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Why This CPA Firm Stopped Marketing (And Started Growing Faster)

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“Just turn on your firm’s marketing.” It’s a deceptively simple suggestion that makes experienced CPA firm owners cringe. Yet for firms seeking to grow their monthly recurring client base, it’s often the first piece of advice they receive.

But what if conventional marketing wisdom is leading accounting firms down an expensive dead end? That’s the question Rachel and Marcus Dillon found themselves asking after investing over $500,000 in various marketing experiments in the early days of their accounting firm. Trying out outsourced marketing, internal sales teams, and lead generation services led to a surprising discovery: the most effective way to attract high-value monthly recurring clients isn’t through traditional marketing tactics at all; it takes a relationship-first approach that leverages the power of existing client satisfaction.

In a recent episode of the “Who’s Really the BOSS?” podcast, the Dillons share how this discovery transformed their growth strategy. 

The Marketing Paradox

For most accounting firms, finding new tax clients isn’t particularly challenging. “Have a working website and a working phone number. That’s about all you need to find new tax clients,” Rachel notes from her experience running a growing practice. But attracting high-value monthly recurring clients? That’s where things get complicated — and where traditional marketing approaches often fall short.

The challenge isn’t finding clients — it’s finding the right ones. As Marcus explains, “The services you offer, the persona you put out on your social media profiles and your website, and the relationship your ideal clients want to have with their CPA or team of advisors matters a lot.” This is especially true for firms seeking to build long-term advisory relationships rather than just handling annual tax compliance.

This complexity is amplified by today’s global marketplace. Traditional geographic limitations have dissolved, giving clients more options than ever before. “There are more options in the market today than ever,” Marcus notes, “thanks to a global workforce and global services,  clients that were limited to a geographic area can work with people nationwide or worldwide.”

In this environment, simply “turning on marketing” — whether through social media, email campaigns, or other traditional channels — isn’t enough. Success requires multiple touchpoints with ideal clients and a deep understanding of how to build and maintain meaningful professional relationships. This realization led the Dillons to embark on a series of marketing experiments that ultimately transformed their approach to practice growth.

The $500,000 Marketing Education

Determined to grow their high-value client base, the Dillons invested in a series of increasingly ambitious marketing experiments. They began with outsourced marketing at $1,800 per month, which included social media management and drip email campaigns. Despite running for a full year and generating some initial meetings, this approach failed to convert a single new client.

Next came a more significant investment: an internal sales team. Over two years, the firm invested approximately $500,000 in a business development position and support staff. “We thought we had a process problem,” Marcus reflects, “We thought we needed a person who could be dynamic enough to sell whatever we wanted to our ideal client. And that doesn’t exist.”

The commission-based compensation structure created unexpected challenges. Sales team members, eager to close deals, sometimes brought in clients who weren’t an ideal fit for the firm’s service model. Within 18 months , many of these clients began to churn — a costly lesson in the importance of client-firm alignment.

Even a sophisticated lead generation service fell short. Rachel explains, “We offer high value and highly relational services. So an email back and forth, that’s not the type of client that’s signing up for the services we provide.”

These expensive experiments led to the realization that traditional marketing approaches, no matter how well-executed, couldn’t replicate the power of authentic relationships in attracting and retaining ideal clients.

The Relationship-First Revolution

After years of expensive marketing experiments, the Dillons discovered their most effective growth strategy hiding in plain sight. By focusing on serving existing clients exceptionally well and nurturing referral relationships, they’ve achieved remarkable results – meeting their annual goal of 18 new clients in just over ten months, with an average client value of $22,300.

This success stems from a fundamental shift in how they view marketing. Instead of chasing new prospects through digital channels, they’ve redirected their marketing budget toward relationship-building activities. As Marcus explains, “Some of the best marketing dollars may be spent taking your existing clients to lunch… let them invite somebody they like, because that’s more or less how you make these connections. They’ll probably invite people they’re close to who either own a similar business or hang out in the same circles.”

Today, much of Dillon Business Advisors’ growth comes from existing clients starting or acquiring additional businesses, along with referrals from people close to the firm who understand the value they provide. The results speak for themselves. Not only is the firm growing steadily, but it’s attracting exactly the kind of high-value, long-term clients they want to serve. It’s a powerful reminder that in professional services, the best marketing strategy might not look like marketing at all.

