Episode 14 – CPA vs CMA – Which One First?

CPA vs CMA
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One of the most important questions accounting professionals ask themselves at some point in their career is which credential to go for. It’s not an easy one to answer. The CPA vs CMA? or perhaps an MBA? 

In todays’ episode we’ll demystify all three, the CPA vs CMA vs MBA.

Read Full Transcript of this Episode

Nathan: Awesome. All right. Hey, everybody thank you so much for joining me in this episode of the "CMA Exam Mastery Course" podcast. My name is Nathan Liao, and I'm here to help you accelerate your career and skyrocket your income to six figures per year as a management accountant. I'm very excited about today's episode, because we have a very distinguished guest with us today, Brian Conner. Brian is the CFO over at Bolthouse Properties in Bakersfield, California. He holds the Certified Management Accountant designation, the Certified public Accountant license, and an MBA Masters in Business Administration from Cal State Bakersfield.
And you know a fun fact about Brian, he was named "Student of the Year" in his MBA program class of 2004. So with no further ado, welcome to the show, Brian.
Nathan: Great. Thank You, Nathan. I'm so excited to be here. Thanks so much for the invitation.
Nathan: Yeah, of course. I'm very glad you're here with us today. So you have three designations or licenses, degrees, whatever you want to call them, the perfect trifecta. So could you tell us in which order you got each one of 'em?
Brian: Sure. So I started with the CMA, and I was actually studying for the CMA and CSM together. So the CSM was a certified financial manager certification, it was also over overseen by the IMA, and then they discontinued it a few years ago. So I was studying for both, you could get both designations by...if you passed to CMA, you just needed one more part to pass to get the CSM.
Yeah, so that was in 1997 and 1998. And so that was about three years after I graduated. So it took about three years from going from, "I never want to study again, I didn't want to be in school again," to, "You know what? Maybe I should get something." And then coincidentally, or maybe not, about three years later I started the MBA program, 2001, and then graduated in 2004. And then there was a period of about eight years there before I took the CPA.
Nathan: Okay. All right, very good. So we went from the CMA first to the MBA. And lastly, the CPA license?
Brian: Yeah, that's correct.
Nathan: Okay, and so you took your CMA three years after college. Is that correct?
Brian: Correct.
Nathan: Okay, okay. So at the time why did you choose the CMA?
Brian: So, you know, I did some research to see, you know, what certifications were out there because I really felt the need. I was working in private industry, and then accounting department. Starting off with in payroll. It was about a 2,500-employee payroll weekly.
And, yeah, and so I did that for about a year-and-a-half and then I started getting out the accounting department, and I was covering for accounts payable, accounts receivable, you know, those kinda basic area. And I realized after doing the research, the CMA definitely stood out as the most widely recognized, most highly respected designation in the private industry field, no doubt about that.
Nathan: I see.
Brian: Yeah, and so, you know, at the time, it was more for like personal development and being able to hone my professional skills. Certainly, you know, the back of the mind was, you know, an increase in income.
Nathan: Of course. That's why.
Brian: But really just but definitely just trying to figure out, you know, I'm at a great place. But I was actually at Bolthouse farms, which was owned by the same family that owns Bolthouse Properties, Campbell who has owned Bolthouse.
Nathan: Oh, I see.
Brian: Yeah, and so yeah, I know the CMA definitely stood out. It was for parts at the time, and so...
Nathan: I remember.
Brian: Yeah, yeah, so and I knew I couldn't get the CPA, you know, with the experience requirement, but it didn't really seem to fit nearly as well ias what I was doing day in day out as a CMA.
Nathan: Was there an unexpected upside to earning your CMA designation?
Brian: Yeah, you know it was. At the time there was a local chapter here in Bakersfield, and so I started getting involved with that. I had a little bit experience with them through college, I was a student member and went to like a couple student nights and everyone seemed very supportive. And so when I started getting involved with them again as a member, as a regular professional member, I was really kind of blown away of just really how helpful they were. Very friendly, very nice. They covered kind of a lot of different industries, so it was kind of interesting to see kind of what was going on each of them. But they were very willing to help me out, you know, any questions I had or, you know...
Nathan: Oh, that's great.
Brian: You know, organize lunches. Yeah, yeah, so that was kind of...I was thinking more kind of it I guess the technical learning in, but then there was a soft side networking, you know, aspect to it as well.
