10 growth strategies for firms

Published July 22, 2026 3:03 PM

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Updated July 22, 2026 3:17 PM

1 Min Read

When senior executives talk about growth for an accounting firm, that could mean a number of different things.

Asked to share their growth strategies for the year ahead, senior executives from Accounting Today's 2026 Regional Leaders had a great deal to say. Firms were all across the board, ranging from aggressive dealmaking activity and homing in on technology investments, to growing advisory services and specializing their services to their specific type of ideal client.

And since private equity's entrance into the profession roughly five years ago, firms have seen unprecedented growth rates. However, there are some who are deliberately resisting the pull of rapid scaling.

"Our 2026 goals do not include an aggressive growth strategy," said Jay Tolsma, managing partner at ELO CPAs & Advisors in Mitchell, South Dakota. "We are laying a solid foundation with our processes and governance to enable us to scale and grow in 2027 and beyond. Our primary growth areas will be within our current client base, to solidify relationships and identify client needs. Our specific target is growth in our wealth management service line."

Tech

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Unsurprisingly, technology investments, like in artificial intelligence and automation, are at the forefront of nearly all regional firms' strategies.

"Advancements in technology and AI are reshaping how core accounting work is performed," said Susan Olson, CEO of Capstone Accounting & Tax in Bend, Oregon. "Firms that successfully leverage these tools can dramatically improve efficiency and throughput, allowing professionals to spend more time delivering insight, strategy and value-added guidance. This shift positions accounting firms to become indispensable advisors rather than transactional service providers."

Advisory

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Advisory was another hot topic. As AI, automation and offshoring take over more compliance work, firms are left with the task of reviewing and gleaning insights from that data to help their client build a better business.

"Our primary growth strategy is increasing client advisory services," said Jill Shaw, managing partner at Heinfeld, Meech & Co. in Tuscon, Arizona. "Currently the demand for these services outpaces the firm's capacity. Our focus has been on developing internal systems that allow us to leverage staff skills and utilize technology to meet client needs."

Pruning clients

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Part of the process of transitioning from a compliance shop to an advisory shop is pruning clients, that is, eliminating low-value clients that ultimately use more time and resources, and focusing on high-value clients.

"Our growth strategy is rooted in understanding the bigger picture," said Ben Wilson, managing principal at Adams Brown in Wichita, Kansas. "We recognize that we won't be the right fit for everyone, and that's OK. What matters is that we're exceptionally positioned to serve the specific types of clients who benefit most from our expertise."

Similarly, Alisha Crabtree, marketing specialist at Berman Hopkins in Orlando, Florida, commented, "Our growth strategy emphasizes industries where we bring deep expertise, positioning us as a trusted advisor. We take pride in serving clients only in areas where we excel, positioning ourselves as not 'everyone's' CPA firm."

Industries

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In tandem with pruning clients, firms are also sharpening their focus on key industries.

"In 2026, a key focus will be highly targeted, niche-based marketing aligned with specific industries experiencing growth in our markets," said Ken Wolfe, president and managing partner at Brown Plus in Camp Hill, Pennsylvania. "We believe this intentional approach will allow us to deliver deeper expertise and greater value to our clients."

Some executives identified their industry focus, such as hospitality, real estate, nonprofits, government and more.

Tom Johnson, CEO of Mahoney CPAs and Advisors, commented, "Our 2026 strategy builds on a clear understanding of our core strength: Over 70% of our revenue is tied to real estate, and we have long been recognized for our deep specialization in real estate tax credits. This year, we are expanding our position in the broader real estate market while also strengthening the foundation of our firm."

M&A

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The profession is buzzing with M&A as private equity fuels dealmaking activity. Accounting firms are homing in on markets like New York, Florida and Texas as they continue to acquire firms. Others are focusing on particular service lines or industries.

