today's features

accountants keep upgrading clients

every year, the 2025 rosenberg map survey asks the industry’s top consultants to share their observations from cpa firms across the country: how do you think the next 12 months will unfold? trends? predictions? other thoughts? also, how would you assess the last 12 months? trends? observations? struggles?

hours will become obsolete.

by carl george
the rosenberg survey

firms will continue to upgrade their client profiles and disengage from clients who no longer fit. the result is more time will be spent on higher-value clients and emerging high-value clients. a strategy long overdue for some.

more: the 2025 rosenberg map survey is available from 卡塔尔世界杯常规比赛时间 here.
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this strategy meets the challenge of transactional versus relationship-driven. the key is to put a process in place that defines a high-value client, to prioritize the plan for each client, and to develop a side strategy that affords the appropriate resources (time and people) to give the high-value clients their due.
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beware potential loi issues

model train derailed as model workers look on

eight ways to derail a merger.

by marc rosenberg
cpa firm mergers: your complete guide

as you will see from reading these examples of issues i have seen arise at second meetings, touchy or sensitive items are much more easily dealt with before the letter of intent is prepared than after.

more by marc rosenberg
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the discussion at this second meeting steers the parties closer to a mutually acceptable transaction in the direction that the seller is looking for, thus minimizing contentious issues that often arise when an loi is issued that amounts to a “stab in the dark” by the buyer.

here are some agenda items for second meetings i have recently led:

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brolin: blueprint for empathetic leadership | the disruptors

embracing empathy helped build a healthier, more profitable firm with a smaller, stronger team.

this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
originally published aug. 19, 2025
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the disruptors
with liz farr

after decades in public accounting, years emceeing national conferences, and a long stretch coaching college softball, dawn brolin has learned something most leadership books bury in footnotes: empathy drives performance.

“empathy is, to me, the number one characteristic that a leader should follow,” she told host liz farr in her return to the disruptors. her latest book, the elevation of empathy: leading for the w.i.n., digs into why the accounting profession needs a different kind of leadership—one rooted in awareness, humanity, and intentional care.

more streaming: chang: killing saly, one agent at a time | vanover: 5-star firms don’t bill by the hourkless: 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 riseproctor: turn dumb ideas into brilliant solutionscarter-gray: how 1 poor review strengthened the firm | hartman: upwork to “40 under 40” in 3 yearstelka: transform fear into fuel | woodard: move past reports; deliver results | baker: find true purpose to end burnoutbrolin: the w.i.n. leadership formulagertrudes: how eos & “unreasonable hospitality” reshaped growthlab | vilms: the power of people in a tech-driven world | dickerson: from diagnosis to disruption | kapilovich: treat people like people | martha yasso: from wall street to main street | jackie meyer: tax plans in 90 seconds? believe it erica goode: build a $200k firm in 15hrs/week |

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accounting firms often reward technical strength or revenue generation with leadership titles. but brolin argues those metrics don’t create leaders; they create what she calls “appointed leaders.”

“you could be appointed a leader because of a skill or the amount of revenue you bring in. that doesn’t mean you are one,” she says.

real leadership, in her view, has less to do with credentials and more to do with emotional intelligence, personal responsibility, and daily behaviors that elevate the people around you.

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personal accountability moves you forward

young man facing image of himself

eight questions to ask yourself.

by martin bissett
business development on a budget

the secret to overcoming failure to correctly implement a successful business development strategy is by “winning your first client” and this starts by being accountable to someone for your performance.

more by martin bissett
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now that “someone” may be your fellow partners in the firm. if you are a senior manager, that may be the partner to whom you report.
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use industry practice groups to create value

portrait of a thoughtful businesswoman looking away in office

employ best practices and benchmarking.

by domenick j. esposito
8 steps to great

you know you need marquee clients, but how do you attract, develop and retain them? you do it by attracting, developing and retaining partners with industry, consulting and technical skills.

more by domenick j. esposito
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my basic belief is that accounting and auditing partners are the principal relationship partners in a cpa firm. they are the key to your business and the key to becoming a mid-market sustainable brand.
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