The Importance of Scale - And What Does “Scale” Actually Mean? 

Published June 2026

In a typical year we meet with hundreds of practice owners and talk through the issues shaping their thinking. One that keeps coming up: is scale important - and what does it actually mean to be "at scale" today?

The answer has shifted markedly in the past five years. Rising client expectations, greater regulatory complexity, and AI are all changing the equation. 

Three recent conversations bring this to life:

• A four-partner, $5m+ firm that felt comfortably at scale five years ago — no longer;
• A $15m+ practice weighing a merger or strategic sale to access the resources of a larger firm;
• The CEO of a $50m+ firm who believes $100m+ is the minimum threshold for “scale”.

These examples show how “scale” can mean different things to different people. And while revenue is a useful measure, it doesn't tell the whole story. 

At DMY, we think about scale in the following way: 

DMY's Five Dimensions of Scale 

Accounting practices operating under a federated model highlight why revenue may be an unreliable measure of scale on its own. Such groups - which are common in Australia - may give the appearance of scale but this can be more aesthetic than substance with individual member firms unable to achieve many, if any, of the five Dimensions of Scale above.

For many practice owners, the forces re-shaping the accounting industry - client expectations, regulation, AI - are leaving them at a crossroads. Setting your practice up to thrive in the future demands real investment in systems, technology, and people that most smaller firms can't justify alone. 

Of course, you can always decide to stay small (sub-scale), but that means continuing to juggle too many balls, bearing an unsustainable load and not giving your people and clients the attention and support they deserve - which means they may not stick around.

In our view, the value gap between those who choose the path to scale and those who don't will become significant.

We expect this to accelerate dealmaking — particularly for firms with $5-10 million in fees and above — as owners without a clear path to scale turn their minds to a strategic sale or merger.  

The Wrap 

For practice owners, the question is no longer should we scale — it’s can we do it on our own, or does it make more sense to join forces with someone who already has?

Reach out if you want to discuss what this means for your practice and future path.