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How Sikich Is Transforming the Accounting Firm Model—And Putting Employees First

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Private equity is flowing into CPA firms at a record pace. That’s great for partners, but what does it mean for everyone else?

To find out, I spoke with Ryan Spohn, CFO of Sikich, a professional services firm headquartered in Chicago. Sikich ranks 27th on Accounting Today’s Top 100, employs more than 1,900 people worldwide, and posts $364 million in annual revenue. 

Ryan told me how Sikich departed from the traditional partnership model, opening the door to outside investment, expanding employee ownership, and creating a culture where wellness and flexibility matter as much as the bottom line.

Why the Traditional Partnership Model Is Losing Appeal

Many CPA firms are still structured as partnerships, with all the profits distributed among the partners each year. Unfortunately, this model often leaves little to no funds for investing in new technology, acquiring other companies, or hiring new talent.

“Firms pass the hat around to fund any major initiative,” Ryan told me. “If someone is close to retirement, they may not see a reason to reinvest in the business. That becomes a big obstacle for growth and innovation.”

Alternative Practice Structure: Splitting Assurance from Advisory

Sikich addressed these challenges by implementing an alternative practice structure. This arrangement separates the firm’s attestation work, conducted under Sikich CPA, from its consulting and advisory services offered through Sikich LLC. The CPA side complies with state ownership regulations, while Sikich LLC can secure outside funding.

“An alternative practice structure solves the financing problem for CPA firms,” Ryan said. “It lets us bring in outside capital for our consulting and advisory lines without the usual regulatory hurdles on the assurance side.”

$250 Million from Bain—But Retaining Control

With its new structure, Sikich secured a $250 million minority investment from Bain Capital’s Special Situations Group. Unlike some private equity deals that grant majority control to investors, Sikich maintained control.

“A majority investment was a nonstarter,” Ryan explained. “We want this to be a place where people can build long-term careers, and we need to preserve our culture and client relationships.”

The result? Sikich has the cash to “supercharge” growth, including larger acquisitions, tech investments, and employee development. They’ve averaged 20% annual growth over the past five years and aim to accelerate.

Expanding Equity from 5% to 30%

One of the boldest moves was expanding equity ownership in the firm. Traditionally, only partners who made a sizable buy-in received a share, often waiting decades for any payout. Sikich changed that approach.

“Before, maybe 5% of employees were partners with K-1s,” Ryan said. “We eliminated the complex buy-in, automated the reinvestment of net income into the firm, and now around 30% of our people have units. There’s also a discretionary bucket for rising stars. It’s a big shift in how we reward and retain top talent.”

Since the firm operates outside a strict partnership model, employees don’t struggle with K-1 distributions. They also aren’t required to borrow money to gain ownership—equity is granted based on performance and potential.

Putting People First: Wellness and Work-Life Integration

Sikich’s equity strategy is just one piece of its employee-first philosophy. The firm also invests heavily in mental health, flexible schedules, and a results-driven environment:

  • Mental Health Coverage: Every employee automatically receives coverage for mental health support at no extra cost.
  • No Office Mandates: Sikich embraces “work-life integration.” Employees come into the office only if it makes sense for them or their teams.
  • Trust Over Timesheets: Rather than counting total hours or nonbillable time, Sikich focuses on client satisfaction, deliverables, and meeting deadlines. “Happy employees lead to happy customers,” Ryan said, “and we see that play out again and again.”

Beyond “Book of Business”: Measuring Contribution Margin

Instead of organizing around individual partner “books,” Sikich divides the firm into business units—such as transaction advisory, forensic accounting, marketing services, ERP implementations, and more. Each unit is measured by contribution margin rather than hours:

“We don’t waste time allocating partial overhead or micromanaging nonbillable hours,” Ryan said. “Leaders know who their top performers are based on outcomes, not on how many hours they clock. That fosters collaboration and innovation.”

Internal Mobility and the Emerging Professionals Council

With dozens of specialized service lines, Sikich encourages employees to explore new roles across the firm. Ryan even credits their Emerging Professionals Council for pushing leadership to eliminate strict hour tracking.

“These younger professionals wanted more value-based billing,” he explained. “We want them to move from audit to transaction advisory—or marketing to consulting—if that’s what drives their passion. It keeps our people engaged, and clients get well-rounded expertise.”

