Poor onboarding frustrates clients, burns out staff, and kills profitability.

It's Not Just the Numbers
With Penny Breslin and Damien Greathead
For CPA Trendlines

Winning the client is exciting—but in Client Accounting Services (CAS), that’s just the opening act. The real work, and the real success, depends on what happens immediately after a prospect says “yes.”

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In this episode of It’s Not Just the Numbers, hosts Penny Breslin and Damien Greathead make the case that onboarding is one of the most overlooked, underdeveloped, and business-critical functions in CAS firms today.

“Too many firms have no clue what actually happens when a client walks in the door,” Breslin says. “You sold the work, but what happens next? What experience does the client have? And what does your team do first?”

Two-thirds of current firm leaders risk being obsolete within three years.

Accounting Influencers
With Rob Brown

A stark warning is shaking the accounting profession: 65% of current firm partners will be considered “digitally obsolete” within three years. The unsettling part? Private equity (PE) investors are not planning to retrain them—they are preparing to replace them.

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On the latest episode of the Accounting Influencers Podcast, host Rob Brown uncovers how private equity–backed firms are redrawing the profession’s leadership map. The digital divide is no longer theoretical. It is already defining who will lead the future of accounting and who will be pushed aside.

Partners who cap their own comp can solve staffing, retention, and motivation in one bold move.

Gear Up for Growth

With Jean Caragher

For CPA Trendlines

When public accounting firms talk about “leadership challenges,” the conversation often turns into a soft focus on communication styles or vague culture issues.

Michael Meihaus goes straight for the hard truths.

On Gear Up for Growth, hosted by Capstone Marketing president Jean Caragher, Meihaus—owner of Meihaus CPA in Escondido, California—lays out the structural leadership failings he sees across the profession: outdated ownership models, harmful work expectations, broken incentives, and leaders who resist change because the current system works for them, even as it burns everyone else out.

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“It’s simply that we don’t change unless we have to,” he tells Caragher. In a profession that’s been “stable, profitable, successful” for decades, too many people at the top have little incentive to transform how firms actually operate.

One of Meihaus’s most provocative arguments is that many “partners” aren’t really owners in any meaningful sense.