Bissett Bullet: Beyond Compliance

Today’s Bissett Bullet: “Some of us are compliance providers only and there is absolutely nothing wrong with that if that’s what you want to do, but beware of what is happening elsewhere.”

By Martin Bissett

There are no two ways about it, tech is coming for your job if your job is compliance-based. Software companies want you to upload data to the cloud so that they can see what it is you do and create AI solutions for your clients. Will there still be compliance work out there? Of course, but whether or not it will be at a rate you are happy working for is yet to be seen.

This is solely a threat in terms of those clients who only have compliance needs. If you are a firm that is reliant on that work, now is the time to build a pipeline that brings you bigger and better clients. If you are already at the advisory stage then you cannot be replaced by tech. In fact, many firms that already go beyond compliance have written themselves into their clients’ strategic plans for years to come, because they are recognized as critical to that plan and an integral part of the business operation.

Today’s To-Do:

Take a look at your current client base. If you took your compliance-only clients out of the equation, what would you be left with?

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Posted on October 26, 2023

Martin Bissett

About the Author

Never Mind the Bullets digital daily | Learn more.

Martin Bissett is the author of

Never Mind the Bullets, the 366-day year-long daily email subscription providing guidance and inspiration for practicing professionals. | Learn more
Winning Your First Client,
Passport to Partnership, and
Meet Your New Best Client

Shop the Martin Bissett Practice Growth Collection

He is the founder of The Upward Spiral Partnership Ltd., the UK-based consulting firm that specializes in the implementation of professional selling and leadership skills in the next generation of accounting professionals.

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Previously, Martin served ten years on the board of directors of the UK’s leading provider of high-quality new business appointments for accountancy firms. There, he held the responsibility for the nurture and organic growth of the organization’s new client base, including six of the UK’s top 30 firms of accountants.

Martin became fascinated by the apparent juxtaposition of partners not vocalizing what they were looking for in terms of an accomplished skill set from their potential future partners and their managers not asking to discover what that skill set included, despite wanting to reach that very position. In a profession with a supposed “Succession Crisis” on the horizon, this apparent stand-off struck him as curious.

This has led Upward Spiral Partnership to personally interview several hundred partners and managers in the US and UK to learn what partners are looking for and how the managers see their own future in the firm. There are, of course, firms that have addressed this issue already, and their initiatives have also been captured.

The results of the research, including both the consensus and the exceptions to the general opinion, is called “Passport to Partnership.” This study provides the highlights of each factor that the majority of partners interviewed use as their criteria when evaluating whether someone in their organization can make it to the top.

As a result of the combination of his experience, intellectual property, and this proprietary research, Martin now consults with accounting firms in the UK, Europe, and the USA to support them in their transition through to the next stage of their development and growth.

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