flip the org chart and put staff at the top.
subscribe to 卡塔尔世界杯常规比赛时间 podcasts anywhere: apple, google, spotify, iheart, deezer, amazon music and audible, player fm, audacy, gaana (india), and boomplay (africa).
the disruptors 
with liz farr
for 卡塔尔世界杯常规比赛时间
megan genest tarnow is well-known in accounting circles as the go-to expert in using quickbooks for the fund accounting required by nonprofit entities.
more: clayton oates: one way to keep clients for life | randy crabtree: follow these three rules to keep employees happy | erik solbakken: yes, you can work less and make more | donny shimamoto: future firm growth requires a mindshift | jennifer wilson: empower young workers to build the firm everyone loves | mike whitmire: re-think your hiring and training practices | hector garcia: success strategies of a quickbooks youtube superstar | blake oliver: why tax work yearns to be free| private equity explodes in u.k. | brannon poe: the status quo must go | accounting nerds, unlock your super powers | disruptor: jason statts shakes up the status quo | think small to think big with matt wilkinson | when financial statements go extinct with corey schmidt | can geraldine carter save accountants from themselves? | re-inventing accounting with tyler anderson
exclusively for pro members. log in here or 2022世界杯足球排名 today.
many of the best accountants she knows have come from non-traditional backgrounds like dance or philosophy. megan herself worked in theater for several years before she was thrust into a finance role. like her, these non-traditional accountants apply their native curiosity to understand how the pieces fit together. by leaning into the work and asking questions, they uncover an unknown aptitude for accounting, suggesting that perhaps we should hire for curiosity rather than compliance knowledge.
“we know that joy of a good bank rec. you get that little endorphin rush when you look at a balance sheet and you know that every number on those financials is right,” tarnow said, describing “the existential joy” in our work, a counterforce to the chaos in the rest of our lives. by bringing that joy and balance into the spheres of our lives, we can bring positivity into the world.
megan also acknowledges that though accountants want to help others, we tend to sacrifice ourselves and our own well-being, creating a self-imposed martyrdom. but, tarnow said, that’s “certainly not helpful for us, and i don’t think it’s always helpful for the people we’re trying to help. it doesn’t actually get them what they need either.” instead, tarnow said, we should care for ourselves. stop eating at your desk. get up and walk around the block. stop talking about the many hours you put in.
7 more takeaways from megan genest tarnow
- it’s hard to imagine a new organizational structure for firms if you’ve never seen it before. many people leave firms because they’re unhappy with the hierarchy of traditional firms. but because that structure is all they’ve ever known, they tend to replicate that same dysfunctional structure when they build their own firms.
- consider flipping the org chart to put the leadership team at the bottom as the foundation. like the roots of a tree, they provide the strength and nutrients to feed the organization above them.
- what are your dreams and visions for your firm? some people want to create large firms where they can accomplish things that can only be achieved at scale, while others want to provide a wonderful place for employees to work.
- put yourself in your client’s shoes and try to channel that time when we didn’t understand accounting and compliance. communicate those concepts in ways that empower clients in their businesses.
- what would our work look like if we put the best interests of our clients first? things like “the billable hour” put the needs of ourselves and our clients at direct odds.
- we need a deeper integration between client accounting services, business advisory and tax. but this doesn’t need to be all the same people. instead, tighten integrations in our partnerships with those with complementary skills and build networks and relationships with others.
- get out of your silo and find people who work in different areas that feed into and support your clients. this will help us build a stronger, more supportive and less competitive structure around the real needs of our clients.
more about megan genest tarnow
in addition to being the nonprofit industry lead for high rock accounting, megan tarnow is the founder and principal of the mobius group, a quickbooks-centric consulting practice focused on nonprofits since 2000. she is a certified nonprofit accounting professional (cnap) and an advanced certified quickbooks proadvisor, with a ba in theatre from gustavus adolphus college. she is crazy passionate about helping nonprofits capture and use their financial data, and is currently focused on the changes coming from the cloud, machine learning, and artificial intelligence.
transcript
(transcripts are made available as soon as possible. they are not fully edited for grammar or spelling.)
liz farr 00:25
welcome to accounting disrupter conversations. i’m your host liz farr from 卡塔尔世界杯常规比赛时间. my guest today is megan genest tarnow, founder of the mobius group and industry lead for the nonprofit accounting group at high rock accounting. welcome to the show, megan. hello, liz. it’s good to see you. it is so good to see. so good to see you too. so we’ve got a lot to cover and we were chatting before and i know that we both have a lot of passion for this topic. so let’s get started. accounting talent in the us and around the world has been really scarce for years covid and the great resignation made it worse. what are your ideas on how to make things better?