From Marketing to Relationships: The Path Forward

The Dillons’ journey from traditional marketing to relationship-focused growth offers valuable lessons for accounting firm owners. While the allure of “turning on marketing” is strong, their experience shows sustainable growth in professional services requires prioritizing deepening existing relationships over chasing new ones.

When trust and long-term relationships are essential, investing in existing client relationships and authentic community connections often yields better results than traditional marketing campaigns. 

Listen to the complete episode of the “Who’s Really the BOSS?” podcast to hear the full discussion of the Dillons’ marketing journey, including detailed strategies for relationship-building, client entertainment budgeting, and specific examples of successful networking activities that generated high-value clients.

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 a Red Chair is Transforming Client Relationships in Accounting

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In the conference room of a CPA firm, there’s a bright red chair—off-limits to employees. It’s reserved for clients, even if they’re not physically present. When the client can’t attend a meeting, the chair stays empty, yet serves as a vivid symbol: imagine the client is here, listening to every word. This approach to client-centric service cuts through the day-to-day grind and reminds everyone on the team that the client’s best interests must guide every decision.

On the Earmark Podcast, I spoke with Kyle Walters—Managing Director of Atlas Wealth Advisors and Partner at CPAs & Advisors—about the power of integrating wealth management with accounting services. Walters explained how his unique perspective as a longtime financial advisor, combined with the expertise of his CPA partners, opened the door to a more cohesive, future-focused experience for clients. 

Why Integrate Wealth Management and Accounting?

Kyle Walters grew up in financial planning. For two decades, he helped families invest, save on taxes, and retire comfortably. But he noticed a common frustration: clients viewed their financial picture as disjointed. Their CPA was crunching past numbers and tax returns, while their financial advisor was projecting out into the future. Neither professional was fully aware of what the other was doing.

By bringing both wealth management and tax under one roof, Walters realized he could deliver a more seamless client experience. Rather than running in circles between two trusted advisors—one in the present and one in the future—the client can enjoy an integrated dialogue. In Kyle’s words: “If you can get your CPA, your financial advisor, and your client on the same call, you solve problems in five minutes that otherwise would drag on for weeks.”

Two Ongoing Relationships: CPA + Financial Advisor

When it comes to finances, most families or business owners consistently rely on two professionals:

  1. A CPA or Tax Specialist – Focused on bookkeeping, tax returns, and making sure numbers are correct and on time.
  2. A Financial Planner or Wealth Manager – Oriented toward helping people invest smarter, plan for retirement, and meet long-term goals.

Because these two experts often operate independently, the client must shuffle data and questions back and forth. Even little miscommunications can create confusion, missed deadlines, or unnecessary stress. The integrated model aims to remove the client from this “middleman” role. Whether it’s about a new business launch, a company sale, or an unexpected life event, a single cohesive team can handle both tax and wealth implications together.

A Fresh Perspective in the CPA Firm

Part of what makes Walters’s model so successful is that he’s not a CPA. Instead, he brings a financial advisor’s perspective to firm operations. CPAs traditionally focus on deadlines, precise data, and compliance. Financial advisors naturally explore client goals, family needs, and big-picture strategies. Together, these mindsets create a more robust decision-making process.

His journey to integrate services involved finding two CPA firm owners who shared his vision. They pooled resources, formed an entirely new firm, and established a culture where neither side worked in isolation. Now, the CPAs ensure the numbers are accurate and deadlines met, while Walters and his advisory team look forward—helping clients see how today’s financial decisions ripple into tomorrow.

The Power of the Red Chair

Early on, Walters noticed language in internal meetings that sometimes cast the client as an “obstacle”: “The client isn’t getting us their documents fast enough” or “The client doesn’t understand what we need.” To change the tone, he placed a bright red chair at the table, designated it for the client, and instructed the team to speak as if the client were right there—listening, seeing how they’re spoken about.

This seemingly small gesture fosters empathy. Team members are reminded clients don’t speak accounting jargon all day—if they knew how to gather every document perfectly, they wouldn’t need a CPA. They’re juggling businesses, families, and complexities. By imagining them in the red chair, the firm reframed their role from “client is a problem” to “client needs our help.”

