How to define your practice’s client strategy
To deliver an articulate, cohesive service offering, practice owners need to define who they want to serve and who they don’t.
Without doing so, practices risk being left behind – as others set a direction of travel and leverage the latest technology to achieve their goals.
So, what does the process of defining client/service offering look like?
Well, the starting point is to understand what your current client base looks like – and this is usually easier said than done. Think carefully about where you hold information, how to access it and then present it in a way that is transparent - and comparable.
You must then take stock of your current offerings, and contextualise in relation to the clients, including:
- What services are being offered; and to which sector? Which are most profitable?
- What is the menu-driven pricing for those services?
- Are there opportunities to develop additional services for this client?
- Which clients are difficult?
- What technical expertise is required to service your clients?
- Have you found ‘hidden’ sector specialisms?
- Which clients are price-sensitive?
This will lead you to a point where you understand your client base – certainly by sector and/or other types of segmentation (profitability/service provided). And now, you can take a more structured approach going forward – which may even include becoming much more niche, by vertical sector or by offering.
There are then further steps to take.
Marketing, for example, must be broached. If you’re looking to push your payroll services, you may look to automate as much of the payroll process as possible – including a centralised technical/clerical team - to free up managers for business development.
If you are to expand certain offerings then outsourcing may create flexibility in pricing and scale. There are also other big issues to face, such as dropping clients that don’t fit the profile of your developing practice.
You also need to set a strategy for the practice as a whole - which will mean a deep understanding of your staff and partners ambitions, skillsets, and future direction. That’s a conversation for another day…
If your practice is facing up to these issues ->
We’d be delighted to speak to you about client strategy, and other areas of focus for your practice. Come see us on stand 490 at Accountex on 1-2 May. If you’d like to speak to us beforehand, please email Julia Whistler at [email protected].
Foulger Underwood are a team of M&A and strategy consultants focused on the accounting, legal, trust and corporate service and wealth management sectors.
The demise of emailing payslips
Whereas there is nothing in the GDPR legislation that states it is no longer permissible to email payslips, that doesn’t mean you can email payslips without protecting the information you send.
When it comes to being GDPR-compliant in a payroll bureau, you might think that you only need to password protect all the payroll reports and payslips. However, there is a strict process that needs to be followed.
If you choose to email payslips, you need to ensure that they are all password protected and sent directly to the employee’s chosen email address. It is very important that a unique password is used for each employee, as using the same password is for all employees could be considered a breach of GDPR.
And besides providing secure encryption on all payslips, once they are sent, then the payslips need to be deleted from the server of your payroll software provider.
But sharing the information securely is not the only thing that you need to do to make sure that you are GDPR-compliant. Making sure you put all the necessary steps in place to avoid cyber attacks, keeping secure copies of the data in case of theft, fire or damage to the computers and providing employees with a way to easily update the information their employer holds about them are other important GDPR requirements.
Secure portals
Putting a system in place that takes into account all these requirements can be time consuming. Instead, secure portals can simplify the payroll process and offer the most secure environment to protect the employees’ information. Secure portals offer the maximum level of security and compliance with GDPR and make the payroll process much easier since they automate payslip distribution and eliminate the need to email payroll reports each pay period.
Besides the ability to securely send and store payslips and other sensitive payroll documents, self-service portals also have other advantages such as providing employers and employees with an easy way of remotely accessing information. Additionally, self-service portals make it easy for employees to request leave, keep track of their personal information and update it when necessary, and they also keep a secure backup of all the payroll records.
Avoiding cyber threats… and fines!
Self-service portals does not only make GDPR processes much easier, they also eliminate the risk of being fined with up to €20 million or 4% of annual turnover of the previous year, whichever is higher.
BrightPay Connect automatically backs up payroll data every 15 minutes when the payroll is open, and again when you close down the employer file and all the backups are available to be downloaded and restored if necessary.
This means that the portal always keeps a secure copy of the payroll files in the cloud, protecting the data in case of cyber attacks and making it possible to restore it should something happen to the physical equipment, such as any damage to the computers.
Accurate records
GDPR specifies that individuals have a right to have inaccurate personal data rectified, or completed if necessary. The BrightPay Connect portal makes all the personal data held by their employer visible to the employee, who can easily edit approve leave requests and update contact details for employees.
