For Edward Fronczkowski, strong client relationships and strong internal teams go hand in hand. As a Partner based in Maillie’s West Chester office, Ed has spent more than 30 years helping closely held and family-owned businesses navigate complex financial decisions while also mentoring the next generation of accounting professionals.
In this conversation, Ed shares why connection, accessibility, and collaboration matter so much within the firm, how Maillie balances sophisticated expertise with a highly personal approach and why creating a supportive team culture ultimately leads to better outcomes for clients.
Q: What makes the West Chester office a strong environment for both client service and team growth?
A: What stands out about the West Chester office is the level of connection people have with one another both here and across our locations.
That connectedness matters. When people work closely together, they communicate better, step in to help one another, and stay focused on delivering a strong client experience. There’s also a lot of collaboration and planning happening firm wide. Because we have specialists in areas like trusts and estates, employee benefit plans, international tax, and closely held businesses, our teams come together to bring the right expertise to each client situation. This approach means our clients can benefit from the collective knowledge and experience of the firm rather than relying on a single advisor.
Sometimes that means developing more specialized service areas. Other times it’s improving processes, creating better reminders, or identifying services that could help solve challenges a client may not even realize we can support. We’re always looking at how we can continue improving both the client experience and the workplace for our people.
Q: How would you describe your leadership style?
A: One thing I try my best to do is make myself accessible. Most mornings, before I start my day, I walk through the office and say hello to the team. Sometimes it’s a quick conversation, sometimes it’s longer, but it gives everyone an opportunity to share if they need something or advice.
I also try to model the importance of client service and technical competence. We have to maintain a high level of expertise through continuous learning. At the same time, I pay attention to the human side too. If someone seems off or looks like they’re struggling, that matters. Our staff are experts who our clients rely on, but they are also whole people. If something’s impacting them, it’s going to impact how they feel at work and how they serve clients.
You can’t neglect one side or the other. Both matter.
Q: I can see that approach being well received by all, but especially with early talent. Would you agree?
A: Public accounting is demanding, especially early on. There’s a lot to learn, deadlines can be challenging, and classroom knowledge only takes you so far. Real client situations are different.
We look at our approach to mentorship as a way to help our team think through problems instead of immediately giving them the answer. I’ll often encourage someone to research something first, come back with their thoughts, and then we’ll talk through it together. That’s how people really learn and build confidence over time.
Q: How does Maillie’s internal culture ultimately impact the client experience?
A: Many of our clients have been with us for years, and we’ve grown alongside them through business expansions, ownership transitions, succession planning, and estate planning decisions. Our clients trust us because they know we pay close attention to the details and genuinely care about their business. A large portion of our client base consists of closely held and family-owned businesses, and for many owners it’s incredibly personal.
Clients should expect to feel important to the firm they’re working with. They want to know they’re not getting lost in the shuffle. That’s where I think Maillie stands apart. Clients have direct access to partners, but they also benefit from personal relationships and the broader expertise of our team and resources too.
Q: What advice would you give to a business owner evaluating accounting firms today?
A: Technical competence matters, but that can be difficult to evaluate. I think business owners should spend time getting to know the people they’ll actually be working with. Ask how they approach client service. Ask how they think about planning and long-term strategy.
A good advisor shouldn’t only be focused on this year’s tax return. They should be thinking ahead and helping clients make decisions that position them well for the future. The strongest client relationships are built when advisors understand not only where a business is today, but where the owners want it to be five or ten years from now.