megan tarnow 01:25
i’m going to pause there a little bit because i was thinking about this and realizing i’m sort of fascinated that there are people who want to go into accounting that they’re like 18 year old. this is what i want to be as an accountant because as i’ve met some right and there’s definitely some in our firm and when i was 18 coming out of high school there is no way on the planet that i would have wanted to be in it right it just it sounded so tedious and so boring. you know and i i made like she wasn’t hard does that mean yeah, it is.
liz farr 02:09
well, you know, sometimes the tedious and boring part appeals to some people. because when i was 17 i thought i wanted to go into accounting.
megan tarnow 02:24
okay, the driver was why did you want to go into accounting?
liz farr 02:29
at 17 i was the bookkeeper. well, i kept the books not i wasn’t really a bookkeeper. i kept the books for my explorer post and my girl scout troop. both of them were running businesses. and somebody’s mom taught me the basics of double entry accounting, and i really liked it. it really made sense to me. but i grew up in los alamos. new mexico, the home of the atomic bomb, business and accounting was what you did if you weren’t smart enough to get a phd in physics or be an engineer. so like all my friends and my family, i went into biochemistry, but here i am in accounting now.
megan tarnow 03:25
that story of what made it interesting to you? i mean, i think it’s just the timing right? because that’s very similar to what brought me into it as well. right? i i grew up in a family small business and was working for my dad from the time i was 10. but honestly, i don’t know who did their bookkeeping. and actually, i’m not sure anyone did because i found out when i applied to college that he was a few years behind on his taxes. not sure anybody was doing the bookkeeping. but it was years later. so i went to college thinking i was going to be a modern languages major, and then wandered all over. and when they finally made me pick a major, i’m like, what, what am i the closest to having enough credits for and ended up with a theater degree. but years later, i was worth you know, got hired by an asian american theatre company. and everybody’s a director of something and i was the person whose job was everything else. and that included, you know, the finances and a variety of hr and it and all the other things and it was like 1996 quickbooks had only been out for a few years. they’d already destroyed it. and we’re in the process of working with a consultant to reset up their books actually had a good they had a really good consultant who knew what he was doing. and i got to work with him through that process. and then we had a board treasurer, who was the cfo for banta publishing and he told us like these are the reports i need to see and this is why i need to see them. and we had a great auditor, who was like, this is what was wrong this year, and this is how you fix it. and this is why we do it that way. right? and so, you know, just like you when you were 18. to me, it was it was like it wasn’t math, it was puzzles. it’s like how do we want the right puzzle piece in the right spot to make everything you know, it’s almost like working on a rubik’s cube or something. like you’d have to get things into alignment so that all the other things will work too. but i don’t think we sell it. we don’t sell it to kids like that. right? it from the outside. it looks like it to me like it’s just tiki tiki box compliance. mm hmm. and
liz farr 06:04
so how do we make it better? how do we keep the talent that we have? how do we find good talent?
megan tarnow 06:18
i mean, i think i mean honestly, if i’m to tell you the truth a lot. this has changed over the last couple of years because as i got to meet the folks in accounting salon and moved into high rock i’ve met more people who have wanted to be accountants from early on. and maybe they had an experience like yours or a family member was an accountant. so they saw the interesting part. because up to that point, the only the majority of the accountants i’ve met had been like somebody forced them into it. like they really wanted to be a flutist, but someone said they had to be practical. so they got an accounting degree instead. and then there were a handful of people that were always the ones that really appealed to me and they had they did not come out of traditional accounting backgrounds. they were dancers or philosophy majors or women’s studies majors or archaeology majors who fallen into it, sort of like i had and just grabbed on. and because they’re this whole you know, for the same reasons, and then, in some ways, i think went deeper than keep, you know, than the other folks i knew because they had to, because they were curious, and they created like they wanted to understand how all the pieces went together and why. and maybe that’s what we do when we’re training people. we stopped just giving them a checklist. then we take the time to help them understand how the small piece that they are doing impacts the larger piece you know, maybe we start hiring for curiosity instead of compliance.
liz farr 08:11
i think that’s a really good way to do it. i worked as a mentor to several people through the new mexico society of cpas. and they always paired me up with the ones who came from a very different background. there’s one woman who was a dancer, another woman who was an analytical chemist. and they found themselves needing a new direction. but they did have the curiosity and the desire to put things together. so you may be on to something there.
