MOD Ventures, a forward-thinking accounting firm asked us to help them scale without adding more labor. The firm owner knew there was untapped potential in their processes and wanted someone to implement improvements, collaborate with the team, and identify opportunities to increase profitability.
Challenges:
Before working with us, MOD Ventures had little insights into client profitability and their team was hesitant to new processes. The owner explained:
“I needed someone to spot opportunities, help implement, and collaborate with our team on process improvements to move people in that direction. They’re more open to change now than they’ve ever been.
The second piece was profitability: we were missing entire buckets of margin. You showed us, very clearly, how bad our per-client margins were. That ability to create real-time, interactive dashboards was a skill set we desperately needed.”
Previous attempts to automate or streamline processes had failed:
“I had hired people before who I thought could handle automations for us, but there were always roadblocks. They just couldn’t get us to the outcome we needed.”
These frustrations made it clear that the firm needed a partner who could not only understand their processes but also execute reliably.
Solution
We approached the project as a mix of process improvement and practical implementation, focusing on fixing bottlenecks and creating systems the team could actually use:
- Performance dashboards: Built clear, actionable dashboards to track gross profit by client, onshore vs. offshore time allocations, rework percentages, utilization rates, and more.
- Lightweight CRM: Designed a simple lead-tracking system within their project management platform to match their specific needs.
- Automated workflows: Implemented automations for client onboarding, payroll journal entries, and other repetitive tasks.
Technologies used included ClickUp, QuickBooks Online, iSolved, Paperform, and Zapier.
Results
After six months of collaboration, the impact was significant:
- Stronger margins: Gross margins (not excluding software passthrough from revenue) went from the low 40s to the low 50s.
- Cultural shift: Senior controllers embraced process improvement, contributing new ideas for us to automate and enhance.
- Leadership support: The owner gained a trusted partner to bridge gaps between operations and technology, providing value beyond task execution.
“You filled in the technology gaps I needed in a COO. Neither accountants nor operations people knew how to put automated data and workflow solutions in place.”
This partnership also transformed how projects were managed and executed:
“I’m always impressed by how you manage projects. The way you send follow-ups, what happened, what needs to happen next, keeps momentum alive. That skill is so rare, and it’s something I really, really value.”
The owner highlighted the broader lesson for others considering similar partnerships:
“Get on Opzer’s list, seriously, don’t wait. The longer you put it off, the longer you delay the benefits of working with this team. And the farther behind you’ll be. It’s just not worth waiting for.”
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