{"id":96420,"date":"2022-01-28T13:19:22","date_gmt":"2022-01-28T13:19:22","guid":{"rendered":"https:\/\/silverfin.com\/resources\/two-as-underpinning-advisory\/"},"modified":"2026-02-17T05:46:20","modified_gmt":"2026-02-17T05:46:20","slug":"two-as-underpinning-advisory","status":"publish","type":"post","link":"https:\/\/silverfin.com\/en-ie\/resources\/two-as-underpinning-advisory\/","title":{"rendered":"The two \u2018A\u2019s underpinning advisory"},"content":{"rendered":"

Very few firms cite advisory services as their biggest revenue earner today. Why does this gap exist and how can firms use the two \u2018A\u2019s to close it?<\/p>\n

<\/p>\n

Accounting technology has come on leaps and bounds in a matter of years. Calculators and manually updated spreadsheets are on their way out \u2014 and cloud-based, automation-heavy tools are in with artificial intelligence and machine learning on the near horizon. Why spend hours manually compiling working papers when a tool can do it in an instant?<\/p>\n

Some initially saw this giant technological leap forward as a threat to their profession. Most, however, quickly realised that technology is opening the door to a better future \u2014 accountants aren\u2019t going extinct, they are just evolving.<\/p>\n

Professionals no longer have to spend their days making sure the right numbers are in the right place. With this process now entirely automated, they can instead turn their attention to what the numbers actually mean and suggest: where their clients are performing well, where they\u2019re performing poorly, what the future holds in store, and how they can maximise their chances of success.<\/p>\n

This is liberating, high-value work. Accountants can put their expertise to good use and transition into becoming trusted business advisors.<\/p>\n

Firms of the future will use technology to deliver powerful advisory services. They\u2019ll use their technology to reach beyond automation to support real-time activation and predictive intelligence, and be well-placed to help clients grow their business the right way. In fact, according to our latest report, \u2018Technology Trends in Accounting 2021\u2019, 55% of firms expect advisory services to be their biggest revenue earner in just five years\u2019 time.<\/p>\n

That’s interesting and ambitious but is it possible? Despite this clarity of purpose in the profession only 14% say that advisory services are already their biggest revenue earner. Let\u2019s dig into why this gap exists \u2014 and most importantly, how firms can use the two \u2018A\u2019s to close this gap: access and automation.<\/p>\n

It\u2019s all about access to data<\/h3>\n

Accountants might be geniuses, but they\u2019re not genies. It\u2019s impossible to provide advisory services unless firms know everything about their clients\u2019 performance. They need access to crucial financial data – the historic and real-time. This data is the foundation on which insights are built and show what\u2019s really going on behind closed doors.<\/p>\n

54% of respondents of our recent survey<\/a> stated that they have \u201caccess to data and insights that enable me to deliver advisory services for my clients\u201d. But there\u2019s a significant difference between being able to provide generic advisory services and really diving deep into how a client is managing their business \u2014 and spotting what needs to change. This also means that 46% don\u2019t have the data they need of course.<\/p>\n

Compiling an annual set of accounts or working papers will certainly reveal the broad brushstrokes. But accountants can only demonstrate their true value by diving into the detail. That\u2019s why they need access to all financial data \u2014 for instance, data hidden in other systems. Yet only 35% of respondents can access financial data in other systems that their clients use for business management.<\/p>\n

Imagine your firm sees that a client\u2019s wage bill is far higher than other industry competitors with a similar headcount. On the face of it, it\u2019d be easy to tell them that they need to reduce their headcount. This could well be right, but it might also be too simplistic a piece of advice.<\/p>\n

You decide to check out their salary and bonus structure. Suddenly it hits you: their loyalty program, where they increase employees\u2019 salaries by X% for every Y years they stay at the company, isn\u2019t working. They\u2019re retaining employees but the ones who have been there for years actually become less productive over time.<\/p>\n

So yes, this particular company might need to reduce their headcount or cost base \u2014 but if they do then they should make sure to focus on longstanding employees who have actually been underperforming. Or perhaps they can keep the same headcount but scrap the loyalty bonus. Not only will this reduce their expenditure, but it also safeguards employees from becoming complacent, safe in the knowledge that time served \u2014 rather than value provided \u2014 will be the key to their next pay increase.<\/p>\n

