19th Annual Edition
Alliance Resource Group Why Use The ARG Guide Alliance Resource Group (ARG) is Southern California’s leading Finance and Accounting staffing partner. We leverage deep connections within California’s business community to match top talent with some of the region’s most respected companies. Unmatched market knowledge. We understand business. No other firm can match the depth of our financial recruiting expertise or our knowledge of Southern California’s talent community. Intelligent hiring strategies. We don’t just recruit, we consult. We solve problems. We deliver intelligent strategies for hiring, and we help you work more efficiently.
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Candidate-first methodology. Our unique discovery process provides an exceptional understanding of the competencies and interests of the financial professionals we place. Our approach streamlines the hiring process and leads to greater employee engagement and retention. An exceptional experience. At ARG, we’re not only your recruiter, we are your partner. We provide a more collaborative, consultative, and strategic approach to hiring and are fully invested in your long-term success. HOW WE COLLECTED THE DATA Data and insights in the 2022 Salary Guide were gathered from a variety of reliable sources including the U.S. Bureau of Labor Statistics, Staffing Industry Analysts, local universities, online resources, and various studies published by large consulting firms. ARG executive search and placement activity, along with interviewing key financial/employment personnel, also contributed to this report. The content represents Alliance Resource Group’s interpretation and analysis of information generally available to the public and/or obtained from sources believed to be reliable. No representation or warranty (express or implied) is given as to the accuracy and completeness of the information contained in this publication.
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2022
Navigating Known Unknowns
2022 is a special year for Alliance Resource Group. It marks the 19th annual edition of our Salary Guide, celebrating the partnerships that have led to the data and insights shared within these pages, as well as the tenacity of the Accounting and Finance industry that continues to thrive amidst unprecedented hardships. 2022 is also a year of known unknowns — things that we know exist, but we don’t have all of the information to fully understand. In this guide, we’ll look at market perspectives, economic projections, employer incentives, and employee attitudes and expectations.
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We’ll discuss 2022 salary numbers and examine industry trends — and we do this with cautious optimism. New COVID-19 variants are prolonging the uncertainty of the past two years, but ARG will continue to support the Accounting and Finance industry with forecasting tools, data, insights, and resources to help navigate the future unknowns. We’re excited about the road ahead, uncertain as it may be, and look forward to helping support teams and individuals throughout Southern California capitalize on this unprecedented time.
Jennifer Hannigan CEO, Alliance Resource Group
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Trends for 2022 Is the Future of Work Hybrid? When it comes to employee wellness and satisfaction, two things were learned from COVID-19. People like working from home, but they also miss social interactions and collaborating with peers. A Microsoft and LinkedIn work trend survey of 30,000 people in 31 countries found that “Employees want the best of both worlds.” More than 70% of workers want the flexibility to work from home, while 65% crave more in-person time with their teams. What this means for Accounting and Finance organizations is that the hybrid work environment is here to stay. Implementing a hybrid work policy that gives employees the option to blend their time at the office and home might be critical for 2022 and beyond. Many organizations are crafting pilot policies that offer the flexibility of a few days in the office each week.
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The benefits of hybrid work include: • Beating digital fatigue and boosting employee morale through onsite collaboration. • Refocusing on professional development through in-person mentoring and coaching. • Reducing commute time and providing flexibility with childcare and schooling. • Saving money with fewer onsite employee expenses. • Improving digital literacy with new technology and virtual collaboration tools.
