Client Case Study: Hungerford CPAs + Leadership Development

If you haven’t re-thought your talent development strategy lately, it’s probably time to do so. Essential accounting skills (not just nice-to-haves) include leadership and everything it encompasses: communication, influence, ownership, accountability and profitability. Developing these skills needs to start well before someone is promoted to partner.

For more than a decade, we’ve been honored to work with Hungerford CPAs on the development of their team members through our Learn, Grow, Lead (LGL) leadership development program. We are now in our fifth two-year cohort, each of which has prepared 15–20 senior associates to step confidently into manager roles at the firm. Some of the earliest participants are now equity partners at the firm.

While our program options range from experienced associate to partner-candidate, Hungerford has chosen our foundational, in-person LGL experience for their professionals with one to six years of experience.

I connected with Marc Sawyers, CPA, Partner (and former Learn, Grow, Lead participant), and Hillary Miller, Talent Experience Manager, to hear what drives their decision to keep this program running year after year for their firm and how leadership development drives their success.

1. What pain points or risks do you see the Learn, Grow, Lead program addressing for your firm?

“Our firm has individuals with anywhere from one to six years of professional experience from all offices and departments (including admin, IT and HR) attend LGL. From a talent strategy perspective, this stage is a “decision point” in the public accounting career model. Many firms experience their highest turnover at this level. The firm needs strong leaders to step into manager roles from here, so it’s often a painful flight risk. Individuals may be pondering a few questions:

• Is public accounting where I want to stay?
• Is this a firm where I want to stay?
• Do I enjoy my coworkers?
• Are they invested in my long-term success?

“The latter part of this stage marks a major transition from individual contributor to someone who manages other people, processes, engagements or initiatives. A strong individual contributor doesn’t always equal a strong manager. The program addresses some of the concerns that arise among this group of professionals by providing a focused development opportunity, encouraging a mindset shift, and fostering relationship building among peers.”

2. What have been the most interesting or eye-opening aspects of the LGL program from a firm-leader perspective?

“It’s been interesting to see the range of participant perceptions and ROI. Some individuals are hesitant to participate, while others are eager. Some parts of the program, such as group projects and presentations, stretch the comfort zones of the more introverted participants.

“Participants who accept these challenges and contribute meaningfully show tremendous growth in confidence over the course of the two years, as they come to realize that what they say and do matters to the firm and has an impact. Actively contributing is not optional. It’s a program requirement for their own growth and development and for the success of the firm.” 

3. Do you encounter (or have you encountered in the past) any internal resistance or obstacles ? If so, how do you address them?

“Internal obstacles will come as no surprise to other firms: time commitment, resistance to new experiences, and perceived overqualification.

“It’s easy in our profession to prioritize billable hours over professional development. The scheduling team needs to help rearrange commitments to allow for this dedicated development time.

“Some participants perceive that the program is below their current experience level, which may lead to disengagement or declining participation. Based on past cohorts, these individuals experience a mindset shift and learn that, in addition to gaining new insights from the content, they are also benefiting from sharing their experiences and knowledge, supporting others, and building camaraderie and relationships with peers. 

“Other participants would prefer to avoid situations and opportunities that feel uncomfortable, even if they would lead to growth. Our firm has addressed these challenges both at the group level and individually through messaging and discussions that emphasize the importance of participating in the program and the commitment that the firm’s leadership has made to support it.”

Develop and retain emerging leaders in your organization through an engaging series of workshops and leadership experiences in our Lead, Grow, Lead program.

Learn more about the program and submit an interest form.

4. What are the most valuable outcomes of this program for you and your firm?

“The most valuable outcomes of a comprehensive Staff and Senior development program extend beyond technical skill-building to focus on how participants think, connect, and show up in the firm.

“Through the LGL cohort experience, participants develop strong camaraderie and lasting internal networks that strengthen collaboration and support. They also experience a critical mindset shift from individual contributor to leader, beginning to see their role in influencing others and contributing to the firm’s success. This naturally leads to greater involvement in the firm, as participants feel more connected, engaged and invested beyond their day-to-day work.

“Alongside this, confidence grows through practice, feedback and shared learning, enabling individuals to communicate more effectively, take initiative and lead with greater presence. Together, these outcomes build not just stronger performers but more engaged, confident professionals who are prepared to grow into future leaders.”

5. Anything else you feel is important to share?

“A valuable and often overlooked outcome of these programs is that they provide clarity – not just about how to grow within the firm, but whether the firm and even the profession are the right long‑term fit for them.

“As participants develop self-awareness, leadership perspective and exposure to the broader expectations of firm leadership, some may come to realize that their interests, values or desired career path align more closely with different opportunities. This is a healthy and constructive outcome.

“Leadership development strengthens engagement and alignment for those who stay while also helping others make thoughtful, informed decisions about their future. In this way, a certain level of attrition is not only expected but beneficial because it ensures that those who continue are both capable and genuinely committed, ultimately strengthening the firm’s culture, performance and long-term leadership pipeline.”

6. Marc Sawyers, you were a part of LGL when you were a senior associate, and now you’re a partner at the firm. What impacted you most (or what do you remember most) from the program?

“Learn, Grow, Lead helped me recognize the true power of consistent, effective communication.  It’s easy for us to communicate with people that we are aligned with or find easy to talk to or work with. But finding ways to effectively communicate with others that do not fall in that category is what, in part, defines me as a leader.  LGL helped to bring this into focus. We ALL deal with our own collection of challenges, tribulations, and day-to-day frustrations, and I found it helpful to hear about the common issues peers with completely different roles and responsibilities face. I find that when I approach others with underlying respect and an empathetic understanding of their circumstances, free of judgment, communication is generally successful and my objectives are met.”

Succession planning and developing team member leadership skills are critical investments in achieving your firm’s goals. Our Learn, Grow, Lead program can be part of any firm’s talent initiative. Cohorts can range from 6–25 participants.

If you’re interested in learning more about Learn, Grow, Lead and whether it might be a good fit for your firm, please fill out our interest form.