Advisory in Action: Seth Fineberg on the Future of Client Accounting Services 

Advisory services are changing how CPAs and accounting firms work with their clients. Today, it’s less about compliance and more about helping businesses make smarter decisions through data, technology, and trusted financial insights. 

Firms now ask: How can we deliver more value beyond traditional accounting? What does the future of Client Accounting Services (CAS) really look like? Clients expect more strategic support, and firms are learning how to turn financial information into meaningful business guidance. 

In this Expert Opinion feature, Ace Cloud Hosting spoke with Seth Fineberg, an accounting industry consultant, content strategist, and speaker. With over 30 years of experience following the profession’s evolution, Seth has seen firsthand how firms are reshaping their services to stay relevant and responsive to client needs. 

Before founding Accountants Forward, he spent decades as a business editor and journalist, helping the accounting community understand key trends and innovations shaping the industry.  

In this expert Q&A, Seth Fineberg shares his perspective on the future of Client Accounting Services, from how firms can strengthen advisory relationships to the tools and practices that will define the next phase of growth. 

What key challenges do accounting firms face when building or scaling a successful CAS practice, and how can they overcome them? 

Prefacing this with the fact that I’ve never run a firm or a CAS practice, but only that I have spoken with many firm leaders who have, some for over a decade. I can say that there are a few key challenges right now when it comes to both building and scaling. First and foremost, one does not jump into CAS work, despite the attraction of the upside potential. It takes some planning, even reassigning roles, knowledge of tools, and, of course, the client relationships to build on.  

CAS, as we know it, Client Advisory Services, starts with a conversation, one that has intent and data or knowledge behind it, which most accountants already have in financials and reports they can generate. But as much as building and scaling do require technology, like a good reporting tool or anything that allows deeper insights into client data, it also requires training or upskilling, if you will.  

CAS teams and their leaders need to know how to communicate in a way that not only will the client understand but will also see the value in the work that was done and will be done on their behalf. Certainly, having a good sense of project management and being comfortable with the tools necessary to achieve your goals are essential. However, knowing who and how to work with clients in this capacity can be the difference in the success of any CAS practice. 

How can firms move from being compliance-driven accountants to becoming strategic advisors through CAS? 

As mentioned, CAS at its core begins with a pointed, knowledge-based conversation. That knowledge already comes from the compliance work you’ve likely done for years; it’s all about looking at a deeper return on the relationships you’ve built doing taxes and books over time.  

This is why it is essential to use the available reporting tools and also feel comfortable scheduling calls (monthly, quarterly, etc.) where you can specifically address that the company’s future depends on what you’ve learned and advise on the next steps.  

Certainly, CAS can go in many directions, from simple business planning and forecasting to financial planning, and even HR and benefits. It all starts with the knowledge you have gained and the relationships you have built. 

What role do technology and automation play in delivering efficient, high-value CAS today? 

Honestly, it is difficult to imagine any high-value service in accounting being delivered without the right tools. CAS does involve a degree of “grunt” work, which is often outsourced or put upon junior staff to do. Automation and the advent of Agentive AI aim to change all of that, allowing the “doers” to become “reviewers” of their work.  

CAS is also highly project-based and focuses on outcomes. Anything that can help save time and reduce errors, allowing more time to be spent on outcomes and ensuring client satisfaction, is what is needed. 

Looking ahead, how do you see CAS evolving over the next five years, and what should firms do now to stay ahead? 

It will evolve much like the accounting profession. Client relationships matter most, and if the outcomes are what those businesses need, the need for CAS services will be more of the norm.  

I don’t necessarily see compliance completely going away; there will always be a need for a knowledgeable professional to ensure what is right, communicate what occurred over the past quarter or year, and plan for any next steps. Firms need to understand the tools available for this work and the training currently on the market.  

Today, in order to upskill staff and leadership, and develop a sense of community, some of whom have likely started their CAS journey or are well on their way and can share their experiences. 

Future-Ready CAS for Evolving Accounting Firms 

Whether your firm is expanding advisory services or modernizing Client Accounting Services, the key is to focus on delivering meaningful insights and lasting value for clients. Seth Fineberg emphasizes that firms that adopt smarter workflows, leverage technology, and prioritize client relationships are better positioned to grow, stay competitive, and shape the future of accounting. 

At Ace Cloud Hosting, we support accounting firms with secure, flexible cloud solutions, including hosting accounting applications such as QuickBooks, as well as providing fully managed virtual desktops, managed IT services, and AI-powered cybersecurity services, helping teams stay efficient, connected, and ready to meet evolving client needs. 

How is your firm evolving its Client Accounting Services? Share your thoughts in the comments.