At the start of March we hosted a webinar which brought together some of the industry’s top strategic minds to discuss the fundamental shift from simple AI efficiency to true data-driven intelligence. The panel featured Natasha Frangos (Managing Partner at HaysMac), Sue Staunton (Managing Partner at James Cowper Kreston), Sal Mingoia (Partner at Cooper Parry), and Toby Austin (CEO of Beauhurst). Together, they moved beyond the hype to demonstrate how the UK’s most ambitious firms are now using live data signals to anticipate client needs and spot market opportunities before they even surface.
The discussion centered on moving away from reactive, referral-based growth toward a model of proactive origination. These leaders shared practical insights on embedding ‘Human + Machine’ workflows that enhance, rather than replace, the vital relationships that define the profession. To dig deeper into the specific challenges and technical hurdles raised during the session, we’ve followed up with our speakers for an exclusive Q&A of the questions you wanted to be answered, offering a roadmap for any firm ready to move past the “final countdown” and start deciding with confidence in an AI-first world.
Q) Doesn’t the use of AI in accounting breach all GDPR requirements?
Speaker: Toby
AI itself doesn’t breach GDPR. What matters is how personal data is used, governed and protected when AI is applied to it. Most accounting firms are using AI on data they already hold lawfully within their systems – for example to automate document processing, identify anomalies, or improve reporting. In those cases, the key GDPR questions are the same as with any other technology: do you have a lawful basis for processing, are individuals properly informed, and are appropriate controls and safeguards in place?
When implemented with the right governance – such as clear data permissions, auditability, human oversight and appropriate vendor contracts – AI can actually strengthen compliance by improving visibility over data and reducing manual handling errors.A helpful way to think about it is that AI is like a powerful spreadsheet macro. The macro itself isn’t unlawful – but you still need to ensure the data going into it is lawful, secure and used for the right purpose. So the real compliance issue isn’t ‘AI vs GDPR’. It’s good data governance vs poor data governance.
Q) On the reward – does her firm now pay fees/bonuses/commission to individuals who cross-sell or introduce a new client to a colleague?
Speaker: Sue
As a firm we actively recognise collaboration. We have always promoted the concept that building long term relationships with clients is about ensuring that the client works with the people who will deliver the best service for them – whatever that might be. Our aim is to encourage people to introduce clients to colleagues when it’s genuinely in the client’s interest. Increasingly we’re rewarding behaviours that help the firm grow as a whole, rather than just focusing on an individual portfolio. Ultimately it’s about creating a culture where people naturally look for opportunities to bring the right expertise to the client.
Q) How do you balance the cost of getting all this data with the benefit for a small accountancy firm?
Speaker: Sal
The good news is most firms already have a lot of the data they need. The opportunity is usually in organising and using that information more effectively rather than buying huge new datasets. When firms start using their existing data to understand which types of clients are the best fit – their ideal client profile – they can focus their business development much more effectively by buying the right data for them as opposed to buying a load of data that isn’t relevant for them. They can also calculate Return on Investment (RoI) better so can then make informed decisions when it comes to spending money on data, tools or people.
Q) What does a data-led approach to business development actually look like day-to-day for partners and managers?
Speaker: Natasha
In reality it means our people go into conversations better informed. Instead of relying solely on instinct or networks, they have greater insight into what’s happening with their clients and target companies, such as growth signals, leadership changes, acquisitions or sector trends as well as joined up insight into recent touchpoints with other team members in the firm,
Day to day, it translates into our team attending the meeting with a strong understanding of the context, identifying opportunities earlier and knowing which prospects are the best fit for HaysMac – we are empowered to focus our time where it matters most.
So it’s not just about reaching out at the right moment but reaching out to the right organisations in the first place, with a much better sense of what they need and with a relevant offering.
Q) How do you avoid overwhelming partners with too much data or too many tools?
Speaker: Toby
The goal isn’t to give partners more dashboards. It’s to surface useful insights that help the firm have better conversations with clients. If the approach is working properly, people across the firm should simply see the most relevant signals or opportunities – for example which clients might need support, or which prospects look like a strong fit.
