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Building a people-first CPA firm while technology changes the work

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Matt Kidd, CPA, of Kidd Advisors hosted a tax-day party at an Irish pub near his Livonia, MI office. About 50 clients and prospects came. The tab was roughly $3,000.

Many guests are $500 annualtax return clients. Matt joked that they “probably ate and drank the profit margin” out of those returns.

So why would a mostly remote firm owner spend money bringing them together? Because a relationship can outlast the transaction that started it.

In Season 5, Episode 21 of Who’s Really the BOSS?, Matt joins hosts Rachel and Marcus Dillon to discuss investing in people while technology changes the work. They focus on choosing where time matters and making those relationships count.

Give employees a reason to improve the work

Matt’s four-person firm, including him, is about 2.5 full-time equivalents. They have flexible schedules with assigned phone coverage. Weekly check-ins cover each person’s best moment and current challenges, while connecting the accounting and financial-planning sides of the business.

He also introduced weekly “innovation meetings” focused on AI. After three or four weeks of brainstorming, the participating employees began building tools to solve their own frustrations.

Matt couldn’t identify every problem himself. He was too removed from much of their daily work. Instead, employees chose what to fix.

They were particularly motivated because Matt made the benefit clear: save time, and you can work less. Bring in more work, and the firm’s profitability-based bonus structure lets you earn more.

“They’re building way more than I am at this point,” he said.

Marcus described a challenge in his own firm: testing can consume time while client work still needs to get done. Matt acknowledged that tools used by two or three people are easier to adjust than tools rolled out across a larger organization.

He returned to the idea of letting employees choose meaningful problems and explaining how they’ll share in the gains. But better tools aren’t the only way to show people they matter.

Make appreciation a habit

Matt offers maternity and paternity leave and has paid substantial profit sharing. Still, he believes benefits don’t replace regular, genuine thanks.

“The biggest thing is just actually telling them you appreciate them,” he said. During tax season, he tries to recognize something specific at least once a day.

Rachel builds reminders into the Dillons’ routines, including weekly written check-ins, one-on-one conversations at least every other week, direct messages, and handwritten notes. As teams grow and spread out, appreciation needs a rhythm.

Marcus suggests thanking employees in front of someone they love, such as a spouse, parent, or another important person. Rachel adds that a card addressed to your team member’s special person can work when you’re remote.

Trust also requires listening. When an employee challenged Matt, he thought it over, realized the employee was right, and apologized. He credits that openness with building a collaborative team where people can question one another.

You don’t need a large budget to practice this. Give specific thanks, address problems promptly, and accept feedback yourself. Then apply that same care to how you spend time with clients.

Choose client relationships before filling your calendar

Matt bought his practice on September 1, 2017. At the time of recording, he expects revenue of about $750,000 for the accounting firm side, up from roughly $350,000 when he acquired it. He projects financial planning to add another $200,000.

Yet growth doesn’t mean keeping every client. With one accountant planning to retire within six months, Matt is considering downsizing and releasing some nonideal legacy clients. He already reserves most in-person meetings for financial-planning clients and the top 10% of accounting firm clients. In 2025, he spent just 27 days in the office, 17 of them in March.

His advice is to “figure out which clients you really enjoy working with,” then identify needs beyond your current services. That process led him into financial planning because many existing clients needed personal planning, rather than business advisory work.

Selective attention doesn’t mean abandoning everyone else. It means finding other ways to stay connected.

Build connections beyond the annual tax return

For clients Matt sees only once a year, appreciation events help put a face to his name. When retirement or an inheritance creates a planning need, they know whom to call.

The pub party idea came from an earlier food-truck event, where a conversation with a recently retired client led to assets moving into Matt’s advisory practice.

These gatherings also give the team something to enjoy. And, as Rachel noted, a lower-fee client may have friends or relatives who become excellent prospects.

Marcus described the broader shift as “moving from compliance to community.” Personal touches like handwritten thank-you cards, selected client gifts, and team photos that include family members support that shift.

Financial planning also changes whom you serve. Matt explained that, unlike many business engagements, financial planning often involves both spouses. His mother’s favorite thing about her advisor was the Christmas basket. That’s a reminder that different people notice different forms of care.

Timing helps, too. Rachel found that gifts sent in May stood out more than gifts sent during crowded December weeks.

Those connections bring the conversation back to the firm you want to build.

