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Your Airline Miles Are Worth $74 Billion and Hackers Know It

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Ever check your airline miles balance and think, “I should probably use those someday”? Well, fraudsters aren’t waiting. While you casually ignore those reward points, criminals are actively hunting for these digital treasures that have somehow become worth more than the companies that create them.

In this episode of Oh My Fraud, host Caleb Newquist explores the surprisingly vulnerable world of loyalty and rewards programs, revealing how the points flooding your inbox have become prime targets for fraud schemes that affect everyone from frequent fliers to wholesale club members.

The Accidental Billion-Dollar Asset Class

When United Airlines started tracking customers in the 1950s, it gave out plaques and promotional materials—basically corporate swag. Fast-forward to today, and rewards programs look entirely different. American Airlines generated $6.5 billion from its AAdvantage program in 2023 alone—not from selling tickets, but from selling miles.

The economics are almost absurd. As Newquist points out in the episode, airlines create miles for about half a cent each. They’re database entries. Then they turn around and sell these digital tokens to credit card partners for two to three cents per mile. That’s a 400% to 600% markup on something that costs virtually nothing.

“The hilarious thing is that these aren’t tangible,” Newquist observes. “They’re just made up. They’re just digital assets created out of thin air.”

The combined loyalty programs of United, American, and Delta are worth $73.8 billion. Think about that: these made-up points are sometimes worth more than the airlines themselves. And McKinsey estimates 30 trillion unredeemed miles sit in passenger accounts globally. That’s enough for every airline passenger on Earth to take a free one-way flight.

But here’s where things get dicey. Despite sitting on this massive pile of value, major airlines, including Southwest, American, Frontier, and Alaska, don’t offer two-factor authentication for account access. These companies spend millions on aircraft safety but can’t implement basic security that’s been standard in banking for over a decade.

When Your Miles Take an Unexpected Trip

The human cost of this security gap becomes painfully clear through recent victims’ stories. In July 2024, multiple Alaska Airlines customers woke up to drained accounts. One victim lost 150,000 miles, worth about $1,900. Another reported on Reddit that hackers stole over 200,000 miles. The points were being used to book luxury hotels in Abu Dhabi.

Gabrielle Bernardini, a writer for The Points Guy, discovered her Southwest account had been hacked when she received an email confirming a Hampton Inn reservation in Kalamazoo, Michigan—a booking she never made. The fraudster burned through 17,100 points, worth about $240.

Through persistence, Bernardini got her points back. But Southwest made it clear they were only doing it as a “gesture of goodwill” and a “one-time exception.” Their actual policy? “Southwest is not responsible for unauthorized access to a member’s account and will not replace stolen points.” Newquist confirmed that’s still the policy today.

Clint Henderson’s American Airlines nightmare went even further. Fraudsters drained hundreds of thousands of his AAdvantage miles for car rentals. Recovery meant jumping through incredible hoops. American required a new email address for his new account and demanded a PDF or screenshot of his police report. When Henderson went to file the police report, the NYPD’s online system was down. He had to visit a precinct physically, then was told that he couldn’t have a copy of his report until a detective intervened the next day.

Even with proof of fraud, the car rental company that accepted the stolen points simply refused to refund them. Henderson eventually got his miles back from American, but the whole ordeal revealed just how messy these situations can become.

From Sam’s Club to the Gas Pump

The problem isn’t limited to airlines. In May 2024, Sacramento County authorities arrested 38-year-old Inam Rasool after discovering he’d been systematically draining other customers’ Sam’s Club accounts. What started as an attempt to leave with $1,000 in unpaid merchandise turned into something bigger.

Store personnel began monitoring his return visits and uncovered a sophisticated operation. Rasool used stolen Sam’s Cash rewards to buy merchandise, resell it online. When police searched his home, they found over $25,000 worth of electronics, medications, pet food, hygiene products, supplements, and snacks. They also found shipping supplies, a computer, and a label printer for his online sales operation.

