How to Hire, Outsource, and Fire Like a Pro: Business Growth Lessons with Roger Knecht

Hiring the right team, knowing when to outsource, and handling difficult staffing decisions can make or break a business—but most entrepreneurs learn these lessons the hard way. Whether you’re a solopreneur overwhelmed with tasks or a growing business unsure how to scale your workforce, making the wrong personnel move can cost you time, money, and momentum. What if you could approach these challenges with clarity, confidence, and a proven framework for success?

In this compelling interview, business expert Stacey Chillemi sits down with Roger Knecht, President of Universal Accounting Center, who has spent over two decades helping business owners turn operational chaos into strategic growth. With insights drawn from years of hands-on experience in sales, HR, and leadership, Roger breaks down how to hire intentionally, when to outsource, and how to handle the firing process with professionalism and empathy. If you’re ready to grow your team the smart way and lead your business with confidence, this is a must-read conversation.

Thank you so much for joining us, Roger! Our readers would love to get to know you a bit better. Can you tell us a bit about your backstory?

Absolutely, Stacey. It’s a pleasure to be here. My professional journey spans over 25 years, and during that time, I’ve had the opportunity to dive deeply into nearly every facet of business—sales, marketing, HR, operations—you name it. Today, I lead Universal Accounting Center, where we’re focused on helping accounting professionals not only improve their technical skills but also build profitable practices. Our goal is to transform accountants into true profit and growth experts for their clients. I’m passionate about this work because I believe that when you empower someone to understand and drive profitability, you’re not just impacting their business—you’re transforming their livelihood and creating lasting impact.

What inspired your focus on helping accountants become entrepreneurs?

I’ve always seen accountants as some of the most trusted advisors in business. But too often, they operate behind the scenes, focused purely on compliance—taxes, bookkeeping, audits. The truth is, their understanding of the numbers gives them incredible insight into a business’s health and potential. They’re sitting on a goldmine of information that can drive strategy and growth, but they’re not always taught how to use it that way. What really inspired me was seeing how a shift in mindset—paired with the right tools and systems—can turn an accountant from a technician into a proactive, confident business advisor. That kind of transformation is powerful, and it fuels everything we do.

Today, we’re talking about hiring, outsourcing, and even firing. Why is this such an important topic for business owners?

Because these decisions are pivotal. They directly affect your ability to grow, manage time effectively, and stay profitable. Whether it’s hiring your first employee, outsourcing a critical function, or having to let someone go, each decision impacts your operations, your mindset, and ultimately your bottom line. For many entrepreneurs, especially those just starting out, these choices feel incredibly personal. You’re not just making a financial investment—you’re trusting someone with your vision. And that’s why I believe so strongly in bringing clarity and intention to the process. If you approach it strategically, these can be the decisions that catapult your business forward.

Hiring is often both an emotional and financial decision. Can you elaborate on that?

Definitely. For solopreneurs and small business owners, the decision to hire is rarely just about numbers. It’s often about self-perception and control—questions like, “Can I really afford this?” or “What if I hire the wrong person?” come up all the time. There’s also that sense of vulnerability—bringing someone into your world, your systems, your client relationships. On the financial side, you’re betting on a return, and if the person doesn’t perform, you feel that loss personally. Larger businesses may have more margin for error, but the emotional component never disappears entirely. That’s why structure and clear expectations are so critical—so your decisions are based on facts, not fear.

What’s the first step in determining whether to hire or outsource?

It begins with defining success. Before you even look at resumes or interview vendors, you need to be clear about what you want to accomplish. That’s where key metrics come in. Whether it’s saving 10 hours of your time each week or generating an additional $5,000 in revenue per month, you need a measurable outcome. Without that, you’re operating on gut instinct, and that’s risky. When you clearly define what success looks like, you can assess the right path—whether that’s bringing someone in-house or hiring an external expert. You’re also in a better position to track progress and make adjustments if needed.

So metrics come first. What’s next?

The next step is putting together a detailed job description or scope of work. This goes far beyond a bulleted list. You need to be able to articulate responsibilities, workflows, success criteria, and how this person or agency will fit into the bigger picture. If it’s a role you’ve performed yourself, break down exactly how you’ve done it—this becomes a training guide. If it’s a new area, like social media or bookkeeping, lean on outside tools to help. AI platforms like ChatGPT can generate sample job descriptions and suggest the types of questions you should be asking. The goal is to set clear expectations from the beginning—because ambiguity is the fastest way to create frustration.

