Spotlight On: Leonard Green, Founder & Chairman, The Green Group

December 2025 — In an interview with Invest:, Leonard Green, founder and chairman of the CPA and consulting firm The Green Group, shared how redefining firm culture and prioritizing specialization have set the company apart in a rapidly evolving accounting landscape. “If we don’t have expertise in a particular area, we don’t take on the job. That’s part of why we’re one of the more boutique firms, but we consistently deliver value,” Green said.

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What is your overview of the accounting and advisory landscape in New Jersey and the role The Green Group plays?

The accounting profession as a whole is currently facing some serious challenges. It’s not seen as a glamorous field, and with the requirement of 150 hours of education to become a CPA, not to mention the notoriously difficult CPA exam, it has become increasingly demanding. The hours can be grueling, especially during busy seasons, which vary across firms. Some have intense tax seasons, others peak during audit season, but either way, the workload is heavy. Naturally, fewer people are entering the profession.

We acknowledged that issue and approached it head-on. While many firms simply accept the declining numbers, we asked ourselves what we could do differently. Big firms — the Big Four, Six, Eight, 10, or whatever number they’re using now — have the allure of prestige and potentially higher salaries. They advertise and seem glamorous, and that’s where the top talent usually flocks to. 

So the real question became: How can a small boutique firm in New Jersey attract top-tier professionals? For us, the answer lies in creating a unique model that prioritizes work-life balance, meaningful client relationships, and real-world learning experiences.

Most of our staff joined us from large firms. They left because they wanted more than just a paycheck. They wanted balance, client interaction, and business acumen. I make sure they join me on client calls and participate in follow-up sessions where we review what happened and discuss how to approach the issues. That gives them a richer, more practical education and lifestyle.

Our flexibility is also a major differentiator. For example, you could say, “I’d like to work four days a week” or “only half days,” and we’d make that work. Our office has the ability to be available from 7 am to 8 pm, six days a week, which provides employees with some flexibility in their work schedules. Remote work is also allowed, as long as at least 85% of your work is billable.

We also flip the salary model. Instead of fixed roles with rigid pay structures, we ask each employee how much they want to earn, calculate how many billable hours they will be required to achieve, and then help them meet that target. Some want to work fewer hours and earn less, and that’s fine. Others want to maximize income, and we support that, too.

We invest in our people. We offer incentives to continue their education. Our firm is filled with smart, specialized professionals. If we don’t have expertise in a particular area, we don’t take on the job. That’s part of why we’re one of the more boutique firms, but we consistently deliver results.

Clients see the value, and that’s why we succeed.

Which practice areas are driving demand or growth?

We currently work with over 800 clients in the horse industry, which makes us the largest accounting firm in the United States for that niche. We also handle a significant number of real estate clients. 

Most of our new clients come from referrals — we do a good job, we ask for referrals, and we offer complimentary reviews to demonstrate value.

Some people say, “I already work with a Big Four firm, so I’m covered.” But what they often don’t realize is that the name on the door doesn’t mean the most experienced people are handling their account. It’s often someone junior, and they don’t have the same tax or industry knowledge we offer. That’s where we can successfully compete.

And we keep growing. For instance, we recently hired someone who specialized in research and development credits at a national firm. Initially, we didn’t even offer that service, but I saw an opportunity. Now, they’re reviewing all our client accounts to identify missed opportunities. We’ve already seen the potential, and a recent tax law change has made those credits even more relevant.

Do you foresee any challenges in continuing your growth model?

One of the biggest ongoing challenges is aligning with the expectations of younger professionals. Many want a better work-life balance and are less motivated by money. That’s fine, but this job still requires responsiveness, even during vacations. Clients expect us to be available.

We also face an industry-wide talent shortage, partly due to the 150-hour CPA requirement. Thankfully, there is a movement now to relax that standard, potentially allowing people to take the exam while still in school. That would help.

But in our firm, becoming a partner doesn’t take 10 years; it could take three to four. We believe in rewarding effort and results.

Looking ahead, where do you see The Green Group in the near to mid-term?

We’ve received several attractive acquisition offers. Right now, private equity is reshaping the accounting landscape. When firms are bought, they often stop serving smaller clients and impose rigid policies like forced retirement at 55 or 65. 

That creates opportunities for firms like ours. And as larger firms drop smaller clients, they come to us. We added over 200 new clients last year alone. 

We also do a lot of charitable work because it’s the right thing to do. Interestingly, that visibility also leads to new business. For example, I was honored by the New York Chaplaincy for our work with horse care professionals. I raised $400,000 for their community, which was double their previous record. All this feeds into our model: do great work, be visible, and build expertise. We don’t take on work we’re not qualified for. We stick to our niche, and we grow strategically.

I also maintain a private LinkedIn network of 2,000, including past and present students and professionals. We share knowledge, ask questions, and help each other succeed. That’s part of our secret sauce, too.

Finally, I believe the fact that I have taught Entrepreneurship at Babson College (rated #1 in entrepreneurship) gives me a real advantage in providing entrepreneurial consulting value to our clients.

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