Search
Gale's Cornerstone Book
Gale’s book, At the Crossroads: The Remarkable CPA Firm That Nearly Crashed, Then Soared is a delightful parable about a sleepy, uninspired CPA firm that transforms into an accounting powerhouse.
Meet managing partner Joe Abriola who has just learned that his partners are on the verge of mutiny. How does the firm recover and thrive? Spoiler alert—Gale’s growth model swoops in to save the day! The book is an instructive tale that’s filled with valuable insight on achieving growth despite the odds.
Subscribe to Email Newsletter
Recently, a consulting client asked me to facilitate a strategy session, focusing on two topics—strategic growth and entrepreneurship. I thanked the managing partner and responded, “I’m all in on strategic growth, but I don’t really teach entrepreneurship.”
Recently, a consulting client asked me to facilitate a strategy session, focusing on two topics—strategic growth and entrepreneurship. I thanked the managing partner and responded, “I’m all in on strategic growth, but I don’t really teach entrepreneurship.” The MP, who knows my background, looked at me quizzically and said, “But Gale, you are an entrepreneur. You’ve been there and done what accounting firms are increasingly being asked to do.”
Recently, a consulting client asked me to facilitate a strategy session, focusing on two topics—strategic growth and entrepreneurship. I thanked the managing partner and responded, “I’m all in on strategic growth, but I don’t really teach entrepreneurship.” The MP, who knows my background, looked at me quizzically and said, “But Gale, you are an entrepreneur. You’ve been there and done what accounting firms are increasingly being asked to do.”
Joe Woodard, founder of Woodard interviews Gale Crosley about generally accepted growth principles and how firms need to up their game with revenue growth.
In episode 145 of the Woodard Report Podcast, host Joe Woodard sits down with growth strategist and consultant Gale Crosley, CPA, CGMA, to explore what truly drives strategic growth in accounting firms. Drawing on her experience guiding more than 500 CPA firms, including nine of the top 20 fastest-growing organically, Crosley explains how firms can move beyond opportunistic wins to…
To understate, there’s a lot going on in our profession. With the rush of private equity buyers, technology breakthroughs, massive retirements and talent shortages, growth simply isn’t the highest priority. Why then should firms work to improve their understanding of strategic growth? The short answer is that the current frenzy of activity will not last…
Are private equity organizations knocking on the door of your firm? Have tech advancements helped reduce headcount while increasing profitability? It may seem that growth is washing up over the sides of the boat as you paddle merrily along. But as noted in part one of this article, the past and present are not necessarily…
Read the full article on Accounting Today here
As a keen observer of the market over the past few years, I’m eager to share experience and insights for firms operating in the current PE-as-growth-driver environment. Whether your firm has a PE backer or you’ve decided to take a pass, be prepared for the emerging market impact.
Can CPAs become entrepreneurial? What is an intrapreneur? How is an employee mindset different from an intrapreneur’s.
Why change is critical. Why it historically didn’t matter, but times have changed.
What is strategic growth? It’s profitable, efficient and sustainable and different from opportunistic growth. They need to be connected. Why should we care?
A tsunami of change has hit the CPA profession. More creative thinking is the order of the day. In this video series Rob Brown interviews Gale Crosley, highlighting ideas to lead your firm to a bright new future.
Read the full article on Accounting Today here.
To understate, there’s a lot going on in our profession. With the rush of private equity buyers, technology breakthroughs, massive retirements and talent shortages, growth simply isn’t the highest priority. Why then should firms work to improve their understanding of strategic growth? The short answer is that the current frenzy of activity will not last forever. Market conditions ebb and flow, and ours is no exception.
With sand tumbling through the neck of the hourglass that is 2024, I’ll use this space to share my thoughts about forces at play and areas to conquer in our CPA profession. I focus on three distinct themes: complexity, speed and the imperative to pivot.
If you follow me, you know that I write and consult extensively around strategic growth. That means I help firms move from reliance on the individual contributor “book-of-business”, tactical, generalist model, to a leader-driven, strategic, specialist approach.
In the big pond where accounting firm opportunities swim, far too many prize catches get away from us. If you’re experiencing this and haven’t figured out why that one got away (or settled for the excuse that it was price), I’m here with answers. It may surprise you to learn that 80 percent of lost opportunities can be tied to the blunders below. Let’s dive in.
In a recent Accounting Today article, I lauded the value of strategic growth (not quite motherhood or apple pie, but pretty close), characterizing it as sustainable, efficient, and profitable. This article goes on to address three of the most common questions about strategic growth I’m asked by firm leaders. Hopefully, the questions and answers will resonate with you, as well.
I viewed with interest a recent list of the 25 fastest-growing CPA firms in the country. I was pleased to see them on such a prestigious list, but the satisfaction came from another place. It was the fact that those most recognized for growth are not resting on their laurels.