today's features
mergers & acquisitions

eight questions for assessing merger compatibility

overhead view of people solving a large jigsaw puzzle

plus 23 issues to negotiate.

by marc rosenberg
the rosenberg practice management library

these questions can be explored via interviews or group sessions. but they are all great questions that will give insight into each firm’s culture and personality.

more by marc rosenberg
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  1. why do the firms really want to merge? after the merger, will the firms have the commitment and wherewithal to realize their expectations? acid test: if some of the main reasons for doing the merger are clearly not realized 12 months later, which issues and failures would make you the most upset and frustrated?
  2. how would the new firm be better than the sum of the two individual firms?

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outlook & analysis

tech, talent, advisory will fuel growth

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?

accounting firms are finding themselves in one of two camps.

by scott moore
 the rosenberg survey

growth-oriented firms will continue to explore their options to sustain their longevity and competitiveness. whether they remain independently owned or become investor-backed, key areas of focus will be to seek ways to harness technology, optimize their talent strategies and elevate client value with advisory models.

more: the 2025 rosenberg map survey is available from 卡塔尔世界杯常规比赛时间 here.

a renewed focus on growth has gained momentum, fueled by investor interest, technological advancements and the adoption of advisory models.
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marketing & sales

it’s not selling, it’s service

have you thought about what you’re building?

by martin bissett
business development on a budget

being a successful person according to your own measurement of that, and your own goals and your own standards is different for everyone.

more by martin bissett
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

if you’re comfortable with yourself, it’s very likely that others will be too. if you understand the value that you offer (how you can improve a client’s situation to move them closer toward their personal and professional aspirations), you’re likely to be able to convey that value in front of a prospect.

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leadership

carroll: when one person can break the firm | the disruptors

firms built on heroics instead of systems eventually crack.

this is a preview. the complete episode is first available exclusively to pro members | go pro here
sponsored by the balanced millionaire: the advisor edition by dr. jackie meyer | see today’s special offer

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the disruptors
with liz farr

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

ashley carroll thinks burnout is a design flaw, not a personal failing.

“i’m a big believer that burnout is a business model flaw,” she says. in response, carroll created operations house to help founders reduce burnout and “step out of that role as the provider, the doer, the practitioner, and into an ownership level role.” 

more streaming: rampe: build a roadmap even when the road’s not there | chang: killing saly, one agent at a time | vanover: 5-star firms don’t bill by the hour | kless: profit is a result. flourishing is the purpose | whitman: build culture on ‘progress,’ not change | shein: no pe? no m&a? no problem | hood and weber: time to rise | proctor: turn dumb ideas into brilliant solutions | carter-gray: how 1 poor review strengthened the firm | hartman: upwork to “40 under 40” in 3 years |

goprocpa.com exclusively for pro members. log in here or 2022世界杯足球排名 today.

according to carroll, burnout stems not only from long hours but also from processes that lack four key qualities: reliability, efficiency, integration with existing systems, and psychological safety.

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charts & graphs

2026 outlook: why small firms, pe giants, and the middle are headed in different directions

a profession splitting in three.

by 卡塔尔世界杯常规比赛时间 research

the u.s. accounting profession is no longer moving along a single growth continuum. it is splitting into three distinct economic paths—each governed by a different logic, facing different challenges, and offering different prospects. in 2026, these paths are likely to diverge further.

more outlook & analysis

at one end, solo and micro-firm accountants are increasingly choosing independence and control over scale. at the other end, large firms backed by private equity are consolidating aggressively in areas where profits are already concentrated. between them sits the traditional mid-size firm, caught between two models that are pulling the profession apart.

for many mid-size firms, 2026 will force a choice: grow larger and enter the consolidation race? or deliberately shrink, specialize, and adopt a more solo-like economic model?

for smaller practices, it means they will find a supportive environment, provided they specialize and price their services intelligently. large firms will accelerate consolidation and extract scale-driven returns. and mid-size firms will face increasing pressure to choose a direction. read more →