Nathan: Okay, so then you went for the CMA because it was the right fit for at the time, and what you wanted to do private accounting. But then they you I mean I think you're an overachiever, right? Then you were like, "You know what I want to go for the MBA next." Why did you decide to go for the MBA?
Brian: Here is my thought for the...I mean, I think, honestly, Nathan, I was thinking this in high school, certainly in college. I really wanted to focus on I was kinda gets three legs of a stool. I really wanted to focus on the...certainly there was the technical expertise of the accounting side and, you know, that's the core skill, getting that down firm through experience, education, certifications. But then I also wanted to have a strong general business skill set, and then as the kind of that third leg was really the technical skill sets. Dealing with systems and software and process improvement and the like.
So I really felt the MBA would kind of complement that business acumenleg of the stool, and just, kind of, you know, there's something that I'm sure I went over in the bachelor's degree that was really kind of hammered home with me through the MBA program. I think it was talked about a little more in-depth, there were some case studies. I could see, you know, I had a few years of work experience at that point. I think I had seven, so I was able to readily apply what I was learning to get, you know, back to work , and be able to apply it right away.
And so they helped me affirm some concepts, and then just heavily I felt like, yeah, I always thought, you, know as accountants we are really internal consultants. We have the rare opportunity to see a bird's eye view of the company, which really know the position, except maybe the CEO, that has the ability to do that, you know, marketing and [inaudible 00:07:47]...
Nathan: Very true.
Brian: ...are able to see that. So that MBA really kind of helped me home, you know, what marketing looks at, the marketing speak, you know, and other areas as well. So yeah, that was kind of my thoughts.
Nathan: Oh, man, that's great. So I'm sure also helped you in an operation, right? How to assist probably operations and the managers in those divisions as well with the MBA knowledge.
Brian: Right. I had a co-worker of mine, he was in...He oversaw the inventory area, and so if you've ever worked in the inventory, there's a lot of, I mean, moving pieces, and you're interacting with a lot of different people. And so it was kind of fun being able to apply some, you know, analysis of that area along with him. And, yeah, get to know the other the operations area of the departments.
Nathan: Was there an unexpected upside to earning your MBA?
Brian: You know, that's a good question. You know, I would say down the road, years later, I started seeing it lifting more often here in Bakersfield as a preferred item on the job description. I would say when I took it, I don't think I saw it as much. Then, later on, I started seeing more MBA preferred along with it. Usually a professional certification, you know, a CPA or CMA.
Nathan: Got you.
Brian: Yeah, and so that was kind of a nice bonus.
Nathan: Absolutely. It makes it more competitive in the market now that you have one...
Brian: Yeah, exactly.
Nathan: ...for sure. So then so then, okay, so the timeline is college. There's a three year of just working hard, and then you're like, "Okay, I'm going for the CMA." How soon after the CMA did you go for your MBA?
Brian: It was four years later.
Nathan: Four years later. Okay, and then after you got your MBA, you're like, "All right, I got a master's in business. I'm student of the Year, by the way. I got my CMA designation. You know what? Why not go for the CPA?" So tell us about why you decided to go for the CPA last.
Brian: You know, I mean, and my journey is certainly unique. It's, I guess, it's probably usually quite opposite of what I...But, you know, when I actually bought the exam review in 2009. I was thinking, you know, state of California came out with a license type G, which allowed a general private industry experience to count as long as you were supervised by a, you know, licensed CPA in state California. So that gave me the option of getting licensed, but it took a few years even after that I was like, "You know what? I really would like to kind of start studying for this."
And so I got the review material, and I would just, with family commitments and everything, I honestly didn't touch it until three years later. I know. And so what happened was really kind of the kick that I needed was in 2012, I was I was interviewing for a CFO position, and as for the very one of the largest Ford dealerships in the world, and they did a lot of other stuff, too. And so they had lists of CPA required on the job description, and actually one of my friends who went to the MBA program with me, he was one of the VPs there, and so I was talking to him, I was like, "Hey, you know, I don't have it." It's a deal-breaker, obviously you know I need to not even apply.
He goes, "No, no. Just go ahead an apply...thing rolls." And so they end up offering me a position, and what they understand that I would work toward gain the CPA, and then they would help me, they would pay for it. And so that was really kind of that push that I needed. It was really, I mean, honestly, no one else has really cared if I got the CPA. I mean it wasn't helping me and my day-to-day, so it was just kind of more of like, I guess, more of wanting to understand that side, and then just kind of arsenal.