Build a community you want to belong to

Start with three choices:

  • Share the gains from better work. Give employees room to solve problems and benefit from the results.
  • Make recognition personal. Notice contributions, listen to criticism, and include the people important to your team.
  • Invest in relationships deliberately. Choose clients you enjoy serving, understand their needs, and stay connected beyond deadlines.

Listen to the full episode for Matt’s full conversation with Rachel and Marcus about building a firm around people, not just revenue.

Rachel and Marcus Dillon, CPA, own a national, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 28 professionals. Their latest organization, Collective by DBA, supports and guides accounting firm owners and leaders with Streamlined OS, an operating system for accounting firms, mastermind groups, and one-on-one advisory.

AI Can Do More Accounting Work. Who Will Stand Behind It?

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In a survey covered by CFO.com, 55% of respondents earning $150,000 to $200,000 a year support replacing CEOs, CFOs and other senior executives with AI. But Blake Oliver points out someone still has to read the analysis, correct it and decide what happens next.

On Episode 508 of The Accounting Podcast, Blake and co-host David Leary connect that survey to pressure on hourly billing and AI audits with one question: who will stand behind the work?

Wanting an AI Boss Doesn’t Prove AI Can Lead

In the Watch Chest survey covered by CFO.com, support for replacing senior executives with AI varied sharply. Forty-five percent of men favored it, compared with 25% of women. The $150,000–$200,000 income group showed the strongest support, at 55%.

David offered a theory about that income split. Higher earners may work closer to executives and feel their teams do the real work. Blake added that middle managers can be “at the mercy” of bad leaders and then pass unreasonable demands to their staff. Neither explanation was a survey finding.

David also distinguished replacing a CEO from automating the work of staff members who prepare slide decks and carry out the CEO’s plans. Blake suggested project management could be a target.

The survey doesn’t answer whether respondents trust AI to run a company. Are they just frustrated with the people running it? Those are two very different questions.

Automation Shifts Work Into Review and Direction

Blake sees AI absorbing finance work, including forecasting, monitoring, month-end close workflows, strategy support and merger-and-acquisition analysis. But can it replace top executives now?

“Definitely, no, not at this point,” he said. “You have to really monitor it, and you have to correct it.” If you let it operate on its own, “you get terrible results at this point.”

Blake often has 20 different AI chats going at once. He reads the output, gives new instructions and moves between tasks while waiting for responses. David uses several AI agents and described the same strain. More gets done, but constant context switching makes the work exhausting.

Blake prefers directing AI to sitting through meetings and delegating. Still, he doesn’t think he can sustain more than six solid hours of that work a day. That is his personal experience, not a universal limit.

“You’re doing heavier reps with your brain,” he said.

The work has changed, but it hasn’t disappeared. Production speeds up, but review is still essential, leaving firm leaders to figure out what clients should pay for.

The Billable Hour Faces Pressure From Both Sides

Blake sees large law firms as a warning for accounting. Citing New York Times DealBook reporting, he described Ropes & Gray’s work on a system designed to produce detailed due-diligence reports in hours rather than weeks.

Clients want to know what those tools mean for their bills. Some use AI agents to flag invoice entries where automation might have reduced the hours, then challenge charges or demand discounts. In-house legal teams often request 20% to 30% reductions across the board, according to the reporting.

Those requests aren’t proof of equivalent savings. Law firms argue that AI hasn’t saved as much time as clients assume, but allows deeper analysis. That echoes the hosts’ experience. More output doesn’t always mean less effort.

Meanwhile, competitors built around AI from the start offer upfront pricing. Traditional firms face a bind: using AI can reduce billable hours, while avoiding it lets competitors undercut them.

Blake cited a Citi survey of 55 large law firms. Of those, 35% expected to modify their billable-hour models within a year because of AI, rising to two-thirds by 2035. Changing the model doesn’t necessarily mean abandoning hourly billing.

The pressure hasn’t stopped growth. Blake cited Wells Fargo figures showing average large-firm revenue growth above 12% in the first half of 2026, while standard billing rates rose by double digits.

David noted that firms may raise rates to offset fewer hours. Blake argued that this approach eventually pushes clients toward fixed-fee alternatives. “I think accounting will follow,” he said.

AI Audits Need More Than an Audit Label

Blake reported that Illinois became the first state to require independent audits of AI developers’ safety claims. Starting in 2028, major developers must hire an outside party each year to check whether they followed their published safety plans.

