GROWTH STRATEGIES

Why CPAs Leave to Work for a Client

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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

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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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Matt Rampe: Make Strategy Stick | Gear Up For Growth

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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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Jason Blumer & Ian Vacin: How Any Firm Can Scale | Gear Up for Growth

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Why chasing clients isn’t always the right answer.

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Gear Up for Growth
With Jean Caragher

“Success doesn’t have to look like going up and to the right,” says Ian Vacin, co-founder and director of partnership relationships at Karbon, in this episode of Gear Up for Growth, hosted by Jean Caragher, president of Capstone Marketing. “You have to understand what you want as a firm owner, align your revenue with your resources, and build the scaffolding to support that complexity. Otherwise, profitability falls, and you may not recover.”

MORE Jean Caragher here | Get her best-selling handbook, The 90-Day Marketing Plan for CPA Firms, here | MORE Gear Up for Growth here

Gear Up for Growth is tailored specifically for public accounting firms with up to 100 team members looking to expand their practices intelligently and efficiently.

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Vacin, along with Jason Blumer, founder and CEO of Thriveal and Blumer & Associates CPAs, wrote the new book, Scale with Purpose: The Service Entrepreneur’s Guide to Intentional Growth. Drawing from research involving hundreds of firms worldwide, Blumer and Vacin reveal that only about 5% of firms successfully navigate their first major growth phase without setbacks. The authors emphasize that organizational design must precede capacity planning. Without thoughtful structure, firms hit predictable scaling plateaus, particularly between 8 and 20 employees.

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Create ‘Family Trees’ of Referrals

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Have you taken the time to trace who sends you business?

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

For those of us in public accounting, there is a continual need to get new clients. Many times we look beyond what we have for the “new” when the growth is there for the taking.

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One of the most important ways a practice can grow is for existing clients to recommend new clients. I have always valued such referral sources, and this value surpasses the fees they pay us. They look out for us and help us grow – I owe them!
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