In this week’s episode, Eric Green and Michelle Weinstein (host of The Abundant Accountant Podcast) respond to audience questions about relationship pricing — what it is, why it’s a game-changer, and how to implement it with existing clients. They explore how shifting from hourly billing to value-based pricing can create more sustainable, profitable practices while strengthening client trust. Eric and Michelle share real-life examples, practical strategies for navigating pricing conversations, and tips on confidently positioning your services so clients understand the true value you bring to the table. If you’ve been wondering how to break free from trading time for money, this episode is packed with actionable insights.

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How To Utilize Relationship Pricing With Michelle Weinstein By Tax Rep Network

In this week’s episode, Eric Green and Michelle Weinstein (from The Abundant Accountant Podcast) respond to audience questions about relationship pricing—what it is and how to implement it with existing clients.

Eric, welcome back to the show.

Thank you.

It’s awesome to have you here. For everyone who’s listening to Eric’s podcast, just in case they don’t know who you are, why don’t you share with us 30 seconds of who you are and something unique and interesting about you that we would never have known?

You’re throwing curveballs.

I have to keep you on your toes.

I’m Eric Green. I am a tax attorney by trade. The focus of my practice is civil and criminal taxpayer representation. I and a partner have built a $5 million, 25-person law firm, but I also run a multimillion-dollar training and coaching program called Tax Rep Network, where we help accountants and attorneys build their representation practices and create a new revenue stream for themselves. A fact that nobody would know about is I played college football.

What position? That’s cool. I didn’t know that.

Nose tackle.

Did you play throughout college, or did you get injured?

My very mediocre career came to an end because of a hip injury, which I had done in high school and then did again in college. That was the end of that.

That sucks, but that’s cool. I had no idea you played college football. Very unique. For everyone reading, I’m sure they found that very unique too. To give some backstory on this show episode, Eric and I did a webinar together, and there were a bunch of questions. We’re going to talk about some of the questions from that program webinar that we did, and we’re going to go from there. It’s all going to be related to different topics, but it’s all about making money. It’s all about making sure you get paid first, making sure you increase your fees, and making sure you get paid a lot for representation work, which is Eric’s specialty.

Switching From Hourly Billing To Upfront Payments

Why don’t we dive into one of the first questions? I think there are a lot of firms out there that are doing hourly billing. How can they change it to yearly and get paid upfront? What have you seen in your experience working with your members at Tax Rep Network to go away from this hourly thing, charge yearly, get paid upfront, and do that for representation work?

Whether you call it relationship pricing or whatever, the point is if you’re going to be doing hourly piecemeal billing, you’re not helping anyone. You’re not helping yourself because it is very frustrating. It tends to become very cheap. I’d put it this way. When I started doing estate planning, I thought I would be transparent and that clients would appreciate that. I would send people an engagement letter for an estate plan, wills, trusts, living will, and durable power. I would price each of them. What started happening was that clients would say, “I don’t need the wills. I want the trust.” You can’t do that.

It ended up creating more of a headache, and clients would now start negotiating on the prices. We’ll get into the representation stuff. If you do preparation, here’s what should be happening. You should be meeting with your clients either, if you do the books, certainly, but even if you don’t do the books, reviewing the books with them. I would suggest meeting in June and at the end of November or early December. One, because the benefit that you bring as an enrolled agent, CPA, or attorney is not just knocking out a return. It’s the planning. It’s strategy. It is advising. When we talk about advisory, it’s not jacking up your hourly rate. That’s not advisory. Probably a good idea, but it’s not advisory.

It’s meeting monthly. It’s meeting quarterly. It’s doing the preventative work versus the reactive.

The folks that I work with who have been successful at this have gone to, let’s say, their S-Corp owner clients and said, “I can save you money. You wouldn’t have to worry about this. Plus, you need to be on top of your numbers.” The bookkeeping is worthless if you don’t know where your numbers are. If you’re getting your bookkeeping at the end of the year, that’s a post-mortem. It’s too late. No one can give you advice at that point.

