By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms
Last updated: 2026 | 14-minute read
The Short Answer (TL;DR)
Most CPA firms do not need more “training software.”
They need a workforce development system.
There is a major difference.
Training software gives people content.
A workforce development platform builds capability.
Training software tracks completion.
A workforce development platform tracks readiness.
Training software says, “They watched the lesson.”
A workforce development platform answers the question every managing partner actually cares about:
Can this person do the work, think through the issue, communicate with the client, and grow into the next role?
That is the real problem inside accounting firms right now.
Your firm is not struggling because there are not enough videos, checklists, or CPE courses in the world. Your firm is struggling because knowledge lives in the heads of your busiest people. New hires still depend on managers for the same explanations. Staff often learn by shadowing whoever happens to be available. Advisory work is expected, but advisory judgment is rarely trained intentionally. And AI is removing many of the repetitive tasks that used to build professional judgment through experience.
That is why the category has to change.
An LMS is not enough.
CPE is not enough.
A checklist is not enough.
Shadowing is not enough.
Modern CPA firms need an accounting workforce development platform that protects institutional knowledge, builds technical execution, develops advisory judgment, and gives people a visible path from new hire to future partner.
That is what SkillAbility was built to do.
Who I Am and Why You Should Listen
I have been in public accounting since 1990.
I founded my own firm in 1993. In 2001, we merged into what became Howard, Howard and Hodges. Over the years, we grew from a small local firm into a multi-location accounting firm serving small businesses, professional practices, and closely held companies.
I did not build SkillAbility because I wanted to be in the software business.
I built it because I was tired of watching the same problem repeat itself inside real CPA firms:
A new person joins the team.
A manager explains the basics.
Then explains them again.
Then explains them again.
Then reviews work that should have been right the first time.
Then the partner wonders why capacity is tight, why managers are burned out, why new hires take so long to become productive, and why high-potential people leave before they ever become advisors.
That is not just a training problem.
That is a systems problem.
And systems problems require systems answers.
What Is an Accounting Workforce Development Platform?
An accounting workforce development platform is a structured system that helps CPA and accounting firms develop people across the full career path: technical execution, professional judgment, advisory capability, and future leadership.
It is not just a place to store courses.
It is not just a video library.
It is not just a compliance tracker.
It is not just CPE.
A true accounting workforce development platform helps a firm answer four questions:
- Can our people do the work correctly?
- Can they work independently without constantly interrupting managers?
- Can they grow beyond task processing into judgment and advisory conversations?
- Can we develop the next generation of leaders before succession becomes urgent?
That is a much bigger job than “training.”
Training is one component. Workforce development is the operating system around it.
Why CPA Firms Are Outgrowing Traditional Training Software
Most learning platforms were not built for accounting firms.
They were built for generic employee education.
That is why they usually focus on things like:
- course completion
- learner engagement
- content libraries
- certificates
- user dashboards
- compliance tracking
Those things are not useless. But they are not the heart of the problem.
A managing partner does not wake up at 2:00 a.m. worried that employees need a prettier course dashboard.
They worry about questions like:
- Why does every new hire require so much manager time?
- Why does everyone do the same task differently?
- Why do staff keep asking the same questions?
- Why do we lose knowledge every time an experienced employee leaves?
- Why are our people technically trained but not advisory-ready?
- Why do good employees leave when they do not see a future here?
- Who is going to lead this firm in five or ten years?
That is the difference between a training conversation and a firm-value conversation.
Training software answers, “Did they complete the course?”
Workforce development answers, “Can the firm scale because of what they can now do?”
The AICPA’s 2025 Trends report shows firms still expect hiring demand while the accounting talent pipeline remains under pressure.
The Hidden Problem: Your Firm Runs on Trapped Knowledge
Every accounting firm has two systems.
The formal system is what you think runs the firm.
That includes your workflow tools, software stack, engagement letters, checklists, tax software, bookkeeping procedures, client communication templates, and review process.
The informal system is what actually runs the firm.
That includes:
- what your best manager remembers
- what your senior bookkeeper knows from experience
- what your tax reviewer catches instinctively
- what your partner explains in hallway conversations
- what your administrator knows but never documented
- what your best people have learned after years of mistakes, fixes, and client conversations
That informal knowledge is incredibly valuable.
It is also incredibly fragile.
If it only lives inside people, it can walk out the door.
That is key-person risk.