megan tarnow 08:57
honestly, one of my favorite, my personal tax preparer and one of my favorite tax people who hides on tax twitter because she doesn’t want to apply to other clients. no, she’s on there. but she her experience was very similar to mine, right she was, you know, young rebel, working in the box office of a puppet theater when the finance person quit. and, you know, the head of the theater was like, well, you’re not afraid of the calculator. this is your job now. you know, and she could have gotten terribly right. but she leaned into it and was curious and when the folks came to do the 990 and the audit, she asked a lot of questions. and the auditor said, you know, you really seem to have you seem seem to have the right characteristics for this you might this might be something you choose to pursue you know, and then was able to work her way up. got her degree is a phenomenal tax preparer and cpa now. you know, so maybe it’s one of the things we do is we start paying attention to the bookkeepers around us and the people who are doing finance but don’t see themselves as financial people. and we opened up that door of possibility. at accounting salon this year, brittany brown did a great session on leadership, and did case studies of four people within her firm who had risen up to be leaders and most of them if not all of the ones she highlighted, like did not necessarily have deep professional careers. they were coming right out of college or had been homemakers for several years raising kids or starting off as bookkeepers in her firm. and she saw those qualities in them and moved them up and promoted them. yeah. good gave in offend them and trained them and invested in them. absolutely. and like helped them become the leaders sheet and
liz farr 11:18
yeah, now you bring up an interesting point that kind of segues. into my next question, which is, you know, moving people up through the leadership structure, and that is that for years accounting firms have run on this very rigid, hierarchical pyramid structure. but you and i both know accounting firm owners and liz mason is a great example of people who are breaking that and questioning that in many ways. and so what are some of the ways that you are seeing changes in the business model and the organization structure of accounting firms?
megan tarnow 12:12
honestly, i don’t think we’re seeing it enough. i was just in a conversation with someone earlier this week about the number of people who like are unhappy in the hierarchy of their accounting firms. so they go off and they start their own and then they replicate that same dysfunctional structure. okay, i think in some ways, because it’s it’s all we’ve ever known, we’re told that’s the way it’s supposed to be like, that is the example we have. and it’s it’s hard to imagine something you’ve never seen before. right? and hierarchy, we’re talking about doing it. like you know, there’s an i know as in conversations with liz that she’s had people come in and she had these huge dreams right and hope you get a chance to talk to her. and then people she brought into help with start to force the company back into the traditional mold and like to color all the ways she why she couldn’t do the things she wanted to do. right. that dominating culture is very, very strong, and it warms its way in and it wants to keep us all in line and keep us doing the same thing because that benefits somebody i’m not entirely sure who, right. we’re talking about, like flipping the org chart, like upside down where the leadership team is not at the top the leadership team is at the bottom, the leadership team is the foundation and the roots of the organization that you know leads to and provides the strength and the nutrients and all the things that like feed the rest of the tree.
liz farr 14:06
i love that image of the leader being the roots and the rest of the firm being the tree because that’s what we see the most.
megan tarnow 14:18
i mean don’t you kind of love how like you know, this year’s little twig the little leaf you give it five years and it becomes a strong branch and new little branches stretch spread off from it, you know, that it was a nice image.
liz farr 14:36
yeah, yeah, i think that that’s, that’s a good that might be a really good way for people to think about it when they’re thinking about different structures for their firm in different job titles. so who says that everybody at the bottom has to be a staff accountant, and then you become a senior? and then you’re a supervisor? and then you’re a manager? and then your senior manager and then maybe just maybe you make partner level?
megan tarnow 15:17
no one has kind of gotten has different titles, but again, that is sort of those layered titles right of your technician and that you’re a specialist and then your max pro, and then you’re a master and you’re a guru. and we started kind of joking around like what if what if we saw almost more like karate belts you know, or were you like you have to earn a belt to get to the next level and you might be a black belt in tax. a green belt in apps i don’t know. yeah, you know, and that idea that you’re not all one thing that you might you have strengths and you also have weaknesses and places that you can continue to learn.
liz farr 16:04
and i think that there’s there should also be room for people to make lateral moves.
megan tarnow 16:13
that’s a joke. we see that we’re like we take somebody who’s really good at what they do, and we promote them so they don’t get to do that anymore. yeah, you know that peter principle will you rise to your level of incompetence because we just keep taking away the things you’re actually good at and making you do more management and maybe there’s a different way to manage teams, you know, what is you know, are can there be a more lateral can teams be pods, where they become sort of self-managing, and people take on different parts of that leadership role and provide accountability to one another as opposed to you know, we’ve got a layer of serfs and you know, overseer, making sure they all do their jobs.
