NexPath Coaching, LLC

NexPath Coaching, LLC Helping overwhelmed small business owners build businesses that become easier to run through the NexPath Operating System™ and S.O.S. Framework™.

Built from experience, not theory. At NexPath Coaching, LLC, we help accountants, bookkeepers, and tax professionals transform their businesses through streamlined operations, cohesive team building, and impactful leadership development. Our mission is to empower you to achieve sustainable growth, balance, and success—on your terms.

09/04/2026

Business owners, I'm curious:

Where do you think businesses lose the most profit without realizing it?

Underpricing?

Scope creep?

Too much owner involvement?

Rework?

The wrong clients?

Team capacity that isn't being used well?

Something completely different?

I'm interested to see what everyone says before I give you my answer.

09/03/2026

“It's faster if I just do it myself.”

It probably is.

But that's not really the question.

The question is whether it's the best use of the owner's time.

If someone on your team takes two hours to do something you can do in one, doing it yourself feels more efficient.

Until you consider what didn't happen during that hour.

Business development.
Team development.
Pricing decisions.
Client conversations.
Planning.

Or simply having enough space to think about where you're taking the business.

There's another cost too.

If you keep taking the work back because you can do it faster, when does the other person ever get faster?

Sometimes the expensive option isn't paying someone else to do the work.

It's continuing to use the most expensive person in the business to do it.

There will always be things you can do faster than your team.

If that's the standard for deciding what you keep doing, you'll probably keep doing them forever.

09/02/2026

How much is rework costing your accounting firm?

I'm not talking about the occasional mistake.

I'm talking about work routinely moving up the firm and being redone along the way.

A staff accountant prepares it.

A manager fixes it.

The owner reviews it and changes something else.

The work gets finished.

But how many times did the firm effectively pay to do it?

That's a profit leak that's easy to miss because everyone was working.

The timesheets are full.
The client work got done.
The deadline was met.

But being busy and being efficient aren't the same thing.

If work consistently has to be corrected as it moves through the firm, I'd want to know why.

Is it training?
Unclear expectations?
The wrong person doing the work?
A review process that's become excessive?

Or does the owner have a hard time letting work leave the firm without touching it?

Those are different problems.

But they all have something in common:
The firm is paying for the same work more than once.

Accounting firm owners, where do you see the most rework happening in your firm?

09/01/2026

Are your biggest clients actually your most profitable clients?

Not necessarily.

A client can generate a lot of revenue and still consume more of your capacity than you realize.

Extra questions.

More experienced people getting pulled into the work.

Rush requests.

Work outside the original scope.

More time managing the relationship.

More time fixing problems.

None of those necessarily make them a bad client.

But they can make the economics of that relationship very different from what the revenue number suggests.

That's why I don't think revenue alone tells you who your best clients are.

I'd also want to know:
What does it actually cost us to serve this client?

Sometimes your biggest client and your most profitable client are the same.
Sometimes they're not.

And if you don't know the difference, there's a good chance you've found a profit leak.

08/31/2026

Accounting firm owners, I'm curious.

Where do you think firms lose the most profit without realizing it?

Underpricing?

Scope creep?

Too much owner involvement?

Rework?

The wrong clients?

Team capacity that isn't being used well?

Something else?

I'm interested to see what you think is the biggest one.

08/26/2026

“Why am I still working so many hours when I have a team?”

I think a lot of accounting firm owners eventually ask themselves this.

They hired people.

They delegated work.

But somehow everything still comes back to them.

The difficult client question.

The review.

The decision.

The problem nobody knows how to solve.

The team may be doing more of the work, but the owner is still carrying responsibility for almost everything.

That's why I don't think delegation alone solves the problem.

At some point, you have to transfer ownership, not just tasks.

Because if your team can do the work but can't move forward without you, you've created helpers.

You haven't removed yourself as the bottleneck.

A bigger team doesn't automatically create a better firm.

08/19/2026

One of the hardest transitions for an accounting firm owner is realizing that being good at accounting and being good at owning an accounting firm are two different jobs.

In the beginning, you do everything.

Client work.
Emails.
Billing.
Sales.
Fixing mistakes.
Answering questions.
Putting out fires.

You almost have to.

But what helped you build the firm can eventually become the thing that keeps it from growing.

At some point, the question changes from:

“How do I get all of this done?”

to:

“What should I still be the one doing?”

Those are very different questions.

And I think a lot of firm owners stay stuck on the first one far too long.

Which conversation do you avoid the most?💰 Raising prices🚫 Saying no to extra workNo judgment.Just curious.Which one mak...
08/14/2026

Which conversation do you avoid the most?

💰 Raising prices

🚫 Saying no to extra work

No judgment.

Just curious.

Which one makes you more uncomfortable?

One of our clients started with about ten employees.A few years later, they had thirty-five.Then came another location.T...
08/12/2026

One of our clients started with about ten employees.

A few years later, they had thirty-five.

Then came another location.
Then different sales tax jurisdictions.

Then class reporting.
Then more meetings.
Then more questions.

None of those changes seemed like a big deal by themselves.

That's why they were so easy to miss.

We simply kept adapting.

One request at a time.
One new process at a time.
One extra service at a time.

Until one day I realized something.

We weren't delivering the engagement we originally priced anymore.

We were delivering something completely different.

The client hadn't done anything wrong.

We hadn't done anything wrong.

Their business had simply evolved.

Our engagement hadn't intentionally evolved with it.

That lesson changed the way I think about pricing forever.

Today, when I work with accounting firm owners, I rarely start by asking if their prices are too low.

Instead, I ask:

If this client hired you today, would you build the same engagement you're delivering now?

Most owners already know the answer.

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