Dillon Business Advisors

The Off-Season Work That Makes Tax Season Manageable

Earmark Team · March 23, 2026 ·

Imagine it’s mid-March, and an accounting professional just left for spring break with her family. The business tax deadline is days away, and she’s at the beach.

Meanwhile, at firms across the country, accountants are settling in for another late night, sustained by the promise of a half-day Friday sometime in June (if they’re lucky). Blackout dates stretch from January through April, and the unspoken rule is that personal lives get shelved until after the deadline.

These two realities coexist within the same profession during the same tax season. The difference isn’t luck or lighter client loads; it’s deliberate design.

Rachel and Marcus Dillon, owners of Dillon Business Advisors, have spent 15 years building a firm where tax season looks remarkably different from the industry norm. Their team of about 30 remote professionals works 36-hour weeks year-round, maintaining “Flex Fridays” even during peak filing season. Team members take spring break. And by mid-January, they’ve already filed dozens of returns because the real work happened months earlier.

During a recent episode of the Who’s Really the BOSS? podcast, the Dillons responded to a LinkedIn discussion that had been making the rounds. Their friend David Cristello asked, “How do you keep your team motivated during tax season?” When another friend jokingly suggested pizza parties—a tongue-in-cheek reference to the go-to perk at many firms—it sparked a deeper conversation.

The Foundation: Improvement Season Sets Up Success

When Marcus responded to that LinkedIn post about keeping teams motivated during tax season, his answer surprised some readers: “The hard work starts outside of tax season.”

It’s not a deflection. It’s the foundation that makes everything else at DBA possible. The firm operates on what they call “improvement season,” the period right after each tax deadline when the team identifies what went right and what went wrong and implements fixes before the next cycle.

The results speak for themselves. By mid-January 2025, DBA had already filed dozens of returns because the books were already closed. When you send financials to clients by the 15th of every month throughout the year, there’s nothing to catch up on in January.

This year-round engagement creates a ripple effect on tax season workload. The firm conducts tax projections in Q4, so clients already know roughly where they stand before the new year begins. When a business owner learns in October that they might owe $80,000 with their return, and the final number comes in at $50,000, that’s actually good news rather than a crisis. The cash flow conversation happened months ago, not in a panicked April phone call.

“We just try to minimize surprise as much as possible,” Marcus says.

But even with these systems in place, the Dillons are quick to point out they’re still learning. After acquiring two firms in 2025, they’re dealing with a higher volume of annual-only tax clients than they’ve had in years. This influx has highlighted some stark contrasts.

Take 1099 preparation. For monthly clients, the groundwork happens throughout the year. Client service managers review vendor payments quarterly and request W-9s as soon as they spot gaps. By January, there are usually only a handful of forms to chase down.

Annual-only clients are a different story. “We have no idea what’s been going on all year long,” Rachel explains. “We have no idea how many 1099s they’re going to need, if they’ve asked for W-9s or not, if they can get a hold of the people, if we can get a hold of the annual client.”

The experience has Marcus questioning whether they should even offer 1099 services to annual-only clients. “If you’re not engaging us for monthly recurring accounting services, you can do your own 1099s is kind of how I’m feeling at this point,” he says. Though he adds with a laugh that since team members probably listen to the podcast, they might hold him accountable for that change next year.

Team Structure That Creates Real Flexibility

Having year-round client touchpoints only works if you have the right people consistently delivering those services. At DBA, that happens through their “Team of Three” model, a structure Marcus calls “one of our biggest wins by far.”

For monthly clients, the model assigns three distinct roles to every client relationship. The Client Service Manager handles all communication and administrative tasks. The Client Controller focuses on preparation and review. The Client CFO provides complex review, planning conversations, and quality control.

This separation might sound simple, but the impact runs deep. When administrative tasks get pulled out and assigned to someone whose specific job is coordination, preparers and reviewers suddenly have hours back in their week.

“Breaking out the administrative parts and giving those to a professional who can handle them and communicate with clients gives a lot of time back to preparers and reviewers,” Rachel explains.

The same structure now applies to annual-only tax clients, a recent adaptation as they handle more of these relationships. The Tax Administrator manages all client communication, including sending organizers, accepting documents, generating engagement letters, and handling the back-end filing process. The Tax Controller handles preparation, often reviewing simpler returns. And their Director of Tax and Financial Planning provides oversight, education, and handles complex returns.

This structure creates essential coverage. When someone takes time off, two other team members understand each client relationship. Work doesn’t pile up while someone’s away.

The coverage philosophy shapes how DBA handles time-off requests. Before approaching leadership, team members coordinate with their Team of Three to ensure coverage. “You have to let your team of three know the dates and make sure it doesn’t put somebody else in a weird spot,” Marcus explains.

This approach makes possible what would seem impossible at traditional firms: client controllers taking spring break in March, right when business tax deadlines hit.

Rachel addresses the human reality behind these decisions. “When someone takes more than a day or two of PTO, it’s rare that they’re going alone somewhere. Most of the time, they’re traveling with their family, extended family, or friends for a special occasion.”

The Dillons understand this firsthand. They started taking spring break specifically because it was the only time their daughters’ swim practice and school schedules aligned. Expecting employees to forfeit those windows because of arbitrary blackout dates ignores how life actually works.

Marcus doesn’t mince words. “If you have blackout dates and you tell people they can’t live life during four months out of the year, they’re not going to leave your accounting firm for another accounting firm. They’re going to leave your accounting firm for another profession or another industry altogether.”

