By Gideon Schulman
Most people think of accountants as safe hands, like experts who handle the numbers while we get on with the ‘real’ work. In many cases, that’s fair. But here’s a question we don’t ask enough:
Do you manage your accountant, or do they manage you?
Because if you’re not actively engaged in that relationship, chances are you’re being led down a path without fully understanding where it’s going, or whether it’s where you want to be.
Passive Trap
For many individuals and organisations, the accountant relationship becomes one of blind delegation:
• They ask for documents. You send them.
• They submit the return. You pay the tax.
• They say, “You’re all sorted.” You breathe a sigh of relief.
But here’s the thing, sorted doesn’t mean optimised, or even safe.
You wouldn’t sign a contract without understanding it. So why treat your financial reporting or compliance any differently?
What You Should Expect from a Good Accountant
1. Clarity Over Complexity
Your accountant should explain financial matters in clear, plain English. If they can’t, or won’t, that’s a red flag. You are not less intelligent for needing it spelled out. Their job is to empower, not obscure.
Ask yourself:
“Do I leave conversations with more clarity or more confusion?”
2. Proactivity, Not Just Paperwork
Great accountants don’t just file, they forecast. They should be raising issues before they become problems:
• Tax reliefs you may be missing
• New rules that affect your operations (like IR35 or Making Tax Digital)
• Opportunities for efficiency, restructuring, or long-term planning
If your accountant never surprises you with useful insight, you might be working with a glorified bookkeeper.
3. Tailored Advice
Your business, charity, or personal setup is unique. Your accountant should recognise that. Are they asking questions about your long-term goals? Governance structures? Risk appetite? If their advice feels generic, it probably is.
4. Accessibility and Responsiveness
The best accountant is a partner, not a post-box. You should be able to ask a question and get a thoughtful response, not three weeks later, not after five reminders.
Questions People Rarely Ask, But Should
Most people don’t know what to ask, which leads to a passive, dependent relationship. Here are some crucial questions to bring into your next meeting:
“Can you walk me through my accounts line by line in language I’ll understand?”
If they rush or condescend, rethink the relationship. This is your money, your reputation, your legal liability.
“What don’t I know that I should be asking?”
A good accountant anticipates knowledge gaps and helps fill them.
“What are the biggest risks in my current setup?”
If the answer is “none,” they’re not thinking hard enough. Risk is always present through process, compliance, or interpretation.
“Are there ways to structure things more efficiently—legally and ethically?”
Efficiency is more than tax savings. It includes sustainability, clarity, and resilience. Don’t settle for ‘status quo’ advice.
“What’s your view on ethics, transparency, and responsibility?”
Especially for trustees, company directors, and charity leaders, you need to be sure your accountant’s values align with yours. It’s your signature on the accounts.
Think of Your Accountant Like a Consultant, not a Contractor
This is someone who sees your financial skeleton. They know more about your organisation’s health than most staff do. That insight should be leveraged not just left dormant in year-end reports.
You should feel confident enough to challenge advice, ask ‘why’, and expect clear justifications for actions taken on your behalf.
If You’re a Trustee or Board Member
You hold fiduciary responsibility. Relying too heavily on ‘we left it to the accountant’ is not an acceptable defence if something goes wrong. HMRC, the Charity Commission, and your stakeholders expect active governance, not blind delegation.
Your accountant should serve your governance, not replace it.
How to Manage Your Accountant Well
- Schedule regular check-ins, not just year-end
- Ask for reports in advance of meetings so you can read and question them
- Keep a running list of queries or uncertainties; no question is too small
- Make financial literacy part of your CPD, especially if you’re a trustee or director
- Benchmark your accountant occasionally, what do others offer for the same fee?
A Quick Checklist
Expectation. Are They Delivering?
Explains clearly, no jargon
Proactive in advice
Responsive and reliable
Helps you understand risk
Tailors their advice to your needs
Shares values around ethics
Final Word
You don’t need to be an accountant. But you do need to manage the relationship intentionally. Ask questions. Seek understanding. Expect excellence.
Because if you let your accountant manage you, you might not realise what you’ve missed until it’s too late.
Be informed. Be curious. Be in control.
About the author
Gideon Schulman
Chief Strategy Officer
Former International HR Director, who has vast experience with HR policies and compliance. Specialises in making sure we follow all current and pending legislation and plan a strategic oversight of the organisation.