Meanwhile, in Peters Township, Pennsylvania, 18-year-old Paul Kostanich was hitting Giant Eagle fuel perks accounts. Video showed him visiting gas stations almost daily, holding his phone to barcode scanners to activate stolen points from different accounts. He admitted to hacking about 20 accounts and faced 58 charges, including identity theft.

One victim’s reaction captured the general disbelief, “I could never imagine someone hacking a Giant Eagle Perks card. I mean, really?”

Why This Keeps Happening

The problem is, rewards programs were never designed as financial assets—they’re marketing tools that accidentally became valuable. As Newquist explains, “They’re just a marketing gimmick developed by corporations that they hope will get us to spend more money with them. And it just so happens that they’re very, very good at doing that.”

From a corporate perspective, the math works out. If rewards fraud costs the industry $1 to $3 billion annually, but these programs generate over $70 billion for just the top airlines, that’s less than 5% lost to fraud. For many companies, it’s just a cost of doing business, especially when they can push losses onto consumers through terms of service that disclaim responsibility.

This creates what Newquist calls a perfect storm for fraudsters. You’ve got valuable assets with minimal protection, companies that won’t pursue prosecution, and victims left holding an empty bag while corporations point to fine print.

Protecting Your Points (Since No One Else Will)

So what can you do? Newquist offers practical advice with characteristic honesty.

First, change your passwords for rewards accounts. “I know you’d have to be a cerebral freak to generate a different password for virtually every account.” But at least make them different from your banking passwords.

Second, use two-factor authentication wherever it’s available. “Is it tedious? Yes. Does it save your bacon 99.9% of the time? Also, yes.”

Third, consider a password manager. Yes, the big ones have been hacked, but the benefits of managing unique passwords outweigh the risks.

Finally, actually check your accounts occasionally. Don’t be obsessive, but treat them with the same attention you’d give a bank balance.

The Bottom Line

Those rewards points you’ve accumulated aren’t just marketing fluff; they’re real value with real vulnerabilities. Companies have created a $74 billion economy from thin air, then washed their hands of responsibility when that value gets stolen.

For accounting professionals, this is a masterclass in risk transfer. For everyone else, it’s a wake-up call. In a world where teenagers systematically drain fuel perks and hackers book Abu Dhabi hotels with your miles, ignorance is an invitation.
Listen to the full episode above for Newquist’s complete investigation, including more cases and why he thinks these programs are essentially “legal money laundering” schemes. And maybe check your rewards balances while you’re at it. Just in case someone in Abu Dhabi isn’t already enjoying them.

From Vanishing Jobs to Work Slop: Inside Accounting’s AI Reality Check

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The accounting profession faces a stark reality-check as entry-level auditor positions have declined by 43% since January, and a third of accountants admit they cannot identify AI-generated fake receipts. 

In episode 455 of The Accounting Podcast, hosts Blake Oliver and David Leary address the growing evidence that AI is disrupting accounting more rapidly than most firms can keep up with. From vanishing entry-level jobs to the rise of “work slop” (low-quality AI output that wastes time and money), the profession is struggling with changes that are both promising and perilous.

The Tech Stack Problem Nobody Wants to Talk About

Before diving into AI’s disruption, Oliver shared a surprising statistic: only 37% of accounting firms require their clients to use their technology stack. That means 63% let clients choose their own tools, creating a mess of incompatible systems and inefficient workflows.

“It’s one of the things we did in my firm that was a differentiator and allowed us to scale quickly,” Oliver explained. “It reduced training time. It increased the speed at which we worked.”

The reluctance to standardize reveals a deeper problem in the profession: firms are so afraid of losing clients that they sacrifice efficiency and scalability. Yet Oliver found the opposite: “The ones that were willing to make that shift ended up listening to us about other things, too. So you might want to consider requiring clients to switch as, like a testing mechanism to see if they’re actually going to be a good fit.”

This standardization challenge becomes even more critical as firms try to implement AI. Without consistent data inputs and workflows, automation becomes nearly impossible.

