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When my co-founder Mike and I started ConnectCPA, we handled everything - client calls, process building, problem-solving, and everything in between. It was intense, but in the early days, that level of involvement felt necessary.

As the business grew, it became clear that success can only go so far on the drive of its founders. The real turning point was when we built a team that not only supported the vision but helped make it further.

Trusting the Team

In the beginning, we were at the centre of everything. Every client interaction, every challenge, every decision - we had a hand in it all. But as demand grew, a choice became inevitable: keep doing everything ourselves or build a team that could lead alongside us.

It wasn’t easy. Would things be done the way we envisioned? Would clients get the same level of service? Those questions stayed with us. But time and again, our team proved that when given the opportunity, they didn’t just take on responsibilities - they owned them.

These shifts made all the difference:

Client relationships. For years, we were the direct point of contact. Clients knew us, and we knew their businesses inside and out. Letting go of that meant a total shift in mindset. Could we really trust someone else to represent the company the way we did? But as our team stepped into these roles, I saw something incredible: the team maintained client relationships in their own way, sometimes deepening connections beyond what we expected.
Problem-solving. Early on, if something broke, we fixed it. If a process didn’t exist, we built it. At some point, though, we became the bottleneck. Stepping back allowed us to see that the team was just as capable of solving problems.
Leading departments. At one point, I had my hands in HR, marketing, customer success, and onboarding. It made sense at the time, but it also meant stretching myself too thin. When we gave people the autonomy to make decisions, they took ownership in ways that wouldn’t have been possible if we were constantly checking in.
Sales calls. Closing deals had always been personal. Mike and I loved meeting potential clients, understanding their challenges, and showing them how we could help. Stepping away felt like giving up a part of what made ConnectCPA what it was. But when our team successfully ran sales calls and onboarded clients, we saw the bigger picture - we weren’t losing what made us unique. We were expanding our ability to serve more businesses at the same level.

Of course, this journey came with its challenges. Building a great team goes beyond hiring talented individuals. It’s also about creating an environment where they take ownership, embrace challenges, and thrive in a culture of trust and high standards.

Building a Strong Team

When hiring at ConnectCPA, we look for one thing above all else: attitude.

It’s a cliché for a reason because it’s absolutely true. The best hires aren’t always the ones with the most impressive resumés - they’re the ones who bring energy, accountability, and a commitment to growth. Technical skills can be taught, but the right mindset is what truly determines whether someone will thrive in our team and contribute to our company’s success.

So what does the right attitude look like? For us, it comes down to four key traits:

Humility. Confidence is important, but the best professionals are always open to learning. They ask questions, seek feedback, and push themselves to improve.
Accountability. Trust is everything. When someone commits to something, we need to know they’ll follow through. Owning both wins and mistakes separates great team members from the rest.
Care. The best people don’t just show up to do a job - they take ownership. They care about their work, their colleagues, and the company’s success. That level of investment drives innovation and raises the bar for everyone.
Team-first mentality (No Entitlement). Titles and recognition don’t matter if the team isn’t winning. The strongest teams are made up of people who share knowledge, support each other, and step up - not because they have to, but because they genuinely want the team to succeed.

These aren’t just words on a hiring page. Every new team member at ConnectCPA has an intimate conversation about our core values after they’re hired. We ensure it’s a deep-rooted philosophy that guides how we work every day.

Letting Go

As a co-founder, stepping back is one of the hardest things to do. When you’ve been involved in every detail, it’s natural to wonder - will things be done with the same care and attention?

Over time, I realized that trust is the foundation of everything:

Trusting our hiring process. We bring in people who align with our values - ambitious, humble, and accountable. If we’ve hired well, we owe it to them to let them do what they were brought in to do.
Trusting our training process. We invest in onboarding, mentorship, and ongoing guidance to set our team up for success. When people have the right tools, they don’t need micromanaging - they need space to apply what they’ve learned.
Trusting our team. Time and again, they’ve proven they’re more than capable. They take ownership, they care, and they execute at a high level.

Delegation doesn’t happen overnight. It takes time and intention. But I’ve learned that holding on too tightly doesn’t just slow down the team - it slows down the business. The more I let go, the more I see others step up, innovate, and lead.

One Piece of Advice for Leaders

If there’s one thing I’d tell any leader about building a strong team, it’s this: be relentless about the people you bring in and the culture you create.

A leader’s job isn’t to do everything - it’s to build a team that can execute, innovate, and take the company further than any one person ever could alone.

Be intentional. Be relentless. Because at the end of the day, the strength of your team is the strength of your business.