Are accountants really making the difference they could?

In this episode of Advisory Conversations, Tim Seymour and Deb Halliday explore what those statistics mean for the accounting profession and why compliance alone isn't enough to help business owners build stronger, more profitable businesses.

We discuss why the future of accounting isn't about producing better reports. It's about having better conversations.

The most valuable advisors don't just explain the numbers after the event. They help business owners make better decisions before problems arise. That means moving from reporting the past to influencing the future.

We also introduce the Advisory Pyramid and explore how accountants can help clients move from surviving to thriving through proactive advice, stronger relationships and structured advisory conversations.

The episode also looks at why advisory shouldn't depend on one expert. Building an advisory team allows practices to deliver consistent, scalable support that creates better outcomes for clients while removing the business owner as the bottleneck.

Whether you're just starting your advisory journey or looking to build an advisory-led practice, this episode will challenge the way you think about the role of today's accountant.

Key takeaways

• Why so many businesses remain unprofitable despite having accountants.
• The difference between reporting numbers and creating business change.
• How the Advisory Pyramid helps identify where clients need the most support.
• Why better conversations create better business decisions.
• How advisory teams deliver greater value than relying on a single advisor.
• Why technology and AI should free up time for advisory, not replace it.
• Practical steps to move from compliance work into genuine advisory.

Mentioned in this episode:

📘 Advisory Teams by Tim Seymour & Deb Halliday

Mentioned in this episode:

Business Course Library

APX Advert

From “How do I pay myself?” to “What does VAT actually mean?” and “How do I read my numbers?” these are the questions that keep business owners stuck and keep accountants trapped in reactive mode.

In this conversation, Tim and Deb break down why client education is one of the most overlooked parts of building an advisory-led practice.

Deb shares how her own experience in practice led to the creation of the Business Course Library, a structured collection of on-demand learning designed to give clients the knowledge they need before they need to ask.

Because advisory is not about becoming the answer to everything.

It is about creating systems that help clients think better, understand more, and make stronger decisions.

The Business Course Library was built to do exactly that.

It gives firms a way to separate education from advisory, reduce repetitive conversations, and free up time for higher-value work. Instead of spending hours explaining the basics, advisors can focus on the conversations that actually move businesses forward.

Inside this episode, we talk about:

• Why repeated client questions create bottlenecks in growing firms

• How education can improve the quality of advisory conversations

• The difference between teaching and advising

• Why clients make better decisions when they understand the numbers

• How giving clients access to structured learning builds trust and authority

• How the Business Course Library can become part of your advisory delivery model

This is a powerful conversation for accountants, bookkeepers and financial coaches who want to move beyond compliance and build a more scalable, proactive advisory practice.

Key takeaway:

If you are still answering the same questions manually, you are not building advisory. You are building dependency.

Real advisory starts when education is systemised.

Mentioned in this episode:

APX Advert

Business Course Library

What makes Hetty different is that she doesn't stop at the spreadsheet. Alongside her accountancy work, she uses cognitive rewiring to get underneath the patterns that quietly shape financial decisions - the undercharging, the avoidance, the confidence to change our identities, the overworking, the second-guessing. Her view is simple: the numbers tell a story, but your patterns shape the outcome. So she brings the two together, helping established entrepreneurs read what their numbers are really saying while clearing the hidden blocks affecting how they earn, price, lead, and grow.

Over the years she's helped business owners go from start-up to seven and eight figures, supported some through selling their businesses, and mentored young entrepreneurs through The King's Trust. Above all, she's passionate about helping people become consistently profitable - so they can build the life they want, on their terms, and sleep better at night knowing their figures are under control but by clearing those underlying patterns that hold us all back.

In this episode of Advisory Conversations, we explore one of the biggest shifts accountants and bookkeepers face when moving from compliance into advisory, the shift in identity.

Because becoming an advisor is not just about learning new skills. It’s about thinking differently, showing up differently, and often challenging the beliefs that have kept you playing small.

We’re joined by Hetty Verney, an accountant with over 30 years of experience and founder of the belief coding approach at hvassociates.co.uk. Hetty shares her journey from traditional practice work into helping business owners and accountants uncover the subconscious beliefs that shape their decisions, behaviours, and confidence.

