insights for cpa firms

Every CPA firm leader eventually confronts the same question: What is my firm really worth? Owners either consistently underestimate their value—or dramatically overestimate it. That’s because firm value is not a fixed number. It’s a moving target shaped by market conditions, successor goals, strategic fit, and the unique attributes of the practice itself. A buyer or successor isn’t just purchasing revenue. They’re evaluating risk, opportunity, cultural alignment, and the pot

CPA firms spend a great deal of time focused on growth, technology, profitability, succession, and client service. All of those issues matter but at the center of every one of them is the same question: Is the firm getting the people part of the business right? That question applies across the whole firm—from partners, managers, and staff to clients, referral sources, and others who help shape the firm’s reputation. The firms best positioned for the years ahead will be those

When CPA firms enter M&A, much value is placed on the finances and valuations. Many forget that accounting is ultimately a business of human interactions, and it's best to remember that preparing and engaging your staff and clients will lead to happier integration results. Ira Rosenbloom sat down recently with Bill Sheridan at the Maryland Association of CPAs to discuss this topic. Listen to the podcast.

When CPA firms begin discussions about merging or combining, they almost always focus on economics, financials, and control. Those issues matter—but they’re only part of the equation. Successful combinations start with candid, early dialogue about what life will look like after the ink dries. And certain phrases can reveal a great deal during those conversations—either strengthening confidence or signaling troubles ahead. In a May 2026 article for CPA Practice Advisor, Ira Ro

Internal succession is crucial to the continuity of CPA firms. Just as the skills and drive of firm leaders change with time; the facilitation of internal succession needs to morph, as well. Too many firm leaders automatically expect talented people to want to be partners because it’s what they wanted at the same age or stage in their career. Today, people have to be sold on becoming a partner—in the same way new clients need to be sold on hiring you. Here are 5 steps to stre

For years, CPA firm owners operated from a familiar assumption: Build the firm, work hard and begin thinking seriously about transition sometime around age 65. That timetable once felt reasonable but, in today's environment, it's often too late. A more effective and advantageous succession window should begin earlier, as Ira Rosenbloom asserts in a May 2026 column in Accounting Today. Read more (login required).

Now that tax season is in the rear-view mirror, many firms will think about M&A opportunities, so it’s a great time to focus on firm value. When M&A players compute value, there are several attributes that typically become either value builders or value busters. Here are 10 factors to make your firm more attractive for a transaction—as well as healthier as a business. 5 Value Builders Desirable Niches. CAS, high-net-worth tax, forensics, data intelligence, international tax,

CPAs are relentless about tracking metrics for their clients—yet many firms don’t apply that same rigor to their own operations. Billing rates, utilization, production, and realization will always matter, but they’re only part of the story. The firms that outperform their peers are the ones that look beyond the traditional dashboard and tap into deeper intelligence about how their business actually runs. Data intelligence isn’t just about numbers; it’s about uncovering the pa