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Kirsch CPA is a Cincinnati-based accounting firm committed to delivering exceptional client service to entrepreneurs while fostering a collaborative and empowering workplace. With a succession plan focused on taking care of clients and team members, the firm recently transitioned to an ESOP model, giving every team member a stake in the company’s success. Kirsch CPA serves clients across multiple disciplines, balancing client-focused work with internal team growth and development initiatives.
Kirsch CPA recognized an opportunity to elevate its culture of feedback and performance clarity. Managers were juggling client demands alongside coaching responsibilities, making structured conversations and performance clarity difficult. Employees often reported uncertainty about expectations, metrics, and how their performance influenced growth and compensation.
At the same time, leadership wanted greater visibility into engagement data and cross-survey trends to better connect employee experiences with performance outcomes. With these insights, the firm could further develop its emerging employee-owned culture and strengthen succession planning.
The firm began its partnership with Quantum Workplace by conducting the Best Places to Work survey. The results highlighted gaps in understanding what employees were measured on and concerns about future growth and succession. As Diane Glover, Director of People & Business Development, explains:
“The one comment from our team that drove us to make changes was, ‘I don’t know exactly what I’m measured on.’ Our feedback forms were conversational but lacked clarity. We knew we needed a platform to give everyone the same information and help managers hold people accountable.”
These insights prompted Kirsch CPA to shift from open-ended feedback to more metric-driven templates. We utilized tools to enhance visibility into team member effectiveness and leadership development.
Leveraging Quantum Workplace, Kirsch CPA implemented several changes that transformed both manager and employee experiences:
Diane explains, “We can look at it by level and see how our managers are feeling versus our analysts. This helps us stay on top of typical high turnover in public accounting and keep it in check.”
“We can use Quantum to ask consistent questions that everyone answers, ensuring the experience is consistent and helping us build culture across the firm,” explains Diane.
Over the 10 years that Kirsch CPA Group has surveyed their team, they have experienced measurable improvements in employee engagement and accountability. Their Best Places to Work score rose from a “B” to 95%, reflecting stronger alignment, clarity, and satisfaction. Managers now have a unified “brain” to guide feedback, monitor progress, and celebrate achievements.
“Having an AI tool read across all feedback and one-on-ones is going to be a game changer. Managers here juggle client work and team leadership—this makes it a lot easier for them to do both,” Diane shares.
By combining structured feedback, real-time insights, and culture-building initiatives, Kirsch CPA continues to strengthen its leadership, retain top talent, and empower employees—laying the foundation for long-term growth as a fully employee-owned firm.
Learn more about Kirsch CPA Group at www.kirschcpa.com
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