But checking compliance with a developer’s own plan doesn’t guarantee its AI is safe.

According to Blake, audits must follow generally accepted auditing standards, but the law doesn’t require auditors to be CPAs. It also doesn’t create a certification, registry, accrediting board or disciplinary body for AI auditors.

“This would be perfect work for CPAs,” he said. “They just didn’t require it.”

David raised a comparison with crypto companies’ reports, which Blake described as “the non-audits they called audits.” Blake worried that reassuring reports could reach the public without enough safeguards for competence, ethics and independence. “The whole point is trust,” he said.

David suggested that the AICPA could respond publicly on behalf of the profession.

The opportunity isn’t simply to produce more reports, but to provide oversight people can trust. AI can speed up work, but the hosts’ discussion shows why review, judgment and responsibility still matter. Accountants can’t take their advantage for granted.

Listen to Episode 508 of The Accounting Podcast for Blake and David’s full discussion of AI leadership, billing pressure and who should audit AI developers.

The Monthly Marketing Playbook That Keeps Firms Visible All Year

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AI makes it easy to produce more marketing content. It also makes that content easier to ignore.

That creates a serious challenge for accounting firms. Business owners aren’t simply buying tax returns or financial reports. They want someone they can trust to help them understand risk, cash flow, and an uncertain future. Generic content rarely earns that level of confidence.

In the webinar Build a Year-Round Marketing System That Drives Consistent Growth, Micky Deming, founder of Full Stadium, explains how firms can build trust and attract clients year-round. After nearly 15 years in accounting firm marketing, Micky believes effective marketing must be:

  1. Focused
  2. Human
  3. Consistent

AI made content abundant and trust scarce

Micky calls the current environment an “AI slop situation.” So much content looks and sounds the same that readers begin to dismiss it before giving it a chance. “Anything I read, my filter automatically assumes it’s garbage and I don’t need it,” he says.

Accounting firms have more at stake than most businesses. In Micky’s view, risk and unpredictability are two of the hardest parts of owning a company. Both are “ten times worse” when an owner doesn’t understand their financial picture.

Accountants can ease that uncertainty through education. But to do that, their message must rise above the noise. That’s why Micky believes successful marketing combines those three elements mentioned above.

  • Focused: It speaks to a specific audience and its real problems
  • Human: It includes genuine expertise, experiences, stories, and personality
  • Consistent: It appears on a dependable schedule rather than in short bursts

Missing even one element weakens the system. Focused and consistent content can still feel artificial. Human content published only once or twice can’t build momentum. Frequent, personal content aimed at everyone may connect with no one.

That makes focus the natural place to begin.

A smaller audience creates a larger opportunity

For most accounting firms, focus involves either a local market or a vertical niche. Each path requires different tactics.

A locally focused firm might invest in its Google Business Profile, local listings, community events, and regional relationships. A niche firm might appear on industry podcasts and webinars, build software partnerships, attend specialized conferences, or contribute to newsletters its audience already reads.

Micky shared three examples:

  • Mire Group CPAs publishes short educational videos, blogs, social posts, and two newsletters each month. The firm increased traffic and its following, reached the top of local search results, stayed visible to referral partners, and helped some tax-preparation clients move into year-round tax planning.
  • Liguori Accounting focuses on med spas and teaches owners about issues such as sales tax, employees, and contractors. Founder Nick Liguori’s narrow focus led to interviews, partnerships, and speaking opportunities. The firm grew to $1 million in revenue while turning down work outside its niche.
  • The Charity CFO has served nonprofits for more than a decade. The firm has produced over 500 videos, a weekly podcast, monthly webinars, and a newsletter. Its website attracts about 20,000 organic visits per month for nonprofit accounting topics.

These firms don’t try to reach everyone. They chose a community, learned its problems, and kept showing up. That approach is becoming even more useful as people shift from short Google searches to detailed questions in tools like ChatGPT and Claude.

Once you know whom you serve, the next step is deciding what to teach them.

Your client conversations contain your best content ideas

Micky recommends starting with recent client experiences rather than keyword research. Look at the questions clients ask, including the repetitive or frustrating ones. Review common mistakes, recent wins, and problems you’ve solved more than once.

