Kellie Parks, CPB is a bookkeeper and Cloud Accounting Aficionado at Calmwaters Cloud Accounting. In this episode, Kellie shares why firms need to be at the forefront of technology, why you must document your processes, and why the best time to take action is now!
Kellie Parks, CPB is a bookkeeper and Cloud Accounting Aficionado at Calmwaters Cloud Accounting. In this episode, Kellie shares why firms need to be at the forefront of technology, why you must document your processes, and why the best time to take action is now!
Live from Xerocon 2022, Kellie shares her experience as a Kinesiology major turned bookkeeper, her preferred tech stack, and her advice to firms who may be on the fence about adopting new technology.
Listen now to learn which pain points firms should solve first, how cloud technology can save you time, and why refusing to adopt change will cause more problems in long run.
Learn more about Kellie and Calmwaters Cloud Accounting!
https://www.calmwatersbookkeeping.com/
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Gary DeHart
Hi I'm Gary D Hart publisher of Insightful Accountant. Welcome to another episode of Accounting Insiders today I am joined by or is that the right word? I am I have Kellie parks...
Kellie Parks
We are in the presence of the presence of...
Gary DeHart
Very nice, of Kellie Parks from Calmwaters accounting, Calmwaters Cloud Accounting, and get this one the Cloud Accounting templates. So welcome. Thanks for joining us. We are filming here at zero con 2022. In the humid city of New Orleans.
Kellie Parks
Actually, you know what? I was surprised it's not as humid as I thought it was gonna be. And they call for heavy thunderstorms. We really haven't had so much.
Gary DeHart
It's been nice. Right? Great. Yeah. Oh, my hair though.
Kellie Parks
Yeah, your hair.
Gary DeHart
Yeah. So alright, so tell me Calmwaters cloud accounting, and cloud accounting templates. I can figure the second one. I think I know what that is. But give me two minutes on those two things. And then let's dive in.
Kellie Parks
Okay, so comm orders cloud accounting is a wait for it.
Gary DeHart
I'm gonna guess a desktop accounting company,
Kellie Parks
Bad guess it is any Canada, we're allowed to use the word accounting, even though I don't have a CPA designation. So I built that around the SCL. So it's I actually have a cloud bookkeeping business. And yeah, so I have I'm mostly dealt not mostly I have one sole prop can't get rid of them have tried like crazy. That'd be the husband. Other than that I deal with incorporated businesses that are of a medium size, generally multi entity, and all on cloud. So they are generally running a cloud business as well. They're generally tech forward companies. That's not what it was. In the past, I had some that I moved on to cloud. And but now they're more and more like more and more businesses are coming to you. They're already wanting to solve that cloud piece and moving forward on it. So yeah, that's that's that,.
Gary DeHart
How many clients?
Kellie Parks
I don't have very many clients. They aren't multi entity. Yeah. So I have less than two dozen actual GL files. And those are spread out over I really only have to deal with six businesses in that range, though. Okay, multi entity.
Gary DeHart
Okay. And then the cloud accounting templates. I'm gonna guess that it's templates that are used in cloud accounting.
Kellie Parks
You were one of few. Yeah. Because we are in New Orleans for So cloud accounting templates is exactly what it sounds because I might have been thinking to the SEO on that one a little bit do, although it's a long URL, for sure. Okay. So and that is templates, workflow templates built in, they are app proprietary, so they are built for some of the workflow applications. Okay, so I've got some built for clickup, Asana financial sense. There's like half a dozen that they're proprietary. And then the rest of them are as files that can be uploaded into things like carbon or Jetpack, or any of the kind of practice management apps. And then I've got standard operating processes manuals that have all the niggly details, and then guide the firm to do things like naming conventions and numbering systems for chart of accounts. And so it lists all of those, and then those can be totally customized for the firm. So your numbering system may not be what my numbering system is, but it pushes you into doing everything in a standardized manner. And then it gets into the weeds of the stuff you would not put in a workflow. So for example, in a workflow, you would have, you know, reconcile these kinds of counts, yada, yada, do it in overview, and then you know, make sure that this happens no uncleared transactions. So it's got like the, the milestone, it's got the tasks, and it's got some notes and some best practices. In the standard operating manuals, you would have things that you don't do every day, like what do you do with NSF checks? What do you do with especially if they're payroll? For example? What do you do with stale data checks, some, some firms are still using checks, or some of their clients are still using checks, right? So all of the things you don't do every day that you completely forget how to do and so then they don't do them until your end, and then you're stuck with a longer year end. So that's what the cloud accounting temp.
