Today's Features
INNOVATION & CHANGE MANAGEMENT

Jen Cryder: From Membership Model to Market Maker | Big 4 Transparency

State societies can evolve into engines of innovation, education, and workforce resilience.

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Big 4 Transparency
By Dominic Piscopo, CPA
For CPA Trendlines

At a time when the accounting profession is undergoing its most rapid transformation in decades, Jen Cryder, CEO of the Pennsylvania Institute of Certified Public Accountants (PICPA), is quietly redefining what a state CPA society can (and arguably should) become. 

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In this episode of the Big 4 Transparency Podcast, Cryder joins host Dominic Piscopo to discuss how advocacy, revenue diversification, and technology investment are converging to reshape the future of the CPA profession. 

Cryder, who spent 15 years in public accounting before joining PICPA more than a decade ago, now finds herself at the center of national conversations around licensure reform, continuing professional education (CPE), and the evolving definition of what it means to be a CPA. While state societies have historically focused on a relatively narrow set of services, Cryder argues that the profession’s accelerating rate of change has expanded that mandate dramatically. “For most of our 130-year history, the definition of a CPA was fairly static,” she notes. “In just the last few years, that list of issues has become infinite.” 

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Cornerstone

The Fastest-Growing Jobs in Accounting Are Not Accounting Jobs

CPAs Not Wanted: Firms Build a New Workforce – without Accountants

CPA firms have added just 3,930 accountants and auditors in the last five years, far fewer than the expansions in sales, finance, technology, project management and data science.

By CPA Trendlines
Cornerstone Report

CPA firms are building a new workforce, and they’re doing it without CPAs.

Firms are hiring thousands of new staffers in jobs that look less like traditional accounting and more like sales, systems and management, according to new data parsed by CPA Trendlines.

MORE Private Equity’s Accounting Playbook Is Shifting from Dealmaking to Operating Systems | Why CPAs Quit Public Accounting | Inside Tax Season’s Hidden Shift: Same Work, Fewer People, Higher Cost | MORE Cornerstone Reports | Outlook & Analysis | Staffing & Recruiting | Surveys & Research | Tax | Pay & Compensation |

The public accounting profession has added 3,930 accountant and auditor positions since 2021, which pales in comparison to the 12,250 new sales representatives, 11,140 new financial managers, or 8,130 new computer and information systems managers. Firms added 4,370 new software developers and 4,190 new project management specialists. They also added 2,210 new data scientists. Even the number of chief executives has grown faster.

The pattern shows firms are not simply replacing missing CPAs and CPA candidates. They are building a different kind of firm, with more people assigned to sell services, manage clients, run systems, build software and coordinate projects. CPAs need not apply. READ MORE →

ADVISORY & CONSULTING

Which ‘Money Script’ Do Your Clients Follow?

Businessman tightly holding briefcase with dollar sign on it

Understand this relationship to better advise them.

By Rory Henry
The Holistic Guide to Wealth Management

Joy Lere Psy.D., licensed clinical psychologist and co-founder of Shaping Wealth, a learning platform transforming the human experience of money, told me on my podcast that she was amazed by how often money was the cause of her clients’ anxiety and unhappiness. Research confirms this phenomenon.

MORE Rory Henry and The Holistic Guide to Wealth Management
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According to the American Psychological Association (APA), money has consistently topped Americans’ list of stressors ever since the first Stress in America survey was conducted in 2007. According to the APA:

  • 72 percent of adults report feeling stressed about money at least some of the time
  • 22 percent reported feeling “extreme stress” about money at some point during the past month
  • 26 percent of adults report feeling stressed about money most or all of the time

It shouldn’t be this way and this is where financial advisors can be a huge help.
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MARKETING & SALES

Market to the Business Life Cycle

illustration of business life cycleMeet your clients where they are.

By August Aquila
MAX: Maximize Productivity, Profitability and Client Retention

The business life cycle refers to the stages that a business goes through from its inception to its eventual closure or exit. Each stage presents unique challenges and opportunities, and it is essential for accounting firms to adapt their marketing strategies accordingly.

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Here are some marketing strategies that can be effective during different stages of the business life cycle. Take a fresh look at your existing clients, and sort them according to their business life cycle: startup stage, growth stage, mature stage and transitional/decline. You want to make sure that as your clients go through these different cycles, your marketing messages and services change and address the right business concern.
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Gear Up for Growth

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.”

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

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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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