Managing Partner Chet Buchman of Swindoll, Janzen, Hawk & Loyd discusses how his firm restructured its business model to move beyond compliance work toward client advisory services. He explains how clarifying firm vision, adjusting pricing and client mix, managing capacity, and tracking key financial metrics supported sustainable growth, improved efficiency, and enhanced work-life balance, while strengthening client relationships and long-term firm viability.
Learning Objectives
• Identify common motivations for CPA firms to move from traditional compliance work toward advisory services.
• Recognize how firm vision and client mix decisions influence long-term sustainability and efficiency.
• Distinguish between different levels of advisory services within a CPA firm environment.
• Select financial and operational indicators used to monitor firm performance and capacity.