Gary DeHart
How'd did you get into that?
Kellie Parks
So I have a marketing background, okay. And I worked in a world where we lived and died by work backs, we call them not workflows. And so it was compliance work as well. So I did branding and marketing programs, big programs for compliance driven businesses, so it would be banks, insurance companies, mutual fund companies, all that stuff that's in still has Securities Commissions deadlines, so we would do their annual reports we would do IPOs, all of those launches and you start with what To see and run, what's the date at the furthest out location than an annual report has to be shipped by? Okay? And then you do everything backwards to achieve that outcome. And you bring in all the stakeholders where you're going to get the paper from, how much do you need of it? Who's going to be the designer on it? Who's going to be the approvers? At what point? Did the clients come in? How long did they get to approve something? So been doing that since? Wow. I mean, over 35 to really process?
Gary DeHart
And would you have thought, okay, high school or college? Or if you went to college, or doesn't matter, but coming out of of whatever your last like schooling would be right? Do you think, Oh, I'm a process person, or just have you always been a product? Clearly, you're a process person? Yeah,
Kellie Parks
I've always been that way. Well, so I am known to go into friend's houses and reorganize their fridges, cupboards, it is not always appreciated.
Gary DeHart
If you're in Atlanta, Georgia, right. Johns Creek, specifically, come by.
Kellie Parks
Organize your fridge.
Gary DeHart
Start with the garage.
Kellie Parks
So I've always been super organized. Yes. But I know, I took actually Kinesiology at university, not finish for a variety of reasons, but loved it. And I think coming out of that, though, that was early tech days, we were dos in the basement of York University. Down there in the end, you know, first year kids taken biomechanics, we only get 3am on the computers that you could start. Yeah, right. Starting those things, relying on your friends, yes. And realize that I love technology, that those were the days no matter how ugly it was, I was like, wow, the end result of biomechanics. And seeing your gait up there, and how you can fix that has always been a passion, but did not expect that it would lead me to marketing and then would lead me to bookkeeping,
Gary DeHart
Right? Yeah, for sure. Isn't there a route? Very strange route? So articulate to us? Yeah. So we're going to kind of stick with that just a little bit, just because so. So I mean, are you like with your templates? Yeah. And if and if this is not a fair question, just say it's not and we scratch it. But on the templates, are you building all these things? Are you saying, by building? I mean, are you designing? Are you saying, this is the flow I want? And then you find somebody who is hardcore on doing these things? Are you the one that's really doing that?
Kellie Parks
So the templates that are built for people to just import into the systems or customize in the way they want, I build those, okay. I love doing that. And I love being a process person. Yeah. And I love iterating them and it kind of started out like this. As soon as I did something, and realized I was going to do it more than once. I would basically pack it out in a spreadsheet, right? I mean, we're talking 25 years ago, right? So all in a spreadsheet. So I would pack that stuff out. This is when I'm doing the processes for annual reports IPOs. And then when I came into the bookkeeping space, which was I had a number of businesses at the time, and I was basically organizing all of the finances, then somebody else was doing it. And then they were like quarterly telling me something that I should have done a quarter ago. And then on and on, you go. And then finally, I'm in the weeds of my books. And I'm in the I'm actually in the GL loving it, because it suits my brain. So when I came into the world of doing bookkeeping for myself, my businesses, I did all the SOPs on how that was going to look. And then when I started doing bookkeeping, for other people's businesses, I realized I needed to document those as well. And then I would document them based not just necessarily on that client, and then I had friends in the bookkeeping space and in the accounting space. And I'm like, they would see them, right. We share a lot. We share a lot of amazing and I'm I'm like sharing those. And then one day I'm like, Well, I can sell those.