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their teams. [
More than 70% of workers want the flexibility to work from home, while 65% crave more in-person time with
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But the return to work is also loaded with known unknowns: • Federal law now makes it permissible to mandate employees return to the office, but should we? • Who should be required to return onsite? • How should employers handle people who are hesitant to return, and is there any liability associated with that? • Should employers require onsite employees be vaccinated? • When it comes to the workplace, which governing agency is responsible for rules and regulations? • How should employers monitor remote hours worked and required breaks for work-from-home (WFH) employees? • What are the guidelines for WFH workers compensation issues? • Will employers provide office equipment and furniture for WFH employees? • What should an employer do to mitigate COVID- related harassment, discrimination, and retaliation claims? Many of these questions are considered known unknowns because the laws and requirements change frequently as the world navigates the unprecedented pandemic response. The safest approach to crafting workplace reentry and COVID-
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related policies is to work with an employment law attorney. To learn more and see recommendations for the questions listed here, watch ARG’s conversation with prominent employment law attorney and AALRR Partner Carol Gefis, or read the article. The Long-Term Effects of WFH Perhaps one of the biggest known unknowns is the long-term effects of working from home. While WFH may have increased productivity in some instances, it’s come at the expense of eroding shared experiences, professional development, and company culture. Much research in the past 18 months points to high levels of loneliness, stress, and depression with unknown long-term post-pandemic consequences. A TELUS International survey found that three quarters of respondents struggle with anxiety at work as a result of the pandemic, and 80% would consider transitioning into a new company that focuses on mental health support. There’s also evidence that both hard and soft skills, such as communication, problem solving, and conflict resolution are diminishing with less in-person training and interactivity. Other authors and researchers have found WFH overrated with detrimental impacts on creativity.
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SHRM reported that workplaces will feel the aftershocks of isolation and burnout long after the pandemic is over. A lot of data in the past two years has focused on the business benefits of WFH: lower overhead, reducing office footprint (and rent), and increased productivity. But what’s good for business isn’t necessarily good for people. As many organizations begin to return to the office there’s ample opportunity to put people first: Build in-person collaboration and camaraderie. There is a critical need for human connection, and studies show that collaborating at work increases problem solving, builds interpersonal skills, drives motivation, improves communication, and leads to higher job satisfaction. Help employees reset boundaries. WFH has blurred business and personal time. Employees increasingly report longer days and “always being on.” It’s time to reset healthy boundaries, truly unplug when heading home, and reinforce work-life balance. Update benefit packages. Employees expect a greater focus on their mental and physical wellbeing; this should be reflected in benefit packages. Wellness stipends, reimbursement policies, and fitness memberships are easy ways to offer meaningful, additional perks.
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While WFH may have increased productivity in some instances, it’s come at the expense of eroding shared experiences, professional development, and company culture.
[
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Enhance office space. Make the office a place that attracts employees. Research shows that quality workplace design reduces stress and increases productivity. An overwhelming 87% of employees said they want healthier workspaces that include wellness rooms, standing desks, ergonomic seating, natural light, and fresh air. Improve technology. As businesses navigate flexible workspace, it’s critical to install the right technology to facilitate remote collaboration with onsite employees. Investing in top-quality hardware and IT infrastructure ensures that teams remain productive and connected, regardless of working in the office, at home, or from another remote location. Top tech also keeps employees frustration-free and productive. Reestablish company culture. Reengage employees through empathy and shared leadership. Company culture improves when leaders provide greater transparency and better communication of purpose, values, and goals. The pandemic has also left people seeking stronger connections with local and global communities. Many organizations are placing greater emphasis on culture, core values, and community, resulting in employees feeling deeper respect and pride in the positive impact beyond office walls. Gensler explains how community impact is a key strategy in returning to the office.
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Hiring in Multiple Geographic Areas Remote work has opened new avenues for hiring top talent. Without geographical restrictions, employers have become more competitive in attracting highly skilled candidates from other geographies. But there are implications in out-of-area hiring.
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1. Tax and payroll headaches could impact the employer and employee, where the employer incurs unexpected local and state taxes while the employee might need to pay income tax in both states. Unfortunately, there is no one-size-fits-all approach as the laws differ state by state. 2. Expected hours of operation should also be considered. As a West Coast-based employer, will all employees be expected to maintain the same hours of availability regardless of time zone? 3. Some states laws differ on paid family leave and sick time, and not all states recognize the same holidays. These situations should be factored into remote work policies. 4. Workers compensation and unemployment insurance are two other significant considerations. Usually the employer is required to obtain both types of insurance from the state in which the employee works. 5. Pay is perhaps the most critical consideration. Employers must determine fair pay for out-of- state employees and balance that with skill sets, experience, and expertise. And organizations need to prepare for employee wage conversations. Employers cannot prohibit workers from discussing pay and compensation. So be prepared to hold difficult conversations if there are significant discrepancies based on out-of-state salary rates.
