Dillon Business Advisors

Building Sustainable Accountability: How to Maintain Momentum Year-Round

Earmark Team · February 24, 2025 ·

Every January, millions of people set out to transform their habits, only to find themselves struggling by mid-month. In fact, the second Friday of January is known as “Quitters Day,” when many throw in the towel on their New Year’s resolutions. For accounting professionals, the challenges compound: a 2024 Forbes study reports that 50% of resolution-makers quit by March—precisely when tax season intensity is at its peak.

In a recent episode of the Who’s Really the BOSS? podcast, Rachel and Marcus Dillon of Dillon Business Advisors (DBA) acknowledge these hurdles but also share practical ways to overcome them. As accounting firm owners, they see firsthand how easy it is for accounting professionals to abandon both personal and professional goals amid looming deadlines and long work hours. Yet the Dillons have developed reliable strategies—grounded in accountability and careful planning—that can keep momentum strong year-round.

The Unique Pressure on CPA Firm Owners

While most people struggle to sustain enthusiasm after the holidays, accounting firm owners have a double challenge. January’s fresh start quickly collides with ramping up for busy season, and by the end of March, many people’s goals have fallen by the wayside. After April 15th, it’s tempting to celebrate the season’s end or simply recover, making it even harder to pick up abandoned routines.

“I just do not like January at all,” admits Marcus. “A lot of us grew up in accounting—we dread January and starting the year new.” When you start with a clean P&L and the celebration of last year’s successes ends, accountants often feel they’re starting from scratch. Layer on the time crunch of tax deadlines, and it’s easy to see why many resolutions vanish by March.

Rachel adds, “You think ‘I just need to get through the next few weeks or this deadline,’ and really, you just let everything from January and February go.” Instead of waiting for post-deadline recovery to refocus, the Dillons recommend building accountability systems that prevent goals from slipping in the first place.

Goals for 2025: Firm Growth and Beyond

The Dillons prefer the concept of measurable goals over open-ended resolutions. DBA heads into 2025 with clear objectives:

Organic growth. DBA plans to add 15 new monthly recurring clients in 2025. With a price point for each client at $2,000 or more per month, this goal translates to adding $30,000 in new monthly recurring revenue by year’s end. To manage quality control, DBA limits each “pod” to two new client onboardings per month.
Potential firm acquisition. Beyond organic growth, the Dillons are open to non-organic expansion through the right acquisition. This approach provides additional career advancement opportunities for existing team members.
Technology & process improvements. Newly hired Director of Technology, Angel Sabino, will evaluate DBA’s IT systems and relationships to ensure they can support future growth. The team plans to expand its use of Keeper for client workflows and more automation in their onboarding process. They also plan to eliminate software they’re not fully testing or utilizing to free up room in the budget and focus on enhancing core platforms.
Team development. Client Service Managers meet monthly to share best practices, while Controllers hold their own dedicated development sessions. This ensures training and collaboration throughout the year. New and existing SMEs (Payroll, Tax, QBO) serve as go-to resources for the rest of the team. DBA plans to hire additional staff, including a Controller and a new Client Service Manager Assistant through TOA Global.

“Even though goals like these can feel daunting, we break them down,” Marcus explains. “We track them month by month, adding them to our weekly meeting agendas and quarterly reviews. That way, no one person is carrying the full burden, and we can re-evaluate often.”

Personal Accountability: Small Steps, Big Payoffs

Both Rachel and Marcus rely on personal accountability to stay on track.

Fifteen years ago, Rachel began a morning weightlifting habit and hasn’t stopped. In 2024, she hit 302 workouts—exceeding her personal target of 300—by tracking each session in a free app. Visibility of her progress, especially late in the year, motivated her to stick with the plan.

“I track everything so I can see how far I’ve come,” Rachel explains. “When we traveled to New York, I still got up early because I knew I had a goal I wanted to meet.”

