in some cases, performance measurement is easy to determine, as activities are based on individual performance. in other cases, performance measurement is the result of firm or shared activities. finally, some measurements are one-off with limited application.
life insurance has long been misunderstood. too often, advisors and clients alike dismiss it as costly, confusing, or underperforming. but as keith friedman, ceo and founder of fbo strategies, explains on our recent podcast, permanent life insurance deserves a second look. when designed and communicated correctly, life insurance can be a flexible, tax-efficient asset that provides protection, liquidity, and even a hedge against long-term care costs.
friedman, creator of the trademarked carbyne allocation® approach, has built his practice on independence, analysis, and transparency. he believes the industry needs to move past outdated sales tactics and toward thoughtful integration of insurance into portfolio construction and holistic planning.
“permanent life insurance or cash value life insurance is frequently viewed as something that is expensive, rigid, and doesn’t perform,” friedman says. “now some of those things are true—but over time the commissions and fees are actually less than if you paid an advisor to manage your money.”
it just changes the services the client needs, and it may bring family members into new financial relationships. here are 10 services you can offer. read more →
the center for accounting transformation, a 卡塔尔世界杯常规比赛时间 contributor and collaborator, has earned two honors in the 2025 marcom awards, one of the largest international creative competitions recognizing excellence in marketing and communications.
more center for accounting transformation | more pipeline
a new handbook from 卡塔尔世界杯常规比赛时间, 10x advisory in the ai era, distills proven operating models and tools for firms seeking to grow advisory capacity, to price on value, and to institutionalize delivery.
authored by eric eager, founder and ceo of 4impactdata, the handbook reflects the firm’s ai-powered technology that enables cpa firms to scale client accounting services without adding staff.
“firms do not scale advisory by working harder,” says rick telberg, ceo and editor-in-chief of 卡塔尔世界杯常规比赛时间. “they scale by redesigning the work, institutionalizing delivery, and pricing outcomes. this handbook shows a safe, simple, and fast path to do exactly that.”
designed for firm leaders, practice managers, and advisors, the ebook organizes ten concise chapters into an end-to-end roadmap: start, target, productize, price, train, and scale. each chapter translates research and field-tested practices into actionable steps, templates, and metrics.
in 10x advisory in the ai era, eager delivers:
a start-here sequence for the first 90 days of building advisory
a targeting framework linking icp, offer, and channel to pipeline quality
capacity design for “100 clients, one advisor” with throughput-first workflows
forward-looking “navigator” meeting structures and artifacts
dynamic pricing menus that align value, risk, and timing
a repeatable talent ladder from apprentice to advisor
institutionalization tactics: playbooks, platforms, and shared services
impact-focused metrics and a simple economic model for 10x scale
every year, the 2025 rosenberg map survey asks the industry’s top consultants to share their observations from cpa firms across the country: how do you think the next 12 months will unfold? trends? predictions? other thoughts? also, how would you assess the last 12 months? trends? observations? struggles?
artificial intelligence will affect talent at multiple levels.
the second cpa firm flip (present private equity firm replaced by another private equity firm) of a top 20 cpa firm will take place in early 2026.
the first “rollup/consolidator” flip (rollups with revenues between $100 and $500 million) will take place. interestingly, when these rollups sell their equity stake, they won’t be acquired by “mothership” cpa firms but rather will go larger pe firm rollups and/or new pe firms desirous to enter the accounting profession.
there will be up to three initial public offerings (ipos) of significant accounting and consulting firms in 2026 and 2027. one might be a “tax only” cpa firm and the other two might be advisory and consulting firms.
by 2035, there will be six to eight cpa firms that are publicly traded (today cbiz is the only publicly traded cpa firm). read more →
rory henry, a behavioral financial advisor, is the director at arrowroot family office and co-founder of afo wealth management forward. he has created a program to help accounting professionals incorporate holistic wealth management and proactive planning services into their practice.
in his iconic work, “meditationes sacrae” (1597), sir francis bacon wrote that “knowledge itself is power.” many scholars believe bacon wanted to further the idea that having and sharing knowledge is the cornerstone of reputation and influence – and therefore power. all achievements emanate from this philosophy.
but in many areas such as business, finance, sports and the military, knowledge can be a competitive advantage. therefore, many are reluctant to share their knowledge with others. read more →
sponsored by poe group advisors: helping accountants buy, build, and sell exceptional firms. see today’s special offer
accounting influencers with rob brown
in the race to stay relevant in accounting, artificial intelligence has emerged as both a powerful accelerator and a quiet threat. in this episode of the accounting influencers podcast, the conversation dives deep into how accountants can harness ai to amplify their visibility and credibility—without losing their authenticity.
ai tools like chatgpt, copilot, and jasper have made it easier than ever for professionals to create content that showcases their expertise. need a linkedin post, a client email, or a blog idea? you can generate it in seconds. but speed comes with a price. the danger, as host rob brown notes, is mistaking efficiency for originality.