The team also maximizes efficiency through technology. Every deliverable, from financials to tax returns and projections, includes video commentary recorded through Vimeo. Clients watch explanations on their own schedule, rather than booking meetings just to review numbers. Zoom phones enable text messaging that looks direct but feeds into practice management systems, meeting clients where they communicate while maintaining boundaries.

Marcus notes that team members are often most productive right before vacation. “You are most efficient and effective right before you go out of town,” he observes. The team plans accordingly, with people getting ahead on work before time off rather than dumping it on colleagues.

Building a Culture Beyond Temporary Perks

The LinkedIn discussion that sparked this podcast episode revealed something telling about the profession. When asked how to keep teams motivated during tax season, someone jokingly suggested pizza parties, and everyone got the joke because nearly everyone has worked somewhere that tried to make up for brutal hours with free food.

“For us, as a remote team, that would cost a lot of money to send everybody pizza,” Marcus notes about their 30-person team. But cost isn’t the real issue. “Being in different roles over my career, knowing my voice is being heard means way more to me than a slice of pizza.”

At DBA, that philosophy takes concrete form. The firm maintains a shared spreadsheet where any team member can nominate a client for exit at any time. Leadership might see completed work and paid invoices, but they don’t witness the difficult phone calls or patterns of disrespect that make certain clients exhausting to serve.

This isn’t just lip service. In what they’re calling their “year of refinement” for 2026, DBA has shortened its tolerance for poor-fit clients. “In the past, we would give people a couple of different opportunities to tell us no,” Marcus says. “Where we’re at today as a business, it’s just one time to tell us no before we exit that client relationship.”

The same philosophy of actually listening to the team’s needs shaped their benefits evolution. Half-day Fridays started as a summer perk to give back time worked during tax season. Then it expanded to most of the year. Now it runs year-round, including during tax season. A full-time employee at DBA works 36 hours, not 40.

“We didn’t want to take it away from people,” Marcus says simply. “A lot of clients aren’t around on Friday afternoons either.”

PTO evolved similarly. In 2025, the firm extended paid time off to part-time team members, in proportion to their hours. But tracking PTO across multiple systems created an administrative burden that defeated the purpose. “Ultimately, you want people to use their PTO and have time off, not necessarily be worried about tracking their PTO,” Marcus explains.

Effective January 1, 2026, DBA moved to unlimited PTO with guardrails around approval and booking limits. The policy includes part-time team members.

Marcus addresses the common criticism head-on. “I know it’s been discussed that people take less time off with unlimited PTO. That is not our intention at all.”

For individual tax clients who might otherwise only appear at filing time, DBA offers its Tax Advisory Plan (TAP). This monthly recurring service includes tax preparation plus two annual projections, one mid-year and one year-end, each with a consultation. Clients get introduced to their dedicated team, so when questions come up, someone familiar with their situation responds without hours of research.

“We have solved for that with our tax advisory plan,” Rachel says. The service transforms annual relationships into year-round engagement, turning filing-time scrambles into predictable workflows.

“Allowing your team more freedom to go home at a normal time, every day and all year long, is going to go a lot further than a one-time meal or party,” Rachel says, capturing what actually matters to team members.

Taking Control of Your Firm’s Tax Season

The Dillons freely admit they’re not perfect. They’re dealing with integration challenges from two recent acquisitions. They’re still figuring out whether to offer certain services to annual-only clients. Marcus is currently working from a poorly insulated sunroom in an Airbnb because their Fort Worth house renovation isn’t finished. But their approach offers a blueprint built on three principles that any firm can adapt.

Start improvement season immediately after tax season

The work that makes January through April manageable happens in the months after the previous deadline. When clients know their tax position from Q4 projections and books stay current monthly, there’s nothing to scramble over in March.

Structure teams for coverage, not just efficiency

The Team of Three model distributes work and creates redundancy. When someone leaves for spring break, two others understand every client relationship. Breaking out administrative from technical work maximizes everyone’s strengths.

Listen to what teams actually want

Sustainable practices beat temporary perks every time. Team members want their concerns heard and acted on. They want to attend their kids’ events, travel when their families can travel, and not have their lives dictated by arbitrary deadlines.

“We’re not up against the CPA firm down the street anymore. It’s a different ballgame,” Marcus says, putting the stakes in perspective. Talented professionals have options beyond public accounting, and firms that don’t adapt will lose team members to other industries.

Listen to the full conversation on the Who’s Really the BOSS? podcast for additional insights about managing life transitions during busy season, specific tools for client communication, and how the Dillons are applying these principles during their own busy season. As Rachel notes at the end, “All of these things eliminate the need for staying at the office until midnight doing actual work because all you’ve done all day is put out fires.”

Tax season doesn’t have to control your firm. But escaping that cycle requires doing the hard work when everyone else is taking a breather. The firms having calm tax seasons aren’t lucky; they’re prepared.

Listen to the complete episode to hear how DBA is navigating tax season, managing team growth from recent acquisitions, and keeping their Flex Friday promise even in the thick of filing season.

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.

5 KPIs That Separate Million-Dollar Firms From Expensive Jobs

Earmark Team · February 2, 2026 ·

What if the difference between building a million-dollar asset and simply having a job came down to tracking just five numbers?

