Here’s what you’re looking for: Kristen Rampe

OUTLOOK & ANALYSIS

Starting Salaries in Accounting Must Rise

Every year, the 2025 Rosenberg MAP Survey asks the industry’s top consultants to share their observations from CPA firms across the country: How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts? Also, how would you assess the last 12 months? Trends? Observations? Struggles?

Plans for succession and capital are critical.

By Kristen Rampe
 The Rosenberg Survey

Over the next year, more firms will feel comfortable with their position in the marketplace. Either because they have completed or are in the process of a transaction, or because they determined their best option was to continue as they have been (with ongoing improvements, of course). This is unlikely to reduce the hourly calls from private equity investors just yet but will make the decision on what to do with all those calls easier.

MORE: The 2025 Rosenberg MAP Survey is available from CPA Trendlines here.

I am hopeful that, as an industry, we will continue to increase staff starting salaries. Looking at today’s economics of adult life, which many young accounting professionals are interested in, such as buying a home or starting a family, the current pay rates are insufficient. We can make the changes necessary here to continue to support communities, employees and the profession of accounting.
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OUTLOOK & ANALYSIS

People Development Still a Concern

Five young business people at work in an office setting.

Who wants to be partner? Anyone? Hello?

By Kristen Rampe
The Rosenberg National Survey of CPA Firm Statistics

I anticipate more interest in exploring artificial intelligence and offshoring for small to midsized firms. As new use cases and case studies of success come online, late adopters will start to dabble in these important developments.

EDITOR’S NOTE: Every year, The 2024 Rosenberg National Survey of CPA Firm Statistics asks the profession’s top consultants two sets of questions:

    • How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts?
    • How would you assess the last 12 months? Trends? Observations? Struggles?

MORE: Focus on Intentional Growth | Accounting Firms Upshift to Corporate Model | Growth and Complacency Must Concern Accounting Firms This Year | The Future of Fees | How Accounting Firms Are Dealing with Retirement
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Strong local and regional firms will continue to thrive, though they will face the continued pressure of offers from CPA firm buyers and private equity. Many fiercely independent firms will continue on their own path. Of those, plenty will remain successful, but not all, and depending on where the hearts, minds and financial goals of the owners are, they might find interest in entertaining these offers.
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PAY & COMPENSATION

Partner Comp Earnings Gap: What’s the Right Spread?

people standing on stacks of coins, representing income gaps

How do you get it right at your firm?

By Kristen Rampe
Partner Comp: Art & Science

There are many reasons for a sizeable spread in partner income at a CPA firm. For example, at a firm with both a founder nearing retirement and a first-year partner, the spread would be wide. Some firms are the opposite, with two to four founding partners agreeing to share all profits equally. There is no spread there.

MORE ON PARTNERS: Thirteen Traits of Partners You’ll Want to Keep | Six Rules for Keeping Partners Happy and Productive | Five Keys in Compensating New Managing Partners | Top 20 Tough Choices for the Partner Comp Committee | Voting on Ownership Basis? Three Better Methods | What Partners Do and Don’t Deserve | Tell Potentials What Partnership Takes | Five Steps to Transition to Partnership
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For most multipartner and multigeneration accounting firms, the situation gets more complicated. You’ll have some high performers and some who are on cruise control. You’ll have ones contributing notably more dollars to the bottom line and more to future leaders’ development.

But what about two partners who contribute relatively the same? Should their income allocation be similar? How similar?
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MANAGEMENT

How Firms Are Compensating Their COOs

bar chart

Real-life examples. About 29% are owners.

By Kristen Rampe
Rosenberg Associates

More and more firms are exploring the benefits of adding a chief operating officer (COO) to their leadership ranks. The COO role often encompasses strategic CPA firm leadership, holding partners accountable, making decisions in line with the firm’s strategy and overseeing all administrative functions.

MORE: Help! A Partner Wants to Retire Really Early
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This position can significantly reduce the time client service partners spend attending to these duties. And often the COO can do them better, as they aren’t distracted by the next fire drill from a high-profile accounting client. Their only client is the firm.
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OUTLOOK & ANALYSIS

Firms Must Choose Best Workplace Model

man sitting at desk in otherwise empty office, facing glass wall

What will help you move forward?

By Kristen Rampe
The Rosenberg MAP Survey

EDITOR’S NOTE: Every year, the Rosenberg MAP Survey asks the industry’s top consultants to share their observations from CPA firms across the country. How do you think the next 12 months will unfold? Also, how would you assess the last 12 months?

The obvious: Staffing challenges will continue. Firms that are stuck in their old ways must add younger talent with the ability to influence leadership ranks. Senior partners who are seeking an internal buyout, or better priced external sale, need to recognize how essential this is.

MORE: Tech, Capital Will Drive Accounting Profession Growth | New Energy Comes from New Ways of Doing Business | AI for Accounting Automation Will Be Significant | A 40-Hour Workweek Is Feasible | It’s Time for a New Business Model
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Less obvious: Workplace models will continue to be varied, and there is no one-size-fits-all. I have clients who hardly went home during COVID-19, and their staff have to be asked to work from home to free up office space for a growing team. I also have clients with thousands of square feet of vacant office space because no one has returned. Of both groups (and those in between), some have critical failures in productivity. Some are crushing it.
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