Trey Scott, Partner, Mauldin & Jenkins CPAs & Advisors

In an interview with Invest:, Trey Scott, partner at Mauldin & Jenkins CPAs & Advisors, discussed the firm’s expansion strategy, the evolution of the accounting profession, and the growing importance of advisory and technology services. “For a firm that wants to grow, having a diverse mix of industries is important,” Scott said.

How do you see the role of CPA firms evolving over the next few years?

Growth is paramount in our current ever-changing environment fueled by private equity investment in the profession and the focus on leveraging technology. As part of an overall growth strategy, many CPA firms continue to add expanding advisory services to their traditional offerings of audit and tax. At Mauldin & Jenkins, we are actively pursuing opportunities in advisory services such as cybersecurity, transaction advisory, specialty tax, and risk assessment, to name a few. 

What sectors are driving the most growth and innovation for the firm?

Houston, and in fact all of Texas, is an exciting market for growth. We focus heavily on construction, healthcare, energy, government, nonprofit, and other major industries driving Houston’s economy. 

What does being a proactive adviser look like in practice for clients?

Public accounting has always been about protecting the public trust. Public trust is important to us, and we need to make thoughtful and prudent decisions, especially when it comes to implementing new technologies.

We want to stay at the forefront, but the overarching theme of our profession is maintaining the public’s trust. That is something we want to continue defending at Mauldin & Jenkins.

How are client expectations changing today?

I would point to responsiveness, trust, and deep technical knowledge as the three biggest expectations clients have today.

Technology has changed expectations significantly, especially around responsiveness. Clients want answers as quickly as possible, whether they are engaging us for advisory, assurance, or tax work.

Time is money, and responsiveness goes a long way. Also, clients want someone they can trust. 

How important is industry expertise versus general accounting capability when it comes to winning and retaining clients?

Years ago, CPAs could be generalists. Today, with industries evolving so quickly, that is much harder to do. You need professionals focused on sectors like energy, construction, or education because the accounting standards and regulatory environments are constantly changing.

Basic accounting knowledge is still essential, but industry-specific technical expertise is crucial in today’s environment.

How is Mauldin & Jenkins helping clients modernize while managing risk and compliance concerns?

We have had several strategic mergers in this area over the last few years. Most recently, we merged with The Prinzo Group out of Atlanta, which works heavily with governments on software implementation and related operational issues.

We also have a cybersecurity advisory group. As with most accounting firms, we are making the necessary investments to stay at the forefront of technological change and use AI and other tools as safely and conservatively as possible.

Some people look at these times as scary, but they are exciting as well. Technology can improve productivity, and we are already seeing that within our profession.

What are the biggest challenges your clients are bringing to you right now?

Technology costs are a major issue for middle-market companies. We are seeing it ourselves as a firm, and our clients are seeing it too. Businesses are trying to figure out how to navigate increasing operating expenses while also identifying new revenue opportunities.

Workforce development is another major issue. For Mauldin & Jenkins, attracting and retaining quality people is a major focus. Our retention rate is stronger than the national average, and that is something we are proud of.

A strong culture matters, and it is something we can also help clients think about as they manage their own organizations.

How do you balance growth while maintaining the personalized service culture the firm promotes?

Houston is the fourth Mauldin & Jenkins office I have worked in, so I have seen how the culture operates across the organization. Each office may have its own subculture, but everyone still embraces the firm’s core values.

As we grow, it is important to have people who grew up in the Mauldin & Jenkins culture help reinforce those values. We are also intentional about mergers. We want strategic mergers with firms that are culturally aligned with us.

LaPorte CPAs & Business Advisors, which merged with us effective Dec. 1, 2025, was aligned culturally with Mauldin & Jenkins, and I think that has helped make the integration successful. It is rewarding to walk through the office and see people collaborating and working together. That culture and those people are what make me proud to be part of the firm.

What areas of investment will be most important for the firm’s long-term strategy?

Looking ahead, we will continue investing in advisory services, cybersecurity, AI, and technology-related services. We are also focused on growing our traditional service lines and expanding geographically into markets where people may not yet know who Mauldin & Jenkins is.

Is there anything else you would like to add?

One of the major trends in the profession is the increase in private equity transactions involving accounting firms. We have worked hard to maintain our independence. The partners at Mauldin & Jenkins are investing in Mauldin & Jenkins because we believe in the firm.