In this episode of Who’s Really the Boss?, Marcus and Rachel Dillon share the exact metrics that helped them grow DBA from $400,000 to nearly $6 million in revenue. These are the same KPIs they presented to over 200 accounting professionals at Intuit Connect and their Gather conference, backed by real benchmark data from firms ranging from $500,000 to well over $5 million in revenue.

Most accounting firm owners can rattle off their revenue figure without hesitation. It’s the go-to metric when someone asks about the size of your practice. But as the Dillons explain, revenue alone won’t tell you whether you’re building something valuable or just running faster on a hamster wheel.

While you could track dozens of KPIs (Dillon Business Advisors tracks over 20), five metrics form the essential dashboard for any accounting firm owner serious about building value. These numbers measure your business and determine whether you’ll have options when it’s time to step away.

The Five Essential KPIs That Form Your Firm’s Dashboard

Think about the dashboard in your car. As Marcus explains, you could scroll through dozens of gauges showing everything imaginable, but the instruments front and center are the ones critical to getting where you’re going safely. The same principle applies to running an accounting firm.

These five metrics create what Marcus calls a “level playing field” for understanding firm health and value. Let’s break down each one and see how firms in Collective by DBA benchmark data perform.

Gross Revenue (Trailing 12 Months)

This is your speedometer. It’s big, central, and impossible to ignore. The collective average sits at just under $2 million, representing a 10% increase from Spring of 2024.

But Marcus recommends tracking the trailing 12 months, not calendar year. Why? Because that trailing 12 months removes seasonality and shows what investors actually evaluate. “Think about how much has happened at DBA in the last 11 months,” he notes. “We’ve done two acquisitions. We’ve continued to grow Collective. We’ve added different people. It would be very deceiving to only focus on that last calendar year.”

That 10% growth could come from price increases, culling the client list, or organic growth. Revenue alone doesn’t tell you which, but it confirms movement.

Monthly Recurring Revenue (MRR) as a Percentage of Gross

The Collective average now sits at 47% MRR, up 2% from Spring. DBA operates at 70% MRR.

“It’s very unlikely that 70% of our business or revenue is not going to show back up next month,” Marcus explains. “That just helps us run a more stable business. It helps cover payroll, rent, technology subscriptions, and all those other expenses.”

A panel at Intuit Connect featuring firm owners who had completed acquisitions delivered a sobering insight. Matthew May from Sorren; Chris Williams, founder of System Six; and Becky Munson, Partner at EisnerAmper confirmed acquirers will buy firms without MRR, but they won’t pay as much for them.

“Would you rather get a better valuation? Would you rather run a better business by moving them over to monthly recurring? Or would you rather somebody else do that after you sell the firm?” Marcus asks.

Revenue Per FTE

This efficiency metric shows how much revenue each full-time equivalent team member generates. The Collective average is $194,000 per FTE, up 1% from Spring. That means your typical $2 million firm operates with about ten people.

“It’s not so much about finding ways to cut people out of your business,” Rachel says, emphasizing an important point. “It’s more about not having to find that next person when you bring on two more clients or three more clients.”

The goal is moving toward $200,000, then $250,000, and eventually $300,000 as technology enables greater efficiency. But context matters. A firm heavy on bookkeeping won’t look the same as one staffed with tax attorneys billing $500 per hour.

Earnings Before Owner Compensation (EBOC)

This is where profitability gets real. EBOC equals your net profit plus owner salaries and benefits. It creates a true comparison between firms regardless of how owners structure their compensation.

The Collective average sits at 40%, down 1% from spring. For potential buyers, Marcus notes the attractive range is between 35% and 50%.

Why not use EBITDA?

“EBITDA typically has a value in there for the owner’s role,” Marcus explains. “And if you have a succession event, they will look at EBITDA and beat you up based on the amount you pay yourself.” With a $2 million firm at 40% EBOC generating $800,000, an acquirer might value the owner’s role at $250,000 and calculate EBITDA at $550,000 for valuation purposes.

Even if you plan to give your firm away, “you want to give something other people want. You don’t want the receiver to say thanks, but no thanks,” Rachel points out.

Owner Production Hours

The final metric addresses what many firm owners care about most: their time. The Collective average is 1,152 production hours annually out of a standard 2,080, and that number dropped 12% from Spring.

“That’s not skewed by tax season,” Marcus clarifies. “This is all being pulled trailing 12 months.”

Owners successfully delegated over 10% of their production work while other metrics improved. As Marcus notes, “I know most owners would welcome that decrease in EBOC to work 10% to 12% less year over year.”

How KPIs Influence Each Other

Understanding these metrics is just the beginning. The real insight comes from recognizing how they push and pull against one another.

The Collective data reveals healthy, balanced growth: Revenue up 10%. MRR up 2%. Revenue per FTE up 1%. Owner hours down 12%. EBOC down just 1%.

But Marcus warns about the dangers of optimizing one metric at the expense of others. “What does revenue growth at all costs look like? It’s accepting anything that comes in the door. Probably your owner hours go up, or your costs go up because you have to employ people to do this work that may not be the best work.”

Similarly, you could improve revenue per FTE through mass layoffs. “My revenue per FTE would shoot up because I just have less FTEs,” Marcus explains. “Sure, my EBOC will increase, but my quality of life will probably go down.”

The key is finding balance. Revenue growth while owner hours decrease or hold steady, maintaining EBOC without burning out the team, and MRR creeping upward for predictable cash flow.

