Referral Network Lightbulb Moment
How one referral changed Joe’s growth playbook.
Growing Your Firm | Strategies for Accountants, CPA's, Bookkeepers , and Tax Professionals
May 23, 2026 · 40 min · 11 segments
Are you running an accounting practice that relies entirely on your own personal production, or have you built a scalable business that can exist independently of you? For accounting firm owners…
Before we get into the start of Calqulate, let's, let's just take everybody to the-- to kind of like the, where it was right before you sold.
What level of scale ha- did the firm reach when you s- when you had sold the business?
Yeah, and just to set the groundwork, I started it myself in, uh, the spring of 2017, sold the business in late 2023.
Um, and we had scaled up pretty quickly, especially for a business that hadn't taken on sort of outside funding.
Um, so we were kinda humming and growing, and then by the beginning of 2023, we were about 45 headcount, um, or just under 45 headcount, a bit under kind of a $10 million run rate.
Um, and you know, everyone builds their business a little bit differently, but I had kinda built mine as like a top-line growth business.
So I think at that point, our slowest growth year was like 75% year over year in terms of like top-line revenue.
Um, we had built our own software internally, which is kind of a separate thing.
But, um, but yeah, that's the kind of, kind of growth and scale that, that we had kinda gotten at, um, when I kinda went to market, so to speak, in early 2023.
The first thing I wanna ask, you said, "We were kind of a top-line growth business." We've done 300-some interviews.
I don't think anybody's, even if they've operated that way, didn't necessarily describe themselves, uh, strategically in that way for their firm.
Was that kind of day one, you knew you were gonna be optimizing for top-line growth, or how did you think about that in the early, early days?
I think I just love building, and I love being an entrepreneur, and I love opportunity, and I, you know, maybe it's partly the middle child in me that I never wanna say no to anyone.
Um, you know, obviously, if things didn't fit or they weren't gonna be good long term, we didn't take those on.
But, um, but yeah, being able to say yes and, and I loved hiring a new person and, and being a positive influence and sort of, you know, part of Calqulate also was a bit of a, of a hypothesis of like, could we build a services business that treated its people like humans? And so I think through that gained a lot of opportunity, and I just kind of always went for not necessarily the most profitable opportunity.
Before we get into the start of Calqulate, let's, let's just take everybody to the-- to kind of like the, where it was right before you sold.
What level of scale ha- did the firm reach when you s- when you had sold the business?
Yeah, and just to set the groundwork, I started it myself in, uh, the spring of 2017, sold the business in late 2023.
Um, and we had scaled up pretty quickly, especially for a business that hadn't taken on sort of outside funding.
Um, so we were kinda humming and growing, and then by the beginning of 2023, we were about 45 headcount, um, or just under 45 headcount, a bit under kind of a $10 million run rate.
Um, and you know, everyone builds their business a little bit differently, but I had kinda built mine as like a top-line growth business.
So I think at that point, our slowest growth year was like 75% year over year in terms of like top-line revenue.
Um, we had built our own software internally, which is kind of a separate thing.
But, um, but yeah, that's the kind of, kind of growth and scale that, that we had kinda gotten at, um, when I kinda went to market, so to speak, in early 2023.
The first thing I wanna ask, you said, "We were kind of a top-line growth business." We've done 300-some interviews.
I don't think anybody's, even if they've operated that way, didn't necessarily describe themselves, uh, strategically in that way for their firm.
Was that kind of day one, you knew you were gonna be optimizing for top-line growth, or how did you think about that in the early, early days?
I think I just love building, and I love being an entrepreneur, and I love opportunity, and I, you know, maybe it's partly the middle child in me that I never wanna say no to anyone.
Um, you know, obviously, if things didn't fit or they weren't gonna be good long term, we didn't take those on.
But, um, but yeah, being able to say yes and, and I loved hiring a new person and, and being a positive influence and sort of, you know, part of Calqulate also was a bit of a, of a hypothesis of like, could we build a services business that treated its people like humans? And so I think through that gained a lot of opportunity, and I just kind of always went for not necessarily the most profitable opportunity.
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3 of 6
Referral Network Lightbulb Moment
How one referral changed Joe’s growth playbook.
Founder Paid Himself Last
Sacrifices Joe made during Calqulate’s first months.
When 15 Becomes 30
The culture shock at thirty team members.
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