liz farr 17:09
i think there’s room for some of that. and i sure hope that the next generation is a little more flexible in their outlook. than maybe we have done
megan tarnow 17:23
i think. i think it gets tricky, because we have internalized so much of that hierarchy and that structure, that you know, will will say we want this other thing and then we want that then relate demand to know where we live in the pecking order. we can’t imagine that there that it just doesn’t exist. you know, and so how do we help people still feel you know, secure in their role and in their understanding that they have a place in this organization, but it’s not as rigid and hierarchical as we’ve been accustomed to. there’s no, you know, it’s not competitive. we don’t necessarily have to climb the ladder and push people off so that we can you know, like, is there a more looking at that where no one has to win? right in the organization. it’s like, you know, the pitcher might be the coolest player on the baseball team, but it’s not going to work unless you got the rest of the team on the field. you know?
liz farr 18:41
yeah. and you bring up kind of a point of just moving up for the sake of moving up you know, many firms start with the precept that you have to grow. and i’m not sure that every firm really does need to grow and what do you think about that?
megan tarnow 19:12
i think it’s worth well, like, i think it’s worthwhile to consider why does your firm exist? and what is your what is your dream and your vision for your firm? and there are certainly people who wanting to grow want it to be this big, this big thing and, okay, that that’s a valuable thing. but that’s a different kind of firm than one that says, i want to you know, i want to provide a wonderful place to work for my employees. and there’s however many of them and we don’t statistically i mean, studies have shown that there are kind of ranges where things change in an organization might be so oh, and then there’s a new level at five maybe and then there’s another level at 12. and there’s another level 20 and each of those are different in the way that has to be organized. and 150 is completely different again, and like, do you want what that means? if your firm becomes that one, right, and what’s the why? why do you want it to be that large? you know, some things maybe you can only achieve at scale, maybe like it’s just your dream to grow something really big and see what happens. maybe you’re trying to sell it, and you think it’s going to be more appealing to someone else? if if it’s larger? i don’t know if clayton got into this, but he was talking at accounting web about the finite and the infinite game. what game are you playing? and i think far too many of us are playing finite game. where somebody has to win. and wouldn’t it be more interesting to play an infinite game where our goal is to keep the game going and continue to interact with the other players and you know, not drive ourselves crazy so that we are fleeing the present the profession?
liz farr 21:25
yeah, i think that there are a lot of firms that just that lose track of where they are in what they want to be. and then we said digital cpa in december, i met somebody who had a firm of about 20 people. and he confessed to me that he was just miserable. he hated it. but he didn’t know what else to do.
megan tarnow 21:56
yeah, that’s, i mean, i was there and i sold my firm and became an employee and then basically still doing the same stuff. right. i’m still i’m still leading my team. i’m still interacting with clients, but all of the decisions aren’t mine.
liz farr 22:18
right. and that’s a perfectly reasonable way to grow. not just to, you know, you don’t have to be the one on top to grow through acquisition. i think that you can also grow by merging into another firm.
megan tarnow 22:45
and i wonder if there’s, you know, is there another model altogether? is there some sort of synergy between like-minded firms where they share resources and pass you know, clients and prospects in a more so that everybody’s got enough? know, i mean, i’ve had i’ve been messages all day with a guy who desperately wants to grow his practice and he doesn’t know where to have client where to get clients and i know plenty of other people that are like i am small, so i you know, if we don’t all have to do our own thing
liz farr 23:30
yeah. maybe we can be the resources for somebody else.
megan tarnow 23:38
but i think that’s a very you know, i’m coming out of the nonprofit sector. liz, so we’ve, and i live in st. paul, minnesota. so we there’s been a lot of conversation in my sector over the last several years about diversity, equity inclusion, and you know what definition of dominant culture and how does that show itself in our actions and our behaviors and the way we interact? and how can we start to address that and challenge that or even just even just notice it so that we can then make decisions as to whether that’s something we want to maintain or not? or if there are different ways of doing things that we that we’ve pushed that existed already and we’ve just pushed to the side?
liz farr 24:31
yes. now we’ve, we’ve talked a little bit about the things that accountants need to do to become good leaders. you know, it used to be that to be an accountant, you had to be really good with a template. and before technology, you had to keep the irs rigs perfectly in your head. but now, we need we see a very different kind of skills. what are some of the skills that accountants need to be successful today and in the future?