And in many firms, the greatest key-person risk is not one client relationship or one partner.
It is the knowledge trapped inside the few people everyone else depends on.
That is why the future of accounting firm training is not just “more courses.”
It is knowledge transfer.
Shadowing Was Never a Training Strategy
For decades, accounting firms trained people through shadowing.
We put a new hire next to an experienced person and said, “Watch what they do.”
That worked better when firms had more time, more repetitive work, more senior capacity, and less technology change.
But shadowing has serious problems.
It is inconsistent.
One new hire gets a patient trainer. Another gets a manager during deadline week.
It is incomplete.
The new hire only sees the work that happens to come across the desk during that window.
It is expensive.
Your best people become part-time trainers every time someone new joins the firm.
It is hard to measure.
You may know someone “sat with Susan for two weeks,” but you may not know whether they can actually process the work independently.
And it creates dependency.
The learner keeps going back to the person who showed them the work instead of learning through a repeatable system.
Here is the uncomfortable truth:
Shadowing feels practical because it happens near real work. But proximity to work is not the same as structured development.
A new hire does not need to merely observe how your firm works.
They need to practice it, prove it, repeat it, and eventually think beyond it.
Why CPE Does Not Solve the Staff Development Problem
CPE has a place.
I am not anti-CPE. I have taken more CPE than I care to remember.
But CPE is usually designed to update knowledge. It is not designed to build day-to-day firm capability.
CPE often answers questions like:
- What changed in the law?
- What does the new standard require?
- What are the latest planning considerations?
- What do I need for compliance?
Those are important.
But they are different from:
- Can this staff person close a clean month?
- Can this new bookkeeper reconcile the account?
- Can this tax preparer understand the return before it gets reviewed?
- Can this senior explain an issue to a client?
- Can this manager spot an advisory opportunity?
- Can this future partner understand firm economics?
Those are development questions.
CPE helps professionals stay current.
A workforce development platform helps a firm build capability.
Do not confuse the two.earn by whatever work shows up
The AI Shift Makes Workforce Development More Urgent
The accounting profession has always used repetitive work as its apprenticeship model.
You entered transactions.
You reconciled accounts.
You prepared returns.
You reviewed workpapers.
You made mistakes.
Someone corrected you.
Over time, you built pattern recognition.
That was how judgment developed.
But AI and automation are now absorbing many of the repetitive tasks that used to train the next generation.
The Journal of Accountancy recently asked the right question: how will accountants learn when AI does the work? The point is simple but serious. As entry-level tasks are automated, training has to shift toward judgment, simulation, continuous upskilling, and conceptual understanding.
That is exactly where firms need to pay attention.
If AI does more of the mechanical work, your people still need to understand what the work means.
They need to supervise the output.
They need to question the result.
They need to recognize when something is wrong.
They need to explain what the numbers mean to a client.
You cannot supervise what you never learned to do.
That means the old “learn by whatever work shows up” model is breaking.
CPA firms need to manufacture development intentionally.
That requires simulation.
It requires repetition.
It requires assessments.
It requires feedback.
It requires advancement pathways.
It requires a system.
The Difference Between Training and Workforce Development
Here is the simplest way I can explain it:
Training teaches a task.
Workforce development builds a professional.
Training says, “Here is how to reconcile a bank account.”
Workforce development says, “Here is how bank reconciliation fits into monthly close, financial statement accuracy, client confidence, manager review, and future advisory work.”
Training says, “Here is how to prepare this return.”
Workforce development says, “Here is how preparation leads to review readiness, tax planning awareness, client communication, and eventually advisory judgment.”
Training is event-based.
Workforce development is pathway-based.
Training can be completed.
Development compounds.
That is the real shift CPA firms have to make.
What a Real Accounting Workforce Development Platform Should Include
Not every system that calls itself a training platform is a workforce development platform.
For accounting firms, the system should include at least six components.
1. Technical Execution
The first question is still basic:
Can they do the work?
Before someone can advise a client, they need to execute safely.
They need to understand the accounting cycle, software workflows, monthly close, payroll, sales tax, tax preparation, workpapers, and review expectations.
This is where many firms make a mistake.
They try to skip technical repetition because they want advisory growth.
But advisory without execution creates chaos.
If the numbers are wrong, the advice is weak.
If the staff cannot execute, managers get pulled back into teaching fundamentals.
