3 March 2026 CPAmerica Advantage Newsletter

News from your accounting association

The Real Cost of Busy Season: Why Accounting Firms Can’t Afford to Ignore Fulfillment ROI™

By: Amy Vetter, The B3 Method Institute

Busy season is here, and throughout the year I hear similar conversations from partners. “It’s busy season, when it’s over we will have more time to focus on what we need to do to transform our workplace.”

March 2026 IN THIS ISSUE:

► The Real Cost of Busy Season: Why Accounting Firms Can’t Afford to Ignore Fulfillment ROI™

► Preferred Provider Spotlight - Fieldguide

► A&A Conference

► Member News

► CPAmerica Insights –Stephanie Esposito

I get it. I’ve heard some version of this intention many times for the past 25 years from firms that know it’s imperative to change, but really aren’t committed to the time and personal transformation that it takes. Unfortunately, I’ve watched firms make this same promise to themselves every single year while losing their best people by May.

The firms telling themselves, “We’ll fix it after busy season,” are the ones losing talent and profit and lacking bench strength. When an experienced manager walks out the door, replacing them costs up to 200% of annual salary. That’s not just a wellbeing issue. That’s a profit-and-loss problem.

Why Past “Well-Being Initiatives” Failed (And Why This Is Different)

Let me address the elephant in the room. You’ve already tried wellness programs. Mandatory meditation apps that nobody used. Pizza parties during busy season. “Work-life balance” policies that got quietly abandoned the moment a client called at 8 PM.

Those failed because leadership viewed

well-being as separate from business performance—something you do after the real work is done. These wellness benefits offered were band-aids on a business model that fundamentally relies on maximum hours from people until many burn out, a model that has been accepted for too many years as “this is just the profession.”

Fulfillment ROI is different because it reframes well-being as a performance strategy, not a perk. It’s a measurable financial framework that quantifies how integrating employee well-being with high performance standards directly drives profitability, retention, and firm growth.

The question isn’t “Can we afford to invest in this?” The question is “Can we afford not to?”

The Burnout Zone Is Costing You More Than You Think

Most accounting firms operate in what I call the “Burnout Zone”—high business performance at the cost of low employee well-being. The assumption is that this trade-off is necessary, that 70-hour weeks during busy season are what you do to serve the client well.

But look at what that assumption is actually costing you:

Right now, more than four out of five employees report at least some level of burnout. In accounting specifically, turnover rates often run north of 20% a year, and even higher in some public firms and tax practices. The steepest engagement declines are happening among managers

under 35—the exact people you’re counting on for succession planning.

What is interesting is that I have found that your leaders and team members are actually burning out because they love their work, not despite it. And when passionate, dedicated people hit the wall, they don’t just leave your firm—they leave the profession entirely.

What Fulfillment ROI Actually Measures

Fulfillment ROI is built on established research showing the measurable relationship between employee engagement and business outcomes. Organizations with highly engaged teams show 23% higher profitability, 18% higher sales productivity, and 14% higher production efficiency compared to peers with low engagement.

During economic downturns, companies with high-trust, high-fulfillment cultures outperformed the stock market by 16.5%.

Now, does engagement cause profitability, or do profitable firms simply have more resources to invest in engagement? Both directions matter. But here’s what I’ve seen in my consulting work: firms that intentionally build engagement see measurable improvements in retention, client satisfaction, and revenue within 18-24 months. The correlation becomes causation when you actively work the levers.

What This Looks Like in Practice

In my work with a Top 200 firm, I saw this play out in real time. They came to me with

See Busy Season, continued on page 2

Preferred Provider Spotlight Fieldguide

Fieldguide powers the future of trust. Flexible for any methodology, Fieldguide supports more than 80 engagement types across advisory and audit, including cybersecurity and privacy, regulatory compliance, internal audit, SOC audits, financial audits, and more.

Trusted by the Big 4 and Top 100 firms, Fieldguide delivers a purpose-built, professional-grade AI platform designed specifically for audit and advisory teams.