You’re not just doing a return for these people. You're actually creating a relationship where you are truly their tax advisor from beginning to end. Share on X

Explain to the clients that you need to have a relationship. “We’re going to be meeting monthly, quarterly, whatever it is. We’re going to make sure your reasonable comp report is run. Yes, the S-Corp return will be done along with your individual return, but we’ll look at whether there are financial moves you can make to save on taxes. We’ll look at retirement planning. Are there assets to acquire this year versus next year?” Whatever. “Are there certain breaks that the government has out, credits they have out?”

That’s consulting so that you’re not doing a return for these people. You’ve created a relationship where you are truly their tax advisor from beginning to end. The returns are merely like a report card at the end of it. The real work goes on during the year. One of my members is getting between $15,000 and $25,000 per client.

Let’s make up a name for her or him.

Let’s call her Donna. Donna has gone from 500 clients to 43 clients and has doubled her income. She is now doing what she wants to do, which is planning and strategy. That’s the fun stuff. No one enjoys banging out five hundred 1040s in an eight-week period. It’s not fun. Even if you enjoy doing returns and there’s an art form to it, that’s not fun. You’re not helping the clients. The problem now, at least for a number, I’d say the last fifteen years, is that, because of the national chains, no offense to H&R Block and Jackson Hewitt and the rest, they’ve commoditized the business. People walking around in the US don’t view it as a trusted advisor. You’re someone to go to once a year to get the return done.

Those are the people, let them go to H&R Block. The way you implement this is, first of all, to go through your client list. You find your best clients and you meet with them. The truth is, you’re going to start to jettison the rest of the people. This is the way it needs to work. This is where you provide value. Otherwise, it doesn’t work. What Donna found is that she was very nervous about this, as you can imagine. This is a little bit scary to do because you’re now talking about potentially ripping apart your business.

Going from 500 to 43 clients is a challenge for people making a drastic change. For people who are starting out, it’s like, how do they do this relationship pricing model versus the hourly model?

For her, it was, “I’m now going to start approaching my clients. What if everyone says no? Now what?” That’s why she started with her top twelve. I will tell you, when all twelve signed onto this, all of a sudden, she said, “I now, with twelve, know I can make ends meet.” It gives you a boost. You are now much more confident about this. The rest became easy.

Going through the rest, lining up others that were good, that she thought this would work for, and then sending a very nice letter saying, “Fortunately, I’m simply too busy to work on your account.” The clients are the Cs, Ds, and Fs, if you rank them A to F, you know who the Ds and Fs are. The ones who suck your will to live. Those are the clients. It doesn’t have to be mean.

Send a letter, “I’m simply stretched too thin. I can no longer manage your account. I highly recommend you go and find a new preparer. You should have copies of all your records. If not, they’re in the secure portal. Thank you. Happy holidays.” In other words, don’t let the door hit you in the rear end on the way out. You jettison those people.

They’re on the see you later program.

When you have relationship pricing, now the billing becomes easy. Whether you’re doing an annual upfront, a quarterly upfront, or a monthly plan, you work that out with the clients. It’s now not tied to getting the return done and sending them a bill. It simply comes in automatically.

How To Price Based On Relationships, Not Hours

We have another question that came in that ties nicely into this. When someone is building this advisory practice, advising, planning, strategy, and resolution, all these other things, instead of going from hourly or increasing their monthly fee, one of the questions was, “Are you saying it’s going to be for 2, 5, or 10 hours of work per week or month?”

I would say that it doesn’t matter how long it takes you. If it takes you one hour or if it takes you ten hours, you need to price accordingly based on relationship pricing but also build in a good buffer to make sure that you’re compensated no matter what happens, even if it takes you twenty hours. What’s your take on that? What did Donna do when she signed her top 10 or top 12 clients?