If managers are teaching fundamentals all day, they are not reviewing, leading, or advising.
Execution matters.
It is the base of the mountain.
2. Simulation-Based Practice
A strong workforce development platform should not rely only on videos.
People need to do the work.
For accounting firms, that means realistic sample sets, actual software workflows, month-by-month practice, payroll situations, year-end issues, tax preparation scenarios, and client-like data.
The point is not exposure.
The point is repetition.
If someone processes one clean example, they have seen the concept.
If they process a full simulated client year, they begin building confidence.
That is where development starts to become measurable.
3. Gated Assessments
That may be the most important sentence in this entire article.
Just because someone watched a lesson does not mean they can apply it.
A workforce development platform needs assessments that test whether the person’s work product is actually correct.
Can they answer questions based on the financial statements they prepared?
Can they identify the correct sales tax result?
Can they move forward only after demonstrating readiness?
This matters because it protects manager time.
The system should catch obvious gaps before the manager has to.
4. Knowledge Transfer
Your firm already has valuable knowledge.
The issue is whether that knowledge is transferable.
A workforce development platform should help standardize:
- how work gets done
- how software is used
- how client files are processed
- how review expectations are taught
- how staff progress is measured
- how employees move from one role to the next
This is where the system becomes more than training.
It becomes infrastructure.
5. Advisory Judgment
Execution builds stability.
Judgment builds value.
The firms that want advisory revenue cannot simply tell staff to “be more advisory.”
That does not work.
Advisory is not a personality trait.
It is a skill path.
People need to learn how to:
- interpret financial information
- identify risk
- explain findings
- ask better client questions
- manage expectations
- communicate bad news
- connect compliance work to business decisions
- know when to escalate
Most firms say they want this.
Very few train it intentionally.
6. Leadership and Succession Pathways
The final stage is ownership thinking.
At some point, the question changes from:
“Can this person do the work?”
to:
“Can this person help build the firm?”
Future leaders need to understand more than accounting and tax.
They need to understand:
- client portfolio management
- firm economics
- team leverage
- capacity planning
- mentoring
- profitability
- advisory opportunity identification
- succession
- key-person risk
- client transition
That is not generic leadership training.
That is firm continuity.
And it cannot wait until the year before a partner wants to retire.
The BASE → MAPS → Summit Framework
This is the reason we moved away from thinking of SkillAbility as just an LMS.
The problem is bigger than learning management.
The better structure is a development pathway.
At SkillAbility, we organize that pathway as:
BASE → MAPS → Summit
Each stage has a different purpose.
BASE: Build Technical Execution
BASE stands for Business Accounting Skills Engine.
This is the technical execution foundation.
BASE is where new hires, bookkeepers, staff accountants, and tax preparers learn how the work is actually done.
The goal is simple:
Can this person execute safely?
BASE includes hands-on development around accounting, tax, software workflows, payroll basics, financial statement preparation, monthly close, sample sets, assessments, and new hire readiness.
In plain English:
BASE helps answer whether someone can actually do the work before they are turned loose on live client files.
That matters because firms lose enormous time when people learn fundamentals through mistakes on real work.
I would rather know early.
If someone is going to struggle, I want the system to show that quickly.
If someone is capable, I want them moving toward independence as fast as possible.
MAPS: Develop Advisory Judgment
MAPS stands for Modern Advisor Professional Series.
This is where the firm moves beyond task execution.
MAPS helps accounting professionals develop the skills that make them more valuable than the work itself.
That includes:
- client communication
- professional presence
- explaining accounting concepts simply
- presenting findings
- delivering bad news
- active listening
- discovery conversations
- managing expectations
- financial interpretation
- advisory thinking
- strategic tax planning
- industry specialization
This is the missing middle in most firms.
They train people technically.
Then one day they expect them to talk to clients, think strategically, and spot advisory opportunities.
That is not a plan.
That is hope.
MAPS exists because advisors are built, not wished into existence.
Summit: Prepare Future Leaders
Summit is the leadership and ownership pathway.
But I want to be careful with the word “leadership.”
A lot of leadership training is vague.
Summit is not about motivational quotes, personality theory, or generic management language.
Summit is about firm continuity.
It is about preparing high-potential professionals to think like owners.
That includes firm economics, profitability, client portfolio leadership, capacity planning, team leverage, succession readiness, key-person risk, and future partner thinking.
The question is not merely:
“Can this person manage people?”
