The four keys driving expansion at MiddletonRaines. Editor’s note: In this first-person account, one of the profession’s most dynamic managing partners shares some of the methods behind his firm’s recent successes. By Wesley Middleton, CPA Managing Partner, MiddletonRaines + Zapata LLP As the managing partner of a firm of 37 people, I have felt protective of the strategies we are employing to be successful. I think that is the CPA in me. We will have almost doubled in year two of our firm over year one at the end of this calendar year. How have we done that? By not selling, marketing or managing like a CPA.
Checklists work for astronauts. Why not accountants? By Sandi Smith Leyva Accountant’s Accelerator Airplane pilots and astronauts have checklists for just about everything they do. Checklists promote performance consistency, make it easier to learn new procedures and increase safety exponentially. In accounting, we can learn from the airline industry and apply checklists to certain areas of our practices in order to reap similar benefits. Here are three areas of your accounting practice that can benefit from checklists:
Never more important than in busy season. By Sandi Smith Leyva The Accountant’s Accelerator No matter what time of the year it is, it seems like there is never enough time for entrepreneurial accountants to get everything done. Here are three not-so-common ideas on how to make the most of your time.
Practice growth is a delicate balance of art, science, intuition and diligence. One thing it isn’t, however, is marketing. By Gale Crosley Crosley+Company Marketing can be a powerful lever to fuel business expansion. But alone, it will not take you where you want to go. Marketing helps till the soil of growth. At the end of the day, however, tilled soil with no seeds taking root is pretty much a useless pile of dirt. Well-intentioned firms often invest a great deal of money in marketing and wonder why it doesn’t result in growth. One reason is that what they’re really spending on is unrelated marketing activities (or tactics) rather than on growth strategies. It’s an essential distinction that can make […]
A sign of economic recovery and increased competition. Bringing in new business and finding top-notch staffers to handle anticipated growth are emerging as the new, most pressing challenges for CPA firms today. With a rebounding economy, the AICPA says in its new PCPS “Top Issues Survey” that client retention, which had been a significant concern for firms in the 2009 survey, has been overtaken by a tilt toward growth issues. “Finding qualified staff” was a top issue from 1997 to 2007 for all but the smallest firms, but disappeared entirely from Top 5 lists in 2009. Now it’s back.