Most people think of accountants as safe hands, like experts who handle the numbers while we get on with the ‘real’ work. In many cases, that’s fair. But here’s a question we don’t ask enough:
Do you manage your accountant, or do they manage you?
Because if you’re not actively engaged in that relationship, chances are you’re being led down a path without fully understanding where it’s going, or whether it’s where you want to be.
Passive Trap
For many individuals and organisations, the accountant relationship becomes one of blind delegation:
• They ask for documents. You send them.
• They submit the return. You pay the tax.
• They say, “You’re all sorted.” You breathe a sigh of relief.
But here’s the thing, sorted doesn’t mean optimised, or even safe.
You wouldn’t sign a contract without understanding it. So why treat your financial reporting or compliance any differently?
What You Should Expect from a Good Accountant
1. Clarity Over Complexity
Your accountant should explain financial matters in clear, plain English. If they can’t, or won’t, that’s a red flag. You are not less intelligent for needing it spelled out. Their job is to empower, not obscure.
Ask yourself:
“Do I leave conversations with more clarity or more confusion?”
2. Proactivity, Not Just Paperwork
Great accountants don’t just file, they forecast. They should be raising issues before they become problems:
• Tax reliefs you may be missing
• New rules that affect your operations (like IR35 or Making Tax Digital)
• Opportunities for efficiency, restructuring, or long-term planning
If your accountant never surprises you with useful insight, you might be working with a glorified bookkeeper.
3. Tailored Advice
Your business, charity, or personal setup is unique. Your accountant should recognise that. Are they asking questions about your long-term goals? Governance structures? Risk appetite? If their advice feels generic, it probably is.
4. Accessibility and Responsiveness
The best accountant is a partner, not a post-box. You should be able to ask a question and get a thoughtful response, not three weeks later, not after five reminders.
Questions People Rarely Ask, But Should
Most people don’t know what to ask, which leads to a passive, dependent relationship. Here are some crucial questions to bring into your next meeting:
“Can you walk me through my accounts line by line in language I’ll understand?”
If they rush or condescend, rethink the relationship. This is your money, your reputation, your legal liability.
“What don’t I know that I should be asking?”
A good accountant anticipates knowledge gaps and helps fill them.
“What are the biggest risks in my current setup?”
If the answer is “none,” they’re not thinking hard enough. Risk is always present through process, compliance, or interpretation.
“Are there ways to structure things more efficiently—legally and ethically?”
Efficiency is more than tax savings. It includes sustainability, clarity, and resilience. Don’t settle for ‘status quo’ advice.
“What’s your view on ethics, transparency, and responsibility?”
Especially for trustees, company directors, and charity leaders, you need to be sure your accountant’s values align with yours. It’s your signature on the accounts.
Think of Your Accountant Like a Consultant, not a Contractor
This is someone who sees your financial skeleton. They know more about your organisation’s health than most staff do. That insight should be leveraged not just left dormant in year-end reports.
You should feel confident enough to challenge advice, ask ‘why’, and expect clear justifications for actions taken on your behalf.
If You’re a Trustee or Board Member
You hold fiduciary responsibility. Relying too heavily on ‘we left it to the accountant’ is not an acceptable defence if something goes wrong. HMRC, the Charity Commission, and your stakeholders expect active governance, not blind delegation.
Your accountant should serve your governance, not replace it.
How to Manage Your Accountant Well
- Schedule regular check-ins, not just year-end
- Ask for reports in advance of meetings so you can read and question them
- Keep a running list of queries or uncertainties; no question is too small
- Make financial literacy part of your CPD, especially if you’re a trustee or director
- Benchmark your accountant occasionally, what do others offer for the same fee?
A Quick Checklist
Expectation. Are They Delivering?
Explains clearly, no jargon
Proactive in advice
Responsive and reliable
Helps you understand risk
Tailors their advice to your needs
Shares values around ethics
Final Word
You don’t need to be an accountant. But you do need to manage the relationship intentionally. Ask questions. Seek understanding. Expect excellence.
Because if you let your accountant manage you, you might not realise what you’ve missed until it’s too late.
Be informed. Be curious. Be in control.
About the author
Gideon Schulman
Chief Strategy Officer
Former International HR Director, who has vast experience with HR policies and compliance. Specialises in making sure we follow all current and pending legislation and plan a strategic oversight of the organisation.