When the employee information is incomplete or inaccurate, for instance, should their phone number or postal address change, employees can easily update their details from the portal, which they can access 24/7 from any device, such as PCs, Macs, tablets or even their smartphone via the employee smartphone app.
Limited access to data
To be GDPR compliant, all the payslip information should only be available to payroll processors, only when it is strictly necessary for processing the payroll. With BrightPay Connect, users can be set up so that they only have access to the information needed to complete their assigned tasks.
Stay GDPR compliant with BrightPay Connect. Find out more HERE.
How to keep up with audit technology
Audit technology is a hot topic and continues to change the way firms work. But how’s an audit firm to keep up? Here we look at major audit tech trends and cover what firms need to know.
- Artificial Intelligence
When it comes to AI, anyone could be forgiven for dismissing it as a buzzword. Whilst this tech is in its infancy, it’s already relevant.
A great example of AI being useful in audit is the IRIS Ai Auditor, based on software developed by MindBridge, that applies machine learning and other AI techniques to help auditors identify data anomalies and risky transactions within a company’s financial data. This is currently being used at several large UK accountancy firms.
For smaller firms, you’ll be able to leverage the learnings from the current trials of this cutting-edge technology. The activities at large companies are acting as a sandbox for the future of this tech. By keeping your ear to the turf, you can act on these innovations at the right time, rolling out projects that have been tested on your behalf.
- Data Analytics
There is overlap with AI here, as a lot of AI tools enhance data analytics. This tech consists of tools that quickly extract, validate and analyse large volumes of data. The tools are applied to complete populations, i.e., 100 percent of transactions, and they can be used to support judgements, draw conclusions or provide direction for further investigation.
Data visualisation is another useful part of analytics. This is simply a way to present data that makes it easier to analyse it, bring it to life and help people understand the significance of the findings. Improved data-visualisation interfaces means that data analytics can be used by non-specialists.
- Distributed Ledger Technology/Blockchain
Are distributed ledger technology (DLT) and blockchain the same thing? Not exactly. DLT is built on some of the ideas and philosophies of blockchain. In fact, a blockchain is a type of DLT.
A DLT is a database of records that is not stored or confirmed by any one central body. What makes it different to blockchain is that the implementator has greater control over it, which makes it a more feasible project in the short term. Many idealists, however, see it as a step towards blockchain and a fully decentralised world. Any data which is stored in this way is encrypted and distributed across a network of different servers.
A great example of this tech in action comes from a pilot at Ernst and Young. The EY Blockchain Analyzer helps EY audit teams gather an organisation’s entire transaction data from multiple blockchain ledgers. Auditors can then interrogate the data and perform analysis of transactions, reconciling and identifying transaction outliers. The technology has been designed to support testing of multiple Cryptocurrencies and several other crypto-assets managed or traded by exchanges or asset management firms.
What can you do today?
You may think, “Why should I care about this? I can live with how my firm operates now.” Perhaps the most important reason is that your competitors care. You can't afford to lose clients to firms that use tech to provide a superior customer experience. But you don’t have to do everything at once. Look for small wins. Changing your mentality and developing a digital philosophy for your firm is a big first step.
Confirmation will be at Accountex to help get you started. Please visit us at Stand 865!
Accountants' guide: Where to start with marketing (Tide)
You’ve taken the leap, left the safety net of your full time job and started your own business. You know your product or service inside out and everyone you know tells you it’s a great idea.
Then it starts to get sticky.
You need a website, you’ve signed up to ALL social media sites, a friend has done some business cards and told you that you need to be better at marketing if you want to be a success.
That’s when you start to panic.
Marketing.
First Things First
Well, the clue is in the name: MARKETing… it’s about understanding your market.
Do you understand your customers?
Facebook promotions, Instagram posts and ads in your local paper are all tactical outputs of marketing, but they should all flow from the starting point of understanding your customer.
Success Starts With Strategy
The first step to marketing nirvana is to create a marketing strategy. Strategy conjures up images of huge documents, board rooms and dour consultants. You can take this approach, but for most start ups, I’d advise against it.
Instead, to create a marketing strategy, just answer these three questions in as much detail as you have:
- Who is going to buy what you’re selling?
- Why are they going to buy it?
- What are your SMART objectives?
When you’re answering these questions use your own experience, but also talk to people to get their input.