Then turn those experiences into useful content:

  1. Write down a real question in the client’s own words
  2. Answer it directly and without jargon
  3. Add an anonymized example from your experience
  4. Repurpose the answer into a video, blog post, newsletter, LinkedIn post, or Google Business Profile update

Case studies are especially valuable. When Micky’s team interviews clients, their description of the problem often differs from what the accountant expected. The client’s language reveals the stress they felt and the result they valued. That is the language future clients are likely to understand.

Your tone matters as much as your topic. Some business owners delay seeking help because they fear an accountant will make them feel foolish. Micky compares it to visiting a mechanic who might laugh at your questions. Helpful marketing shows prospects your firm will educate them without judgment.

Video communicates that attitude quickly. Prospects can see your face, hear your voice, and decide whether you seem trustworthy. A useful 60-second clip builds confidence more than polished but impersonal copy.

“I’d rather have a few ums and a few stutters,” Micky says. If editing is a roadblock, record the answer in one take. Low-cost tools like Descript and VEED can add captions and handle simple edits later.

Useful ideas, however, only produce results when you publish them consistently.

Deadlines turn expertise into a repeatable system

Micky previously worked in journalism, where deadlines ensured the newspaper went out. Marketing needs the same accountability. Firms often begin with enthusiasm, stop during a busy period, and lose the momentum they created.

His practical monthly playbook includes:

  • A 30-minute brainstorming session based on recent client interactions
  • Four videos of two to three minutes each
  • Two short clips of about 30 seconds from each video
  • An SEO-focused blog post with the video embedded
  • Distribution through social media and Google Business Profile
  • Two newsletters per month

Capturing the firm’s expertise may take only a few hours each month. Repurposing allows that work to appear across several channels.

This system also keeps the firm visible outside tax season. Clients may not think about taxes in July, but they still care about profit, cash flow, reports, and understanding their profit-and-loss statements.

Start small, then keep showing up

Micky recommends every firm begin with a newsletter and a strong client case study. From there, you can add short videos and a regular publishing schedule.

The central lesson is:

  • Choose a specific audience
  • Teach from real client questions and experiences
  • Use a helpful, human voice
  • Publish on a deadline
  • Repurpose each idea instead of constantly starting over

As AI-generated content becomes more common, real expertise becomes more valuable. Accountants already have that expertise. The opportunity is to share it in a focused and dependable way.

It may feel uncomfortable to narrow your audience, but as Micky reminds us, “You get bigger by going smaller.”

Watch the full webinar to hear more examples and Micky’s implementation advice.

Can you really buy a $400,000 accounting firm with just $20,000 down?

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You may not have $400,000 sitting in the bank. You may not even have $40,000. Yet under the right conditions, you could buy a $400,000 accounting practice with about $20,000 of your own money.

The deal still has to pass a lender’s review, produce enough cash to cover the debt, and leave room for working capital. The firm also needs to fit your goals and your ability to serve its clients.

On a recent episode of Who’s Really the BOSS?, hosts Rachel and Marcus Dillon spoke with independent debt advisor Eric Rabinovich about the financing behind small accounting-firm acquisitions. Their discussion showed that cash is only part of the challenge. Buyers also need the right target, solid financials, and a plan before an opportunity appears.

Most accounting-firm deals are smaller than the headlines

LinkedIn may focus on mergers among the country’s largest firms, but that is not the market most accounting professionals occupy. Eric usually works with professional-services firms generating a few hundred thousand dollars to more than $5 million in annual revenue. His average transaction is about $700,000 to $800,000, and many fall between $500,000 and $1 million.

Roughly 100,000 accounting and tax firms operate in the United States. Eric estimated that the heart of the market falls between $300,000 and $700,000 in revenue. For perspective, the 500th firm on the IPA 500 list generated just over $6 million.

That makes acquisition a practical option for smaller firms. Rachel noted that organic marketing efforts may take six months to gain traction and a year or more to produce significant growth. An acquisition can add revenue faster, but it also brings clients, employees, systems, and cultural issues to manage. Once you decide the fit is right, the next question is how to pay for it.

The $20,000 scenario depends on the deal structure

Marcus began searching for a practice in his late 20s after seeing no clear path to partnership at his employer. In 2011, he bought a $400,000 practice to replace his income and create more flexibility. The deal structure included $40,000 of personal cash, a $40,000 seller note, and a $320,000 bank loan.