With ISO 42001 certification and SOC 2 compliance, Fieldguide meets the highest standards for responsible AI governance, security, and auditability. Its

Continued from Busy Season, on page 1 25% annual turnover, partners logging 70-hour weeks during busy season, and a growing sense that their model wasn’t sustainable.

Instead of lowering performance expectations, we changed what they measured. Instead of tracking hours worked (inputs), we focused on value created (outputs). Instead of praising whoever stayed the latest, we created initiatives to focus on delivering quality work and creating career pathways that align with each person’s client preferences. Instead of promoting people solely for technical expertise, we trained managers to delegate and develop their teams to spread work more evenly.

Here’s what that looked like during busy season, specifically: We eliminated lowvalue administrative tasks that ate up hours without improving client outcomes. We established clear “done is done” criteria for each engagement so people weren’t second-guessing their work at 11 PM. We gave teams autonomy to manage their own schedules as long as deadlines were met—some people worked better in concentrated bursts, others preferred steady pacing.

The April 15 deadline didn’t change, but

end-to-end platform powers the entire engagement lifecycle with professional-grade AI agents, Field Agents, that automate complex, time-intensive workflows from client request analysis to testing and documentation.

Transform your engagement workflow with:

• Professional-grade AI agents that automate complex audit and advisory workflows

• Up to 70-90% reduction in manual effort while improving accuracy and quality

• Flexible support for over 80 engagement types across audit and advisory

• Enterprise-level security with ISO 42001 certification and SOC 2 compliance

the amount of wasted effort leading up to it did.

In two years, that firm achieved 30% revenue growth while reducing turnover to 25%. Busy season hours capped at 50-55 hours instead of 70-plus, with standard 40hour weeks the rest of the year.

Did they lose any clients during the transition? A few. Clients who expected 24/7 availability and treated staff poorly. Losing those clients actually improved morale because the firm showed they cared about their well-being at work, and employees personally.

Starting Smaller Than You Think

I know what you’re thinking: “This sounds great, but we don’t have the time for transformation right now.” It is possible to make one small change at a time. Start with one thing this busy season. Measure what actually matters:

• Track how long each type of engagement actually takes versus how long you’ve budgeted for it.

• Create a process for allowing your staff to make note of which tasks are taking up disproportionate time without improving quality so it’s fresh in their mind.

For more information, email alex.dimattia@fieldguide.io or visit https://www.fieldguide.io/.

• Ask your team to do a recap after busy season: what went well, what didn’t go well, what would they do differently. Create clear actions with scheduled check-ins on progress.

That data becomes your roadmap. It doesn’t take a complete overhaul to start seeing returns. Just an honest assessment of where effort is going versus where value is being created. When your team sees action being taken and their voices being heard, watch how fast people feel more engaged and appreciated.

The firms that figure this out won’t just survive busy season. They’ll use it as proof that a better model is possible—one where high performance and high well-being aren’t competing priorities, but the same thing measured two different ways.

Larson & Company announces as new audit partner

long-term excellence,” said Kassouf Managing Director Jonathan Kassouf.

Szwajkowski has been promoted to senior associate in the firm’s audit and accounting department.

JamisonMoneyFarmer

PC welcomes three new shareholders

Larson & Company is proud to announce Cameron Hodson, CPA, CISA, has been promoted to the position of audit partner in their Salt Lake City location. Hodson has more than 10 years of public accounting experience and has spent his career from internship to partner as part of the Larson team. Hodson specializes in IT and risk assurance audits, SOC audits and data analytics. Hodson is the firm’s subject matter expert on AI implementation and security processes. He ensures his teams and client partners benefit from technology recommendations and AI efficiencies. He has been an active participant in growing the SOC audit practice and leads their marketing and practice growth efforts.