What she did was she broke it down for the client. If it’s an S-Corp where they did their own books, they had an outside bookkeeper come in, but they took care of that, she figured, “I’m going to need, let’s say, two hours to review the books on a quarterly basis. I’m then going to have a meeting, and I’m going to need to provide advice.” She looked at the number of hours and figured out what she wanted per hour, but then she built in things like RC reports, running that reasonable comp report.

The software costs like $1,500 a year for the enterprise version. She has clients paying her S-Corps $1,000 a piece. That software is an annuity for her, but it’s built-in. She doesn’t have to go selling them on a report each year. It is simply part of the deal. “We’re going to run that, set up your wages so that we know it’s bulletproof with the IRS.” How much is the return? The return becomes a lot easier when you’ve done this all year long. The numbers get dropped into the return.

You’re not sorting through the box of crap they bring in, the books that don’t make sense or don’t tie. In other words, the return becomes much simpler. She said she doubled her revenue when she factored all this in. Effectively, if she was doing the corporate return for $2,000, it became $4,500. $4,500 plus $1,000 for the report is $5,500. If she wanted $350 an hour and she was going to be spending six hours, that’s $2,000. Eight hours, that’s a $15,000 relationship pricing client. It is because with hourly billing, what happens is if you find you’re spending more and more time, then you sit down with the client and say, “I’m happy to now get into more of the CFO-type role that I seem to be drifting into, but we’re going to have some more hours here. We need to increase.”

You’re not letting them know how many hours, that shouldn’t be in an engagement letter because it’s about the results you’re providing. We will meet X amount of hours, or we will meet X amount of meetings per quarter or per year. We will provide these deliverables. If you become more efficient in your practice because you start to advise more clients, and the better you get at representation work, and you’re in Tax Rep Network, and you’re becoming more efficient, and you have a direct line to the IRS, this is all in your benefit and increases your profitability. It’s not about the time you take.

As an attorney, don’t make things more complicated than they need to be. Share on X

First of all, to get back to that comment you made, you don’t want to get into the number of hours because now, all of a sudden, the hours become negotiable with the client, where they want to track the hours. It’s not about that. This is it’s going to take me the number of hours that it’s going to take me. In your mind, how do you pick the number? The answer is you have to try to get a sense of the time you think it’s going to take. It doesn’t have to be precise, but you don’t want to think you’re going to spend five hours a quarter and spend $15,000. The thing that this does now is it’s much more income per client. You get to do what you want to do.

There is no busy season. Donna, she’s home every day by 5:00 PM with the family. It’s, in a way, by getting into all of these little tiny returns. We’re going to get into the representation stuff. I have to tell you, one of the most interesting things, and I understand why, I will get when people start doing IRS rep, is they’ll say, “I want to take on the small cases and not the big cases.” I understand why.

They look like a big number. There’s a lot on the line. It’s the worst thing you can do. The small cases are always the worst. The reason is you’re generally dealing with somebody who’s unsophisticated. They may not have an accountant. They’re going to need much more handholding. Every nickel and dime matters to them. Your fees are now going to become an issue.

One of my oldest Tax Rep members called me years ago and said that he got this case. It was a $500,000 payroll case for this company. The company had run into a rough patch when the economy had slowed down or whatever. He said, “I think it’s a big number. I think I should refer it to you.” I said, “No. You’ve done payroll cases. You do the case.” He said, “It’s a big number.” I said, “Forget about the number. The zeros don’t matter. The process is exactly the same. The company is successful. It’s an installment agreement.”

I said, “They can pay. What were you charging your other clients?” He said, “$2,500.” I said, “This is $7,500. Put it in your letter and send it.” He called me. They paid him the $7,500. Sure enough, he did the financials. It was easy full pay. He told me that was the easiest case he ever did. Why? He had a client that could afford him. He had a client that had a controller. He got everything he asked for timely.

He didn’t have to handhold the client, fight with the client, or try to sort out the client’s all kinds of issues. Many of my biggest dollar cases are the simplest because I have a sophisticated client. They’ve been successful, and it’s merely me leading them through the process. I think it’s the same in advisory.

