Today's Features

Seven Things Your Compensation Model Must Accomplish

Take a hard look at your partners.

By Domenick J. Esposito
8 Steps to Great

Let’s take a deep dive into both a firm’s partner mix and its compensation model.

MORE by Domenick J. Esposito
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In a “Good to Great” research study on high-performing organizations performed by Jim Collins, it was concluded that the method of compensation, as a causal factor for high and sustained performance, is largely irrelevant. The study concluded that whatever system is in use, it simply must be rational and equitably managed and that high sustained performance is largely the result of doing many things well.
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One Hundred Clients, One Advisor

arrow breaks glass ceiling

Break the capacity ceiling in advisory.

By Eric Eager
10X Advisory

There’s a silent ceiling in most CPA firms that stalls advisory growth – and it’s not demand. It’s capacity.

Most firms max out around six to 10 advisory clients per advisor. That’s it. After that, quality starts to suffer. Conversations get delayed. Prep work takes over. And advisory becomes just another thing on the to-do list.

MORE by Eric Eager
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But what if it didn’t have to be that way?

What if your advisors could serve 10X more clients – without burning out or cutting corners?
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Relevance Is a Cornerstone of Value

woman and man talking in office

Five real-life examples.

By Hitendra Patil

Providing value to clients involves thoroughly understanding your client, anticipating their needs, and offering advice that is both timely and highly relevant.

We discussed earlier why timeliness is the first essential element of valuable advice. Yet, advice given at the right moment but disconnected from the client’s real-world challenges is like a GPS giving directions without knowing your location.

MORE by Hitendra Patil
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In this article, we examine why even the most technically sound advice often falls short when it fails to resonate with the client’s actual context, goals or concerns. Through real-life examples, from generic guidance that missed the mark to targeted insight that drove results, you will learn how to shape advice that fits the moment. It is not just about knowing the client’s business, it’s about understanding what matters most, right now.
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Art Werner: Trump Accounts Launch July 4 | Quick Tax Tip

Trump Accounts for children launch on July 4, 2026.

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More Werner on Trump accounts.
Quick Tax Tip
With Art Werner
CPE Today
Trump accounts officially launch July 4. Advisors should scan their client lists, keeping in mind that eligibility is determined by the child beneficiary rather than the person funding the account.

MORE Art Werner | MORE CPA Trendlines Streaming Network

“The eligibility rules are going to be based on what we’ll refer to as the beneficiary, the child that we’re establishing these for,” Werner says.

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Nancy McClelland: Bookkeepers Need a Safe Space to Collaborate | The Disruptors

Bookkeepers often feel less empowered than tax professionals.

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The Disruptors
With Liz Farr
For CPA Trendlines

Nancy McClelland wants to do more than just run her firm, The Dancing Accountant. She has two big passion projects that are creating the conversations and collaborations this profession desperately needs. Her community, Ask a CPA, aims to bridge the gap between bookkeepers and tax professionals. She also co-hosts a podcast with Questian Telka, She Counts, which provides a safe space for women in accounting to discuss real issues.

MORE STREAMING: Cannon: Busy Season is Self-InflictedCarroll: When One Person Can Break the FirmRampe: Build a Roadmap Even When the Road’s Not ThereChang: Killing SALY, One Agent at a Time | Vanover: 5-Star Firms Don’t Bill by the HourKless: Profit Is a Result. Flourishing Is the Purpose | Whitman: Build Culture on ‘Progress,’ Not Change | Shein: No PE? No M&A? No Problem | Hood and Weber: Time to RISEProctor: Turn Dumb Ideas into Brilliant SolutionsCarter-Gray: How 1 Poor Review Strengthened the Firm | Hartman: Upwork to “40 Under 40” in 3 Years |

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McClelland started the Ask a CPA Community when she noticed “this big gap that wasn’t about technical knowledge. It was about permission, about permission to collaborate.” While “bookkeepers are often the closest person to the financial truth of a business,” historically, “they’ve been positioned as subordinate to tax preparers, just sort of expected to hand off things and hope that they did it right,” McClelland explains.

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