Leveraging the Strategic Planning Process: Transitioning from Employer to Employee

At the age of 26, I bought a home health agency that provided 24-hour care. Now if that wasn’t scary enough, I had the opportunity to sell it a little over three years later. As much as I loved my clientele, being my own boss and being in control of how the company was run, it was no longer ideal for my lifestyle. Running a 24/7 business meant I was on the go constantly, working evenings and weekends. I had no personal life, and my income fluctuated wildly from month to month. As I approached my 30s, I wanted more stability and work-life balance.

I knew that making the transition from employer to employee might be tough. Plus, I feared that I wouldn’t be able to find a job that matched my skill set and interests in a rural area where the closest job openings are typically 50 to 60 miles away.

Fortunately, through my network, I was able to land a job at Boomer Consulting, Inc. I didn’t know it at the time, but the mental process I went through when I decided to sell my business was a lot like the one we use when helping our clients with strategic planning.

At Boomer Consulting, we take our clients through a process called DOS: Dangers, Opportunities and Strengths. By identifying the dangers, we can help our clients guard against them. Opportunities are areas we can capitalize on and Strengths are the foundation for success.

Here’s how I started my own Strategic Planning session and went through the DOS process:


Are there any local job opportunities? Will I regret having sold my business? Is it going to be difficult answering to supervisors? Will I be comfortable settling for a salary?


Stable income & benefits, less personal stress, comradery with coworkers, training and learning new skills.

I knew from the beginning of talking to the team at Boomer that I would have a lot of opportunity for growth within the company. In fact, Gary Boomer even assured me that if we discovered I didn’t fit into my new role, I would have the opportunity to move into a different position.


Strong understanding of how difficult it can be to run a company and the stress that comes with dealing with employees and financials. Accustomed to effectively managing my time and providing customer service to clientele. Familiar with looking at the “big picture” as well as the future.

So how does this translate into actionable advice for an accounting firm? Of course, as a team member at Boomer Consulting, I recommend every firm goes through the Strategic Planning process so they can get aligned with a focused strategic plan and a strong vision for their future. But whether your firm has a strategic plan or not, it’s a good idea for any professional to keep DOS in mind. Spend some time thinking:

  1. What dangers exist in the profession or in the marketplace that could derail your career or your firm’s profitability?

  2. What opportunities do you have to capitalize on the changes taking place in the profession?

  3. What strengths do you bring to the table that will serve you well as you and your firm make a shift to become future-ready?

Now I’m sure you are wondering if I made the right decision. Of course I did! When employers treat their employees well, they tend to work harder and are more committed. Here at BCI, they practice what they preach. They treat their employees extremely well. They are flexible and supportive in all aspects of our work as well as invest in training, mindset, skillset and personal growth. Even better, I get to meet and work with some of the smartest people I’ve ever met. That’s an opportunity I may have never realized if I’d been too afraid to challenge my own status quo.

When it comes to strategic planning, many CPA firms are so close to their dangers, opportunities and strengths they don't know where to start. The Boomer Strategic Planning process provides firms clarity and understanding so they can focus on the right objectives at the right time.​

The Boomer Strategic Planning process has been refined by working with hundreds of CPA firms over the last two decades. The process focuses on building consensus and alignment while determining strategic objectives, measurements, supporting initiatives, due dates and responsible parties. All of this is built on your firms Vision, Mission and Core Values. Learn more at www.boomer.com/sp.

As a Solutions Advisor for Boomer Consulting, Inc.,