Case Studies
Explore our library of case studies showcasing real-world solutions to complex challenges faced by CPA firms. From navigating mergers and acquisitions to restructuring partner compensation and fostering sustainable growth, each case study highlights actionable insights and measurable results. Click below to learn how firms like yours achieved their goals
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Managing Rapid Growth: Redesigning Governance and Structure for Long-Term Success
Recently, I had a conversation with the managing partner of a firm that was facing significant challenges due to their rapid growth. Over the past three to four years, their firm had tripled in size, and they were struggling to keep up with the demands of operating at this new scale. As we discussed their situation, it became clear to me that their operating model hadn’t evolved to match their expansion. Their internal systems and processes were still designed for a much smaller organization. These outdated structures, which had served them well in the past, were now creating bottlenecks and inefficiencies. One of the first areas I addressed was their governance model. I explained that while a relaxed, informal governance approach works well for smaller firms, it becomes a liability as the organization grows. Larger firms require more structured collaboration, broader partner participation, and increased accountability. With more people, departments, and complexity, it was critical to establish clearer checks and balances and to redesign their compensation process to align with their new scale. To help them, I started by assessing their existing systems and identifying the gaps. I worked closely with their leadership team to implement a governance framework that promoted accountability and teamwork while maintaining the firm’s collaborative culture. Together, we developed structured processes that streamlined decision-making and clarified roles and responsibilities across departments. Additionally, I helped them transition their compensation process to a model that rewarded performance and collaboration, which encouraged alignment with the firm’s strategic goals. This…
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Compensation Model Redesigned
Recently, I worked with a firm that wanted to refine its partner compensation plan. Their existing plan was entirely formula-driven, focusing solely on metrics like production, billable hours, and realization rates. While these are important factors, they’re not the whole picture in today’s compensation systems. The managing partner reached out to me, frustrated that their current approach wasn’t giving enough credit to other critical contributions, such as leadership, people development, and client service. This created a fairness issue, as some partners felt their broader contributions to the firm weren’t being recognized. The firm’s leadership recognized that production metrics alone weren’t capturing the full value partners brought to the table. They wanted a more holistic approach—one that balanced measurable outcomes with subjective factors like people development, business development, and leadership contributions. I helped them design and implement a new partner accountability and compensation system that addressed these gaps. First, I worked with the team to create a framework for setting clear goals at the beginning of the year. These goals included both objective metrics, such as production and realization, and subjective factors, like leadership in developing team members or advancing firm initiatives. This framework ensured that every partner’s contribution could be evaluated comprehensively. Next, I introduced an evaluation process that took place not only at the end of the year but also during the year. This allowed the firm to provide ongoing feedback and to adjust course as needed. By combining annual reviews with mid-year check-ins, we created a system that…
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