Traditional accounting roles are evolving, now more than ever, as client needs change. Ask ten of your friends, and most will assume that an accountant is a number cruncher and focuses on compliance issues.
And, to some degree, these people are correct.
Certified public accountants know a lot about numbers, they analyze them, forecast them, and “crunch them,” but over 50% of firms now offer client advisory services and have become strategic partners with clients. Accountants are doing a lot more today than even a few years ago.
Why?
Client needs are evolving, and you, as their accountant, are in the perfect position to serve them. After all, you’re viewed as a trusted advisor and have access to the data to help your clients reach their goals faster and make better decisions along the way.
Doing so enables you to transition into an even more integral part of their success and business.
The Benefits of Being a Strategic Partner – AKA an Advisor
Being a strategic partner allows you to move up the value chain and offer higher-value services and allow you to be an even more indispensable partner for your clients. It also differentiates you from your competitors. You may be competing with dozens of accountants in your area by offering tax services, but clients will only need your service once a year or quarterly at most.
Adding the value of a strategic partner means that you help clients make smarter, strategic decisions year-round.
Your partnership offers long-term benefits for:
1. Your Firm
Firms, especially if you deal primarily with taxes, have a few months each year when revenue is flowing in before it quickly declines. Strategic partners avoid these issues because:
- Business growth is expanded greatly, allowing you to offer services such as strategic planning and people advisory
- The increase in revenue allows for steadier revenue throughout the year
- Advisory services attract long-term clients, which increases retention rates
From an accountant’s perspective, advisory services also offer a higher level of fulfillment. Your work will directly impact your clients’ success, and if you provide services you truly enjoy offering, it adds a higher level of fulfillment to your daily grind.
2. Your Clients
It’s easy to appreciate higher revenue and business growth because it has a direct impact on your firm, but there’s no denying that it will benefit your clients, too. You want your clients to find success.
Strategic partners instantly offer a better, more complete service to their clients who already need what they offer.
For example, if you work with startup companies helping them manage their taxes, they may also need help with cash flow management, so the demand is already there. Your strategic partner services will allow your clients to:
- Reach their goals faster
- Have someone by their side to advise them
- Reduce many of their growth pains along the way
Client satisfaction is one metric that every accountant should be following closely because a happy, satisfied client is one that will continue to use your service. A survey found that 82% of accounting clients expect more from their accountants than just five years ago.
Demand already exists for advisory services, so it makes sense to offer them.
An advisor, or strategic partner, separates themselves from their competitors. You start creating deeper relationships with your clients, and they’ll know that their successes are linked to your advice.
It’s a win-win for everyone, and advisory services are in such high demand that it’s something your clients already want from you.
If you’re excited by the benefits of advisory services, it’s time to make the shift, but how should you make that shift?
How to Make The Shift From Transactional To Advisory
Now that you know the benefits of advisory services, you may be wondering how to make the shift to start offering them.
More importantly, what should you offer? There are a host of advisory services, so where should you begin?
Here’s what I recommend:
- First, understand your firm’s skill sets. Which advisory services are you already equipped to offer, if any?
- Next, consider your clients’ needs. Are there specific services you know they want or need?
Once you know your skill sets and client needs, you marry the two together. From here, you can create packages and set your prices.
If you find there is a gap between your current skill set and client needs, you have a few options to address that. You can either upskill your existing team members, you can hire new talent, partner with a 3rd party service provider, or leverage technology to automate as much as possible.
Leveraging technology allows you to almost immediately offer higher level services and helps to ensure your service delivery is efficient, timely, and accurate.
For example:
- A tool like Clockwork.ai can handle Financial Planning and Analysis (FP&A) to automate the technical finance tasks like cash flow forecasting and scenario planning to assist with strategic planning and provide real-time financial insights. Clockwork has an excellent guide on integrating AI into FP&A.
- A solution like Gusto can help with people advisory, so you can advise on things like pay, benefits and people operations.
- A tool like Canopy can assist with workflow tracking to ensure projects never slip through the cracks and your workflows are properly optimized to enhance service delivery.
Shifting from compliance to advisory will require planning and support. Make sure that your team is prepared and that you’re providing the support they need to transition successfully.
Cultivating an Advisory Culture
Once you’ve made the shift, the next step is to cultivate an advisory culture. This process should start from the top down. Leaders must be committed to the advisory approach, and they must communicate this vision clearly.
To continue cultivating an advisory culture:
- Invest in team training. Support your team by providing regular training on advisory skills, client relationship management, and technology. Frequent training sessions will ensure your team is always one step ahead and on top of industry advancements.
- Encourage mentorship. Knowledge sharing will benefit everyone on the team. Create an environment that encourages your team to share insights, advice, and best practices, including the use of technology.
- Gather feedback from team members and clients. Seek feedback regularly and continue to improve your services based on the comments and suggestions you receive.
When you cultivate an advisory culture, you help ensure that your team provides the highest level of service to clients.
Final Thoughts
The accounting world is shifting from compliance to advisory. More clients are looking for strategic business partners who can help them reach their financial and performance goals. There are so many advantages to making the shift to an advisory role, and you can leverage technology to make the transition as smooth and seamless as possible.
Plus, your clients already want more from you, so why not become a more integral component of their success?
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Katie Thomas, CPA is a 40 under 40 CPA Practice Advisor recipient, Top 50 Women in Accounting recipient, and the owner of Leaders Online, where they help accounting and B2A (business to accounting) professionals increase their impact, influence, and income through thought leadership and digital marketing. To get in touch with Katie, schedule a time at: https://leaders-online.com/.
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