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Is your firm’s SOS process in need of rescue? Tips for improvement

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We haven’t hit extension season yet, so now is a great time to look at three important operations within your firm: sales, onboarding and service. Your “SOS” process refers to how you attract new clients to your firm, what you do to get them on board, and what you’re doing to keep them onboard.

Chances are, at least one of your three SOS areas could use some improvement. Let’s take them one at a time:

1. Sales: This is where a prospective client hears about your firm via a referral or online research. This is where you first make promises to the prospect and move them to the point at which they say: “Yes, let’s start working together,” and they sign an agreement. If you’re not getting the right clients at your firm, your sales process might be an area to revisit. More on that in a minute.
2. Onboarding: This is the most time-intensive stage for your staff and for your clients. It’s where you walk new clients through the initiation process and get them familiar with your systems, your portal and other technology you use to make the client experience great. Onboarding is where expectations get set for your working relationship, including how long it will take you to respond to calls and how clients should deliver relevant information to your firm.
3. Service: Once a new client is onboard, you must deliver all the things you promised during the sales process.

Most CPAs have plenty of business these days, but don’t feel they have enough of the right kinds of clients and they’re getting too many of the wrong kinds of inquiries from prospects. If that sounds like you, maybe it’s time to rethink how you’re defining your target client and how you’re going about reaching them.

On the other hand, you might be bringing in the right types of clients, but your onboarding process is a mess, and you have too many people going in too many different directions trying to put out fires. Perhaps you’re spending way too much time trying to set and reset expectations. That’s not sustainable in the long term. If those issues are not addressed ASAP, your team will get burned out and clients will defect.

My own SOS experience

When we went through the SOS exercise at our firm, we found it useful to start with the end in mind and work backward from there. First, we asked ourselves: “Who is the ideal client for us to serve and what does the service model look like for the ideal client?” Once we clarified the ideal client and service model, we asked ourselves: “What do we need to be delivering? What resources do we need to bring to bear and how should our staff be allocated?”

In order for the ideal service model to take place, we knew we had to take a closer look at our onboarding process to make sure clients were aware of the tools we use to make their experience great and how best to use those tools. We asked ourselves: “How can we get the clients connected to the right team members so they can go to the right people at the right time?”

Then we went to the sales process. We asked ourselves: “How do we target those people? What are they benefiting from? How do we position it and how do we price it?”

After going through the SOS exercise, our firm realized we not only needed a minimum annual fee for each client, but also an account maximum. Everyone is familiar with minimums. This is a fee level you need to justify working with a new client. But what’s a fee maximum? At a certain point, a client can get too large to handle as their needs start stretching your resources to the breaking point and pulling your firm in too many directions. Sound familiar? For us, the idea of having too few clients accounting for too large a large portion of our revenue was risky. So, we decided to diversify.

As the old saying goes, when one huge client does a cannonball in the pool, everyone gets wet — including the people outside the pool. What’s more profitable: servicing a single huge client or 10 of your ideal clients? You may find that serving 10 of your ideal clients is better, because you can run through the same processes and run through the same team. 

Again, start with the end in mind and work backward from there: service/onboarding/sales.

Your service model is about answering important questions such as: 

  • “What do we want our team staff structure to look like?” 
  • “What kind of relationships do we want them to have with clients?” 
  • “How often should we be contacting them?”
  •  “What should we be delivering on an ongoing basis?”

Again, your onboarding is about determining which tools you need to have in place, and how you can get clients to understand those tools and use them better. How can you communicate with clients and set expectations? Make sure they’re clear about how they should get certain information to your team or get important information back from your team.
Sales is about identifying the right kind of clients to work with and pricing your services correctly so they’re profitable for the firm and valuable to the client.

Firms need to understand that they have three distinct segments to their business, and it can get overwhelming if you lump them all together. But by breaking them down into distinct units and improving your processes and client experience in each, you can really streamline the process of making new clients aware of your firm, getting them on board, and keeping them on board.

