Craig Armstrong, Managing Partner, Veridian Accountants & Advisors

Invest: sat down with Craig Armstrong, managing partner of Veridian Accountants & Advisors, to discuss the firm’s relationship-based model, the evolving role of CPA firms, and why accounting must better communicate its value to the next generation. “We are not trying to be a high-volume firm. We want to provide a higher level of service,” Armstrong said.

How does Veridian put its holistic approach to client financial health into practice across tax, audit, and advisory services?

It starts with commitment at the top. There has to be a common vision and foundational principles that guide how we operate. Veridian is just over a year old, but it was created at a crossroads not only for our previous firm, Hancock Askew & Co., but for many CPA firms across the industry.

When Hancock Askew made the decision to sell to Baker Tilly, we felt that South Florida required a different approach. The demographics, the client base, and the business environment here are unique. We believe this is a relationship-based market, and relationships are not scalable. They require time and trust.

We made the decision to separate amicably and build a firm that prioritizes fewer clients, fewer billable-hour pressures, and deeper relationships. In our first year, this has allowed us to reconnect with clients in a meaningful way. They know that the fees they are paying are going toward service and not toward an eventual exit strategy.

What specific practices or behaviors have been most effective in earning and maintaining client trust?

The required skill set in our industry has changed. The traditional view of an accountant sitting behind a desk doing calculations is no longer accurate. Today, building trust depends heavily on communication and emotional intelligence.

We focus on being active listeners. We work to be empathetic and nonjudgmental, because many of the issues we deal with have emotional components, especially when they involve family businesses or personal wealth.

Another key factor is reliability. We do not overpromise, but when we say yes to something, we deliver. If there is a problem, we address it directly with the client before it becomes an issue elsewhere. Over time, that consistency builds trust.

From a talent perspective, we look for individuals who can communicate effectively. You can be extremely knowledgeable technically, but if you cannot explain things clearly to a client, it limits your effectiveness.

How do you attract and retain top accounting talent in a competitive market while preserving that personalized service model?

We have a competitive advantage because we know who we want to be as a firm. We are willing to pay top dollar for strong talent, but what really differentiates us is the experience we offer.

The industry has shifted away from selling time to selling knowledge. Technology and AI have changed the traditional billing model. If we are not developing intellectual capital, then we become a commodity provider.

We look for people who are intellectually strong, but also coachable and willing to grow. If someone is not willing to evolve, they are effectively competing with technology, and they will lose.

I also recognize that larger firms offer great opportunities, especially for those who want international exposure or experience with large corporations. Not everyone wants that path. We offer an alternative for people who want a more personal, relationship-driven environment.

We also take an intentional approach to recruiting. We engage with students early, bring them into the office, and show them what a career in accounting really looks like. That helps reshape the perception of the industry and creates stronger long-term relationships.

What qualities matter most when you evaluate talent for the firm?

We are intentional about who we bring into the firm. Beyond technical ability, we look for people who are collaborative, thoughtful, and service-oriented.

I ask every candidate if they consider themselves a nice person. Then I ask them to tell me the last nice thing they did for someone else. It is not about catching them off guard, but about understanding how they think.

We want people who are servant-minded and who genuinely want to help others solve problems. Culture matters, especially in a mid-sized firm. One difficult personality can create significant challenges for the team.

We also want people who are willing to step outside their comfort zone, whether that is picking up the phone to call a client or developing stronger interpersonal skills. Those are critical to the type of service we provide.

How do you tailor services for both businesses and individuals while maintaining consistency and quality?

It starts with being selective about the clients we take on. We need to understand both our strengths and the complexity of each client relationship.

We separate our services into commoditized and noncommoditized work. Commoditized services, such as tax preparation and assurance, require consistency and efficiency. In those areas, we focus on streamlined processes.

For noncommoditized services, such as tax planning or transaction advisory, the approach has to be tailored. Many of our clients have complex family structures, generational wealth considerations, or unique business dynamics that require a customized strategy.

To maintain quality, we have intentionally reduced our client base. Over the past 18 to 24 months, we have let go of close to 20% of our clients so that we can dedicate more time to those we serve. We are not trying to be a high-volume firm. We want to provide a higher level of service.

How do you see the CPA industry evolving over the next few years, and where is Veridian investing to stay ahead?

We are well positioned because we remain independent. We answer to our clients, and really nobody else, for that matter. That allows us to make decisions that align with our strategy.

Technology, particularly AI, is going to play a major role in the future of the industry. I do not see it as a threat. I see it as a powerful tool.

The pace of business has accelerated significantly. Transactions that used to take months can now be completed in weeks because data can be processed much faster. Firms that embrace technology can become more responsive and provide better insights to their clients.

We are investing in technology with the goal of becoming smarter and more effective advisors. It is not about replacing people, but about enhancing our ability to serve clients.

What broader point about the profession would you like to add?

I would highlight the sense of collaboration within the CPA profession. While we are often viewed as risk-averse, I think there has been a real effort, particularly in South Florida, to strengthen the industry and educate the public.

We are working together to elevate the profession and demonstrate its value. When there is trust and collaboration within the industry, it allows us to move forward more effectively and better serve our clients.