Gary DeHart
Probably get some money out of this.
Kellie Parks
My my CRM is something called 17 hats. Okay. Yeah. Yeah. And they, Yeah, cuz you can do everything, right. I mean, it's got forms in there. It's got contracts, it's got. You can do invoicing, but you can do. I'm drawing a blank, all kinds of cool things. And 17 Hats start to finish for onboarding, reengaging. Anything that's going to involve questionnaires and contracting can be done in there. And it's all done in a system. So they came up with this thing of sharing and monetizing it. So I started actually, with I had a vacation property rental. And I had that built in there. And I put that on their template site, and people were buying it. And then I'm like, you haven't I'm doing the accounting in here. Can people do some stuff in there? And so then I started selling my templates, just low key and 17 hats. And then I'm like, okay, cool. But then I moved on to some other things in addition, another practice management financial sense, for example, and you can import templates into it. And then I'm building them in spreadsheets because you can put them in and I'm like, why would anybody do Do their own right. If they gotta, they're gonna be different, right? But it's a heck of a lot easier to edit than to start. Right? So you're saying the hardest part of going for a run is putting on your shoes? Right?
Gary DeHart
I believe that. So then I just don't run, put my shoes on.
Kellie Parks
So it just grew into this thing that had benefit to other people. And I can monetize. I don't volunteer here. Sure.
Gary DeHart
No, I mean, that's great. That's great. And so actually, that's gonna, so we had some questions that we talked about, but So that actually is a really good segue into kind of what, what prevents either practitioners are willing to stick with practitioners. So that's really our core audience. What prevents them from from embracing change? Right? Again, we've talked about it the you've got, you go into a two part question, right? recurring issues that you see when you go into a client, or in because you have to clot to client bases, right? You've got your bookkeeping clients, and then other practitioners. So certainly, there's, you know, the seven things, you know, you're gonna see when you walk in the door. What prevents, usually prevents that change from taking place? Again, here's the seven things we know are wrong. I'm the practitioner. I know they're wrong, but I just I'm not going to change. Why is that? What do you see?
Kellie Parks
So do you want to talk about do you want to talk about accounting professionals? Or do you want to talk about SMBs? First, there's two different stories here talking about...
Gary DeHart
Let talks about accounting professionals. If we have time, we'll go back to SMBs. Okay, let's talk about accounting professionals first, because again, our primary audience is is that group.
Kellie Parks
Okay. So accounting professionals, I see lots of the same things over and over again. And so I have another saying, Actually, I trademarked it. Actually Trade yes.com? No, it's got a little TM after it. And that is change is hard. Not changing will be harder.
Gary DeHart
Oh I've seen that in your footnotes somewhere.
Kellie Parks
Yeah, it's part of my tagline everywhere. Yeah. And so first of all, lots of accounting professionals are making good money, not changing. Why change by change? Broken. It's not broken. But it's getting broken up. Right? It's like not changing out your running shoes at the 500 kilometer mark. They're still fine. But it's 600 kilometers, it's not going to be fine. And as I learned during this recent, we've had this pandemic thing. Yeah, heard about that? Yeah, I could not get my brand of running shoes. So what are you going to do to get out ahead of the problem, and it's really hard to see getting out ahead of the problem, because things are going okay, back here, right. So that is the biggest challenge with change. The other problem is we're tripping over ourselves because of the very nature of how our brains work. And that is we want to know the KPIs on everything. We want to have everything laid out before us and know exactly how it's going to go before we want to initiate change. So one of the biggest struggles I see is firms where maybe you've got a couple of partners who are in and where a couple partners aren't, you're struggling with the KPIs on it. And I will say cloud going to a cloud based business model is a leap of faith. You, you could turn yourself inside out on KPIs. But sometimes you've just got to make that first step out the door. Gotta go with your gut. Don't do that. And you know what, that is not what accounting professionals do well. So they're battling against themselves in that in, you know, because we do that with our, with our clients all the time. It's like, okay, here's what your ROI is look like, here's two KPIs. Here's your percent of income, profit and loss. Right, right. Let's think about it. Let's overthink it. So then I have another thing. And that is stop overthinking. And just do one thing was a trademark. I'm gonna trademark that one's not trademark. So you can have that one. Yes.