Technology and AI as Tools for Growth

Sikich replaced outdated time-and-billing software with a robust, enterprise-level ERP system—one that it also implements for clients. Now, the firm is exploring AI for tasks like summarizing meetings, automating support queries, and analyzing data.

“AI is more evolutionary than revolutionary,” Ryan said. “It speeds up routine work so we can spend more time on strategic thinking and problem-solving. Human judgment remains essential, especially in regulated industries like accounting.”

Ryan Spohn’s Corporate Background

Unlike many firm leaders who rose through the partnership ranks, Ryan built his career in corporate finance—serving as Controller, CFO, and head of shared services in both public and private companies. That perspective helps shape Sikich’s approach today.

“When you’ve been the client, you understand the day-to-day challenges of closing the books or dealing with compliance,” he said. “It influences how we deliver solutions and organize our teams.”

Key Takeaways

1. Reinvesting for the Long Haul – Retaining net income, rather than distributing all profit to partners, ensures funds for talent, technology, and acquisitions.

2. Minority PE Deals Can Preserve Control—Getting outside capital doesn’t have to mean giving up majority ownership if the deal is structured carefully.

3. Broader Ownership Drives Retention – Eliminating massive buy-ins while awarding equity to high performers attracts ambitious talent.

4. Culture and Well-Being Matter – Flexible work, mental health support, and removing excessive time-tracking reduce burnout and raise morale.

5. Technology and AI Enhance—not Replace—Human Expertise. Automating routine tasks frees professionals to focus on complex, value-added services.

By separating assurance from advisory, securing a minority stake from Bain Capital, and making equity more accessible to employees, Sikich exemplifies how professional services firms can modernize without losing sight of people.

If you’d like the whole story, check out my interview with Ryan Spohn on the Earmark Podcast.

How Top Accounting Firms Build Adaptable, High-Performing Teams

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Are you successfully attracting the best accounting talent, or is your hiring process making it difficult? Many accountants find it hard to bring in and keep skilled professionals in their teams.

In a recent webinar, Giles Pearson, Co-Founder and CEO at Accountests, discussed how making bad hiring choices can be very costly for businesses. These mistakes can lower team spirit and hurt the quality of service provided to clients. He also highlighted that the influence and approach to hiring have changed a lot recently. As Giles notes, “This is not an equal playing field anymore. The power is with the candidate.”

To succeed, accounting firms need to change how they hire new employees. Instead of just filling vacancies, they should focus on a well-rounded strategy that includes careful planning, creative ways to find talent, thoughtful evaluation of candidates, and strong support for new hires. 

Keep reading to learn how your firm can transform its hiring process from a burden into a valuable strength.

Align Hiring with Firm Goals

Making a bad choice when hiring can be expensive, not just in money but also in other ways that can affect the entire team. Giles emphasizes, “It’s the effect on team morale and personal well-being. The stress of hiring someone who doesn’t work out is significant.”

Craft Candidate-Centric Job Ads

Your job advertisements should focus on what your firm offers candidates, not just a list of tasks. Giles shared an example of a CFO position ad that missed the mark: “There was a long list of required tasks… It was all just ‘blah’ to me.” Instead, keep requirements broad and emphasize the benefits to the candidate.

Leverage Employee Referrals

Make use of the people you already know by asking your employees to recommend potential new hires. Giles advocates, “Get your staff involved. Have a formal system for them to bring new people into your business.” Your employees probably know great people they would like to work alongside.

Use Data-Driven Assessments

Using data to evaluate your choices helps you make better decisions. If you only look at resumes and conduct informal interviews, you’re unlikely to find the best fit for your needs.

Use Skills Testing for Objective Insights

Skills tests are a great way to gather clear information about a candidate’s abilities. Giles’s company offers specialized tests for different accounting jobs, allowing employers to assess potential hires quickly—usually just taking 40 minutes to complete. This streamlined process offers straightforward insights into what candidates can actually do, making it easier to find the right fit for the role.

Use Personality Profiles to Focus Interviews

Personality profiles help you tailor your interview questions. Giles explains, “If the profile indicates a candidate might struggle with time management, you can probe deeper during the interview.” This approach allows us to identify problems sooner so they don’t turn into larger issues later on.

