insights for cpa firms

With private equity becoming “a real player and a disruptor in the marketplace,” Ira Rosenbloom sat down with The Disruptors' podcast host Liz Farr and CPA Trendlines to discuss the dramatic influx of PE capital that is intensifying competition for quality firms, especially those with strong client bases and growth potential. Listen to the episode below.

Many CPA firm leaders continue to identify talent as their biggest challenge. The concern is real, but repeatedly pursuing the same staffing strategy and expecting a different outcome is the very definition of insanity. The traditional formula — hire accountants, develop accountants, and hope enough become partners — still matters, but it is no longer enough. Small and mid-sized firms, especially those with 15-75 team members, need to rethink which roles truly require a tradi

Fear is not always a sign that something is wrong; sometimes it signals that something meaningful is happening. The most successful transitions happen when leaders treat fear not as an obstacle but as information. Whether you’re preparing to merge, sell, or acquire, the technical pieces of a deal often get the most attention. Yet, the biggest obstacles aren’t spreadsheets or contracts. They are fears – the quiet, often unspoken concerns that shape how owners think, react, and

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