It’s the same in everything. If you try to be an advisor to a small, startup, or floundering company, it is going to be nothing but frustration. You’re going to have trouble getting paid. Versus if you could get a piece of an advisory at a larger company, your invoices get paid. You’re dealing with a client who understands what you’re talking about, can go back and forth with you, and can help. That’s the problem. The problem is, especially when we’re all starting, I don’t know about you, but when I was starting, I would take anything. I needed the money.

I tried hard not to. I turned down a lot. I did stash a savings account. I said, “I can write off credit cards for a while, but I don’t want to take on anything in any client. I want to do this right and work with the best firms and the best clients.” We were strict and serious.

I was doing $500 estate plans. I needed the money. If the check showed up on Friday, I would spend the weekend. Saturday morning, I’d go to the PO box. The check was there. I had to do the work that weekend so I could bill it and collect it on Monday. It is very freeing when you don’t have that. That’s a long-winded way of saying, but that’s relationship pricing. Truly, that’s advisory. Whereas, instead of focusing on the return, it’s about the planning and the strategy all year. The return is merely the after-product of all the work that you’ve done during the year. You’re charging accordingly, and you’re getting paid that way.

Growing A Separate Representation Division In Your Firm

One of the other questions we got, and maybe we can tie this in, is let’s say someone’s got a mostly compliant business. They’re doing a bunch of returns. They want to start doing representation work, advisory work, planning, one of the three, or all of the above. How would you recommend they grow the representation side of their firm, as a separate division, would you say?

Would they create a separate entity? Would you recommend they do it all at once? How would you suggest someone who wants to, maybe they’re not a Tax Rep member yet? They want to join. They want to learn from you, the best. They want to grow this separate part of their practice and maybe eventually sell off the compliance work.

Maybe they want to go like Donna, 500 clients down to 43, but like you, they need all the money now to make ends meet until that teeter-totter shifts. How would you recommend them adding a representation side of their practice, together with their current business, or as a separate division? Separate business? What do you think?

I would do it with the business for a couple of reasons. Number one, as an attorney, don’t make things more complicated than they need to be. Why set up separate entities, and separate bank accounts? You’re now paying two annual fees. Again, it’s not a big deal, but I wouldn’t go there until you’ve got both going and now you’re starting to line up for the sale of, let’s say, the compliance practice. First of all, I would start by using the entity that you have.

The other thing, though is when you’re growing your representation practice, and we’ll get into how to do that, you’re probably already somewhat known and have clients in this existing practice. It’s easier to leverage that than to go set up something new no one’s ever heard of. If you have an existing tax practice, the number one way to grow your business, and to give you some very quick stats, there are at least 25 million taxpayers in trouble with the government. More than 10 million non-filers, and more than 15 million with back balances due to the government.

Lots of customers, lots of client possibilities.

They’re everywhere. The biggest thing is you merely have to get the word out. Here are some ways to do that. First and foremost, if you have an existing tax practice or bookkeeping business or whatever, let your network know that you do this. Don’t laugh. My buddy, who was my first Tax Rep member, Anthony Delucia, it’s his real name, he’s been on the show. After I created the original training program, I had to test it. You have to make sure to see how people react to it. I have a few friends who are lawyers, a few friends that are enrolled agents, and a few friends that are CPAs. Anthony was a CPA. They sat in a room for eight hours and went through this training course.

He went home that weekend and wrote a one-page letter to his clients, “What to do if you can’t pay the taxes.” Very generic, you could do a payment plan, it might be uncollectible, offer, and compromise. “Contact us if you or someone you know has an issue.” We have that letter in the Tax Rep members area. That letter generated $145,000 of business. Why? He sent it to his existing 400-something clients, and he started getting phone calls that went like this, “I didn’t know you do this. My brother hasn’t filed in three years. I didn’t know you did this. My son is behind in his sales tax.” No one can send you work if they don’t know that you do this.