The Vanishing Entry Level: A 43% Wake-Up Call

The most alarming news Oliver shared was the 43% drop in entry-level auditor job postings since January, based on a study of 126 million job postings. Meanwhile, senior positions requiring ten or more years of experience increased by 6%.

“These firms are extremely shortsighted,” Oliver argued. “They are just trying to juice profits and revenue in the short term. And the easiest way to do that is to replace your entry-level people with AI.”

The vulnerability of these positions is clear. As Oliver explained, “The stuff an entry level auditor does is so basic, like cash confirmations. You can have an AI agent doing cash confirmations all day long. It’s not complicated.”

The fear extends beyond auditing. Nearly half (45%) of accounts payable professionals now fear layoffs in 2025, up from 27% last year. These workers see AI agents matching invoices, approving bills, and processing expense reports—tasks that once required human oversight.

Leary raised an important question: Are firms actually succeeding with AI, or are they cutting staff first and hoping to automate later? In Oliver’s view, the automation is working well enough to justify the cuts. But this creates a long-term problem. Without entry-level positions to train tomorrow’s senior accountants, where will future leaders come from?

Work Slop: The $200 Hidden Cost of Bad AI

A new Harvard Business Review study coined a term for low-quality AI output: “work slop.” And work slop is expensive. Each incident wastes nearly two hours and costs about $186 per worker per month.

Forty percent of workers report receiving work slop in the past month. More than half feel annoyed when they get it, and 42% view the senders as less trustworthy.

“Every time one coworker gives another coworker slop, it costs your company 200 bucks,” Leary emphasized. But, “Employees who turn out work slop probably already did work slop before. They just did it at a much slower volume.”

The hosts shared their own experiences with work slop. Job applicants submit unedited ChatGPT responses. Guest pitches reference the wrong podcast. Some candidates even feed interview questions into AI during live video calls.

“It looks good,” Oliver said about typical work slop. “Like if you look at the email, it’s nicely formatted and it looks good and then you actually read it and you realize that it’s garbage.”

The paradox is striking: 97% of firms admit they’re not using technology efficiently, yet 86% believe AI-using firms have a competitive advantage. The gap between aspiration and execution means firms produce more low-quality work faster rather than better work more efficiently.

The Fraud Detection Crisis

Perhaps most concerning is accountants’ declining ability to spot fraud. Thirty-two percent admit they can’t recognize AI-generated fake receipts. Another 30% are seeing more fraudulent receipts than last year, and 42% suspect colleagues have submitted fake or altered receipts.

“If you want to see just how difficult it is or how easy it is to make one, just go and ask ChatGPT to make you a receipt,” Oliver challenged listeners.

Leary noted that expense fraud isn’t new. After all, people used to pick a receipt up off the ground at McDonald’s. But AI changed the game. Now anyone can generate perfect forgeries on demand.

Oliver explained that current AI models don’t understand physics, so shadows and lighting in fake images often don’t match reality. But detecting these requires expertise most accountants don’t have.

“When nothing is physical anymore, how do you, as an auditor or an accountant, rely on a scanned document?” Oliver asked, highlighting a fundamental challenge for the profession.

Solutions Emerging from the Chaos

Despite the challenges, practical solutions are emerging. Zapier announced a “human in the loop” feature that pauses automated workflows for human review at critical points. “Don’t try to automate the whole workflow,” Oliver advised. “Try to automate one task in the workflow.”

Keeper launched a new AI product that converts payroll reports and settlement statements into journal entries—a task that previously required complex spreadsheets and manual work. At $50 per client per month, it represents the kind of targeted automation that actually works.

Even Drake Software, long criticized for being behind the times, launched cloud-based tax software. While limited to certain forms, it signals that even legacy providers recognize the need to modernize.

These tools show that successful AI implementation isn’t replacing humans entirely. Instead, it augments specific tasks while maintaining human oversight for quality and judgment.

