Value-added resellers in the accounting solution space are being called upon to add even more value for clients who, buffeted by economic headwinds and technological disruption, want strategic support that goes beyond traditional software implementation.
As a result, many in our VAR 100 list are taking on a more advisory role, framing their products not as infrastructure but a key strategic asset, especially regarding AI. This has, in turn, led some to reimagine their role in their client relationships as not just sellers but as long-term partners that provide expert guidance on an ongoing basis.
"We have responded by acting as a strategic advisor first and a software reseller second," explained Nate Scott, the CEO of Lancaster, Pennsylvania-based Cargas. "Our goal is to help customers choose the right platform for their stage of growth and pair it with our 'Human + AI' consulting approach, so they gain the benefits of AI while retaining the personal partnership and expert guidance they value."
Maumee, Ohio-based Aktion Associates has undergone a similar shift. Clients are increasingly turning to them not just for business software but as a trusted professional who can not only help implement new solutions but also provide strategic guidance around data governance, cloud modernization, cybersecurity and long-term scalability. "As a result, we've expanded our consulting and advisory footprint while developing scalable, repeatable solutions that improve operational efficiency, accelerate implementations, and help customers maximize the value of their existing technology investments," said CEO Scott Irwin.
(Read more: See the 2026 VAR 100 ranking.)
With this has come a shift in how clients think of their ERP systems in particular. While traditionally these products have been viewed as infrastructure — a necessary but mundane expenditure enabling other work to get done — the increasingly data-driven nature of modern business means more clients are starting to view their ERP systems as a sort of command center for organizational strategy.
Crestwood Associates, in Bonita Springs, Florida, observed that this has had the effect of shifting the ERP from a one-and-done installation to an ongoing, long-term business improvement project involving continuous integration, improvement and adoption across teams, which clients see as increasing efficiency and visibility within the organization. With this has also come increased expectations for the systems they offer.
"Instead of focusing on whether the system can produce a report, they're focused on how quickly they can get answers. They want visibility into cash flow, profitability, operational performance, and exceptions as they happen, not days later after data has been gathered and reconciled. As a result, expectations for ERP systems have increased," said CEO Jason Sheaffer.
Not every system can do this, however, which is also why VARs have seen increased urgency to replace legacy systems that were built with more traditional assumptions in mind. Organizations are increasingly seeking newer systems that can natively support AI automation, especially agents.
"Clients are recognizing that the intelligence and automation they want, including AI agents that can autonomously manage finance operations, procurement, inventory, and customer interactions, lives inside modern cloud ERP platforms. That capability does not exist in legacy on-premises systems, and it cannot be bolted onto a fragmented technology environment," said Michael Roughsedge, CEO of Irving, Texas-based Quisitive.
Dynamics GP migrations
The urgency is also driven by deadlines, as certain legacy systems are reaching the end of their natural lifecycles and will no longer be supported. In particular, numerous VARs cited Microsoft Dynamics GP, which will no longer be supported come 2031: Customers will either need to migrate to a different system before then, or find a way to continue functionality past that point.
Tampa, Florida-based Enavate is concentrating on the former: "Over the past year, one of the most noticeable shifts we've seen is a growing sense of urgency among Dynamics GP users," reported CEO Thomas Ajspur. "Historically, many of these organizations were comfortable maintaining their existing systems: They knew them well, they were stable, and there wasn't always a compelling reason to change quickly. That's changed. More clients are now actively planning for the long-term future of their ERP."
NJevity, based in Greenwood Village, Colorado, is focused on the latter, and their response, according to CEO Mike McPhilomy, has been to launch a customer-led community, Knights of GP, that will provide members continued support, payroll tax updates, and new feature development, as well as a voice in the product's future.
"The businesses that stick with GP are not falling behind. They are making a smart, deliberate choice, and Njevity is building the infrastructure to back that choice for the long haul," he said.
Clients demand more
These shifting client expectations around ERPs are part of a larger trend cited by many VARs that clients, overall, are both more informed and more demanding. This is especially in terms of speed, as clients increasingly feel they don't have time to wait around and see if something was useful.
