trust, values, and local connections are fueling the national rise of one of accounting’s newest top 50 firms.
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gear up for growth
with jean caragher
for 卡塔尔世界杯常规比赛时间
“if we say we’re going to do something, we’re going to do it. and that’s how you build trust,” says josh tyree, president of sorren, during an episode of gear up for growth. host jean caragher, president of capstone marketing, sat down with tyree to discuss how the newly-formed top 50 firm – created by the combination of 13 bdo alliance firms – is navigating large-scale integration while laying the foundation for national growth.
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the conversation reveals two critical lessons for cpa firms considering mergers or expansion.
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- successful integration requires values and communication
tyree emphasizes that sorren’s progress stems from more than systems and technology. a dedicated 20-person integration team is ensuring firms are aligned on platforms and processes. still, the real success has come from consistent communication and a commitment to sorren’s five core values: respect, integrity, curiosity, accountability, and impact. “the second you think you’ve over-communicated, you probably haven’t,” tyree says. “our values guide every decision for our people, clients, and communities.” - national scale must balance with local roots
sorren is pursuing a dual growth strategy that blends national specialization with local service. the firm is building out industry-specific sectors, beginning with healthcare, construction, real estate, and nonprofit/government, while also preserving the strong community connections of its legacy firms. “clients want national expertise,” tyree explains, “but they also want trusted local advisors. sorren is committed to offering both.”
looking ahead, tyree notes that sorren’s journey is just beginning. “we’re not a finished product by any means. the pace we’ve been able to move with all the talent we have has been crazy,” he says.
more highlights:
- the idea to merge evolved from years of established relationships among firm leaders, with market pressures such as technological advancements, talent shortages, and private equity driving action.
- the brand was established early to avoid confusion and unify people and clients under one identity.
- culture is not assumed to be identical for all offices; instead, value alignment is the foundation.
- vetting is critical for future merger candidates. firms that want to stay independent or resist integration aren’t a fit.
- concerns about private equity investment (especially from managers) included job security and compensation, but leadership addresses them through trust, transparency, and actions.
- sorren positions private equity as a tool for growth, not fixing problems.
- success depends on managing hidden expectations and ensuring both sides are honest and aligned from the start.
more about josh tyree
josh tyree is president of sorren, a top 50 firm in the united states. he plays a key role in shaping the firm’s strategic direction, strengthening the firm’s culture, and deepening community connections across all regions.?before helping to lead the formation of sorren, josh served as president of harris cpas. he actively supports organizations like idaho youth ranch and is a leadership boise alumnus.