Gregory Burbach / Honkamp Krueger & Co. PC
A focus on teamwork is clearly a part of Burbachs style; Honkamp Kruegers strategic plan, for instance, was a team effort that involved input from all of its employees and managers, with responsibility for its implementation and success spread widely. Besides the teams hes added for almost a dozen new practice areas in the past five years, Burbach has also gone outside the firm to create a much larger team the HK Alliance of 25 CPA and business consulting firms that share best practices and resources.
Michael Gillis / DMJ & Co. PLLC
Growth through a strategic plan? Check: In fact, DMJ keeps exceeding its goals, so theyve started working on refreshing the original plan. Succession plan? Check: Not only is the firm identifying and grooming young emerging professionals, but it has established well-defined plans for each department, and set partner goals and expectations. Caring about staff? Definitely, with stunningly low turnover in the past five years. Focus on organic growth? Check: New services, niches and strategic partnerships. Interest in technology? Check: The firm is an early adopter in a number of areas. Elite managing partner? Check.
Cathy Iconis / Iconis Group
Iconis built her own firm in her own way, unconstrained by traditional expectations or outmoded models and that resulted in an entirely virtual firm that charges clients a flat fee for its outsourced accounting and chief financial officer services and requires them to use QuickBooks Online, but then rewards them with a collaborative approach that helps both her and them grow. All in all, its a new model -- and if you wont take our word for it, take software giant Intuits: They just named Iconis Group one of their 20 Firms of the Future for 2015.