Raising the bar on client service doesn’t mean sacrificing all your time.
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Accounting ARC
With Liz Mason, Byron Patrick, and Donny Shimamoto
Center for Accounting Transformation
Technology has changed how firms operate, but relationships—and setting clear expectations—remain central to client satisfaction.
In a recent episode of Accounting ARC, co-hosts Liz Mason, CPA; Byron Patrick, CPA.CITP, CGMA; and Donny Shimamoto, CPA.CITP, CGMA, tackled a pressing issue: how the accounting profession can evolve to deliver better client service in the digital age.
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“Client service is the number one reason we hear clients are looking for a new CPA firm,” says Mason, founder and CEO of High Rock Accounting. “We need to get back to the roots of our profession—deep relationships and great communication.”
Patrick, CEO of VERIFYiQ and co-founder of TB Academy, recalls a healthcare study that links malpractice lawsuits to poor bedside manner rather than treatment outcomes. “It’s not the quality of the technical work—it’s the interaction,” he says. “You can be a marginal accountant and still be successful if you’re excellent at client service.”
Shimamoto echoes those sentiments while highlighting a deeper need to address communication training in accounting education. “We’ve focused on the technical skills. But client experience—how we interact with clients—needs just as much attention,” he notes.
A key tension the trio explores is the friction between billable hour pressure and quality service. “Tracking every tenth of an hour doesn’t leave much room for empathy,” Mason says. “But being responsive, being human, doesn’t need to come at the cost of profitability.”
They also emphasize the importance of boundaries—both personal and professional. “Set expectations early and consistently,” Shimamoto advises. “This is how we prevent burnout while still delivering excellence.”
Patrick has a cautionary take for firms navigating client-facing technology: “Client portals were supposed to improve experience. But often, they’ve done the opposite by removing touchpoints that built trust.” Mason agrees, adding that tech glitches and poor vendor support can erode confidence.
As for the next generation of accountants, Mason believes they bring a healthier understanding of work-life balance. “They’re not anti-client service. They just want boundaries,” she explains. “And if we help them build systems that respect both clients and their time, the profession will thrive.”
The message was clear: in an age of automation and AI, client service remains a human endeavor.
Top Takeaways
- Client service is often the deciding factor in whether clients stay or leave a firm.
- Communication is a critical accounting skill, but it is still rarely taught.
- Firms must set and manage both client and employee expectations around service.
- Boundaries prevent burnout and support better service delivery.
- Technology can support—but also hinder—relationships.
- Client portals and automation must be intuitive and reliable to add value.
- Generational preferences affect communication styles.
- Service expectations should be addressed during interviews and onboarding.
- Accountants should screen clients for expectations, just like clients screen firms.
- Culture, communication, and client experience must be strategic priorities.