Why I Fire Clients (And Why You Should Too)

Last quarter, we fired two clients. Both profitable. Both paid on time.

Here's why.

Client A wanted us to be cheaper. Every call was about reducing scope, cutting corners, doing "just enough." They didn't want a growth partner. They wanted a vendor they could squeeze.

Client B wanted us to do things that didn't serve their best interest. Short-term tax games that would create long-term problems. Aggressive positions we couldn't stand behind. They wanted an enabler, not an advisor.

Neither fit who we're building HQ for.

We exist for Empire Builders. CEOs scaling from $5M to $50M who want a partner, not a vendor. Leaders who understand that the right accountant isn't a cost, it's a multiplier.

If you're optimizing for the cheapest option, we're not your firm. And that's okay. There are plenty of firms who'll race to the bottom with you.

But if you're building something worth building, we should talk.

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The Clients We Live For

Our best clients share a few traits:

They're growth-obsessed. Not just revenue growth—real scale. More capacity. More capability. More impact.

They value speed. They'd rather have 80% of the answer today than 100% next month. They know momentum matters.

They see the back office as a weapon. Not a cost center. Not a necessary evil. A competitive advantage.

They want to be challenged. They don't need yes-men. They need partners who'll push back, ask hard questions, and tell them what they need to hear.

They think in years, not quarters. They're building something that lasts. Exit or empire, either way, they're playing the long game.

If that's you, we'll move mountains for you.

If it's not, no hard feelings. But we're not the right fit.

Life's too short to work with people who don't share your ambition.

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