How are you attracting, onboarding and serving clients? I’d love to hear from you. 

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Accounting

XcelLabs launches to help accountants use AI

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Jody Padar, an author and speaker known as “The Radical CPA,” and Katie Tolin, a growth strategist for CPAs, together launched a training and technology platform called XcelLabs.

XcelLabs provides solutions to help accountants use artificial technology fluently and strategically. The Pennsylvania Institute of CPAs and CPA Crossings joined with Padar and Tolin as strategic partners and investors.

“To reinvent the profession, we must start by training the professional who can then transform their firms,” Padar said in a statement. “By equipping people with data and insights that help them see things differently, they can provide better advice to their clients and firm.”

Padar-Jody- new 2019

Jody Padar

The platform includes XcelLabs Academy, a series of educational online courses on the basics of AI, being a better advisor, leadership and practice management; Navi, a proprietary tool that uses AI to help accountants turn unstructured data like emails, phone calls and meetings into insights; and training and consulting services. These offerings are currently in beta testing.

“Accountants know they need to be more advisory, but not everyone can figure out how to do it,” Tolin said in a statement. “Couple that with the fact that AI will be doing a lot of the lower-level work accountants do today, and we need to create that next level advisor now. By showing accountants how to unlock patterns in their actions and turn client conversations into emotionally intelligent advice, we can create the accounting professional of the future.”

Tolin-Katie-CPA Growth Guides

Katie Tolin

“AI is transforming how CPAs work, and XcelLabs is focused on helping the profession evolve with it,” PICPA CEO Jennifer Cryder said in a statement. “At PICPA, we’re proud to support a mission that aligns so closely with ours: empowering firms to use AI not just for efficiency, but to drive growth, value and long-term relevance.”

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Accounting

Accounting is changing, and the world can’t wait until 2026

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The accountant the world urgently needs has evolved far beyond the traditional role we recognized just a few years ago. 

The transformation of the accounting profession is not merely an anticipated change; it is a pressing reality that is currently shaping business decisions, academic programs and the expected contributions of professionals. Yet, in many areas, accounting education stubbornly clings to outdated, overly technical models that fail to connect with the actual demands of the market. We must confront a critical question: If we continue to train accountants solely to file tax reports, are we truly equipping them for the challenges of today’s world? 

This shift in mindset extends beyond individual countries or educational systems; it is a global movement. The recent announcement of the CIMA/CGMA 2026 syllabus has made it unmistakably clear: merely knowing how to post journal entries is insufficient. Today’s accountants are required to interpret the landscape, anticipate risks and act with strategic awareness. Critical thinking, sustainable finance, technology and human behavior are not just supplementary topics; they are essential components in the education of any professional seeking to remain relevant. 

The CIMA/CGMA proposal for 2026 is not just a curriculum update; it is a powerful manifesto. This new program positions analytical thinking, strategic business partnering and technology application at the core of accounting education. It unequivocally highlights sustainability, aligning with IFRS S1 and S2, and expands the accountant’s responsibilities beyond mere numbers to encompass conscious leadership, environmental impact and corporate governance. 

The current changes in the accounting profession underscore an urgent shift in expectations from both educators and employers. Today, companies of all sizes and industries demand accountants who can do far more than interpret balance sheets. They expect professionals who grasp the deeper context behind the numbers, identify inconsistencies, anticipate potential issues before they escalate into losses, and act decisively as a bridge between data and decision making. 

To meet these expectations, a radical mindset shift is essential. There are firms still operating on autopilot, mindlessly repeating tasks with minimal critical analysis. Likewise, many academic programs continue to treat accounting as purely a technical discipline, disregarding the vital elements of reflection, strategy and behavioral insight. This outdated approach creates a significant mismatch. While the world forges ahead, parts of the accounting profession remain stuck in the past. 

The consequences of this shift are already becoming evident. The demand for compliance, transparency and sustainability now applies not only to large corporations but also to small and mid-sized businesses. Many of these organizations rely on professionals ill-equipped to drive the necessary changes, putting both business performance and the reputation of the profession at risk. 

