disruptors: talent crisis? what talent crisis?

disruptors wiley, deshayes, satterley, etienne, penczak and vanover offer their takes on staffing in the accounting profession.

by amy welch

in a post-pandemic gig economy, the rest of the world laments the staffing crisis. however, while the solutions may not be easy, they seem to be pretty simple.  

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more thought leaders: james graham: drop the billable hour and you’ll bill morekaren reyburn: fix your marketing and fix your business | giles pearson: fix the staffing crisis by swapping experience for education | jina etienne: practice fearless inclusionbill penczak: stop forcing smart people to do stupid worksandra wiley: staffing problem? check your culture | scott scarano: first, grow people. then firm growth can follow | jody padar: build a practice that works for you, not vice-versa | ira rosenbloom: with m&a, nobody wants a fixer-upper | peter margaritis: the power skills every accountant needs | joe montgomery: find the sweet spot of the right clients, right services and right pricesmarie green: your bad apples are ruining youmegan genest tarnow: hire for curiosity rather than complianceclayton oates: one way to keep clients for life |

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in the 卡塔尔世界杯常规比赛时间 disruptors one-on-one interview series with liz farr, some of the profession’s most innovative thinkers suggest solutions ranging from re-examining your firm’s culture to tapping into two-year colleges for new talent. here, several weigh in on what they see as the potential answers to one of the most troubling issues in the accounting profession.

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the six pillars for fp&a transformation

chris ortega reveals his blueprint for success.

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career reflections
with amy welch

after years in public accounting, chris ortega decided he wanted something different.

the indianapolis native knew he wanted to be an accountant when sarbanes oxley was making headlines and accountants were in high demand. “also,” ortega said, “i always loved numbers.”

more: the 10 financial controls that’ll make you a hero | why you can be a virtual cfo | clients would switch for portals | csr for cpas: the missing ingredient | o.d. lanier: stepping into advisory | secret to success? a growth and abundance mindset
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he continued, “i started the first six years of my career in both public and corporate accounting then moved into finance and fp&a while getting my mba.”

armed with his mba in corporate finance from the university of indianapolis and a stellar resume, ortega said something was missing.

“after 17 plus years of experience in accounting, fp&a, finance and leadership, i felt there needed to be a fresh perspective on finance,” he said. “so, that is why i started fresh fp&a, which is fresh perspective on financial partnership & advising.”

and, while many business owners start with dreams and plans, ortega said his company operates with six key pillars in mind.

“think of it as the foundation of a house,” ortega explained.

those six “ps,” as ortega coined them, are:

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staff retention for remote workers

keep them happy and engaged.

by amy welch, apr, cae
intraprisetechknowlogies llc

prior to 2020, remote work was barely a blip on any business radar. however, following the covid-19 pandemic, what was once considered unique has become an exploding norm. for intraprisetechknowlogies llc, though, the practice of remote work presented itself—and evolved—by accident, and well before other companies jumped aboard.

related: dec. 8: engaging your hybrid team: how to ensure employee engagement and equity when working remote (2 cpe)  explore the leadership changes to implement now so you can encourage employee engagement and ensure equity in a hybrid environment. plus, look at how your organization should shift its performance measures and definitions of success, so all employees are treated fairly, regardless of where they work.

the advisory-focused cpa firm hired alisa nishimoto, pmp, as a part-time project manager in february 2010. although she was living in san jose, cal., at the time, nishimoto and her family planned to move back to hawaii, where she grew up and she planned to join the rest of the intraprisetechknowlogies team at its honolulu headquarters. however, after a year of searching, nishimoto’s husband was unable to find a comparable job in hawaii, so the young family decided to remain in san jose.

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