Deeper Weekend 2014

Be wowed by our blog

Consider this

Choose your favorite writer

  • Adrian Simmons
    Adrian Simmons
  • Bryan Coleman
    Bryan Coleman
  • Greg Kyte
    Greg Kyte
  • guestblogger
  • Ian Crook
    Ian Crook
  • Jason Blumer
    Jason Blumer
  • Jennifer Blumer
    Jennifer Blumer
  • Scott Kregel
    Scott Kregel

Scott KregelEach time another book review blog post comes around, I look back at the books I’ve read over the past couple of months and I reflect on which book impacted me the most. There have been several books that have met this criterion, but I honestly feel like this audience has already embraced the major concepts in the books. Books such as So Good They Can’t Ignore You (Cal Newport) and Influence, The Psychology of Persuasion (Robert Cialdini) were great, but again they deal with concepts like developing a rare and valuable skill (hone your craft) and understanding decision making biases and what influences them. These are ideas that our readers are well versed in.

However, this past quarter I also took part in my fourth annual reading of Healing Leadership (Geske & Hansen) . This book has shaped me more in the past several years than any other. I briefly shared a concept from Healing Leadership during our 6 minute TED Talks at #DW13 (Deeper Weekend 2013). Let me try to introduce these insightful thinkers to you. Read more

Book Review

Jason recently posted a great conversation with Jessica Mah, CEO of InDinero. Mah is in a business pivot, and the ramifications to the professional accounting space are foundational. In this article, we’ll explore her thoughts on changing InDinero into a service-based software company, as well as what firms can do to make their own pivots in the future.

I’m sure you’ve heard of SaaS, Software as a Service. But SwaS, or Software with a Service, is becoming ever popular among entrepreneurs. This new model of business is all about building a piece of software, but using that piece of software internally to provide a service to your market place externally. We all know that selling services for $1,500/month is much more lucrative than selling software for only $20/month (maybe). The trick is to make the SaaS product scale, fast. At least, that is what the investors, angels, and VCs are hoping for when they invest in SaaS model businesses.

Read more

CPA firm



Thriveal Incubator Vertical Logo - Color JPG Format


Thriveal Launches an Incubator for Accounting Entrepreneurs


By Jason Blumer, CPA
June 15, 2015


Greenville, SC – The Thriveal Network announces the launch of its Incubator, a year-long program to foster the creation of creative firms and creative firm owners. The first of its kind, the Incubator program seeks to continue the global mission of Thriveal to change the accounting profession into one of high value entrepreneurs.

Read more

Cliff Jumpers, CPA firm

bryanWe can often picture where we’d like to go with our businesses, whether that’s a revenue goal, a certain lifestyle, or a level of power and prestige. The problem is: we don’t always know exactly how to get there. So, sometimes you just have to keep sailing.

If you’re not familiar with how a sailboat works, it’s pretty straightforward. Rather than using a motor, the boat is propelled by the wind pushing on your sail. Makes sense, right? But you can see where you might run into problems if you’re trying to get to a specific destination. Read more

REFM -  Adrian Photo Square - CATOBI’ve suggested before that accounting is not the language of business, but that I do think CPAs bring unique abilities to the conversation of business. In a world of information, perspective is king, and if we can see our finances in their broader context, I think we go a long way to growing stronger.


To that end, I’d like to propose that your (and any other business’) two most important numbers don’t appear on your income statement: (1) customer profit, and (2) opportunity loss. This graphic helps illustrate:


Some of you may recognize part of this graphic from value pricing theory — it posits that we create value for our customers, and we capture only a portion of that value through our price. That’s how it’s supposed to be: a customer wouldn’t enter into a transaction if they receive less value than they actually pay for, so we must create for them a “customer profit.”