Accounting Client Onboarding: AJ Zepeda on Building a Repeatable 45-Day Process
Signing a new accounting client is an important milestone. But getting that client ready for ongoing bookkeeping, tax, and advisory services is where the real operational work begins.
Missing bank access, incomplete financial records, unclear service expectations, and inconsistent handoffs can turn a promising new engagement into weeks of follow-up.
For growing accounting firms, those problems become harder to manage when multiple clients are onboarding simultaneously.
On the Growing Your Firm podcast, David Cristello spoke with Anthony (AJ) Zepeda, founder and COO of Maverick, about building an accounting practice through partnerships, standardized processes, and practical automation.
At the time of the conversation, Maverick served approximately 65 clients and had a team of around seven to eight people, including its founders. The firm was formed in 2025 by combining the founders’ existing practices and client relationships.
One of the most useful parts of the discussion was Maverick’s approach to accounting client onboarding.
Rather than rushing new clients into ongoing bookkeeping services, Maverick typically allows 30 to 45 days to collect information, establish accounting systems, resolve setup issues, and transition clients to their ongoing accounting team.
That process offers practical lessons for accounting firms looking to improve client onboarding, reduce rework, and build more repeatable operations.
Key Takeaways
- Maverick typically completes accounting client onboarding in 30 to 45 days, depending on the engagement.
- The firm collects required documents and system access before beginning bookkeeping work.
- Sales, onboarding, quality assurance, and accounting have defined responsibilities.
- Most clients use a standardized chart of accounts, with exceptions for more complex engagements.
- Dedicated onboarding time helps employees complete setup work without constant interruptions.
- Weekly or biweekly client check-ins keep onboarding moving.
- A formal handoff introduces the client to their ongoing accounting manager.
- Notion and Scribe help the firm organize client information and document processes.
- Reliable data and documented workflows provide a foundation for future AI automation.
Why Accounting Client Onboarding Matters
Client onboarding is more than collecting an engagement agreement and creating a new customer record.
It is the process of preparing both the client and the accounting team for a productive working relationship.
That includes gathering financial records, confirming access to essential systems, understanding the client’s business, documenting service requirements, and assigning responsibility for ongoing work.
When these activities are handled inconsistently, problems can continue long after onboarding officially ends.
For example, an accountant might begin reconciling a client’s books only to discover that several bank accounts were never connected. The team then has to stop, request additional access, and revisit work that should have been completed earlier.
In another situation, a salesperson may promise a reporting service that was never communicated to the accounting manager.
Neither problem necessarily comes from a lack of technical accounting knowledge. Both can result from an incomplete onboarding workflow.
A repeatable onboarding process reduces these gaps by establishing what needs to happen, who owns each step, and when the client is ready for ongoing service.
Inside AJ Zepeda’s 30-to-45-Day Client Onboarding Process
AJ explained that Maverick generally allows 30 to 45 days to onboard a new accounting client.
The goal is not to delay service unnecessarily. It is to make sure the engagement is properly configured before the accounting team takes responsibility for recurring deliverables.
Maverick generally begins charging the agreed subscription when the client signs. The firm typically does not charge a separate onboarding fee unless significant cleanup work is required.
Here is how the process works.
1. Establish Client Expectations During Sales
The onboarding process begins before the client signs the engagement agreement.
At Maverick, co-founder Micah handles the initial sales process and works to establish realistic expectations about the firm’s services.
During these conversations, the team learns about the prospective client’s business, accounting challenges, existing systems, and service requirements.
This information is important because the onboarding team needs to understand what was discussed and promised before beginning the engagement.
For other accounting firms, the practical lesson is to document the information gathered during sales instead of relying on the salesperson’s memory.
2. Conduct an Internal Sales-to-Onboarding Handoff
After a client signs, Maverick holds an internal meeting to transfer information from sales to the onboarding team.
The team discusses the client’s needs, outstanding problems, expectations, and any unusual requirements.
This helps employees understand the engagement before contacting the client for additional information.
A structured internal handoff should clarify:
- Which services the client purchased
- What the sales team promised
- Which accounting systems the client currently uses
- Whether cleanup or historical bookkeeping work is required
- Who is responsible for onboarding
- Which information is still missing
- When the client expects recurring services to begin
This prevents clients from having to repeat the same information to multiple employees.
3. Collect All Required Documents and System Access
One of Maverick’s most important onboarding rules is that the accounting team does not begin bookkeeping work until the required information and system access are available.