Overcoming the Usual Pain Points

Walters regularly hears client feedback from both sides—the CPA perspective and the wealth management perspective. Three major pain points come up time and again:

  1. Slow or Nonexistent Communication
    Clients want speedy responses, or at least acknowledgment that their questions matter. Even a brief courtesy check-in can help them feel valued.
  1. Inflexible Processes & Crunch Deadlines
    Traditional accounting often revolves around one or two deadlines. Firms endure a stressful “rush to the finish,” leaving little bandwidth for deeper client conversations. Scheduling tax return preparation into monthly or quarterly cohorts can solve this. When clients understand that being “extended” won’t lead to penalties—and that it can mean better guidance throughout the year—most are happy to follow a more strategic timetable.
  1. Disjointed Advice
    A business owner selling their company doesn’t just need a properly filed return—they need a plan to handle the influx of cash, tax implications, and possibly a shift in personal goals. When multiple advisors operate in silos, misalignment and confusion can cost a client time and money.

Interestingly, small tax mistakes rarely drive clients away. They understand honest errors can be corrected. What they won’t tolerate is feeling unappreciated, being ignored, or left in the dark.

Delivering True Integration

Under an integrated model, advisory conversations flow naturally. For example, a client might hop on a Zoom call with their CPA and financial advisor at the same time to discuss mid-year tax estimates, projected income, and potential investment shifts. Instead of playing telephone, the client watches their two experts coordinate in real-time.

Year-round scheduling also adds a proactive structure:

  • Early in the year – Identify high-complexity clients or those who prefer timely filing, and complete the first batch of returns. Extend any clients not filed by April 15.
  • Middle of the year – Perform “pulse checks” on tax projections and investment performance. Complete the second batch of returns.
  • Later in the year – Finish up any open client returns.
  • End of the year – Engage in tax planning and forward-looking financial decisions. This is prime time for capturing deductions or shifting money before year-end.

By spreading out the busy season, both CPAs and advisors can provide the attention that clients crave.

Looking Ahead: AI and the Evolving Role of the Advisor

As technology advances—particularly artificial intelligence—routine accounting tasks like sorting transactions or populating tax forms will become more automated. Rather than viewing this as competition, forward-thinking professionals see AI as a powerful ally: It handles rote tasks so humans can focus on relationships, nuanced conversations, and strategic planning. The CPA or financial advisor of the future will be less about data entry and more about empathetic counsel.

Walters believes clients ultimately pay for clarity, confidence, and guidance. In this new landscape, the “trusted advisor” is the one who integrates all the moving parts of someone’s finances and helps them make better decisions. AI can help gather data, but the human element—like making someone feel heard or reflecting on their family goals—still belongs to the professionals.

A Single Seat for Service

Across the table sits that red chair—occupied or not—representing the heartbeat of a firm that puts the client first. By merging wealth management and tax expertise, firms create a single seat where every financial question can land. The result? Less confusion, fewer missed opportunities, and a client who genuinely feels they have a team working together for their benefit.

Want to hear more? Listen to the full discussion on the Earmark Podcast, where Kyle Walters delves deeper into his integrated approach, shares the motivation behind the red chair, and explains how proactive scheduling can transform the busy season from a burden to a strategic advantage.

Building a Successful International Tax Practice: Lessons from Japan

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Nearing his 30th birthday, California CPA and former English teacher Eric Azevedo found himself at a career crossroads. Having spent years in rural Japan teaching English, he longed for a profession with greater stability and higher earning potential. Rather than pursuing law school as he once planned—or even a career in software—Eric ultimately chose accounting. Little did he know that studying at California community colleges for the CPA Exam would pave the way for a thriving international tax practice serving American expatriates across Japan.

In a recent interview on the Earmark Podcast, Eric opened up about his unique journey from philosophy major to accounting professional, revealing the practical realities of working in a different culture and navigating complex dual-tax systems.

From Santa Monica College to Tokyo: A Career-Changer’s Leap

Eric’s decision to become a CPA began when he returned to California after several years in Japan. Enrolling at Santa Monica College and Irvine Valley College, he completed the accounting courses required to sit for the CPA Exam—often taking advantage of online classes to balance work and study. Within about four years of taking his very first accounting class, Eric earned his license.

Opportunity knocked almost immediately: a single Skype interview led to a job offer at a Tokyo-based firm. Eric moved back to Japan on short notice, eager to gain experience in both U.S. and Japanese tax systems.

Bridging Two Tax Systems—And Two Cultures

Once in Tokyo, Eric encountered very different tax structures. 

The United States is one of only two countries in the world—alongside Eritrea—with a citizenship-based tax system. Americans living in Japan must still file U.S. tax returns, including complex forms like 5471 (for owners of foreign companies) and FBAR (for foreign bank accounts over $10,000). Meanwhile, most Japanese rarely file returns at all—employers handle year-end payroll adjustments. 