The question is:
“Can this person help protect and build the firm?”
That is a different standard.
Why This Matters for Firm Owners
A workforce development platform is not an employee benefit.
It is a firm strategy.
That may sound blunt, but it matters.
If your people are underdeveloped, the firm pays for it everywhere.
You pay for it in manager interruptions.
You pay for it in rework.
You pay for it in slow ramp-up.
You pay for it in missed advisory opportunities.
You pay for it when good people leave.
You pay for it when experienced people retire and take institutional knowledge with them.
You pay for it when partners cannot step back because no one underneath them is ready.
This is why “training” is too small of a category.
The real category is firm capacity.
The real category is knowledge transfer.
The real category is workforce scalability.
Broader workforce research continues to show that skill gaps are affecting organizations’ ability to complete priority work.
The Manager Bottleneck: The Cost Nobody Measures
Every firm owner knows manager time is valuable.
Very few firms measure how much of it gets consumed by repeated explanations.
Here is the pattern:
A staff person gets stuck.
They ask the manager.
The manager explains.
The staff person moves forward.
Then another staff person asks the same question.
Then another.
Then the same person asks again two weeks later.
The manager becomes the search engine for the firm.
That is not scalable.
Managers should review work, coach judgment, and handle exceptions.
They should not be the permanent help desk for fundamentals.
A workforce development platform gives staff somewhere else to go first.
That does not eliminate manager involvement.
It makes manager involvement more valuable.
The manager reviews instead of re-teaches.
That difference is where capacity is recovered.
Why Checklists and SOPs Are Not Enough
I like checklists.
I like SOPs.
Firms need documentation.
But documentation alone does not build capability.
A checklist can tell someone what steps to follow.
It cannot always teach them why those steps matter.
An SOP can document a process.
It cannot verify whether the person understands the judgment behind the process.
A workflow can move a task.
It cannot develop a professional.
That is why SOPs and checklists should support workforce development, not replace it.
The firm needs both:
- documented processes
- structured practice
- assessment
- feedback
- role progression
- advisory development
- leadership pathway
A checklist is a tool.
A workforce development platform is the system.
What Firms Get Wrong About New Hire Productivity
Most firms measure new hire productivity too late.
They wait until someone has already been on payroll for weeks or months.
By then, managers have invested time. Clients may have been affected. Morale may already be strained. And if the hire is not working out, the firm has already paid a hidden tax.
The better question is:
How quickly can we know what this person can actually do?
That is where structured development changes the economics of hiring.
You do not want to guess based on a resume.
You do not want to rely only on interviews.
You do not want to discover six months later that someone cannot apply what they claimed to know.
You want early evidence.
Can they complete the work?
How long does it take?
Where do they get stuck?
Do they understand what they are producing?
Can they improve?
Can they move from dependence to independence?
That is the point of a development system.
The Retention Connection: People Stay Where They See a Future
A lot of firms treat retention as a salary problem.
Sometimes it is.
But not always.
High performers do not stay for endless task processing.
They stay where they see a future.
They want to know:
- What am I becoming here?
- What is the next rung?
- How do I grow?
- How do I become more valuable?
- How do I move from compliance to advisory?
- Is there a path to leadership?
- Does this firm invest in me intentionally?
If the answer is vague, they will eventually look elsewhere.
This is another reason workforce development matters.
A visible development pathway is a retention tool.
BASE gives them confidence.
MAPS gives them advancement.
Summit gives them a future.
That is not just training language.
That is retention language.
The Advisory Gap: You Cannot Sell Advisory If Your People Cannot Deliver It
Many accounting firms want more advisory work.
That makes sense.
CAS and advisory services continue to be major growth opportunities across the profession. But advisory growth requires more than a pricing model or a new service page.
It requires people who can deliver advisory value.
That means employees need to know how to interpret financial information, communicate clearly, identify patterns, ask better questions, and help clients understand decisions before they become problems.
The technician closes the books.
The advisor helps the client understand what the books are saying.
Those are different skills.
If a firm wants advisory revenue but only trains task completion, there is a mismatch.
MAPS is designed to close that mismatch.
The advisory opportunity is real, but it only becomes profitable when firms have people capable of delivering insight, not just completed work.
A Practical Test: Do You Need a Workforce Development Platform?
Ask yourself these questions.
If the answer to most of them is yes, your firm does not just need more training content. You need a workforce development system.