No one can send you work if they don't know that you provide a certain service. Share on X

I think that’s a key thing right there. We don’t communicate enough to the client. Sending this letter out, if you have this question that we got, where you want to grow into representation, send a letter to your clients letting them know about this new service.

That’s low-hanging fruit. The simple things, get a letter out to your clients and make sure your website makes it clear that you handle those matters because people will get your name. You don’t get business from your website, but when people give someone your name, they will go check out your website. It’s important to have a neat, clean, simple website that is direct. If people have to spend more than 30 seconds figuring out what you do, that website doesn’t work. It should be very straightforward and simple, but make sure your website is updated.

Once you get past that, what I did is I found groups that I could speak to. Some of my members do talks at their Spanish churches. The church in the Spanish community, the Latino community, is a big deal and gives away good advice. If you can’t pay, the first thing is to get the returns filed, get into compliance, and like that. If you have a problem, let me know, and people start to know that you do this.

Other folks, bankruptcy lawyers, divorce lawyers, and their clients always have tax problems, and they don’t do that. They’ll do the bankruptcy, they’ll do the divorce, and they’re going to send them off somewhere else to deal with the tax issue. Again, no one can refer you to work if they don’t know you do it. Let them know that you do it. What happens is, Michelle, and I’m sure you, in your coaching program, have run into this, folks will start doing this, and a month in, they’ll be like, “I didn’t get anything.” Keep doing it.

I send out an email, we try every single day to our email list, and I always say, for those of you reading, if you’re on my email list, if you don’t want to get any more emails from me, there’s an unsubscribe button. You can get off my email list at any time. If you can communicate to your clients and let them know about the service that you’re offering, be it representation, or maybe you’re going to start with tax advisory, maybe you’re going to do the planning, communicate it.

Send out a letter or email every single month, twice a month. If they don’t want your help or they don’t need your help, then they’ll let you know by unsubscribing from your email. Sending letters via email, snail mail, text message, whatever forms of communication you have with your clients. I think the biggest thing is, and from my personal experience too, there’s no communication.

I don’t hear from my CPA. I hear one-on-one, but I never get a letter from the firm about what they’re doing, or the changes they’re making. That’s one of the big things that I teach in my course as well, to communicate that, especially as it relates to your pricing, the changes you’ve made, and all the things. It is because the more you over-communicate, the more your client feels appreciated and heard.

Last is you don’t have to teach people how to do this, but make sure you will get folks by putting out good content. By the way, we’re in a TikTok world now. It doesn’t have to be long, 30 or 60 seconds, 200 words, which is what? A paragraph or two on something the IRS is doing. They’ve started automated enforcement again, look for these notices. If anyone has a problem, let me know. That kind of thing. We’re not talking about writing a treatise here, but if you’re putting out good content, people notice.

Understanding Engagement Letters In Representation Work

They do. Putting it out in different words, and if you need help writing it, take your first letter, and then you can go to one of the AI robots and say, “Please take this letter and make a variation of it,” and you’ll get another variation. Use the tools that are at your disposal. I think that’s a key ingredient. The last thing I want to touch on that we have another question on is about engagement letters and engagement stages throughout the process.

They were asking, what are the different engagement stages for representation work? Do you have one engagement letter, and then do you do another one, and so on? Also, I know in your members’ area, you provide a lot of examples of engagement letters, so maybe you can speak on that for those who are interested in getting the actual tools so they can make this process a lot easier for themselves.

During the webinar, I talked about non-filer cases. We surveyed our Tax Rep members in 2019. The average non-filer case was around $17,000. That sounds like a lot, but, so here’s what happened. It’s a non-filer. We’re talking about several years of cleaning up the books, and getting the tax returns done. When we added it all up, it came to around $17,000. The question we’re being asked is, would I quote $17,000 when the client walked in the door? No. If you say $17,000, you know what you’re going to see? The back of them heading out the door. What you do is say, “We can resolve this. The first step, though, is we have to get the returns filed. We have to get you into compliance.”