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Refreshed Focus on Professional Development The complexity of managing onsite, remote, and out-of-state employees, places greater emphasis on professional development. With more and more organizations working to overcome the silos that developed during the past two years, nothing says “I value you” more than investing in your employees. Professional development and learning opportunities increase employee engagement, productivity, and value — a win-win-win from all perspectives. There are online learning programs that empower employees to grow at their own pace on their own time, as well as group trainings that promote self- growth, company improvement, and team building. [ Professional development and learning opportunities increase employee engagement, productivity, and value — a win-win-win from all perspectives.
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However, structured learning programs can be costly and require investment in time, money, and attention to ensure they align with organizational strategy and goals. Not all organizations have clarity on 2022 budgets with the ability to allocate money for training, upskilling, and professional development. While some purse strings remain tight in the face of COVID variants cropping up around the world, it might be more prudent to focus on internal coaching and mentoring. Connecting less experienced employees with senior colleagues who are dedicated to helping others achieve career goals helps raise morale, build skillsets, and ultimately contribute to greater levels of employee satisfaction and productivity. It can also open doors for promotions, cross-functional collaborations, and reverse mentoring where newer employees provide tenured professionals with different perspectives and fresh insight.
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Improving Diversity and Inclusion Consumers, employees, and communities increasingly value diversity and equity. Across all industries, diversity and sustainability initiatives are top reasons that future talent joins and remains with companies. These values differentiate organizations from competitors and build a company culture of inclusion, pride, and trust. Providing equal opportunity for all people, regardless of background or profile, creates equal chance for success. Diversity and inclusion initiatives also engage company leaders. They can create accountability to ensure and prepare a diverse workforce of the future. Team members should be selected and hired not just for immediate needs, but also for key factors around diversity. This is critical for talent decisions and planning the pipeline for the future. Refocus on Company Culture The past two years have reminded us how success is achieved through collaboration and teamwork. During the pandemic, organizations pivoted to address challenges through creativity, inspiration, and aspiration. Company culture improved when
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Providing equal opportunity for all people, regardless of background or profile, creates equal chance for success. Diversity and inclusion initiatives also
engage company leaders. [
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[ During the pandemic, organizations pivoted to address challenges through creativity, inspiration, and aspiration. Company culture improved when leadership became more engaged and transparent through better communication of purpose, values, and goals.
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leadership became more engaged and transparent through better communication of purpose, values, and goals. Servant leadership became a common theme with companies actively improving local, regional, and global communities. This refocus on culture, purpose, mission, core values, and community renewed employee engagement and instilled a sense of pride in the positive impact beyond office walls. The 2021 Deloitte Global Millennial Survey found that younger employees (both millennials and Gen Zs) lean on their values when making career choices and are prepared to work for organizations that align with their personal ethics. This determination to take action and drive the change they want to see in the world is encouraging corporations to adopt community-based programs that are genuine with lasting impact. 2022 will focus on redesigning the employee experience with more involvement in company mission- and values-driven task forces, inter- department teams, and initiatives — such as diversity and inclusion. The more employees are engaged, have a sense of pride, and can see the lasting impact of the greater good, the higher the levels of retention and satisfaction.
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Inflationary Salaries In Finance and Accounting, attracting and retaining top talent has been a struggle for years. But the 2021 talent shortage changed the talent landscape, creating a candidate-driven market with never- seen-before inflationary salaries. Turnover reached an all-time high with skilled candidates being ultra- selective and getting multiple offers, as well as counter offers from their current employer. The Conference Board reported that while pay raises are returning to pre-pandemic levels across all industries, rising prices mean higher salaries may not keep pace with inflation . The average US salary increase budgets are projected to grow to 3.3% in 2022, indicating continued economic recovery and an increasingly tight labor market. But the known unknown is that employers are still facing economic uncertainties, magnified by the threat of the Delta variant. This could impact the ability to provide pay raises that keep pace with inflation. 2022 could result in another year where turnover rates remain high as all levels of talent continue to search and find better-paying positions elsewhere.
