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Jordan Sublette, CPA
Helping Accounting Firms Find US-Quality Talent Offshore⎹ Get Staff in 4 Weeks at 50% Savings | CPA | Exited Firm Owner
Jordan Sublette is a CPA and the CEO of Cloud Accountant Staffing, a company that provides talented offshore team members to accounting firms.12 He founded this company in February 2022 after a successful career in accounting and entrepreneurship.7
Prior to his current role, Jordan was the Founder & CEO of AccountedFor, a professional bookkeeping service for small businesses in America, which he sold in January 2023.14 His entrepreneurial journey began when he acquired a small accounting firm in 2019, which he grew from $500,000 to $1.5 million in revenue within 36 months.25
Jordan's expertise lies in leveraging offshore talent, particularly from the Philippines, to help accounting firms scale their operations and reduce costs.5 His company, Cloud Accountant Staffing, specializes in connecting US-based accounting firms with skilled professionals in the Philippines.5
Jordan holds a Bachelor of Science in Business, Accounting and Finance from Indiana University - Kelley School of Business.1 His professional experience includes working as a Supervisor at Somerset CPAs, P.C. and holding various accounting roles at Northwestern Mutual.1
As a thought leader in the accounting industry, Jordan frequently shares insights on topics such as outsourcing, firm growth, and leveraging technology in accounting practices.36 His innovative approach to building and scaling accounting firms has made him a respected figure in the industry.
Highlights
2 pipelines helped me scale a struggling firm to a 7-figure exit in 3 years.
Here’s why you should always be building both – and how I do it ⤵
- The Sales Pipeline
When I bought my firm, the sales pipeline was nonexistent.
I get it – every firm owner is careful about their sales pipeline at first.
But once you’ve:
- Fought your way to full capacity
- Reached a comfortable income
- Worked 5x more than expected
Sales tend to fall by the wayside.
You’ll probably get away with it for a while.
But all it takes is a client or two:
- Deciding to go in-house
- Getting acquired
- Closing shop
And you’ll be scrambling.
My advice:
When we needed revenue in the next 6 months, I started:
- Launching automated email campaigns
- Leveraging my network for leads
- Asking clients for referrals
And grew our MRR from 0 → $100k+.
Once the existential stuff was covered, I pivoted to:
- Gathering social proof from clients
- Doubling-down on networking
- Creating content
The point is, you have a ton of options.
But whatever you do —
Don’t do nothing.
Pro tip:
One of our most effective emails?
→ “Hey (Client), how’s business going?”
- It reminds them we exist
- Keeps communication open
- And lands us new projects
- The Hiring Pipeline
You probably don’t need to be reminded of this —
But 99% of small and medium-sized firms can’t find qualified candidates when they need them.
So even if you’re in the lucky 1%...you should be building a hiring pipeline.
That means constantly:
- Networking with recruiters
- Tapping into new talent pools
- Nurturing connections with local talent
So when your firm is ready to scale, you have:
- Professionals you can trust
- A reputation to lean on
- And plenty of options
Sales and hiring aren’t the only pieces of the puzzle…
…But you’ll always miss the bigger picture without them.
So – how much time do you invest in building your pipelines?
Will they be ready when you need them?
It turns out the 150-hour rule isn't 100% to blame for the CPA shortage —
FASB/GAAP are responsible, too.
And Anthony Le can prove it.
Quick background:
- Le is an accounting PhD at Columbia University.
- He suspected GAAP played a role in the talent gap.
- His 118-page study was published back in December – and it's a great read
Here are my top two takeaways:
- Accounting got too boring
Accountancy has never been adrenaline-soaked — But Le claims GAAP has made it duller than ever.
He found that as rules and regulations went up:
- Fewer accounting grads sat for the CPA exam.
- Majoring in accounting became less popular.
- People started leaving for different fields.
Le blames "restrictiveness."
GAAP regulations pushed accounting toward "compliance and rule-following." And away from creativity, critical thinking, and professional judgment.
This shift made the field "inherently less interesting" to both accountants and students. (I know. Ouch.)
- Pay is a problem
Restrictiveness isn't the only issue.
- Supply is down
- Demand is up
- And wages are stagnant
Accounting has never promised CPAs 8,000 sq. ft. penthouses and a Rolls Royce for every day of the week...
But comfortable pay has always been part of the deal. (It's what made all the Saturdays somewhat tolerable.)
Taking that away isn’t going to help accounting's reputation or recruiting issues.
So – what do you think led to accounting's talent crisis? Is there another factor at play? Let me know below. ↓ — Hi, I'm Jordan.
I help small & medium accounting firms find engaged, US-equivalent talent at 50% total cost savings.
Need accounting talent? Send me a DM.