New Hire Development
- Do new hires depend heavily on managers during the first 30 to 90 days?
- Do different managers train people differently?
- Do you struggle to know whether a new hire can actually apply what they know?
- Do resumes and interviews fail to predict real performance?
- Do new hires ask the same basic questions repeatedly?
Manager Capacity
- Are your managers constantly interrupted with fundamentals?
- Are reviewers teaching instead of reviewing?
- Do senior people spend too much time explaining work that should be standardized?
- Does your firm lose billable capacity during onboarding?
Knowledge Transfer
- Does important knowledge live in the heads of a few people?
- Would the firm struggle if a key manager or senior bookkeeper left?
- Are processes documented but not truly learned?
- Do employees rely on “ask Susan” more than a system?
Advisory Growth
- Do you want more advisory work but lack advisory-ready staff?
- Are technical people uncomfortable in client conversations?
- Do staff know how to prepare the numbers but not explain what they mean?
- Do client-facing skills vary widely across the firm?
Retention and Succession
- Do high performers leave because they do not see a future?
- Do you lack a clear path from staff to senior to manager to future partner?
- Is succession planning more of a concern than an actual system?
- Are future leaders being developed intentionally?
If those questions hit close to home, the issue is not effort.
Your people may be working hard.
Your managers may be trying.
Your firm may already care deeply about development.
But effort without a system does not scale.
If these questions describe your firm, the issue is not effort. It is infrastructure. See how SkillAbility turns onboarding, knowledge transfer, and advancement into one development pathway.
What an Accounting Workforce Development Platform Should Produce
The outcome is not a certificate.
The outcome is a stronger firm.
A properly built platform should help produce:
- faster new hire productivity
- fewer repeated manager explanations
- more consistent execution
- better early performance visibility
- stronger review readiness
- clearer staff advancement
- better advisory capability
- improved retention
- reduced key-person risk
- stronger succession planning
- more scalable firm capacity
That is why I keep pushing firms to stop thinking in terms of “training.”
Training is the activity.
Capability is the result.
Firm capacity is the business outcome.
How SkillAbility Fits
SkillAbility is an accounting workforce development and knowledge transfer platform built specifically for CPA and accounting firms.
It is organized around the real progression of an accounting career:
BASE → MAPS → Summit
BASE builds technical execution.
MAPS develops advisory judgment.
Summit prepares future leaders.
This structure matters because a firm does not need disconnected training content.
It needs a path.
A new hire needs to learn the work.
A capable professional needs to think beyond the work.
A future leader needs to help build the firm.
That is the mountain.
And the firms that build that progression deliberately will have an advantage over the firms still hoping development happens through osmosis.
Frequently Asked Questions
What is an accounting workforce development platform?
An accounting workforce development platform is a structured system that helps CPA and accounting firms develop employees from technical execution to advisory judgment to future leadership.
Unlike generic training software, it is designed around the actual career path inside accounting firms. It helps firms standardize knowledge transfer, reduce manager dependency, improve new hire productivity, develop advisors, and create a clear path for employee advancement.
How is a workforce development platform different from an LMS?
An LMS usually manages learning content, users, course completion, and certificates.
A workforce development platform goes further. It is designed to build capability, measure readiness, transfer firm knowledge, reduce repeated manager explanations, and support long-term career progression.
An LMS asks, “Did they complete the course?”
A workforce development platform asks, “Can they do the work, think through the issue, and grow into the next role?”
Is SkillAbility an LMS?
SkillAbility includes learning management functionality, but that is not the best way to understand it.
SkillAbility is better described as an accounting workforce development and knowledge transfer platform. It uses structured pathways, hands-on practice, assessments, and professional development content to help firms develop people from new hire to future partner.
The LMS is the container.
The development pathway is the value.
Why do CPA firms need workforce development?
CPA firms need workforce development because the old model of training through shadowing, repetition, and manager explanations is breaking.
Managers are stretched thin. AI is changing entry-level work. Clients expect more advisory insight. High performers want visible growth. And firm knowledge is often trapped inside a few experienced people.
A workforce development platform helps make growth intentional instead of accidental.
What is the best way to train accounting staff?
The best way to train accounting staff is through structured, role-specific development that combines instruction, realistic practice, software workflows, assessments, feedback, and a clear advancement path.
For accounting firms, that means employees should not merely watch videos or shadow another employee. They should practice real firm workflows, prove readiness, and continue developing from technical execution into advisory judgment.