A Real-World Example of Pulling the Levers

The Dillons advocate for backward mapping. Start with where you want to go, identify the lever most likely to get you there, estimate costs and risks, then pressure-test results.

DBA tested several levers over the years: price increases, automation, hiring an operations manager, evaluating their client list, monthly recurring packages, and specialized hiring at the director level.

The Price Increase Lever at DBA

In 2024, DBA tackled pricing that had slipped on legacy clients. With an average monthly client at $2,100, they still had several below $1,000, which was unprofitable given their team structure.

They targeted a 14% increase, higher than typical because they’d delayed too long.

“We knew some people were on the bubble, “Marcus says, sharing his thought process. “We knew this would either move them to churn or invest and go deeper with our team.”

The messaging was crucial. “Don’t make the price increase about yourself,” Marcus advises. “No client wants to hear that. You have to have a better value perspective than your costs are increasing.”

Rachel adds that peer networks prove invaluable here. “You can talk yourself out of doing price increases. But in a peer group, you see what other people charge and what other people plan to do for their price increases. You think, ‘Well, I’m doing the same work as they are. Why am I still charging so little?’”

At the Gather event, when asked about planned increases for 2026, most firms indicated 10%, with some going up to 20-25%.

The Results

DBA lost $12,000 in monthly recurring revenue from churned clients but gained a net 4% in total billings while serving fewer clients. Revenue went up. EBOC went up. MRR percentage went up. Revenue per FTE improved. Owner hours decreased.

“You could improve all five of those metrics more than likely by price increases alone,” Marcus concludes.

Rachel emphasizes this wasn’t about pricing out clients. “The goal was to continue to serve them at a price that made sense for the business.” For truly problematic clients, she recommends direct action. “Just have the conversation and help them find a new provider. Don’t keep serving them because they’re paying you.”

Your Next Steps

The Dillons follow an Improvement Season framework:

April 16 – August 15: Assess progress and implement changes
September – October: Pressure test during higher volume
November – December: Reevaluate and adjust
January: Launch with refined plan

Some changes show results quickly. For example, price increases make a mark within a quarter. Others, like absorbing a director-level hire, might take a full year.

Marcus emphasizes involving your team. “Do it with your leadership team. Do it with somebody beyond yourself. And then invite others to improve that KPI and celebrate it with others. The cool thing about having a team is to be on a mission together.”

Rachel adds two key questions for listeners:

Which KPI do you need to move to increase your firm value?
What KPI are you not tracking yet, but you should be?

Whether you plan to sell, pass on, or simply run a better business, these five metrics determine your options. “You will have a succession event in your lifetime because you’re just not going to live forever,” Marcus says. “You’re either going to sell, give it away, or shut it down.”

The choice is yours. But it starts with measuring what matters.

Listen to the full episode for the complete conversation, including more details on implementing these strategies in your firm.

Planning a Firm Retreat That Keeps Your Team Aligned All Year

Earmark Team · January 28, 2026 ·

Team retreats can easily become forgettable obligations. People spend a few hours in a conference room, have some general discussion about “next year,” and everyone returns to their desks unchanged. But Marcus and Rachel Dillon have spent nearly a decade figuring out how to make their twice-yearly retreats count for something more.

In this episode of Who’s Really the Boss?, recorded just after a successful year-end team retreat, the Dillons share exactly how they plan and execute gatherings that keep their remote team aligned all year long. This retreat was particularly significant, as it was the first time their entire team came together after two acquisitions that grew their firm from $3 million to $6.5 million in revenue.

Starting with Leadership Alignment

The work that made this retreat effective started in late September. Their leadership team, including Marcus, Rachel, Director of Operations Amy McCarthy, and Director of Accounting and Advisory Lezlie Reeves, met in Saint Louis, Missouri.

They were already there for a meet-and-greet related to their recent acquisition, so they carved out a full day specifically for 2026 planning. The change of location helped them focus beyond daily operations.

“We were out of our normal element, which was great because it changed the pace and place and allowed us to focus better,” Marcus explains.

The team uses a framework originally developed by C12, an organization of Christian business owners, which they’ve adapted for their accounting firm. The framework breaks planning into five key areas:

Revenue Generation. Setting targets and monitoring progress, with flexibility to adjust client onboarding based on team capacity
Operations Management. The steady force that keeps the firm grounded when new opportunities arise
Organizational Development. Team structure, hiring, roles, and succession planning three to five years out
Financial Management. KPIs and reporting—the self-accountability accountants sometimes neglect for their own firms
Ministry. How the firm gives back and serves as good stewards

What emerges is a one-page document with a matrix showing each goal area, the strategic objective, success metrics, who’s responsible (including first and second chair assignments), and deadlines.

“If there’s no timeline, you just keep kicking the can down the road,” Marcus notes. “And those goals never get touched again.”

The leadership conversations extend beyond immediate goals. They discuss where each person sees themselves in three to five years, and what they want to see happen. These discussions require openness from everyone involved.

“As a leader, you have to be prepared for whatever your fellow leaders’ answers may be,” Marcus says. “You have to be open to hearing that.”

Finding the Right Time

The Dillons learned through trial and error that when you hold a retreat matters as much as what you cover. Their timing has evolved over the years.

Initially, they held retreats in January, capturing the new year, fresh goals energy. But that created immediate conflicts. “Taking a day and a half or two days right when you come back from the holidays is tough,” Rachel explains, especially with year-end financials due by the 15th and 1099 work piling up.