Bridgeville, Pennsylvania-based Vertilocity has observed this firsthand. "The biggest shift we are seeing is around speed and agility. New clients are prioritizing rapid implementations to accelerate time-to-value and ROI realization. At the same time, existing clients are expanding functionality more quickly to drive automation and provide leadership with real-time financial insights for faster, more informed decision-making," said CEO Bruce Nelson.
Many VARs have adjusted to these new expectations by leaning even harder on AI: If the clients want speed, they'll get speed. "We are responding to our clients' desire for immediate value by accelerating our implementation processes with AI-enabled services like RSM Velocity, and capitalizing on these trends by embedding AI capabilities in our offerings, deepening industry-specialized solutions and collaborating strategically with leading platforms," said Brian Becker, CEO of Chicago-based RSM, a Top 10 Firm.
VARs have also found a more mature and informed client base this year. Bryan Wilton, CEO of Brentwood, Tennessee-based LBMC, a Top 50 Firm, noticed that clients are increasingly methodical and intentional when it comes to their tech purchases. "Buying cycles have become more deliberate and research-driven. Clients are coming to the table far more educated, often having already compared multiple ERP solutions and expecting deeper, more consultative engagement from VARs earlier in the process," he said, also adding, "There is a stronger emphasis on speed and efficiency in vendor engagement. Clients expect faster response times, clearer qualification, and a more streamlined path from initial interest to meaningful sales conversations."
Industry verticals
Clients are also eschewing generic tech offerings in favor of specialized solutions developed for their particular industry. If they are going to spend money on a new application, they want it to be one that is built to understand their company and the wider context in which it operates.
"Clients are demanding more industry-specific expertise from their ERP partners. They are less interested in generic implementations and more focused on partners who understand their operating model, pain points, and growth objectives," said Mark Rhyman, CEO of ERP Success Partners, based in Royal Oak, Michigan, one of this year's VARs to Watch (see below).
This echoes the aforementioned desire for VARs to act as strategic partners who can provide insights and support particular to their organization; they want solutions tailored to their specific situation, with the software adapting to them versus them adapting to the software.
"Organizations are increasingly looking for industry-tailored solutions rather than one-size-fits-all transformation strategies. Businesses want partners who understand the operational, regulatory and competitive challenges unique to their industries and can align technology investments accordingly," said Ann Blakely, managing principal for digital solutions at Chicago-based Baker Tilly, a Top 10 Firm.
Cost pressures
Finally, many VARS, in some form or another, mentioned economic and financial pressure that has driven changes in their behavior. Marjorie Adams, CEO of Austin, Texas-based Fourlane, another VAR to Watch, noted that clients expect faster turnaround, more proactive communication, and access to expertise on demand, adding that the bar for client experience has gone up, and firms that still run on 'We'll get back to you next week' are losing ground. This, she said, is largely driven by price pressure.
"Cost pressure is everywhere. Higher interest rates, tighter margins, and slower growth in a lot of sectors have made clients much more focused on ROI. They want to know exactly what an engagement will deliver, how quickly it pays back, and where they can consolidate tools. We've adapted by being more upfront about scoping and helping clients audit their software stack to cut redundancy. A year ago, 'Let's just add this tool' was an easier sell. Now every addition gets scrutinized," she said.
Vision33, based in Irvine, California, has also seen this, pointing to a demand for scalable, cost-effective cloud-based solutions that can support growth without adding unnecessary complexity. Still, they're not necessarily pulling back entirely on new purchases: CEO Tony Whalen pointed to increased demand for solutions that provide real-time data that will allow them to react quickly to new developments. "Over the past year, we've seen clients become far more focused on resilience, visibility, and speed of decision-making in response to ongoing economic uncertainty, cost fluctuations, and supply chain pressures," he said.
At this point it would appear that, due to economic factors and technological advancements, businesses are under rising pressure, which means the VARs they rely on are under pressure too. But it would appear VARs are meeting the challenge, as we are witnessing shifts in both their own role and the role of their offerings towards more high-level strategic considerations in response. With the pace of change, already fast, growing ever-faster, who knows what we will see next year?