Kassouf promotes five employees, names new shareholder, members

Aldrich Names five new partners for 2026

JamIsonmoneyfarmer pC (Jmf), based in Tuscaloosa, Ala., is pleased to announce that Andrea Armstrong, Reed Lightsey, and Todd Turner have been admitted as shareholders of the firm. Armstrong is a certified public accountant with over 15 years of experience in tax and audit. Lightsey is a member of the firm’s Accounting & Audit Department and has been with JMF since 2011. Turner works in the firm’s Accounting & Audit Department and brings more than 17 years of public accounting experience to his role. Their promotions reflect the firm’s commitment to developing talented professionals who demonstrate leadership, technical excellence, and an unwavering dedication to client service. They join 10 other shareholders at one of the state’s top certified public accounting and advisory firms.

The Kassouf Family of Companies promoted five team members, naming three new owners. Kassouf’s strategic plan for growth and development drove these promotions. Rachelle M. North was promoted to shareholder at Kassouf & Co., InC., a public accounting and advisory firm. Michelle G. Pike and Shannon J. Pike were named members of Kassouf WeaLth advIsors, LLC, a financial planning and investment management company. Additionally, TracyAnn Massey was promoted to supervisor, Catherine Robertson was promoted to senior, and Stevie Jones was recently hired on as client accounting and advisory services (CAAS)/business advisor. “Strengthening the Kassouf Family of Companies for the future is essential to our ongoing success. As our firm approaches its centennial in just five years, we continue to focus on our commitment to exceptional client service and professional expertise. These promotions reflect our strategic vision for

Meyers Brothers Kalicka, P.C. announces 2026 promotions

meyers Brothers KaLICKa, p.C. is proud to announce the following promotions: Elise Puza, CPA, has been promoted to manager in the firm’s Taxation Department. Lauren Foley has been promoted to supervisor. Joanne Haley has been promoted to supervisor in the firm’s Audit and Accounting Department. Keara King has been promoted to supervisor in the firm’s Taxation Department. Karen Korpinen, CPA, has been promoted to supervisor in the firm’s Audit and Accounting Department. Mia McDonald, CPA, has been promoted to supervisor in the firm’s Audit and Accounting Department. Lyudmila (Mila) Renkas has been promoted to supervisor in the firm’s Audit and Accounting Department. Jacob Bear has been promoted to senior associate in the firm’s Audit and Accounting Department. Taylor Sawicki has been promoted to senior associate in the firm’s Audit and Accounting Department. Justin

aLdrICh Cpas + advIsors recently named its five new partners for 2026, reflecting the firm’s ongoing growth and commitment to cultivating experienced, forward-looking leadership in service to its clients. The 2026 partner class includes Bill Abel, CPA, Meghan Burton, CPA, Jeremy McAdams, CPA, Dion Nero, and Emily Payment, CPA. Together, they span multiple service lines and industries, including tax, assurance, utility consulting, and private wealth tax, and reflect the diverse knowledge and locations of Aldrich professionals nationwide. “This group represents the very best of Aldrich, with deep experience and insight, strong values, and a genuine commitment to our clients and teams,” said John Lauseng, CEO and partner at Aldrich. “I’m proud to welcome Bill, Meghan, Jeremy, Dion, and Emily to the partnership and am excited about the impact they’ll continue to make as firm leaders.” Abel joined the firm in 2022 and provides tax services to a wide range of clients, with specialized experience in start-up and tech companies, international, and multi-state taxation. With two decades of experince, Burton now serves as both a partner and the Director of Private Wealth Tax. McAdams provides tax and advisory services to privately held businesses. With 25 years of experience, Nero now serves as a partner and the Director of Utility Consulting. Payment joined the firm in 2011 and provides assurance and audit services to clients in the food processing, manufacturing, and distribution industries.

Advancing Leadership Excellence Across CPAmerica

As we look ahead to the coming months, I’m excited to share several meetings and trainings that reflect CPAmerica’s continued commitment to strengthening leadership at every level of our member firms. From supporting new partners as they step into expanded responsibilities to enhancing the way we bring firm leaders together, our focus remains on delivering experiences that meet the evolving needs of the profession.

