What it looks like in practice.

Growth opportunities are only valuable if you have the capacity to deliver on them. When TKR had the chance to expand its client base with new, high-value tax work, the firm needed additional resources and technical expertise to scale confidently. Through Current’s Tax-as-a-Service and Global Capacity model, TKR gained the support needed to take on more business, increase efficiency, and strengthen client relationships—without overextending internal teams.

From technology transformation to operational alignment, Accuity leveraged the full power of the Current platform immediately following close. By combining strategic guidance, technical expertise, structured integration support, and a shared vision for what’s next, Accuity accelerated modernization efforts that would have been difficult to execute alone—creating momentum across the firm and laying the foundation for long-term growth.

Growth opportunities don’t wait for capacity to catch up. When Larson Gross was presented with the opportunity to take on approximately 90 tax returns for a new client in the renewable energy sector, the firm needed a way to scale quickly without compromising quality or responsiveness. Through Current’s Tax-as-a-Service and Global Capacity model, Larson Gross gained the expertise, agility, and support needed to confidently pursue a major new client opportunity and position the firm for future growth in the sector.

When Reid joined Current in February 2024, the firm had already built a strong reputation and successful foundation. Through the power of the Current platform, Reid gained access to the capital, operational support, M&A expertise, and integration infrastructure needed to move quickly and confidently. In less than two years, the firm added six firms, expanded into new markets, broadened its service offerings, and more than doubled in size.

New AICPA standards introduced significant complexity across attest practices. 

Adeptus was facing a business continuity risk. Their outsourced India solution was underperforming, engagements were running behind, and leadership lacked confidence in quality control. Delays threatened client satisfaction, team morale, and future growth.

Cutler had strong leadership and clear growth ambitions — but externally, the brand did not reflect that strength. Beyond a logo, there was no defined positioning, messaging architecture, or audience strategy. As the firm sought to attract top talent, candidates lacked the context needed to understand who Cutler was, what differentiated it, and why it was a compelling place to build a career.