Together, we unpack how those hidden beliefs can affect everything from pricing and client conversations to leadership and growth.

This conversation goes deeper than strategy.

We talk about why so many accountants struggle to fully step into advisory, not because they lack the knowledge, but because their internal beliefs still keep them tied to old roles, old habits, and old ways of thinking.

Hetty explains how belief coding can help identify and remove those blocks, creating more confidence, clarity, and momentum — both for accountants and for the clients they support.

Because the move from technician to advisor isn’t just operational.

It’s personal.

And if you want to build an advisory practice that grows beyond you, it starts with changing the way you see yourself first.

In this episode we cover:

• Why the move from compliance to advisory is an identity shift

• How limiting beliefs can affect pricing, confidence, and client relationships

• What belief coding is and how it works

• Why accountants often know what to do but still don’t do it

• How to create stronger advisory conversations by understanding behaviour first

• The role self-awareness plays in leadership and team growth

Links mentioned in this episode:

hvassociates.co.uk

apxtraining.co.uk

Mentioned in this episode:

APX Advert

Business Course Library

Advisory should never depend on one person.

Too many firms build advisory around the owner or one key advisor, and whilst that can work for a while, it eventually creates a ceiling. The business slows down, clients wait longer for answers, and the owner becomes the bottleneck.

Real advisory is not about being the smartest person in the room.

It is about building a team that can think, support, and guide clients together.

In this episode, we unpack why advisory teams are the future of modern accounting firms and why relying on one advisor keeps firms stuck. We talk about the shift from individual expertise to collaborative delivery, where multiple people can support the client, bring different perspectives, and create stronger outcomes.

Because when advisory is shared across a team, everything changes.

Clients get better support.

Response times improve.

Confidence grows across the firm.

And the owner finally gets space to lead instead of carrying it all.

We also talk about the culture behind it — trust, leadership, and giving your team permission to step into bigger conversations.

This is not about replacing the owner.

It is about building something bigger than the owner.

That is where scalable advisory begins.

Takeaways:

• Advisory becomes limited when it depends on one person.

• The bottleneck in most firms is often the owner themselves.

• Clients benefit more when they have access to a team, not just one advisor.

• Strong advisory teams create better conversations, better decisions, and better results.

• Building trust in your team is essential if you want advisory to scale.

• The future of advisory is collaborative, not individual.

Links mentioned in this episode:

apxtraining.co.uk

Mentioned in this episode:

APX Advert

Business Course Library

Many practitioners successfully make the transition from compliance work to advisory, only to find themselves trapped in a new problem. Every important client conversation, every strategic decision, and every piece of advice still depends on them.

At first, this feels like success. Clients value your expertise. They want your input. They trust your judgement.

But over time, it becomes exhausting.

When advisory depends on one person, growth becomes difficult. Capacity becomes limited. Holidays become stressful. The practice owner becomes the bottleneck.

We discuss why true advisory isn't about becoming the hero of every client relationship. It's about creating an advisory framework that can be delivered consistently by a team. A framework where clients trust the process, not just the person.

The conversation explores the emotional weight many advisors carry as they become deeply invested in their clients' businesses. We talk openly about the stress, responsibility, and mental load that can come from feeling accountable for every client outcome.

Most importantly, we discuss how to build a team-based advisory model that creates better experiences for clients, greater opportunities for team members, and more freedom for practice owners.

If your advisory service can't function without you, this episode will challenge you to think differently about what sustainable advisory really looks like.

Key Takeaways

• Advisory should not depend on one person if it is going to scale successfully.

• Many advisors escape the compliance trap only to fall into the advisory trap.

• Carrying the responsibility for every client decision can lead to stress, overwhelm, and burnout.

• Clients should learn to trust the advisory team, not just the practice owner.

• Building advisory capability within your team creates continuity, capacity, and resilience.

• Shared communication and collaborative client relationships strengthen trust and improve service delivery.

• The goal is not to become indispensable. The goal is to build an advisory service that delivers value whether you are in the room or not.