And so I started, and I saw the job at May 2012 and I started studying that summer of 2012. And I had the goal of passing all four parts the first time by summer 2013, which, fortunately, I was able to do. My employer gave me a day off a month in order to study which really helped me.
Nathan: Oh, very nice.
Brian: And so that then I was able to get licensed in late 2013.
Nathan: Okay, so the CPA was more of ticking off a box to get the role you wanted at the time, but having a CMA and the MBA is what really is a knowledge do you really use on your day-to-day.
Brian: Yeah, there's, you know, looking back I've been in different industries and a lot of different positions. I don't have to tell you, there's no doubt that all the myriad of positions and industries I've been in that the CMA has the most value, in terms of the work I do day in day out. And employers are starting to finally recognize that here. I meanBakersfield has probably half million people, so it's not a San Francisco, Boston, you know, Los Angeles type of size. But, you know, they're starting to realize and like, "Hey, you know, a lot of stuff that you like seeing, you know, the quality of work is partly because of the CMA certification." Because, you know, some of that stuff I wouldn't have gotten exposure to.
Nathan: Very true.
Brian: So, yeah, clearly the value of that I would say exceeded any of the others for sure.
Nathan: Okay, all right, very good. Switching gears a little bit here. Could you tell us what does Bolthouse Properties do? What kind of services they provide or what products they offer?
Brian: Sure. It's pretty unique. It's called a family office, and so what a family office...There's different aspects of it. But so when Bolthouse Farms was sold, the private equity and back in 2005. Of course, the family, you know, got all this money but they also retain ownership of all the hard assets. They retained ownership of all the land, and so that was not part of the sale. And so it's a land development, construction, advisory business which also has an investment management arm to it.
So we build our own shopping centers, so we have kind of tenant side. We have a FCC registered investment advisory arm, so we manage the family's money, as well as some other select individuals. And we also have recently taken on a client, so we have actually are doing some outside client work, and similar development areas.
Nathan: Okay.
Brian: And then we hold all the agricultural land still. So we lease that out for farming purposes. And so it's kind of a kind of unique conglomerate. We're like kind of agricultural, real estate development, business management, accounting firm, law firm all rolled up into one.
Nathan: And this is all in Bakersfield? Or you guys expand beyond that?
Brian: It's all in Bakersfield. So the family lives, you know, throughout the country. But, yeah, all our holdings are actually, it's in Bakersfield but we do have farmland and Lancaster area which is in the eastern side of California in the desert, and then we have some kind of near the coastal area as well.
Nathan: Okay, and so what's your day-to-day as the CFO of Bolthouse Properties?
Brian: You know, it has a great variety and that's what makes it really kind of fun. I've only been here for like about seven months now, and so I'm learning kind more the investment end. So I mean like a recent work day for me was, especially, you know, right now being April 12 is reviewing tax returns for all the different trusts, all the different LLCs that we've got. We've got a four process...I'm sorry, we've got a private foundation, we got some not-for-profit. So, you know, it's reviewing the audits, reviewing the cash returns for all that. Tenants, we've contract negotiations and assistance with that with an analyzing app.
We have a big purchase sell agreement going on right now with the next phase of residential construction, which is a very large multi-million dollar deal that we've been working on for several months. And so I can kind of split, you know, from that, kind of more the traditional accounting to financial analysis, to negotiation, and lease review to find your typical budgeting and team meetings. So job interviews are just...We just interviewed a manager level person just a couple weeks ago. And then just this morning, we had an hour-and-a-half long meeting talking about the annual meeting, which will be held in late May, where me and all the VPs and the president will fly in to out of state and will present to the family...
Nathan: Oh, okay.
Brian: ...of this last year.
Nathan: Oh, right. That's an annual event that they have?
Brian: Annual event, right. And so I'm really, really looking forward to that. You know, I had the privilege of knowing some of the family when I worked at Bolthouse Farms, where I get to know, you know, even more of them. And so, the CFO part of the presentation is probably you know 60%, 70%. So it'll be fun and challenging, yeah.
Nathan: So from everything you've said, like because it sounds like you wear many hats. I mean as a CFO, you oversee so much of the organization from, like, traditional accounting, to investments, to nonprofit accounting, to tax returns. What is your biggest challenge at work as a CFO?
Brian: Well, my immediate challenge is just really kind of gain up to speed, because a lot of these industries are brand new for me. I mean I've been in ad sector. So I'm starting school in a couple of weeks actually to get some commercial real estate education.