The positive news is that accountants who are ready to thrive in this new era do not necessarily need additional degrees. What they truly need is a commitment to awareness, a dedication to continuous learning, and the courage to step beyond their comfort zones. The future of accounting is here, and it is firmly rooted in analytical, strategic and human-oriented perspectives. The 2026 curriculum is a clear indication of the changes underway. Those who fail to think critically and holistically will be left behind. 

In contrast, accountants who see the big picture, understand the ripple effects of their decisions, and actively contribute to the financial and ethical health of organizations will undeniably remain indispensable, anywhere in the world.

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Accounting

Republicans push Musk aside as Trump tax bill barrels forward

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Congressional Republicans are siding with Donald Trump in the messy divorce between the president and Elon Musk, an optimistic sign for eventual passage of a tax cut bill at the root of the two billionaires’ public feud.

Lawmakers are largely taking their cues from Trump and sticking by the $3 trillion bill at the center of the White House’s economic agenda. Musk, the biggest political donor of the 2024 cycle, has threatened to help primary anyone who votes for the legislation, but lawmakers are betting that staying in the president’s good graces is the safer path to political survival.

“The tax bill is not in jeopardy. We are going to deliver on that,” House Speaker Mike Johnson told reporters on Friday.

“I’ll tell you what — do not doubt, don’t second guess and do not challenge the President of the United States Donald Trump,” he added. “He is the leader of the party. He’s the most consequential political figure of our time.”

A fight between Trump and Musk exploded into public view this week. The sparring started with the tech titan calling the president’s tax bill a “disgusting abomination,” but quickly escalated to more personal attacks and Trump threatening to cancel all federal contracts and subsidies to Musk’s companies, such as Tesla Inc. and SpaceX which have benefitted from government ties.

Republicans on Capitol Hill, who had —  until recently — publicly embraced Musk, said they weren’t swayed by the billionaire’s criticism that the bill cost too much. Lawmakers have refuted official estimates of the package, saying that the tax cuts for households, small businesses and politically important groups — including hospitality and hourly workers — will generate enough economic growth to offset the price tag.

“I don’t tell my friend Elon, I don’t argue with him about how to build rockets, and I wish he wouldn’t argue with me about how to craft legislation and pass it,” Johnson told CNBC earlier Friday.

House Budget Committee Chair Jodey Arrington told reporters that House lawmakers are focused on working with the Senate as it revises the bill to make sure the legislation has the political support in both chambers to make it to Trump’s desk for his signature. 

“We move past the drama and we get the substance of what is needed to make the modest improvements that can be made,” he said.

House fiscal hawks said that they hadn’t changed their prior positions on the legislation based on Musk’s statements. They also said they agree with GOP leaders that there will be other chances to make further spending cuts outside the tax bill. 

Representative Tom McClintock, a fiscal conservative, said “the bill will pass because it has to pass,” adding that both Musk and Trump needed to calm down. “They both need to take a nap,” he said.

Even some of the House bill’s most vociferous critics appeared resigned to its passage. Kentucky Representative Thomas Massie, who voted against the House version, predicted that despite Musk’s objections, the Senate will make only small changes.

“The speaker is right about one thing. This barely passed the House. If they muck with it too much in the Senate, it may not pass the House again,” he said.

Trump is pressuring lawmakers to move at breakneck speed to pass the tax-cut bill, demanding they vote on the bill before the July 4 holiday. The president has been quick to blast critics of the bill — including calling Senator Rand Paul “crazy” for objecting to the inclusion of a debt ceiling increase in the package.

As the legislation worked its way through the House last month, Trump took to social media to criticize holdouts and invited undecided members to the White House to compel them to support the package. It passed by one vote.

Senate Majority Leader John Thune — who is planning to unveil his chamber’s version of the bill as soon as next week — said his timeline is unmoved by Musk. 

“We are already pretty far down the trail,” he said.

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