If you want different results, you need a different model.
That was the underlying theme of the recent Future Firm webinar, “What the Top 50 Modern Firms Do Differently,” where Nimbl’s CEO & Founder, Dave Olsen, joined a panel of forward-thinking firm leaders to share how modern firms are breaking old rules—and why it’s working.
Below, we’re recapping some of the most valuable insights from the conversation and what they mean for any firm looking to scale without burning out.
1. Price for Value, Not Hours
One of the strongest patterns across the top 50 firms?
They charge more—while working less.
The reason isn’t magic. It’s math.
At Nimbl, we’ve always leaned toward value pricing, and Dave explained how anchoring fees to outcomes (rather than time spent) helps shift incentives across the board. When you’re not billing hourly, efficiency becomes the profit driver—not overwork.
Other panelists shared similar success stories from implementing tiered pricing models, setting client expectations earlier, and anchoring proposals to what clients actually want (not just what they think they need).
2. Build Around Teams, Not Partners
Instead of the traditional partner model, Nimbl is set up with a corporate structure with function-specific leadership. Early on, we invested in non-accounting specialists across sales, marketing, people, and IT—all empowered to own their roles.
Why? Because when leadership is distributed across clear lanes, decisions are faster, clients are better served, and owners can actually lead instead of doing everything themselves.
3. Set Boundaries. And Stick to Them.
Whether you’re a solo founder or managing a 40-person team, boundaries are non-negotiable.
Dave shared how the billable hour culture traps firm leaders into rewarding inefficiency—and how fixed-fee pricing and role clarity have helped Nimbl’s leadership stay focused on strategic work. That means less firefighting and more planning, more innovation, and better outcomes for clients.
Other panelists echoed the importance of delegating functions (not just tasks), hiring experienced leaders early, and documenting processes so teams can execute without constant hand-holding.
4. Prioritize Community
Dave spent ten years building in isolation—unaware of how many leaders in the accounting space were solving the same challenges.
After he began connecting with peers, meeting with coaches, and attending events, Nimbl’s growth accelerated.
The modern firm is not a solo act. It’s collaborative. It’s community-driven.
Whether you’re hiring, systemizing, or exploring new tech, surrounding yourself with a community of builders can compress years of trial and error into a few focused conversations.
Intentional Growth > Traditional Growth
Future Firm’s top 50 firms weren’t chosen because they were the biggest—they were chosen because they were the most intentional.
They’re doing less to accomplish more.
They’re charging smarter, hiring better, and leading with clarity.
And most importantly—they’re building firms they actually want to run.
If your firm is ready to shift from reactive to strategic, these lessons aren’t just inspiring—they’re implementable.
At Nimbl, we’re proud to be part of this movement—and we’re always happy to share what’s worked (and what hasn’t) along the way.
