In my years of working with numerous CPAs—more than 10, to be precise—I've realized something: they're just as human as the rest of us, with all the quirks and imperfections that come with them. Now, I'm not saying this to criticize. It's just a reminder that CPAs, despite their credentials, are fallible like anyone else.
This truth hit home when I recently had to part ways with a CPA whose ego seemed to have spiraled out of control. Over two years, we barely had any meaningful discussions beyond tax season matters. Every brief meeting was met with the same refrain: "I am a CPA."
Let's dive right into it: the first major red flag is a CPA who exhibits an overinflated ego. Watch out for those who hide behind their title and refuse basic consultations without billing hourly. I'm not referring to tax advice; I mean simple business inquiries like, "Can we use Zelle for your services?"
This particular CPA refused to entertain such questions, deferring everything to the bookkeeper—who also claimed they lacked authority to answer. I felt stuck in the middle, a ping-pong ball bouncing between two walls. While expertise is undoubtedly a CPA's core responsibility, those who own the accounting firm have business obligations too.
Yet even as a business owner, this CPA refused to engage in operational matters without compensation—an obvious dereliction of duty. The final straw came when I questioned the lack of dialogue, only to be dismissively told, "I am a CPA." It was clear the title had become a shield against any engagement beyond prescribed duties.
After our first year, during which our revenue soared by 300%, the audacity to demand a rate hike followed, using our increased profits as justification. It was evident their contribution to our growth was negligible at best. This brings me to another reason to reconsider your CPA relationship: be wary of unexplained rate increases, especially when timed with your company's success. It reeks of feeling entitled to your achievements despite lack of impact.
Two years in, when my partners and I decided to close shop due to time constraints, I sought advice on the process. Once again, the CPA insisted on billable hours for any guidance. Don't let them fool you—this is not normal CPA behavior. It's the third strike: refusing to address operational matters without hourly charges means shirking responsibilities.
The truth is, the keeper CPAs are willing to go beyond number-crunching, offering advice to shape your business's future. Because if your so-called financial advisor prioritizes income over your needs, treating you as a revenue stream more than a client, then you don't have a partner—you have a leech. And leeches must be terminated.
The ideal scenario is a partnership mentality. Seek a CPA who proactively guides you, celebrates wins alongside you, and strategizes for challenges ahead. Find someone who views your success as their own and communicates transparently about fees from the get-go.
Your CPA should be a trusted advisor, a financial superhero dedicated to unlocking your company's full potential. Don't settle for someone solely motivated by billable hours. Aim for a true partner invested in your entire financial journey—a power couple your business truly deserves.
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