Partnerships

Talk is easy, results are the challenge. What should your firm do?

Dark Horse CPAs is accelerating the path to ownership for its staff.

Retreats are an effective way to develop growth and strategic plans for accounting firms.

Accounting practices are going to face a greater need for a range of different types of investment in the near future.

Mandatory retirement age policies at the major firms don't need to be the end of a successful career.

There are almost as many buyout plans as there are accounting firms.

Being a partner is a change of mindset. You are no longer just focused on your own career, but also the careers of many others.

A conversation with the ‘Guy’ with the answers.

When going back to basics, ask yourself what you would look for in a CPA if you were the client.

A buy-sell agreement between the joint owners of a closely held business or professional practice is critical for the orderly continuation of the business following a “triggering event,” such as the death, divorce, disability, bankruptcy, retirement or termination of an owner.

While one marketer is good, two or more working toward a common goal is even better.

Strategic planning is about the choices partners make about the future of the firm, both what to do and, more importantly, what not to do.

Many firms are struggling to digest and integrate mergers and are finding it difficult to make things happen.

Managing a practice is a separate business by itself and needs the care and attention you give to the professional services part of your practice.

Many firm leaders are in denial and fall short of what’s required, and that’s the principal reason why so many firms can’t get to the next level.

When I hear a partner at a midsized CPA firm say, “my client” or “my book of business,” the hair on the back of my neck stands up.

I have been in my own practice a long time and figured out early on that if I never lost a client, I would do pretty well.

Small and midsized CPA firms that are striving to stay independent need to avoid the potential “sand traps” that can stump their growth and eventually threaten their independence.

The top firms are getting larger, stronger and better by gobbling up small and midsized firms, making it tougher to compete for talent and clients.

As this unusual year comes to an end, many firms will be divvying up profits and assigning new partner salary or draw amounts for 2021. That could lead to conflict.