“ai is fast. ai is smart. but ai has no soul,” says brown. “it’s never sat with a client in crisis or led a team through busy season. it hasn’t lived your story.”
the temptation to let ai speak for you is understandable. accountants are busy, and content creation can feel daunting. yet, when ai-generated posts sound polished but generic, professionals risk blending into the background. the very tool designed to help them stand out could make them indistinguishable.
“the world accommodates you for fitting in, but only rewards you for standing out.” – matshona dhiliwayo, author, “the art of winning.”
after your assessment of the leadership team, and the assessment of your own leadership, we move on to the challenge of answering the key question – what steps need to be taken (the road map) to move the firm from where it is today to a standout, high-performing firm?
the call to action and question for you as the edge leader, for your leadership team, for your partners, and in fact for the entire firm to answer is, do you just want to fit in or are you willing to do what it will take to stand out? if you want to move to the top of the pack, what does the firm need to accomplish and how does leadership drive that transformation?
again, what is the difference between cas and caas? many firms feel stuck in the middle, offering advisory in theory but not in execution. that gap is the caas-chasm. this article outlines the cycle that causes advisory initiatives to stall and helps you recognize the signs in your own firm. it’s the first step to breaking through.
client accounting and advisory services (caas) is a fusion of traditional accounting services with advisory services that emerge from core accounting work. think of cas as a self-study course and caas as a guided workshop, but not necessarily in-person events.
caas is (needs to be) customized to individual client needs. caas must cater to the evolving demands of businesses in a changing economic, regulatory and technological landscape. read more →
with a brick-and-mortar company, there are a number of standard costs that you would expect to have, such as rent or mortgage, utilities, building repairs, furniture, technology, etc. the total amount of these kinds of costs typically falls in the range of 3-4 percent of the company’s annualized revenue. that amount can be pretty significant for a lot of companies.
some business owners may think they can save the company all of that money by going remote, but i personally believe that’s a terrible idea. while it’s true that a distributed company doesn’t have the costs that come with having a physical space, the very nature of a remote work environment results in a completely different and unique set of needs that should be considered in the company’s annual budget. read more →
gear up for growth with jean caragher for 卡塔尔世界杯常规比赛时间
on the latest episode of “gear up for growth,” host jean caragher interviews matt rampe, partner at rosenberg associates and author of the forthcoming book, “cpa firm strategic planning: your roadmap for long-term success,” about how accounting firms can move beyond ad-hoc retreats to a disciplined, accountable planning process that sticks.
rampe, who advises firms on strategy, succession, partner development, and profitability, said the book grew out of years of facilitation and coaching with firms of all sizes. “the book was in my brain for a long time before it got put on paper,” he says. “when i started writing, it actually came pretty quickly—but i learned there’s a lot more to making a book than a word document.”
rampe argues that the profession has reached a disruption point, citing converging pressures including private equity, technology, staffing shortages, succession for retiring baby boomers, and a shift toward advisory services. “what worked for us 10 years ago isn’t going to work for us 10 years in the future,” he says. “the old model, where a few partners disappear into a room and come out with a plan, doesn’t work in this age. we need to be nimble.”
staff turnover at cpa firms has fallen to its lowest level in years, signaling that the profession’s investments in culture, compensation and flexibility are paying dividends.
the 2025 rosenberg map survey reports average professional staff turnover at 11.1 percent, down sharply from 18.8 percent in 2022 and the lowest since before the pandemic, marking a major shift after years of talent turbulence.
firms that struggled to recruit and retain staff during the labor shortages of 2021 and 2022 now report greater stability and stronger pipelines.
“this trend may reflect firms’ stronger retention strategies,” the survey notes. “lower turnover not only reduces recruitment and training costs, but also helps preserve institutional knowledge and maintain stronger client relationships.” read more →
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