By Jeremy Clopton, Managing Director at Upstream Academy
A long-overdue shift is happening in accounting. It’s been building slowly and is on its way.
It’s not about AI, automation, or advisory services this time.
It’s something firms have ignored for too long: the realization that success in the office isn’t mutually exclusive to success outside the office.
For years, long hours were a badge of honor in our profession. Late nights, weekend work, and endless busy seasons were just “part of the job.” Over the past decade, the conversation about balance has been frequent, but change has been slow to occur. But today, more firms are realizing that working longer doesn’t always mean getting more done, and they’re taking action to change their culture.
The Shift toward Sustainable Success
The change started with accountants asking better questions.
- What if doing great work didn’t mean giving up life outside of work?
- What if flexibility, rest, and boundaries actually make us better professionals?
- How can we be successful in life and in work?
- What needs to change in how we approach the business to reduce the risk of burnout at all levels?
The firms leading the way have stopped treating work-life balance like a buzzword and started building it into their operations. They recognize that to be effective, balancing life and work must to be actionable, not an ideal future state.
Let’s explore a couple examples from around the profession.
Sensiba LLP: Making Balance a Strategic Priority
At Sensiba LLP, balance isn’t an afterthought; it’s built into the firm’s structure, policies, and leadership expectations. The firm views work-life balance not as a benefit, but as a strategic necessity for long-term sustainability and client excellence.
Sensiba’s approach began with a commitment to flexibility. Most team members now work remotely or on hybrid schedules, supported by flexible hours, compressed workweeks, or part-time options when needed. Dedicated resource managers help align workloads with capacity, ensuring commitments remain realistic and manageable.
That structure fosters trust, autonomy, and accountability, and it works. Engagement remains strong because employees feel empowered to perform at a high level while maintaining meaningful personal lives.
Balance at Sensiba also extends to firm operations and leadership expectations. The firm:
- Monitors workloads to prevent burnout and ensure adequate rest.
- Encourages full use of PTO and reinforces recovery through a firm-wide Independence Week shutdown.
- Offers a six-week paid sabbatical to long-tenured employees as a reward for service and renewal.
- Introduced Focus Fridays to eliminate non-urgent meetings and protect time for deep work.
Leaders are expected to model healthy boundaries, and performance evaluations include whether managers support their teams in maintaining balance. Through these intentional practices, Sensiba demonstrates that balance isn’t about working less; it’s about working smarter, sustainably, and with purpose.
Awards:
- 2025 Top Workplaces USA by Energage; awarded 11 years in a row
- 2025 Top Impact Companies list by Real Leaders; awarded 6 years in a row
- 2025 Top 100 Firms by Inside Public Accounting
- 2024 Top 100 Firms by Accounting Today
- 2024 Best of Accounting 5-Year Diamond Award by ClearlyRated
- 2024 Top Workplace by USA TODAY and Energage
Takeaway: Treat work-life balance as a measurable strategy, not a motivational phrase.
SKC & Co. CPAs, LLC: Thriving Through Flexibility and Care
At SKC & Co. CPAs, creating a culture where team members can flourish personally and professionally is a cornerstone of the firm’s success. SKC prioritizes people over process by embracing flexibility, wellness, and human connection as key drivers of performance.
The firm’s philosophy is built on trust and independence. Team members manage their own time through flexible scheduling, allowing them to balance family, health, and personal commitments while continuing to deliver high-quality work.
During demanding seasons, SKC takes extra steps to protect well-being:
- Complimentary dinners, weekly in-office massages, and stress-relief activities help team members recharge.
- Regular check-ins ensure open communication and support throughout busy periods.
- The firm closes for two days following April 15 and October 15 — offering everyone a chance to rest and reset.
Beyond seasonal relief, SKC invests deeply in long-term wellness. Employees have access to an on-staff mental health counselor, as well as paid parental leave, tuition reimbursement, and ongoing mentorship programs to encourage growth and connection.
By building a culture that values the person behind the professional, SKC has cultivated a workplace where people feel trusted, cared for, and motivated to do their best work.
Awards:
- 2025 #1 Best Place to Work in New Jersey by NJBIZ
- 2025 Individual award – Caitlin Smith, CPA: 2025 Impact Ovation Award by NJCPA
- 2025 Individual recognition – Andrea Diaz & Nicole DeRosa named to NJBIZ Finance Power List
- 2024 #2 Best Place to Work in New Jersey (Small Company) by NJBIZ
- 2024 “In the Lead” Women-Owned Business by NJBIZ
- 2024 Individual recognition – Andrea Diaz named to NJBIZ Accounting Power 50 list
Takeaway: A people-first culture drives performance and retention. Flexibility and care create a workplace where people want to work.
The Bigger Picture: A Healthier Profession
Firms across the profession are showing that balancing life and work isn’t about less ambition. It’s about sustainable ambition. Effectively balancing life and work creates opportunities for more success, not less.
They’ve discovered that balancing builds stronger teams, happier clients, and better long-term results. The best part? These changes don’t often require massive overhauls. Many of the changes simply require a willingness to question “how we’ve always done it.”
The profession is shifting from endurance to excellence.
So, as you plan for next year, ask yourself:
👉 What steps will your firm take to make balance more than a buzzword?
Because the firms that figure this out (the ones that build systems for people, not just profit) will lead the next era of accounting.
About Jeremy:
Jeremy Clopton, Managing Director at Upstream Academy, joined the firm in 2018 after leading his own consulting company. Before becoming an entrepreneur, he spent 12 years with a national accounting firm, where he led the firm-wide Big Data & Analytics and Digital Forensics practices.
Jeremy believes that people are a firm’s most important asset and is passionate about developing the next generation of accounting firm leaders. In addition, he is passionate about using a clear vision and strategy to help firms run as high-performing businesses.
At Upstream, Jeremy specializes in developing future leaders through the Emerging Leaders Academy, facilitating partner retreats, and helping firms launch new services. He is also a co-host of the podcast “The Upstream Leader.”
Outside of work, Jeremy enjoys spending time with his family, watching Formula 1 racing, and all things Disney. Jeremy and his wife, Katie, have three inquisitive daughters, three energetic toy Australian shepherds, and a lovable Goldendoodle, Hiro.