What if you’re hiring for a position you’re not familiar with, like accounting or digital marketing?

That’s a common and completely understandable challenge. Just because you’re not an expert doesn’t mean you can’t lead effectively. You don’t need to know how to do the job—you need to know what outcomes you expect. Focus on deliverables, timelines, and benchmarks. Use technology and tools to help bridge the knowledge gap. For example, you might say, “We want to grow our online traffic by 20% over the next six months,” and then ask the marketer to create a strategy around that. It’s about managing the performance, not the process. Staying curious, asking smart questions, and establishing regular check-ins are key to keeping the relationship productive.

How important is it to create documentation and processes before hiring?

It’s absolutely essential. Clear documentation creates alignment. When someone knows exactly what’s expected—and how to do it—they’re far more likely to succeed. It also protects you, the business owner. If something isn’t working, you can go back to the documented process and identify where the breakdown happened. And as your team grows, documented systems become your foundation for training, consistency, and scalability. Whether it’s a checklist, a workflow chart, or a SOP (standard operating procedure), get your processes out of your head and into a format others can follow.

Can job descriptions evolve over time?

Yes, and they absolutely should. Business is dynamic—what worked six months ago might not apply today. Roles evolve as priorities shift or as the person in the position grows. I recommend treating job descriptions as living documents. Review them regularly and make updates based on actual performance and new responsibilities. When someone transitions out of a role, have them document what they were really doing. That information is gold. It helps with continuity, future hiring, and setting more accurate expectations moving forward.

Let’s talk about red flags when hiring. What should employers watch out for?

Red flags often show up early if you’re paying attention. Chronic tardiness, distraction, or excessive phone use during work hours—those are obvious signs. But there are subtle ones too, like lack of initiative, vague communication, or over-promising without follow-through. The first 90 days are your evaluation window. That’s when you should see a strong work ethic, a willingness to learn, and an eagerness to contribute. If someone is already showing signs of disengagement or unreliability, don’t ignore it. Address it early and clearly. Otherwise, those small issues will become big ones.

Compensation can be tricky. How do you determine what to offer?

Start with research—get grounded in the market rate for your region and industry using platforms like Indeed, Glassdoor, and government labor sites. Then consider what your business can realistically afford, especially during the first 90 days when ROI might not be immediate. From there, calculate what success looks like in dollar terms. How much revenue or value should this person bring in to justify their pay? Once you have that, you can design a package that’s both competitive and sustainable—maybe it includes base pay, performance incentives, or non-monetary perks like flexible hours.

Should you build in negotiation room when offering compensation?

Absolutely. But think creatively—it doesn’t have to be just about salary. A one-time signing bonus, milestone-based incentives, or added flexibility can go a long way. For instance, a $2,000 bonus might be more motivating and less costly over time than a permanent $1/hour raise. You can also outline a clear growth path—“After 12 months, this is where you’ll be, assuming benchmarks are met.” That shows forethought and gives the employee confidence in their future with your company. Just be sure to cap long-term compensation based on the role’s value—not just tenure.

How important is flexibility and personalization when attracting talent?

It’s increasingly important. Today’s workforce is looking for more than just a paycheck—they’re looking for balance, autonomy, and purpose. Flexibility doesn’t mean a lack of structure—it means respecting individual needs. Some people thrive in remote environments, others want flex hours, and some prioritize a four-day week. When you can meet those needs—without compromising the business—you become an employer of choice. And often, those kinds of benefits cost you nothing. It’s about creating a culture where people feel empowered to do their best work.

Outsourcing can be a great alternative to hiring. When does it make more sense?

Outsourcing makes sense when a task is outside your core expertise, doesn’t require a full-time role, or can be done more efficiently by a specialist. Think of things like bookkeeping, graphic design, or digital marketing. If you’re spending 10 hours a week on something someone else can do in 3—and they’ll do it better—that’s a no-brainer. Even if their hourly rate is higher, you’re buying expertise, speed, and quality. Just make sure you have clear expectations and regular communication. When managed well, outsourcing can be a growth accelerator.

What are some commonly outsourced roles?

Accounting is at the top—bookkeeping, payroll, tax filing. Many business owners don’t have the time or expertise to manage those functions properly. Marketing is another big one—especially for things like social media management, SEO, ad campaigns, and email marketing. Just remember, not all agencies are created equal. One might excel at Google Ads but fall short on content creation. It’s okay to work with multiple specialists, each focused on a specific channel or outcome. That layered approach often yields better results than trying to find one catch-all provider.

