AI training that helps your people
do their work better

Build the skills and judgment to use AI on the work that matters in each person’s role, aligned with your firm’s goals.

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AI training for CPA firms

Knowing the tools is the starting point. Doing better work is the goal.

Your people need more than a good prompt. They need to recognize where AI can help, give it the right context, judge the output, and use it in ways that improve the work they’re responsible for.

Every session is hands-on practice with their own work, in your approved platforms. The C.L.A.I.M. Method™ helps them connect that practice to a clear goal, focus on what’s getting in the way, and decide how any freed capacity should be used.

How the C.L.A.I.M. Method™ works

Built around the role, the work, and the result.

  • Start with what matters.

    Choose a goal tied to the person’s role and your firm’s priorities. Better client preparation, fewer rounds of rework, or a healthier workload: the goal gives AI a job to do.

  • Apply AI to real work.

    Practice on the tasks your people actually handle, using your approved tools. Learn to frame the task, provide useful context, and improve the output rather than start over each time.

  • Keep professional judgment in charge.

    Learn how to evaluate an output, spot what needs checking, and know when human review or escalation is needed. AI fluency should strengthen the person’s work, not replace their responsibility for it.

  • Put the gain to work.

    Decide what to do with any capacity AI creates. Aim it at the next client conversation, the work waiting for review, development time, or another priority that supports the goal.

Role-specific examples

The same tools. Different work to improve.

  • Partners and firm leaders.

    Prepare for a client or growth conversation with a clearer brief, better questions, and a defined next step. Build the judgment to decide which uses of AI deserve the firm’s attention.

  • Managers and reviewers.

    Use AI to organize information, prepare a first-pass analysis, and improve a handoff, while keeping quality and review requirements in view. Learn to guide the team through useful adoption.

  • Staff and operations teams.

    Improve a recurring task such as meeting preparation, drafting a client communication, or organizing follow-up. Build a repeatable approach that fits the role and the firm’s guardrails.

The starting point depends on the person. The objective is useful capability, whether that means better everyday use, a reusable workflow, or more advanced automation where the role calls for it.

Proof

Training that accounting professionals rate highly.

752

attended The AI Dividend training to learn how to align AI with their own goals and their firm’s

4.81 of 5

review score from attendees

Our founder also leads growth and client advisory at Addictive Leadership, which designs and facilitates training for firms across the IPA 50 to 500.

Derek Stanek teaching The AI Dividend webinar: a slide on three ways AI can help, with a goal, a constraint and an AI use

After the training

Help people keep using what they learned.

Optional reinforcement coaching helps your people work through the obstacles that show up after training: a task that still takes too long, an output they don’t trust, or a workflow they haven’t yet made repeatable. The focus stays on applying AI usefully in their own role.

What work should AI help your people do better?

Email:
derek@theoutlierpractice.com
Phone (call or text):
402-972-6339

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Our why

Independent firms must prosper.

In a desirable world, the underdog must have a chance to win. Speed versus size, legacy versus brand, ingenuity versus strength. Dynamism requires competition. Clients and professionals must have the ability to choose independence and thrive.

Today, resources win.

Size is a proxy for power. There are few things that can’t be won with more available resources to throw at them. Industry consolidation is emptying out the “middle,” pressuring independent firms to sell, stay small, or struggle.

Technology is the great equalizer.

Every firm has access to the same intelligence. The outliers are breaking away based on how, where, and why it’s used. Firms of all sizes deploying AI strategically across the people, services, and operations that grow them can benefit disproportionately to the resources they have available. But to do so requires thinking and acting differently, aligning resources correctly, and moving boldly into the future.

Embrace the new leverage.

Leverage is the multiplier between what you put in and what you get out. For decades, the profession has embraced Maister’s vertical leverage: the staff-to-partner ratio. To increase leverage, a firm had to add people and push work down. In this model, size won. AI adds the horizontal dimension, a multiplier for every person and process in the firm. Growth potential becomes untethered from available time, headcount, and capital. This is how an outlier firm finds its unfair advantage.

Heart is now the differentiator.

In the Industrial Revolution, machines disrupted muscle. In today’s intelligence revolution, machines are disrupting minds. The heart must take center stage, so that human ethics guide financial engineering. We must ensure that AI works for us, not instead of us. This approach forces us to choose raising ambition over reducing costs, expanding human capacity over replacing it, increasing agency over reducing it. It’s easy in theory but difficult in practice. Implementing this ideology means an increasing number of professionals will have the ability to earn more while working less. The outlier firms that lead with heart will become magnets for top talent, creating an upward spiral that elevates the owners, employees, and clients alike.

Be an outlier.

History had room for slow and steady. The future will reward those who embrace it first. Our job is to live in that future, translate what we find, build what you’re missing, and teach what will help you win. Our job is to ensure your prosperity.

Talk to our team