Gary DeHart
I would never. Okay, so. So I'm making too much money or things are comfortable. You're comfortable? Well, since you get the whole toad in the pot, right. Yes. boiling frog to use the word boiling frog. Sure. Yeah. Right. I mean, until you don't know. And I think the really the what, what the practitioner or firm owner needs to really be thinking about, right, what any business owner should be the exit, how do I get out? And if I'm fine, not embracing these changes, I get to the end, I think my business is worth X. Well, so much of your business as you. Yeah. And then if you're on old tech, who's gonna want it.
Kellie Parks
I don't know anything about anything in general, but I'm willing to throw my opinion out there anyway.
Gary DeHart
But I'm very opinionated.
Kellie Parks
I'm not sure if it's opinionated, but I'm willing to spout off about stuff that I don't really claim to be what do they call that a subject matter expert on an SME, I am not an SME on this. Certainly not an SME, but I have a friend who sells accounting practices. That's what she does. And she sold her bookkeeping firm. And so I've asked her a number of times, what are the things that bring a sale to a higher value. And a lot of it has to do with the Forward Thinking tech, because they're already where the industry is going. And you know, that's a hard thing to, you know, the tech is not always pretty, and it certainly wasn't in 2012 2013, I didn't get into the cloud accounting programs, because they were pretty, that got into them, because I wanted to be where they were going. Because I had come from an industry already, the marketing and branding industry was 25 years ahead, on tech, pretty much any industry, we were using FTP sites, as soon as Adobe came out PDF, we were using PDFs instead of. So instead of using the giant proofs that you took to a client, we're shipping them off over FTP sites, we're shipping files off, and he was ugly, like it was so ugly, you always had to have a backup plan. So if you are going to ship something off this on a tight compliance schedule, and you're gonna put it on an FTP site, and then that site fails, you better have a backup jazz drive, right? Actually, jazz drives that the bike courier is going to take somewhere. Right? So you still need to do the same thing. Now, you can't be not have a secondary way of doing things we're getting better. But being where the tech is going back to the topic of what you asked about selling a firm, it's harder that you can you can sell a Tax Practice and an A Can we call it cloud accounting services, great debate on tax, Twitter, you can sell them back here, because there's a lot of desktop clients, there's still money to be made. But some of the things that my girlfriend is telling me out here is the tech that you're using. If it's cloud based, it's gonna bring you a higher rate. You may know way more about this, and you're letting me spout off No, no, I'm listening. But here's the other thing. It is, how much money is going to the owner? And how much of a life does the owner have has become a big thing? Is the owner the only person making sure ship is getting through the storm? Or do they have a life. And so Carrie has told me that that's a really important component now of what's going on out there. So it's not just the tech, but you got to be out there on the cloud, for your business to get that one and a half, two times revenue.
Gary DeHart
And you have to have other people doing...
Kellie Parks
People have sold their businesses. I know some sole practitioners that have sold their businesses, the businesses are not named after the owner, for starters, yeah, right. And they have processes in place to have a life. And that involves the cloud technology, they have processes in place for their clients to have a life to.
Gary DeHart
Okay, so with that kind of loop back around. So processes in place, we say processes here....