Resources

Advisory Teams

Mentioned in this episode:

Business Course Library

APX Advert

Advisory is not about having all the answers.

It's about leading better conversations.

Many practitioners believe advisory means becoming the expert who solves every problem. In reality, the most effective advisors help clients see their business differently, ask better questions, and make better decisions for themselves.

We explore the idea that true advisory is a leadership role. It's about guiding conversations, challenging assumptions, and helping business owners uncover opportunities they may not have seen on their own.

As accountants and financial professionals, we have access to something incredibly valuable, the numbers. But numbers alone don't create change. The real value comes from translating financial information into meaningful conversations that help clients move forward with confidence.

Throughout the episode, we share practical examples of how small shifts in thinking can create significant results. One example involves a landscaping business owner struggling with seasonal cashflow pressures. Through a series of advisory conversations, we helped uncover pricing issues that were affecting profitability and cashflow. By making strategic adjustments, the client was able to reduce financial pressure, improve margins, and create a more sustainable business model.

The lesson wasn't about providing a magic answer.

It was about helping the client see the problem differently and giving them the confidence to take action.

We also discuss the importance of listening, asking thoughtful questions, and creating accountability. Great advisors don't simply tell clients what to do. They help clients think, decide, and act.

Ultimately, advisory is about leadership.

It's about using your knowledge and experience to guide clients towards better outcomes while helping them become more confident and capable business owners along the way.

Key Takeaways

• Advisory is not about having all the answers. It's about leading better conversations.

• The transition from compliance to advisory requires a shift from technician to leader.

• Financial data becomes valuable when it is translated into meaningful business insight.

• Asking better questions often creates more value than providing quick answers.

• Effective advisory helps clients think differently and make informed decisions with confidence.

• Accountability is a key part of advisory and helps turn ideas into action.

• The best advisors create independent, capable clients rather than clients who become dependent on them.

Resources

Facebook Group: Advisory Teams

facebook.com/advisoryteams

Mentioned in this episode:

APX Advert

Business Course Library

What started as an informal online breakfast meeting for small business owners quickly became a thriving community built around support, accountability, and real conversations. Rather than another networking event where people exchanged business cards and moved on, Croissants and Coffee evolved into a space where business owners could openly discuss challenges, share ideas, and learn from one another's experiences.

As the sessions continued, something interesting happened. People kept coming back. Relationships formed. Trust developed. Members began helping each other solve problems, celebrate wins, and stay accountable to the goals they had set themselves. What emerged was less of a networking group and more of a mastermind community.

Throughout the episode, we reflect on the lessons we learned from facilitating these conversations and why community is often the missing piece for many business owners and professionals. We discuss the importance of creating environments where people feel safe enough to ask questions, share experiences, and learn without fear of judgement.

We also explore how these principles apply directly to the world of advisory. Great advisory isn't about having all the answers. It's about creating better conversations, helping people think differently, and building systems that don't rely on one person being the expert in the room.

As APX continues to grow, we're excited to announce the return of Croissants and Coffee — this time designed specifically for accountants, bookkeepers, financial professionals, and advisory practitioners. With multiple sessions planned each week to support a wider audience, our goal remains the same: to create a welcoming space where professionals can learn, collaborate, share ideas, and build confidence together.

If you've ever felt isolated in your business, unsure of your next step, or simply wanted to learn alongside like-minded professionals, this conversation is for you.

Key Takeaways

• Community often creates breakthroughs that courses and content alone cannot.
• Advisory is built through conversations, collaboration, and shared learning.
• Accountability becomes easier when you're surrounded by people on a similar journey.
• The most valuable communities create a safe environment where questions are encouraged.
• Advisory professionals don't need to have all the answers; they need to facilitate better conversations.
• Croissants and Coffee has evolved from a small business networking idea into a collaborative learning community for advisory professionals.
• Learning alongside peers can accelerate confidence, growth, and implementation.

Join the Community

Join the Advisory Teams Community:

facebook.com/groups/advisoryteams

For many firms, advisory starts well. Clients value the conversations, fees increase, and the work becomes far more rewarding than traditional compliance services. But over time, a common problem appears. Every important client conversation, every strategic recommendation, and every advisory meeting still depends on the practice owner.

