For decades, accountants have been taught one core billing truth: Time equals value. You bill time, track time, manage time, and measure profitability by time. As a staff auditor, I recall conversations about "stay within the billable hours," but I always found it conflicting. If the scope grew, why wouldn't we charge for the additional time required? Over the past five years, I have seen this topic come up at summits and conferences. I even did a few presentations as I learned how to charge differently. Now, more firms are realizing that time-based pricing is killing their growth, profitability, and positioning. Time-based pricing cheapens your expertise, anchors your value to effort instead of outcomes, and commoditizes your knowledge. It is time for accountants to stop selling hours and start selling impact.
Help Your Clients Implement a Fortune 500 CFO Strategy
For decades, some of America’s largest corporations have used a financial strategy that gives their CFOs greater control over insurance costs, helps them finance risks the commercial market handles poorly and creates an opportunity to retain underwriting profit when losses come in below expectations. Approximately 90% of Fortune 500 companies have captive insurance subsidiaries.¹ Historically, the economics favored organizations with substantial capital, large insurance programs and the resources to support their own insurance operations. Small and midsize businesses rarely had the scale to justify the cost and complexity. That equation has changed. A mature network of specialized insurance professionals and structures now allows qualifying privately held businesses to pursue many of the same risk-financing advantages. Federal tax law can further improve the economics for certain smaller insurance companies. For CPAs and tax professionals, this creates an advisory opportunity. The challenge is recognizing which clients could benefit and what conditions must exist before recommending it.
