At a glance
- Fee increases are necessary for your firm’s sustainability and client service quality.
- Calculate your true costs and build a strong, outcome-focused value proposition.
- Use value-based pricing and communicate changes with clear, empathetic, and confident scripts.
- Handle pushback by reiterating value; losing some clients creates space for better ones.
With rising costs and increasingly complex compliance, accounting firms often feel they should raise fees to stay profitable and sustainable. And pricing is one of the most powerful levers that firm owners can use to boost revenue, reclaim time and attract the right clients.
However, a fear of upsetting clients means accountants often delay the price conversation for far too long. That can lead to unmanageable workloads, burnout and an erosion in value and confidence, while normalising their clients’ expectation of “free advice”.
A 2025 Thomson Reuters Institute report on tac firm pricing, Steps for increased confidence in pricing, says that most tax professionals believe their rates are competitive. But it also says that many question whether pricing reflects the true value they deliver.
Accounting practice coach and consultant Amanda Gascoigne, a trained accountant herself, says fee increases “are not just necessary, they’re healthy”.
“They allow you to deliver the level of care and responsiveness your clients deserve, while also building a sustainable practice for yourself and your team. The key to rising fees without losing your clients lies in preparation, clarity and confidence.”
Below are practical tips, strategies and scripts to help you raise prices while keeping your clients on board.
Decide on your price
The first step is crunching your firm’s numbers and calculating what you really need to charge.
“They say the first sale is to yourself – and for many accountants, that’s the biggest hurdle,” says Gascoigne.
Work out what it really costs to deliver your service, how long tasks actually take, the value of that service to your clients, and what you need to earn to pay yourself and your staff sustainably, she says.
“When you can see why your fees need to be higher, it becomes much easier to confidently articulate your value.”
“And forget about what your competitors charge – how do you know their quality, processes, skills or even their level of care?”
Creating a strong value proposition
Any fee increase should be framed to the client around your enhanced value proposition, so you need to be clear on what this is before you even have the conversation, experts say.
If clients understand why your service is worth more and they understand the benefits to them, a price rise is easier to accept.
“The trick is to move from selling tasks like completing tax returns and monthly bookkeeping to selling an outcome,” says Canada-based Ryan Lazanis, founder of Future Firm.
To create your value proposition, he says you need to identify:
- your ideal client (such as $1m ecommerce shops);
- their biggest challenge (such as cash flow); and
- their desired outcome (such as improved profitability).
“Then you simply join the dots: ‘We help $1m e-commerce shops gain control over their cash flow so that they can grow their profits’,” says Lazanis.
“With that value proposition in place, you can craft an offer that includes all of the services/features required to help a client achieve that outcome.”
Wes Hamilton-Jessop, lecturer in accounting at The University of Sydney, adds it’s about moving beyond the transactional notion of compliance services.
“Highlight broader contributions such as risk mitigation, decision-making support and strategic insight. For instance, positioning services as ‘providing clarity for better business decisions’ can reframe accounting as a partner role rather than a commodity.”
When and by how much to raise your prices
Gascoigne recommends reviewing fees every year, with a minimum CPI adjustment across the board and more where needed, especially if it’s been some time since your last increase.
Lazanis says a huge proportion of accountants could do with a significant fee hike.
“For many, a 5 to 10 per cent price increase is not enough, especially for those buried in work. Some firms could benefit from a 100 per cent-plus price increase, and certainly the majority could roll out a 20 per cent increase without much push back.”
Ignition’s 2025 US Accounting and Tax Pricing Benchmark, based on data from over 200 US-based accounting professionals (from solo practices to mid-sized firms), shows 80 per cent plan to raise fees in 2026. Of these, 37 per cent aim for a 5 per cent increase and 30 per cent for 10 per cent, with rising business costs being the main driver.
However, a quarter cite potential client loss as a key barrier.
Pricing by value
Pricing is a hot topic in accounting. Should you choose fixed fees based on value, minimum fees plus extras, or charge by the hour?
Ignition’s 2025 Benchmark shows fixed fees lead at 37 per cent, up from 34 per cent in 2024, while minimum fees plus complexity dropped to 23 per cent from 30 per cent. Hourly billing is down to just 3 per cent.
The Thomson Reuters report, based on data from over 300 US-based tax professionals, finds subscription and bundled models are gaining traction, helping small and mid-size firms in particular to boost profits while giving clients budget certainty.
Lazanis recommends fixed pricing based on value in three tiers: bronze, silver and gold – depending on business size and service complexity.
Bronze covers basics like tax and bookkeeping; silver may add services like reporting and strategy via Zoom, depending on their needs; gold may offer premium consulting, wealth management and in-person meetings.
He recommends each subscription run for 12 months, with any price increases shared two months before renewal.
Hamilton-Jessop says value-based pricing brings clarity for you, consistency for your team, and transparency for clients – and helps prevent price disputes.
“Clients are less likely to perceive charges as arbitrary when they are tied to defined outcomes or bundled service packages.”
Communicating new prices
Experts say announcing fee increases can feel daunting, but gets easier with practice and the right approach.
Email brings formality and clarity, while a call adds a personal touch, says Hamilton-Jessop. Both should be clear, client-focused, and consistent.
