How to pick your advisory dream team

When changing the direction of your accounting firm, it is important to make sure you have the right resources in place to allow you to effectively scale. Our community of CIMAs and CPAs who have implemented Futrli have repeatedly told us that one person “going solo” won’t lead to the best results.

You need a small team, even if it is just two people, to get the ball rolling and make some noise internally. When the workload is shared it’s less of a battle, and you have a greater chance of success.

Here are the qualities you want in your team…

Broad industry knowledge

Being an advisor requires a good amount of industry knowledge. Benchmarking is a great way to broaden knowledge of specific areas, and networking with specialist advisors can expand your knowledge resources. Metrics allow you to delve into the inner workings of a business, so when if team members do need to broaden their knowledge, they’re a great way to start learning about what’s important in a particular industry.

Eager to learn

Ask yourself the difficult questions: is this change viable with the existing team? Do the staff need training? We believe education is one of the most important parts of working, so we created Futrli Advisory Certification. CPD-accredited, our course takes you from the basics of forecasting, all the way to the implementation of advisory services in your firm. Online modules of rich and dynamic content will take you up to the next level.

Personable

If your team are showing willing and drive to conquer the new advisory path, then take advantage. If you can gauge who is likely to perform and adapt the best, use those individuals to lead the programme. Having two or three people heading up the advisory change is a great way to free up your own time, and they can conduct training for other members of staff. While it might be obvious, it’s crucial to sit down with clients and get some face time.

A strategic mind

When adopting advisory, you need to put your best foot forward from the off. You’re expected to become a hybrid of a management accountant, friend and advisor, and will do well to understand and implement or combat the following…

  • Risk – mitigating risk and improving the internal control program of an organisation can be achieved by training staff and implementing certain standards. Assisting leaders in considering the risks before key decisions are made.
  • Reports – help business owners and managers to monitor the company’s performance periodically. These include budget reports (to analyse your company’s performance), accounts receivable aging (a critical tool for managing cash flow for companies that extend credit to their customers), and job cost reports (show expenses for a specific project).
  • Strategy – strategic techniques are implemented to support the overall competitive strategy of the organisation by using the cloud to develop more refined product and service costs.
  • Forecasting – use forecasting to plan for your clients business future. It plots a path for the future, instead of looking back at where you have been, so you can make informed decisions which will eventually put your clients in a position to grow sustainably.
  • Scenario planning – this element of accounting makes business owners broaden their minds and ask ‘what if X happens?’. It’s a process designed to make you consider the myriad things that could go wrong, leading to you coming together and creating a backup strategy for different eventualities.

When your team are up to scratch, you’ll find you’re able to add a whole load of additional value to your services.

Make sure you’re leading by example from the top. Delegation is a great art and you need to learn it if you haven’t already. Free up your time and make your team more engaged – they’ll feel responsible and the more confidence you have in them, the more they’ll have in you.