Making the Right Decision Isn’t Always Easy

This week, I had the opportunity to meet some incredible professionals from CPA and advisory firms in a brainstorming session focused on making our industries—and the world—better. Coming from a tech background, I was initially hesitant; in my previous field, sharing ideas with peers and competitors wasn’t common. But the conversations surprised me—insightful and refreshingly candid.

As the day progressed, one thought kept running through my mind: making the right decision isn’t always easy, but it’s essential. Many firm leaders, who will remain unnamed, shared the challenges they face. Although the specific issues varied, a common theme emerged: the barrier to success wasn’t strategy or execution, but rather the difficulty of making tough decisions.

Public accounting firms are navigating a period of massive transformation. Private equity has entered the space, fueling consolidation as firms chase scale and automation. Mergers and acquisitions are at an all-time high, and there’s no end in sight. Yet, what happens post-acquisition is often as critical—if not more so—than simply acquiring revenue, EBITDA, or capabilities.

Having experienced this in the tech and consulting sectors, I know first-hand that acquisitions can be thrilling. The excitement of closing a deal, connecting with new people, and the sense of growth can be addictive. However, once the initial rush fades, the real work begins. CEOs become partners; partners, once autonomous, now integrate into a larger team; and associates often wonder, “What’s my role here now?”

In my opinion, it’s crucial to make tough decisions before a merger or acquisition. Ensuring cultural alignment and clearly defining leadership roles from the outset can make all the difference. Many overlook this step, fearing it might jeopardize the deal. But this reluctance to address tough issues early often leads to more significant problems down the road. If you plan to sell, be prepared to make concessions; if you’re buying, insist on clarity. Otherwise, the size of future reductions in force (RIF) could harm your brand and derail momentum more than expected.

As a leader, I learned long ago to focus on what I can control and seize opportunities as they arise—because those chances don’t always come around twice.