Avoid family and friends, they’re usually the least critical audience you’ll ever have. Instead, get groups of people who fit the profile of your customers and talk to them about the problems they have and how they solve them. Talk to customers (and potential customers) to understand their pain and how you can fix it.
SMART objectives are also crucial, they’re not just a line from a bad management handbook. SMART stands for Specific, Measurable, Attainable, Relevant and Time-bound and they help sense check the assumptions you’ve made about the target market. They’ll also help you budget and understand what you need to sell to stay in business.
And finally, make it visible. Put the highlights on a wall in your office, see who you’re talking to every day and know what your objectives are – it helps keep the customer at the heart of what you’re doing.
Move Fast And Break Things
Facebook once had a motto of move fast and break things, which is useful, to a point, for your marketing.
Once the new marketing strategy is stuck on the walls, many small businesses are left paralysed. They are overwhelmed by the plethora of channels available and end up doing nothing.
I can’t tell you if your marketing strategy is right or if your marketing strategy is wrong. But I can tell you that if you don’t implement your strategy, then it will never work.
Get started. Look at the analytics. Review what you’ve done. Track where the sales are coming from. Ask your customers how they heard about you. Use this data to improve what you’re doing. Don’t be afraid to kill things if they’re not working.
Tide Banking <> Andi Jarvis, Strategy Director and Founder of Eximo Marketing
Accounting looks to a digital future
The entire business world is going digital and accountancy is no different, driven by advances in technology and constant changes in regulation.
The role of an accountant, once perceived as a number cruncher, has already evolved to encompass new skills, with even more of a focus on technology and relationship management.
To further explore the pace and impact of technological change over the next decade, in June of this year, Thomson Reuters commissioned research into the views of senior-level accountants in practice. Most of the 345 respondents work for an accountancy practice with fewer than ten staff and just over three quarters hold a senior level role within the firm.
In addition, Thomson Reuters also invited a range of experts to share their views on the findings for their Accountant of Tomorrow report. The report explores accountants’ needs, wants and visions for the future.
The findings
Over 95 per cent of accountants surveyed stated that their role was likely to change due to technology. Some 74 per cent of these understand this change to be very likely; displaying an acceptance that technology will indeed continue to play a pivotal role in the future of accountancy.
Stephen Pell, founder of Pell Artists Accountants and one of the selected experts, sees technology as a positive for the profession. He said: “Technology is going to make life much more enjoyable and rewarding for an accountant, only bringing benefits to them as an adviser, and to their clients.”
However, many are concerned about the challenges that come with the digitisation of accounting over the next 10 years. A significant 25 per cent of participants were concerned about the digitisation of the tax authority, in particular Making Tax Digital, the government’s recent digital tax system. Some 16 per cent were extremely concerned about choosing the right software, while almost half (47 per cent ) were somewhat concerned with their software choices, giving the impression that digital tax is still a grey area for accountants.
Within the report, Thomson Reuters commented that with the significant progress in the next 10 years to move clients and practices online, cloud technology would be the most significant driver of change in the role of being an accountant. The report went on to comment that, in the same way as the anticipated requirements for Making Tax Digital, one of the consequences of cloud accounting would be the use of real-time data and more in-depth analytics.
Reflecting this, when asked which three specific advancements in technology would change their role in the next ten years, 67 per cent of accountants cited cloud-based systems, while 52 per cent highlighted the use of real-time data and more in-depth analytics. Also featured on the list of advancements were greater integration between the applications we use and artificial intelligence (AI), or machine learning.
But how will this digital influx directly impact services, and will digital free up accountants’ time – or will it impede day-to-day tasks?
When asked if participants’ time spent on standard tasks would be more, less or stay the same, most agreed that compliance exercises would see a very considerable reduction in the time required per task. Bookkeeping was viewed as the task that would most benefit accountants through digital technology. Personal tax and company tax were tasks considered to be eased the most following digital changes, whereas accounts preparation and VAT review and submission, albeit slightly less, were also deemed to be those that could be ‘digitalised’ in order to free up accountants’ time.
Automation is key
Since the introduction of digital processes, many have fought with the emergence of technology – and have been arguing that ‘robots will take our jobs’. Instead of feeling threatened by automation, it should be embraced as a means to spend time on more challenging (and chargeable) work. As Freddie Faure, co-founder at CooperFaure Accountants, argues: “Machines can only do so much, but they can’t think and they can’t interpret information. You would still need an accountant to do the critical assessments and understand how you can use that information to help the business in the future.”