Understanding these differences—and guiding clients through them—is now Eric’s specialty.

Cultivating Cultural Fluency

Eric says that in Japan, communication styles tend to be less direct. Understanding when and how to speak up can determine whether a meeting proceeds smoothly or grinds to a halt.

Audits tend to be less adversarial. Eric says, “If you push too hard, you risk prolonging the process. It’s about staying polite and finding a solution.” This contrasts with the more confrontational style some CPAs experience in U.S. audits.

“I’m basically the only American in the office,” Eric says. “We have staff from Korea, China, the Philippines—all with a focus on serving foreign residents. It’s important to adapt culturally to make clients comfortable.” (Since our interview, Eric’s firm has added another US accountant to the team.)

Regarding the work culture, Eric’s firm’s founder intentionally avoided “salaryman” traditions of endless overtime and obligatory after-work gatherings, making the environment more appealing to foreign hires. 

Life in Rural Japan: Remote Work, Bullet Trains, and Big Windows

After eight years in Tokyo, Eric relocated to the countryside. He now works as a contract employee for his old firm while also handling his own U.S. tax clients. Living among forests and mountains, he’s built a home office full of natural light—complete with high-speed internet that makes remote work seamless.

  • Commute: Eric travels to Tokyo twice a month, taking a 70-minute ride on the bullet train.
  • Daily Routine: A self-described “not super early riser,” Eric starts his workday around 9 or 10 a.m., relying on video calls and remote access to firm software.
  • Nature & Wildlife: Bears and wild boars roam nearby—quite a change from Eric’s Tokyo apartment.
  • Cultural Hobbies: Weekends are reserved for hobbies and relaxation; onsens (hot springs) are among Eric’s favorite escapes.

Fees, Growth, and Training the Next Generation

Eric’s firm charges fixed fees aligned with client revenue, reflecting typical local practice. For his U.S. expat services, he charges per form but keeps fees moderate—aware that many expats must file only because of America’s unique rules.

Word of mouth has fueled steady growth. He’s now training a colleague—a Chinese national finishing her U.S. CPA credentials—to handle returns for more straightforward clients. This arrangement frees Eric for higher-complexity cases while positioning the practice for further expansion.

“I don’t advertise,” Eric explains. “Clients tend to find me through referrals. My challenge is managing time and figuring out how to scale.”

Advice for Prospective Expat CPAs

For aspiring accountants who are interested in working abroad, Eric’s journey serves as a valuable guide:

  1. Focus on Fundamentals First: Attaining a U.S. CPA license can be done flexibly through community college coursework and exam prep—even if you’re overseas.
  2. Leverage Your Language Skills: Fluency in the local language is invaluable. Eric’s Japanese helped him land work in Tokyo more easily.
  3. Adapt to Local Norms: Understand that professional etiquette, social expectations, and communication styles vary greatly. Listen first, then speak.
  4. Stay Open to Opportunity: Eric’s entire career launched from one Skype call and a willingness to move back to Japan on short notice.

Making the Most of Japan: Travel Tips

Whether you plan to work in Japan or just visit, Eric recommends:

  • Tokyo: An endless array of districts, restaurants, and cultural sites.
  • Historic Towns: Kurashiki in Okayama Prefecture offers a glimpse into samurai-era architecture.
  • Onsen Retreats: For a restorative experience, explore hot spring destinations off the beaten path.
  • Autumn Visits: Fall foliage in rural Japan rivals any scenic backdrop, and cooler weather makes the onsen even more inviting.

Conclusion: Merging Cultures, Mastering Tax

Eric Azevedo’s journey proves that building a successful international tax practice requires more than technical knowledge. Cultural competence, flexible communication, and a willingness to adapt to new ways of doing business are critical. In navigating both U.S. expat tax complexities and Japan’s distinct work culture, Eric shows how melding two worlds can create a uniquely rewarding career path.

To hear Eric’s full story listen to his interview on the Earmark Podcast.

Uncover the Strategy That Turns Extended Leave into an Innovation Opportunity

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When two team members announce overlapping maternity leaves, many firms would anticipate a major disruption. But when that scenario played out at Dillon Business Advisors, something remarkable happened: team efficiency improved, profitability rose, and the firm discovered innovative ways to serve its clients.