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[
While pay raises are returning to pre- pandemic levels across all industries, rising prices mean higher salaries may not keep pace with inflation.
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Final Thoughts Short-Term Decisions vs. Long-Term Strategy
From the long-term effects of WFH to the hybrid workplace to inflationary salaries and economic uncertainties, the year ahead is laden with unknowns. The Accounting and Finance Industry has a tremendous task ahead in balancing short-term decisions with long-term strategy. Sustainable talent acquisition, greater diversity and inclusion, and improved company culture are key focus areas. But hiring and retention in a candidate-driven market, along with cautionary budget activity, constrict these important initiatives. One thing is for certain, 2022 is the year to put people first. It’s the year to infuse empathy in operations, the year to remain agile, and the year to seek help in navigating the unknowns. Regardless of the road ahead, Alliance Resource Group is here to help you hire smarter and maintain a competitive edge.
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Benefits and Perks
Benefits have become as important as compensation when hiring and retaining talent. And, over the past two years, employee expectations, attitudes, and needs have changed. Modern benefit packages include flex work options, emergency savings accounts, and mental wellness programs. While some of these might have been considered extreme in the past, companies today are becoming innovative with their employment perks. COVID-19 also put a spotlight on offering benefits that empower employees to prioritize their families, personal needs, and quality-of-life improvements. A 2021 Care.com survey of 500 C-suite HR leaders reveals a more holistic understanding of employee wellness and work-life balance, which leads to new or increased care benefits for 2022.
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A survey of 500 C-suite HR Leaders asked them to select ALL the benefits their organization plans to offer or expand in 2021-2022.
Health and dental insurance
57% 57%
Retirement plan
Health and fitness discounts
51% 51%
Mental health support
Child care benefits
50%
Paid vacation and sick days
48%
Learning and development support
44%
Senior care benefits/support
42% 42%
Paid maternity/paternity leave
Wellness benefits, not including care
39%
Food/meals
37%
Home office stipends
36%
Tuition reimbursement
32%
Commuter benefits
27%
Adoption/fertility assistance
24%
None of the above
2%
0
10
20
30
40
50
60
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R E S O U R C E G R O U P
Salary Guide Numbers Chief Financial Officer R evenue In Millions 2022 Compensation Range
% Paid In 2021 *Average Bonus
500+
$350,000 - $600,000 $275,000 - $450,000 $210,000 - $325,000 $200,000 - $250,000
60% 50% 40% 35%
100-500 50-100
0-50
Corporate Finance Experience/Title SVP/VP OF FINANCE
% Paid in 2021 *Average Bonus
2022 Compensation Range
$220,000 - $345,000 $160,000 - $250,000 $120,000 - $165,000 $90,000 - $115,000 $72,000 - $91,000 $61,000 - $73,000
35% 15% 10%
DIRECTOR MANAGER
SENIOR
7% 4% 3%
1-3 YEARS TO 1 YEAR
FINANCE ASSOCIATE III (M&A) $138,000 - $174,000 FINANCE ASSOCIATE II (M&A) $130,000 - $153,000
195% 125%
FINANCE ASSOCIATE (M&A)
$73,000 - $87,000
30%
CAO/Controller R evenue In Millions
% Paid In 2021 *Average Bonus
2022 Compensation Range
500+
$225,000 - $350,000 $175,000 - $270,000 $160,000 - $200,000 $140,000 - $180,000
40% 30% 20% 15%
100-500 50-100
0-50
Director of Accounting/Assistant Controller R evenue In Millions 2022 Compensation Range