When asked which critical accountancy tasks are most likely to become automated by technology in the next ten years, bookkeeping came out top, with 78 per cent of those asked agreeing that it was the most likely. Other common choices for tasks most likely to become automated were data collection and tax return submission/filing. On the other hand, those tasks deemed least likely were client communication, business plan creation and auditing.
Each of these findings lead us to deduce that the introduction of digital software will not hinder an accountant’s workload, but will instead allow more time for advisory tasks, planning, business development and nurture of the client/accountant relationship.
While accountants predict that technology will indeed absorb more traditional accountancy tasks, those such as advisory services and business development will take more time – although accountants foresee advisory to be a critical knowledge area and one with the greatest potential for growth.
Integrate new skills
Participants were asked how their role would evolve over the next ten years. Almost all agreed that they would need to integrate new skills and capabilities into their role, that their firm’s business model would be different in 10 years and that they themselves would become more efficient due to technology.
Just over 25 per cent agreed that their firm would outsource more compliance work in 10 years time. Some see this as positive – tasks absorbed through technology will ease their workload, whereas others worry that fewer accountants will be needed as a result. One thing all agree on: the world of accountancy will change.
Jon Cooper, co-founder of CooperFaure Accountants, says: “We’re at the start of a pivotal 10 years, with the advances in technology and artificial intelligence only likely to accelerate. It’s a game changer that could cut down the headcount for both accountants and businesses with in-house teams.”
So how can the ‘accountant of tomorrow’ prepare for the future? They must be open to changing core elements of their firm, such as technology, processes and their business model. Keeping clients compliant will continue to be at the heart of their offering, but much of the work to complete these tasks will be automated. More accurate and timely data will provide opportunities to offer more forward-focused services, and could cause accountants to adjust their business model.
Software partnerships will also be key in the digital age. As technology facilitates the digital world, Thomson Reuters is already working on the solutions needed to take accountants through the next 10 years, with the increasing use of real-time data and ever-changing regulatory requirements.
Download the ‘Accountant of Tomorrow’ report.
Compliance is dead, AI is replacing jobs, accountancy is on the way out?
The news that Capitalise had raised £3.5m in Series A investment got plenty of traction in the financial media last week. This follows iwoca raising £150m and Go Cardless $75m for its US venture.
Last year Receipt Bank raised £50m, and recently announced that Adrian Blair would be appointed CEO. Mr Blair has a record of growing firms' digital businesses into global businesses - look at Spotify and Just Eat.
Last year we saw Futrli raise £4m with the hottest VC team in town, Notion.
We know that Xero has a fund of $300m to spend on the best apps within its ecosystem and beyond ... and that means that Intuit will not be far behind.
Oh, and I almost forgot that IRIS completed a deal with Hg Capital that was worth about £1.2bn. Sincere congratulations to you all.
So why, when we see the stories of doom about the future of accountancy, are all these investment funds ploughing money into the sector?
Because it’s booming and it’s here to stay!!
The above list is just a small part of the tale. Apologies to those firms that have been missed off the list, I’m sure there are many more and I’m sure of some additional funding to come in the short term, for those that are listed above and those not.
Yes, it’s a sector that is ripe for disruption and is being disrupted... but that’s great news. Technology is an enabler in this process, but what the above stories show is that accountancy and accountants are going to be around for a long time.
It’s great news and a great time to be an accountant.
Yes, you have to learn new tools and approaches, but funders employ the sharpest brains and these folks are showing massive faith in the sector.
Yes, there will be change - in some areas significant change - but that is happening in all areas of life. I’ve used the example of parking to illustrate change before. In my time we’ve gone from men, with a Woodbine hanging out of their mouths, sitting in a tiny office taking cash for the car-park to automatic barriers, to self-service machines, self service machines that give change, to phoning automated numbers, to texting, to apps, to automated number plate recognition.
In fact, park at Stanmore tube station today you have most of the above. But the man in an office, has been replaced by local residents encouraging you to park on their drives, if you haven’t pre-booked another service online.
If you need a hand to understand the modern world and the choices in it, then there is plenty of help. Accountex brings the whole industry under one roof for two days in early May, where you can meet friends old and new. And bring to life those that you only know through LinkedIn.
You’ll even get the chance to hear me speak about the Smart Digital Practice.
It’s a wonderful time to be an accountant, go make hay!
