The Seven C’s of Assessing Partner Potential
Competence and culture are just the beginning.
By Martin Bissett
Passport to Partnership
THE PARTNERSHIP
Shape Partner Behavior through Compensation
Does your firm have the right mix?
By Domenick J. Esposito
8 Steps to Great
Visualize your partner group fitting into a bell curve.
MORE by Domenick J. Esposito
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In Quartile #1, you have the stallions – the very high performers who produce outstanding contributions to the firm year in and year out. These equity partners want to win and know how to do it.
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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.
MORE by Domenick J. Esposito
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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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What It Takes to Make It to Partner
Four responses from our expert council.
By Martin Bissett
Passport to Partnership
Why Accounting Firm Culture Matters
Our exclusive expert council offers insight.
By Martin Bissett
Passport to Partnership
Are You Aware of Your Firm’s Culture?
Five ways to make it work for you.
By Martin Bissett
Passport to Partnership
Why Do You Want to Be Partner?
Our expert council weighs in on preparation.
By Martin Bissett
Passport to Partnership
Fifteen Merger Terms You Can’t Ignore
How long a transition time? What happens to WIP and A/R?
By Marc Rosenberg
CPA Firm Mergers: Your Complete Guide
Think your firm is ready to merge? Not so fast.
MORE by Marc Rosenberg
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All of the following are common terms that must be agreed upon by both merger partners.
Ten Benchmarks of Firm Profitability
Plus four reasons you should want to follow them.
By Marc Rosenberg
What Really Makes CPA Firms Profitable?
“Rich people stay rich by living like they are broke. Broke people stay broke by living like they’re rich.” – Mark Cuban
MORE by Marc Rosenberg
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To state the obvious, the goal of a CPA firm’s management is to achieve the firm’s desired profit level. No one disputes this. But where the rubber meets the road is achieving those profits. This post explains how to do this.
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Twelve Keys to Strategic Planning
What do you want it to do for you?
By Marc Rosenberg
Strategic Planning and Goal Setting for Results
“No one ever made a difference by being like everyone else.” – P. T. Barnum
MORE by Marc Rosenberg
Exclusively for PRO Members. Log in here or upgrade to PRO today.
To begin strategic planning, partners must first address and agree on several critical decisions. Do they want:
- A firm that is committed to strategic planning being the pillar of the firm’s future success? Or are you in the school that says “yeah, strategic planning is nice, and we should do it, but it’s secondary to partner productivity and performance”?