kind of saying, hey, can we do a one-off, you know, little actualization of that data because it’s been a month, you have a bunch of submissions from it. I just did that, because it felt like the right thing to do.

But yeah, there’s a lot of difficulty with kind of general resources where things are moving fast. I will say, recruiters will have conversations with candidates and you’re getting the number of what someone is willing to leave for, and that’s great, and you’re kind of doing a good job of representing your clients and steering them to what might win the candidate, but for internal pay band reviews, there is actually a difference on average between an external hire and internal promotion. We have that level of granularity where you can get that level of nuance of what’s out there in terms of what are people being promoted to, and what’s out there in terms of what are people hopping jobs for. Because there is often a five or six percent difference across different levels of what those two differences are.

Also, our data is often being collected not within the context of recruitment, which is nice too, because a lot of people are probably better about this than I am, but full disclosure moment, I was interviewing for a job in December, January, and I wasn’t that into it because I kind of had in mind that I wanted to do this, and I was throwing out some crazy numbers, and that’s almost what it ended up being. Someone else ended up getting laid off from a competing company, so they hired that person, but I was throwing out some crazy numbers of what it would take to get me over, and it kind of worked out. So, it is a thing where in the context of recruitment of what are you willing to take, there’s a little bit of a standoff.

And recruiters at the end of the day, most of them anyway, it’s like, you’re a smart guy. You know that there are some of these games being played and all that, and you have a little bit of a sense for it. All these different sources of data is good to cross-check them versus each other and then you can kind of land on where it is you want to land, right?

Yeah, and like you said, I think there are always going to be—I shouldn’t say always. Many times, there are going to be nuances that people are dealing with. We had a candidate earlier this year that was in the Dallas marketplace. She was driving from far north in a suburb to downtown three days a week. She’s sitting on a toll road for an hour and a half each way. She’s dropping $4,000 a year in tolls. And we’ve got an opportunity that’s 100 percent remote. In her mind she’s looking at this going, “Look, if they make me an offer that’s exactly what I’m making right now, number one, hard dollar cost, I get a $4,000 bump in pay because I’m no longer paying tolls. Let alone soft dollar cost of wear and tear on my car. I don’t have to worry about driving into the office every day. I’m working remote. There’s some value in that. I’m willing to take those things into account.”

There are always nuances like that, but I think that there’s value in looking at those different data points and being able to understand, hey, what is my value in the market? Or if I’m a hiring firm, what do I need to do to be competitive in the marketplace or be in a higher level in the marketplace so that I don’t have to worry about my people getting poached by some other firm. When you look at the data Dom, the difference between external recruiting and internal promotion, do you guys have the ability to talk to firms about, you know, “Hey, if you go out into the marketplace and you hire this person because you don’t want to give this person this bump, here’s probably what you’re going to have to pay?”

Yeah, a little bit.

Versus, “and it’s an unknown” with that new person?

Yeah, that conversation happens a little bit. I’m still trying to get that through some people’s heads. My favorite framing of this, and it actually was inspired by Brandon Hall with his firm, he’s been super public about how useful this has been internally, and he talks about it a lot as a retention tool. This can be a very useful tool when you’re doing recruiting, because you know exactly what’s out there and how much you should be paying and all of that, plus we have the talent pool and stuff like that. But more than anything, if you are smart, proactive, and growing, and you want to be able to do so without having to backfill everyone, this is a great retention tool where you make sure that your people continually are being paid what they should be. And then yeah, you do avoid that little premium that you’re paying to all of these people who are external hires, because typically, there is that premium you’ll bring them in higher in the band and then they’re going to get kind of bad promotions for a couple of years so that they get brought back into the band, and then from that point on, that creates dissatisfaction because their salaries aren’t going up anymore. It’s this whole thing.

Retention is very valuable financially, and there are different models, different ideologies. Some people want fresh faces in the firm because they’re going to be hungrier, and whatever that might be, they bring new ideas, maybe they bring new clients. If that’s you, that’s fine. But this is a very valuable retention tool for people. Make sure that you’re staying competitive, make sure that you’re changing your bands accordingly so you don’t get that wage stagnation where the person has to leave in order to get paid properly. There’s a great tool for that.

