Make the time to grow your accounting practice

Running an accounting practice can feel like juggling a dozen balls at once — client calls, deadlines, tax seasons, compliance checks, and so on. But amidst the hustle, there comes a moment when you realise that if you don’t carve out time to grow accounting practice, you’ll just be stuck in the day-to-day grind.

In my own journey as an accountant, I remember the turning point — when I felt like I was constantly working in the business, with little time to work on the business. It was a typical Friday, late in the afternoon, and I was still knee-deep in spreadsheets and client queries. That’s when it hit me — if I didn’t start streamlining and delegating, the practice wouldn’t evolve.

This blog is all about how to carve out that precious time to grow your accounting practice. I’ll share proven strategies to help you stop drowning in low-value tasks and start working on high-impact business development activities that drive long-term success.

Part 1: Reclaiming Your Time By Eliminating Low-Value Work

Delegate Tasks To Focus On What Matters

In the early days of running my practice, I was always the first in and the last out. I’d answer the phones, meet with clients, draft financial reports, and yes, I even handled the filing. It felt like I was constantly being pulled in different directions. But here’s the kicker — I was spending far too much time on tasks that weren’t actually contributing to the growth of the business. This wasn’t sustainable.

If you find yourself in the same boat, the first step is to delegate. Here’s why:

• What to Delegate: Start by identifying tasks that repeat regularly and are low-value. Think of things like scheduling meetings, answering routine emails, or preparing initial drafts of financial statements. These tasks often consume a good chunk of your day but don’t drive revenue directly.
• How to Delegate:
  • Choose the right person: Look at your team and match the task to their skills and experience. If one of your staff members is good with organisation, delegate the scheduling to them. If another has a knack for tech, get them to handle the software updates or data entry.
  • Give clear instructions: I once asked a team member to handle client onboarding, but I failed to clearly outline the process. The result? A bit of confusion, and I had to step in to correct things. By providing clear, concise instructions and explaining why the task matters, you’ll avoid the dreaded back-and-forth.
  • Empower your team: My breakthrough came when I realised that the more I trusted my team, the more I could focus on business development. Giving them the tools and training they needed — and, importantly, the authority to make decisions — created a sense of ownership and accountability.
  • Set up feedback loops: I check in regularly to make sure things are on track, but I also avoid micromanaging. This balance of trust and oversight has helped me and my team avoid burnout.

Automate Routine Processes With Technology

When I first started using automation in my practice, I was amazed at how much time I gained. The idea of letting technology handle some of my routine tasks felt like a leap, but once I saw the impact, there was no turning back.

• What to Automate: Focus on processes that are repetitive and time-consuming, yet straightforward. For example, automating client onboarding, sending appointment reminders, and managing invoice generation can save you hours each week. I used to manually draft invoices for every client, and it felt like a never-ending chore. Now, I set up automated reminders for payments and recurring invoices, freeing up more time for strategic work.
• How to Automate:
  • Assess your needs: Take a step back and review your daily operations. Which tasks are eating up the most time? What could be handled with a bit of automation? Start small with a few key tasks.
  • Select the right tools: When I implemented automation, I started with practice management software and cloud-based accounting tools. These tools helped me automate basic functions like invoicing, filing, and client reminders. It was an investment that paid off quickly, allowing me to focus on more complex client advisory work.
  • Start with high-ROI tasks: The key to a successful automation strategy is to begin with processes that offer the greatest return. For me, automating client communication was a game-changer. It not only reduced the amount of time I spent on admin but also made my clients feel more supported and engaged.

Outsource Non-Core Functions

Outsourcing was another game-changer for me. I realised that there were tasks outside the scope of my core expertise — and it was more cost-effective to outsource them than try to do everything myself.

• What to Outsource: Outsourcing non-core functions like payroll, tax preparation, or even basic bookkeeping can save you significant time and reduce the chance of burnout. I outsourced the payroll processing early on, which not only freed up time but also ensured that someone with expertise in the area did the job.
• How to Outsource:
  • Choose the right partner: When looking to outsource, make sure you do your due diligence. Choose reputable firms that have experience with accounting practices and can handle sensitive financial data with care.
  • Set clear objectives: One of the mistakes I made in the early stages was not being specific enough about expectations. For example, I once outsourced a task without defining how quickly I wanted it done. The result? Delays and frustration on both sides. I now make sure to outline clear goals, timelines, and responsibilities.
  • Communicate regularly: Outsourcing doesn’t mean “hands-off.” Keep the lines of communication open. Schedule regular check-ins to ensure the outsourced work aligns with your business goals and quality standards.
  • Monitor performance: While outsourcing can be a time-saver, it’s essential to track performance through KPIs like accuracy, turnaround time, and overall reliability.

Part 2: Using Your Newfound Time For Strategic Growth

Once you’ve successfully reclaimed time from low-value work, it’s time to shift your focus toward activities that will propel your accounting practice forward. The key is using this newfound time strategically to foster business development, enhance client relationships, and elevate your marketing efforts.

