Focus on your strengths and get the best out of your firm

Richard Brewin • June 29, 2018

We spend a lot of time worrying about what is wrong with our firms. We know back to front what it is that we don’t do well, where our faults lie and what we can’t do. We are keenly aware of where we are exposed.

Don’t get me wrong, that’s a good thing. We should know our weaknesses and be taking steps to counteract them. The Titanic was a beautiful ship with much to be proud of but it was, quite literally, sunk for ignoring its weakness.

It’s a matter of balance. Focus heavily on our weaknesses and we maybe build a secure, ‘ok’ firm but that can leave us guilty of not building on our strengths and missing out on creating an amazing firm as a consequence.

Ferraris don’t have large amounts of boot space. They’re not great handling the speed bumps around town, fitting the kids in for rugby practice or driving in the rain around the M25.

Ferrari know this. They also know that their designers and engineers are great at creating beautiful, fast cars that handle like a dream.

So, do Ferrari throw their resources into finding an answer to their Saturday afternoon shopping trip weaknesses or do they focus even more on building beautiful, fast cars that handle like a dream?

What are the strengths of your firm?

If you and your team are good at client relationships then do you make the most of these? Are they at the heart of your strategies?

If tax planning is your bag then do you focus enough on this in your client and marketing strategies?

If business growth is what you do best that do you highlight this fact to the point that you become known as the firm for it?

Analyse your strengths and focus on them. Don’t water them down by trying to be all things to all men. Ferrari don’t do sensible cars…It’s a sensible strategy.

Being proactive is a culture, not a slogan

By Richard Brewin • June 27, 2025
Look at any accounting firm website and there is a fair chance that the word ‘proactive’ will be prominent. Ask some business owners and taxpayers whether they consider their accountant to be proactive.  There is commonly a gap between the two, between the intent of the accountant and the expectations of the client.

How tech helps us to rebuild our trusted advisor role

By Richard Brewin • June 23, 2025
The tag ‘Trusted Advisor’ gets bandied around a lot. Without trying to be deliberately contentious, I often challenge its use. Undoubtedly, accountants were once the trusted advisor to their clients. When I came into the profession 44 years ago now, the older partners, especially, were seen by their clients as their trusted advisor, their ‘go to’ person on any issues, business, family or personal, that were troubling them. Without the filing deadlines of today, these clients were with their accountant primarily because they valued the relationship rather than the products.

Why your accounting firm is unique

By Richard Brewin • June 5, 2025
All accountants are the same! We’ve all heard it said. It’s nonsense, of course, but, when you are asked what it is that your firm does that differentiates it from other accounting firms, it can be a challenge to come up with something tangible.  Accounting firms tend to offer similar services, that’s what makes them accounting firms. Differentiating from competitors based upon services provided is therefore an issue.