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:
- A CPA or Tax Specialist – Focused on bookkeeping, tax returns, and making sure numbers are correct and on time.
- 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:
- 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.
- 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.
- 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.