Kellie Parks
We say processes, you want to talk about niche needs. Now some people are saying to truly French Canadian, ni-che
Gary DeHart
Ni-che, we're in this we're in for is going to be initiated from now on. So the actually got totally distracted. The Yes, but what about Alright, so what how do i squirrel? Exactly? The change? So practitioner? I know I need to do these things? Is it? Do you find? Yeah, I knew I need to get processes in place. Do you find that? It's because I don't have the time? Or because I just don't want to do it? What would you say is is the biggest roadblock for a practitioner who knows I need to do something?
Kellie Parks
I'm gonna go back to it. They're overthinking again. So a lot of people don't have time. But if you don't have the time now, you're never going to have the time. Like if you just keep saying I don't have the time to document my processes. By the way, I have to I have processes for that cognitive cloud Academy. I mean, you just keep pushing the pain further out Absolutely. 100%. So you don't need to, like build the Roman Empire all at once. So what I really encourage people to do, I'm going to I'm going to dial it back a little bit first, I think the most important thing to do is document what some of the outcomes you want. Why do you need the documented processes? So you actually need to take it back a little and say, you know, if I documented this, this is the outcome I would have. So let's take onboarding for example. If I don't like you need to define why do I need an onboarding process? fully documented, documented, systematized, and then hopefully portions of it automated. Right? I think there still needs to be a lot of human element in the onboarding process. But you don't need to pack out that contract every time right? Or the email. And you don't need to get on the phone or on the Zoom and have a meeting with somebody until they filled out a lead generation form that says, Yes, I will go virtual and I will connect bank feeds, whatever, which takes you back to at least figuring out who you want to deal with. So who is that five star client? What is the ideal? So if your ideal client is unincorporated business, willing to connect their bank feeds, possibly multi entity where the owner is highly involved in their finances? Not that that's mine or anything, right? You can narrow down your lead generation form. And if the only thing you do this week, or this month, is narrowed down your lead generation form, you're off the Horn, with all the tire kickers, right? If you also know what your base prices, you're off the phone with all the tire kickers, you're not wasting your time. So just finding that one thing, and it doesn't have to be a complicated thing about who you want to deal with, right? But taking it down to that, man, the time you have saved, without all the crap over here with people that are never going to be a joy to write with is insane. Yeah. And then the next thing you do you say, Okay, where are the stumbling blocks on my onboarding process? And then you just define the milestones. Okay, so I need the lead generation, what do I want to do next? I actually want to have a phone call or a zoom call, once state so that they pass through one lead gen that asked five key questions, right? Online Banking, where you have virtual relationship, whatever, right, right. The next one is really getting into what services do they need, how much you're going to be involved in payroll, what's your accounts payable look like. And it doesn't have to be a lengthy form, it just has to vet them for, if they have inventory that's builds, for example, and you don't do builds, you're done then to once they pass all that, then you have the phone call, you got to talk to them, right. And then once they pass that your next system is a file review. So you just define it by the milestones. So it's the vetting. It's the actual phone call, then it's the file review. And then you move on to the quoting phase, you don't need to get into all the details of what every one of those things are. Just start with the milestones, but people don't they want to build out these perfect processes.
Gary DeHart
Yeah, I will say we've talked about doing a webinar series right. Prior, and what I really liked about it, and then it kind of ties in with what you're just talking about. And that's just one thing at a time, right? Just one thing, solve this one problem, and solve the next problem and solve the next one. Because there's always going to be another one. Yeah, it's always gonna be one that's bigger. Yeah. But how do you I just How do you inspire sister? Yeah, well, how do you prior prioritize, please? Do you go with the easiest first? Or do you go with the one that is going to impact the business the most? So if you go easiest first, right, that's, there's almost that sense of momentum, right? Oh, gosh, check something off. Check. I got something accomplished. Now.
Kellie Parks
Doesn't everybody put things on their list that they've already done to check them off?
Gary DeHart
No, but I'm going to start doing it do that. Yes. So it's so much accomplishment.