AJ described situations where clients have numerous financial accounts or connected systems.
Rather than starting with only a portion of those accounts, the team aims to collect everything necessary to understand the client’s financial position.
Depending on the engagement, an accounting client onboarding checklist may include:
- Bank account access
- Credit card account access
- QuickBooks or other accounting software access
- Prior-year tax returns
- Historical financial statements
- Payroll system access
- Business formation and relevant legal documents
- Existing bookkeeping procedures
- Information about recurring transactions and reporting requirements
The exact list should reflect the services being provided.
The underlying principle is that the firm should define its information requirements before beginning work.
4. Standardize the Accounting Setup
AJ explained that Maverick introduced a standardized chart of accounts for most clients.
This reduces unnecessary differences between engagements and makes recurring bookkeeping work easier to manage.
When every client uses a completely different accounting structure, employees may need additional time to understand each account and reporting process.
A standard chart of accounts can help establish consistency across the firm’s client base.
However, AJ also recognized that standardization should not eliminate necessary customization.
Larger clients receiving controller or fractional CFO services may require additional accounts or more specialized financial reporting.
The objective is to standardize routine work while allowing appropriate flexibility for complex engagements.
5. Dedicate Time to Onboarding Work
Another practical detail from Maverick’s process is the use of dedicated onboarding time.
At the time of the interview, Aubrey, who also worked in quality assurance, had Tuesdays reserved for onboarding activities.
That time could include client meetings, accounting cleanup, system configuration, and process documentation.
AJ acknowledged that the structure would need to evolve as the firm grew.
However, it provided a manageable solution for a smaller team that did not yet require a separate full-time onboarding department.
For accounting firms with limited staff, scheduling protected onboarding time may be more realistic than immediately hiring a dedicated onboarding specialist.
6. Hold Weekly or Biweekly Client Check-Ins
Maverick uses recurring client meetings during onboarding to maintain communication and resolve outstanding questions.
Depending on the client’s needs and preferences, meetings generally take place weekly or every two weeks and last approximately 15 to 30 minutes.
These meetings help the team review progress, identify missing information, and clarify next steps.
For example, the onboarding manager might explain that the accounting system has been configured but a prior-year tax return is still outstanding.
Regular communication helps keep the client involved without requiring lengthy meetings for every update.
Accounting Client Onboarding Workflow: From Sales to Ongoing Service
The following framework summarizes the onboarding stages discussed by AJ and translates them into a practical workflow for accounting firms.
| Stage | Responsible Team | Main Objective |
|---|---|---|
| Sales | Sales partner | Confirm scope, pricing, and expectations. |
| Internal kickoff | Sales and onboarding | Transfer client information and requirements. |
| Information collection | Onboarding team and client | Collect records, documents, and system access. |
| Accounting setup | Onboarding and quality assurance | Configure accounts and complete required cleanup. |
| Progress reviews | Onboarding team | Resolve outstanding questions and track progress. |
| Final handoff | Onboarding and accounting management | Introduce the ongoing primary contact and confirm deliverables. |
| Ongoing service | Accounting team | Manage recurring accounting work and reporting. |
This framework is based on AJ’s interview and is not presented as Maverick’s official internal SOP.
The Final Handoff: Transitioning Clients Into Ongoing Accounting Services
One of the most important steps in Maverick’s onboarding process happens near the end.
Instead of simply marking the client as onboarded, the firm schedules a formal handoff meeting.
AJ described a meeting involving himself, the onboarding manager, the accounting manager, and the client.
The meeting generally takes about 30 minutes.
During the discussion, the team introduces the client’s ongoing point of contact and reviews the services the client should expect.
This is important because clients should not have to guess whether they should contact sales, onboarding, or the accounting team when they need assistance.
Maverick’s goal is to make the accounting manager the client’s primary contact after onboarding.
When a specialized question arises, such as a complex tax issue, the accounting manager can involve the appropriate specialist.
Practical takeaway: A client should finish onboarding knowing who manages the relationship, what services will be delivered, when reports will arrive, and how to request additional assistance.
How Standardized Client Communication Supports Better Service
AJ explained that Maverick maintains a regular communication schedule after onboarding.
The accounting team works on client books weekly and communicates questions when transactions or other items require clarification.
Monthly reporting is generally delivered by the 15th.
For many clients, this structure reduces the need for frequent meetings because they receive consistent updates and know what to expect.