At that point, growth slows down.

We explore why this happens, how many practitioners unintentionally become the bottleneck in their own businesses, and what needs to change if advisory is going to scale successfully.

Throughout the conversation, we share real experiences from our own journeys and from working with firms that have made the transition. We discuss the importance of building systems, developing confidence within your team, and creating an advisory framework that allows expertise to be delivered consistently, without everything relying on one person.

If you want to build an advisory practice that can grow beyond your personal capacity, this episode is for you.

Key Takeaways

• Advisory is not simply compliance with a few extra conversations added on.

• Many firms reach an advisory ceiling because every client relationship depends on the practice owner.

• Recognising that you are the bottleneck is often the first breakthrough.

• Sustainable advisory services require systems, frameworks, and team development.

• Building an advisory team creates capacity, consistency, and long-term growth.

• The goal is not to become a better bottleneck. The goal is to remove the bottleneck altogether.

Links Mentioned

Join our Facebook Community: Advisory Teams

Learn more at APX Training

Mentioned in this episode:

Business Course Library

APX Advert

Because advisory is not about adding more pressure onto the practice owner. It is not about becoming the person every client depends on for every answer. Real advisory is about building a framework, a system, and ultimately a team that can consistently deliver value without everything relying on one individual.

We talk about how the accounting industry has evolved over the years, from manual bookkeeping and spreadsheets through to cloud software and now AI. Technology is changing compliance rapidly, and AI will continue to remove much of the manual processing and data-entry work that once consumed the profession.

But while technology changes the technical side of accounting, it also creates an opportunity.

The firms that thrive moving forward will not simply be the best at producing accounts. They will be the firms that know how to lead conversations, guide decisions, and help business owners think strategically about their businesses.

That requires a different skillset.

We discuss why accountants and financial coaches must develop leadership capabilities, not just technical expertise. Because advisory cannot scale if the practice owner remains the bottleneck. Teams need frameworks, confidence, communication skills, and the ability to support clients consistently.

This episode is really about building a self-sustaining advisory practice, one that gives better support to clients while also giving the practice owner more freedom to step away from the day-to-day operational pressure.

Takeaways

• Advisory is not about doing more work personally, it is about creating systems and teams that deliver value consistently.
• The accounting profession has evolved from manual processes to cloud systems, and now into the AI era.
• AI will increasingly handle compliance and data processing, creating more space for advisory conversations.
• The future of the profession is not just technical expertise, it is leadership, communication, and strategic thinking.
• Great advisory work comes from meaningful conversations that help business owners make better decisions.
• Practices that rely on one person for every advisory conversation eventually hit a bottleneck.
• Sustainable advisory firms build frameworks and develop teams that can deliver advisory consistently.

Links mentioned in this episode

Facebook community: Advisory Teams Facebook Community

Companies mentioned

• Sage
• Xero
• QuickBooks

Mentioned in this episode:

APX Advert

Business Course Library

How do you move from being the person who does everything… to building an advisory service that delivers real value without you becoming the bottleneck?

In this episode of Advisory Conversations, Tim Seymour and Deb Halliday explore why advisory is not simply “doing more” for clients. It’s about creating systems, processes, and teams that allow practices to deliver consistent client outcomes beyond compliance work.

Drawing on decades of combined experience running and growing accounting practices, they discuss the real challenges practitioners face when stepping into advisory. For many, it is not technical ability holding them back, it is confidence, communication, delegation, and the belief that they are capable of leading higher-level client conversations.

Tim and Deb share practical insights into:

• Why so many practice owners become the bottleneck in their own business

• The mindset shift required to move from technician to advisor

• How to empower team members to deliver advisory support confidently

• The importance of building systems that reduce dependency on the owner

• Why advisory teams create stronger client relationships and more sustainable growth

This episode is designed for accountants, bookkeepers, financial coaches, and practice owners who want to create a more scalable, team-led advisory model that improves both client experience and business performance.