Stephanie Esposito Vice President of Services

attendees to stay for the Central Mountain/ West Coast Regional Meeting, held in the same location from May 21–22. Those who participate in both events will receive a $150 registration discount and benefit from a deeper, more connected experience with fellow members.

This year’s New Partner Group Meeting, taking place May 20-21, marks its ninth year and has become a foundational meeting for partners in their first three years. These early years are pivotal, and our goal is to equip new partners with the tools, insights, and peer connections that help them lead with confidence. Erin Daiber, CPA, PCC, of Well Balanced Accountants, will guide participants through an agenda centered on generational dynamics and the accelerating influence of AI in the workplace; two forces reshaping how partners lead teams, manage change, and position their firms for long term success.

One of the strengths of this meeting is its intimate, discussion-driven format. It creates space for honest conversations among peers who are navigating similar transitions in their leadership journey. I also encourage

We are also introducing an enhanced structure for our Annual Practice Management Leadership Retreat, an evolution shaped by member feedback and our commitment to delivering meaningful, high-impact programming. This year, we are bringing together two established meetings, the Leading Partner Retreat (LPR) and the Firm Management Roundtable (FMR), into one coordinated format. While both meetings retain their distinct identities and purposes, this updated format allows us to offer a more flexible, collaborative environment for firm leadership teams.

When you register, you will choose one of two tracks: the Leading Partner Track or the Firm Management Track. Your selection determines the sessions available to you and ensures your CPE is assigned accurately based on your personalized agenda.

The Leading Partner Track is designed for managing partners, partners, and executive committee members, while the Firm Management Track is tailored for COOs, firm administrators, and HR and operations leaders. Each track preserves its traditional focus, yet both benefit from expanded opportunities for cross-role engagement through thoughtfully designed joint sessions.

This structure not only supports richer dialogue across leadership roles but also enables firms to participate as an integrated team, strengthening alignment and strategic planning.

CPAmerica Growth Masters: Business Development for CPAs, powered by The Rainmaker Companies, is a targeted solution for firms looking to strengthen a skill set consistently identified as a profession-wide gap: business development. Designed for managers and partners who are already leading within their firms, this 18-month training helps participants build the confidence, discipline, and client growth capabilities essential to long term succession and sustainable firm expansion. Through a blend of in-person learning, virtual workshops, individualized coaching, and peer accountability, participants develop practical habits that drive measurable results. The training offers up to 56 CPE credits and includes immersive sessions, focused virtual training, personalized coaching, peer group engagement, and structured implementation tools that support real world business development activity. Registration is open.

Across all these meetings and trainings, our goal remains the same: to empower leaders at every stage of their journey and to create opportunities for meaningful connection, shared learning, and strategic growth. I look forward to seeing many of you at these upcoming meetings and continuing our work together to strengthen the future of our member firms.

A&A Conference & Pre-Conference

Vail, Colorado | July 14-17

Grand Hyatt Vail Resort and Spa

Set in the heart of Colorado’s Vail Valley, the A&A Conference & Pre-Conference will take place July 14-17 at the Grand Hyatt Vail. Attendees will have the opportunity to explore current trends, earn CPE, share best practices, and strengthen professional relationships. the event’s agenda is packed with industry-leading speakers sharing on timely topics. Don’t miss your fellow A&A colleagues in an inspiring mountain setting designed to support both collaboration and conversation. We are also offering a Yellow Book Pre-Conference, led by Melisa Galasso for an additional 8 CPE. This option can be added at registration

Featuring these influential speakers and more:

Anirban Basu, Sage Policy Group | Melisa Galasso, Galasso Learning Solutions

David Chitty, Crowe Global | Mike Cheng, Frazier & Deeter | Tal Goldhamer, Tailwind Consulting

7555 W. University Ave. Gainesville, FL 32607 (352) 727-4070 www.cpamerica.org

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