These are the types of next-level insights that accountants can offer their clients, so long as they have access to all financial data.<\/p>\n

Automation has its own role to play in advisory<\/h3>\n

Much of the discussion around compliance versus advisory work has lumped accountants in two separate buckets. It has also constrained the benefit of automation. In one bucket, there\u2019s compliance (and the traditional focus for automation): data-heavy and repetitive tasks that need to be completed without errors. And in the other bucket, advisors: experienced accountants whose expertise and insight can be put to good use when advising clients.<\/p>\n

Only, there\u2019s a significant crossover benefit from automation. This is a simplistic view.<\/p>\n

It\u2019s true that automation makes compliance work fast, easy, consistent and accurate. That means you can manage more clients and faster. But it also means that the time typically consumed by this activity can be reinvested in client advisory. Not just by the most senior and experienced members of the firm but potentially by all that work with clients.<\/p>\n

Accountants can\u2019t focus on everything at once. If they\u2019re busy dealing with one client, they\u2019re not going to notice if another client suddenly makes a bold (and perhaps unwise) financial decision. Accountants are well-placed to provide key financial advice \u2014 but this doesn\u2019t mean they can stay on top of everything at all times.<\/p>\n

Advisory services are still by and large manual, ad hoc processes. Accountants have to be on the ball at all times in the hope of noticing key insights. If they catch them, they can then provide their clients with the advice and guidance they need. But not all insights will be noticed \u2014 meaning not all clients will receive the crucial advice that they require.<\/p>\n

This is where automated notifications come in. What if you could automatically be notified any time a client suddenly ends up in the red, makes a large-scale investment, reaches a key development threshold or their cash flow suddenly dries up?<\/p>\n

If you could, you\u2019d be able to provide all your clients with the maximum value possible. They\u2019d know that you\u2019re there at all times, monitoring their finances and ready to offer up counsel when needed. Unfortunately, a mere 25% of respondents can create automated alerts or reports from their clients\u2019 data \u2014 this is just a 3% increase from last year\u2019s survey.<\/p>\n

There\u2019s little point in recognising the value of automation for compliance and manual reporting tasks but then ignoring its potential when it comes to high-value advisory work. Clients are increasingly looking for firms that use technology to glimpse into the future and provide proactive business intelligence. By setting up something as obvious as automated alerts, you\u2019re ensuring that no key insights will go unmissed.<\/p>\n

The clock is ticking<\/h3>\n

If you\u2019re like 55% of firms, you predict \u2014 and likely hope \u2014 that advisory services will be your main revenue driver in five years\u2019 time. But predictions and hope matter for little unless you take action.<\/p>\n

You can\u2019t be that indispensable financial advisor if you lack access to real-time data across your client portfolio. It\u2019s not enough to simply use the data that they hand over at the end of each financial year-end. You need to be able to see the ins and outs of their organisation at all times. Whenever money is spent or received, you need to know about it.<\/p>\n

Once you\u2019ve gained suitable access, you then need to move to step 2: automation. Use automated alerts to make sure that no key insights go unnoticed. Stay in the know at all times and provide critical advice as soon as it\u2019s needed.<\/p>\n

If you do, you\u2019ll be well on your way to becoming an advisory-led firm and all your work on compliance will only strengthen the quality of your advice.<\/p>\n","protected":false},"excerpt":{"rendered":"

Very few firms cite advisory services as their biggest revenue earner today. Why does this gap exist and how can firms use the two \u2018A\u2019s to close it?<\/p>\n","protected":false},"author":94,"featured_media":96421,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[925],"tags":[880,920,941],"class_list":["post-96420","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","tag-blog-en-ie","tag-digital-transformation-en-ie","tag-advisory-services-en-ie"],"acf":[],"yoast_head":"\nThe two \u2018A\u2019s underpinning advisory services | Silverfin UK<\/title>\n<meta name=\"description\" content=\"Explore how the two \u2018A\u2019s can help accounting firms close the advisory gap and boost revenue. 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