Retention, obviously, I don’t need to go into all of it, but there’s a ton of hidden benefits of institutional knowledge. There isn’t that ramp-up period. You maintain relationships between people. People often churn in batches, like that person will leave, then a bunch of their buddies are like, “Wow, we really miss this person, the firm just doesn’t feel the same, I’m out.” There’s a lot that can be done there too. To me, I try to nail this down for people as retention is, get ahead of the ball. You save a ton of cost by doing that. But at the end of the day, a lot of people come to me because they’re like, “Oh, I’m having such a hard time hiring.” It’s like, alright, fine. I won’t turn you around, but I do try to have that conversation with people.

It sounds like you’ve stumbled onto something, for lack of a better way to put it—the mother of invention is necessity kind of mindset that has gone from, hey, how do I understand what I’m being paid individually in the marketplace, to now being able to leverage that and take that to the marketplace and say, hey, let me help you be more competitive and understand what you’ve got to do in the marketplace to attract, retain, and hold onto talent. You’ve built a wonderful platform with Big 4 Transparency and you’re doing it in a way that provides valuable data to both firm owners and potential employees in the marketplace or current employees with their firm.

If someone is wanting to learn more about how you’re doing what you’re doing and get data from that, if they’re in the marketplace, especially with review season coming up, or even if they’re a firm owner that wants to understand what they need to do in the marketplace with review season coming up to be more competitive, what are some of the best ways for people to reach out to you and have those conversations with you?

Yeah, so Big4Transparency.com: If you go there to the platform, you’re going to see, there’s a link to the spreadsheet where you can basically filter as needed to create these temporary filters, you can filter as needed, figure out exactly for your grouping. So by city or stream, you can filter out what period of time you want the data to include and whatever level of granularity you need, get an idea of what you should be getting paid at your current level, at your next level, at the level after that. I think people should map out this trajectory in their heads. If you’re just looking for a quick general idea, I have some median numbers just ready for you on the website for the U.S. specifically.

For firms, like I said, we have a dashboard, which will help you navigate this data in a much more usable, enterprise-type level, where you can have these discussions. You can do the in-depth analysis, you can look at a little bit more of the granularity of things. We just rolled out that new dashboard a couple of weeks ago and current clients are loving it, so check that out. Otherwise, I’m an absolute open book. I’m posting all the time about all of this on LinkedIn and Twitter. I think it’s really important to share the journey and I’ve learned a lot via podcasts, so I listen to other people’s podcasts. I also have one where I talk to a lot of firm owners and such, and I share a lot on there. So I’m kind of all over the place—you can’t really avoid me now that I’m full-time working on this. But yeah, shoot me a message on any platform. I’m extremely responsive. I live on the internet.

Anywhere that somebody can get online. We’ll make sure and put in the show notes, the link to the website, and the link to your LinkedIn profile so people can reach out to you and figure out how to get this tool in their house so they can be a little bit more responsive with the data that they’re dealing with and manage their careers and firms a little bit better. Dom, thank you for joining us today on CPA Life. I’ve really enjoyed learning a little bit more about what it is you’re doing. I’ve enjoyed the partnership that we’ve been working on together, and hopefully, it’ll continue to be fruitful for both of us.

Absolutely. Thank you so much, John. I really appreciate it, and I appreciate the invite to the pod as well.

Hey, you’re more than welcome. So if you’ve enjoyed what you’ve heard today, give us a like or leave a comment below, and if you don’t want to miss any of the other great guests that we have coming up in the near future that we’re talking to about some of the ways they have built more modern, employee-centric accounting firms, subscribe to the podcast on the platform of your choosing. We look forward to sharing more insights about CPA Life with you in the near future. Until then, have a great day.

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Fair Pay in Accounting: Tracking the Data with Dominic Piscopo

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