Links mentioned in this episode:

Facebook Community: facebook.com/groups/advisoryteams

Free Training: apxtraining.co.uk/freetraining

Listen on:

Spotify

Apple Podcasts

Amazon Music

YouTube

Mentioned in this episode:

APX Advert

Business Course Library

And it’s not just demand.

It’s what’s changing around us.

With AI and automation taking over more of the technical work, the question isn’t whether advisory matters, it’s how you actually deliver it in a way that works.

Because advisory isn’t something you bolt on.

It’s something you build properly.

We talk about why so many firms struggle with this. Not because they don’t understand advisory, but because everything still depends on them. And when that happens, you don’t have a scalable model, you have more pressure.

The real shift is in building a team that can deliver advisory with you, not through you.

That means thinking differently about how you structure your business, how you bring people in, and what you actually look for when you hire.

Because technical skills alone don’t build advisory relationships.

People do.

This episode breaks down what that looks like in practice, and how to start making that shift in a way that’s sustainable.

Episode Overview

In this episode of Advisory Conversations, with Tim Seymour and Deb Halliday, we talk about the changes happening in the profession, and what they really mean for accounting professionals and financial coaches.

There’s a lot of noise around AI right now.

Some see it as a threat. Some see it as an opportunity.

But either way, it’s changing expectations.

And what it’s doing, more than anything, is pushing the value away from compliance and towards conversations, decisions, and direction.

That’s where advisory sits.

But here’s the challenge.

Most firms are trying to deliver advisory on top of everything else, without changing how the business actually works.

So it ends up relying on one person.

Which means it doesn’t scale.

We talk about why building an advisory team is the real answer, not just learning new skills yourself.

And that leads into recruitment.

Because if you’re building a team, you can’t just hire based on qualifications anymore. You need people who can think, communicate, and build relationships with clients.

That’s where most firms get stuck.

We also share how to start developing those skills within your existing team, so advisory becomes something the whole business moves towards, not just the business owner.

Takeaways

• Advisory isn’t an add-on, it requires a different business model
• AI is accelerating the shift away from compliance and towards higher-value conversations
• If advisory depends on you, it won’t scale
• Strong advisory teams are built on communication and thinking skills, not just technical ability
• Recruitment needs to prioritise people who can engage with clients, not just complete tasks
• Developing your existing team is key to building long-term advisory capability

Links

• advisoryteams.co.uk

Mentioned in this episode:

Business Course Library

APX Advert

But the real conversation is this.

Advisory isn’t just about adding another service. It’s about how your business is designed.

We talk about why so many firms struggle to make advisory stick, not because they lack knowledge, but because everything still relies on them. And when that happens, growth slows, delivery becomes inconsistent, and the business owner becomes the bottleneck.

A big part of this episode is about how we’ve approached things differently.

Collaboration over competition isn’t just a phrase for us. It’s how APX was built. We’ve both seen what happens when people try to do this alone, and it doesn’t scale. The real shift happens when you build in support, structure, and shared thinking.

We also share more about how APX came together, what we’re building, and why. Not as another layer of work, but as a way to make advisory simpler, more consistent, and something your team can actually deliver.

This isn’t about doing more.

It’s about building something that works without everything depending on you.

Episode Overview

In this episode of Advisory Conversations, with Tim Seymour and Deb Halliday, we talk about the values behind what we’re building with APX Training, and why they matter more than any framework or model.

We start with collaboration.

Because most people entering advisory think they need to compete, stand out, or do more than everyone else. But what we’ve seen is the opposite. The firms that grow are the ones that build relationships, share ideas, and stop trying to do everything on their own.

From there, we get into what it actually means to “do the right thing” in advisory.

Not just in how you show up with clients, but in how you build your business, how you lead your team, and how you make decisions when no one else is watching. Trust isn’t built through knowledge alone. It’s built through consistency.

We also talk about environment.

Because advisory doesn’t grow in pressure. It grows in the right conditions. When people feel supported, when they’re allowed to learn, and when systems are in place so it’s not all sitting with one person.

And throughout the conversation, there’s a thread that runs through everything.

You don’t become an advisor overnight.