Marcus uses a structured approach spanning faith, marriage, health, and more. “I assign a measurable goal or metric to each category—did I do it or not?” he says. That clarity helps him refocus on days he would rather skip workouts or other commitments.

“Sometimes I literally break a workout into percentage points. If I’m halfway done, that’s 50%, and I tell myself I’m not going to quit at 50%. Same when I’m at 75%. It keeps me motivated.”

Accountability Strategies to Withstand Tax Season

How do you maintain progress toward goals when you’re knee-deep in client work? The Dillons recommend three main strategies:

Break it down. Make goals specific and measurable, then divide them into weekly or daily steps. Whether it’s limiting client onboarding each month or aiming for 20-minute workouts, smaller tasks are more achievable.

Keep it visible. DBA incorporates goals into weekly meeting agendas, ensuring they’re never “out of sight, out of mind.” Similarly, Rachel’s app and Marcus’s weekly check-ins with his accountability partner keep them aware of their personal targets.

Stay flexible. Life happens—especially during busy season. The Dillons suggest building in reassessment milestones (e.g., a mid-year retreat in May or June) to pivot if goals no longer make sense. Instead of abandoning them, adjust and realign.

Looking Ahead: The Collective by DBA Event

For accountants seeking deeper connections and guidance, the Dillons’ peer community, Collective by DBA, is hosting an in-person event on May 5th–6th in The Woodlands, Texas (with a third-day session on May 7th for forum members and one-on-one advisory clients).

Registration opens on January 28th, and only 50 seats are available. The retreat provides an opportunity to fine-tune your firm’s processes, swap insights with other leaders, and solidify your goals for the rest of the year.

“If it’s anything like our event last May, it’ll fill up fast,” Marcus says. “We’re building an agenda that dives into topics like firm growth, technology, and team structure—all the areas we’re working on ourselves.”

Maintaining Momentum Beyond January

While most resolutions taper off by March, the Dillons prove that real progress can happen any time of year—with the right structure. By breaking down targets, checking in frequently, and involving others, firm owners can continue working toward their goals well past busy season. Whether you’re building better habits in your personal life, scaling your firm, or both, the key is accountability—layered at the individual, team, and organizational levels.

Ready to learn more? Tune in to the Who’s Really the BOSS? podcast for the Dillons’ full conversation on goals and accountability, and consider joining them in May at Collective by DBA’s in-person event. Even in the throes of tax season, sustainable, measurable goals are possible when you have a plan—and a team—to keep you on track.

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.

A Fresh Look at Accounting Firm Transitions Puts Quality of Life First

Earmark Team · February 2, 2025 ·

In a recent episode of the Who’s Really the Boss? podcast, attorney Sara Sharp joined hosts Rachel and Marcus Dillon to discuss the evolving world of accounting firm ownership, legal compliance, and how forward-thinking solutions like phantom equity can help firms thrive.

Sara, who works almost exclusively with CPAs on practice transitions and day-to-day compliance, sheds light on key issues every firm owner should consider—from multi-state employment laws to IRC Section 7216, which requires tax return preparers to protect clients’ tax return information or face possible criminal prosecution. Sara also discussed how creative ownership structures can bridge the gap between traditional partnerships and the need for modern flexibility.

From Compliance Challenges to Ownership Solutions

Rachel and Marcus initially engaged Sara to revisit the Dillon Business Advisors (DBA) employee handbook, recognizing that multi-state compliance for PTO and other policies was becoming increasingly complex. What started as a routine legal audit soon expanded into a broader conversation: How do small and mid-sized firms protect themselves legally while also planning for the future?

“A lot of people think signing up with a PEO solves everything,” explains Rachel, referencing how DBA initially assumed their Professional Employer Organization would handle compliance. “But we still discovered plenty of state-specific requirements.”

Sara points out that many accounting firms face challenges such as:

Multi-state labor laws require unique PTO accrual rules or payout stipulations
Contractor vs. employee misclassification can lead to costly fines
Sec. 7216 regulations mandate specific client consent forms when outsourcing tax prep or using contractors

Addressing these issues up front, says Sara, frees firms to focus on strategic goals like offering innovative ownership pathways.