“The tone should combine professionalism with empathy. Acknowledging increased compliance complexity and emphasising your firm’s ongoing commitment to quality should help reduce defensiveness.”
Scripts can help take the emotion out of the discussion, says Gascoigne.
“They say the first sale is to yourself – and for many accountants, that’s the biggest hurdle.”
Amanda Gascoigne
“You’re not justifying the change but communicating it clearly and with care.
Here are her examples of scripts you can adapt, potentially adding improvements you’ve made in the firm over the past year and ways you’ve positively impacted your client’s business.
Email example for standard annual increase
“As part of our annual review, we’ve updated our fees to ensure they reflect the expertise, care and resources required to support your business. From [date], your new fee will be $X. In future, we’ll continue to review fees annually, with adjustments generally in line with CPI to ensure sustainability. We greatly appreciate your trust and look forward to continuing our work together.”
Email example for larger adjustment after several years
“It has been some time since we last adjusted our fees. During that period, the costs of running our practice – including wages, insurance, compliance obligations and software – have risen significantly. To continue delivering the quality and responsiveness you expect, we will be increasing your fee to $X from [date]. We appreciate that this may feel like a larger step, but future reviews will be carried out annually and more modestly, typically in line with CPI. We understand that this adjustment may not suit everyone, and should you decide it’s time to move on, we will fully respect your decision and ensure any transition to another accountant is as smooth as possible.”
Phone example for proactive ‘heads-up’
“I just wanted to give you a quick call to let you know that we’ve recently completed our annual review of fees. As part of this process, we’ve set standard fees across our practice and then applied them at a client level to ensure fairness and consistency. From [date], your new fee will be $X. You’ll shortly receive an updated engagement letter and quote outlining the details. This process helps us make sure our pricing reflects the time, expertise and resources required to look after your affairs, and ensures we can continue delivering the level of service and care you value.”
Phone example if challenged by a client
“I completely understand that fee increases can feel difficult. We’ve been very considered in our review, and our updated pricing reflects the true time, responsibility and expertise required to properly service our clients. We’ve benchmarked our fees carefully and applied them consistently across the practice, so they’re both fair and sustainable. What I can assure you is that the value, care and responsiveness you’ve come to expect will continue. Of course, if you’d prefer to discuss scaling back services, I’m happy to explore that with you – but the updated fee is the standard going forward.”
Let clients know you’re always available for questions, and follow up with an engagement letter that clearly outlines what’s included and what’s not.
Then, continue to communicate your value to your clients on a regular basis – and certainly after every major project, says Mark Wickersham, accountant and profit improvement expert.
“Remind them of the taxes, costs or time saved, or if you’ve helped them increase cash flow or profits, or overcome a challenge such as raising finance to buy critical machinery for the business.
“Make it about the benefits to the client or the pain that’s been removed. The more the firm reminds the client of the value they’ve created, the easier the re-pricing conversations become.”
Handling pushback
With companies weathering higher costs across the board, client pushback is to be expected.
But shifting the focus from price to value changes the conversation, because clients will pay more when they see the benefit, says Wickersham.
“In 2001, I raised my fees by 40 per cent for a long-standing client after years of undercharging. He was shocked and asked why. I explained the challenges we’d had with his bookkeeping and the extra work involved. To my surprise, he appreciated my transparency and was happy to agree to the new rate, saying he valued the work we’d done.”
Gascoigne advises approaching pushback with empathy and confidence.
“Acknowledge that fee hikes aren’t easy but explain they reflect the time, responsibility and expertise required. Stress that increases apply practice-wide and, if needed, offer scaled-back services rather than discounts.
“This approach keeps you professional, fair and client-centred – even if some relationships end.”
What about those ‘quick questions’?
Clients seeking informal, out-of-scope advice can quickly eat up significant time.
Keep the message consistent: that your time is valuable, says Hamilton-Jessop.
“Reframe these situations by suggesting scheduled consultations, thereby acknowledging the request while reinforcing that professional advice is a billable service.”
Resist the urge to answer on the spot, adds Wickersham. This avoids giving out negligent advice and reinforces the point that quick queries are rarely that.
“Explain that research is required to ensure you can give the best possible advice, which may be out of scope and require extra fees.”
Lazanis likes to see these moments as chances to upsell subscriptions.
“I may give a warning that ‘quick questions’ are not included in the engagement, that I’m happy to handle in this instance, but in future instances, they may need to look at an upgraded plan that includes more support,” he says.
Making space for better clients
Gascoigne says increasing fees doesn’t have to mean losing clients.
“Most clients who value your expertise will stay,” she says. “In fact, when handled with care, it often strengthens the relationship.”
“Clients appreciate fairness and professionalism – and advisers who model business discipline. We regularly advise clients on how to review and communicate their own pricing, so let’s normalise these conversations.”
However, not every client will stay and that’s okay, says Lazanis.
After all, losing clients creates capacity for more aligned, appreciative and valuable ones.
“Thoughtful pricing goes beyond profits and capacity. It creates space to do the work you enjoy, help clients build stronger businesses, and better support your team – all of which makes your firm more sustainable in the long run.”
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