They tried pushing it to after January 20th, but that still felt rushed with the January 31st deadline approaching. Moving it any later meant they were already more than a month into the year before rolling out goals.

Their current approach places the retreat in mid-November, the week before Thanksgiving. This timing works because teams have just finished the November 15th deadline for month-end financials. Leadership has ten and a half months of data to review, enough to project year-end performance and celebrate achievements without waiting for perfect December numbers.

“If people are busy and have deadlines and clients waiting and asking for things, they cannot be fully focused and engaged in the retreat,” Rachel emphasizes.

For a remote firm where more than half the team flies in, the schedule runs Sunday arrival, full day Monday, half day Tuesday, with people heading home Tuesday afternoon. This prevents taking up too much of people’s weekend and avoids the stress of same-day travel.

The Logistics That Matter

Every detail either helps team members focus or creates distraction. The Dillons have learned which investments pay off.

They provide hotel rooms for everyone who needs one, including local team members. “Some people took us up on that because they didn’t want to wake up super early, commute, and get ready. That’s just not their normal routine,” Marcus explains.

Food is available throughout both days. Hotel catering costs more than bringing things in, but it simplifies coordination dramatically. The team eats lunch off-site both days, providing mental breaks from the meeting room.

When everyone’s together, they maximize the opportunity. A photographer comes in for professional headshots, and team members cycle through during sessions without disrupting the flow. Only Monday requires professional dress; Tuesday is comfortable.

The Monday evening Christmas party happens at a nearby Brazilian steakhouse, with spouses invited. But first, the team went to Great Big Game Show, a venue where groups compete in TV-style game show formats.

“It was less than $40 per person. It was an hour and a half event,” Rachel notes. “So it was fairly cost effective but very memorable for the team.”

“It doesn’t have to be expensive to be memorable,” Marcus says.

Building Trust Through Transparency

What happens in the room determines whether the retreat creates lasting change or fades by the following week. The Dillons’ approach centers on transparency about the firm’s actual performance.

They share real revenue data, including year-to-date numbers, projections, where the firm stands against goals. Many firm owners hesitate at this level of openness, but the Dillons have only seen positive results.

“There has never been an instance where someone has come to us and said that we are unfair based on a revenue number,” Rachel says. “The only things that have come from us sharing more has been positive response and feedback.”

This transparency extends to the firm’s direction. In 2021, during their pivot to remote work, they created “Future Direction” statements, which are clear commitments:

Monitor, monetize, or refer annual tax clients outside core services
Operate within a fully connected tech stack
Share industry best practices with peers
Be the model firm in small business accounting
Attract highly qualified, highly motivated team members
Implement travel retreats
Create initiatives to give back locally and abroad

Four years later, they still reference these statements at every retreat. “We can go through and put a check mark next to every single one and point back directly to exactly how we achieved those things,” Rachel explains.

The continuity matters when firms undergo major changes. “When they look back at this, they see it’s not any different than what we said we were going to do,” she notes. “Maybe how we get there or what we use to do it changes, but the overall direction definitely aligns.”

Celebrating Before Charging Forward

The Dillons organize both achievements and initiatives into four categories: Growth (clients and team), Process (procedures and technology), Team Development, and Collective by DBA (their peer network offering). This structure ensures nothing gets forgotten between retreats.

For 2025, there was plenty to celebrate:

Securing 12 out of 15 targeted new organic clients
Two successful firm acquisitions
Multiple director-level additions including Operations, Accounting and Advisory, Technology, and Tax and Financial Planning
Implementing of Double for improved client reporting
Launching monthly role-specific training programs
Growing the team from 15 to 25 people

“I don’t do a great job of stopping to celebrate,” Marcus admits. “So I made sure that it was built in.”

Each year gets a theme. For 2025, it was “Growth, not comfort.” For 2026, they’ve chosen “Lead change, create impact,” reflecting their shift from a growth phase to refinement as they integrate everything they built.

The firm also shares specific quarterly goals and hiring plans. “When we started opening up more transparently with the financials and the overall plan of the business, we could actually invite people who are smarter and better than us in given areas,” Marcus explains.

Even the closing gifts reflect practical thinking. The Dillons receive quite a bit of vendor swag throughout the year, including high-end items from Canopy, Intuit, QuickBooks, ADP, and Double. Rather than letting these accumulate, they share them with the team.

“If you don’t have stuff like that laying around, I’m sure you can reach out to your partners, your technology partners, and they’ll send you some stuff to share with your team,” Marcus suggests.

Making It Work for Your Firm

The difference between retreats that drain resources and those that create momentum is intentional planning that starts months ahead, timing that respects your team’s reality, logistics that remove friction rather than create it, and transparency that turns information sharing into trust building.

Listen to the full episode of Who’s Really the Boss? for more advice for running a successful team retreat. Plus, Rachel offers to share DBA’s actual retreat agendas and planning templates with any firm owner or team member who reaches out. “Don’t feel like you have to reinvent the wheel,” she says. Email her at rachel@collective.com or use the contact form on their website.

As the Dillons have learned through nearly a decade of refinement, when you invest in getting retreats right, a two-day gathering can align and energize your team for the entire year ahead.

This CPA Spent Five Years Modernizing His Firm Before Making a Move to Buy It

Earmark Team · November 16, 2025 ·

In 2012, Tim Abbott walked into a Chicago accounting firm that still tracked tax returns on a clipboard. No electronic filing, no digital documents, just alphabetical lists checked off by hand. Eight years and one pandemic later, he owned that practice and another 40-year-old firm, and had transformed both into a thriving $2.4 million modern business while keeping nearly all their legacy clients.

