Grant Thornton's Planned CBIZ Acquisition: Questions Kansas City Business Owners Should Ask

Use the news to review the engagement you have

An ownership change gives you a natural reason to ask for a fresh conversation. You can do that without assuming service will worsen or deciding to move before you've heard the answers.

Pull out your engagement letter and compare it with how the relationship works today. Do you know who answers a planning question? Are you getting the support you've agreed to pay for? Are the company's next decisions more complex than when you first chose the firm?

Separate existing concerns from questions about the transaction. A planning gap you've already experienced is different from a staffing change you think might happen. Both deserve a conversation, but only one is an established fact about your service.

When staying with a larger firm may make sense

A larger firm may be a strong fit if your business depends on specialized teams, international coordination, complex transactions, audit or assurance work, or other capabilities that need a broader organization. The relevant question is whether the particular team and scope meet those needs.

If your current team understands your business, communicates clearly, and delivers the agreed work, continuity can have value. Ask how the proposed combination might affect the capabilities you use, rather than comparing firms by size alone.

Before considering any smaller firm, list the specialist work you rely on. Ask what that firm can handle, what would stay with another provider, and how responsibilities would be coordinated. Valor shouldn't be treated as a substitute for every national-firm capability.

When a smaller firm may fit your needs

A smaller firm may be worth exploring if you want a direct relationship with the CPA doing the work, an agreed planning cadence, and a clear scope tied to your business. Those are qualities to verify with the firm, not benefits that size guarantees.

At Valor, Dan Marlow is the CPA who prepares client returns and provides tax advice. His work focuses on Kansas City contractors and established business owners. Ask how his experience and the proposed engagement fit your situation, including any needs that fall outside the services being discussed.

Tax advice and ongoing financial leadership are also different engagements. If your questions center on hiring, expansion, or cash-flow forecasting, discuss whether fractional CFO support is appropriate. That service has its own scope; tax preparation and tax advisory aren't included in its fee.

Discuss the business behind the returns

For contractors, the conversation should connect business and owner returns with current books, job-cost information, payroll, equipment, and the decisions coming up. A return on its own may not explain how projects are progressing or why cash feels tight.

Describe the records you have and any gaps you know about. Depreciation schedules and carryforward details matter when evaluating continuity. Payroll records, open notices, and unfinished filing matters may also affect the scope and timing of a change.

If you work across state lines, have multiple entities, or need specialized support, raise that early. Ask specifically whether each firm can cover that work. Don't assume a local relationship automatically covers every jurisdiction or service.

For broader context, explore Valor's contractor tax strategy and support for established business owners. The point of a fit conversation is to connect those services to your needs before agreeing to an engagement.

Explore a change before moving responsibilities

An introductory conversation doesn't transfer responsibility for a return or a deadline. Keep the existing arrangements clear while you evaluate alternatives, and avoid assuming that a new firm has picked up work simply because records have been sent.

If you decide to move, agree on scope, timing, permission to exchange records, and who will handle each open item. The practical details belong in a transition plan, not in assumptions about how quickly a prior firm will respond.

Our guide to changing CPAs explains the sequence, the records to discuss, and what you may need to provide or authorize. Start with that process before making commitments around upcoming filings.

Choose based on the relationship your business needs

After the conversation, write down what you want to keep and what you need to change: specialist access, continuity, direct communication, planning, or clarity about scope. Compare specific answers rather than the name on the firm's door.

Staying can be a sound decision. Exploring another firm can be a sound decision too. If you'd like to discuss whether Valor fits, tell Dan about your business, the support you need, and any upcoming deadlines. You don't need to send tax records with that first inquiry.