% Paid In 2021 *Average Bonus
500+
$160,000 - $225,000 $145,000 - $175,000 $140,000 - $150,000 $130,000 - $145,000
25% 20% 15% 10%
100-500 50-100
0-50
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Financial/SEC Reporting Experience/Title
% Paid In 2021 *Average Bonus
2022 Compensation Range
DIRECTOR MANAGER
$155,000 - $225,000 $120,000 - $160,000 $95,000 - $115,000
20% 12% 10%
SENIOR
Revenue Accounting Experience/Title
% Paid In 2021 *Average Bonus
2022 Compensation Range
DIRECTOR MANAGER
$150,000 - $200,000 $120,000 - $155,000 $95,000 - $120,000
20% 15% 10%
SENIOR
Accounting Manager/Accounting Supervisor R evenue In Millions 2022 Compensation Range
% Paid In 2021 *Average Bonus
500+
$125,000 - $145,000 $115,000 - $130,000 $105,000 - $125,000 $100,000 - $115,000
15% 10% 10%
100-500 50-100
0-50
8%
Senior/Staff Accountant Experience/Title
% Paid In 2021 *Average Bonus
2022 Compensation Range
SENIOR
$90,000 - $110,000 $65,000 - $90,000 $57,000 - $69,000
10%
1-3 YEARS TO 1 YEAR
8% 5%
Cost Accountant Experience/Title DIRECTOR/ SENIOR MANAGER
% Paid In 2021 *Average Bonus
2022 Compensation Range
$140,000 - $190,000 $120,000 - $150,000 $90,000 - $125,000 $75,000 - $95,000 $65,000 - $78,000
15% 10%
MANAGER
SENIOR
6% 5% 2%
1-3 YEARS TO 1 YEAR
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Public Accounting/Audit Experience/Title
% Paid in 2021 *Average Bonus
2022 Compensation Range
SENIOR MANAGER
$135,000 - $185,000 $115,000 - $160,000 $88,000 - $110,000 $70,000 - $90,000 $63,000 - $72,000
10%
MANAGER
8% 5% 5% 3%
SENIOR
1-3 YEARS TO 1 YEAR
Public Accounting/Tax Experience/Title
% Paid in 2021 *Average Bonus
2022 Compensation Range
DIRECTOR
$165,000 - $225,000 $135,000 - $185,000 $115,000 - $160,000 $88,000 - $110,000 $70,000 - $90,000 $63,000 - $72,000
15% 10%
SENIOR MANAGER
MANAGER
8% 5% 5% 3%
SENIOR
1-3 YEARS TO 1 YEAR
Accounts Payable/Accounts Receivable Experience/Title 2022 Compensation Range
% Paid in 2021 *Average Bonus
DIRECTOR/MANAGER
$85,000 - $135,000 $60,000 - $87,000 $50,000 - $65,000 $45,000 - $55,000
7% 5% 5% 2%
SUPERVISOR
LEAD
CLERK
Payroll Experience/Title
% Paid in 2021 *Average Bonus
2022 Compensation Range
DIRECTOR/MANAGER
$100,000 - $135,000 $65,000 - $100,000 $48,000 - $65,000
10%
SUPERVISOR
5% 2%
CLERK
Credit Analysis/Collections Experience/Title
% Paid in 2021 *Average Bonus
2022 Compensation Range
DIRECTOR/MANAGER
$95,000 - $172,000 $75,000 - $100,000 $55,000 - $85,000 $42,000 - $58,000
10%
SUPERVISOR
7% 5% 2%
CREDIT ANALYST
CLERK
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Tax Experience/Title
% Paid in 2021 *Average Bonus
2022 Compensation Range
VP OF TAX DIRECTOR MANAGER
$225,000 - $330,000 $179,000 - $228,000 $124,000 - $165,000 $115,000 - $150,000 $87,000 - $130,000 $65,000 - $80,000
40% 20% 12%
SUPERVISOR
9% 7% 4%
SENIOR
STAFF
Treasury Experience/Title TREASURER
% Paid in 2021 *Average Bonus
2022 Compensation Range
$195,000 - $300,000 $160,000 - $225,000
25% 20% 10%
ASSISTANT TREASURER
CASH/TREASURY MANAGER $115,000 - $165,000 SENIOR TREASURY ANALYST $85,000 - $130,000
8% 5% 2%
1-3 YEARS TO 1 YEAR
$69,000 - $92,000 $61,000 - $72,000
Internal Audit Experience/Title
% Paid in 2021 *Average Bonus
2022 Compensation Range
VP OF AUDIT
$200,000 - $310,000 $160,000 - $220,000 $125,000 - $165,000 $85,000 - $120,000 $62,000 - $90,000
30% 15% 10%
DIRECTOR MANAGER
SENIOR
8% 3%
STAFF
*ACTUAL AVERAGE BONUS PERCENTAGE PAID, NOT TARGET BONUS
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Key Economic Data
Unemployment Rate
2016 4.7% 4.0% 5.2%
2017 4.1% 3.5% 4.7%
2018 3.9% 2.7% 4.6%
2019 3.5% 2.4% 4.0%
2020 6.7% 9.5%
2021 est.