In this episode of “Who’s Really the Boss?”, hosts Rachel and Marcus Dillon get Abbott’s story about acquiring and modernizing two multi-generational accounting firms in the Chicago suburbs. The journey involved a delicate balance between honoring tradition and driving innovation.

Starting With “No Is a Complete Sentence”

Abbott’s path to firm ownership began with an unexpected philosophy. “The best piece of advice I received,” Abbott shares, “is that no is a complete sentence.” This mantra guided his transformation of M.J. Vandenbroucke from a clipboard-based operation into a modern firm serving law offices, financial planners, and medical practices across the Chicago suburbs.

Abbott brought a fresh perspective to a firm frozen in time. With three daughters at home and a wife working as an elementary school nurse, he understood the importance of setting personal and professional boundaries. That discipline proved essential when navigating the complexities of modernizing practices that had operated the same way for decades.

The firm he joined in 2012 wasn’t broken; it was just stuck. With ten employees, many boasting 20 to 35 years of tenure, M.J. Vandenbroucke had successfully served clients since 1970. But success had bred complacency. The firm ran entity returns through UltraTax while processing individual returns in ProSeries, losing K-1 import capabilities. When Marcus Dillon learned about this setup, lost efficiencies immediately came to mind.

The Art of Incremental Change

Rather than shocking the system with sweeping reforms, Abbott orchestrated a deliberate five-year modernization plan. Each year from 2012 to 2017 brought one major improvement. Electronic filing replaced paper submissions. Digital file cabinets eliminated physical storage. Client portals opened new communication channels. Direct deposit streamlined payments.

“When you’ve been doing things largely the same way for 30 years, it can be challenging to change,” Abbott observed. His measured approach respected the staff’s experience and the clients’ expectations. This patience wasn’t passive; it was strategic.

Abbott received some invaluable advice about acquisitions: “Unless something is functioning horribly, don’t change anything you don’t have to” during the first year. By observing existing workflows and understanding why certain processes existed, he could distinguish between outdated habits and practices that genuinely served clients well.

This incremental approach delivered measurable results. Staff gradually embraced new technologies without feeling overwhelmed. Clients experienced improvements as enhancements rather than disruptions. Most importantly, the firm maintained its operational stability while building capacity for future growth. By 2017, Abbott was ready to acquire the practice, having proven that modernization didn’t require revolution.

When Coffee Leads to Acquisitions

Abbott’s second acquisition offers a lesson in professional serendipity. At a conference, he sat next to a CPA from New Jersey who mentioned knowing someone near Abbott’s Chicago office. “That casual breakfast conversation led to coffee meetings,” Abbott recalls, which evolved over two years into an acquisition agreement finalized in 2020, during the pandemic.

The 75-year-old owner of this second firm had no succession plan. Like M.J. Vandenbroucke, this practice had operated for nearly 40 years with established processes and long-term client relationships. Abbott acquired the business and moved the entire operation to their larger office space, merging two firms with a combined 90 years of history.

Both transitions followed a similar pattern, with previous owners staying on for approximately three years. The first owner planned to work through the 2020 tax season, but when COVID extended deadlines indefinitely, he decided to leave on June 30th. “If we don’t just rip the Band-Aid off, I’m going to be here forever,” he told Abbott.

The second owner maintained his full role for the first year, with Abbott sitting in on client meetings but not directly involved in work. Years two and three saw gradual transitions until Abbott hired a replacement CPA. This extended handoff was crucial for client retention.

Building Trust Through Continuity

Abbott presented the second acquisition as a “merger” rather than a takeover, maintaining all existing staff to ensure continuity. The messaging mattered. “There was actually a pretty big sense of relief that we had a continuity plan in place,” Abbott notes. Clients who had watched their CPA age into his seventies welcomed the security of younger leadership backed by familiar faces.

The human element proved crucial. When a bookkeeper has been working with a client for 22 years and stays through the transition, “there’s a lot of comfort there,” Abbott observed. This continuity helped maintain exceptionally high client retention rates through both acquisitions.

Not all relationships transferred smoothly, though. Referral sources—particularly those with personal connections to previous owners—were harder to retain than clients. “The owner’s friend, people he grew up with, high school buddies, fraternity friends, some of those don’t transfer very well, no matter how hard you try,” Abbott acknowledged.

Marcus Dillon confirmed this challenge from his own experience. “The referral sources who referred clients to the firm while it was owned by another CPA, some of those loyalties go away.” This means firms must activate new business development strategies to replace lost lead sources.

Discovering Hidden Challenges and Strengths

Post-acquisition discoveries revealed problems and unexpected assets. Abbott uncovered situations like clients receiving May financials in September because “they’re always late and we have to call three times.” Marcus Dillon shared similar experiences, noting how sellers suddenly reveal after closing which clients are “awful to work with.”

But Abbott also discovered the firm’s employees had an exceptional ability to explain complex concepts without condescension. “We’ve received several referrals from prospects who said, ‘so and so told me to call you, I need help. And they said you wouldn’t make me feel dumb.’” This skill became a cornerstone of the firm’s value proposition.