In a recent episode of the Who’s Really the Boss podcast, Lezlie Reeves, Fractional CFO at Dillon Business Advisors, discussed with hosts Rachel and Marcus Dillon how the firm transformed what could have been a significant operational challenge into a catalyst for growth. With a team of 15 employees serving numerous clients, extended employee leaves often spell strained client relationships and overwhelmed staff—issues many CPA firm owners know all too well.

Yet through methodical documentation, systematic training, and strategic role delegation, Dillon Business Advisors didn’t just maintain their service levels—they raised them. Their experience offers valuable lessons for any firm looking to build more resilient teams and sustainable growth.

Building the Foundation: Systematic Documentation

Before team members announced their leaves, Dillon Business Advisors had already laid the essential groundwork. They recognized a common issue in accounting firms: too much vital knowledge residing in employees’ heads.

“Many of our CSMs do such a great job, but a lot of things would live in their head,” explains Lezlie. “If they needed to be out or someone left unexpectedly, they were not covered.”

Their solution was straightforward: using Excel templates and Vimeo recordings, the team documented every client’s comprehensive workflow—from daily tasks and weekly responsibilities to monthly financial preparation and client contact details. Rather than creating more administrative burdens, they integrated documentation into normal processes: recording videos during actual client work and updating Excel templates in real-time.

The team had previously solved for  password management by implementing Practice Protect, ensuring secure access to client systems wouldn’t become a bottleneck during employee absences and exits.

This foundation of systematic documentation paid off when employees announced their leaves. Instead of scrambling to capture processes and procedures, the firm focused on strategic preparation and training. It’s a powerful reminder that the best time to document critical workflows is before you need them.

Methodical Training: The Key to Seamless Transitions

With documentation in place, Dillon Business Advisors turned their attention to training team members over six to eight months.

The training began with basic daily tasks before progressing to specific client work. To avoid overwhelming both the trainers and the trainee, they introduced five clients at a time. This paced approach allowed the CSM Assistants to gain confidence with one cluster of clients before moving on.

 “If you’ve ever trained someone, you know it is exhausting to train while you’re working,” Lezlie says. 

To address this, the firm distributed training responsibilities across multiple team members instead of burdening a single trainer with 40 hours of instruction. Each group of clients followed a three-month progression:

1. Month One: The CSM Assistant shadowed the CSM.  

2. Month Two: The CSM Assistant handled the work with the CSM shadowing.  

3. Month Three: The CSM Assistant worked independently with support available.  

By the time employees went on leave, their replacements were fully prepared and confident—a stark contrast to common last-minute handovers.

From Disruption to Opportunity: Strategic Role Distribution and Unexpected Benefits

Rather than assigning all responsibilities to controllers, Dillon Business Advisors strategically divided tasks. The CSM Assistant handled bank feeds, reconciliations, journal entries, and financial preparation, while controllers managed client communication, tax filings, and payroll. This balance prevented any team member from becoming overloaded and ensured critical deadlines were met.

An unexpected bonus soon emerged. 

“One added benefit we’ve had is with the client service manager assistant and the controller stepping in on different tasks—they’re just putting a different set of eyes on things,” Lezlie notes. “They can reevaluate, maybe trying new ways of doing things.”

These fresh perspectives resulted in process improvements across multiple clients. Team efficiency grew, and rather than seeing a dip in profits during the leave periods, the firm saw an increase in profitability. When the team members returned from leave, they even requested to continue assistant support because it had enhanced their ability to serve clients effectively.

What began as a workaround for extended leave transformed into a sustainable model for growth, enabling the firm to create capacity without hiring more full-time CSMs. This led to more efficient workflows and improved profitability overall.

Turning Challenge into Opportunity

What started as leave preparation became a catalyst for enduring change at Dillon Business Advisors. Through systematic documentation, methodical training, and strategic role delegation, they not only maintained client service—but improved it.

By viewing extended leave not as an unavoidable disruption but as an opportunity for growth, accounting firms can build more resilient teams, streamline workflows, and create new paths for expansion.

Want to learn more about how Dillon Business Advisors transformed their approach to employee leave management? Listen to the full episode of the Who’s Really the Boss podcast for deeper insights and practical tips you can implement in your firm.  

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.

Why a Smaller Client Base Helped This Firm Accelerate Revenue 

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What if growing your accounting firm meant intentionally serving fewer clients? While this strategy may sound counterintuitive, one firm discovered a leaner client roster was the secret to success: they grew from $2 million to $3 million in revenue while reducing their client base from 2,400 clients to just over 100. 

