Change and Continuity at Kaufman Rossin
A conversation with outgoing CEO Blain Heckaman and incoming CEO Marc Feigelson
Leadership transitions can be defining moments, not just for a firm, but for the relationships that surround it. At Kaufman Rossin, the handover from longstanding CEO Blain Heckaman to incoming CEO Marc Feigelson is marked by continuity, shared values and a deep belief in collaboration.
Both leaders have grown their careers within the firm and have been longstanding contributors to the Praxity Alliance. Their conversation reflects not only how leadership evolves, but how independence, global connection and a strong sense of of great client outcomes drive success both individually and for the firm.
Marc Feigelson officially took position of CEO on 1st June 2026.
Kaufman Rossin clearly develops leadership from within. Could you describe your journey through the firm?
Blain Heckaman:
I joined the firm in January 1984, actually for sun, fun and a job. I’d already been in the profession a couple of years and relocated to South Florida, joining what was then Kaufman Rossin as a senior in assurance. Over the years, I had the opportunity to work across assurance, tax and forensics, including litigation matters, which gave me a very rounded view of the firm.
I eventually became a partner in the insurance practice, then joined the management group, and ultimately stepped into the managing partner and CEO roles, which I held for 14 years. Looking back, it’s been a long, varied journey, but one that was always shaped by the firm’s focus on people and culture.
Marc Feigelson:
What’s funny is that Blain and I only recently realised how parallel our careers have been. I also came to Florida for sun and fun, just from New York rather than Indiana, joining the firm in 1998 as an auditor.
I was fortunate to be part of one of the last cohorts that worked across audit, tax and forensics, which, like Blain says, gives you invaluable perspective. I became a principal in 2012, led our real estate group for about a decade, helped build the M&A transaction advisory practice, and later joined the management committee as CFO. None of it was planned, it was more about being willing to step in where the firm needed support.
You’ve both been deeply involved in Praxity. How has the Alliance contributed to Kaufman Rossin’s success?
Blain Heckaman:
We’ve been part of Praxity since its formation, and before that, a member of its predecessor network. From the start, the value was strategic rather than transactional. Being able to engage peertopeer with leaders from some of the bestrun firms in the US and internationally helped us understand what good really looks like.
The relationships were very real and very deep. We learned from what other firms were doing well and applied that learning in our own way. Revenue was never the main driver, it came as a byproduct of trust and longterm engagement.
Marc Feigelson:
I’d echo that completely. The real strength of Praxity is the relationships, but also the learning and industry groups. As the profession consolidates and there are fewer independent firms, having access to likeminded peers becomes even more important.
You can collaborate on business strategy, share best practice, and tap into expertise across geographies and service lines. You simply can’t have too many trusted colleagues in this profession.
What advice would you give to firms newly joining the Alliance?
Blain Heckaman:
Get involved, properly involved. Attend the conferences, lean into the working groups, and make sure participation happens at multiple levels in the firm. Tax people should be talking to tax people, forensics to forensics, leaders to leaders.
And don’t join with the expectation that revenue will immediately follow. That’s not how it works. If you contribute, if you invest in relationships and pay it forward, the value comes back to you over time. Praxity gives you an incredible platform, but you have to use it.
Marc Feigelson:
Exactly. Revenue matters, of course, but it shouldn’t be the primary lens. The mindset that really works is: how do I get the best outcome for my client? Sometimes that means bringing in expertise from another firm or another geography.
If you think that way consistently, having trusted partners through Praxity becomes incredibly powerful. It’s an extension of good professional behaviour, not a separate activity.
The profession is changing rapidly. What message would you share with someone entering accounting today?
Blain Heckaman:
I actually think it’s an incredibly exciting time to join the profession. Technology will fundamentally change the work, and in many ways, improve it. The future professional isn’t a data input specialist; they’re someone who understands what the output means and how to advise the client.
Communication skills, listening skills and problemsolving will be critical. We encourage our people to stop and ask: how could technology help me do this better? The next generation is naturally wired to think that way, which puts them in a very strong position.
Marc Feigelson:
I’d add that careers aren’t linear anymore and that’s not a bad thing. People can get very focused on titles or promotion timing, but a career unfolds over decades and many unexpected turns.
What matters is mindset. Are you approaching challenges with curiosity? Are setbacks growth experiences? Ultimately, the pinnacle in our profession is being a trusted advisor and a problem solver and that requires both technical capability and the ability to build and empower those around you.
Blain, what are you most proud of from your time as CEO?
There are many moments, navigating the pandemic was certainly one, but overall, I’m proud that we grew and evolved the firm while staying true to our peoplefirst culture.
We expanded services deliberately, based on what our clients needed, and diversified the firm beyond traditional service lines, all while being careful about cultural fit. Independence mattered and still does. Finding the right leaders to build new capabilities was always more important than moving quickly.
And from a succession perspective, seeing Marc step into this role is a real highlight.
Marc, what challenges and opportunities do you see as you take on the role?
It’s true, we’re at a loud inflection point in the profession. Technology, private equity, changing talent expectations, all of it. But there’s always disruption; it just looks different each time.
Our independence differentiates us, and we see that as a competitive advantage if we harness it properly. On the technology front, we’re investing heavily, not just to keep up, but to rethink how we do what we do.
You have to ride the wave. If the leadership team and the wider firm have the right mindset, these changes can be used to strengthen, not destabilise, the organisation.
Finally, a personal note. Blain, what are you looking forward to next… and Marc, how do you think about balance in such a demanding role?
Blain Heckaman:
This is very much the next chapter. I’ll stay connected to the firm and active in the community, but with more time for family, friends and giving back. I don’t see it as stepping away completely, more a recalibration.
Marc Feigelson:
For me, the lines between professional and personal life have always been blurred and I’m comfortable with that. Many of my colleagues are friends, and many clients become the same.
The hybrid working environment helps, and I genuinely believe that if you care deeply about what you do and the people you work with, it doesn’t always feel like work. That humanity makes the firm stronger, not weaker.
A transition grounded in trust
The transition at Kaufman Rossin reflects something broader across the Praxity Alliance: leadership built patiently, independence defended thoughtfully, and relationships cultivated with intent and a clear focus on the best outcome for clients.
For new and existing member firms alike, the message is clear: show up, engage generously, and trust that longterm value follows.