So I was just about to ask Camden, but Randy, I want to hear from you again, what's your number one piece of advice or actionable insight that you would share with a firm owner?

Depends on what aspect of the firm, but, uh, let's say they're, they're new or they're growing.

Um, the one mistake I did when I started my firm was, and everybody does this, but I just took on every single client that I can.

Actually, the funny thing is my, my son is presenting in a room a couple doors down right now, and he was just talking about this when you start out.

You know, you take on everybody, whether they're our, your ideal client or not, whether they end up wasting your time because it doesn't fit what you're doing, it's not your skill set, you're spending time.

And that's what I did when I started my first firm, is I just took on everybody and helping everybody, and I really never got out of that mode until I sold that practice in '06 and started TriMerit in '07 when we became a niche.

So if there's any way that you can lean into a niche, you know, something you're passionate about, something you're excited, you know, the phone rings and that client makes you smile, the phone rings and, and you frown, do the smile one.

But I wanna, I wanna hear it from-

So how did you come to see vulnerability as a strength rather than a weakness?

That's a great question because it's – there is a turning point for me, but I think I've always thought this way.

I've always thought like why hide something that you're not? Why try to be something you're not? Why try to mask – Times where you need help.

Uh, but the, really the biggest change.

And, uh, I knew we'd probably talk about this at some point in time.

So we'll start right with this today, which I don't mind talking about.

Um, 12 years ago, I had a stroke.

But Are we asking the wrong questions? Should we instead maybe be looking at how we've defined leadership and what we're asking people to give up to get there?

So I think as AI is able to do more of the grunt work, I would say, of actually entering the data, of validating data, of even doing task work that we were kind of bogged down with, I think we're going to see an opportunity, a huge opportunity for firms to really lean into you know, the work-life harmonization, right? But there's also a kind of a danger zone here too, where we find this extreme efficiency and then instead of focusing on giving that back to the people, that we just add more work.

Yep.

Yeah.

That's, that's my biggest concern because man, this is, we have such an opportunity to become way more efficient and to lean into things that we really love doing.

We love being that we'd love helping.

I mean, accountants, that's a personality trait.

That's awesome.

And so I think that can help people to become more comfortable with that.

top two?

The top two.

So there's...

Boy, that is tough.

I'm going to start with a harder one, just because this is one of the biggest things that we need to start with.

Boy, this takes a lot of time, so I'll go into this fast.

Bottom line, and this is passionate to me right now, this is an area that I think we don't spend enough time on, but defining who we are as an organization.

I'm very passionate about AI, but Tell me what you are passionate about the upcoming 10, 15 years in the accounting profession.