CAS Practice Partner
For tax, bookkeeping and CAS firms: adding client advisory services, staffing the work, buying a practice and the economics of advisory.
Section 7216 Consent for Offshore Staff: What CPA Firms Need in Place Before Busy Season
A firm that sends client tax information to a team outside the United States needs the client's signed consent first, and Social Security numbers carry an extra condition. This guide sets out when Section 7216 consent is required, what the form must say, and what to fix before January.
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Section 7216 Consent for Offshore Staff: What CPA Firms Need in Place Before Busy Season
A firm that sends client tax information to a team outside the United States needs the client's signed consent first, and Social Security numbers carry an extra condition. This guide sets out when Section 7216 consent is required, what the form must say, and what to fix before January.
The Questions Clients Ask Between Monthly Meetings, and Who Answers Them
A CAS client sees the firm's work once a month. The questions arrive every day in between. How a firm answers them decides whether the relationship feels like advisory or like bookkeeping with a phone number.
Buying an Accounting Firm: The Finance Diligence That Decides the Deal
An accounting practice looks easy to value. It has recurring clients, predictable fees and a seller who knows the numbers. What decides whether the deal works is how much of that revenue walks out with the people.
How Tax and Bookkeeping Firms Can Add Client Advisory Services With Navigator
Tax and bookkeeping firms already hold the client's numbers and the client's trust. What most of them lack is the hours to turn those numbers into advice. This guide covers how to package, price, sell and deliver an advisory tier without building a CAS team first.
What High-Growth Accounting Firms Get Right: Client Advisory
Nearly every firm now says it offers advisory. Far fewer sell it. The research from the last two years points to a handful of things high-growth accounting firms do differently, and most of them are about how the firm works rather than what it offers.
From Data to Decisions: Finding the Story in the Numbers
A monthly package can be right to the cent and still change nothing. The firm that tells the client what moved, why it moved and what to do about it is the one the client calls before a decision.
The CAS Practice You Built Was Never Really the Destination
Most CAS practices were built by converting bookkeeping clients to outsourced accounting — a real upgrade, but not the full picture of what CAS can be.
CAS 1.0 Was a Revenue Line. CAS 2.0 Is a Business Model.
CAS 1.0 was the conversion of traditional bookkeeping to tech-enabled outsourced accounting. It improved economics and deepened relationships — but it was additive to the traditional firm model, not transformative.
Why Most CAS Practices Stall Around $500K in Revenue
The $500K CAS practice ceiling is real and predictable. Most practices hit it within three to five years of launch and struggle to break through without a fundamental redesign of the delivery model.
Your Senior CPAs Shouldn't Be Doing Reconciliations. Here's What They Should Be Doing Instead.
The most common source of margin compression and talent attrition in CAS practices is the misallocation of senior CPAs to execution work — reconciliations, bookkeeping review, and transactional finance tasks that don't require senior judgment.
What Growing SMBs Actually Expect From Their CPA Firm Today
The gap between what $2–10M businesses expect from their CPA firm and what most firms currently deliver is widening — and it's creating both a threat and an opportunity for accounting practices.
Growing CAS Without Hiring: The White-Label Bench
CAS is the fastest-growing line in most CPA firms and the hardest to staff: the talent is scarce, expensive, and leaves.