Why Traditional Partnerships Feel Precarious

Despite the compliance work, most of Sara’s clients ultimately want guidance on ownership transitions, whether selling to a third party, merging with another practice, or rewarding top team members. She uses “one foot on the boat, one foot on the dock” to describe how many owners attempt to ease out of the business while transferring equity to new partners. This can create a drawn-out process where any sudden shift—divorce, health crisis, or relocation—throws everything off balance.

“You can set up a five-year partnership buy-in plan,” says Sara, “but if something goes wrong in year two, you’ve got a mess on your hands, with partial owners and complicated payouts.”

Phantom Equity: A Modern Alternative

At DBA, Marcus and Rachel wanted to recognize two key team members—Leslie Reeves, CPA and Amy McCarty, MBA—without forcing them to buy into a rapidly appreciating firm. “We’re not just talking about hours and ‘butts in seats,’” Marcus explains. “Leslie and Amy bring strategic value that far exceeds any traditional measure of partner track.”

The solution? A phantom equity plan. Sara helped them design an arrangement wherein these employees receive financial benefits tied to firm performance—just as if they owned a small percentage—but without actual stock in the company. They would still see real economic participation in a potential sale or buyout event.

“We’re going to treat you economically as though you are a 1% owner,” Sara notes, “but you’re not on the cap table. It’s simpler, and if someone leaves, they aren’t stuck with actual shares in the business.”

For Marcus and Rachel, this addresses talent retention—rewarding employees who already act like owners—and risk management: no messy buyouts if life circumstances change.

Evolving Valuations: From 1X Revenue to 8X SDE

Another factor driving new ownership models is how valuations have changed. Sara observes that many accounting firm owners still assume they’ll fetch about 1X gross revenue. Yet private equity, family offices, and younger entrepreneurs increasingly evaluate profitability. Instead of valuing a practice based on gross revenue, they’re basing it on earnings—often 4X to 8X seller discretionary earnings (SDE).

“Now that people realize it’s about cash flow, we see more sophisticated questions,” explains Sara. “Do you have digital relationships with clients? Are you reliant on face-to-face drop-offs? Efficient, profitable, tech-savvy firms can get premium multiples.”

Younger generations of accountants prioritize work-life balance and operational efficiency. They’re less inclined to log 70-hour weeks or maintain a physical office for clients to drop off paper forms. Sara says this cultural shift is clear in her legal practice:

“I’ve got buyers in their 20s and 30s who want to do everything in the cloud, automate workflows, and raise rates so they don’t have to manage thousands of low-margin returns. They’re running the business more cleverly.”

Looking Ahead: Aligning Compliance, Culture, and Ownership

As more firm owners realize they must adapt to multi-state employment, shifting professional values, and new valuation formulas, legal compliance and innovative ownership structures become intertwined. Whether ensuring your employee handbook meets Colorado PTO law or sending out proper Sec. 7216 disclosure forms, or designing phantom equity plans, the best solutions are protective and empowering.

“Firms want to preserve culture, recognize talent, and plan for what’s next,” says Sara. “But you can’t marry that boy just to keep from hurting his feelings,” she quips, invoking her mother’s advice on knowing when to walk away from a bad deal—or a rigid tradition that no longer fits.

By balancing compliance groundwork with creative reward systems, forward-thinking firms can attract and retain top talent, command higher valuations, and sleep peacefully at night, knowing they’ve protected themselves and their employees.

To hear more about Sara Sharp’s legal insights and how DBA structured its phantom equity plan, listen to the full episode of Who’s Really the Boss? podcast.

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

Earmark Team · January 30, 2025 ·

“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.

Uncover the Strategy That Turns Extended Leave into an Innovation Opportunity

Earmark Team · January 26, 2025 ·

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.

Why a Smaller Client Base Helped This Firm Accelerate Revenue

Earmark Team · January 22, 2025 ·

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.