For CPA & Accounting Firms
Tax season is when you’ll first notice us. The other nine months are why you’ll keep us.
Dedicated, white-label pods for CPA and accounting firms – recruited to your brief, you approve who leads yours. Global-facing, delivered from Kochi, India.
The four pressures
You review most returns personally – then most of everything else the rest of the year.
You can’t staff for year-round revenue with seasonal people.
You’re turning engagements away – the growth is there, the hands aren’t.
Quietly: who runs this when you step back?
The cause
This isn’t a staffing problem. It’s arithmetic.
Accounting degrees awarded last year – a twenty-year low – against roughly 124,200 openings a year.
Of firms are turning work away for want of staff. The government ranks accounting a top-ten shortage occupation.
Of general-accountant vacancies actually get filled. Below 67% is the official marker of a shortage.
Wherever you practise, the same arithmetic. Enrolment is ticking up everywhere – do the sum anyway: it does not close a gap that size this decade. The people you are trying to hire do not exist. Not at your price, and not at anyone’s. That is not a failure of your recruiting.
You’ve probably tried this. It probably failed.
We’d be skeptical too.
Your work goes to whoever is free. They learn your client from scratch, get most of it right, and you fix the rest at your desk. Next cycle: someone else, from scratch again.
The same people, every cycle. They learn your client once. Your review shrinks as they do – which is the only way you ever get an evening back.
Hand it to the co-partner who wasn’t in this conversation.
A single page – the four patterns that sink offshoring engagements, and the operating model that avoids them.
Compliance
Three duties. All of them yours.
Wherever you practise, offshoring puts the same three obligations on you. Only the letters change.
1. Your client’s permission. In the US, IRC §7216 and Treas. Reg. §301.7216-3 – prior written consent before any data moves, and a limit on sending an unmasked SSN offshore. In Australia, TPB Code item 6 – you may not disclose client information to a third party without the client’s consent, and an offshore provider is a third party. TPB guidance then asks you to say what goes where, and where it is held. In the UK and Ireland, inform the client or your lawful basis fails. So SSNs are masked before they reach us, and we’ll run the consent workflow with you: the mandatory language verbatim, tracked per client, renewed on your cycle, and a hard block on any file where consent is missing or refused. A check you can skip is a check that gets skipped the night before a deadline. This one can’t be.
2. Your duty to check us. The FTC Safeguards Rule §314.4(f) makes it your legal duty, not a courtesy – select a provider capable of maintaining safeguards, bind them by contract, reassess them. GDPR Article 28 says the same thing in a written data processing agreement. APP 8 goes further: you stay accountable for what we do. Same duty, three instruments. So we’d rather hand you the evidence than have you chase it. Our security programme is written on the Safeguards Rule’s nine elements, with a named Qualified Individual. What’s built and what isn’t is on one page.
3. Your name on the file. Work is prepared to your framework under your firm’s policies. Final positions and sign-off stay with you. Every code says you remain responsible for anyone you take assistance from – ICAEW R114.1(d) puts it plainest. So does ours. We prepare; we never attest.
Two tracks
Staffed before next season
Returns, bookkeeping, close: recruited to your brief, operational in 8–10 weeks. Sign now to be staffed before next season.
This week’s client ask
The board model or ERP question your client asked this week, taken up directly by the founding partners, with Biju Menon, CFA, drawn in when the question needs him.
Economics, shown honestly.
Two US markets, to show the shape. Wherever you practise the pattern holds – your cost tracks your local salaries; ours doesn’t.
Economics improve further at scale.
Margin, without the recruiting, training and busy-season overtime.
Proof
Not a body shop. A firm that builds.
A saving that size makes anyone ask who’s really behind it. So here’s what we’ve built and run – proof we understand a practice from the inside, and proof we finish what we start.
We built the system three firms in our group run on
Multi-user practice management: ~70 permissions, four-eyes approvals, timesheets, billing and recovery, full audit log. We understand a practice from the inside – because we engineered one.
In production
Four production systems, in parallel
That platform isn’t a one-off. Three more shipped alongside it – manufacturing costing, a certification pipeline, field scheduling. None of them are your problem; that is the point. They are why the first one reads as capability, not luck.
All in production
Succession
Build a firm that doesn’t need you in the chair – then decide what that’s worth. A practice that runs without you is easier to hand over, and worth more when you do.
We’re signing five founding clients per service line in 2026, on founding terms – rates locked for 24 months, a permanent preference after that, direct partner access. When the cohort is filled, the terms close.
If a pod member isn’t right, we replace them – recruited again at our cost, and you don’t pay for the seat while we do.
The capacity you can’t hire.
Book a 30-minute call. Bring a return backlog or a board ask – if the numbers don’t justify a pod, we’ll say so.
We reply within one business day