Unlock Accelerated Growth with 21 Questions

Business hand holding hot chart in crystal ball

Don’t stay attached to traditional models that no longer suit you.

By Domenick J. Esposito
8 Steps to Great

When it comes to growth, two of my core beliefs are:

  • size matters, and
  • service line diversification (the professional services model) is better than the traditional accounting firm model.

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The proof is in the pudding.

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Find the Right Advisory Opportunities Faster

Leading firms move from fishing to targeted.

By Eric Eager
10X Advisory

Most CPA firms trying to grow advisory services fall into the same trap: they go fishing.

They cast a wide net – checking in with clients, holding open-ended discovery meetings and hoping something useful comes up. This manual, relationship-driven approach can work, but it’s painfully slow, hard to scale and hit-or-miss in identifying who actually needs help now.

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The intent is good. But in a world moving faster than ever, it’s no longer enough to wait for clients to reveal their needs. The firms that are winning aren’t just listening better – they’re looking smarter.
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Why CPAs Leave to Work for a Client

Money tree growing in the middle of green meadow

Is that grass really greener?

By Ed Mendlowitz
Call Me Before You Do Anything: The Art of Accounting

I know many CPAs who left public accountancy to take a “better” job. For many of them this was a mistake. For some it worked out, so if you are one of the lucky few, you can stop reading what I have to say.

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There are basically three types of companies the accountant could work for – a small client that does not have an in-house controller or CFO, one whose controller will be replaced by the departing CPA, or a large company that has an entire accounting staff already in place. Let’s talk about working for the small companies that do not have a controller.
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Five Key Ingredients to Growth

Growing stacks of blocks with an arrow tracing upward

The difference between the disruptor and the disrupted.

By Domenick J. Esposito
8 Steps to Great

I was recently asked, “Why is growth important?”

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My short answer was that it comes down to perspective – do you want your firm to be relevant and be a disruptor or do you want your firm to be irrelevant and be disrupted because, without growth, your firm will certainly be the latter.
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Rampe: Make Strategy Stick | Gear Up For Growth

Five steps turn vision into execution.

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Gear Up for Growth
With Jean Caragher
For CPA Trendlines

On the latest episode of “Gear Up for Growth,” host Jean Caragher interviews Matt Rampe, partner at Rosenberg Associates and author of the forthcoming book, “CPA Firm Strategic Planning: Your Roadmap for Long-Term Success,” about how accounting firms can move beyond ad-hoc retreats to a disciplined, accountable planning process that sticks.

Rampe, who advises firms on strategy, succession, partner development, and profitability, said the book grew out of years of facilitation and coaching with firms of all sizes. “The book was in my brain for a long time before it got put on paper,” he says. “When I started writing, it actually came pretty quickly—but I learned there’s a lot more to making a book than a Word document.”

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Rampe argues that the profession has reached a disruption point, citing converging pressures including private equity, technology, staffing shortages, succession for retiring Baby Boomers, and a shift toward advisory services. “What worked for us 10 years ago isn’t going to work for us 10 years in the future,” he says. “The old model, where a few partners disappear into a room and come out with a plan, doesn’t work in this age. We need to be nimble.”

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