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Advisory services have long been positioned as the future of accounting. For many firms, it has remained more of an aspiration than a fully executed strategy.

In this episode, Rob Brown and Chelsea Summers break down what is actually happening inside firms today. Drawing on IPA data and ongoing conversations with firm leaders, they explore whether advisory is truly taking hold or still largely conceptual.

The data shows meaningful movement. Advisory now represents roughly one-third of firm revenue across IPA firms. That signals a real shift away from a purely compliance-driven model.

But the more important question is why this shift is happening now.

Several forces are converging:

1. Client expectations are changing, with businesses looking for guidance, not just reporting
2. Technology is automating compliance work, limiting its growth potential
3. Talent expectations are shifting, with professionals seeking more consultative and client-facing roles

At the same time, advisory is not something firms can simply layer on.

It requires changes across the firm, such as:

1. Pricing models
2. Training and skill development
3. Leadership alignment
4. Success measurements

It also requires a different mindset. One focused on insights and outcomes, not just efficiency and utilization.

Looking ahead, the conversation highlights a broader transition. The past decade was about recognizing advisory as an opportunity. The next decade will be about scaling it.

Firms that invest in leadership, client relationships and specialized expertise are more likely to succeed. Others may continue to struggle to move beyond compliance.