Feeling overwhelmed? Cloud, Apps, advisory, MTD and GDPR causing you headaches? Looking for a cure to the above issues and then grow your firm, whilst spinning all these plates.
I can be contacted via LinkedIn, @LangdonHamblin or [email protected]
Let's have a chat at Accountex!
Engaging, joining, participating – that’s three elements that if carried out successfully, would constitute a pretty successful Accountex 2019 conference, right?
Hi, we’re Melu, which handily, is Javanese for “engage, join, participate” (our chat widget code uses JavaScript, just to keep the symbolism flowing). Our business is built on the premise that engaging, joining & participating are key to the success of an organisation, just as they are to the success of an exhibition. The most effective (and evidence-based) strategy we’ve seen to increase all three, is through managed Live Chat, which is why we set up the service following our long history of web design businesses in Oxford.
We’d like to highlight the word “managed” and explain why this differs from industry standard Live Chat. In short, we provide fully trained, Live Chat operators to engage with your customers so that you don’t need to lift a finger. Our operators will be trained in your company ethos and your frequently asked questions, putting them in the most effective position to generate more leads for you.
Our objective is simple, we want to see our clients achieve dramatic increases in business successes resulting from people visiting their website.
In order to do this, we’ve strived to deliver the most efficient, resourceful and cost effective managed Live Chat product available today.
We see Live Chat as not just a way to engage with visitors to generate leads, but to also compliment the client and their business in providing an instant and easy way to communicate - in turn providing an exceptional level of customer service, far in advance of 90% of other firms (who, according to statistics, aren’t yet using Live Chat, to their detriment).
It’s precisely this vision that led to Lawrence King, a partner at accountancy firm, Critchleys in Oxfordshire to say "We've received more leads via Melu managed Live Chat in two months than we have via the website over the last five years!"
We’re very proud of this kind of feedback and we’re seeing it with increasing regularity, hence our desire to attend Accountex and spread the success stories of managed Live Chat.
Please do come along and discuss your business needs with us at Stand 1146. We’d be delighted to share more stories like Lawrence’s, just as we’d be equally delighted if you’d engage with us, participate with us and ultimately, join with us.
How to improve your practice’s workflow – one process at a time
What is workflow? Well, it’s the way work gets done in an office. These workflows are orchestrated and repeatable business activities.
Your practice’s interactions and activities...
For accounting practices, workflows represent all the activities that take place in each practice area, as well as the interactions that the firm has with its clients. Understanding all these activities and recording them helps a firm analyse processes and ensure it’s running smoothly.
But to stay competitive, firms need to ensure high productivity and be able to rationalise resources needed for a process. Workflow automation technology can help achieve efficient and compliant productivity.
We know work never stops, so to ensure maximum focus on each practice area while reviewing processes, the best approach is to review and improve one process at a time.
How to improve a process...
- Start with low hanging fruit – areas that appear to be most in need of help because of broken processes, high operating costs, low client satisfaction or paper-intensive operations.
- Appoint an in-house champion to coordinate the effort and work with the practice heads to understand the workflows and look for ways processes can be optimised.
- Use the opportunity to introduce digital automation technology that will help you move to a paperless environment, enhancing client satisfaction and employee experience.
- Choose a workflow automation platform that will accommodate your custom workflows, be easy to implement for each process and can integrate well with your existing systems.
- Choose a technology partner that can work with you to review, map and then move you to the digital environment. This can save costs on additional IT consultants.
- Last but not least, choose an automation platform that charges by process and not by number of users. This will reduce costs and allow you to deploy the workflow automation technology across internal as well as external users.
One Paper Lane is helping accounting firms of all sizes digitise workflow and automate their practice areas and client management work – one process at a time. You get more than cutting edge technology with One Paper Lane, with our willingness to work alongside firms, help them review and map processes and bring in custom solutions as needed.
Who we are and what we do...
We are One Paper Lane, the digital process automation and collaboration platform of the future. We are launching in the UK at Accountex on stand 490.
Our technology will enable you to streamline, automate and improve your processes. It can work together with your existing software, apps and tech tools. Our specialists also help you implement these improvements.
We have already helped accountancy and other professional services firms increase productivity and improve both the client and team member experiences.
