Dicey Disruptions

And the five strategies your firm will need.

By Gale Crosley

A year ago, firms were struggling. The organic growth of the top 100 slid down to 4.6 percent, the lowest level since 2011.

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Was it because…?

The profession was resource-constrained?
Was it the distraction of technology transformation?
What about distractions caused by mergers?
Or possibly all of the above?

Here are the five best strategies to consider going forward:

Posted on December 11, 2019

Gale Crosley

About the Author

Gale Crosley, CPA, of Crosley+Co., is one of the Most Recommended Consultants in the Inside Public Accounting BEST OF THE BEST, one of the Top 100 Most Influential People in Accounting by Accounting Today and has been named to The Advisory Board Hall of Fame.

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She consults with large and large-thinking accounting firms, assisting managing partners, partners, and marketing directors, to effectively increase their firm’s revenues. She guides them through development of the best strategies and tactics to achieve aggressive revenue growth objectives. Gale’s 35-year-plus career represents a unique combination as a practicing CPA at Arthur Andersen, PwC, and a local CPA firm. She has also held senior management roles in business development and marketing in the cutting edge technology environment with IBM, MCI and several start-up technology companies. Gale has helped dozens of large and large-thinking firms, both domestic and international, create high growth cultures, driving revenue from all aspects of the practice. She is an honors accounting graduate from the University of Akron, Ohio, and winner of the Simonetti Distinguished Business Alumni Award. Gale is a licensed CPA in Ohio and Georgia, a member of the AICPA, the Ohio Society and Georgia Society of CPAs, and is on the Editorial Advisory Board of the Journal of Accountancy. Her cornerstone book, At the Crossroads, chronicles the challenges and successes of a fictional CPA firm struggling with growth.

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