Practice Perspectives | Spring 2019
How to Spruce Up Your CPA Firm’s Organic Growth
Springtime is the right time to start planting the seeds for healthy top-line growth.
Art Kuesel
President, Kuesel Consulting
Moving Your Firm Forward
Organic growth: the low cost, low risk answer for increasing internal output and sales and
future firm expansion. Every firm wants it, but few truly achieve it. Why? Because the typical
CPA firm today commonly looks at the same several sources for achieving internal growth
goals: rate increases, cross-selling services, prospecting new clients, and possibly recruiting
some experienced talent. But what if I told you that these efforts would never yield the
organic growth results you want or need?
Well, they won’t. According to recent benchmarking statistics, the average growth from
these sources is just over 5 percent per year. While 5 percent annual growth seems
admirable at the surface, in today’s environment, it’s barely enough to preserve your profit
margins when accounting for staff raises, competitive PTO packages, and ever-growing
investments in technology.
So, if the roots of your organic growth goals just aren’t holding up, it’s time to plant some
new seeds to shore things up. Luckily, there are, in fact, several proven strategies for you
to consider:
1. Optimize current partner business development efforts
2. Focus a partner on full-time business development
3. Convert a young professional to a full-time business development role
4. Hire an outside business development professional
5. Develop a business development culture
Yes, that is a lot of focus on business development, but keep in mind these strategies are
coming from me, a business development coach and trainer, and your new INSIGHT
columnist on the subject. So, let’s dive into these highly adaptable strategies a bit more.
Strategy 1: Optimize current partner business development efforts
It’s common for a firm to require a minimum of $50,000 of new revenue per partner per
year (if not more). Achieving this can usually only be accomplished with some type of
support for each partner and a way of holding them accountable to the firm’s goals. I
generally suggest that firms invest in business development training or coaching for their
partners and enhance partner accountability through a quarterly check-in meeting and
ongoing pipeline reporting. Ideally, partners will continually learn and implement new
business development strategies while developing a deeper understanding of if and how
their strategies are paying off.
Strategy 2: Focus a partner on full-time business development
If your firm has a partner already generating $200,000 or more per
year, imagine what he or she can do with several hundred more
hours dedicated to business development. Could that figure double
or even triple in a matter of years? The answer is “yes.” If your firm
has partners that are particularly successful at business
development, I suggest reducing their client responsibilities, so
they have more time to generate new business for the firm. Not
unlike the partner optimization strategy above, the firm should
invest in appropriate development and accountability initiatives to
ensure the firm’s goals are achieved.
Strategy 3: Convert a young professional to a full-time
business development role
This strategy is potentially two-fold — it can achieve both your
organic growth and succession planning goals. What you’ll want to
do is identify a manager-level candidate within your firm who
already has great relationships with clients, fellow employees,
leadership, and in the community or profession. Ideally, the
candidate will have already begun bringing in new business. Then,
give this young professional significantly more time and training for
business development. I suggest you reduce this candidate’s
billable hour requirement and assign a revenue goal. A minimum
revenue goal of $75,000 is a good starting point and should grow
to $250,000 or more within a few years. If the candidate succeeds,
you also found yourself a partner prospect.
Strategy 4: Hire an outside business development professional
Often, this is the first strategy considered because we are
painfully aware that most other professions and industries employ
salespeople. Whether this takes the form of someone who
develops leads for you as a contractor, or a consulting firm with a
lead generation strategy, or even hiring a full-time business
development professional in-house, there are many ways to
approach this strategy. In any case, this person will need to be
hyper-focused on developing relationships with prospective clients
and managing a strong pipeline of opportunities. Generally, this
person will need to generate $400,000 or more per year to be a
profitable investment for your firm. I will caution you that it can be
extremely hard to find the right person who will be successful in
this role and fit in at your firm. In fact, many firms make several
attempts at this strategy before getting it right.
Strategy 5: Develop a business development culture
What if business development was everyone’s responsibility? That’s
the principle behind this strategy. Everyone, from the interns to the
managing partners, should be intentional about growth. This usually
requires firmwide training on what constitutes effective business
development at each level and setting goals for activities across all
levels. The core of this effort revolves around the fact that
developing better and more meaningful client relationships can be
a significant source of client growth — and every person in the firm
has the potential to engage in this manner.
While there are certainly other strategies for boosting organic
growth, like developing new service lines and bringing on lateral
talent, the ideas highlighted here are often considered “low
hanging fruit.” Whether you try one strategy or all of them,
springtime is a great time to plant the seeds for short- and long-term
organic growth.