How can business owners improve their hiring process?

Start by leveraging your network. Don’t rely solely on job boards—spread the word among friends, family, and professional contacts. Often, your best hires will come from warm introductions. Then, be intentional with your interviews. Share your vision, define the role’s impact, and ask open-ended questions that reveal character, not just skills. I also recommend doing more than one interview. It shows the candidate that you’re serious and gives you multiple touchpoints to evaluate consistency, communication, and alignment.

Is it ever appropriate to check social media when screening candidates?

A light check is fine—just to ensure there are no glaring red flags. But don’t obsess over it. You’re hiring someone for their work ethic, skills, and ability to integrate with your team—not for their personal opinions or hobbies. Focus on professionalism, attitude, and their ability to contribute. If you’ve done solid interviews and checked references, that’s what should guide your decision—not a vacation photo from five years ago.

Let’s talk about firing—always a tough subject. How do you know when it’s time?

It’s never easy, but it’s sometimes necessary. The key is to remove emotion and focus on clarity. When you hire someone, make expectations clear and document them. If they fall short, give them feedback and an opportunity to course-correct. I use something I call “the hat” metaphor. When someone agrees to take responsibility for a task, they’re wearing the hat. If they continue to drop it—despite support and clear direction—they’re essentially telling you they can’t or won’t do the job. At that point, it’s not about guilt. It’s about moving forward and protecting the business.

How important is documentation in this process?

It’s non-negotiable. Every coaching conversation, warning, or performance issue should be documented. Even a verbal conversation can be followed up with a short email—“Thanks for our chat today. Just to recap…” It creates a paper trail that ensures fairness and transparency. And if things do progress to termination, you have everything in writing. That’s protection for both you and the employee, and it helps everyone understand how and why a decision was made.

For business owners who are just starting out and don’t have experience leading a team, what mindset should they adopt when stepping into that leadership role?

Lead with humility and intention. Understand that leadership isn’t about knowing everything—it’s about guiding, supporting, and growing with your team. Be clear about your expectations, communicate consistently, and create a culture of trust. Ask questions, invite feedback, and be willing to adjust. The best leaders aren’t afraid to say, “I don’t know—but let’s figure it out together.” Leadership is a skill like any other—it’s learned through experience, reflection, and a genuine desire to bring out the best in others.

When business owners feel stuck or overwhelmed with scaling their team, what’s the best first action they can take?

Step back and take inventory. List everything you do in a week. Then highlight the tasks only you can do. Everything else is a candidate for delegation or outsourcing. Even if you start by hiring someone for five or ten hours a week, it can create breathing room and restore momentum. Scaling doesn’t have to happen all at once. Take one small, strategic step and build from there.

What is one piece of advice you wish more business owners would hear when it comes to growing a team?

Hire for attitude, not just aptitude. You can teach technical skills. What’s harder to teach is integrity, reliability, and a genuine desire to grow. Look for people who align with your mission, who take ownership, and who bring energy and positivity to the table. Then invest in them. Give them the tools, the support, and the trust to succeed. When people feel valued, they rise to the occasion—and that’s when you see real impact.

I have no doubt our readers are walking away with a wealth of actionable insights. For those who want to stay connected and learn more, where can they follow your work online?

They can head over to UniversalAccounting.com, where we offer a wide range of tools, training programs, and resources designed to help accounting professionals and business owners build profitable, growth-driven companies. I’m also active on LinkedIn, where I regularly share tips and insights. And for anyone who enjoys learning through conversation, we publish new episodes of our podcast, Building the Premier Accounting Firm, where we dive even deeper into topics like the ones we’ve discussed today. I’d love to connect with anyone looking to elevate their business and take that next step with clarity and confidence.

Thanks again, Roger. It’s been a pleasure having you on and diving deep into such practical and often overlooked aspects of business growth. Wishing you continued success with the incredible work you’re doing at Universal Accounting.

Thank you, Stacey. I truly enjoyed our conversation—it was insightful and energizing. I appreciate the opportunity to share these strategies, and I hope they help your readers build stronger, more confident businesses. Take care and all the best!

To dive even deeper into this topic, be sure to listen to Roger Knecht’s podcast episode on Building the Premier Accounting Firm, where he unpacks the strategies behind hiring, outsourcing, and leading with confidence. https://www.spreaker.com/episode/what-successful-hiring-looks-like-in-2025–66192131