Dom Esposito, Author at CPA Trendlines

Why Addressing Ineffective Partners Isn’t Optional

How to arrange a “soft landing.”

By Domenick J. Esposito
8 Steps to Great

Most accounting, tax and advisory CPA firm professionals who have demonstrated that they can help perpetuate an organization become partners between the ages of 35 and 42. In many cases, these same professionals retire from their firms as they approach the age of 60, 65 and 70.

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Many emotional and physical changes happen to us humans over the course of 25, 30 or 35 years. Sometimes for the good and sometimes for the bad, our personal lives, energy levels and productivity at the age of 35 usually are different than our personal lives, energy levels and productivity at the age of 65.
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Want Better Leaders? Grow Your Own

A development academy might be the answer.

By Domenick J. Esposito
8 Steps to Great

When it’s time to make decisions about new partner admissions, here is what senior leadership at many small and midsized CPA firms often hear:

“If Mary doesn’t make audit partner this year, she will leave the firm. We can’t afford to lose her as she gets all the work done at ABC Manufacturing Corporation, who pays us over $300,000 a year. Without Mary, this client will leave the firm” and

“We need to make Joe a tax partner this year because he is the only one in the firm who understands ‘C.’ Without him, we will have a big hole in our tax department capabilities. It could put a big hurt on the firm.”

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In their guts, these leaders know that, while both Mary and Joe are solid professionals, there is little chance that either of them will develop beyond client service partners.
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Small Firms Can Be Trusted Business Advisors

Move past the lip service.

By Domenick J. Esposito
8 Steps to Great

Several of the Top 50 CPA firms, particularly the larger ones that derive a majority of their revenues by providing recurring attest services that add integrity to financial statements and reduce the cost of capital, emphasize that they are trusted business advisors providing forward-thinking solutions to their clients.

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As examples, here are excerpts found on the websites of four CPA firms:

“We are more than accountants, we are trusted business advisors”
“Our role is to be trusted advisors. …”
“Our mission … serving as a trusted business advisor to our clients”
“We believe a true business advisor always protects a client’s vital interests”

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Fourteen Components to Your Firm’s Strategic Plan

Execute it; don’t let it sit on a shelf.

By Domenick J. Esposito
8 Steps to Great

Many CPA firms do not have a living, breathing strategic plan that enables them to successfully navigate through their next two or three years.

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That in and of itself is not very surprising because most CPA firms are basically small and midsized businesses with the same generational challenges faced by most small and midsized family and privately owned operating companies. READ MORE →

SPECIAL

Learning How to Lead

Take underdog hunger and become an “overdog.”

By Domenick J. Esposito
8 Steps to Great

Being a CPA firm leader requires you to “walk the talk,” make tough decisions and avoid common traps or errors that are attributable to a failure of providing persistent and consistent leadership.

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In addition to “walking the talk” personally, a CEO must drive action and change.
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Dom Esposito

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Domenick J. Esposito was the CEO of Grant Thornton, vice-chair of BDO, and national growth director at CohnReznick.

He is the author of "8 Steps to Great: The Eight Essential Strategies Driving Success at the World's Largest CPA Firms. And How to Apply the Lessons at Firms of All Sizes," published by CPA Trendlines.

A Life in Public Accounting

In 2016, Esposito, then a former CEO of BDO, moved from a 46-year career in public accounting into the next phase of his professional life – consulting to CPA firms, launching a boutique advisory firm, Esposito CEO2CEO, that provides advice to CEOs, managing partners and other senior partners of CPA firms focused on the mid-market throughout the U.S.

With the launch, Esposito authored “8 Steps to Great," a guide for CEOs, managing partners, and other senior partners on how to move their firm to the next level.

CohnReznick National Growth Director

Esposito was one of the most qualified individuals in the country to advise CPA firms on growth and profitability. Through 2015, he was National Practice & Growth Director and an Executive Board member of CohnReznick, LLP, a mid-market sustainable brand and the tenth-largest CPA firm in the United States. He oversaw CohnReznick’s go-to-market industry specialization and consulting and advisory service lines. He was also intimately involved in the firm’s mergers and acquisitions and strategic and tactical activities for its public company and capital markets initiatives. Dom joined the predecessor firm of J.H. Cohn in 2002 as the Chief Operating Officer and Executive Board member.

Dom was also an independent director of Ethan Allen Interiors Inc. For several years (through 2014), Dom was a member of the NASDAQ Listing and Qualifications Committee to the organization’s Board of Directors. He formerly served as the leader of the New York State Society of CPAs Committee for Large and Medium-Sized Firms Practice Management. He also was an Adjunct Accounting Professor at C.W. Post/Long Island University.

BDO and Grant Thornton

Through October 2002, Dom was Vice Chairman at BDO, a mid-market sustainable brand and the seventh-largest international accounting and consulting firm in the U.S., with almost 50 offices and 3,400 employees. During his brief time with BDO, he was responsible for the Alliance Distribution Network (at the time consisting of over 80 CPA firms, 10 law firms, and 25 consulting firms). He was also responsible for attracting and servicing a number of clients.

From 1979 through 2001, Dom was with Grant Thornton, another mid-market sustainable brand and the sixth-largest international accounting and consulting firm in the U.S., with over 50 offices and 4,500 employees. He joined Grant as an audit manager, became a partner in 1981, led the Long Island Office from 1984 to 1986, became assistant managing partner of the New York Office in 1986, and from 1988 to 1999, led the New York Office. In 1999, Esposito became a regional managing partner and for two years, through 2001, was the firm’s Chief Executive Officer.

CPA, Partner, MBA, Leader, Influencer, Media Celebrity

Between 1996 and 1998, and while he was CEO, Esposito was on the Partner Board and was also on the Board of Grant Thornton International – the worldwide umbrella organization. In these capacities, he developed strong experience in strategic thinking and execution, international relationships, corporate governance, partnership matters, branding, expense control, client relationships, and new business development.

As CEO, he took Grant Thornton to record earnings, consummated the largest line-of-business sale in the firm’s history, developed a major joint venture with AXA Financial, and made the largest practice acquisition in the firm’s history. From 1969 to 1979, Esposito was with Price Waterhouse (now PwC), servicing IBM when he was promoted to manager in 1976.

Dom was a CPA, has been quoted in national and local media, and has appeared on radio and cable TV.

Esposito also testified before the Securities and Exchange Commission.

He received his M.B.A. from St. John’s University and his B.S. from Ferris State University. AccountingToday, one of the leading trade journals for the accounting profession, named Esposito one of the most influential people in the profession for two consecutive years.

He passed away in 2021 at the age of 74.

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