What if I told you that advisory isn’t just a menu item you add to your firm – it’s the whole kitchen?
That might sound a bit dramatic (I do love a flair for the dramatic) but stay with me. This one’s important for scaling advisory across the firm.
Let’s clear something up.
Service Line vs Business Model – What’s the Difference?
Far too often, I see accounting firms treating advisory like it’s just another line item on the website – like “tax”, “BAS”, or “business advisory”. It’s lumped in with the rest of the services. Tidy. Logical. But totally missing the point.
Advisory isn’t something you offer. It’s how you operate.
It’s not a cherry on top. It’s the batter in the cake.
When advisory becomes your business model, it sits at the very core of how your firm thinks, acts, and serves. Everyone on your team understands what business advisory services mean for your clients and your firm – and most importantly, why you do it.
My Journey with Advisory
This isn’t a theory for me. It’s my lived experience.
Over the last 30 years, I’ve delivered business advisory and improvement services across hundreds of clients. But for the last 10 years, I made a conscious decision: no more compliance. I’ve worked exclusively in business improvement. And you know what? It’s been the most fulfilling work of my career.
During that time, I’ve helped accountants across Australia scale their advisory services – building structure, embedding process, and yes, tackling the most misunderstood part of all: how to sell advisory (without feeling like you’re “selling”).
What I’ve seen, time and time again, is this:
The firms that succeed are the ones that embrace advisory as their business model.
It’s not something one person does in a back office. It’s not reserved for “special” clients. It becomes who they are and how they show up.
Why It Matters (Especially Now)
Here’s the thing – the market has shifted. Clients are asking for more — more clarity, more direction, more help.
And let’s be honest – you want to help.
You’re a big-hearted, service-driven professional. It’s what we do.
Even though your plate is overflowing, you feel the tug — that quiet voice saying, “I could help them so much more if I just had the time, the space, the tools.”
Advisory isn’t just another thing to do – it’s the right thing to do.
And deep down, you know it.
You can’t ignore it anymore. Because if you do, you’re left with that sinking feeling that you’re letting your clients down – even when you’re ticking every compliance box and delivering exactly what they asked for.
That’s why this shift matters. It’s not just strategic – it’s personal.
So Where Do You Start Transitioning Your Team from Compliance to Advisory?
1. Define What Advisory Means to You
Start by defining what advisory means for your firm. Not just what it is now – but what you want it to be.
This is vision work, and yes, it might feel fluffy at first. But it’s essential. If you don’t know what you’re aiming for, how can you possibly help your team shift to an advisory mindset?
2. Ask Yourself (and Your Team): Why Bother?
Ask the honest, slightly uncomfortable question:
Why do we even want to do this?
You’ve got more than enough work. So why take this on?
The answer will be different for everyone, but it always comes back to this:
Because we care. Because we want to create real change. Because we know we can do more than just deliver numbers – we can change lives.
The Advisory Unpack – Your Starting Point for Training Accountants to Deliver Business Advisory
Here’s a practical step: Take a look at the services you already offer.
You’re likely doing more advisory than you realise. Things like cashflow forecasting, strategic planning, pricing discussions – that’s all advisory.
Next, think about the services you’d like to offer in the future. That gap between now and next? That’s the opportunity. That’s your Advisory Unpack.
I call this the pre-work to your advisory strategy. (Want to download your free copy? Simply fill in the form at the bottom of this page).
It’s a game-changer for getting your team doing advisory work.
Make It a Team Sport: Building an Advisory-First Accounting Team
If advisory is your business model, then everyone needs to play.
This isn’t just for the partners or the “client-facing” team.
Include your team from the beginning – in defining what advisory means, in identifying the services you’ll offer, and in understanding how they can each play a role.
You’ll be amazed at the insights and buy-in you get when your people are part of building the vision. This is essential for engaging staff in business advisory services and addressing why your team resists advisory work.
Need Help? I’ve Got You.
If you’re ready to move from thinking about advisory to actually doing it – I’d love to help.
I run customised Advisory Strategy Sessions for accounting firms, including comprehensive advisory training for accounting teams. Together, we map out:
- What advisory looks like for your firm
- Where you’re starting from
- What services to build
- How to structure, price, and deliver with confidence
- And how to engage your team in the process
It’s practical, it’s proven, and (dare I say) it’s even a bit fun.
Final Thought
Advisory is not a service you tack on.
It’s not a buzzword.
It’s not for “later when we have time.”
It’s a bold, powerful, business model.
And the future of our profession depends on it.
Now, go on – put on that fabulous feathered advisory hat of yours. You were made for this.