Run Structured Interviews for Consistency

Structured interviews make the hiring process more organized and fair. They ensure that all candidates are asked similar questions, which helps businesses compare applicants more easily and consistently. Giles suggests, “Include someone trained in interviewing on your panel. Use competency-based questions to assess ethics, leadership, problem-solving, and interpersonal skills.”

Make Objective Hiring Decisions

Use a scoring system that gives different importance to various assessment results to help us make better decisions, based on data. This method helps minimize personal biases and encourages a more diverse selection process. “Hire the person who can do the job,” Giles emphasizes. “That’s what we’re trying to achieve.”

Extending the Approach to Onboarding and Development

The hiring process shouldn’t stop just when a candidate says yes to the job offer. Instead, use the information you collected during the hiring to help new employees succeed right from their first day on the job.

Tailoring Onboarding Plans

If assessments reveal any skill gaps, create a focused training program. Pair up team members with experienced mentors and outline how their performance will be evaluated. For instance, if a new hire struggles with a particular aspect of tax law, make sure to include specialized training as part of their introduction to the job.

Leveraging Personality Profiles

Understanding personality types can help not just with the initial training of individuals but also with their growth and development over time.

Ongoing Development and Review

Take time to review the test results a few months later to see how accurate they are in predicting outcomes  to help make improvements to our plans for development. Also use the results  as part of ongoing personal development planning.

Conclusion

When hiring, having a well-rounded strategy, aligning your hiring practices with your firm’s goals, using data to aid your decisions, and ensuring that onboarding and employee development are part of the process, you can turn hiring into a significant competitive advantage.

Are you ready to transform how your firm recruits? Check out our on-demand webinar, “Enhancing Your Firm’s Hiring Process,” where you’ll find valuable insights and practical tools. You can apply these strategies immediately to attract, hire, and nurture the talented team your firm needs to succeed.

Remember, in the search for accounting talent, those who have the best hiring strategies come out on top. By adopting a comprehensive approach, you’re not just filling jobs—you’re laying the groundwork for your firm’s future success.

Breaking Free From the Tax Return Trap: Building an Advisory-First Accounting Practice

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Tax revenue can be addictive. Each $1,000 return during tax season feels like security, building a predictable revenue stream that’s hard to walk away from. But what if there was a way to transform those same clients into relationships worth $15,000 per month?

In a recent episode of the Who’s Really the BOSS? podcast, hosts Rachel and Marcus Dillon shared how their firm broke free from the trap of transactional relationships. While many accounting firms remain caught in the cycle of seasonal tax work and basic compliance services, their story shows there is a different path forward.

Through strategic patience and value-focused communication, Dillon Business Advisors evolved from processing tax returns to providing comprehensive advisory services. This transformation wasn’t just about offering new services – it required fundamentally changing how they engaged with clients and demonstrated value.

Setting the Stage for Transformation

“In the early years, we were just taking numbers and plugging them into a program to get people compliant,” Marcus admits. “That’s what a tax return does.” This transactional approach defines many accounting firms’ early stages, but technology and changing client needs have opened the door to something more valuable: true advisory relationships.

This evolution requires a shift in the mindset around client relationships. Rather than trying to retain every client and any revenue, successful firms learn to approach client conversations with clear outcomes in mind: either clients opt into expanded services, or they’re referred elsewhere. This takes both confidence and a strategic vision.

“Go into the conversation assuming they’re no longer going to be a client,” Marcus advises. “Just assume they’re going to tell you no, and you’re going to have to refer them out.” This means having referral options ready before crucial conversations. It might seem counterintuitive, but this mindset builds stronger client relationships.

Many firms fall into the trap of accepting less than ideal arrangements that stretch into years of suboptimal relationships. “You kind of give in and it’s like any revenue is good revenue,” Marcus reflects. ” Yeah, we’ll keep doing your return for one more year, but that turns into two more years and three more years.” Instead, the Dillons recommend focusing time and energy on clients who demonstrate they value advisory relationships while confidently referring others to firms that better match their needs.

This selective approach sets the stage for transforming transactional relationships into something more valuable.

From Annual Tax Client to Monthly Advisory: A Case Study

To demonstrate how value-focused communication can transform client relationships, the Dillons shared a client story. Initially, this client, a large family group, paid the firm roughly $60,000 per year to prepare multiple tax returns. Today, that client is a $15,000 monthly advisory engagement – but this didn’t happen through aggressive selling or rushing the relationship.