The firm’s recent website redesign reflects this evolution. Rather than hiding behind traditional industry opacity, Abbott chose radical transparency with published pricing. “We’re not out here to compete with anybody on price, but you have no reason to hide it.” The new site at mjvcpa.com has already generated upsells from existing clients who discovered services they didn’t know the firm offered.

The Power of Peer Connections

Throughout these transitions, Abbott credits peer relationships as essential to survival. “COVID was brutal for everybody,” he reflects. “I don’t know that I would still be here running a firm without just some of those relationships that got me through the tough times.”

His involvement in mastermind groups and communities like Collective by DBA provided crucial support. “Having the resources of other firm owners that have literally walked in your shoes and faced the same challenges, getting their perspective, wisdom, and advice has always been hugely beneficial to me.”

These connections even facilitated acquisitions within the group. Marcus Dillon recalled how a conversation with one mastermind member led to another acquisition for his firm. The lesson? Professional relationships often yield unexpected opportunities.

Building for the Next 50 Years

Today, M.J. Vandenbroucke employs 13 team members in a hybrid environment, with staff in the office one to four days per week and two fully remote employees.

After years of integration work, they’ve finally standardized processes across both acquired firms. Goals have shifted from survival to optimization. The firm has the capacity to grow without adding headcount.

“When you take the right steps, generally the results follow,” Abbott reflects. His patient approach to building on established foundations while creating new value positions M.J. Vandenbroucke for another 50 years of service.

For accounting professionals considering acquisitions, Abbott’s experience offers valuable lessons. Respect the pace of change. Invest in extended transitions that transfer trust, not just client files. Honestly evaluate what deserves preservation versus transformation. And perhaps most importantly, remember that “no is a complete sentence,” because boundaries matter when managing complex transitions.

Listen to the full episode to discover Abbott’s specific strategies for managing resistant staff, navigating unexpected challenges, and building the critical peer relationships that make these transformations possible. With patience, respect, and strategic thinking, you can honor the past while building for the future.

Rachel and Marcus Dillon, CPA, own a Texas-based, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 20 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.

Admitting You Don’t Know Everything Became This Young CPA’s Secret Weapon

Earmark Team · August 19, 2025 ·

Picture this: You’re 26 years old with a newborn baby, eating rice and beans from a bulk bag because your accounting firm is three months away from bankruptcy. Your Excel budget calculation was catastrophically wrong, and you’re facing the reality that your entrepreneurial dream might be over before it really began.

That’s exactly where Nate Goodman found himself in 2022. He was staring at his wife across their kitchen table in Black Mountain, North Carolina, wondering if they’d bitten off more than they could chew. “I told my wife, ‘We tried it, I failed. We’re gonna have to eat rice and beans,’” Goodman recalls.

Fast-forward to today, and Goodman’s firm, Goodman CPAs, just closed 2024 with $1.7 million in annual revenue. His team of 12 professionals serves clients across the country, and he’s building toward a $2 million run rate.

His transformation from struggling bookkeeper to successful CPA firm owner didn’t happen because he suddenly became a better accountant. It happened because he discovered something many of us resist: admitting you don’t know everything can be your greatest competitive advantage.

In the latest episode of the Who’s Really the Boss? podcast, Goodman shares the raw details of his journey, including the pivotal moments when crisis became his catalyst for growth.

From Churches to CPAs: The Humble Beginning

Goodman’s story doesn’t start with grand business plans or venture capital. It starts with chickens, three young boys (ages 5, 4, and 2), and a simple desire to help churches with their bookkeeping while maintaining work-life balance.

In December 2019, fresh out of his MBA program, Goodman launched what he thought would be a small bookkeeping practice focused on churches. “I have some mentors doing this and only working 20 or 30 hours a week,” he explains.

But a conversation with Jim, an experienced CPA firm owner, changed everything. When Goodman pitched his church bookkeeping idea, Jim asked the hard question: “What are your credentials? Do you have any experience? Do you have any education?”

Goodman had an MBA but admitted to a limited accounting background. Jim’s response was direct: “Well, no one’s going to trust you if you don’t either have education or experience.”

Instead of getting defensive, Goodman chose to be teachable. Within a week, he re-enrolled in school for his accounting certificate so he could sit for the CPA exam. Jim sweetened the deal: complete a tax course, and he’d bring Goodman on as an intern for the 2020 tax season.

The Crisis That Changed Everything

By 2022, things looked promising on the surface. Goodman had purchased Jim’s practice (Jim was 85 at the time) and another practice through owner financing. But underneath, the numbers weren’t adding up.

The problem was embarrassingly simple and devastatingly expensive. Goodman had built his budget in Excel, but made a critical error. “I got the calculation wrong. My shareholder distributions were being added back to the cash,” he explains. “When I figured it out, I was like, oh, we only have like three months left, and we’re not going to make it to next tax season.”

The timing couldn’t have been worse. The CPA he’d hired was asking for more money than the firm simply couldn’t afford. “That was my first time terminating somebody. And that went very poorly,” Goodman admits.

That’s when the rice and beans period began. “We bought the big bulk bag of rice and did that whole thing to make it work,” he says. They were literally living on the most basic provisions while trying to save their struggling business.

But this rock-bottom moment became Goodman’s turning point. Instead of giving up, he finally discovered something that would transform his business: CPA communities and coaching groups.

“I did not even know that CPA communities existed, that there were other CPA owners out there that would share common knowledge. And so I was just going blind through 2022. And that was a very dark year for the business,” he reflects.

