Crystal DiJoseph, Partner, ONE10 Advisors, LLC
July 2026 — Invest: sat down with Crystal DiJoseph to discuss how ONE10 Advisors is navigating a normalizing economic cycle, renewed capital activity, and the growing sophistication of Tampa Bay’s business landscape. “It’s extremely important that we’re always focused on giving back to the community, because we wouldn’t be a business today if it wasn’t for our local community.”
What changes over the past year have had the biggest impact on ONE10 Advisors, and how have they shaped your business?
Over the past year, we’ve seen sentiment move from waiting for things to get back to normal to actually seeing early signs of normalization. The year began with macroeconomic uncertainty, but by summer, activity picked up across commercial real estate and the broader Tampa Bay market. We’re not experiencing the extreme deal activity of the pandemic or the slowdown of recent years, but rather a healthier, more balanced rhythm.
That matters for us because macro conditions directly influence demand for our strategic finance and accounting services. The more activity there is and the more normal the environment becomes, the more clients rely on us to help them return to core financial fundamentals. As the market normalizes, we’re normalizing with it. It’s encouraging to see the business environment start to stabilize despite some continuing interest rate pressures.
Given Tampa Bay’s strong commercial and residential activity, how has demand evolved for real estate–related valuation or advisory support?
Our firm has long specialized in commercial real estate, private equity, and alternative investments, and that expertise is critical right now. When I say the market is normalizing, I mean that although deal closings are still slower than we expect in a fully active cycle, we’re seeing clear movement in capital formation.
Private equity groups, developers, and real estate sponsors are partnering again and securing commitments from retail and institutional investors who are ready to put capital back to work. Investors have more confidence, and we’re seeing more private funds formed, more syndications, and more individual deals moving under LOI, with financing terms becoming somewhat more predictable. It’s still difficult to get deals done, but savvy groups that can raise capital and underwrite key fundamentals are beginning to move again. That’s where our CFO and fund services capabilities come in: helping clients manage cash, reporting, and compliance prudently so they’re ready as momentum builds.
How has the firm’s business brokerage services division evolved, and what impact has it had on your business model?
Launching a new line of service was about adapting to the environment while preparing for the next cycle. As a CPA, you observe economic cycles differently. When the market weakens, fraud and litigation tend to increase, and we’ve seen several prominent fraud cases emerge recently — a typical sign of a cycle nearing its end. That told us we needed to position ourselves for what comes next.
Talent attraction remains challenging across finance and accounting. What is your strategy for building the right team?
Talent is extremely challenging in our field. During the pandemic, many experienced CPAs and finance professionals from the Baby Boomer generation retired. At the same time, when the economy performs extremely well, fewer young people enter accounting because other fields may seem more appealing. When the market tightens, that trend reverses, and accounting enrollment increases because people value job stability. Today we’re in more of a middle-ground environment. Our strategy is to prioritize cultural fit and technical expertise simultaneously.
We need people who are genuinely committed to adding value for clients. We rely heavily on our team’s networks for referrals and look for people who believe in our mission. We’ve also embraced a hybrid model that expands our talent pool. For example, someone based in Gainesville may come in every other week, and we remain open to remote candidates when the skill set is right. As larger corporations revert to 100% in-office, we’ve actually gained access to high-quality professionals seeking more flexibility. This hybrid approach has become a strong advantage for us.
Tampa Bay continues to rise as a business and investment hub. How are you leveraging your presence in this market, and what advantages does it offer?
Tampa provides tremendous advantages for a firm like ours. The region has experienced significant development, and the transformation of downtown Tampa, St. Petersburg, and Pasco County has created an environment of credibility and momentum. Being headquartered here matters — clients appreciate that we’re in the center of a market that has seen rapid growth and redevelopment. Although many of our clients are spread across the United States, including Texas, Colorado, California, New York, and Chicago, Tampa gives us a competitive edge.
Florida’s cost of living, while rising, is still lower than many major metros, and the absence of state income taxes reduces overhead and compensation pressures. That allows us to deliver high-value services at a more competitive cost structure compared to firms based in cities like New York or Chicago. Florida’s business-friendly environment, combined with the strength of the Tampa Bay region, enhances both our credibility and our ability to compete nationally.
How does ONE10 Advisors partner with local institutions and support the community?
We truly love Tampa, and our firm exists because of this community. The majority of our early clients are based here, and many have become personal friends. When we founded ONE10, my business partner and I wrote our motivations on a whiteboard, and in both of our top three was the desire to give back to our community. That commitment remains central to who we are. I often say that it’s extremely important that we’re always focused on giving back to the community, because we wouldn’t be a business today if it wasn’t for our local community.
We support that mission in several ways. I serve on the board of directors at our local university, where we plan Tampa’s largest conference for accounting professionals. As a firm, we do quarterly charity events — recently delivering meals with Meals on Wheels, and before that spending a day walking dogs at an animal shelter. These initiatives are fulfilling, build team cohesion, and make a real impact. We believe community engagement should be a priority for all business leaders in Tampa.
Looking ahead, what are your goals and priorities for ONE10 Advisors over the next two to three years?
In the next two to three years, our priority is to grow our team and expand our national footprint while continuing to bring revenue and opportunity back into the Tampa Bay region. Just like many of our clients, we’re focused on fundamentals — we call it “positioning for growth.” We’ve put the foundational systems and processes in place to support the next phase of our development, and we believe those fundamentals will accelerate our trajectory. Our goal is to double or even triple in size over the next three years. We’re confident in that path because of the groundwork we’ve laid and the opportunities we see in both Tampa Bay and our national markets.