More complex clients, particularly those receiving controller or fractional CFO services, may require detailed monthly financial reviews.
The important distinction is that different service packages require different levels of communication.
A firm does not need to schedule the same number of meetings for every client, but it should establish a dependable communication process appropriate to each engagement.
Make Client Onboarding Easier to Manage
When onboarding tasks are scattered across spreadsheets, emails, and individual reminders, important steps can be missed.
Jetpack Workflow helps accounting firms standardize recurring processes, assign responsibilities, track deadlines, and maintain visibility across client work.
How Accounting Client Onboarding Connects to Pricing and Scope
AJ’s approach to onboarding is closely connected to Maverick’s service packages and pricing structure.
Before the founders formally launched the combined practice, they developed a pricing matrix based on factors such as business revenue and transaction volume.
The firm organized its services into broad tiers, ranging from streamlined bookkeeping to more comprehensive accounting and fractional CFO engagements.
AJ discussed a limited-service package priced around $150 per month, middle-tier accounting engagements, and higher-end services priced around $2,500 to $4,000 per month.
These figures describe Maverick’s pricing at the time of the interview, not current published rates or recommended market benchmarks.
Define Service Scope Before Onboarding Begins
AJ acknowledged that one challenge during Maverick’s early growth was managing clients who expected work beyond their agreed subscription.
Some engagements required more time and attention than originally anticipated.
Looking back, he said he would have established stronger boundaries and billed for out-of-scope work more consistently.
This is directly relevant to onboarding.
Before a client transitions into recurring service, the firm should confirm:
- Which services are included in the engagement
- Which deliverables the client will receive
- How frequently reports will be prepared
- Who is responsible for client communication
- Which additional requests may incur fees
- How scope changes will be approved
These details help prevent misunderstandings after the onboarding team completes its work.
Why AJ Uses a Centralized Accounting Process Library
Another important part of Maverick’s operating model is process documentation.
AJ explained that the firm uses Notion as a centralized information and process library.
It contains business information, client details, and documented procedures that employees can reference when completing work.
He also uses Scribe to capture step-by-step instructions for repeatable tasks.
For example, if a client needs instructions for providing access to Gusto, the firm can document the process and reuse it instead of explaining the same steps repeatedly.
That approach is particularly useful during onboarding because many setup activities recur across engagements.
Documentation Reduces Dependence on Individual Employees
Without documented processes, employees may need to ask colleagues how to complete unfamiliar tasks.
That creates delays when the person with the relevant knowledge is unavailable.
A centralized process library helps employees locate instructions and follow established procedures.
It also supports training as the firm grows.
For a smaller practice, documenting common onboarding activities can be a practical first step toward operational standardization.
Why Reliable Client Data Comes Before AI Automation
AJ is interested in using AI to improve accounting firm operations.
During the interview, he discussed tools including Claude, Notion, Slack, Ramp, and Gusto.
However, he also emphasized the importance of having organized and reliable information before building more advanced automations.
If client information is scattered across disconnected applications and undocumented procedures, AI does not automatically solve the underlying operational problems.
The firm first needs to understand where information lives and how work should be performed.
AJ described smaller automation examples, including summaries of employee time by project and notifications about upcoming employee absences.
These improvements reduce manual administrative work without requiring a fully autonomous accounting operation.
He also indicated that he had not extensively implemented Claude Cowork agents at the time of the discussion.
His comments about more advanced AI workflows should therefore be understood as opportunities and ideas rather than completed implementations.
What This Means for Accounting Client Onboarding
AI may eventually help firms retrieve setup instructions, organize onboarding information, and identify outstanding administrative tasks.
However, those capabilities depend on reliable data, defined processes, appropriate permissions, and human oversight.
For most accounting firms, the immediate opportunity is to improve the onboarding workflow itself.
That means documenting requirements, assigning responsibilities, organizing client information, and making progress visible to the team.
Common Accounting Client Onboarding Mistakes to Avoid
AJ’s experience highlights several problems that accounting firms can address before they interfere with client service.
Starting Work With Incomplete Information
Beginning bookkeeping before receiving all required records and access can lead to repeated follow-ups and unnecessary rework.
Promising Unrealistic Onboarding Timelines
A short onboarding promise may sound attractive during sales, but it can create problems if the team cannot complete the necessary setup.
Maverick’s typical 30-to-45-day approach prioritizes readiness over speed alone.
