Most firms don’t arrive knowing they need “leadership development” or “succession planning.” They arrive with a symptom. Find yours below and it will point you to the work that addresses it — or skip ahead and compare all six services.
Every strategic conversation turns into a debate about priorities, and the firm moves at the speed of its least-aligned partner.
Without a plan you get forced into rushed decisions — selling, merging, or last-minute moves that don’t serve the firm.
Commitments get made in meetings and forgotten by Monday, and no one is sure who actually has authority to move things forward.
Strong technicians get handed a team and left to work out the leadership part on their own.
The exam stalls careers that should be moving, and your leadership pipeline thins out a year at a time.
A conference, association event or firm retreat that needs someone who doesn’t have to have your world explained to them first.
Every engagement is scoped around the constraint that is actually holding the firm back, so these six are starting points rather than fixed packages. Most firms begin with one and add a second once the first is working.
Partner coaching, facilitated strategic planning and leadership team alignment — for firms where leadership itself has become the constraint on growth.
A clear, staged plan for what happens next, so you keep control of the firm’s future instead of being forced into a rushed sale or merger.
Facilitated, action-oriented retreats that align the partner group on priorities and produce real decisions — not another long to-do list.
Custom learning experiences built around your firm’s culture, goals and people — from new manager development through to AI readiness.
Structure and accountability that help your candidates pass — protecting both your leadership pipeline and your retention.
Erin Daiber speaks at accounting conferences, association events and firm retreats on capacity, succession, AI readiness and future-ready leadership.
The same four steps whichever service you start with.
A conversation about where the firm stands and what is actually getting in the way. Often the presenting problem is not the constraint.
We scope the engagement around what we found rather than selling a fixed curriculum. You see the plan, the format and the timeline before anything begins.
Remote, in-person or hybrid, designed to fit around your workflow and busy season instead of disrupting them.
We stay connected afterwards with check-ins, implementation support and progress tracking, so the change survives contact with busy season.
Start with the constraint, not the service name. If the partner group cannot agree on direction, a facilitated retreat comes first. If decisions stall and accountability is missing, that is leadership work. If a partner is retiring inside five years, succession planning moves to the front. The discovery call exists to answer exactly this question, and we will tell you if the honest answer is that you do not need us yet.
We work with independent CPA firms across a wide range of sizes, from small partnerships through to large regional firms. What matters more than headcount is that the firm intends to stay independent and has leaders willing to change how they work. Engagements are scoped to the firm, so a six-partner firm and a sixty-person firm get different work.
All three. Coaching and most training run well remotely. Partner retreats and strategy days are usually in person, onsite or offsite, because the value comes from getting the group in one room. Longer programs are often hybrid. We design the format around your workflow rather than asking you to travel for its own sake.
Anywhere from a single facilitated session to a multi-year relationship. Partner coaching usually runs in six- to twelve-month cycles. Strategic planning and team alignment are often one session followed by quarterly check-ins. CPA exam support runs alongside your candidates’ exam windows.
Yes, and most firms eventually do. A partner retreat that surfaces a succession gap frequently leads into succession planning; leadership development often expands into manager training once the partner group is aligned. Combining is normal, but starting with everything at once usually is not — we would rather one thing worked first.
There is no fixed price list, because there is no fixed engagement. Cost depends on scope, format and duration, and you see the full plan and figure in a proposal before committing to anything. A single facilitated strategy day and a multi-year leadership program are very different investments.
We only work with accounting firms. That means partner compensation dynamics, busy season, the senior-manager-to-partner transition and the way firm ownership structures create or block accountability are the starting assumptions rather than things you have to explain first. It also means we stay through implementation instead of handing over a plan and leaving.
Tell us what is going on in the firm and we will tell you which of these six — if any — is the right place to begin.
Or read more about Erin Daiber and how we work.