National
5.0% 6.0% 9.0%
Orange County
LA County
12.3%
Labor Force Participation Rate 2016 2017
2018
2019
2020
2021 est.
National California
62.7% 62.2%
62.7% 62.9%
63.1% 62.4%
63.2% 62.5%
61.5% 60.0%
61.7% 61.2%
Real GDP
2016
2017
2018
2019
2020
2021 est.
Real GDP - Billions $
$17,784
$18,224 $18,752 $19,090 $18,768 $19,400
Real GDP - Annual % Change
1.9%
2.5%
2.9%
1.8%
-1.7%
3.4%
Inflation Measures
2016 1.3%
2017 2.1%
2018 1.9%
2019 2.3%
2020 1.4%
2021 est.
CPI - Annual % Change
5.3%
Interest Rates
2016
2017
2018
2019
2020
2021 est.
Federal Funds Rate
0.75% 3.75% 2.45% 4.30%
1.50% 4.50% 2.58% 4.00%
2.00% 5.35% 2.69% 4.55%
1.55% 4.75% 1.92% 3.73%
0.08% 3.25% 0.93% 2.67%
0.10% 3.25% 1.35% 2.90%
Prime Rate
Treasury Bond, 10-Year
30-Year Mortgage
Housing Starts - US
2016 1,287
2017 1,267 205.7 -1.6% 6.2%
2018 1,142 213.9 -9.9% 4.0%
2019
2020 1,661 242.2 7.4% 10.2%
2021 est.
Housing Starts (thousands)
1,547 219.8 35.5%
1,650 270.0 -0.7% 11.5%
Home Price Index (year 2000 = 100) 193.7
Housing Starts - % Change Home Prices - % Change
11.2%
5.3%
2.8%
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Resources Alliance Resource Group articles to help you navigate the known unknowns of 2022. CALIFORNIA IS REOPENING: IT’S TIME TO GET BACK IN THE OFFICE AND SHINE CALIFORNIA IS REOPENING: HERE’S YOUR QUICK LIST OF WORKPLACE DOS AND DON’TS FACING A TALENT SHORTAGE? CONSULTANTS CAN HELP FILLING YOUR PIPELINE DURING A TALENT WAR HIRE SMART POST-PANDEMIC JOB HUNTING DURING THE RECOVERY: NOW IS THE TIME! PROACTIVE CAREER MANAGEMENT: PREP FOR THE INTERVIEW PROCESS IN A CANDIDATE-DRIVEN JOB MARKET PROACTIVE CAREER PLANNING: NAVIGATING A CAREER TRANSITION Q3 2021 PERSPECTIVE: OPTIMISM FOR A REBOUND GAINS MOMENTUM REENTRY AND REOPENING: AVOIDING LANDMINES ON THE ROAD BACK TO WORK STRATEGIES FOR RETAINING TOP TALENT IN 2021 AND BEYOND (PART 1) THE FUTURE OF WORK IS FLEXIBLE: DO YOU HAVE A HYBRID WORK POLICY? WEBINAR: AVOIDING LANDMINES ON THE ROAD BACK TO WORK
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Smarter Recruiting Contact us to learn more. www.allianceresourcegroup.com Southern California Headquarters 2525 Main Street, Suite 440 Irvine, CA 92614 I 949.250.1600
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