today's features
marketing & sales

it’s not selling, it’s service

have you thought about what you’re building?

by martin bissett
business development on a budget

being a successful person according to your own measurement of that, and your own goals and your own standards is different for everyone.

more by martin bissett
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if you’re comfortable with yourself, it’s very likely that others will be too. if you understand the value that you offer (how you can improve a client’s situation to move them closer toward their personal and professional aspirations), you’re likely to be able to convey that value in front of a prospect.

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featured video

carroll: when one person can break the firm | the disruptors

firms built on heroics instead of systems eventually crack.

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the disruptors
with liz farr

build a 7-figure firm in just 4 hours a week!

ashley carroll thinks burnout is a design flaw, not a personal failing.

“i’m a big believer that burnout is a business model flaw,” she says. in response, carroll created operations house to help founders reduce burnout and “step out of that role as the provider, the doer, the practitioner, and into an ownership level role.” 

more streaming: rampe: build a roadmap even when the road’s not there | chang: killing saly, one agent at a time | vanover: 5-star firms don’t bill by the hour | kless: profit is a result. flourishing is the purpose | whitman: build culture on ‘progress,’ not change | shein: no pe? no m&a? no problem | hood and weber: time to rise | proctor: turn dumb ideas into brilliant solutions | carter-gray: how 1 poor review strengthened the firm | hartman: upwork to “40 under 40” in 3 years |

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according to carroll, burnout stems not only from long hours but also from processes that lack four key qualities: reliability, efficiency, integration with existing systems, and psychological safety.

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charts & graphs

2026 outlook: why small firms, pe giants, and the middle are headed in different directions

a profession splitting in three.

by 卡塔尔世界杯常规比赛时间 research

the u.s. accounting profession is no longer moving along a single growth continuum. it is splitting into three distinct economic paths—each governed by a different logic, facing different challenges, and offering different prospects. in 2026, these paths are likely to diverge further.

more outlook & analysis

at one end, solo and micro-firm accountants are increasingly choosing independence and control over scale. at the other end, large firms backed by private equity are consolidating aggressively in areas where profits are already concentrated. between them sits the traditional mid-size firm, caught between two models that are pulling the profession apart.

for many mid-size firms, 2026 will force a choice: grow larger and enter the consolidation race? or deliberately shrink, specialize, and adopt a more solo-like economic model?

for smaller practices, it means they will find a supportive environment, provided they specialize and price their services intelligently. large firms will accelerate consolidation and extract scale-driven returns. and mid-size firms will face increasing pressure to choose a direction. read more →

client service opportunities

make distinctive service a process

businesswoman in a meeting with a male colleague smiling at him as they sit at a table discussing paperwork over coffee

what a client service plan can add.

by domenick j. esposito
8 steps to great

derived from the understanding that each client has a different set of needs, your firm needs to develop a client service plan that tailors your services to match client needs.

more by domenick j. esposito
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the client service plan ensures the highest level of quality service by focusing your engagement team on exceeding a client’s expectations.
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featured video

whitman: new firm deals: flexibility, culture, and the rise of “31 flavors” | holistic guide to wealth management

firms that prioritize, listen, and align position themselves for better long-term outcomes.  

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

phil whitman, president and ceo of whitman advisory, works with hundreds of cpa firms and more than 230 strategic investors across private equity, family offices, wealth management aggregators, and publicly traded consolidators. he sees a profession undergoing unprecedented transformation, and whitman has a front-row seat.

in this episode of holistic guide to wealth management, whitman shares his observations with me from his unique vantage point.  

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whitman points to 2021 as the inflection point for the profession’s transition. that’s when eisneramper became the first major cpa firm to accept private equity (pe) investment, followed shortly by citrin and cherry bekaert. those deals opened the gates for capital providers and ignited a wave of consolidation across firms of all sizes. the profession hasn’t looked back since. 

transaction activity has since accelerated, creating unprecedented competition for deals and pushing accounting firm valuations into territory the profession has never seen before.

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