megan tarnow 25:14
i mean, i think they definitely still have need technical skills, right? just because we’ve got fantastic accounting software, it doesn’t do the accounting we still have to understand the accounting behind it so we can, but i feel like technical skills are table stakes. like that’s just assumed you’ve got to have those. and beyond that, i think it’s soft skills. i think curiosity for me would be my number. one. wanting to learn more wanting to understand how the pieces go together. and personal interpersonal skills, right, we are holding if we are if we’re working with small business, for example, we are holding that business owners dream in the palm of our hands. yes, you know, and i talk with our nonprofit clients. it’s like nobody, nobody starts a nonprofit. nobody starts a business because they want to keep the records, right? weirdos like us, but most people that is why they started a business they like the thing that they want to see exist in the world. and so they start and so we, and at the same time, financial financial knowledge, empowers them. right. i think a lot of them like a lot of more like me who i didn’t like i i bailed on a math as soon as i could. right, but it’s so real. i don’t know i’m not good at math. you know, like, that’s fine, because accounting isn’t math puzzles, and i’m pretty sure you’re good at spotting things. like understanding how multiple things go together because your business you know, and so being able to put ourselves in the other person’s shoes and look at it from their perspective like to be able to channel that time when we didn’t understand at all either. how can we communicate? how can we communicate this, you know, compliance that they have to do and also channel the ways that it empowers them in their business?
liz farr 27:39
yeah, so it’s, it’s about helping the business owner, create what they want. or if you work with individuals, it’s about helping them to achieve their dreams and to, to set out a plan so that they can put their resources in different way different buckets that will become more valuable in the future
megan tarnow 28:14
can help them achieve their dreams, right, because there’s all of that. increasing amounts of compliance. that lots of, you know, average people have no idea it exists much less are in station do so in some ways. we’re a translator. and i and i’d love to see more of us. become knowledgeable and push back against like there’s compliance that is we need to be asking ourselves, why does that exist? there’s plenty of stuff that i mean, in the nonprofit sector, right? we i i feel like we treat nonprofits the way we treat poor people, which is that if we don’t watch them like a hawk, they are going to take that money, you know, that look that under the money they don’t deserve. we don’t want them to do with it. we feel like we should really be challenging those assumptions as well. i would love to see more of our our skills and our talent, support. the people support the the leaves on the trees instead of all going to you know the folks that already have plenty
liz farr 29:43
yeah, i mean, after all, nonprofits is one of my writing clients has explained to me nonprofit is really a tax structure. yeah. it’s not really a business structure. but it’s the compliance around that text structure. that is so complicated.
megan tarnow 30:13
and there are those who look at that complaint you know, the display, there’s, there’s always the people that are the reason we have rules is if we don’t specifically say no, you can’t do that. that will rule against it, you know? and i feel like the very first rule was just like don’t be an ass and every other rule has been explaining what we mean by that because somebody was just pushing. in a, you know, in the whole basis of modern philanthropy was rich people wanting to have say over where their dollars went and how society developed and they didn’t want to do it through taxes. they wanted to have control. so it’s complicated and could lose, use some smart people’s more smart people drilling in and pondering that.
liz farr 31:19
there are a lot of things that accountants do that are probably counterproductive to them. what do you think accountants should stop doing immediately?
megan tarnow 31:35
not eating at their desks
liz farr 31:47
oh, that’s a good one.
megan tarnow 31:48
we should stop eating in our desks we should stand up. we should get away and we should get back even if we just take a walk around the block. because i think we you know, we put on the hair shirt we talk about how many hours we put in and all of that. we should stop lobbying against free file. you know, there’s plenty. there’s tons of people in like the government has all the information they should need to simply file their taxes. and there’s places in europe what they do is they send you a postcard and here’s like, here’s the information. we have that look right, contact us, doesn’t. we, i mean, i think there are things where we are i don’t know we haven’t gotten into it, but like with the billable hour, right, the billable hour puts our puts the needs of us and the needs of our clients at direct odds. the incentives are directly antithetical and i think there are other things in our industry where that is true where our best interests and the best interests of our clients are at odds. and what if we actually put their best interest first, like, what would that look like? i think honestly, i think there would still be plenty of work. i don’t know an accountant is going in. there are a few just starting. as an industry, we’re not going and there’s not enough for us to do. or there’s far too many people trying to do this tiny bit of work like nobody’s saying that.