Kellie Parks
So I wish this is the only time I wish I had a slide deck, right? Because there's four quadrants, okay. Okay, so there's easy to complete. There's hard to complete. There's high value. Yep. And there's low value, and I got them in the wrong place. Up here. But right, you want to be upper right, right. So the I had an easy to complete high value. I picked it off first. And it's obscure. It's something that I don't do very often, but I don't do it very well. So it was easy to pick off because it's it's not a complicated process I documented in one of the GLS. Especially for a bookkeeper. When you are going to send a file for year end off to an accountant that you don't know for taxes, the trial balance the GL, the statement, ending balances and the reconciliation reports won't match. And it's niggly details to find out what the problem is. And so I didn't do it often enough to remember how to do them. And so sometimes I let them slide into a year end because I didn't do it. I didn't want to do it. Just like those unreconciled transactions that your team members are leaving. And I'm like, Okay, it's not that big a deal. Just write this thing down, make it a quarterly process, put it into recurring work, so that it shows up and you have to do it but you have all the steps. So here's the report you need to open. Here's the bank statements that you need. Here's the steps you go through. If all goes well, you're done. And then there's a phase two to it because it doesn't always go well. And then there's where you do right understanding call a friend. It was, it was high value, right? And it was easy to do. So that's how you decide Yep. So and then you need the under thinking part two. So onboarding may be a tough one to build, gonna be huge value. So meet somewhere in the middle on that, and just start it with the simple bite size, the milestones I call them, just through the milestones, not all the details, just get the milestones down. So you don't forget some important milestone, right? Right, so that you don't contract somebody before you actually get the incorporation documents to know that they're incorporated company. Not that I ever did that. Well, that turned out there were family trust. So you only need the milestones, but go with that matrix, pick off the easy stuff that's gonna give you value, then pick off the easy stuff that may not give as much value, and then go for the big onto lotta because now you've gotten into the habit of documenting these things. And it doesn't matter where you document them. Everybody is waiting to find the perfect app to document them. And we think in spreadsheets, you can't, you can't scale that. Unless, like, if you've got more than a half a dozen clients, you can't scale using spreadsheets to do client work. But you can certainly start there. Right? Right. It's like the gateway. You got to you got to start where you live. So when you're doing something, just pack it out and have a spreadsheet up. And we've all got the second monitors now I hope or the third or fourth, just pick it out and another one while you're doing and don't even worry about the spelling. Because Excel does not spell check. I use Google Sheets personally. Google Sheets also does not spell doesn't either. Not even not even Grammarly is going in there.
Gary DeHart
I don't even know that I've ever even thought about that. I think about it. I've never thought about that. Like whether it spell checks. Yeah. I've never thought about that. Okay, there we go learn something. All right. So before we wrap up, the let's do talk about she talked about a lot, obviously, your cloud first, right? What are kind of the key technologies in your stack? Like, if you had, here's the five or 810, whatever the number is, of must haves in a firm's, we're gonna stick with the firm side. Okay. And if it's not a particular tech, if it's not this app, this is the app, then, you know, an app that does X, you know when I'm saying?