Focus On Business Development And Networking

In my earlier years, I spent far too much time working on client deliverables and administrative duties, leaving little room for growth activities. I learned the hard way that business development cannot be left to chance. It needs to be a focused effort. Here’s how to go about it:

• Block Time for Business Development: It’s easy to fall into the trap of “I’ll just squeeze in a quick phone call” or “I’ll network when I have a spare moment.” But what happens? The day slips away, and you’re back to working in the business. I began blocking off non-negotiable hours each week specifically for business development. For example, every Tuesday morning from 9:00 AM to 12:00 PM became my dedicated “growth block.” During this time, I focused solely on activities like reaching out to prospects, building partnerships, and cultivating relationships with referral sources.
• Network with Purpose: Networking should never feel like a random, passive activity. It’s about building meaningful, long-term relationships. In Melbourne, where I’m based, I found that attending industry-specific events, such as accounting conferences or small business expos, opened doors to fruitful connections. But the real secret to success? Add value. For instance, I always made an effort to introduce people to others who could help them — even if it wasn’t directly related to my practice. It’s this kind of genuine, value-driven networking that pays off in the long run. And don’t forget to follow up after meetings or events, even if it’s just a quick email or message to say “great meeting you.”
• Leverage LinkedIn and Social Media: While face-to-face networking is invaluable, the digital world also holds massive potential. Over the years, I’ve used LinkedIn not just as a social network, but as a business development tool. I posted updates, shared client success stories (with their permission, of course), and actively engaged with posts from potential clients or partners. I’ve found that being consistent on platforms like LinkedIn helps keep my practice top of mind for people who are looking for accounting services.

Enhance Client Relationships And Offer Value-Added Services

Your existing clients are not just a source of revenue; they are your best opportunity for growth. If you can deepen your relationships with current clients, you not only increase client retention, but you also tap into a rich pool of referrals.

• Understand Your Clients’ Needs: It’s easy to fall into the trap of focusing solely on the numbers — preparing tax returns, financial statements, and compliance reports. But in my experience, the best relationships come from understanding the human side of your clients’ businesses. Take time to truly understand their goals, challenges, and aspirations. I’ve found that simply asking clients, “How is your business going?” and really listening can unlock opportunities for deeper engagement. In fact, during a routine client meeting a few years ago, one of my clients shared that they were struggling with cash flow. That conversation led to a deeper relationship and an expanded service offering: cash flow management and strategic financial advice.
• Build Trust: Trust is the foundation of any strong client relationship. As an accountant, it’s easy to focus on delivering the technical aspects of your work — the figures, reports, and compliance checks. But the true value you offer is in how you manage relationships. In my practice, I made it a point to follow up with clients proactively, keeping them informed about important deadlines, tax changes, or any potential risks they might face. I also made it clear that they could reach out to me anytime with questions. Building this open line of communication has helped me retain clients for the long term.
• Shift to Advisory Services: One of the most rewarding steps I took was shifting from purely transactional accounting work to offering advisory services. The truth is, clients often don’t need just “compliance work” — they need strategic advice. When you understand your clients’ businesses inside and out, you can offer real value through services like:
  • Virtual CFO services (helping clients manage their financial strategy and planning).
  • Cash flow forecasting and budgeting.
  • Business valuations and succession planning.
  • Advising on technology tools that improve financial operations.
• Offering advisory services not only deepens client relationships but also opens doors to higher-value work. I’ve seen this shift increase my firm’s profitability and satisfaction levels among clients.

Invest In Marketing And Strategic Initiatives

Marketing is often one of the last things that accounting professionals focus on, particularly when they’re in the weeds of day-to-day tasks. But the reality is that marketing is essential for practice growth. If you want to attract high-quality clients, you need a deliberate strategy. Here’s how I approached it:

• Define Your Ideal Client: The first step in any marketing strategy is to clearly define who your ideal clients are. I spent some time identifying what kind of clients I wanted to serve and focusing my marketing efforts on attracting more of them. For example, I realised that I excelled at working with small to medium-sized businesses, so I tailored my content and services to meet their needs. Ask yourself: Who are your best clients? What industries do they belong to? What common challenges do they face?
• Create a Marketing Plan: High-growth firms invest in marketing, and so should you. Here are a few strategies that have worked for me:
  • Content Marketing: I started a blog on my website to share financial tips, tax advice, and other helpful resources. This not only helped my practice gain visibility but also established us as thought leaders in the industry.
  • Digital Marketing: I also used SEO to ensure that when someone searched for accounting services in Melbourne, my practice showed up on the first page. Social media ads, particularly on LinkedIn and Facebook, have been effective in reaching my target audience.
  • Referral Programs: One of the best ways to generate leads is through referrals. I formalised a referral program for my practice, offering a small incentive for clients who referred new business. This has resulted in a steady stream of new clients who already trust us because they come from satisfied existing clients.
• Consider Strategic Partnerships or Mergers: If you’re looking to scale quickly, exploring strategic partnerships or mergers and acquisitions (M&A) could be the way to go. Merging with another practice or partnering with a firm that offers complementary services can help you expand your client base and service offerings almost overnight. While this approach requires careful consideration and due diligence, it’s something to keep in mind as your practice grows.

Growing your accounting practice requires more than just managing daily client demands — it involves creating intentional time for business development and strategic growth. By reclaiming your time from routine tasks through delegation, automation, and outsourcing, you can redirect your energy towards activities that will move the needle. Focus on building strong client relationships, offering value-added services, and marketing your practice effectively. Investing in these areas will not only grow your practice but will also position you as a trusted advisor to your clients, creating long-term success and sustainability.