It’s built over time, through experience, through reflection, and through being willing to do things differently.

Takeaways

Moving into advisory isn’t about learning more, it’s about changing how your business is structured

Collaboration creates better results than trying to compete in isolation

Trust is built through consistent actions, not just technical knowledge

The right environment allows people and teams to grow into advisory

Sustainable advisory comes from systems, not reliance on one person

Links

apxtraining.co.uk

advisoryteams.co.uk

Mentioned in this episode:

APX Advert

Business Course Library

They struggle because everything still depends on them.

In this episode, we talk about the shift from compliance to advisory, and why it’s not about adding more services, it’s about changing how your business is designed.

We share the story behind APX, how it started, what we were both seeing in practice, and why we knew there had to be a better way to deliver advisory without the business owner becoming the bottleneck.

This conversation is about building something that works without you being in the middle of everything.

We talk about systems, structure, and what it really takes to move from doing the work yourself to leading a team that can deliver it consistently.

Deb shares her journey from bookkeeping into advisory, and the realisation that clients don’t just need answers, they need understanding. That’s what led to creating training, resources, and ultimately her book, How to Build a Financially Healthy Business.

Tim brings his experience of trying to implement advisory at scale, and where things break when there’s no clear framework behind it.

What this episode comes back to is simple:

Advisory doesn’t scale on effort. It scales on design.

If you’re feeling stretched, if advisory still sits with you, or if you know there’s more potential in your practice but you can’t quite unlock it, this will help you see where the shift needs to happen.

We also share how you can access the Advisory Teams resources, including the book and assessment, if you want to explore this further.

Takeaways

• Advisory isn’t about doing more, it’s about designing your business differently

• If everything depends on you, it’s not scalable

• Systems and structure are what make advisory consistent

• Your team needs to be able to deliver without you

• Clients need education, not just answers

• Growth comes from letting go, not holding on

If you want to explore the Advisory Teams resources, you can start here:

advisoryteams.co.uk

Mentioned in this episode:

Business Course Library

APX Advert

We talk about what it really takes to build a team that can deliver advisory work. Not just in theory, but in practice. Developing people, trusting them to take responsibility, and creating a structure where they can operate independently while still delivering a high standard of service.

There’s also a focus on how this approach strengthens client relationships and supports long-term growth. When the delivery isn’t dependent on one person, the business becomes more consistent and more scalable.

We also explore the role of mentorship and delegation. What it takes to step back, support others, and build capability within the team so the business can grow beyond the owner.

Alongside this, we look at the wider shift from compliance to advisory. Why advisory requires more than technical knowledge, and how systems, team structure, and ongoing learning all play a role in making it work.

This episode is about building a business that works without everything relying on you, while continuing to adapt as client needs and the market evolve.

Takeaways:

• Moving from compliance to advisory requires a different way of working

• Advisory depends on systems that remove reliance on one person

• Building a strong team is key to consistent delivery

• Understanding client needs is essential to delivering real value

• Flexible delivery models support growth and scalability

• Shifting to advisory means focusing on value, not just compliance

Tim shares how his career began at sixteen in international banking, and how those early years shaped his understanding of financial management, discipline, and responsibility. From there, we explore the key moments that led him into accountancy and eventually to building his own practice.

Throughout the conversation, Tim reflects on the different environments he worked in and the lessons that came from them. From hands-on, manual accounting in smaller businesses through to more complex corporate settings, each stage added to his experience and shaped how he works today.

We also talk about the shift from traditional accounting methods to more modern, computerised systems, and why having strong foundations still matters, even with advanced software.

A key part of this episode is the move away from a compliance-only model. Tim shares why building a business that operates independently of the owner is so important, and how stronger client relationships and more tailored advisory work play a central role in that.

This is a reflection on a long career, but more than that, it highlights the skills and thinking needed to move from traditional accounting into a more advisory role.

Takeaways:

• The difference between compliance and advisory in practice

• How early career experience shapes your approach to financial management

• Why understanding the fundamentals still matters in a digital world

• The importance of building a business that doesn’t rely on the owner

• How advisory work strengthens client relationships and supports better outcomes