The transformation began in August 2022 when he found coaching groups that taught him proper pricing strategies and service delivery models. “I could price a 1040, but to price a CFO engagement or a bookkeeping engagement, I was just shooting from the hip and hoping for the best.”

The Systematic Turnaround

The results were immediate and dramatic. After implementing the new models and pricing strategies, Goodman’s firm grew from roughly $300,000 to $1.2 million in revenue in 2023—a nearly 300% increase in a single year.

Part of this growth came from strategic acquisitions. The acquired practices brought about $150,000 in revenue, and a third acquisition added $275,000. But the real growth came from transforming how they served existing clients.

“We were able to present to them, hey, instead of getting your financials once a year, what if we did your bookkeeping once a month, and you could make some more decisions? And what if we could save you $30,000 in taxes next year, and it’ll cost you a fraction of that, but it’s more than you’re paying now?” Goodman explains.

The firm also benefited from being the only CPA practice in Black Mountain. “We’re the only people here that can provide this service now,” Goodman notes, which helped with client retention during the transition.

Building Systems That Weather Storms (Literally)

By 2024, the firm had grown to 12 team members working in a hybrid model. Some work in the office, others are fully remote, and they even have team members in the Philippines. But their systems faced the ultimate test in September 2024 when Hurricane Helene hit.

“The eye of the storm went through our town,” Goodman explains. “About a 10th of a mile down from our house turned into a lake.” While their community was devastated, with power lines down and infrastructure destroyed, Goodman made a crucial decision.

“We’re like, well, we could take the server, take the networking equipment so people can VPN to the office, and we can set it up at my parents’ house in Roanoke, Virginia,” he recalls. “So we drove to Roanoke, plugged in the server, hooked it up to their internet, and then our team could work from my parents’ living room.”

This wasn’t just crisis management—it showed how the firm’s systems had evolved to handle unexpected challenges. The team maintained operations while their entire region struggled with basic utilities.

The Power of Peer Networks

Goodman’s discovery of peer communities happened almost by accident, but it became a game-changer for his business. During summer 2024, while mowing his lawn and trying to complete CPE requirements, he discovered he could listen to accounting podcasts instead of sitting through webinars.

“A friend of mine told me about Earmark to earn CPE with podcasts. I was like, ‘This is great. Now I don’t have to sit down for like a webinar or something,’” he explains.

That’s when he found the “Who’s Really the Boss?” podcast and heard discussions about fractional CFO services and team structures, and listening to the podcast helped him discover the team structure the firm needed to move toward.

The remarkable part? His firm had just overhauled its structure two months earlier. But instead of sticking with something that wasn’t working, Goodman brought the new model to his leadership team with complete honesty. A willingness to abandon recent work in favor of proven systems accelerated their growth significantly.

Current Focus and Future Goals

Today, Goodman’s firm operates with metrics and systems that would impress much larger practices. Team members earn performance bonuses based on four specific metrics: maintaining accuracy above 90%, achieving client satisfaction scores of 90% or above, keeping client retention at 90% or above, and completing month-end closes by the 15th.

The firm also specializes in serving direct primary care practices—doctors who’ve left the traditional healthcare system for a subscription-based model. “We really believe in what they’re doing and the model they’re building. So we’re trying to be the great back office so they can focus on patient care,” Goodman explains.

They’ve even hired a dedicated salesperson with a compensation structure of $50,000 base plus 8% on collected revenue and 4% on first-year residuals. It’s a sophisticated operation for a firm that’s only five years old.

The firm’s current focus is on process optimization and AI implementation to help their team work more efficiently. Their goal? A 36-hour workweek with half-day Fridays while maintaining their growth trajectory toward $2.5 million in revenue.

The Lessons That Matter

Looking back, Goodman’s transformation offers clear lessons for other firm owners:

Be willing to admit what you don’t know. “I’ve been surprised at how many people are relatively open with what they’re doing and willing and wanting to help you and your development,” he reflects. “And so just asking the question, asking for a virtual coffee has been extremely helpful.”
Find your community. The isolation of trying to figure everything out alone nearly destroyed Goodman’s business. Once he found coaching groups and peer networks, his growth accelerated dramatically.
Implement proven systems rather than reinventing them. Goodman’s breakthrough came when he stopped trying to create everything from scratch and started following blueprints that other successful firms had already tested.
Stay teachable. When Goodman discovered the team-of-three structure just months after reorganizing his firm, he didn’t let pride prevent him from making another change. That flexibility to adapt has been crucial to his success.

At 29 years old, Goodman is quick to acknowledge he still has much to learn. “I love to learn from people who have been here and done that,” he says.

His advice to other young firm owners facing similar challenges is simple: “Don’t stress out so much. It will work out.” But pair that with action: seek mentorship, join communities, and be willing to admit when you need help.

Your Next Step

Goodman’s story offers insights into pricing strategies, team structures, acquisition approaches, and the systems that enabled his dramatic growth. If you’re ready to move beyond struggling alone and start leveraging the collective wisdom of successful practitioners, listen to his full interview on “Who’s Really the Boss?

Sometimes the difference between eating rice and beans and building a multi-million dollar firm isn’t what you know; it’s your willingness to learn from those who’ve already walked the path.

The crisis that could have ended Goodman’s entrepreneurial dreams became the foundation for extraordinary growth. Your current challenges might be setting the stage for your own breakthrough if you’re willing to be teachable enough to find it.