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OUTLOOK & ANALYSIS

PE, M&A Will Consolidate Accounting Profession

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?

Move to more corporate culture helps ease staffing shortages.

By Terry Putney
 The Rosenberg Survey

I expect to see at least 100 to 150 acquisitions made by private equity or PE-backed CPA firms in the next 12 months. I expect to see as many as 15 to 20 of the Top 100 firms either be acquired by a PE-backed Top 100 firm or take investment from PE and remain independent.

MORE: The 2025 Rosenberg MAP Survey is available from CPA Trendlines here.
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I think we will see between two and five of previous investments made in CPA firms by PE change hands in the next 12 months. Up to now, only one major flip has occurred, the New Mountain Capital sale of their interest in Citrin Cooperman to Blackstone. Incidentally, New Mountain Capital reinvested those proceeds to a great extent with an investment in Wipfli and still holds an investment in Grant Thornton.
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OUTLOOK & ANALYSIS

Accounting Firms Upshift to Corporate Model

three people standing and talking around table in brick conference room

Expect competition from non-CPA firms.

By Terry Putney
The Rosenberg National Survey of CPA Firm Statistics

The private equity influence and activity clearly will continue to dominate mergers and acquisitions in the profession in the near future. At this point there is likely over $10 billion in fee volume generated by firms PE has invested in. Even more if you include ESOP-based firms (an alternative form of investment). Contrast that with less than $2 billion at the height of the consolidation phase in the early 2000s. It seems likely that the fee volume generated by PE-backed firms could exceed $20 billion within at most 18 to 24 months.

EDITOR’S NOTE: Every year, The 2024 Rosenberg National Survey of CPA Firm Statistics asks the profession’s top consultants two sets of questions:

    • How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts?
    • How would you assess the last 12 months? Trends? Observations? Struggles?

MORE: Tech Anxiety Paralyzing Some Accounting Firms | What’s Going to Happen? Lots, Say Consultants | Growth and Complacency Must Concern Accounting Firms This Year | Solving Staffing Requires Intention | How Accounting Firms Are Handling the Staff Shortage | The Future of Fees | As Private Equity Closes In, Firms Seek New Answers to Staffing Problems | When Staffing Falls Short, Clients Get Culled | How Accounting Firms Are Dealing with Retirement | Next Five Years Are Critical for Accounting Firms | Staffing Turnover’s Down, But Why? | What’s Your Firm Worth? Private Equity Wants to Know | The New Pipeline: Outsourcing and Offshoring | Is This the Last Year of Accounting’s Golden Age?
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One of the trends that is already happening is firms are moving from the partnership model to a more corporate model with respect to ownership and owner compensation. This means compensation systems will include elements of ownership as part of the currency. It also means the concept that a professional is expected to commit to a full career with a firm with the reward being in the form of a 10-year deferred compensation buyout after 30 years of service is likely to start to wane.
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OUTLOOK & ANALYSIS

Tech, Capital Will Drive Accounting Profession Growth

Business hand holding hot chart in crystal ball

How much? Faster than the rest of the economy.

By Terry Putney
The Rosenberg MAP Survey

EDITOR’S NOTE: Every year, the 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? Also, how would you assess the last 12 months?

The private equity model is still unproven in the minds of many CPA firm partners as there are no examples of a secondary market for the investors of CPA firms. Private equity investors in other professional disciplines like veterinary, dental and engineering have experienced success with attracting secondary and tertiary investors.

MORE: New Energy Comes from New Ways of Doing Business | Outsourcing, Remote Work Will Help Firms Grow Capacity, Revenue | Private Equity Leading to Corporate-style CPA Firms | PE, Consolidations to Keep Impacting Accounting Profession | A 40-Hour Workweek Is Feasible | Five Ways Staff Shortages Are Changing Firms Forever | Soft Skills Are Front and Center
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Until we see that happen in accounting, there will remain some skepticism about the viability of this business model. It is not my skepticism. But accounting firms that are considering private equity are expressing that as one of their concerns.
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OUTLOOK & ANALYSIS

OUTLOOK 2023: Private Equity Pumps Up Paychecks

Private equity is affecting even non-PE deals.

By Terry Putney
The Rosenberg MAP Survey: National Study of CPA Firm Statistics

The profession as a whole has a significant problem attracting college graduates. The 150-hour requirement coupled with non-competitive compensation compared to finance degrees, as an example, is causing enrollment in accounting programs to drop and graduates to choose alternative careers.

MORE: OUTLOOK 2023: Tech Automation Takes Hold | IRS Hires Will Add Pressures | Look Who’s Making Money Now | Capacity Strategies Drive Change | Top Five Trends | Compensation Gets Creative | The Office Is Over | Accounting Firms Face Up to Private Equity
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Until the profession addresses these issues, firms are going to find it hard to recruit enough talent. We predict the use of alternative sources of talent, such as offshore, will continue to grow in response to this challenge.
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MANAGEMENT

What New Leaders Want in Ownership

Is your firm ready to pass the baton?

By Terrence E. Putney

Buying into a firm as a new owner involves great opportunity, but also significant risk. It is reasonable for ownership candidates to evaluate the potential for professional and financial rewards before taking such a step. Therefore, firms must be willing to honestly assess the potential risks and benefits for candidates as they seek to attract new partner-owners who can contribute meaningfully to the firm’s continued success.

MORE: What’s the Why? | Learn How to Let Go and Let Someone Else Step Up | How to Close the Generation Gap | How to Encourage Firm Ownership | Each Generation Must Change
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Most of the firms we work with on succession planning start off with a strong preference to remain independent. They want to avoid having to sell or merge in order to address the need to pay off and replace retiring owners. The common reasons we hear cited are:
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