Failing to Transfer Information From Sales
Important details can be lost when the person selling the engagement does not communicate requirements to the onboarding team.
An internal kickoff helps prevent that problem.
Using Different Processes for Every Client
Unnecessary variation makes employee training, task management, and quality assurance more difficult.
Standardization helps establish consistency while allowing exceptions when appropriate.
Leaving Client Ownership Unclear
Without a formal handoff, clients may continue contacting multiple employees for the same issue.
Assigning a primary relationship owner improves accountability.
Failing to Enforce Engagement Scope
Clients may assume additional work is included unless the firm clearly defines its services and procedures for scope changes.
Automating an Unclear Process
Automation is more effective when the firm already understands the required steps, responsibilities, and information flows.
Accounting Client Onboarding Checklist for Growing Firms
Accounting firms can use the following checklist to evaluate and improve their onboarding process.
Client Onboarding Checklist
Sales and engagement
- ☐ Confirm the signed engagement agreement.
- ☐ Document service scope and client expectations.
- ☐ Complete the internal sales-to-onboarding handoff.
Information collection
- ☐ Collect required financial documents.
- ☐ Confirm access to accounting and financial systems.
- ☐ Identify historical cleanup requirements.
Accounting setup
- ☐ Configure the chart of accounts.
- ☐ Establish required software integrations.
- ☐ Document client-specific procedures.
- ☐ Schedule onboarding progress meetings.
Final handoff
- ☐ Complete the final onboarding review.
- ☐ Introduce the ongoing accounting manager.
- ☐ Confirm reporting and communication expectations.
- ☐ Move the client into recurring accounting workflows.
This is an editorial checklist developed from the operational principles discussed in the interview, not Maverick’s exact internal checklist.
How to Make Accounting Client Onboarding More Repeatable
A checklist is a useful starting point, but accounting firms also need a consistent way to manage onboarding across multiple clients and employees.
When the same steps are repeated for every new engagement, those steps can be organized into a reusable workflow.
For example, a firm might create a standard onboarding workflow containing document requests, system access verification, accounting setup, quality assurance, and the final client handoff.
Each step can have an assigned owner and an expected completion date.
Managers can then review outstanding work without asking employees for individual status updates.
This is particularly important when the firm is onboarding several clients at the same time.
For firms looking to centralize recurring accounting work, Jetpack Workflow provides tools for organizing tasks, managing deadlines, assigning responsibilities, and tracking progress across client engagements.
These are practical applications of the workflow principles discussed in AJ’s interview, not a claim that Maverick uses Jetpack Workflow.
Frequently Asked Questions About Accounting Client Onboarding
How long should accounting client onboarding take?
There is no universal timeline. Maverick typically takes approximately 30 to 45 days, depending on the client’s information, systems, and setup requirements. More complex engagements may require additional time.
What documents are needed to onboard an accounting client?
Requirements vary by engagement but may include prior-year tax returns, financial statements, bank and credit card access, accounting software access, payroll information, and relevant business documents.
How can accounting firms improve client onboarding?
Firms can improve onboarding by using standardized checklists, defining responsibilities, conducting internal handoffs, collecting complete information, documenting procedures, and scheduling regular client updates.
Should accounting firms charge an onboarding fee?
It depends on the service model and amount of setup work required. AJ explained that Maverick generally does not charge a separate onboarding fee unless significant cleanup work is needed. Clients typically begin paying their subscription when they sign.
Why is a client onboarding handoff important?
A formal handoff helps ensure the ongoing accounting team understands the engagement and the client knows whom to contact. It reduces confusion between sales, onboarding, and service delivery.
Can AI automate accounting client onboarding?
AI may help with administrative tasks, information retrieval, documentation, and reminders. However, effective automation still requires reliable client data, clear workflows, appropriate access controls, and human oversight.
Conclusion
AJ Zepeda’s approach to accounting client onboarding offers a useful reminder that faster onboarding is not always better onboarding.
At Maverick, the objective is to collect complete information, establish consistent accounting processes, communicate regularly, and make sure the ongoing accounting team is prepared before taking over the engagement.
The firm’s typical 30-to-45-day process provides time to complete those activities without treating onboarding as a simple administrative formality.
For growing accounting firms, the broader lesson is straightforward.
Client onboarding should be a documented, repeatable process that prepares the firm to deliver consistent service long after the engagement begins.
As firms add clients, employees, and technology, that operational foundation becomes increasingly valuable.
Last Updated: October 2026
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