Kellie Parks
100%, because I love this stuff. Talk to me. And you know what a lot of it is the same for my clients, because I try if my my clients are generally a little tech forward now, once in the past, we're not. And I brought them into the same space to run their businesses kicking and screaming, right, some and some not. Some just didn't know how to get there, they wanted to, those are my people, the ones that want to get there that maybe don't know how if they still want to talk about why they should do it, then I'm a pain in their arse. One but so the the main tech stack that you need, obviously a cloud accounting GL, so whether that is zero, whether that is QuickBooks Online, and whether some sometimes FreshBooks is a perfectly good fit if your market is the solos. So you got the three options. I am a QuickBooks Online gal. But they're, they're great. Like the cloud accounting programs are great, take them for what they are, and know where they're going. So that I like the paint in Canada, we do payment processing has been in has been not by cheque for a very long time. So payment processor is right up there. What do you have for document management at the front end, so that would be your Dexter hub doc. And so that would be your core accounting tech stack, getting the documents in having them sent over to the GL and making sure you can pay. And that is a seamless in the moment process. My clients love that. The stuff is going in over here. And they're like, I need to pay the bill. And I'm like, Okay, it's over there right now. It's incluido. Go ahead, go and pay it right. And you can pull in your AR to your PA DS should be magically coming into your world as well. So my clients pay by PID, whether it's their fixed fee, or whether there's some out of scope work, I'm still pulling on an pa these are pre authorized debits, Canada, Ach, everything. And then you need the cloud based tech stack to run your business. So an online scheduler, it's a must and put some of it behind a paywall. So if you have out of scope meetings with your clients, so I had a client not too long ago, I my clients are big enough engagements that they they get, for the most part the the free part of my scheduler, but if their staff need help, or their employees have come on, and they need some help, they go behind the paywall, because that's totally out of scope work. And so let your online scheduler with a paywall manage some of your boundaries for sure. And then the other one I mean, they're CRMs I've already mentioned I have 17 hats I use financial sense as my prac management app. That's how I get the work done. And so there's there's a lot of great ones it is like, it is like an ice cream truck of practice management apps out there that are based in the cloud that are working all kinds of management for us in our teams, right. And then my favorite is Form Builder. Form Builder, you can do so much from including vetting the client at the front end, gathering documentation. And then I do a reengagement survey with my clients to see how they feel about the services that we provide it. And I have a section on where we fell down to, to make sure that I'm addressing all of that. And so the Form Builder is so fun. And 17 Hats has one built in that everything stays within the CRM. But if you want a super engaging one for the end user, for your clients for your prospects type form, there's all kinds of Cognito forms, I theoretically don't even need it, because I've got a robust one built into my CRM, but it's just so darn engaging for the end user. And the but Cognito forms for accountants, encrypted fields, if they're going to collect sensitive data, they are in the tax world. So form builders, I could go on all day about form rules. I actually just did a session last week at a conference just on building forms. Okay.
Gary DeHart
And is that I've not used those I should be we use Zoho. Have you ever looked at the Zoho platform like Zoho one?
Kellie Parks
Yeah, I? Yeah. It's amazing. I'm not engaged in it. Yeah. But it's certainly fantastic.
Gary DeHart
Amazing what it has total offering. Yeah, but now I don't know that there's like 40 different apps. I don't know, if they're all a or EPS. I have no idea. But and we use a very small portion of it. But all of these things we're talking about. All included in Zoho one.
Kellie Parks
Yeah. They were in my 17 hats. Yeah. Oh, here's the thing. When you're looking at the apps, some of the apps have all that built in, and they do a fine job. But then something comes along that doesn't find our job. Yep. So 17 Hats also has an online schedule that will work for 75% of the people. I need the robustness of acuity. So I'm paying for acuity outside, even though it is built in, because I need that extra. And I am paying for type form, because of the extra things it does for me. So be aware of the ones and they will do the job for 75% of the people. But don't be afraid to pay for an app. Because some of those apps, you will get that back in spades.
Gary DeHart
Right. Okay. Well, you know what I think I think we're going to run out of time. So I really think that's going to be the last thing that we say unless you have something else you want say?
Kellie Parks
Do not open that door. Come on. You've talked to me before, you know not to do that good point.
Gary DeHart
So we're going to close it out there. Kelly, thank you so much for joining us. Thanks for sharing all your info. We do want to work on that webinar series that we talked about. And just so if you're listening, watching, however you're consuming this is basically we're going to do a series of like we talked about, I think in this discussion on step by step. Yeah, let's implement I can't I've got my notes in here somewhere.
Kellie Parks
Can I say it? Yeah, hit it. We're going to implement an online scheduler, we're not going to talk about an online scheduler, we are going to demand an online scheduler, we are going to build some forms. Password was one two, we're gonna do a password manager app. Yep. We and again, we're doing it we're not talking about it. We are going to do a Form Builder how to build forms, and the key ones you should start with. I know there's six parts or six...
Gary DeHart
But that's alright. Well, those parts stay tuned. You'll learn more. All right. Thank you. Thank you.