Why is shadowing not enough for accounting firm onboarding?
Shadowing is inconsistent, hard to measure, and expensive.
It depends too heavily on who is available to train, what work happens to appear during the training period, and how much time the manager has to explain. It also creates dependency because the new hire keeps returning to the same person for answers.
Structured development gives new hires a repeatable path and gives managers more consistent expectations.
How does workforce development reduce manager interruptions?
A workforce development platform reduces manager interruptions by giving staff a reliable place to learn, practice, and return when questions arise.
Instead of asking a manager to explain the same fundamentals repeatedly, employees can use the system to build baseline competence. Managers still coach and review, but they spend less time re-teaching basic procedures.
The goal is not to remove managers from development.
The goal is to make their involvement more valuable.
How does SkillAbility help with advisory services?
SkillAbility helps with advisory services through MAPS, the Modern Advisor Professional Series.
MAPS develops the skills that technical training often misses: client communication, financial interpretation, professional presence, advisory thinking, expectation management, discovery conversations, and business advisory judgment.
This helps firms develop advisors instead of merely hoping technical staff become advisory-ready on their own.
How does workforce development improve retention?
Workforce development improves retention by giving employees a visible path forward.
High performers are less likely to stay in firms where the future is unclear and the work feels like endless task processing. A structured pathway helps employees see how they can grow from new hire to capable professional, advisor, manager, and future leader.
People stay where they see a future.
Is this only for large CPA firms?
No.
In many ways, small and mid-sized firms need workforce development even more because they are more exposed to key-person risk.
In a 10- to 50-person firm, losing one experienced manager, senior bookkeeper, or tax reviewer can create a serious capacity problem. A development platform helps make knowledge transferable before the firm is forced to react.
What is BASE in SkillAbility?
BASE stands for Business Accounting Skills Engine.
It is the technical execution pathway inside SkillAbility. BASE helps new hires and early-career professionals learn accounting, tax, software workflows, monthly close, payroll, financial statement preparation, sample sets, and readiness assessments.
The purpose of BASE is to help employees execute safely before they are expected to perform independently on live client work.
What is MAPS in SkillAbility?
MAPS stands for Modern Advisor Professional Series.
It is the advisor development pathway inside SkillAbility. MAPS helps accounting professionals move beyond task completion into financial interpretation, client communication, advisory thinking, and professional judgment.
The purpose of MAPS is to develop advisors, not just task processors.
What is Summit in SkillAbility?
Summit is the future leadership pathway inside SkillAbility.
It helps firms develop high-potential employees into future leaders who understand ownership thinking, firm economics, client relationships, team leverage, capacity planning, succession, and key-person risk.
Summit is not generic leadership training.
It is succession infrastructure.
The Bottom Line
Accounting firms do not have a content problem.
They have a development problem.
More videos will not fix a firm where knowledge is trapped inside managers’ heads.
More CPE will not fix a firm where staff cannot apply what they learn.
More checklists will not fix a firm where no one is building judgment.
More shadowing will not fix a firm where managers are already overloaded.
The firms that win the next decade will be the firms that can develop people intentionally.
They will protect knowledge before it walks out the door.
They will build technical execution before client work is at risk.
They will develop advisory judgment before they promise advisory services.
They will prepare future leaders before succession becomes urgent.
That is the shift.
Training is not the goal.
Independence is.
Capability is.
Firm capacity is.
And the path from new hire to future partner has to be built on purpose.
Want to see what an accounting workforce development platform looks like when it is built specifically for CPA firms?
Schedule a 10-minute SkillAbility demo.
We will show you how BASE builds execution, MAPS develops advisory judgment, and Summit prepares future leaders — all inside one structured pathway designed to help your firm protect knowledge, develop people, and scale capacity.
To your firm’s capacity,
Vincent Howard, CPA
Managing Partner, Howard, Howard and Hodges
SkillAbility for Accounting Firms
Author Bio
Vincent Howard, CPA has practiced public accounting since 1990. He holds a Master’s degree in Taxation and serves as Managing Partner of Howard, Howard and Hodges, a Florida-based accounting firm serving small businesses, professional practices, and closely held companies. Vincent built SkillAbility from inside a working accounting firm to solve the real-world problems of knowledge transfer, new hire development, manager capacity, advisory readiness, and future firm leadership.