Looking Ahead: A Profession at a Crossroads

The accounting profession faces interconnected challenges that require more than technological solutions. The 43% drop in entry-level positions poses a threat to the talent pipeline. Work slop erodes trust and efficiency. Fraud detection capabilities are falling behind those of fraudsters.

Yet there are opportunities within these challenges. Firms that thoughtfully integrate AI, maintain human oversight, and invest in training the next generation will have an advantage over those who chase short-term profits by cutting entry-level positions and blindly implementing AI.

As Oliver noted about his own firm’s success, standardizing technology, requiring client buy-in, and focusing on quality over quantity created real competitive advantages. The same principles apply to AI adoption. Success requires strategy, not just software.

To hear Oliver and Leary’s complete analysis of these shifts in accounting, including their discussion of H-1B visa changes, Trump’s latest tariff threats, and more practical insights for navigating AI’s impact, listen to the full episode of The Accounting Podcast. Their unfiltered weekly discussions provide essential perspective for anyone trying to understand where the profession is heading and how to thrive despite the uncertainty.

Stop Pricing the Deliverable and Start Pricing the Relationship

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Marie Greene once spent more than 20 hours on a client she was charging just $12. But she only realized how little she was charging for her time when her firm started tracking time. While extreme, Greene’s story highlights a problem that plagues accounting firms everywhere: chronic underpricing that leaves practitioners exhausted and struggling to grow.

In this episode of the Earmark Podcast, recorded live in Los Angeles during the Advisory Amplified tour, host Blake Oliver explores the pricing puzzle with Greene, a CPA and founder and CEO of Connected Accounting, and Ryan Embree, Director of Partnerships at Ignition. Together, they tackle one of the profession’s toughest challenges: how to charge what you’re worth without losing clients.

The Time-Tracking Wake-Up Call

Greene’s journey to better pricing started with tears of frustration. “I literally cried, but I didn’t know it was so bad. My pricing was so bad until we started tracking time,” she admits. Even though Connected Accounting had always used fixed fees instead of hourly billing, they had no real grasp on whether their pricing made sense.

The problem got worse when Greene hired her first team member. She’d been pricing based on how quickly she could complete tasks, not realizing she was “super mega efficient” compared to most people. “When it takes someone a normal amount of time, I was destroying my budgets and I couldn’t delegate fast enough. And then I was just buried in work,” she explains.

This pattern isn’t unique to Greene’s firm. Embree sees it repeated across hundreds of firms he works with at Ignition. The problem often hides in compliance services, where firms fall into the trap of charging “the same as last year.”

“If you quoted someone X amount of dollars seven years ago and they’re still paying that fee, that is the biggest opportunity,” Embree points out. Many firms hesitated to raise prices during COVID when clients were struggling. But as Embree notes, “price increases are normal. They’re a part of business.”

Eventually, Greene’s managers staged an intervention. They took over pricing and told her to stop selling certain services at unsustainable rates. Six years later, the firm has a much more realistic pricing model. But it all started with that uncomfortable first step of tracking where time actually goes.

Pricing the Whole Relationship, Not Just the Deliverable

The real breakthrough came when Greene realized she was charging two clients the same amount for identical services, but one required far more time and attention than the other.

“You can’t just price the deliverable, which is a P&L at the end of each month,” Greene discovered. “You have to also price the number of touchpoints. You have to price how often they have ad hoc random questions that are not part of the scope.”

Connected Accounting now looks at multiple factors when setting prices:

  • Number of bank accounts (17 credit cards vs. one checking account makes a difference)
  • Transaction volume (one account with 1,000 transactions can be more work than multiple quiet accounts)
  • Number of bills and invoices processed monthly
  • Meeting frequency (weekly touchpoints vs. monthly check-ins)
  • Communication style and expectations

This approach also creates natural price escalators. “We’ve always been very clear up front that we grow with you,” Greene explains. “As you add employees, as you add bank accounts, as your transaction volume increases, our fees increase.”

