Why 2026 Is the Time for Firms to Do the Uncomfortable

Change has never been comfortable for accounting firms, but in 2026, avoiding it may be the bigger risk. As automation, cloud platforms, and shifting client expectations continue to reshape the profession, firms are being asked to rethink how they work, who they serve, and what they prioritize. Growth now often comes from letting go of habits that once felt safe. 

To explore this further, Ace Cloud Hosting spoke with Seth Fineberg, an accounting industry consultant, content strategist, and speaker who has spent over three decades tracking the evolution of the profession.

As the founder of Accountants Forward and a former business editor and journalist, Seth has a front row view of the pressures firms face and the choices that separate progress from stagnation. 

In this conversation, he shares insights on how to distinguish between healthy discomfort and burnout, why small changes can be more effective than sweeping reforms, and how firm leaders can approach uncomfortable decisions with clarity and intention. 

Q1. How can firms tell the difference between healthy discomfort from growth and real burnout? 

This is an interesting question because last year, I helped conduct a survey around how practitioners work and the topic of burnout is at the center of it.  

We checked in on hours worked throughout the year, and at the busiest times and in the end, the majority had indicated they don’t mind 60-hour+ weeks as long as they enjoy the work. Conversely, we found a similar number felt burnt out or dissatisfied even working 30-40 hours if they did not enjoy what they were doing.  

In general, with automation, cloud technology and even AI, if you are focused less on “transactional” or “production” and more on the human side of what you do (i.e. putting reports together to have impactful conversations with your clients, helping them work On their business vs In it), growth is more likely to happen (in part because you can charge more for outcomes and the value of what you do) versus just producing.  

Finally, while we can talk about burnout in general terms, it really varies from individual to individual. Being sensitive about your own triggers, how you are at the end of a day, not a week or a month or year; pay attention to these things and make adjustments. And if you are a firm leader, the tone gets set from the top. Balancing life and work starts with you and the culture you help set. 

Q2. What small uncomfortable changes can make the biggest difference over time? 

Honestly, based on my conversations, it is the small ones that tend to, over some time, have the biggest impact. Know that when you talk to an accountant about the ‘uncomfortable,’ it is literally anything that is outside of their routine or “the way they’ve always done it.” In short, “change”.  

Now, making that change with intent, and knowing there is a better way, whether it is cloud-based, leaning into some automation, or just looking at processes and seeing what takes the most time, then working to cut things out of that process or apply technology to it; that’s what’s going to make a difference. Note that if there is intent and some planning, the uncomfortable period won’t last as long as you think. 

Q3. Technology adoption is often cited as necessary, but rarely comfortable. Where do you see firms holding back not because of cost or complexity, but fear of changing how they work? 

I think the answer above applies here. Changing HOW you do things as a practitioner can, at least in theory, be the most painful or uncomfortable thing you can do. Doing it in “small” or “manageable” bites can help, but the reality is it is going to be uncomfortable for a bit, like anything new.  

Just keep your eyes on the prize and, hopefully, you have a network to be a sounding board too, so you don’t feel alone in the process. 

Q4. When it feels risky to let go of certain clients, pricing, or work habits, how should firms decide what to stop first? 

I think much like any of the above uncomfortable things you decide to do, it all starts with prioritizing. There’s no other set order to it than that. What, really, is causing you the most pain, or do you believe will have the most impact?  

If you have evaluated the kinds of clients, you have vs those you want to have, then maybe it’s time to transition some on. If you find that certain projects or aspects of work are more of a “time suck” than others, then it’s how you work. And so on. 

Change isn’t always imperative; it is almost always uncomfortable and should always be looked at from a lens of priority if you are going to make any at all this year. 

Q5. If something new feels uncomfortable or wrong, how long should firms try it before deciding it’s not working? 

This, again, is one of those individual things. There’s no set time to give things to be uncomfortable, but as a firm leader, you would do well to stay connected to your team. If you’ve done your research and are willing to put in time to see results, you will certainly know when to make appropriate changes.  

This doesn’t mean stopping completely, but maybe adjusting some aspects of it. One sure way is going into a tax season with changes in place, whether it’s a new platform or process, see how things are at the end of the season, and make adjustments as needed. 

Choosing Progress Over Comfort 

What Seth’s insights reveal is that discomfort alone is not a warning sign. In many cases, this evidence suggests that firms are shifting away from low-value work and toward greater client impact. The real risk lies in staying locked into routines that no longer serve the firm, its people, or its clients. 

As 2026 approaches, firms that grow will be the ones willing to test new ways of working, listen closely to their teams, and adjust with purpose. Technology can support that shift, but leadership sets the tone. When change is guided by intent and priorities, discomfort becomes temporary, and progress becomes sustainable. 

At Ace Cloud Hosting, we support accounting and CPA firms with secure cloud hosting designed for everyday accounting work. From QuickBooks Desktop hosting and managed virtual desktops to IT management and advanced cybersecurity, we help firms work smoothly, stay secure, and serve clients without IT distractions.