Today, Eric said buyers generally have three financing paths:

  • Seller financing: Payments may be tied to collections, but willing sellers can be difficult to find
  • Conventional bank financing: Buyers usually contribute more cash and repay the loan over five to seven years
  • SBA-backed financing: A 10-year term can reduce the down payment and the monthly payment

Eric shared an illustration where a buyer could finance $360,000 of a $400,000 purchase with an SBA loan. A qualifying $20,000 seller note covers half of the required equity if it remains on standby for the life of the SBA loan. The buyer contributes the remaining $20,000.

“You can buy a $400,000 firm for $20,000,” Eric said. But working capital, seller cooperation, lender approval, and the final deal terms affect the amount required. More importantly, a low down payment means little if the practice can’t support the debt.

Cash flow determines whether the loan works

The key measure is the debt-service coverage ratio (DSCR). It compares available cash flow with annual loan payments. Eric said many lenders require a minimum ratio of 1.25. In simple terms, the business needs $1.25 of qualifying cash flow for every $1 of debt payments.

Using Marcus’s $320,000 loan as an example:

  • Term: 10 years
  • Illustrative interest rate: 8.75%
  • Monthly principal and interest: about $4,000
  • Annual debt service: about $48,000
  • Cash flow needed at a 1.25 DSCR: about $60,000

SBA financing is based on cash flow. As Eric put it, “If that isn’t at or above the minimum debt service coverage ratio, the other stuff doesn’t matter.” Before you become attached to a practice, calculate its likely debt payments and test its cash flow.

Prepared buyers stand out in a crowded market

Once the numbers work, the next challenge is winning the seller’s confidence. Buyers now compete with entrepreneurship-through-acquisition graduates, investor-backed groups, and small firms pursuing “micro-PE” rollups.

Eric recommended taking several steps before searching seriously:

  • Protect your credit and avoid major purchases that reduce borrowing capacity
  • Complete a personal financial statement
  • Gather bank or brokerage statements showing available cash
  • Talk with lenders and seek prequalification
  • Work backward from the equity requirement to set a realistic price range
  • Ask experienced buyers what they wish they’d known

Consider the seller’s view. One buyer expresses interest, while another presents proof of funds and a prequalification letter and explains how the transition will work. Preparation doesn’t guarantee a deal, but it gives the seller fewer reasons to doubt your ability to close.

Existing firms may have more financing options

Established owners may have an advantage because lenders can consider cash flow from both the buyer’s firm and the target. Marcus and Rachel used that strength when they wanted to move beyond a $3 million growth ceiling. They bought a $1.5 million practice using $120,000 in cash, $480,000 in bank financing, and seller notes for the balance.

Eric also explained that an established firm with at least two completed fiscal years may qualify for SBA expansion financing. If the transaction meets the SBA’s industry requirements, a lender may approve up to 100% financing.

Firms are also exploring related services such as wealth management and insurance. Those moves may create opportunities, but they bring separate licensing and regulatory requirements. As Eric warned, “Just because you can do that doesn’t mean you should.”

Readiness creates the opportunity

Buying an accounting firm can offer a faster path to ownership or help an established practice break through a growth ceiling. But the target must fit your firm, its cash flow must support the debt, and you must be ready to move when the right opportunity appears.

Hear Rachel, Marcus, and Eric explain the financing options, risks, and preparation steps in the full Who’s Really the BOSS? episode.

Rachel and Marcus Dillon, CPA, own a national, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 28 professionals. Their latest organization, Collective by DBA, supports and guides accounting firm owners and leaders with Streamlined OS, an operating system for accounting firms, mastermind groups, and one-on-one advisory.

How Accounting Firms Can Win Attention When AI Writes Everything Else

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Your firm can now use AI to produce 100 social posts in minutes. But if those posts sound like everything else in a prospect’s feed, no one reads them.

That’s the challenge Micky Deming sees across accounting firm marketing. Micky founded Full Stadium Marketing and has worked in the field for close to 15 years. In the webinar Human Marketing: Your Competitive Edge in the AI Era, he explains that more technology hasn’t necessarily made marketing easier. It’s created more distractions, content, and noise.

Prospective clients receive messages all day, and, as Micky puts it, “their default mode is to ignore it.” To earn their attention and trust, accounting firms need three things: focus, humanity, and consistency.

Focus on the problems your best clients face

Human marketing starts with a clear message for a clear audience. No tool can rescue a message aimed at everyone.