Visit us and our UK partner, practice advisers Foulger Underwood, at Accountex. Alternatively, for more details, contact Julia Whistler at [email protected]
The secrets of SEO for accountants
Every time a prospective client searches for accountancy practices near them, they see the following types of results:
- Advertisements: These are placed by businesses using Google Ads. This is known as SEM (search engine marketing) and it is an easy way to promote your website so that it appears whenever someone searches for specific keywords.
- Map of the area: If Google knows where you’re searching from, a map will pinpoint some local accountancy businesses. Try a Google search for “accountant near me” and you’ll see an example.
- Organic results: These are the websites that Google considers to be more relevant. You’ll want your business to show up at the top of this list. Some of the first results might be directories of accountancy practices so it’s important that your practice is also listed in those sites.
In order to appear at the top of the list of organic search results, your SEO needs to be up to scratch. It enhances your probabilities of being among the first organic results and, although it takes time, it is highly effective when done right. Below is a summary of four steps to follow to start optimising your website:
1. Set up a high-quality Google My Business profile
If you haven’t already set up a ‘Google My Business’ profile, do it now. Every small business should have one these days.
2. Fill your website with highly relevant content
One of the most effective ways of optimising your page for search is to look at the keywords people are using in your area and including them in your website. If you start a Google Ads campaign you will gain access to their Keyword Planner. Find more tips on relevant content in my blog.
3. Ensure consistency across directories and social media
Search engines also refer to directory websites such as Yelp and Yellow Pages to confirm details about your business. Be sure to have the exact same business name, address, and phone number in listings on all the important sites of this type.
Finally, look up your business on ‘Moz’ and check that your listings are verified, identify any duplicates you might find and get recommendations.
4. Seek great links, ratings and reviews
Never underestimate the power of great reviews - Google loves reviews because searchers love reviews. Politely ask your clients to share their opinion about your accountancy practice on these pages, and even send them direct links to the review pages to make it even easier for them to leave their feedback. See my blog for ideas on how to encourage clients to give positive web reviews which will boost SEO.
Why smart staffing is central to your accounting firm's future
Practices are finding it increasingly challenging to recruit, manage, develop and retain their employees - and also to provide a good working environment with a positive and clear culture.
Smaller practices may struggle to manage the day-to-day ‘HR’ issues alongside the challenges of delivering value to their client base. Larger practices can forget to manage and invest in their talent, resulting in it walking out the door to a more appreciative competitor.
Frequently, the resulting recruitment activity is ‘cavalier’. With the war for talent so strong, the recruitment process is often informal, poorly planned and executed.
In many cases, no detailed role profile is evident, no resource partner carefully chosen (or fees negotiated upon), no inclusive recruitment process agreed, and in a few cases, individual references are not are not taken at all.
Why are practices happy to pay extortionate recruitment fees to replace employees, but not to invest that same money into the development and nurturing of those same employees – making it a much harder decision for them to leave? Nurture = loyalty.
The MTD effect on roles
Making Tax Digital (MTD) is bringing us increasingly to the assessment of individuals. We see MTD as a catalyst for reassessing individuals’ roles and indeed dictating future employment profiles for new employees.
Processes and staffing will have to be reviewed/redeployed and, in our view, this is not a situation that is going to sit naturally and easily with most practices.
Speak to us
HR is one of only a few key pillars which fundamentally support a progressive and growing practice. As is highlighted by the paragraphs above, being able to successfully manage talent, innovation, collaboration and engagement across your practice, is quite often directly linked to the leadership given by a small handful of people within the practice.
We focus much energy and resource on leadership, helping our clients to develop their leadership capacity and leadership capital, helping people define themselves as leaders and supplying some practical skills knowledge that will support them in their journey as a leader. Our offering includes:
- Bespoke senior management and partner development
- Ensuring aspiring partners and junior partners understand their role and responsibilities
- 360-degree appraisal and benchmarking
- Arranging feedback from your employees and teams, without this you aren't best equipped to devise strategy
- Coaching and mentoring
- Managing, introducing and implementing team appraisal systems
- Staff and practice skill-set analysis to prepare for MTD and an increasingly digital age
If talent management and leadership are issues for you and your practice, please do come and meet the Foulger Underwood team on stand 490 at Accountex, on 1-2 May. If you’d like to speak beforehand, please email Julia Whistler at [email protected].
Foulger Underwood are a team of M&A and strategy consultants focused on the accounting, legal, trust and corporate service and wealth management sectors.