GRF CPAs & Advisors (GRF) is celebrating 45 years in business this year. What has made the firm’s longevity possible?
GRF’s longevity really comes down to our people. For 45 years, the firm has been built by talented professionals who care deeply about their clients, their colleagues, and the communities we serve. Our leaders are very intentional about putting people first in our decisions—because when our team members are supported and empowered, they do their best work. We’re also purposeful about building a firm our people can be proud of; one that values collaboration, integrity, and long-term relationships. That commitment to our people has created a strong culture and a level of trust with our clients that continues to sustain the firm year after year.
While celebrating this milestone, do you also think about the challenges and opportunities for GRF over the next 2-3 years?
Absolutely. Milestones like this are a great moment to reflect, but they also push us to look ahead. One of our biggest priorities over the next few years is to do our part to make the accounting profession more attractive to students and early-career professionals, because the future of firms like ours depends on a strong and engaged talent pipeline. At the same time, we’re thinking carefully about how emerging technologies—especially AI—can enhance the way we serve clients while also creating new opportunities for our people to grow and do more meaningful work. And as we consider and adapt to those opportunities, we’re very intentional about preserving what makes GRF special. We want to remain an independent firm, continuing to make decisions that prioritize our clients, our people, and the long-term health of the firm.
From a service perspective, what opportunities do you see for firms like GRF to expand outside of traditional accounting and tax work?
From a service perspective, the lines between CPA and consultant are increasingly blurred, and firms like GRF need to be both to serve clients well. Organizations today are looking for advisors who can help them think strategically, manage risk, and operate more effectively, not just prepare financial statements or tax returns. That’s why we’re continuing to lean into our advisory capabilities, including areas like enterprise risk management, ESG, internal audit, cybersecurity, SOC 2, and tax advisory services. We’re especially proud of the customized solutions we’re able to bring to clients. A fitting example is our Accounting Technology Services practice, where we help organizations modernize their systems and processes so their financial operations can keep pace with their mission and growth.
How has your career at GRF led you to where you are today?
My career at GRF has really grown alongside the evolution of the profession. When I started, the work was far less technology-driven than it is today, so it’s been exciting to see how those tools have transformed the way we serve clients and collaborate as a team. Our services have also expanded from primarily tax and attest to more advisory work, helping clients think more strategically about their organizations. At the same time, the profession has become more flexible and inclusive, attracting a broader range of talent, including working parents. GRF was ahead of the curve in embracing hybrid and remote work even before COVID. I’ve also seen leadership become more collaborative, with a real focus on empowering people at every level, and that environment has played a big role in shaping my path here.
As the President and Managing Partner, how do you motivate the team at GRF?
Honestly, our people don’t need me to motivate them. The team at GRF is already driven by a genuine passion for the work they do and the clients they serve. My role is really to reinforce and support that energy. When motivation is needed, I often tap into what motivates me personally: our mission and our values. Those principles guide how we serve clients, support one another, and make decisions as a firm. We feel so strongly about that commitment that we’ve made it highly visible by placing our mission and values on a prominent wall in our office lobby as a daily reminder of what brings us together and why the work we do matters.
Do you have a favorite read you would recommend?
I recommend Great Leaders Live Like Drug Addicts by Michael Brody‑Waite. The book draws interesting parallels between recovery principles and effective leadership, and it offers practical insights that leaders can apply right away. I enjoyed it so much that I’m providing copies to everyone attending our upcoming leadership retreat, because I think it sparks the kind of thoughtful conversations that help leadership teams grow stronger together.
