Growing your firm without giving up control

Finding your competitive advantage as a small firm may be easier than you think. This week, we’re bringing you the most popular services for high-growth firms, the top priorities to focus on when you don’t have PE backing and client experience strategies that keep your customers loyal. 

But first, the Big 4 move everyone’s talking about: Deloitte slaughters benefits for non-client-facing employees.

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Call for back-up: AI needs your firm’s historical data for accurate analysis, so follow these steps to avoid losing precious information about your clients and performance

Tools vs. talent: KPMG warns that companies are overspending on technology but underspending on workforce development 

Tax TBR list: Use your newly found free time to catch up on some tax-themed reading

Be an enabler: Uplevel your sales enablement with case studies to boost your AI visibility

Competitive advantage: Data shows that high-growth firms focus on advisory, AI workflows and integrated tech stacks

Accounting firms that avoid PE-backing in order to stay independent need to be strategic in how they prioritize growth strategies. Mark Masson of Lotis Blue Consulting offers several ways to compete with PE-funded firms, starting with a leadership reconfiguration.

Streamlining decision-making processes can help your firm make choices more quickly and efficiently, which can help you keep up with funded firms that already have protocols around technology, client workflows and hiring priorities.   

Why this matters: Remaining independent gives you the freedom to run your firm your own way, but it comes at a cost in terms of how quickly you can fuel growth. Getting clear on decision-making and other processes within your business streamlines the operational side so you can deliver higher-value services to more clients. (Bloomberg Tax)

Accounting firm structures are changing and Richard Lynch, managing principal at Sikich, argues that a new set of skills is required for CPAs to thrive in the years ahead. AI is reshaping the traditional career path, moving firms from the old pyramid model of task-heavy entry-level roles to a diamond structure where staff reach higher-value advisory work much earlier.

According to Lynch, the new “super accountant” role is one that requires AI fluency, strong analytic judgment, a filter for accuracy and an understanding of compliance. 

Why this matters: AI should create more time for client advisory, not replace professional expertise. But it will require a heavy burden of training, including tight AI controls. (Earmark Podcast)

Number of workers who feel in control of their finances. (SHRM)

It’s no longer enough to rely solely on relationships and reputation for firm growth, argues Mari-Anne Kehler, partner and chief strategy officer at GHJ.

Potential clients have become more educated and discerning, so you need to make sure you’re validating their needs rather than assuming you know what they want. When designing services, create a delivery plan that outlines the client experience from start to finish. Clients want effective communication just as much as they want strong outcomes. 

Why this matters: Don’t assume client loyalty once you’ve landed a contract. Your clients are constantly evaluating what it’s like to work with your firm, so it’s important to continually evaluate the experience from their perspective. (Inside Public Accounting)

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The Net Gains is written and curated by Lauren Ward and edited by Bianca Prieto.