Some Clients Just Aren’t Worth the ‘Mishegoss’

By Ed Mendlowitz

QUESTION: I have a client I really don’t like and want to drop, but I hesitate because of the long relationship I’ve had with her, and also I don’t want to lose the income. What should I do?

RESPONSE: I’ve addressed this before, but I am taking a different approach this time.

Dropping clients is never easy and I don’t think should be done lightly. However, there are some instances when it needs to be done. This particular client I was called about is extremely obnoxious. Not the normal grade of obnoxious, but far more so.

In fact it was one of the rare clients that I dropped. The call was from the accountant who had the client since then. I had the client six years. She’s had the client eight years – so she is much more patient than I am.

When she told the client she was dropping her, the client started to cry and beg her not to, so she changed her mind. Now she wants me to tell her what to do. For beginners, I have dropped very few clients. This client was one of the nastiest people I’ve ever dealt with. She was also very nasty to her husband, treating him like s – – t, and he has since passed on.

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Tech Survey: 90% of Accounting Firms Fail to Budget Properly

AFOATS logoNew benchmarks on tech spending and decision-making.

By Randolph Johnston, Leslie Garrett PhD,
and Brian F. Tankersley, CPA.CITP, CGMA

The Accounting Firm Operations and Technology Survey

While 90% of all firms in The Accounting Firm Operations and Technology Survey did not have a per-person technology budget, we were quite surprised to see that 88% of large firms and 85% of mid-sized firms also reported that they did not use a per-person technology budget. READ MORE →

16 Questions Before Merging Up

cat-and-goldfishBy Marc Rosenberg

1. Are there one or more partners at the larger firm who will be retiring in the next 5-10 years?

2. Will the retirement obligation to one dominating partner be so large that the firm cannot afford the payments?

3. Will the retirement of one or more key people in the next few years threaten the larger firm’s ability to maintain partner income levels? READ MORE →