today's features

the people side of cas

smiling woman standing at end of table, speaking with three seated colleagues

how to build a thriving team and culture.

by hitendra patil
client accounting services: the definitive success guide

client advisory services is fundamentally driven by people. while technology and automation streamline workflows and improve insights, people are the defining edge of any cas practice. behind every strategic financial recommendation, dashboard insight and advisory conversation is a skilled professional ready to serve, solve and lead.

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technology and tools can only take you so far. it’s your people who bring advisory to life. in this post, we look at the human capital behind every successful cas practice. you will discover how to cultivate advisory skills, train existing staff to think strategically, recruitment and retention strategies, and structure your team to support sustainable growth. most importantly, you will learn how to foster a firm culture that values insight, curiosity and proactive client impact.
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alan whitman: breaking the mold with pe backing | holistic guide

ex-baker tilly ceo takes helm at a new “category” of cpa firm.

sponsored by the balanced millionaire: the advisor edition by dr. jackie meyer | see today’s special offer

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build a 7-figure firm in just 4 hours a week!

by rory henry cfp®, bfa™
for 卡塔尔世界杯常规比赛时间

when cpa firms talk about growth, the conversation often centers on acquisitions, headcount, or revenue targets.

but alan whitman, the ex-baker tilly ceo and newly named ceo of a private-equity-backed hybrid, says sustainable growth requires something deeper: clarity of strategy, shared language, and systems that enable people to perform at scale.

more alan whitman plants a flag in the private equity landscapewhitman: build culture on ‘progress,’ not change | moss adams-baker tilly merger: bigger isn’t better. better is better.rory henry and the holistic guide to wealth managementthe holistic guide to wealth management |

5 advis-ror® takeaways

  1. growth requires a mindset before metrics. sustainable scale comes from changing how a firm thinks and operates, not just from chasing revenue, headcount, or deal volume.
  2. strategy is about direction, not activity. conferences, outreach, and initiatives only matter when they clearly support how the firm wants to be seen and who it is built to serve.
  3. systems enable people to scale. communication, sales, and talent engines allow firms to grow without relying on individual effort or burnout.
  4. language creates alignment. clarity about who the firm is and what it does helps teams make consistent decisions and reduces confusion as the organization expands.
  5. leadership demands clarity over hope. early success may come from hustle and hope, but long-term growth requires intentional structure, accountability, and shared understanding.

this episode of afo wealth management forward was recorded shortly before the public announcement of a new professional services platform that combines accounting and advisory firm nichols cauley with insurance brokerage partners risk services and transaction advisory firm jgh consulting. the new platform is supported by a strategic investment from private equity investment firm madison dearborn partners. whitman was named ceo of the combined platform.  widely known for his role in helping scale baker tilly into a national firm, whitman says his leadership mindset is focused less on outcomes and more on the conditions that enabled growth.

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how much risk do clients need?

three people having discussion at table over document and water glasses

portrait of aaron klein
klein
aaron klein co-founded nitrogen and led the company to 42 straight quarters of growth as its first ceo. he was named by investment news as one of the industry’s 40 under 40 executives, and the wealth management industry awards honored him as ceo of the year in 2023.

help them embrace it to reach their goals.

by aaron klein and dan bolton
the holistic guide to wealth management

we face risks every day in our lives, from getting into our cars, to eating meals prepared at a restaurant, to flying in planes, to attending parades, sporting events and concerts. rather than burying our heads in the sand, most of us get on with our daily lives by making calculated assumptions about what risks are safe and manageable and which ones are reckless.

when it comes to our money, however, risk plays all kinds of games on our emotions and often triggers our fight-or-flight response. the securities & exchange commission defines financial risk as “the degree of uncertainty and/or potential financial loss inherent in an investment decision.” in general, as investment risks rise, investors seek higher returns to compensate themselves for taking such risks.

portrait of dan bolton
bolton
dan bolton is vice president of corporate marketing at nitrogen. he is the creator of the fearless investing summit, one of the most dynamic and well-attended conferences in the wealth management profession, and launched the pre-eminent benchmark advisor growth survey.

more rory henry and the holistic guide to wealth management
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so, if you’re thinking of adding an investment advisory component to your accounting practice, just know that being crystal clear about each client’s unique tolerance for risk is the first step toward getting them invested properly.

what is risk tolerance?

risk tolerance is an investor’s ability (and willingness) to endure market fluctuations and potential losses without abandoning their investment plan. read more →

four options for billing clients

two women shaking hands across desk

of course we have a recommendation.

by jody grunden
building the virtual cfo firm in the cloud

when i attend cpa conferences across the united states, i often hear from cpas: “i don’t want to bill for my time.”

so, how do you bill your clients?

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client billing can include hourly billing, but it can also include flat-fee, retainer-based and/or value-based billing. most people use one of these four methods. some use all of them or even a hybrid.
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bissett bullet: who are your sales people?

today’s bissett bullet: “it’s often a controversial point but some partners in our firms don’t want to learn how to sell. invest your time and effort in those who do.”

by martin bissett

in today’s world of political correctness, i am about to violate the rules of ageism, sexism and probably racism. but, if you have got a 59-year-old white male tax partner in your firm it is unlikely, based on evidence, that they will want to learn new tricks. therefore, leave them alone. they bring their own value to the firm.

work on the partners, or senior managers, or up-and-coming rising stars and future leaders who show genuine hunger and desire for developing their rainmaking capabilities. just because an existing partner is well established or is very good at what they do, it does not mean they have to be forced into a discipline that they are uncomfortable with.

today’s to-do:

today, select the sales team of your firm. that might just be you, that might be you and colleagues, but form the team of the ones who are the hungriest, the most caring and the most ambitious, and get them the help they need to win new fees for your firm.

see more bissett bullets here

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