Page 143 - JoFA_2022
P. 143

CAS staff can be more


                                                    effective when they’re


                                                    not dividing their time


                                                    between CAS and other


                                                    areas of the firm.







                                                    advisory for clients, generally stay in closer touch
                                                    with their clients throughout the year than they
                                                    would doing tax or audit work. To perform this
                                                    work most effectively, CPAs often must adopt dif-
                                                    ferent software programs and processes, track time
                                                    and work differently, and bill for services differently.
                                                      How can firms best manage this shift to
                                                    advisory work? The CAS Benchmark Survey shed
                                                    some light on this question by identifying the
               lient advisory services (CAS) has proved   top-performing CAS practices — the top 25% of
               a growth area for accounting firms. Ac-  survey respondents with the highest net client fees
          Ccording to the second Client Advisory    per professional — and tracking what they did dif-
          Services Benchmark Survey from CPA.com and   ferently. Below are best practices identified by the
          the AICPA Private Companies Practice Section   survey, accompanied by advice from leaders from
          (PCPS), CAS practices grew by 20% in terms of   four of the top-performing firms:
          net client fees per professional between 2018 and
          2020.                                     1. Move away from hourly billing
            CAS can be “a growth engine for the profes-  Many firms have moved away from hourly billing
          sion,” said John Yeager, CPA (inactive), managing   in their CAS practices. When clients are billed by
          director of the outsourced accounting practice   the hour, Yeager said, they can feel “like they’re on
          at Bennett Thrasher in Atlanta. Accounting has   a meter” and be reluctant to call their CPA firms
          traditionally been dominated by audit and tax, but   with questions for fear of being charged. But CAS
          CAS, he believes, is becoming “the third leg of the   relies on a close relationship between CPAs and
          stool.”                                   clients, and it isn’t as effective if clients are hesitant
            But running a successful CAS practice requires   about getting in touch.
          CPAs to adopt a different mindset toward client   What’s more, many CAS clients are small busi-
          service. Accountants offering CAS, a term that   nesses, and they appreciate the “budget certainty”
          incorporates a spectrum of services including   of a fee that stays constant from month to month,
          controller and CFO services that support business   Yeager said.

          journalofaccountancy.com                                                                April 2022    |   11
   138   139   140   141   142   143   144   145   146   147   148