Kim Hartsock, Local Partner in Charge, Warren Averett

In an interview with Focus:, Kim Hartsock, Local Partner in Charge at Warren Averett, detailed how Atlanta’s resilient economy is fueling a competitive war for talent. Hartsock explained that the region’s growth is linked to evolving business demand. “We continue to see tremendous growth, responding to it by attracting great  clients and talent, adapting with technology or additional services needed to meet the business community’s demands,” Hartsock said.

What have been the most meaningful changes in Atlanta’s business landscape over the past year, and how have they affected your work with clients?

Georgia, and metro Atlanta, continues to be the No. 1 place to do business. We continue to see tremendous growth, responding to it by attracting great clients and talent, adapting with technology or additional services needed to meet the business community’s demands. We want businesses and talent to choose our region. It’s constantly changing, but the priority remains maintaining our quality and level of excellence.

Given the economic uncertainty, how are you advising clients to navigate potential challenges?

Talent acquisition remains a top priority across industries and clients. For years, a competitive landscape has made retention difficult due to high earning potential. While some industries have seen relief, ours continues to face challenges. Beginning in 2025, the number of high school graduates will decline for at least the next decade, reducing the pool of college graduates entering the workforce. Combined with the retiring baby boomer generation — more than 75% of CPA license holders are over 65 — this will further tighten the talent pipeline. 

To differentiate in this war for talent, we focus on our culture of developing and retaining top talent. We have been recognized as a Best Place to Work by the AJC and Atlanta Business Chronicle, and as a Top CPA firm by Accounting Today.

From your perspective, how are schools and businesses incorporating AI?

As a board member of my alma mater, Georgia Southern University Foundation, I often hear from faculty about embracing AI. Initially, higher education resisted these tools. Now, there’s growing recognition that AI will be integral to students’ future careers. Just as earlier generations grew up with computers, today’s students see AI tools as the norm — they’ll never know a career without them. Rather than banning AI, we must teach its ethical and responsible use. AI can improve efficiency and help address the talent gap. Technology is essential, but its downsides must also be addressed. Students need to learn how to use AI responsibly to fully leverage its benefits.

When I started in this profession in 2001, our industry was just beginning to embrace technology. We used paper workpapers, carrying briefcases of files to and from client offices each day — something that seems unimaginable now. Today, I can collaborate with a team member in our Tampa office by sharing screens, checking workpapers in and out in seconds, and editing digitally. To the generation before us, a paperless office once seemed impossible; now, paper files seem absurd. It’s a generational shift. The challenge today is managing multiple generations in the workplace, ensuring everyone adapts to the same technological level and aligning diverse perspectives to leverage these advancements effectively.

What types of advisory services are seeing the highest demand, and how does that reflect broader business needs or risks?

As technology replaces many data entry-type procedures, the challenge is developing new talent’s advisory skills — the area where demand is growing fastest. Technology handles data entry more quickly and accurately, so we must train people for advisory roles while ensuring they understand the technical aspects needed to advise effectively. Our industry, alongside higher education, is focused on talent development, emphasizing advisory skills and the application of technology through an advisory lens.

Private equity continues to drive merger and acquisition activity, particularly among middle-market, family-owned businesses, as many owners from the boomer generation approach retirement. We aim to lead in advising clients on exit preparation, helping them explore options to maximize value. At the same time, we’re positioning ourselves as trusted experts for private equity firms, conducting due diligence to identify suitable acquisition targets and ensuring we remain the go-to provider for these services.

What are the best indicators in determining whether companies are likely to grow, consolidate, or restructure?

Financials are the leading indicator of an organization’s health. Companies must show growth and profitability. Private equity evaluates the industry’s potential to leverage technology and AI for growth, not to be overtaken by it. We advise clients to prepare through strong financials, effective processes, and solid procedures. A capable management team and succession plan are critical, especially if the owner is exiting.

How does community engagement and volunteering align with the firm?

Community involvement is a priority for our team, and we value our investment in giving back. One of our core values is “Sharing our Success,” shown through volunteering at organizations such as the Atlanta Community Food Bank, local animal shelters, and Junior Achievement, as well as donating to United Way across our regions. For the sixth year, instead of holiday client gifts, we donate to a local nonprofit chosen by our team.

Where do you see momentum or opportunities in Atlanta that others might be underestimating?

Private equity has been investing in closely held businesses, and now that includes accounting firms. We have deliberately chosen to remain independent. Our intentional focus on financial health and succession planning for retiring partners ensures we continue to grow and develop talent to serve clients effectively during this transition. This independence allows us to remain agile, preserve our culture, and prioritize long-term client relationships. While other firms make decisions that are best for them, our choice to stay independent is a strength, enabling us to maintain our unique approach and commitment to our clients.

What are the firm’s top priorities over the next three to five years?

Our priority is attracting, retaining, and developing A+ talent. We must remain competitive in this area. Investing in the right technologies continues to be a top priority. We also need to ensure our team is trained to use the technology effectively. While prioritizing growth, we continue to meet clients’ needs as they adapt to new technologies. That includes offering services such as data protection, cybersecurity, and the implementation of processes and procedures to safeguard their information. We are expanding our services to meet these demands and will continue to monitor clients’ needs closely. When new services are required, we’ll add them to remain responsive and aligned with our clients’ evolving priorities.