poor onboarding frustrates clients, burns out staff, and kills profitability.
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it’s not just the numbers
with penny breslin and damien greathead
for 卡塔尔世界杯常规比赛时间
winning the client is exciting—but in client accounting services (cas), that’s just the opening act. the real work, and the real success, depends on what happens immediately after a prospect says “yes.”
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in this episode of it’s not just the numbers, hosts penny breslin and damien greathead make the case that onboarding is one of the most overlooked, underdeveloped, and business-critical functions in cas firms today.
“too many firms have no clue what actually happens when a client walks in the door,” breslin says. “you sold the work, but what happens next? what experience does the client have? and what does your team do first?”
breslin recalls a workshop she and greathead led back in 2013—before “cas” became a buzzword—where they asked more than 100 firm owners to map their onboarding process in just 10 minutes. the results were startling: most had nothing written down. a few managed to jot down a couple of vague steps. almost none had a true process.
sponsored by tax season readiness: practical steps for a smoother busy season, dec. 10, 2 pm et, 1.5 cpe
“and these were the owners,” she emphasizes. “they brought the client in—but had no defined path for what happened next, or how to hand things off to their team.”
greathead says this gap causes unnecessary frustration on all sides. “the rainmaker wins the client and tosses it over the fence,” he explains. “then the team is left to figure it out with no direction, no structure, and no understanding of what was promised.”
breslin and greathead argue that onboarding must be intentional—designed like a product, not improvised like a last-minute to-do list. at a minimum, firms should define:
- exactly what information they need to begin;
- who is responsible for each step;
- communication preferences and timelines; and
- why each document or action is required.
“when clients understand why you’re asking for something—even if the bank feed is connected—they’re far more likely to get it to you quickly,” breslin says.
today, many firms use the term “client experience” instead of “onboarding.” but the principle is the same: the early interactions set expectations, build trust, and determine whether the engagement starts smoothly or slides into disaster.
avoid the ‘start work, then chase info’ trap
one of the most common mistakes? beginning the work and then circling back weeks later, asking for missing documents. that’s when firms hit bottlenecks, miss deadlines, and create unnecessary tension.
“clients assume you’re already working,” greathead notes. “when you go back to ask for a critical piece of information, they feel blindsided—and you look unprepared.”
instead, process mapping and workflow tools keep everything organized and visible. greathead stresses the value of that visibility:
“good workflow gives the owner an eagle’s-eye view. you can see every task, every deadline, and every bottleneck. and whether your team is in-house, remote, or offshore, you can reassign work instantly.”
onboarding isn’t just efficiency—it’s scalability
a standardized onboarding process is the foundation for growth. without it, firms can’t scale cas without burning out staff or disappointing clients. “it doesn’t matter where the work is done,” breslin says. “if your process is clear and consistent, your team feels supported, your clients feel cared for, and your business becomes scalable.”
just as important: your team’s morale. a chaotic onboarding experience frustrates staff—and that frustration inevitably shows up in client interactions.
“you don’t want unhappy staff talking to your best clients,” breslin warns.
for cas firms, onboarding isn’t a nice-to-have. it’s a strategic function that drives efficiency, client satisfaction, and firm growth.
“it’s not just the numbers,” greathead concludes. “it’s the intention behind every early step you take with a new client. get onboarding right, and you keep great clients—and great staff—for years.”
6 key takeaways
- winning the client isn’t enough—onboarding defines the client experience. the first interactions after a sale set the tone for the entire engagement. without a straightforward process, client satisfaction and trust can erode quickly.
- most firms don’t have a documented onboarding process. even experienced firm owners often can’t outline the steps their team takes once a client says “yes,” which can lead to confusion and inconsistency.
- clear roles, responsibilities, and communication preferences are essential. every team member—and the client—should know exactly what’s expected, when, and why.
- explaining the “why” improves client compliance. clients are far more likely to provide documents and information promptly when they understand how it impacts their service.
- workflow tools give owners an upfront view. sound workflow systems make onboarding transparent, allowing firm leaders to monitor progress, reassign work, and ensure quality, no matter where team members are located.
- a strong onboarding process supports scalability and staff satisfaction. standardized, well-communicated steps reduce chaos, improve efficiency, and keep both clients and staff happy as the firm grows.