More and more small-medium business owners are realising that running a successful business requires more than just passion, grit, and a solid product or service. They’re looking for clarity, strategy, and support—especially when it comes to making confident, informed decisions. They want a trusted partner with the professional knowledge to help them navigate challenges, spot opportunities, and effectively plan for growth.
This is where accountants can step in—using their strength in numbers and insight into successful business operations to become an advisor who drives smarter, more strategic business decisions for their clients.
The task, then, is to align what business-owning clients need with tangible advisory services that are tailored to these needs. The good news is: Most accountants already have the skills and know-how required to start building an advisory department today. What they lack is a clear process to do so and the ability to package and sell that service to clients.
And make no mistake—this space is heating up. Business owners will find someone to help them shape their strategy and support their business goals. If it’s not you, it will be someone else. The accountants who choose to invest in their clients now, to be proactive and forward-thinking, will be the ones who win out in the long term. Advisory is no longer a “nice to have”—it’s becoming an expectation. The firms that rise to meet that expectation will be the ones that stand out, scale faster, and build stronger, more resilient client relationships.
For firm owners in particular, the additional upsides are also significant. Embracing advisory doesn’t just meet client demand—it strengthens a business from within. By expanding beyond traditional compliance into high-value services, firms create new revenue streams, position themselves as indispensable partners, and unlock the ability to price based on value delivered, not just hours logged.
The result? Healthier margins, greater scalability, and a more future-proof business built on a broader, more resilient foundation.
Of course, the transition to advisory isn’t just about services—it’s also a mindset shift. It means moving from being a numbers expert to becoming a trusted mentor. It requires deeper conversations with clients, sharing knowledge willingly, and having a genuine interest in their success—not just their spreadsheets.
It may not be what you originally signed on for as an accountant. But I truly believe that the future of accounting lies in helping clients to build better businesses.
Now is the time to reposition, embrace advisory, and create firms that are more profitable, client-connected, impactful, and future-ready.
