insights for cpa firms

Whether you are a buyer, a seller, or have no intention of being either, building value is simply the right way to run a CPA firm. Accounting is not a flash-in-the-pan business. The profession has passed the test of time and will continue to be relevant. Owning and operating a CPA firm is a long-term proposition, and the firms that continually strengthen their businesses will be best positioned for whatever comes next. Building value is not reserved for the largest firms or t

In most CPA firms, the problem isn’t having too many people—it’s having too many clients and too much work piled on too few people. That overload makes every succession conversation harder, every promotion conversation messier, and every merger less attractive. Episode 1 is about using profitability as the lever to relieve that pressure. Ira walks listeners through how firms can: Get serious about which clients they accept and keep, so capacity stops being consumed by the wro

Too many sellers enter M&A deals without fully understanding what will be expected of them or how the buyer's post‑closing decisions may affect their ability to meet those expectations—and potentially affect their payout. In an article for Accounting Today's AT Think, Ira Rosenbloom presented five key areas sellers should proactively address to set themselves and their future partners up for long‑term success. Read the article.

Ira Rosenbloom sat down with David Cristello, host of Jetpack Workflow's Growing Your Firm podcast for a discussion about navigating the complex crossroads of generational change and succession, standardizing client management, and securing maximum value for CPA firms. In the episode, David and Ira unpack: The Valuation Multiplier Trap Preventing Scope Creep The "Gen-Z" Partnership Disconnect The Real Cost of Private Equity Alternative Practice Models And more.

Stress has become a major issue in the life of many CPA firms. It shows up in multitasking, workload compression, staffing shortages, constant interruptions, and the feeling that everyone is stretched too thin. It has an impact on the entire firm. It drives good people away, diminishes the client experience, and leaves partners wondering why hard work isn't translating into better satisfaction. For some firms, the pressure may eventually lead to a merger or sale. But before a

The accounting profession is in the middle of a massive reset. With consolidation efforts, including M&A, PE, and new capital models, the number of independent local firms is shrinking. And the firms disappearing the fastest are those in the $5M-$15M range with 20-50 team members. Ironically, this is the exact segment acquirers now want most. But the advantages of reaching the $5M-$15M tier extend far beyond M&A. In his latest article published by CPA Practice Advisor, Ira Ro

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