Embree adds that this reframing helps clients understand price changes. “They know they’re growing. They know they’ve exceeded scope. So they know they’re just kind of leveling up to a new level of service.”

Beyond pricing existing services correctly, firms often miss revenue by not telling clients about everything they offer. Greene discovered this after creating a comprehensive list of which clients used which services. “I was like, oh, we only have six accrual clients, or we only have three that use X.”

This led to casual conversations during client meetings. “We’d say, hey, by the way, we notice you do this. Who does your payroll?” Greene recalls. “We’re not saying we sell payroll and you should buy it, but it was just planting a seed.” Often, clients would respond enthusiastically, not even knowing Connected Accounting offered that service.

Having the Conversation: A Live Repricing Role-Play

During the discussion, Greene demonstrated her approach to repricing conversations in a role-play with Embree acting as the client. She showed how her strategy turns a potentially awkward discussion into a collaborative planning session.

Greene starts with enthusiasm, not numbers: “Hey, Ryan, how excited are you about next year? What are you looking forward to doing with the business?”

When Embree shares his growth plans, she follows with genuine concern: “And with the growth, what are some of the things that keep you up at night?”

Only after understanding his challenges does she pivot to solutions: “Would you be interested if we can find a way to help you lower some of your costs by not having to hire one more admin, and we can take on some of the grunt work?”

The conversation naturally flows into discussing additional services like benefits renewal and talent retention strategies—services Embree’s character didn’t even know Connected Accounting offered.

After these discovery conversations, Greene presents three-tier proposals. “I was no longer trying to force a single price. I showed three and then they could choose. And that was the relief,” she explains. This approach gives clients control while removing the pressure of “selling” a single option.

Despite common fears, clients rarely leave over price increases. Embree observes, “A lot of firms that want to cut clients think raising fees is the way to go. And the short answer is no, they actually still stick around.”

In fact, the worst clients often prove surprisingly price-insensitive. “Whatever the fee is, you can’t actually price them out,” Embree notes.

Technology makes these conversations easier. Connected Accounting now automates annual increases using opt-out language in engagement letters. “Every year in December, we send a notice saying, hey, you have 30 days to cancel your services. But just so you know, effective January 1, all pricing across the firm is going up 3%,” Greene explains.

This mirrors how services like Amazon Prime handle increases: making them expected rather than exceptional. As Oliver points out, “That fee just goes up every year. And we get the email and we look at it and we accept it.”

Your Pricing Transformation Starts Now

Greene’s journey from charging $12 for 20-plus hours of work to running a profitable firm with systematic pricing shows that transformation is possible, even if it takes time. The lessons are: track your time to understand true costs, price the entire client relationship rather than just deliverables, and reframe price discussions around growth and value.

The fear of losing clients to price increases is largely unfounded. When one client left Connected Accounting for a competitor offering a deal, they returned after 12 months and started paying the competitor’s higher rate, which Greene then maintained. “The market often values accounting expertise far more than practitioners themselves realize,” she discovered.

Greene admits she still gets nervous before pricing calls. But she’s learned that authenticity matters more than perfection. “They see how excited I get. They know I’m a huge nerd, I love technology, I love accounting,” she says. “Eventually, they’re like, okay, cool. She sounds like fun to work with.”

Embree emphasizes that positioning yourself as an expert dramatically increases what clients will pay. “People’s willingness to pay is infinite for that piece of mind,” he notes. “To know that you have an expert in your corner that has done this with other clients and knows everything about you and your business.”

The profession’s chronic underpricing doesn’t just hurt firm owners; it limits the entire industry’s ability to innovate and serve clients well. When accounting professionals charge appropriately, they can invest in better tools, training, and talent.

Ready to stop leaving money on the table? Start by tracking where your time really goes. Then look at your client list and identify who’s grown beyond their current service tier. Finally, practice having value-focused conversations that celebrate client success rather than apologizing for price increases.

The full episode includes the complete repricing role-play, detailed pricing metrics, and specific strategies you can implement this week. Because as Greene’s story proves, the biggest barrier to profitable pricing isn’t your clients’ willingness to pay. It’s your own reluctance to ask.