Micky reduces marketing to one unchanging principle: take a useful message to an ideal client and repeat it. The starting point isn’t a prompt but a real client with a real need. As he says, “You solve problems; you don’t sell services.”

Start by thinking about one to three clients you would happily serve again and again. Then ask:

  • How did they find your firm?
  • What problem did they have before they hired you?
  • How did you solve that problem?
  • What changed for them afterward?
  • What words do they use to describe the value?

That last question can reshape your message. When Full Stadium conducts case-study interviews, Micky says firms are surprised by the client’s answer more than half the time. The value clients describe may not be what the firm assumed it provided.

Use that language to speak to one defined person about their industry, software, financial concerns, and daily problems. “Everything should speak to one person, not to the world,” Micky says.

Once you know that person, the next step is to prove you can help.

Replace broad claims with human proof

In an AI-saturated market, anyone can publish polished claims. Prospective clients have good reason to be skeptical. Instead of telling people your firm is helpful or experienced, show them.

Micky recommends several practical forms of proof:

  • Client success stories: Ask three questions about the problem, your work, and the resulting change
  • Video testimonials: Invite a client to explain in one or two minutes how your firm helped
  • Google reviews: Build trust while supporting local search visibility
  • Educational content: Answer questions that arise in actual client meetings and discovery calls

Accounting firms already have powerful stories. They help clients move “from a place of chaos to understanding.” That may mean less anxiety about cash flow, clearer financial information, or greater confidence about the future. Those outcomes carry more weight than a list of services.

During the Q&A portion of the webinar, Micky clarified that video testimonials and Google reviews serve different purposes. Video builds trust on your website, social channels, and newsletter. Google reviews have a more direct effect on local search. When possible, ask clients for both.

That proof is even stronger when it travels through a trusted community.

Build around community and referrals

Micky sees two common paths for firm growth. One is a geographic community supported by local search, Google Maps, local events, and word of mouth. The other is a defined niche, such as dentists, law firms, or med spas. A niche allows you to build specialized expertise and relationships beyond your local market.

Relationships matter in either case. When firm leaders say, “We’re growing, but it’s all referrals,” Micky doesn’t see a problem. A referral means someone trusts your work enough to recommend you, which is especially meaningful when money is involved.

Study that referral activity:

  • Track who sends prospects to you
  • Ask why they recommend your firm
  • Learn what they say about you
  • Use that language in your marketing
  • Ask satisfied clients and partners for more introductions

Community relationships can also lead to podcast appearances, industry newsletters, software partnerships, and local presentations. An accountant might teach chamber members how to read a profit and loss statement or join a niche podcast to discuss how growth turns into profit and cash.

Of course, relationships and useful content only produce lasting results if your firm keeps showing up.

Create a schedule you can maintain

Consistency doesn’t mean posting generic content every day. It means choosing useful actions and completing them over time. Micky says consistently done, solid human marketing outperforms polished marketing that starts and stops.

Her sample schedule includes:

  • Record two one- to two-minute videos each month based on real client questions
  • Upload them to YouTube first, since it also works as a search engine
  • Embed each video in a short website recap and share it on social media
  • Publish one client case study each quarter
  • Pursue one community feature each month
  • Send one newsletter each month, even if the list only includes current clients

Put these actions on a calendar and assign someone on your team responsibility. Don’t abandon the plan after a month or two because it hasn’t produced an immediate return. You can’t predict which video, article, or conversation will lead to a referral or partnership.

A sustainable schedule is also where AI can be genuinely useful.

Use AI to organize real expertise

Micky isn’t against AI. He recommends using it to make human marketing easier, much as accounting firms use automation to spend more time listening and advising.

For example, you can record and transcribe client meetings, case-study interviews, and discovery calls. Across 20, 30, or 50 sales conversations, those transcripts contain valuable patterns. AI can help identify recurring questions, problems, and reasons prospects seek help.

It can also help you:

  • Summarize industry reports and extract key statistics
  • Compare recent content with client questions to find opportunities
  • Create outlines, video descriptions, and case studies from original material
  • Organize a growing knowledge base around the firm’s clients and expertise

The boundary is simple. Asking AI to create 100 generic posts adds to the noise. Asking it to organize lessons from your own conversations helps scale genuine expertise.

Start small. Choose one question a client asked this month, record a short answer, and publish it. Then watch the on-demand webinar to hear Micky explain how focus, humanity, and consistency can turn that first step into a repeatable marketing system.