Independent by design: A strategic choice in a consolidating industry

The accounting profession is at a crossroads. Many firms are welcoming outside capital to fuel rapid growth through consolidation or to monetize the ownership interests of their senior leadership. Others, like Kaufman Rossin, are charting a different course by remaining intentionally independent.

We believe independence isn’t a legacy characteristic. It’s a strategic choice and a distinct competitive advantage. In a profession built on quality, culture, and trust, our independence allows us to deliver better outcomes for our clients and our people over the long term.

In recent years, the influx of outside capital into the accounting industry has been significant. Approximately 35 of the top 50 CPA and advisory firms are now financially leveraged by private equity. The decision to transfer ownership from partners to outside investors introduces tradeoffs that reshape how a professional services firm operates.

Ownership structure shapes priorities

A firm’s ownership structure directly influences its priorities. When outside capital is introduced, firm management must balance the needs of clients and employees with the expectations of investors, who are often focused on returns, timelines, and process over people.

At Kaufman Rossin, our independent model supports a flat organizational structure that keeps us agile and accessible. Because we are locally managed, our decision-makers live in the same communities we serve. This means we can make swift, impactful, entrepreneurial decisions considering what’s best for our people and our clients.

Consolidation frequently brings operational and cultural complexity. Merging different systems, processes, and aligning organizational norms can lead to multi-year integration efforts that demand significant time and attention from leadership. For a profession already navigating technology transformation and rapidly evolving client needs, this diversion of attention matters.

Independence simplifies these tradeoffs. Our accountability is clear: it’s to our people, our clients, and our partners. Our strategy allows our leaders to devote their time to improving client service, mentoring teams, and planning for the future rather than managing post-deal integration complexity. Our decisions are guided by a long-term strategy, not by external return horizons. This clarity allows us to stay focused on what matters most—helping clients succeed and building a sustainable firm.

Investing for the long term

Outside capital can accelerate growth through M&A, but it also compresses timelines and shapes priorities. Independent firms can invest differently, with a focus on long-term value creation, well beyond a 5-year time horizon.

For example, at Kaufman Rossin, we invest in quality initiatives that first and foremost improve client outcomes, not just expand margins for a financial model. We adopt new technology based on our dedication to serving our clients’ needs, not external directives. We have the flexibility to invest strategically and with an innovative mindset, without the pressure to demonstrate rapid returns to outside owners.

We guide our partners and fund development programs that enhance employees’ experience because the data is clear: firms with strong cultures and high employee engagement outperform. Moreover, when we invest in our people, they become invested in our firm. It’s why our average partner tenure is more than 17 years, and why nearly 90% of our clients rate our service a 9 or 10 out of 10. Clients expect stability and continuity from their trusted providers, and our independent model allows us to deliver that.

A culture of active ownership

A firm’s culture is arguably one of its most important assets. By remaining partner-owned, our investors work inside the business every day. They’re closely connected to clients and colleagues, experiencing firsthand what our clients expect from us and what our teams need to thrive. This is a powerful stabilizing force, and it shows.

Kaufman Rossin consistently earns industry recognition as a Best Place to Work and for exceptional client satisfaction. These outcomes reflect a culture built by owners who are actively engaged in the work and in the business.

As I prepare to step into the CEO role later this year, I see a profession at an inflection point. While the industry is consolidating, we’re doubling down on what has always differentiated us: the strength of our culture, the excellence of our work, and the conviction that true value comes from building for the long term.

For Kaufman Rossin, independence isn’t a statement of resistance. It’s a commitment to clarity of purpose, accountability, and the freedom to place our people and our clients at the center of every decision we make. In an era defined by rapid consolidation, we’re choosing conviction over momentum, confident that our independent path will lead to sustained success for our people, our clients, and our firm.