As part of a client acquisition years ago, this client demonstrated they valued the firm’s expertise long before expanding services. Throughout the year, they would seek opinions and book additional consultations, showing they viewed the firm as more than just tax preparers. When business changes created new needs – including the departure of key team members – DBA laid the groundwork for expansion through years of trust-building.

The transition succeeded through what Rachel Dillon calls “reverse selling.” Rather than pushing services, they explained their standard processes and let the client discover how these services could address their needs. “By communicating what we do for other people, he found the ways it could work in his business,” Rachel explains. “We didn’t have to convince him.”

Clear communication about service structure proved crucial. When discussing delivery timelines, they were upfront about monthly financials being ready by the 15th rather than the 5th – a change from the client’s internal team. This transparency about service parameters allowed the client to make informed decisions about the transition.

The client even readily accepted onboarding fees, noting he didn’t have a problem paying for onboarding because he knew any conversion would have a cost with it.” This willingness stemmed from understanding the value proposition and having experienced the firm’s advisory capabilities over time.

While this transformation showcases what’s possible, many firm owners wonder how to begin their own evolution. The key is taking practical steps toward change.

Practical Steps Toward Transformation

For firm owners feeling overwhelmed by the prospect of transformation, Marcus suggests starting with a simple question: “If I were to invest $10 million in your business today, what would we do differently?” This thought experiment helps identify priorities and possibilities without the immediate pressure of financial constraints.

Often, the changes needed don’t require millions – they require strategic thinking and incremental steps. For example, rather than transforming 5,000 tax clients into advisory relationships at once, consider transitioning just 150 clients to create initial capacity. This selective approach aligns with the strategic patience needed for successful transformation.

“Your business does not look the way it does because you had a crappy tax season,” Marcus explains. “It is all the days of every year. That’s why your business looks like it does. And so to change that, you just have to take action.” This perspective helps overcome what Marcus calls the “addiction” to tax revenue – the comfort of seeing those annual returns stack up.

The key is breaking down barriers into manageable steps. Major costs, like hiring key team members, can be spread over time rather than needed upfront. A $150,000 annual salary becomes manageable when viewed as a monthly investment in growth. This same principle applies to transforming client relationships – progress happens through consistent, strategic actions rather than overnight change.

Moving Forward with Confidence

The journey from transactional relationships to trusted advisors isn’t just about changing service offerings – it’s about transforming how you engage with clients and demonstrate value. As the Dillons’ experience shows, success requires strategy, clear communication, and the confidence to pursue ideal client relationships.

The potential financial impact of transforming annual tax clients into monthly advisory relationships is significant. But equally important is the shift from seasonal stress to sustainable, year-round client partnerships that deliver value for both sides.

Listen to the full episode of the Who’s Really the BOSS? podcast to learn more about pricing structures, service delivery models, and specific client communication approaches that lead to successful transitions. Your evolution from tax preparer to trusted advisor awaits.

Rachel and Marcus Dillon, CPA, own a Texas-based, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 15 professionals. Their latest organization, Collective by DBA, supports and guides accounting firm owners and leaders with firm resources, education, and operational strategy through community, groups, and one-on-one advisory.

How G-Accon Transforms Franchise Accounting: A Deep Dive into Automated Financial Analysis

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When egg prices spiked in 2023, Natalya Hummer could show her franchise clients exactly how it affected their margins. Using G-Accon to analyze data from 63 Crumbl Cookie locations, she helped owners make immediate decisions about pricing and operations.

In a recent webinar hosted by Kelly Gonsalves, a New York-based accountant who also uses G-Accon in her practice, Hummer demonstrated how accounting technology can elevate basic compliance work into high-value advisory services. The webinar, “Automating Month-End Close and Reporting with G-Accon,” offered insights from both practitioners about transforming franchise financial management.

“Sometimes you just have to endure these changes,” Hummer explains, “but at least we know why—it’s not an unknown.” This granular data helps franchise owners protect profitability through informed decisions about pricing, suppliers, and operations.