Nathan: Oh, all right. Your fourth designation.
Brian: Yeah.
Nathan: You don't stop, man. That's great though.
Brian: You know, I'm huge on lifetime learning. I'm huge on it.
Nathan: Yeah. I agree.
Brian: You know, it's...yeah, and so that's a big challenge. I think, you know, once things get settled. I think my ongoing challenge will be really just kind of staying on top of the, I guess, the local micro-economic trends and staying ahead of that. You know, keeping the family informed. You know, we're going to the next generation of owners who are in their teens and 20s right now. So I think preparing for that change in a different way of looking at things, as well as, honestly, just I think a lot of people are facing is succession planning, and looking at a lot of the you know, baby boomers are starting to retire and we're seeing a lot of very critical roles that will...
Nathan: Sure.
Brian: ...vacated [inaudible 00:00:20:42] Nathan: Yeah, it's a big economic shift.
Brian: Yeah, huge. And I saw at my prior position and...you know, it's one of those things where I haven't personally, you know, seen many people talk about it much. But it's this tidal wave coming, and so, you know, obviously, there's the typical, you know, staying on top of the tax laws, and in accounting standards, and developing the team and making sure we're positioned well for being opportunistic with the local market, but also just kind of raising your head and really saying, "Hey, what's coming down the pike in the next few years? And we need to really be thinking about and plan for it." And having that conversation now, so the family knows, you know, we're thinking ahead, we're being proactive and, you know, things are gonna be okay and in our good hands.
Nathan: Definitely. You mentioned that you were interviewing for a managerial position. Was it this morning you said?
Brian: A couple weeks ago.
Nathan: A couple weeks ago, I'm sorry. Yes, so what do you look for in a candidate? What's like the main thing you look for when you're in the interview process looking for someone to join your team?
Brian: So this position was...it's an Assistant Vice-President of Investment. So it's a very specialized position, one that really it's we don't have anyone within Bakersfield at that fits that job profile. And so it's a little bit different. We like trying to find someone that we either know or we know someone that knows. So in this case, it's a little bit different. We had to kind of rely on more of kind of looking at the resume, talking to people who have worked with them.
And so there's obviously the typical checking off the box. Do they have the degree? Do they have a certification? In this case, we were looking for a CFA but we ended up hiring someone with that CAIA. But they have tons of years experience. You know, experience in the field, you know, all the kind of the typical checking off the boxes. But we're a small office here. We got about 21 employees. Now, we have 22, and so culture fit is huge. I mean and there's a lot of talk about culture out there I know. But it's true.
Nathan: It definitely is.
Brian: Yeah, me and another gentleman that was on the interview team. We were talking about it and I don't know if you've read Patrick Lencioni or any of his books, "Five Dysfunctions of a Team," or, "Ideal Team Player." But in his latest book, "Ideal Team Player," he talks about hungry, humble and smart. And we kept going back to that. Like...it just makes so much sense that...and smart, not necessarily in terms of yeah, you've got to have the investment experience and helpful to have the certification and the degree and all that. But smart more in terms of emotional intelligence, the kind of EQ side.
And so really being able to relate to people. And so in the interview, we were really kind of cognizant of how they would relate to us, will they get us, do they understand our values, do they do the research into the company, you know, before, you know, coming to us. So we flew them in and so culture fit is huge. You know, kind of getting a sense so that...are they confident but yet humble? You know, are they more about the team and the company than themselves? Are they hungry or the just kind of like flying into retirement kind of mode?
You know, just so yeah, how they...So I guess, you know, had they committed themselves to the craft and profession, and to have the culture fit defined by this humble hungry smart, really kind of how I would...
Nathan: Yeah, I mean that that's great. Hungry, humble and smart. It's a good way to look for people who fit in your specific culture and your company. It's good to have that kind of a vision and, I guess, intrinsic requirements I suppose. Because it's hard to put it on paper, but you gotta interact with them to see that in them.
Brian: That's right. Yeah, so we did a Skype interview before flying a couple gentlemen out that we interviewed. And really, honestly, we knew their background. It was just really more of like how they're gonna interact with the team.
Nathan: Yeah. That's huge.
Brian: And we even introduced them to several what would be direct reports in their position before they flew out.
