For decades, most accounting firms relied on partners to handle sales and business development. But as the profession modernizes, firms are recognizing that sustainable growth requires a specialized approach.
More firms are creating dedicated growth teams to separate sales and marketing from service delivery, allowing firm leaders to step into true business leadership roles. While private equity investment has accelerated this trend, it's not the only driver—firms that want to grow predictably and efficiently are making this shift regardless of their capital strategy.
A recent Wall Street Journal article highlighted the rise of growth-focused roles in accounting firms. By the end of 2024, 49 of the top 100 U.S. firms had at least one growth executive, reflecting a broader movement toward structured growth strategies.
Traditionally, sales, marketing and service delivery were all left to the same people—typically firm owners. But more firms are realizing that separating these functions allows for greater efficiency, stronger client service and faster growth.
Many small and midsize firms hesitate to invest in a structured growth function because they don’t see themselves as “big enough” to justify it. But a dedicated sales and marketing team isn’t just for firms chasing private equity deals. It’s for any firm that wants:
Firms can operate more efficiently and grow faster by freeing service professionals to focus on world-class client delivery, marketers to build a strong brand and generate leads, and sales teams to close deals.
The idea that growth teams are only for PE-backed firms is outdated—every modern accounting firm would benefit by thinking this way.
One of the biggest benefits of building a growth function at Nimbl has been how it has freed up my equity partner and me for high-level initiatives. As we transitioned out of sales, we were able to focus on acquisitions, strategic partnerships, and industry thought leadership.
We have invested time in initiatives that drive visibility and long-term growth at a high level rather than being caught up in the day-to-day sales process. We’ve been able to build relationships with key industry players, speak at conferences, and explore strategic expansion opportunities that wouldn’t have been possible if we were still handling sales directly.
The ability to work on the business rather than in it has been a game changer, allowing us to scale Nimbl in ways we couldn’t have imagined when we were still personally responsible for closing deals.
At Nimbl, we started with a founder-driven sales strategy and contract marketing support. This approach got us to about $1.5 million in annual recurring revenue (ARR) between 2018 and 2020. In late 2020, we hired a Director of Growth with a primary focus on sales, which has helped take us past $6 million in ARR.
Since 2020, we've built out the team under a growth executive to include a head of sales, a head of marketing, sales development representatives (SDRs) and sales admins.
Notably, everyone on our growth team has come from outside the accounting industry. This cross-industry expertise has allowed us to take a fresh approach to growth, leveraging best practices from other industries rather than relying on traditional accounting firm business development models.
In addition to accounting services, Nimbl offers offshore staffing and managed IT services, both of which are targeted at accounting firms. We launched these services with the service leader handling sales with plans to integrate them into our company-wide growth team as they mature.
Having a structured growth function has allowed us to expand into new service lines without the founders being the bottleneck, ensuring that growth happens efficiently across all areas of the business.
Bringing in a director of growth from outside the accounting industry was one of the best decisions we made. It provided us with a different perspective on growth strategies, challenging the traditional thinking that often limits accounting firm expansion.
Some key takeaways from our experience:
The industry is shifting, and firms that want to thrive in the next decade need to rethink their approach to business development. While referrals and reputation will always play a role, structured sales and marketing strategies can accelerate growth and provide long-term stability.
Whether a firm wants to stay independent or eventually consider outside investment, the key is building a growth strategy that aligns with its long-term goals. Taking a proactive approach, even small firms can position themselves for lasting success in an increasingly competitive market.
As accounting firms modernize, those that embrace a true business mindset—separating growth from service delivery—will outpace their competitors and be better positioned for long-term success.