Experience on Both Sides of the Business

Hummer brings 27 years of accounting experience—from staff accountant to CFO—plus hands-on knowledge as owner of three Crumbl Cookie franchises. This dual expertise drives her approach at Finatech Consulting, where she uses G-Accon to connect Google Sheets with QuickBooks Online for deeper analysis.

What is G-Accon?

G-Accon is a cloud-based solution designed for accountants, CFOs, and finance teams that automates integration between Google Sheets and accounting platforms like QuickBooks Online. Gonsalves explains that it goes beyond simple exports to enable complex financial modeling and granular data analysis. The tool simplifies data consolidation, provides multi-entity management, and offers real-time syncing capabilities.

Detailed Data Drives Better Decisions

Most accountants process vendor bills by category—lumping an entire Sysco invoice under “food costs.” G-Accon enables line-item analysis instead. “Without G-Accon, I would never be able to do that,” Hummer notes. “Sysco invoices might be three pages long, and I’m not going to book bills with so many lines manually.”

The system processes 10,000 line items as quickly as 100, revealing:

  • Cost spikes for specific ingredients
  • Sales patterns by season
  • Labor efficiency metrics
  • Product profitability

Automated Alerts Prevent Problems

Franchise operations face strict compliance requirements. Hummer’s system catches issues early through automated alerts. “Some franchises, like Crumbl, will reject any financial statements missing a pest control entry,” she explains. The system flags these issues before submission.

These alerts also catch unusual patterns and missing expenses. When the system flags three months of missing service charges, it creates an opportunity: “We may look like heroes to our clients. We’ve been accruing an expense for three months; are you using this service or forgot to pay for it?”

Implementation Requirements and ROI

Successfully implementing G-Accon requires:

  • Direct login access to vendor systems for automated data pulls
  • Structured mapping of items and accounts
  • Clear processes for multi-entity operations
  • Regular monitoring of automation rules

The initial setup investment pays off quickly. The efficiency gains let firms offer sophisticated analysis at competitive rates—positioning services between basic bookkeeping ($500/month) and premium consulting ($5000/month).

Strategic Planning with Daily Data

G-Accon’s power is shown in its strategic planning and forecasting. Daily sales data answers critical questions like “How did we perform on July 4th?” and “What should we expect this year?” This enables data-driven decisions about staffing, pricing, and inventory.

One franchise owner was so confident in the system that she ran her own analysis alongside Finatech’s Profit and Loss projections. “She arrived almost at the same result, but in a different way,” Hummer shares, “because she knows her business best.” This validation demonstrates how detailed data builds trust and encourages owners to participate in financial planning actively.

Rapid Feature Development

In more than six months with G-Accon, Finatech Consulting has implemented:

  • Automated data imports and exports
  • Compliance monitoring alerts
  • Custom forecasting models
  • Consolidated multi-entity reporting
  • Comparative location analytics

Both presenters emphasized G-Accon’s responsive development team. The team actively develops new features based on user feedback, with pro forma balance sheets and enhanced performance monitoring in development.

Competitive Advantage Through Specialization

Focusing on quick-service restaurants and bakeries enables powerful benchmarking. With data from 63 similar locations, Hummer’s team delivers:

  • Industry-specific KPIs and benchmarks
  • Peer comparisons
  • Standardized best practices
  • Deep franchise requirement knowledge

This specialization, combined with granular data analysis, creates lasting client relationships built on measurable value.

Transform Your Practice

The tools for transforming compliance work into advisory services are available now. Automated data collection, granular analysis, and industry specialization create relationships that transcend traditional accounting services. For firms ready to invest in the right tools and processes, the opportunity to enhance both client success and firm profitability is clear.

Learn More

Watch the complete webinar on “Automating Month-End Close and Reporting with G-Accon,” with Kelly Gonsalves and Natalya Hummer to learn more about implementing data-driven advisory services in your accounting practice.

Facing Growth Challenges Alone? Discover How Structured Peer Support Can Change Everything

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For many accounting firm owners, success is a lonely path. Even as revenue grows, teams expand, and client bases strengthen, the weight of daily decisions—capacity planning, strategic pivots, team management—rests squarely on their shoulders. Casual networking and brief connections rarely offer the deep support needed to navigate these unique challenges.

