The term ‘cloud champion’ is rapidly gaining traction across the accountancy sector and those with the necessary talent can expect to be in high demand.
But what exactly is a cloud champion?
They may also be known as cloud accounting specialists or digital solutions experts, but their core characteristics will be the same.
They will be people who are passionate about technology and how it drives business strategy.
They will be up to date with what technology is available, can compare systems and recommend implementation.
They are the conduit to their firm becoming an ‘accountant of the future’.
Paul Lodder knows all about cloud champions because he was one. For 21 years, he worked at Sagars Chartered Accountants before joining cloud-accounting tools provider Dext, where he is now vice president.
His natural affinity with technology meant he could combine IT project management with studying accountancy qualifications – the result being he could take on a wide range of clients when qualified.
“I was approached by a senior partner to put together a report on technology. I could see it created real opportunity, but also a threat to some of our work,” he says.
“So, I needed to show how we could manage this and use software to grow the business.”
Being a ‘cloud champion’ should now be commonplace, according to Lodder. “Just as you have a tax, audit and business services specialist, you will also have someone who is an expert in digital strategy,” he says.
Broadly, there are three types of cloud champions, although there can be plenty of flexibility in how the role is carried out.
The first is often in large organisations, and they may be a tech professional rather than an accountant. Their focus is on scale and the firm will already have automated some processes.
Secondly, mid-size firms will typically have an experienced accountant or bookkeeper in the role, with a strong interest in technology. They are likely to continue working with clients, albeit a controlled number.
The third type is typically found in smaller firms, working full-time as an accountant or bookkeeper. Their work, although important, will likely be sidelined.
Picking the person
Lodder says it is often easy to identify someone in-house to be the ‘cloud champion’.
“They will probably volunteer for the role – they’ll be brave and have the necessary passion, drive and excitement,” he says.
“They’ll also be able to admit if there’s a problem and deal with failure quickly. They’ll be confident communicators, ready to answer questions and good at building rapport. They can work autonomously, but increasingly, there’s collaboration.”
If there is no natural internal candidate then firms could choose to employ a headhunter, but more often Lodder says an approach is made to an individual within another firm.
“Cloud champions tend to be visible, as these people tend to have already built a reputation being seen at events, including on webinars, such as those organised by software providers,” he says.
The right support
So, what should the firm offer this potential champion?
This is not a position that needs micro-managing. A cloud champion needs time to attend events, access additional learning, and join relevant professional bodies.
They may be mentored by an external professional and at a later stage, mentor others within their own business – which, as Lodder says, “means you end up with more cloud champions.”
An employer should also grant them ‘permission to fail’ – tech needs proper assessment and may prove unsuitable after testing.
“Bumps in the road cannot be avoided and the cloud champion needs empowerment to get on with the job,” says Lodder.
A balancing act
Cloud champions who are accountants will likely want to combine their roles. Lodder notes qualifying as an accountant is challenging and is something an individual should be proud of – giving that up to devote your time to digital strategy can be hard.
“Many want to keep their hand in,” he says. This may be the sensible approach if a firm is in the early stages of its digitalisation journey when concerns about a reduction in client work could be reflected in turnover.
However, Lodder says there is a growing appreciation that not focusing on digitisation is far riskier.
“It may be necessary to accept a reduction in fees that an individual brings in. But longer term, a digitised firm will outperform and will be more valuable than one that relies on paper records,” he says.
Digitalisation also comes with the ability to charge for new services; several firms now charge clients for software installation and subsequent training.
“Something like Dext Prepare eliminates the need for manual data entry – setting this up and providing training would generate a fee, as well as cementing the client relationship,” says Lodder.
He adds not having the digital capability is a shortcoming. “If a client is aware another business has access to seeing up-to-date numbers on demand, they may consider moving,” he says.
Supporting retention
As a digital transformation progresses and employees access the right tools, it follows they find work more rewarding, and retention is boosted.
“Accountants realise technology is not a risk – it brings positive change. Many want to increase their tech knowledge,” says Lodder, going on to recall colleagues approaching him and asking to get involved.
“Someone might take responsibility for assessing a single app, while someone else might go to an event and report back on it,” he says.
The new generation of accountants joining firms is aware of the possibilities technology holds for them. Lodder notes new graduates do not want to be typing data into Excel, preferring to automate these processes to free up time to talk to clients.
“This is what technology allows and the cloud champion’s role is at the centre of changing the company’s culture and strategy,” he says.
To understand how your practice can grow its own cloud champion, click here to download Dext’s free Cloud Accounting Specialist Guide: Accountant of the Future (dext.com)