Stop overthinking CAS and start delivering it

Many firms want to launch client advisory services (CAS), but too often they stall out. The tech stack debate drags on. Pricing feels like a moving target. And questions about which clients to start with begin to pile up.

Luke Templin, fractional CFO and owner of a2 advisers, has seen it all—and learned how to cut through the noise.

Here, Templin explains why “minimum viable CAS” beats chasing perfection, how disciplined pricing shapes stronger processes and the quick checks that reveal your best-fit advisory clients. If you’re thinking about scaling into advisory, consider this your starting playbook. 

- Bianca Prieto, editor

What are the most common roadblocks accountants face when trying to scale CAS, and how can they overcome them?

Perfectionism is the most persistent hurdle. Accountants often spend months trying to design flawless tech stacks, workflows and pricing models, which can paralyze progress and frustrate staff. 

The solution is to launch imperfect but functional services and learn in real-time. Adopt a "minimum viable CAS" approach: start with a single deliverable, such as a quarterly advisory meeting, and test it with a single willing client. Ask for candid feedback, refine it and then roll it out to a few more businesses. Tight feedback loops, small experiments and visible early wins build momentum, secure team buy-in and let you scale sustainably without waiting for perfection.

What role do systems and repeatable processes play in delivering consistent, high-quality advisory services?

Systems and repeatable processes are the grease, not the engine, of high-quality advisory. Documented workflows keep deliverables on time and predictable, but they only matter after you've nailed pricing and packaging.

Value-based pricing helps you serve fewer, better-fit clients, freeing up capacity for deeper insights. Once the client roster is right-sized, frameworks like EOS keep the team accountable. Clear roles, weekly scorecards and issue-solving rhythms ensure every meeting follows the same cadence and quality standard. In short, processes lock in consistency, yet the real lift comes from pricing discipline that makes a lean, focused system possible. 

For firms adding advisory to their service offerings, how can they identify which clients are a good fit for CAS? 

I recommend that firms start offering advisory services by asking one simple question to a few of their favorite clients during a bookkeeping review or tax-planning meeting: "What are your top goals for the next quarter and the next year?"  

If the owner answers with plans to hire, expand or boost margins, that's an opportunity to start assisting with a small project, such as scenario planning. This approach allows firms to dip their toes in advisory without a full commitment. I run three quick checks in my firm to be sure a client is a fit for advisory: 1) revenue north of $1 million ensures enough complexity to need deeper insight and the budget to afford the investment 2) growth-oriented clients seeking to expand demonstrate that they'll utilize forward-looking advice provided through advisory services and 3) open-minded to acting on advice.

How should they handle the ones who aren’t?

I would assume that 70-80% of our compliance roster won't buy advisory, so filter quickly. I start every prospect with a free 30-minute assessment to ensure we can provide value.

If we both see upside, they pay for a full assessment. That assessment shows them what advisory feels like and tells me whether they'll follow through. Cash-flow meltdowns, serial advice-dodging or high-drama vibes are instant red flags. When any of these surfaces, be brutally honest. Explain why advisory isn't the fix and find them an alternative support if possible. You'll still misjudge a few; if a client who once seemed perfect turns out to be wrong for the firm, cut the engagement quickly and professionally.

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The Net Gains is curated and written by Janet Berry-Johnson and edited by Bianca Prieto.