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bryant, crabtree: ownership, flexibility, and empathy matter | holistic guide to wealth management

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only firms embracing culture, collaboration, and client impact will survive the next era.

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by rory henry cfp®, bfa™
for 卡塔尔世界杯常规比赛时间

the traditional cpa firm model is at a major crossroads. with an aging leadership base, evolving client expectations, and growing private equity interest, firms must rethink how they operate—or risk falling behind. 

more rory henry and the holistic guide to wealth management

buy the holistic guide to wealth management

“many firms are still stuck in outdated models centered around hours and billables,” observes randy crabtree, cpa, founder of tri-merit specialty tax professionals, during a recent panel discussion for contributors to my new book holistic guide to wealth management. crabtree says he’s avoided time tracking for most of his career because he believes it distracts from real value delivery. 

“we can do things better and more efficiently,” says crabtree. he argues that if working more efficiently means it takes less time to get the work done, then we shouldn’t be paid less money.  
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ai is not your enemy; here’s why

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clients will always need context.

by penny breslin
it’s not just the numbers

in 1994, in a small hotel meeting room in colorado springs, 50 accounting firms were up in arms when the presenter mentioned quickbooks. they shouted angry comments: “quickbooks is destroying my business.” “they want to take my clients.” “they are giving people a false sense of security with their commercials that say, ‘if you can write a check, you can do quickbooks.’”

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the presenter was nervous and asked me what he was to do. i said i use quickbooks for your company, and i have no idea what i am doing, and i could use an accountant to teach me.

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manage change through a pact

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portrait of will hill
hill
 will hill is the founder and owner of will hill consults, llc,  a coaching and consulting firm serving the tax and accounting profession. he has been serving the tax and accounting community since 2001.

are you communicating enough?

by will hill
the holistic guide to wealth management

the pace of change in the tax and accounting profession has increased dramatically in the last 20 years. some change, such as regulatory change, is forced. other forms of change, such as technology change, is imperative to make. but when it comes to making changes to your client engagement strategy, that choice is yours. i have not spoken to a firm owner yet over the past half decade who hasn’t had at least one significant change to their practice during that time. many have gone through multiple changes per year.

more: priority no. 1: your mental and physical health | build stronger financial futures with health care planning | use goodwill to maximize exit readiness | a question of trust: not just for the wealthy | bridge the advice gap for better financial futures | subscriptions beat aum and hourly fees for wealth management | pursue excellence to win the battle for talent | seven tech keys to a holistic service model | toward a 21st-century cpa: a dynamic vision | why cpas are best positioned to become financial advisors | rory henry upends the traditional accounting firm
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

 

but just because you have gone through changes to your practice doesn’t mean you’ll be more successful. so, when we look at firms that have navigated change successfully to make a positive impact on their business, what sets them apart? they have one thing in common: they make “a pact” for success.
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in 3 years, 1/2 of accounting leaders will be irrelevant | accounting influencers

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private equity is redefining influence, and only agile, change-ready professionals will survive.


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accounting influencers
with rob brown

in the next 36 months or so, nearly half of accounting leaders could find themselves labeled as legacy problems. that’s the stark prediction in the latest episode of accounting influencers, where host rob brown unpacks how private equity is fundamentally reshaping the rules of leadership, authority, and influence in the profession.

more accounting influencers with rob brown

as private equity (pe) firms continue to invest heavily in accounting, they’re accelerating transformation—and not everyone is keeping up. “this is not just about writing big checks,” says brown. “it’s a power shift that rewards adaptability, speed, and strategic boldness over patience and technical seniority.”

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ditch the sales pitch

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two men standing and shaking hands

three steps to finding a mutual cas fit.

by hitendra patil
client accounting services: the definitive success guide

“i am not a good salesperson.”

i have lost count of how many accountants have told me this over the years. but i also learned that what they really mean is that they do not have a well-defined, structured “sales process.”

more by hitendra patil: the dna of advisory-cas | advisory is not consulting | what exactly is client advisory services? | review your cas offerings | cas prospects want proof? you’ve got that | what ai ceo’s warning means (and doesn’t) for accountants | ditch the sales pitch | how to get cas clients to blow your horn | four questions for choosing cas clients | what is your firm’s marketable value? | seven tips for cas marketing | twelve things that kill your cas profits
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this post is not about fundamental sales skills. that is beyond our scope. this is more about how to develop and execute your client accounting services sales process, pitch and supporting collaterals that can help get you more cas sales.
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automation is key to accounting

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humans remain best for critical thinking.

by jody grunden
building the virtual cfo firm in the cloud

there’s no doubt that advancements in technology are changing the world, and the accounting industry is no exception. technology is making us more productive, more efficient and more connected.

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on the flip side, it’s also taking over some of our jobs. this is a reality in the accounting industry that we cannot ignore. technology is driving major changes for the future of the accounting world. we need to be aware of what’s happening and take strategic steps to advance along with these changes. otherwise, we are going to be left in the dust.
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leadership separates standout accounting firms

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commitment matters; size doesn’t.

by anthony zecca
leading from the edge

let’s talk about leadership – the type of leadership necessary to drive an organization to become a standout, high-performing organization. although many of the principles are applicable to any middle-market organization, i have focused on professional service firms and within that, accounting firms where i spent my entire career.

every firm, every firm leader, every partner, and every team member can stand out and be a top performer. it’s a choice and a commitment to excel.

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throughout my career, i have worked with some fabulous standout organizations, some that were just improving a little each year and some that could not get out of their own way. i have worked with many leaders who consistently drove their organizations to excellence and significant growth in revenue and profits outperforming most in their industry.

i started to wonder, was there one factor that these standout organizations all shared?

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ten key guidelines for accounting staff

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woman mentoring man in office

emphasize delegation, trust and empowerment.

by jackie meyer

hiring someone is just the beginning. what you do after they join is what truly determines whether you get the benefits of having a team.

more: hiring strategies for your dream team | the ai revolution: embracing artificial intelligence in your practice | leverage technology for growth | streamline your operations with systems and processes | craft tiered service packages for maximum impact | master the roi method: price for value, not time | from compliance to advisory: shifting the value proposition | niche down to scale up | how to define your vision | how i became an accidental entrepreneur | build a seven-figure firm in four hours a week
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many entrepreneurs struggle with letting go of control. it’s natural – this practice is your baby! but micromanaging or failing to properly delegate will squander your investment in a new hire and frustrate both of you. here’s how to build a team that actually lightens your load:

  • delegate effectively: delegation is not throwing a task over the fence and hoping for the best. it involves clear instructions, the right resources and appropriate authority given. when you delegate, be explicit about the outcome you expect, any important parameters, and deadlines. for example: “please reconcile client x’s bank accounts for september and october and note any discrepancies or unusual items for my review by friday.” provide context too: “they had an issue last month with a missing deposit, so keep an eye out for that.” as your team member proves themselves, you can delegate in broader strokes. early on, check in periodically (but try not to hover). think of delegation as a skill you practice – you’ll get better at it over time.

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