meet your client all year, not just during audit

will there be more work? most likely.

by alan anderson, cpa
transforming audit for the future

when you’re a client-serving firm, the service doesn’t end with delivery of the financial statement audit. client service should be perceived as a continuous, ongoing process that is supported by the culture with accountability measures. client service is a relationship that is developed by habit.

more: give your audit teams tasks that increase business acumen | are you using the right business model? | empower your team by dumping c and d clients | eleven types of audit clients and which to fire | don’t take on audits in an industry you don’t understand | how ‘business expert cpas’ get their own business wrong | exceptional audit client service demands effective communication | five ways to prevent audit bottlenecks
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cpa firms tend to get bogged down in the work, so i developed a process for developing those relationships. i would sit down with the team and tell the senior accountant and the manager that they needed to meet at least quarterly with their counterpart at the client. the senior would meet with the controller. the manager would meet with the cfo. my responsibility would be to meet with the ceo or the business owner. these meetings could be phone calls but at least one of those meetings would be for lunch. if they desired, the senior and manager could have a joint lunch meeting with the controller and the cfo.