In a recent episode of Who’s Really the BOSS?, hosts Rachel and Marcus Dillon interviewed Ben Gabriel, a former technology consultant and current mastermind group facilitator with over 20 years in the accounting industry. Ben shared a compelling alternative: structured peer support. Unlike traditional networking, these groups foster ongoing, committed relationships where firm owners share their struggles, celebrate successes, and access the wisdom of peers who truly understand their journey. These groups transform professional growth from a solitary pursuit into a collaborative journey, providing a framework for achieving sustainable success without sacrificing values or vision.

Moving Beyond Networking to Structured Support

Professional growth requires more than occasional networking. As Marcus reflects, “These groups were the highlight of my week, my months, sometimes just a season of life—to be surrounded by peers who, while not going through the exact same thing, are facing similar challenges.”

Collective by DBA offers structured peer support at three distinct levels of engagement. The first level, Collective Community, involves self-guided improvement, where firm owners work through challenges independently using resources within the online community. The second level introduces peer groups, Collective Forums, fostering monthly interaction and shared experiences. The third and highest level, Collective Advisory,  involves one-on-one advisory relationships that provide focused guidance and accountability.

Unlike casual meetups or networking events, structured peer groups prioritize consistent, in-depth engagement. Each session opens with members sharing a recent success and a pressing challenge, creating a supportive environment where members can reflect on progress and receive constructive input. As Ben explains, the power of these groups comes from the continuous nature of the relationship, which extends beyond monthly meetings to include group chats, direct messaging, and online forums for real-time feedback and support.

Creating Safe Spaces for Honest Conversations

Structured peer groups excel at fostering psychological safety, allowing members to share personal and professional challenges openly. Rachel highlights the importance of this, admitting, “I get nervous to share things that are personal or that carry a lot of value for me.” This sentiment likely resonates with many firm owners, who may hesitate to share financial or operational details.

Marcus agrees, “For accountants, sharing financials is intimate. To others, it may seem mundane, but for us, it’s deeply personal.” 

However, over time, members build a foundation of trust. Unlike traditional gatherings where vulnerability may feel risky, the recurring nature of structured peer groups allows members to form meaningful bonds, knowing their peers understand the nuanced challenges of running an accounting firm. This creates a space where members receive not just quick fixes but thoughtful, experience-based insights.

Leveraging Collective Wisdom for Complex Problems

One significant benefit of structured peer support is the collective problem-solving that arises, especially when dealing with complex issues like capacity planning or burnout.

Marcus describes burnout as “a misalignment between work and passion. If your work involves tax returns but you dislike tax, you’ll feel burnout no matter your workload.” Structured groups encourage firm owners to explore deeper causes of burnout, like misaligned values or unfulfilling tasks, rather than just focusing on time management.

Rachel echoes this, suggesting a practical approach: “Start by identifying what you don’t like and remove those elements. Whether that’s exiting non-ideal clients or delegating tasks, it creates space for alignment with your goals.” These discussions lead to actionable strategies that members can adapt based on real-world experiences, transforming burnout from an isolated issue into a shared learning opportunity.

Structured groups also allow members to benefit from the experience of peers. Members may exchange insights on hiring virtual assistants, implementing new technologies, or refining service offerings. By learning from others who’ve already navigated similar transitions, firm owners can make more confident, informed decisions, reducing the trial-and-error burden.

Transforming the Professional Journey with Peer Support

Running an accounting firm doesn’t have to be a solo endeavor. Structured peer groups provide more than solutions—they foster community, creating a network of peers who celebrate each other’s successes and offer support through challenges. Whether addressing burnout, capacity planning, or strategic shifts, these groups provide a blend of practical insight and emotional encouragement, empowering members to pursue sustainable growth.

Ben shared the advice his grandmother gave him: “Keep on moving and don’t shuffle your feet.” To Ben, that advice means there’s no better way to keep moving forward than with the support of peers who truly understand your journey.

To explore how structured peer support enhances your professional growth, listen to the full Who’s Really the BOSS? podcast episode featuring Ben Gabriel. Discover how other firm owners leverage peer groups’ power to build sustainable practices while staying true to their values and vision.

Rachel and Marcus Dillon, CPA, own a Texas-based, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 15 professionals. Their latest organization, Collective by DBA, supports and guides accounting firm owners and leaders with firm resources, education, and operational strategy through community, groups, and one-on-one advisory.