Helping accountants get to their first $1M and beyond

My story begins years ago when I had an advisory firm but was struggling to increase margins.

I was a one person firm 100% remote.

I was trying to be everything to everyone.

I did not have a niche.

I did not have an ideal client.

I took any business that would hire me.

I did not stand out among the thousands of other consulting firms.

I competed mostly on low price. 

My friends and family would always see a stressed-out, black circles under eyes, 80+ hours/wk working person would have zero personal life.

I took a hard look at my business and found a lot of waste.

Too many services and too many different kinds of clients.

I decided that I needed to focus.

I began to focus on how I could productize my services.

With a business partner I helped develop an automated payment and Google reviews platform (BizPayO) that helps accountants get paid faster, without the expensive fees and which snagged a Google Review after every successful payment.

Through the payment app I found that most accountants were not charging enough.

That inspired me to launch a second SaaS company, a pricing application (Taxplow) that shows accountants what they should be charging based on the services they offer, their location, the client’s situation, and a couple dozen other key data points.

But the problem is bigger than this.

Accountants needs help differentiating themselves and coming up with a unique offering.

One that would help create a moat around their business.

So they would not become just another H&R Block or low-cost accounting firm that would position them as just a commodity.

I'm now sharing everything I learned over the years at my newsletter firmlever.com

My latest venture is still under wraps but aiming to be the Crunchbase for accounting fIrms.

All aboard. 🚆

Marc Howard

Daniel Corsen

Chief Reshaper @ Reshapers | Facilitator | Culture Change Advisor | People Development

Change fails when leaders treat people like obstacles rather than as answers.

I have watched executives spend millions on transformation programs while ignoring the conditions that make change impossible. Then blame the people. The pattern repeats everywhere: new strategy, same culture, failed results.

Here is what 15 years of leading change taught me: culture is not the soft stuff. It is the operating system. Change the conditions, and people come with you. Ignore them, and they wait you out.

I grew up in Curaçao, and when your island has been shaped by Dutch, Spanish, and African influence across 500 years, you stop believing that any environment is neutral.

As Chair of the World Scout Committee, I work with 57 million young people across 176 countries. I have seen teenage Scout leaders run complex projects across cultures. It changed how I think about what people are capable of when conditions support them.

As founder of Reshapers, I help executives stop managing change and start making it feel inevitable.

Current work:
→ Leading the World Scout Movement's 2024-2027 strategy
→ Advising organizations on change that does not lose people
→ Building Liderá, a self-authorship movement for Caribbean leaders

📩 daniel@reshapers.co
🎤 Speaking inquiries welcome

Chief Reshaper

Specialist in Reshaping Businesses
Culture Change Advisor
Human Capital Develpment Consultant
Communication and Branding Expert

Today, 60 million Scouts and Guides around the world are celebrating Founder's Day.

That number still stops me sometimes.

In a world that feels increasingly divided, where trust in institutions is low and uncertainty is high, 60 million people chose to show up for something bigger than their own lives. That is worth pausing for.

BP was not trying to build an organization. He was trying to change the pattern of how young people grew up. Olave carried that same belief into the lives of girls and young women across the world. More than a century later, that belief is still being tested every day. In troops in conflict zones. In units in communities rebuilding after a disaster, and in spaces where young people are making decisions they were never trusted with before.

The world needs that more now than it did last year.

The movement has its challenges. Real ones. But young people are still showing up, still wanting to do something meaningful with their energy. That tells us something.

Happy Founder's Day to every Scout, Guide, leader, and volunteer out there. You are what makes this movement matter. I have called it home for most of my life. Today I am reminded why.

Chair, World Scout Committee | Reshaping how leaders navigate change and culture | Founder, Reshapers

In most organizations here in Curaçao, and honestly everywhere, there is an unwritten rule. Emotions stay outside. You walk in, you switch on, you get to work. Feelings are personal. Not professional.

The Fun Miles leadership team decided to question that rule.
Last week, they became the first certified Emotional Leadership Practitioners in Curaçao. The second cohort in the Caribbean, after Sint Maarten. 

At the heart of the course was a question that most leaders never get asked: what do your people need to feel to do their best work? Not what they need to know. Not what they need to do. What they need to feel.

The Emotional Culture Deck gave them a language for what usually goes unsaid. A structure for conversations that feel too uncomfortable to start, but are exactly the ones that change how a team shows up together.

These leaders now carry both the mindset and the methods. Not to manage emotions away, but to create space for them.

The ripple effect is only beginning.

If you want to be part of it, explore our Emotional Culture Specialist Courses at https://lnkd.in/efidPdEn

Lead with emotions at the core. Research shows that emotional culture affects employee engagement, resilience, and team performance. As a leader, understanding and managing emotions can transform your leadership and create lasting impact. Learn more here: https://lnkd.in/evh7FpE3

I keep seeing the same pattern in organizations going through change.

Leaders who have the plan. The timeline. The business case. And who still watch their people check out somewhere along the way.

The piece that's missing is almost always emotional. Not because people are irrational. But because change asks you to let go of something before you can see what comes next. And most organizations have no idea how to work with that.

That's what drew me to Riders & Elephants. I got certified because it puts that conversation front and center. Not as the "soft" side. As the real side.

On March 5th, I facilitated the first cohort in Curaçao on Emotional Change Strategy. Eleven people. And what happened in that room surprised me.

One person said she felt liberated seeing that others shared the same experiences and emotions. Another said aspects that are often considered "soft" got translated into something tangible that can bridge existing gaps. Someone described how a simple methodology can evoke such candor and profound conversations in spaces where these are not the standard.

One thing a participant wrote is still sitting with me. She said the course edifies humanity in a world that is becoming harder, tougher and colder every day. I had to read that twice.

Every group teaches me something back. But I know this: the conversation about emotions at work is not a nice to have. It's the conversation most change programs skip. And it's the reason most of them stall.

The second course takes place this Thursday. Two spots opened up. If this speaks to you, send me a message. I'd rather talk than send a brochure.

What is the conversation about emotions that your organization keeps avoiding?

Last week was a lot.

Reshapers team meeting. Client Meetings. Townhall Meetings for clients. Trip to Bonaire for Koersdag 2026. Sunday briefing with the World Scout Committee.

I felt stretched. Overwhelmed. And at the same time, grateful. Conflicting emotions that don't cancel each other out. They just sit together.

My team noticed before I did. They told me I looked stressed. That I was stretched. And I had to listen. Not defend, not explain, not power through. Just listen.

So I did what I tell my clients to do but sometimes forget to do myself. I got back inside. Took time. Breathed.

I talk a lot about emotions driving behavior. About creating space for people to feel what they feel. But when it's your own stress, your own overwhelm, it's easier to skip that step. To just keep going because the calendar says so.

I am still figuring out how to practice what I preach when the pressure is on me.

What do you do when the people around you see something about you that you haven't seen yet?

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Marc Howard

Daniel Corsen

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