How CAS firms are scaling with SSARS 27 and value pricing

Client advisory services (CAS) has rapidly evolved into one of the accounting profession’s most strategic and fastest-growing practice areas. The introduction of SSARS 27 modernizes how firms classify CAS work by clarifying when engagements can follow Consulting Services (CS) Section 100 consulting standards rather than SSARS 21, specifically when preparing financial statements is not the primary objective.

For CAS leaders, this shift creates space to focus on advisory that truly moves the needle: from standardizing processes and forecasting to CFO-level guidance and transformation.

Staying ahead in this environment means rethinking foundational elements of the practice—not only how services are delivered and regulated, but how firms define their value, structure their teams and grow sustainably. For CAS leaders, this moment presents a critical opportunity to modernize on multiple fronts.

What SSARS 27 means for CAS
SSARS 21 was issued at a time when accounting engagements were more compliance-based. CAS has rapidly evolved and expanded into deeper advisory-level services, where a financial statement may be delivered as a byproduct of an engagement. SSARS 27 was issued in response to this change, modernizing how these engagements are classified so firms can serve clients confidently while maintaining public trust.

SSARS 27 does not replace SSARS 21. It clarifies applicability. If the primary objective of the engagement is the preparation of financial statements, follow SSARS 21. If the purpose is not financial statement preparation—for example, the engagement centers on recurring process support, performance insights, or other consultative services—the firm may elect to perform under CS Section 100.

Work performed under CS Section 100 is not subject to peer review or ARSC quality-management requirements; firms remain fully bound by the AICPA Code of Professional Conduct and due-care obligations in the public interest. SSARS 27 creates a clearer decision path grounded in the primary objective of the engagement, enabling CAS leaders to structure engagements appropriately.

With that clarity in place, the question becomes how firms will use it to scale CAS.

Strategic lessons from top-performing firms
The firms pulling ahead pair this standards clarity with a deliberate plan: who they serve, what outcomes they’ll deliver, and how they’ll staff, price, and enable the work with technology.

According to the 2024 CAS Benchmark Survey, the firms seeing the strongest growth and profitability aren’t necessarily the largest, but the most intentional. Nearly all top-performing firms (95%) reported having a defined CAS strategy that integrates with the broader firm plan. Even more compelling is that these firms generate significantly higher client revenue on average, almost $10,000 more per client compared to the broader field.

Successful firms have clarity around whom they serve, what services they offer and how their CAS function supports broader firm goals. They invest in purpose-built infrastructure, whether it’s innovative technologies or team alignment and niche specialization. And they partner closely with technology providers, adopt standardized platforms and commit to change management—from implementation to training and continuous optimization—to achieve better outcomes.

As CAS matures into a full-fledged business line, strategic planning becomes non-negotiable. Firms that treat CAS as a strategic revenue center, not just an operational convenience, are best positioned to compete and grow.

Pricing for value and transformation
As CAS moves deeper into advisory, leading firms are standardizing on pricing models that align fees with outcomes and ongoing guidance—not inputs or hours. Fixed-fee and value-based approaches set clear expectations up front, and an increasing number of firms are adopting subscription models for recurring, ever-evolving value. Recent CAS data shows that only about one in ten firms still rely primarily on hourly billing, reflecting the shift toward models that better match advisory work.

Value and subscription pricing create predictable revenue for the firm, simplify the client experience, and reduce friction around change requests. Instead of renegotiating every task, you can scope to the relationship and the results, freeing teams to focus on forward-looking work that matters.

Subscription pricing, in particular, is gaining momentum. It enables recurring revenue, reduces friction associated with scope changes and fosters long-term partnerships. Rather than constantly renegotiating fees, firms can offer tiered service models, such as:

• Accountant: Focused on compliance and historical reporting.
• Controller: Adds basic financial reporting insight and planning.
• CFO: Strategic advisory, scenario modeling and executive-level guidance.

This model can eliminate the need to track time as a proxy for value. Instead, pricing reflects the expertise, foresight and transformation a firm brings to each client. It’s not about billing for what you do but being compensated for what the client becomes as a result of working with you.

Transformation is the true north of CAS
Pricing is only one piece. What differentiates leading CAS practices is how they steer clients from status quo to measurable improvements. Transformation becomes an operating model: you define the outcomes up front, instrument the work to track them, and review progress on a predictable cadence.

This mindset shift moves CAS beyond the realm of reactive compliance into the domain of proactive guidance. When you help a client navigate uncertainty or plan for growth, you’re doing more than providing a service. You’re helping them become more agile, confident and successful.

Author and pricing expert Ron Baker refers to this as the “transformation economy.” It’s a model in which firms position themselves not as vendors but as change agents. Services are no longer the end product. Instead, they’re the means to a more meaningful client outcome. Meanwhile, clients don’t just see reports but rather compounding improvements in the areas that matter most to them.

Take the next step at the 2025 Digital CPA conference
If you're ready to operationalize these insights, don’t miss the profession’s most forward-thinking firms at Digital CPA 2025, happening Dec. 7–10 in Washington, D.C. This year’s agenda will include:

• Practical guidance on implementing SSARS 27 and CS Section 100
• Hands-on pricing workshops led by Ron Baker
• Strategy sessions on CAS growth, tech stack alignment and client experience design
• And much more

Early bird registration is available through September 30. Visit DCPA25.com to learn more and reserve your seat.

Redefining what success looks like
The CAS profession is undergoing rapid transformation, from how firms define engagements to how they measure value and deliver impact. SSARS 27 offers greater flexibility. Benchmark data affirms the power of your strategy. And pricing innovation points to a future built on relationships, not hours.

These changes reflect a philosophical shift, not simply an operational one. Firms that meet this moment with intention, clarity and vision won’t just keep pace; they will thrive.

About the author
Kim Blascoe, CPA, leads CPA.com's CAS 2.0 practice transformation programs, focusing on helping firms establish and grow optimized CAS practices through consulting, practice development and training offerings. Prior to joining CPA.com, Kim spent more than 30 years in public accounting, which included leading the CAS practice for a Top 20 firm.