Three Women Are Redefining Success in Accounting by Breaking Every Conference Rule

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When Questian Telka attended her first accounting conference—Cindy Schroeder’s Bookkeeping Buds retreat—she discovered something unexpected. Instead of vendor pitches and surface-level networking, she found genuine connection. Watching Carla Caldwell speak, Telka pictured herself on that stage for the first time. She met Nancy McClelland, who later became her podcast co-host. Most importantly, she learned the conferences that transform careers aren’t always the ones with 5,000 attendees. Sometimes they’re intimate gatherings where you can let down your guard and actually be yourself.

In this episode of She Counts, McClelland and Telka sit down with three women reshaping the conference landscape: Erin Pohan, creator of WAVE Seattle; Sharrin Fuller, chair of AFWA’s Women Who Count; and Madeline Reeves, founder of Advisory Amplified. Together, they explore how women-led conferences fill gaps that mainstream events have ignored for years.

Meet the Women Behind the Movement

Pohan launched WAVE Seattle after attending Bridging the Gap 2024 – an unusually small accounting conference focused on mental health and sustainability in accounting; she and McClelland met there. WAVE (Women in Accounting Visionaries and Entrepreneurs) brings together 100 firm owners each May in Seattle. The next gathering is May 15, 2026, and it’s already a third sold out.

Fuller chairs Women Who Count, put on by the Accounting and Financial Women’s Alliance (AFWA). This national conference draws everyone from college students to retirees. This year’s conference is October 22-24 in Mesa, Arizona, and they’re expecting their biggest turnout yet—350 attendees. Fuller also has a book, “Unfollow the Rules,” launching the following week at Intuit Connect.

Reeves created Advisory Amplified, a six-city tour focused on hands-on advisory training. Starting September 23rd in Seattle, the tour hits LA, Chicago, Austin, Atlanta, and Boston. Each stop partners with local “hometown hosts” to keep momentum going after the event leaves town.

What connects these three conferences? They’re all deliberately small, intentionally intimate, and designed to create real relationships rather than just exchange business cards.

Where Being Real Is Professional

McClelland describes what makes these gatherings different: “There was a sense of safety. We could share our experiences, fears and self-doubts, and sharing those things really encourages bonding.”

This shift from hiding struggles to sharing them creates breakthrough moments. At WAVE Seattle, Pohan witnessed one during a peer strategy session about loneliness. “I had to take the stage right after that, and I just had these tears well up because I’m like, ‘me too. You’re not alone.’ I think every woman in that room felt that moment together.”

The communication style at these conferences is noticeably different. Fuller, who spent years in male-dominated venture capital before chairing Women Who Count, puts it bluntly. “With the men you need to scream to be heard. And with the women: if you scream, you won’t be heard.”

These conferences tackle what Pohan calls the “messy middle”—that challenging space where firm owners feel stuck between starting and scaling. Topics considered “too emotional” for mainstream conferences take center stage. Fuller asks the question many women face: “How do we get to that table while being ourselves without everybody saying, ‘oh, they’re just emotional’?”

The answer isn’t suppressing emotion or copying masculine styles. When one attendee heard Fuller speak about transitioning from employee to entrepreneur, she didn’t just take notes. She quit her job and started a firm helping others with burnout and balance. That’s what happens when conferences address real challenges instead of surface topics.

Moving from Inspiration to Action

Reeves discovered a common problem at mainstream conferences. A woman on an escalator told her, “I just feel like I’m drinking from a fire hose of inspiration and ideas, but I don’t really know how to bring these back and put them into practice inside of my firm.”

Advisory Amplified addresses this with workbooks designed like vinyl records that slide out of sleeves—a playful nod to their “Warped Tour for accountants” theme. Each session includes hands-on exercises and a “resource playlist” with templates attendees can implement immediately.