My first letter is going to be, maybe I’m going to take a $5,000 retainer to get the 3 or 4 years of books cleaned up and get the returns done. At that point, now I’ve been paid for that work. It’s ready for stage two because now we have to start working on the resolution. The returns now go in. We’re going to have maybe a state problem and an IRS problem. I would say, “Now that we have your numbers, I can walk you through what your options are in terms of resolution. Here’s the next engagement letter.” If at any point the client balks, we’re done. We’re out.

I think that’s an important element as well, that if it’s about the price, they might not be a great fit for you or your firm. It’s about the way you present and communicate the engagement and having these different stages, starting with step one before moving to steps 2 or 3. If they balk, then they’re better off with their current situation. I hope, in the enrollment process, or if you need help, you let me know that. You’ve shown them the value of the work that you’re doing. Be it representation, advisory, or planning, all of them should have a very high-value proposition. It’s not a transactional thing.

For representation, you’re breaking it up into a few mini-engagements. The question was, do I explain all this to them up front? I do. What I would tell them, for the non-filer that came in, I’d say, “Here’s how the process works. We need to get you into compliance, which I’ll explain in a moment. “Once we have you in compliance, the returns are filed, you’re making your current payments, we are now eligible for what’s called a collection alternative, an installment agreement, offer in compromise, uncollectible.” Which of those we can do is going to be driven by the numbers? It’s called reasonable collection potential, or RCP. You can get a little overwhelming.

Step number one, let’s get your books together and get the returns prepared. Number one, I can’t do anything without it. Number two, not only do we have to do that, but now we’ll have your numbers. At least you and I can sit down, and I can walk you through what your options are and why. This way, when you go home, you know if we’re doing an offer in compromise, why you’re an offer candidate, and how much that offer would need to be based on that RCP formula. It is because it’s less stressful if you understand not just the process but what the game plan is.

It’s a little premature now, I could probably maybe guess, but the first step is to get that done. Let’s deal with that now. I don’t need to start getting money for the other stuff now. Let’s get the books and the returns done. Once we have that, now you and I can start strategizing. It’s going to take several months for the IRS to get those returns processed anyway. We will have you lined up to resolve this.

That’s what the client wants to hear. They feel good. You sound more than fair. You’re only taking what you need. From us, I may know eventually we’re going to end up collecting between $15,000 and $20,000 from this person. We don’t need to deal with that now. Let’s deal with what we have in front of us. I do explain the big picture.

The key thing to an engagement letter is to make sure you keep what you're doing narrow. Share on X

You have them sign the first engagement, and then the other items are taken once all the books and tax returns are done. If you get to the offer and compromise and you get to that, that’s a separate engagement. What’s the third engagement going to be if you get to that point?

The third one, usually where we live, is the state because we have states that have an income tax. We have the compliance, getting them into compliance. On the non-filer, then you have the federal, the IRS, and I’m going to give them a quote for that. Again, depending on what we’re doing, I charge more for an offer than I do for an installment agreement. If we have a state income tax issue, depending on your state, then I tell them, we can piggyback off a lot of the work we’re doing with the IRS because we’ll already have the numbers. The state will probably be less, but the state is a separate engagement.

My first letter says we’re going to help you get into compliance with your bookkeeping and your returns. Once that is done, any other service we provide will be a new engagement because the key thing to an engagement letter is you make sure you keep what you’re doing narrow. This is what we’re doing, that’s A. B, I never say we will resolve.

I may not be able to resolve this because I have clients who don’t tell me about things. They fall out of compliance. They go dark on me. They vanish. They stop responding. I never put in the letter, “I will resolve.” We will work with you to try and resolve your issue with the IRS, with the Connecticut Department of Revenue, whomever. I’m very clear, we don’t guarantee results. Also, what I’m doing for them.

