We’re now well past the April 15 deadline—what many in the accounting profession consider the industry’s Super Bowl—and for firm owners, this moment marks more than just a breath of relief. It’s an ideal inflection point.
The busyness of tax season has receded, and in its place comes a vital opportunity to step back, reflect, and ask: Are we actually building the firm we want for the future—or just surviving one busy season at a time?
The first half of 2025 has delivered a mix of strong performance and sobering clarity. Nearly a quarter of firms are projecting double-digit revenue growth this year, (Accounting Today) but that optimism is paired with some uncomfortable realities. Despite the repeated emphasis on becoming more advisory-focused, firms are spending even less time on advisory work than they did last year—just 31% of their time, down from 35%.
Hiring expectations have also shifted. While roughly the same number of firms plan to hire, they expect to bring on half as many people as they did last year.
For growth-minded owners, these findings point to an important truth: the limits on progress aren’t just market-based—they’re structural.
At this stage in the year, we’re encouraging firm owners to get radically honest about three questions:
- Are we truly spending time where it matters most—on strategic client relationships and value-add services—or are we defaulting back into reactive compliance work?
- What would change if the firm had the right operational infrastructure around it—recruiting support, HR systems, finance workflows—to give our leadership the bandwidth to grow instead of manage?
- If the goal is long-term legacy, what’s the real plan for succession—and is it something our rising talent is actually excited to step into?
These questions aren’t just practical; they’re human. Behind every spreadsheet and staffing decision is a person looking for clarity, autonomy, and purpose in the work they do.
Growth happens when owners stop telling themselves they should have it all figured out and start building environments where truth can surface—and decisions can be made from a place of insight, not pressure.
There’s a reason so many boutique firm leaders find themselves stuck between wanting to scale and not knowing how to get out of the daily whirlwind. The truth is, it’s not a matter of ambition—it’s a matter of capacity and clarity.
We believe firms grow best when they’re supported by aligned partners, not mandates. When they’re empowered with the right technology—not buried under it. And when the road ahead is paved not just with financial upside, but with meaningful control and shared success.
As the second half of 2025 begins, the most important work isn’t behind us—it’s what we choose to do next. Let’s not wait for another April to pass before asking the questions that can transform how we work, lead, and grow.
