What sustainable firm growth really takes
Plus: A no-filter exit story | Building leaders
Does it feel like the profession is asking you to do more, know more and somehow still stay sane? You're not wrong. This edition hits burnout, boundaries, leadership and growth from a few refreshingly honest angles, from a no-filter exit story to a reminder that scaling doesn't mean serving everyone with a pulse.
But first, a quick detour worth your time: employees are feeling less happy but more informed about their benefits, according to new research.
Burnout truth bomb: One bookkeeper's unfiltered take on why she left public accounting.
Tech tune-in: What are accounting tech leaders prioritizing right now?
Weigh in! IRS seeks feedback on new federal education tax credit
Smoother starts ahead: How one bookkeeper sets new clients up right from day one.
Build leaders (not just technicians)
This one will resonate for any firm concerned about succession, retention or who's actually ready to lead next. Technical experience alone won't carry your firm through the next phase of the profession. Drawing on doctoral research and proven leadership frameworks, Dr. Rachel Anevski, MAOB, PHR, SHRM-CP, CEO and Founder of Matters of Management, outlines a future-leaders roadmap centered on human connection. The themes are practical and familiar: people stay where they feel seen, empathy and trust are retention tools, mentorship needs structure and future partners must understand the business of accounting, not just the work. Culture, as always, shows up in what leaders do under pressure, not what's written on the website.
Why this matters: Firms that invest in intentional leadership development are far more likely to retain talent, preserve independence and avoid a very awkward succession conversation later. (Inside Public Accounting)
Think big, stay small
Can a small firm actually run like a big firm without losing its mind or its margins? Marc Rosenberg, CPA, says yes... with a reality check. He breaks down what larger firms tend to get right, from having a managing partner whose primary client is the firm itself to holding partners accountable to core values, investing in leadership and admin roles and building leverage through delegation. It also doesn't sugarcoat the limits. Smaller firms can't afford every role or offer every service right away, and talent constraints are real. Still, the message is optimistic: many big firm disciplines can start well before you hit $5 million in revenue.
Why this matters: Growth doesn't start with headcount, it starts with how you structure decisions, leadership and accountability. If your firm wants more profitability and less chaos, this is a reminder to act like the firm you're trying to become. (Rosenberg Associates)
$275.6 billion
That's how much more Californians paid to the federal government in 2024 than they got back in federal spending. (USAFacts)
- New SEC chair tells CPAs to double down on core principles
- UK watchdog probes EY for issuing audit reports without proper sign-off
- High-school bookkeeper lost her job after audits reveal $600,000 in discrepancies
- State tax take from sports betting has climbed sharply in recent years
- IRS abruptly shuts down telework hardship requests
The magic of saying no
Here's the truth about firm growth: you don't scale by taking on more kinds of clients; you scale by taking on fewer. Real growth starts with getting brutally clear on who your ideal client is, then building your firm around serving that one group really well. When you narrow your focus, it's easier to standardize workflows, automate repeatable work and stop reinventing the wheel for every new engagement.
Once you identify your niche, the work shifts from doing everything to understanding that client's motivations, frustrations, goals and daily challenges. That insight lets you design services, messaging and processes that fit like a glove.
Why this matters: Trying to be everything to everyone is a fast track to burnout and messy operations. Defining your ideal client gives you permission to simplify, specialize and build systems that scale, while also attracting work you actually enjoy doing. (Karbon)
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The Net Gains is curated and written by Janet Berry-Johnson and edited by Bianca Prieto.