We are going to help you get into compliance, anything else. It is the same in criminal cases. If someone comes to me and they’re under investigation, we give them a letter. We’ll take a $15,000 retainer for the administrative investigation. I’m not taking $15,000 if we’re going to have to deal with probation, go to trial, post-trial sentencing, and all the memos that need to be written. All in, that’s about $250,000.

I think the key thing, though, here is to take it step by step, have different engagement letters, and make sure the engagement letters are tight with exactly the deliverables of what you’re going to do. Never promise that you can complete 100% because you don’t know how it’s going to pan out, but you’re going to do your best. You also have examples of all of these and can help people with that.

Boost Your Practice With Tax Representation Certification

I think it’d be great to share how someone can get all this information, especially for those reading on the Abundant Accountant Podcast as well, who might be interested in growing their practice a different way for next year and changing the way they’re doing things so they can be like Donna and go from 500 clients to 43.

In terms of relationship pricing, now is a great time of year before tax season to sit and go through and look at your clients and identify who the best clients are, and who you think relationship pricing would work for. You’ll identify the ones that you know right out of the gate it will not work for. The way that you do this without gambling is you first start lining up the better clients. As Donna found, as those folks start to fall in, all of a sudden, you start to need the rest of them less and less, and that is very freeing. On the representation side, if you want to get started, what we have found works best is, and we have been running this deal here at the end of the year, go get certified.

We offer the Certified Tax Representation Consultant. It’s twenty hours of in-depth on-demand training. You take it on your schedule, but you roll up your sleeves, you go through that. One is we get you certified. That’s the CTRC designation. Every single person that has it has given us testimonials. It has boosted their income. It is because when people go looking for help, you’re certified. You’ve got a designation. You have some expertise in this.

What it does is it also gives them a real boost, going through this, they’ve got the designation, they’ve got the twenty hours now. We’ve been throwing in three months of membership so that they can start looking at our forms and letters and our marketing and all of that. It is great to get certified, but the next question is, how do I get clients? We were like, it was Kevin, you know Kevin, my sales guy, Kevin was like, “Let’s give them three months. Let them go and jump into Tax Rep and take advantage of it.” I said, “That makes sense.”

It’s been a huge hit. It’s probably been why we’ve had such great growth. Before, the CTRC was an afterthought, if you’ve been doing this a while and you want to get your designation. I never realized how much it was helping folks until Kevin and Beth sent out something saying, “Can you give us feedback on the CTRC?” People were like, “My clients when I put out a letter that I had my designation, I got more referrals. I raised prices. No one batted an eye.” Do you know why? It is because even if you’re doing compliance, and what people said, “I don’t have a problem, but if I do, I know you can handle it.”

Of course, you can handle it, Eric. You can handle anything. Where do they go to get the certification? I want to say thanks for taking the time so we could answer these questions for everyone. It’s been an honor, as always, to have you here. Eric will be back on the Abundant Accountant Podcast. I’m sure we’ll do another one for Tax Rep soon.

If you go get your CTRC, you go to the Tax Rep website, TaxRepLLC.com, and there’s a button at the top. One of the dropdowns is “Get Certified.” Right there, you can sign up to get your CTRC. You’ll get access to the course, and you will then get the next three months of membership, which is around $1,200 normally, free. We waive that and let them dive in. If they stay beyond that, if they find, and most do, they end up paying last year’s fee, not this year. We have raised prices this year as we kept growing.

You’re grandfathering it in for them.

I’m grandfathering it in, exactly.

Eric, thank you so much for taking the time to do this. It’s great. I think everyone can be a Donna in their business and have a different kind of firm. I want to say thank you again for taking the time. It’s always an honor. We’ll see you in the next episode.

Thank you for having me.

 

Important Links

• Tax Rep Network
• H&R Block
• Jackson Hewitt
• The Abundant Accountant
• Abundant Accountant Podcast
• Michelle Weinstein