A useful rule many firms adopt is to move from “data for everyone” to “signals for the right person.” Partners don’t need the underlying dashboards – they need two or three clear prompts before a client conversation, such as “this client’s growth has stalled”. The analysis happens behind the scenes so that partners can focus on judgement and relationships. The aim isn’t to give partners more tools – it’s to make sure the right insight reaches the right person at the right time. Ultimately, it’s about simplifying decisions and improving the quality of client conversations, rather than adding more dashboards or information for partners themselves.
Q) What signals or triggers should firms be looking for to identify good client opportunities?
Speaker: Natasha
There are lots of useful signals, such as funding rounds, acquisitions, rapid growth, leadership changes or regulatory developments in a sector. These can all suggest that a business needs additional support.
One of the biggest advantages of using data is that it doesn’t only tell you what’s happening, it also helps us to identify which businesses we should focus on from the beginning; it highlights the organisations which match our ideal client profile. Combining those two things is where the strongest opportunities tend to appear.
Q) What systems or infrastructure do you need in place before you can start doing this properly?
Speaker: Sal
You don’t need a huge amount to get started. The key foundations are having a good view of your client and prospect data and somewhere to track relationships and opportunities. Many firms already have most of this in place. The real step forward is connecting those systems and using the data to understand where the best opportunities are – particularly which types of clients the firm is best placed to serve. I’d say the more important part is ensuring your people understand the strategy and the importance of logging the right data at the right time, regardless of the systems. Even the best CRMs aren’t of much use if the data in them isn’t populated or accurate.
Q) How do you get partners to buy into this approach when many believe their personal networks are enough?
Speaker: Sue
Networks will always be incredibly important in our profession. This approach isn’t about replacing that – it’s about strengthening it. Data simply helps partners see opportunities they might not have spotted otherwise, whether that’s within existing clients or among organisations that fit the firm’s ideal client profile. When partners see that it helps them have more relevant conversations and open new opportunities, the value tends to become clear quite quickly. Much of this is helped by ensuring that the firm’s culture is forward looking and that partners are ready to embrace the new.
Q) What is the realistic return firms can expect if they start using better data and intelligence in their BD process?
Speaker: Toby
The biggest impact usually comes from focusing effort in the right places. When firms understand their ideal client profile more clearly, they can prioritise prospects that are more likely to convert and generate higher-value work. That often shortens sales cycles, increases average deal sizes and improves win rates.
You can see this in practice with firms like Cooper Parry. By using data to identify and prioritise companies that fit their growth focus, they’ve been able to make their business development much more targeted and efficient. In their case, the average deal size increased by around 500%, and junior team members were able to generate roughly 10× more pipeline by identifying relevant opportunities earlier in the process.
That shift also changed how the firm approaches BD. Rather than relying solely on partners to source opportunities, more of the early research and opportunity identification happens across the wider team, which frees partners to focus on the conversations that really matter.
So it’s not really about doing more business development – it’s about targeting the right clients and having the right conversations with them at the right time.
Q) How can smaller firms compete with larger firms that have bigger marketing and research teams?
Speaker: Sal
Data and AI actually level the playing field quite a lot. Smaller firms can now access insights that previously required large research teams. When you combine that with the agility that smaller firms often have, they can be very effective at identifying and targeting the right types of clients. In many cases the advantage comes from being able to act quickly on the right opportunities. Often the larger firms aren’t on top of their data at all, so although they have big teams and budgets, a lot of that goes to waste due to misplaced focus or the inaccurate data giving them the wrong signals.
Q) How do you ensure this approach improves the quality of conversations with prospects rather than just increasing the volume of outreach?
Speaker: Natasha
The aim isn’t to contact more people but to contact the right people with something relevant to offer- the aim is to create value through a conversation. When you understand what’s happening within a prospect’s business and you know they’re a strong fit for your firm, you can shape the conversation around issues that genuinely matter to them. That naturally leads to higher quality discussions rather than simply increasing outreach activity.
Q) What are the biggest mistakes firms make when trying to implement a more structured business development model?
Speaker: Toby
One of the biggest mistakes is trying to do too much at once – introducing lots of tools or processes without a clear focus. The firms that succeed usually start by asking a simple question: who are the clients we’re best suited to work with? Once that ideal client profile is clear, data can help identify those organisations and the right moments to engage with them. That keeps the whole approach practical and focused.