Nathan: Oh, wow. You guys have a really interesting the hiring process. I think that's great. So many companies don't even look at that. They just look at the requirements on the resume, if they are smart on paper, then they're good, right? But it's important to look beyond that especially for managerial positions. So you guys are doing really good over there.
Brian: Well, and we don't wanna waste our time or their time. And, you know, we want should be it's interviewing on both sides, and we want to be as upfront as possible. You know, we're a very laid back, I guess, in terms of style but very intense in terms of taking the level of seriousness of our work, and so, you know, we like to have fun and yet, you know, we know when it's time to work and we work really hard and so, you know, it's just find someone who kind of fits that and feels comfortable with that. Yeah.
Nathan: Okay, all right. Now, for those out there who have the determination to make their way up to the executive team as a CFO like yourself, what's the one skill they should nurture and focus on today?
Brian: I would say emotional intelligence side.
Nathan: Emotional intelligence.
Brian: Yeah, I mean, I think, you know, a lot of them understand that they have to hone their financial planning analysis, and at accounting...
Nathan: That's all the technical stuff, right?
Brian: I think most people get that. I think, you know, if the viewers haven't taken a disc profile, D-I-S-C, disc profile, I'd encourage them do that. What I found is that when I know this kind of flies into the face of this whole kind of strengths revolution out there, and you need to focus on your strengths and not worry about your weaknesses. I understand it may kind of fly in the face of that but at least what I found is that still on the disc profile, I'm what you call a high C, which is probably what most accountants fallen.
Highly analytical, very organized. And I think when you... I've been trying to in recent years especially, probably last 10 years especially, trying to flex what they would call the I, and that is the kind of the people aspect, the social aspect, speaking with people, networking, not being afraid of, you know, just kind of getting building relationships, getting to know people.
Nathan: Sure.
Brian: I think there's been a lot of times when people on the outside accounting have said, "Wow, you know, I...What really makes you stand out, Brian, is that you're kind of outgoing friendly person." Like, well actually I'm an introvert, but yeah, [inaudible 00:28:27]. You know, I'm willing to step outside my shell. And I think when you see someone flexing that weak point and their disc profile, you know, they're not known, you know, accountants aren't known to be typically, you know, not to be generalization, but they're not known to, you know, hey, go mingle with the operations people and communicate with them and learn their language and learn the business, and get outside of the cubicle. You know, get to know that side of the business.
Nathan: Sure. It's easy for accountants to get stuck in the cubicle crunching numbers, analyzing, and just that's what they do all day long.
Brian: Exactly, and I think like any profession, you get to where you're talking this language, and no one else know what you're saying. And yet if you really the emotional intelligence trying to really understand, "Hey, are they getting this?" Increase my awareness of myself, and how I'm reflecting off on other people. You know, "Am I translating the financial to non-financial speak well? Am I listening well? Am I understanding where they're coming from?" You know, it helps out with relationship-building and negotiation.
You know, it's, I guess, ,like a close second to that would be kind of operational partnering. You know, where if it kind of goes together really. It's stepping outside, knowing yourself, you know, knowing others and even outside of accounting, knowing other aspects of the business.
Nathan: Is there a resource that people could go to learn more about emotional intelligence?
Brian: Yes, there is actually. There's an author, Travis Bradbury.
Nathan: Travis Bradbury.
Brian: Travis Bradbury, he's really good. He's got a PhD in this area, so he's very strong. He's on LinkedIn, some social media. You just go to Amazon and I think it's, "Emotional Intelligence 2.0."
Nathan: I've heard of that book, okay. I'm gonna add it to my list.
Brian: Yeah, yeah. Absolutely. Look up disc profile. You know, there's some chests out there. Daniel Goleman is another. So this whole, you know, organizational development, culture, emotional intelligence is becoming very, very vogue in vogue now and for a good reason. I think, you know, Patrick Lencioni. He's another really good author, who I've mentioned before. You know, he says, you know, "The key competitive advantage in the company is not so much the smarts anymore, in terms of like knowing strategy, knowing finance."
There's a lot of smart people out there, that's really how you relate to people and build a team and get things done through others, and that's kind of that unique secret sauce of leveraging what really I call it a "human cloud". And you talk about the software cloud, and everyone hears that all the time. What about this human cloud where there's multiple brains that you can kind of collaborate and connect together, and all of them together are much better than each person individually, and how do you make that happen? The leveraging tool is that emotional intelligence, I'm convinced.
