Ellen Whitmore
Whitmore & Bennett
Overall Maturity
Level 2: Efficiency-First
AI is back-office or unadopted. No commercial strategy.
AI tools adopted for productivity. Same services, faster.
Commercial question is on the table. Some pieces in place, nothing systematic yet.
Commercial posture is advanced. Pricing model shifting.
Your Profile
The Capability Gap
You have what it takes to build new offerings. You haven’t built them yet.
Your answers point to a firm with the pieces in place: a team of the right size, AI already in use, and a decision-maker with the authority to act. What’s missing is the offering itself. You haven’t launched something new that AI makes possible, and because client and competitive pressure is still quiet, little is forcing the question. That’s the gap. Your capability is ahead of what you’ve put in market.
The opportunity
Build a new AI-augmented offering while you still have room to do it deliberately. Not an existing service relabeled, but one with a different delivery model, a different price structure, and a value proposition that wasn’t possible before AI.
The risk
Quiet conditions don’t last. When clients start asking and competitors start moving, the firms that built while it was calm are the ones with something to sell. Capability that never becomes an offering is just overhead.
Maturity Snapshot
Mostly hourly billing. Exposed to margin compression as AI speeds up delivery.
Significant staff time spent on work that doesn’t require senior expertise.
Some combination of team scale, AI adoption, or decision-maker authority.
Real pressure: clients questioning value, competitors moving, or fees under discussion.
No new service offerings in recent years.
Key Findings
You have a lot of routine, automatable work but you're still billing hourly for most of it. AI makes that work faster, which under hourly billing means smaller invoices for the same output. The billing model is the bottleneck.
Your service mix has a lot of automatable work, but AI adoption at the firm is still early. Getting tools in use across the team is the prerequisite before new offerings can take shape.
Your firm hasn't launched new service offerings recently. This is the widest gap. Whether AI compresses your margins or creates new revenue depends on what you decide to sell differently.
What’s Happening in Your Market
The Big Four invested more than $10 billion in AI since 2023 and are targeting mid-market clients that never justified their fee structures before. AI-native companies like Rillet are building to close books without accounting firms at all, and funded firms are going after the same accounting revenue. The compliance work is the smaller line; the services around it are where the money sits.
What Most Firms Haven’t Done Yet
The numbers below describe your field, not your firm. Your own snapshot is where you stand today. What follows is where the market is heading, and the room you still have to move first.
93% of accounting firms say they offer advisory services. Almost none have changed their pricing model, sales motion, or delivery structure to actually sell it. Advisory lives in the heads of senior practitioners, and it isn’t getting delegated, replicated, or scaled in that form. The firms that have made the shift run a different model, not a longer service list.
What Firms Like Yours Are Building
AI-powered financial health monitoring
Continuous analysis of client financials with proactive alerts. A subscription service, not an annual engagement.
Strategic tax planning advisory
AI handles the data crunching. Your team handles the strategy. Sold on value, not hours.
Fractional CFO service for mid-market clients
AI-augmented financial oversight for companies too small for a full-time CFO. Recurring monthly revenue.
The Numbers Behind It
93% of firms now offer advisory services, up from 83% one year earlier
Wolters Kluwer Future Ready Accountant 2025
The most modern accounting firms generate 23% more revenue per employee while spending the same 6% of revenue on technology
Rightworks 2025 Accounting Firm Technology Survey (494 firms)
Accountants using generative AI report 21% higher billable hours and support 55% more clients per week than non-users
MIT Sloan / Stanford field study, 2025 (79 firms, 277 accountants)
Accountants using AI close the month-end books 7½ days sooner than those who don’t
MIT Sloan / Stanford field study, 2025
Your Next Steps
- 1
List what your firm could build with the team and AI tools you already have. You can already build these; the hard part is choosing which one goes first.
- 2
Identify where AI changes the delivery model, not just the speed. A service that uses AI to monitor something continuously, flag issues proactively, or synthesize across data sources is a different service from one that produces the same report faster.
- 3
Spec one new offering where the delivery model, pricing, and value proposition are all different from what you sell today. If it looks like an existing service with AI bolted on, start over.
Go Deeper
Two ways to take this further.
The Map
$2,500
Two hours on your own service lines, and a map: which of them AI is about to change, and the two or three moves worth making first. Credited toward the Workshop.
The Workshop
$15,000
Two days from start to delivery, one on site with your senior team, then 2–3 offering briefs, specified and priced. Each names the first client to call, so you test before you build.
This is the gap between where your fees are and where they need to be. The three steps above are the what. The Workshop is the how. One day, and you leave with two or three offering briefs to close it, specified and priced.
AI Commercialization Assessment powered by the Upshift Maturity Model. Dimensions informed by research from McKinsey (State of AI 2025), Thomson Reuters / Georgetown (Legal Market Report 2026), AICPA (CAS Benchmark Survey 2024), and Hinge Research Institute (High Growth Study 2025). Maturity levels describe observable firm behaviors, not percentile rankings.