In a recent episode of the Who’s Really the BOSS? podcast, Rachel and Marcus Dillon shared how their firm achieved this transformation over the past seven years. Instead of endlessly pursuing higher client volumes and ever-expanding tech stacks, they prioritized building a scalable infrastructure and preserving a strong culture—an approach that might turn traditional assumptions about firm growth upside down.

Rethinking Growth: Less Can Be More

2017, Dillon Business Advisors brought in an average of $2M annually in revenue from 2,400 tax clients—what many would view as a thriving practice. But despite its profitability, this high-volume model came with challenges. Tax work accounted for 80% of revenue, leading to heavy accounts receivable cycles and intense tax seasons that strained the team and its infrastructure.

In a bold and seemingly paradoxical move, the firm began strategically exiting large blocks of clients. 

“We exited blocks of clients that equated to more than $1 million of revenue,” Marcus explains. “And that growth from $2 million to $3 million while exiting clients was very hard.”

This shift required restructuring leadership, implementing new processes, and thoroughly rethinking client service. Along the way, the Dillons solidified the philosophy that true, lasting growth depends on establishing a solid base first—before taking on new business.

Today, the firm supports about 100 monthly clients and 10 to 15 family groups, generating $3M in revenue, with 75% arriving through monthly recurring revenue. This deliberate, high-value approach replaced the burn-and-churn cycle of their previous volume-focused model.

Building a Scalable Foundation

Armed with lessons from their challenging transition, the Dillons focused on building infrastructure through two main channels: technology consolidation and process refinement.

Streamlining Technology

Instead of adding more applications, the firm focused on maximizing its core technology stack.

“Your client base and where you’re at revenue-wise should drive the processes and the technology you use, not the opposite way around,” says Marcus.

While the average accounting firm might rely on 30 different apps, Dillon Business Advisors consolidated. Rather than deploying specialized reporting tools, they maximized features in their existing software. They also merged communication platforms, moving their phone system to Zoom to unify it with their video conferencing solution.

Perfecting Processes Before Automating

Dillon Business Advisors applied the same philosophy to refining operational processes, especially for onboarding new clients. The firm adopted a “team of three” model—assigning a client service manager, controller, and CFO to guide each client’s onboarding. Before adding automation, they made sure the manual process ran smoothly.

“We had to look at the process and figure out exactly what we needed to solve for,” explains Rachel. “And then we chose the technology to put in that place.”

As a result, the team now completes a full client onboarding—including bookkeeping setup, tax review and proforma, and initial financial reporting—in just two to three weeks, all without sacrificing service quality for existing clients.

Cultivating Culture for Sustainable Growth

Alongside technology and process refinement, the Dillons knew preserving firm culture was vital for sustainable expansion. They introduced two key strategies: creating development paths for existing staff and adopting a culture-first approach to acquisitions.

Developing Internal Leadership

In mid-2024, Dillon Business Advisors launched a Subject Matter Expert (SME) program, enabling employees to grow their leadership skills without changing roles. SMEs receive extra compensation for staying up-to-date on industry changes and mentoring team members in specific areas like payroll, tax, or QuickBooks Online.

“They don’t have to move to a different role within the firm,” Rachel says, “And they don’t have to look outside the firm to work on their leadership development.”

This initiative helped the firm retain top talent while cultivating deep in-house expertise.

Culture-First Acquisitions

Their cultural focus also shapes the firm’s acquisition strategy. Rather than scooping up just any practice, the Dillons specifically target sub-$1 million firms with teams of five or fewer. Cultural alignment, not potential revenue, drives their decisions.

“We definitely want to maintain everything we’ve built at DBA and not dissolve into another brand or another culture,” Marcus adds.

Applying these selective criteria ensures each new addition strengthens rather than dilutes the firm’s carefully nurtured culture.

Conclusion: Build First, Then Grow

Dillon Business Advisors’ evolution from a sprawling 2,400-client roster to a specialized firm illustrates that growth isn’t just about scaling up in size. By consolidating technology, refining processes, and investing in culture, they’ve built a more profitable and resilient business model that runs on monthly recurring revenue rather than seasonal peaks.

For firm owners looking to grow more sustainably, the Dillons recommend building the foundation first. Then, when your people, processes, and technology are in place, growth can happen without the chaos that often accompanies rapid expansion.

For deeper insights into these strategies, listen to the full episode of the Who’s Really the BOSS? podcast. The Dillons share practical, real-world guidance for any firm owner on a growth journey.

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.