Nathan: Okay, well, I'll make sure to add those links to the show notes for "Emotional Intelligence 2.0" and the disc profile assessment where people can go and take it online. Awesome. Thank you for that, Brian. Very good resources. So to wrap up the show, I had this one last question for you. If you had to start all over again, like coming right out of college but know everything, you know, now, what would you do differently your career?
Brian: You know, even though it's been kinda unusual path, I've been pretty happy with how things have turned out. You know, there's been some decisions made that I didn't really care how it looked on the resume honestly. It ended up actually giving me some very valuable skills that, you know, people later on have come back and like said, "Hey, you know, like, you know, I went through..." For example, I spent four years in non-profit right in mid-career. So but it was something that was very, very invaluable to me.
But I guess if I had to pick one thing, I guess I wish I would have done less comparing. I know that sounds a little strange, but everything is kind of typical, you know, it like you and many other that's very, very driven, in my 20s especially, and I would be constantly comparing, "Oh, where do I stack up on now? What do I stack up..." You know?
Nathan: Yeah, I understand.
Brian: You have an office. They got the cool title. How many people report to them. What kind of work are they doing. And I think you know, looking back, I've been doing this for 24 years now. And I'd say, you know, if when you're focusing on honing your craft and making a name for yourself in terms of doing the right thing, being responsible, you know, being reliable to where people can count on you that, "Hey, if I give you a task. You're gonna do it right and become the expert at it. And so that I'm gonna give you a little bit larger tasks next time."
And there's that trust that develops over time. And, you know, things just work out. I mean, I just...I don't know, that's just what I've seen. It's just seeing things work out fine in the long-term, and so I just I guess I wish I would have probably stress less over what... I mean obviously, now it kind of seems minor and, you know, the grand scheme of things. But, you know, when you're in the middle of it, you know, those things are important.
Brian: Of course.
Brian: And I think, you know, be patient. Just being patient and let things kind of unravel, but yet still I know I would encourage people, you know, there's always that balance of, you know, what you not willing to get stuck. And I'm not suggesting anything like, yeah, but just kind of, you know, realize that patience is kind of part of the journey and realizing that, you know, you're building a house and, you know, you don't want to sow it up too fast. That, you know, that's why I think, you know, the different certifications in education that I have got has come over a long period of time.
You know, it didn't come over a period of four years or five years. But, you know, just kept at it. You know, always was working on something typically, even if it wasn't as big as a master's degree, there's always something. So yeah, I guess that would be something that I would throw out there.
Nathan: Awesome. Thank you. Really want to thank you for coming on the show today and sharing, your journey your insides, your advice with us, Brian.
Brian: Absolutely.
Nathan: Where can our listeners find more about you and connect?
Brian: And you know, my email address is bconnor, so that B as in Brian, bconnor@bolthousesproperty.com. So feel free to email me if they want, at Bolthouse Properties B-O-L-T and then properties B-O-L-T-H-O-U-S-E, bolthouseproperty.com.
Nathan: Ill make sure to add those links to the show notes. And probably also include your LinkedIn profile if that's okay with you.
Brian: It's okay, yeah. Please do so. Yeah, it'd be great to, you know, connect with people on LinkedIn and feel free to message me and, yeah, I'll get back to them.
Nathan: Thank you, Brian. I appreciate you.
Brian: No, thank you, Nathan. I sure appreciate the opportunity.
Nathan: That was the show for today guys. To get all the links in the show notes, go to cmaexamacademy.com/ep14, that's episode 14. If you're interested in learning more about the certified management accountant designation, and how to pass the exam, I have a free mini-course that you can get immediate access to. Go to cmacoach.com and enter your email to get access to it.
Thank you so much for joining us today, and don't forget to subscribe to the show if you haven't already, and a big shout out to everyone who has left a review in iTunes. I appreciate that so much. I look forward to serving you in the next episode, and I'm gonna sign off using Brian's words, "Stay humble, hungry and smart." Bye.

 

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Here’s What You’ll Learn in this Week’s Episode: CPA vs CMA – Which One First?

  • Which credential, CPA vs CMA vs MBA, is the most useful in the day-to-day activities of a Chief Financial Officer, or CFO.
  • Why lifetime learning is the key to success in Management Accounting.
  • How you can position yourself for success when babyboomers retire and leave executive roles vacant.
  • The critical skills CFOs look in people wanting to join their high-performing teams.
  • The ONE skill you need to nurture today to become a successful Chief Financial Officer tomorrow.

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