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AI is reshaping accounting, but most CPA firms aren’t ready. Instead of chasing every new tool, firms need a practical transformation system. This article introduces the agentic workforce model, built on four attributes—staff on demand, algorithms, dashboards and community—to help firms modernize operations, protect technical expertise and position themselves for advisory growth.

AI is reshaping the accounting profession, but technology alone won’t determine who succeeds. Firms that combine strong leadership with intentional planning, efficient processes, empowered people, and AI-driven agents can turn disruption into opportunity. This framework outlines a practical formula for navigating change and building a future-ready firm.

Staying relevant in a fast-changing profession requires more than incremental improvement. This article outlines how accounting firms can use structured experimentation to test ideas, reduce risk, adopt new service models, and create sustainable growth—without betting the firm on unproven assumptions.

As advisory and consulting demand grows, traditional staffing models are falling behind. This article explores how a Staff on Demand strategy helps CPA firms close talent gaps, handle peak workloads, tap global expertise, and develop innovative, AI-enabled services without burning out core teams.

Exponential Organizations (ExOs) give CPA firms a roadmap for scaling growth, attracting top talent, and delivering 10x value to their best clients. This article walks through the key ExO attributes—like MTP, staff on demand, dashboards, and experimentation—and shows how firms can start applying them now.

CPA firms are under pressure to stay relevant in the age of AI and shifting client expectations. This article explains how a massively transformative purpose (MTP) can align your team, fuel innovation, and turn your firm into a magnet for talent and clients.

Incremental change won’t sustain relevance. This article makes the case for true transformation in accounting firms—shifting from compliance to confidence, aligning technology with strategy, and adopting eight mindsets (from adaptive thinking to digital trust) that equip teams to deliver higher-value advisory and drive growth now and in the future.

Pricing is an overlooked profitability lever. Value-based pricing and removing partner discretion can transform your business model and margins.

Discover the five key levers managing partners can pull to drive growth.

Embracing change isn’t enough in today’s disruptive environment. To change means to continue doing the same thing but introducing some variation. We often refer to this as directional innovation. You will get incremental improvement if you put a group of like-minded thinkers in a room. The key is transformation. What is transformation? Transformation means doing something utterly and radically different. Stepping outside of the box isn’t enough. We need to transform the box i

Last Published in Accounting Today | October 2023 In today's rapidly evolving business landscape, firms and their clients must adapt and transform to stay relevant and competitive. Visioning is critical in driving business transformation, providing the entire organization with a clear sense of direction, purpose and motivation. A powerful vision articulates what the company aspires to be, do, have, experience and create in the future, setting the foundation for strategic deci

Today, being a successful firm isn't just about technical skills; it's the people responsible for leadership, relationships, and innovation. A firm's strength lies in its dedicated team of professionals committed to ensuring client satisfaction, regulatory compliance, and streamlined operations. Leadership and first-class marketing and sales are critical skills and must be integrated with technical accounting and finance skills to create the desired experience for clients and

Automation and outsourcing are not enough to sustain success and remain future ready in the accounting profession. Challenges are continuous and occurring at an increasing rate for all firms and their clients. If your clients didn’t have dangers and opportunities, they wouldn’t buy your services. Remember, leaders focus on improving what is working, while managers tend to focus on what isn’t working. Self-disruption is indicative of a clear vision and isn’t always appreciated

In uncertain economic times, many firms feel the need to take on any client they can get. Yet one of the biggest problems firms have is too many small clients. I've often compared it to being too busy picking up $10 bills when there are $100 bills on the table. Unfortunately, some small businesses don't survive, some have trouble paying for the services firms provide, and some people aren't willing to pay enough to make serving them worthwhile. How much time is your firm spen

Practically every accounting firm partner I know complains about wasting time in meetings. I suspect this is because many, if not most, meetings in an accounting firm are poorly managed. Improving meetings in your firm can increase performance and focus on solving issues rather than just discussing them. Discussion is essential, but resolution is what differentiates high performers. Some of the tips I provide you may already know. But the question is, are you practicing them?

If you're a CPA firm leader looking to take your firm to the next level of growth, it can be daunting to think about all the potential strategies and opportunities that exist. However, the right approach is essential for finding success in an ever-changing market. Instead of just focusing on what has worked before, it's critical to explore new ways of thinking and planning to advance business objectives. Today, let's discuss how a holistic view of your firm's growth strategy

Accounting firms recognize their opportunity to deliver more value to clients by expanding their scope of services. Supplementing transactional and compliance services with higher-value consulting and advisory services helps firms tap into the potential for more profit and higher client satisfaction. Yet when we speak to accounting firm leaders from across the country, we hear a common question: "Where do we start?" Naturally, if you ask that question of four different people

Previously Published in Accounting Today | September 2022 Uncertainty. The capital markets don’t like it, nor do most professionals or their clients. The current talent market, new technology, interest from private equity and now The Inflation Reduction Act (IRA) continue to bring more uncertainty to our profession. While resiliency is important, adaptability is required to move forward into new opportunities. Professionals and firms who have an updated vision and plan have

Firms of all sizes are being challenged to meet the changing demands of clients and maintain relevance in the face of a rapid technological evolution that is automating many traditional core services. The convergence of technology, networks and sensors, artificial intelligence and deep learning disrupts the profession. At the same time, these technologies present an opportunity to build upon the compliance and transactional services clients need and provide the proactive advi

Many CPA firms are risk-averse, but are you so risk-averse that you’re missing value-added opportunities? Technology is rapidly changing client expectations and how you do business. You need to think differently about the services you offer. The following ten strategies are meant to encourage you to think and communicate with your partners, managers, staff and clients. By doing so, your firm can develop strategies that address key firm dangers: lack of growth, lack of success