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Elizabeth Woodward (00:09):
So early in two thousands, we were early adopters to offering widespread consulting services. And also we got very good, very early at alternative work arrangements. And so both of those things I think we still see today in 2025, have allowed us kind of a good base to grow and to remain independent and be, we’re currently $115 million firm, over 600 employees, definitely that we’ve grown. We’ve always wanted to grow, but we’ve not grown just for the sake of growth. We’ve been strategic. I think our founders were entrepreneurial, so they grew as it made sense. I know in my market, all of the national firms left in the early two thousands, and so as those firms left, we hired people. And as those people wanted to do things, we helped them do it. So kind of organic growth has been a big part of our model.
(01:06):
So don’t grow just for the sake of growth. Have a plan, have a strategic plan, embrace change. Don’t be afraid to try things. Don’t be afraid to recognize that something didn’t work and you might need to pivot and go a different direction. I would say definitely pay attention to communication and culture, and we’ve had a lot of luck building niches. So the niches would be different service lines like I’m a forensic accountant, but it could be different industry teams. Equine manufacturing that allows you to develop your staff to know different things about businesses. Also allows you to offer more services to your clients and provide better client service.
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