"I'm very comfortable with Brian in his new role and the plan we have in place," he says.

Jenkins also notes that the company has mapped out an acquisition plan that targets the size, type and location of firms it may pursue in the future. Conversely, Jenkins says the company is steadfast about maintaining its independence. Throughout the transition process, the firm recommitted itself to being an "enduring company," remaining privately held and focused on promoting from within, he says.

During the recession, when numerous firms like RS&H were acquisition targets, Reed says the company held its ground. "We get contacted at least once a month by people wanting to acquire us," he says.

"We like being a private company," Reed continues. "It gives us the flexibility to look long term in ways that public companies who are concerned about stock prices can't.

"We like being in control of our own destiny," he says. "We're at a size that's right in the middle, and it's not a bad place to be. We're large enough to do anything a client needs, but small enough to prove that we really care about them. I'm not sure how many of us are left; so many have been bought by the big global firms. I like where we are right now."