A Day in the Life of a Small CPA Firm Owner
Running a small CPA firm requires a balance of technical expertise, operational discipline, and people management that few outside the profession truly understand. Each day begins with a combination of planning and triage: reviewing the calendar, checking on deadlines, and verifying that client work is progressing according to schedule. Whether it’s tax filings, advisory meetings, or compliance reviews, the early hours of the day often set the tone for prioritizing what must be done immediately versus what can wait. Small-firm owners quickly learn the value of a well-structured workflow and the discipline to adapt it as client needs evolve throughout the day.
Client interaction is a constant thread. Phone calls, emails, and portal messages require prompt, accurate responses—often explaining complex tax or accounting issues in a way that clients can digest and act upon. Meetings may range from a new business consultation to a difficult conversation about a tax liability or the need to adjust fees. Every engagement demands patience, professionalism, and the ability to move seamlessly between technical work and relationship management. In many small firms, the owner is not just the lead CPA; they are the primary advisor, translator, and sometimes counselor for anxious clients navigating financial challenges.
Behind the scenes, staff management and internal operations shape the rest of the day. Reviewing staff work, answering technical questions, training newer team members, and monitoring workflow capacity are essential responsibilities. A small-firm owner must balance being available with ensuring that team members develop the confidence and competency to work independently. Time is also devoted to practice management tasks—billing, reviewing accounts receivable, updating the WISP, evaluating new technologies, and addressing the never-ending administrative details that keep the firm compliant and profitable.
As the day progresses, strategic priorities compete with immediate demands. The owner may work on a proposal for a new advisory client, review the firm’s marketing plan, or attend a committee meeting for a professional organization like NCCPAP. These moments of higher-level planning are critical because they shape the firm’s long-term direction, service mix, and growth strategy. In a small firm, there is no distant executive team; the owner is the visionary, the operations manager, and the quality-control reviewer—all while juggling client work.
The day often ends the way it began: by looking ahead. Reviewing tomorrow’s deadlines, assessing what was accomplished, and identifying which issues require follow-up helps maintain a sense of control in a profession where unexpected client needs appear constantly. It’s a demanding role, but also deeply rewarding. Small-firm owners take pride in helping families and businesses make informed decisions, in mentoring the next generation of accountants, and in building a practice that reflects their values. The work is challenging, but every day offers the opportunity to make a meaningful impact—one client, one decision, and one carefully managed task at a time.
Join NCCPAP each month as we roll out our new series of webinars, geared toward making you a better small firm owner. Watch our events list for dates and times.