liz farr 33:32
no, no. no, no, no. i remember even when i started out at h&r block, and you know, when i would get there at nine o’clock in the morning, we would have enough people lined up outside the door to keep us busy until about 11. and we weren’t cranking out tax returns. we could do them in about 20 minutes because they were like you said pretty easy ones. couple of w twos, maybe mortgage interest. the most complicated part was figuring out dependents and family relationships, which can be a little tricky. when you have multiple generations in mold, multiple people living in the same household earning money and trying to figure out well, who should claim which kids can i claim my grandmother? can i claim my grandfather? how about my cousin? how about my girlfriend who’s lived with me all year and he hasn’t worked? it was that that was the challenging part. so
megan tarnow 35:10
it just goes to show how the tax code has historically given precedents to the way you know wealthy white people live their lives and not how to the late you know, the much more complicated family structure you know, people with less money and i know people of color. there’s a great thank you pushing it on tax twitter, but i really the whiteness of wealth by dorothy brown. i had a black tax accountant who just did not realize for years even after she became a tax accountant, it didn’t hit her like how how the system is stacked against folks like her parents and how it developed to be that way. and i don’t know if that’s common knowledge for folks who actually do tax or
liz farr 36:10
no, no, there was a guy in our h&r block office who one of the other preparers who said all of this is social engineering. the tax code is social engineering.
megan tarnow 36:26
and the people who already have a lot of money have their finger on the scale.
liz farr 36:34
that is true, oftentimes. now, accountants often know what they need to do to change. they know that they need to change their business model. they know they need to be a better manager. they know that they need to fire certain clients. they know that they have to stop saying yes to everyone that walks in the door. but they don’t want to you think are some of the things that keep accountants from making those changes.
megan tarnow 37:20
i think deep down like the vast, vast majority of us are really good people. and we’re helpers were essentially in a in a helping industry. so we don’t want to do anything. we will sacrifice ourselves to keep from hurting someone else. right. we don’t want to we don’t want to let our clients down. we don’t want to let our teams down people fight and push through and do all the things so that we can try to hold everybody up and which is good in a lot of ways, right. but i think we’re not but that’s not always helpful. i mean, it’s certainly not helpful for us and i don’t know but it’s always helpful for the people we’re trying to help. no. it doesn’t actually get them what they need either. and that if people pause and do a big resets, all of us might get closer to the things that the life and the businesses that we actually want.
liz farr 38:40
exactly. now, for the last couple of years, client accounting services, client advisory services, cast, whatever you want to call it has been really big in the us. now i want you to get out your crystal ball and tell me what you think will be the next big thing
megan tarnow 39:13
let’s share how good a crystal ball i have liz i don’t think we’ve reached the end of client accounting services. i think that’s still huge. and i think a deeper integration between client accounting services and business advisory and tax. i don’t know that it necessary like i don’t know that it needs to be the same people. there are folks who and who adore door who loves putting. they love the transactional stuff and asking them to then do tax planning. you know, isn’t their best and highest use there’s not really there’s a lot of amazingness either, so, but those tighter integrations where we can partner with each other we can refer a really good bookkeeper or a really good tax planner or two. it’s relational. it’s networks. it’s getting out of your silo and finding like finding your people whose niches are slightly different than your own, but that kind of feed in and support your clients. you know to just like build a build a stronger structure around them that is less competitive and more supportive with the real needs of the client in mind. i’d love to see that actually.
liz farr 40:40
true. something that is more holistic and that helps accountants helps clients helps us build a better world. one gl at a time.
megan tarnow 40:57
and i can’t even tell you how much i’ve been thinking about that right because as an accountant all the accountants i know we know that joy of a good bank rec. yes. right. you get that little endorphin rush when you know or when you look at a balance sheet and you know that every number on that on that on those financials is right and you had you could do it if you had to and you there’s a i think it’s there’s an existential joy in that. and and yet the rest of our lives seem so chaotic, like if we can strive to bring that sort of joy and that sort of balance in in sort of increasing concentric circles out into our spheres, you know with all the people that we relate to and people were really to write. i just like to see that. bring a lot of positivity.
liz farr 42:11
i think that’s the perfect place to end our conversation. thank you so much, megan. it’s so wonderful to see your beautiful face again. and i look forward to seeing you in person again some time. now if listeners want to connect with you, where’s the best place to find you?
megan tarnow 42:32
you can find me on all the socials at meghan tarnow. but my favorite is probably twitter. so go look for me there.