insights for cpa firms

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

Dom Piscopo interviewed Ira Rosenbloom for this episode of the Big 4 Transparency Podcast, discussing the importance of strengthening firms through assessments, navigating M&A, understanding compensation dynamics, and more. Listen to the episode of the podcast.

As consolidation continues to reshape the accounting profession, the $5–10 million revenue tier has emerged as a critical inflection point. Once considered a transitional phase between small and large firm status, this segment is now recognized as a strategic stronghold — both for firms seeking sustainable independence and for those positioning themselves as attractive acquisition targets. For the Winter 2026 issue of VSCPA's Disclosures magazine, Ira Rosenbloom stresses the

2025 was an ultra-active year for CPA firm M&A—with PE playing an ever-expanding role. What we’ve learned from years of strategic advising and facilitating transactions is that there are aspects of deal-making that stay consistent; others reflect the times we live in. Here are 5 takeaways from 2025 that will be important to apply in 2026: Employee retention is critical. Acquirers of all sizes and types are focused on staff levels and leadership skills. Few acquirers have the