These conferences also upend traditional vendor participation. Instead of relegating sponsors to expo halls, they’re positioned as knowledge partners. Reeves, who worked with companies like Fathom, Avalara, and Intuit, explains, “I would be working with thousands of firms at a time, and so my visibility into what was working and what wasn’t was much more macro than people inside an individual firm.”

The conferences tackle harsh realities that other events avoid. Take pricing. While traditional conferences offer formulas, women-led events dig deeper. Reeves points out, “Nobody talks about our scarcity mentality, systemic barriers that impact how we think about money, or the ways the wage gap shapes women to think we should charge less.”

They also address personal realities. Reeves openly discusses how she “had to make the decision to choose my company over my marriage.” She notes that many female CEOs are divorced or in second marriages, and those who are married “have had to do a lot of work to ensure they have a partnership that isn’t operating off traditional gender roles.”

Even technology education takes on new meaning. At WAVE, Twyla Verhelst’s AI session emphasized why women must experiment with these tools now, because AI is “directly learning from the information and inputs we put in.” If women don’t shape its development, the technology will evolve without their perspectives. This session inspired Telka to invite Verhelst onto the She Counts podcast to discuss the topic further.

Building Networks That Actually Last

Unlike conferences that end when you leave, these events create ongoing communities. WAVE Seattle runs Zoom happy hours before and after the event. “It’s never just about the day of the event,” Pohan explains. Pre-event sessions help attendees arrive knowing faces, while post-event gatherings ensure insights become action.

Women Who Count takes a radical approach to inclusivity. Fuller made a bold decision: “Every event we have is for sponsors, exhibitors, everybody. There’s no sign up sheet.” This eliminates the system where celebrities get exclusive invites while newcomers are shut out. “What about the quiet girl in the corner that deserves to be there too?” Fuller asks.

Advisory Amplified partners with hometown hosts at each stop. These are local firms who keep the energy going after the tour moves on. They exclusively work with minority-owned local businesses and donate merchandise proceeds to the AICPA scholarship fund, addressing economic barriers to credentials.

These connections create lasting impact. McClelland shares an example: “There’s an amazing tax attorney who, it turns out, lives a few blocks away. And she and I have been friends ever since the first Women Who Count conference I attended.”

Perhaps most importantly, these conferences dismantle the competition myth. Fuller recalls Darren Root’s observation: “All of you own firms and take similar clients, but you almost never compete for the same client at the same time.” Now, when clients don’t fit her practice, she sends them to colleagues whose services match better.

This collaborative mindset changes everything. As Fuller describes, “When you feel that competitiveness from someone, you want to reach out and befriend them and teach them that’s not what we do. We are all friends now.”

The Future Is Intimate, Not Massive

WAVE Seattle caps attendance at 100. Women Who Count limits registration to 350. Advisory Amplified keeps each stop to 100. This approach ensures real connections over business card collections.

McClelland and Telka are bringing She Counts to Women Who Count with a two-hour live recording session on the main stage. The topic? Sexual harassment in the workplace, with an attorney and an HR expert as guests. Not material you’d see at a typical accounting conference.

What makes this movement revolutionary is the courage to acknowledge that traditional models have been failing women for decades. When conferences prioritize vulnerability over vendor halls, implementation over inspiration, and community over competition, they have the power to transform a profession.

Ready to experience the difference? Listen to the full podcast episode to hear how Pohan, Fuller, and Reeves are reshaping professional growth and discover which conference might catalyze your own transformation.

As McClelland and Telka remind us in every episode: if you’ve ever felt like you’re the only one, you’re not. And you don’t have to figure it out alone.

Whether you join WAVE Seattle’s pre-conference Zoom happy hours, experience Women Who Count’s radical inclusivity, or dive into Advisory Amplified’s hands-on workbooks, you’ll find what mainstream conferences have been missing: a community of women who understand that real professional growth requires real human connection.

Visit the She Counts LinkedIn page to share what you’d like to see at conferences for and by women. The organizers are listening… and more importantly, they’re acting on what they hear.