Derek Davis, founder of GreenGrowth CPAs in Irvine, California, is looking to expand by acquiring firms of retiring partners, saying, "We are building a repeatable acquisition and integration playbook that provides retiring firm owners with a thoughtful exit plan while preserving client relationships, retaining key talent and improving long-term service delivery."

Lee Cohen, CEO of New York City-based LMC Advisors, said, "We are strengthening our presence in the New York tri-state area, focusing on deepening relationships, enhancing industry specialization, and increasing market penetration in one of the most competitive accounting markets in the country. These strategies are designed to support scalable, repeatable growth across the firm rather than one-off expansion."

Cross-selling

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As firms expand their service offerings, many leaders pointed to cross-selling as a key strategy in 2026.

"We see the areas of CAS and fractional CFO work specifically as ready for cross-selling potential, and are looking to grow and upskill team members in these areas to meet potential demand," said Katie Thomas, president and CEO at Honkamp in Dubuque, Iowa.

"We have been more intentional about understanding clients' existing investment/wealth advisors and making introductions to our wealth management arm when appropriate," said Glen Swanson, CFO at MHCS in West Des Moines, Iowa. "This creates recurring revenue (investment commissions) for the firm and, more importantly, this helps us provide more cohesive tax, estate and financial planning for clients."

Marketing

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Firm leaders also said they're putting dollars into their marketing.

"We plan to add marketing resources for the first time in over two years, said Jeremy Vokt, managing partner at Bland & Associates in Omaha, Nebraska. "With all the consolidation going on in our industry, we feel we are in a prime spot to add new clientele that may not want to partner with other 'mega firms.'"

"With the recent addition of a Marketing Coordinator, Kruggel Lawton is enhancing its capacity to promote its values, culture and community ties," said Barry Hall, managing partner at Kruggel Lawton in South Bend, Indiana. "This added support allows the marketing function to operate more proactively while giving the marketing manager increased bandwidth to focus on larger-scale initiatives and long-term growth strategies."

Talent development

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Talent recruiting, retention and development is a recurring strategy as firms grapple with the ongoing pipeline problem.

"We are projecting a 30% increase in our HR services practice line that provides leadership and emerging leaders training, strategic planning and fractional HR services," said Doug Meyer, CEO of Brixey & Meyer in Miamisburg, Ohio.

"Talent development remains equally critical," said Ryan Lynch, chief growth officer at Global Tax Management. "As an employee-owned firm operating in a tight labor market, GTM will continue investing heavily in internal training, leadership development and career mobility, ensuring sustainable growth without sacrificing quality or culture."

Organic growth

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In a period of hot dealmaking activity, some firms are pushing pause and instead focusing on organic growth.

"KWC's focus remains on high quality, sustainable organic growth," said Connie Hammell, managing principal of KWC CPAs in Alexandria, Virginia. "We achieved our M&A targets in previous years and now believe that the path forward is investing internally in our staff to continue providing high-quality service to our target markets."

"We currently have an organic growth strategy moving into 2026 with no merger activity being considered," said Tommy LeJeune, managing partner of Faulk & Winkler in Baton Rouge, Louisiana. "Additionally, we have implemented an annual client re-engagement strategy to evaluate our current clientele as compared to our resources available. This process has helped us align with maintaining sufficient capacity to attract work that aligns with our desired client profile."

Staying independent

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Finally, some accounting firms are doubling down on their commitment to remain independent from outside investment — and see an upside in doing so.

Eric Trost, president of SVA CPAs in Madison, Wisconsin, said his firm is "offering alternatives to the PE and M&A firms, through local connections and events, branding as an independent firm."

"We have made a deliberate commitment to remain independent, and we see this as a strategic asset," said Tom Johnson, CEO of Mahoney CPAs and Advisor in Glastonbury, Connecticut. "Independence allows us to preserve our culture, stay nimble and make decisions that are in the best long-term interests of our clients and our people. It also positions us to attract talent seeking growth opportunities outside of consolidating national platforms, and to win clients that value direct partner access, industry specialization and a more personal, relationship-driven experience."

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