“Outsourcing and global teaming is only going to become more central to the accounting profession over the next five years,” said Frank. “It’s inevitable that a larger share of firms’ work will be handled globally, and the firms that embrace this shift thoughtfully will gain a major advantage. Those that lag behind may face a tougher talent market, as professionals increasingly ask what kind of work they’ll get to do — and whether it sets them up for personal growth and being the kind of trusted advisor they envision themselves being.”
“We believe outsourcing will continue to evolve into a core operating model for accounting firms,” predicted Larkin. “Rather than relying heavily on third-party vendors, firms will build and manage their own offshore teams, creating an integrated global workforce that delivers greater efficiency, specialization, and client value.”
Frank agrees with this greater integration.
“Looking ahead, we see global teams becoming more deeply embedded within firms, supporting more complex capabilities and engaging more directly in client service — especially as AI takes on more repetitive tasks,” he said. “Rather than being a back-office function, global talent will become a visible, trusted part of the firm’s client delivery model, enabling U.S. professionals to focus on what they do best: building relationships, growing the business, and shaping the future of the profession.”
Desai’s crystal ball reveals a similar outlook.
“Looking ahead, I see even more opportunity,” she said. “As compliance, technology, and AI continue to evolve, no one firm can be the expert in everything. We are one of the first, and still one of the few, CPA firms offering certification for ISO 42001, the new global standard for AI management systems. We have been partnering with firms in that space, where we handle the certification and they provide consulting and implementation services. That kind of ecosystem thinking is the future, and I think firms that lean into partnership rather than competition are going to thrive.”
And whether exploring a partnership model like Schellman’s or any of the other traditional or emerging workforce models, Desai’s advice is sound.
“For other firms exploring this, my advice is to start with shared values, not just shared clients,” she said. “Set expectations clearly, especially around communication and ownership. The biggest benefit is being able to serve clients more fully, but the challenge is making sure you stay aligned operationally as things scale.”
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