dom esposito, author at 卡塔尔世界杯常规比赛时间 - page 4 of 7

who will be the next category killer?

the opportunity is there.

by domenick j. esposito
8 steps to great

going from a merely good firm to a mid-market sustainable brand requires a tremendous amount of discipline and leadership.

more on strategic planning: the dangers of low-hanging fruit | how to capitalize on the trusted business advisor opportunity | leadership must be persistent and consistent | using a high-performance business framework | what a client service plan can add | 36 consulting services you might be overlooking | how to drive consistent partner behavior
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the business, the basic governance and economic model, and its priorities are simple on the surface until the complexity of a partnership comes into play. tried and true traditional business practices like strategy planning, performance management and compensation plans can take on unusual twists and turns when pulled out of shape by competitors and strong-willed partners.
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the dangers of low-hanging fruit

seven questions to ask about new clients.

by domenick j. esposito
8 steps to great

it’s 2017 (hard to believe).

more on strategic planning: how to capitalize on the trusted business advisor opportunity | why is strategy execution so difficult? | time running out for succession planning | the benefits of a client situation review | capital markets 101 | how to implement industry practice groups | what is ‘acceptable’ performance? | 6 measures of partner performance | is hr ready for your partner pipeline? | is your pyramid upside down? | taking a balanced scorecard to your partners
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many mid-market firms are finalizing their numbers for 2016 and it appears to be shaping up to be a pretty good year with

organic growth averaging at 4 percent to 6 percent,
equity partner compensation seeing a modest increase principally through technology enhancements,
more and more work being shifted to india and
intense expense control.

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how to capitalize on the trusted business advisor opportunity

when to move past the lip service.

by domenick j. esposito
8 steps to great

several of the top 50 cpa firms, particularly the larger ones that derive a majority of their revenues by providing recurring attest services that add integrity to financial statements and reduce the cost of capital, emphasize that they are trusted business advisors providing forward-thinking solutions to their clients.

more on strategic planning: why is strategy execution so difficult? | 10 common leadership traps | expand your national and global geographic reach | show clients how to improve working capital | do you belong in cybersecurity? | why you need marquee clients | net profits: how much to whom? | how to drive partner performance with a smart compensation plan | 3 tools to boost your metrics | start with sound firm governance, economics
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as examples, here are excerpts found on the websites of four cpa firms:

“we are more than accountants, we are trusted business advisors”;
“our role is to be trusted advisors….”; “
our mission…serving as a trusted business advisor to our clients”; and
“we believe a true business advisor always protects a client’s vital interests.

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why is strategy execution so difficult?

14 key components to actually executing your firm’s strategic plan.

by domenick j. esposito
8 steps to great

many cpa firms do not have a living, breathing strategic plan that enables them to successfully navigate through their next two or three years.

more on strategic planning: 10 common leadership traps | leadership must be persistent and consistent | using a high-performance business framework | what a client service plan can add | 36 consulting services you might be overlooking | how to drive consistent partner behavior
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that in and of itself is not very surprising since most cpa firms are basically small and mid-sized businesses with the same generational challenges faced by most small and mid-sized family and privately owned operating companies. after all, the 100^th largest cpa firm in the united states is only about $35 million in annual volume.
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common leadership traps

and how the author led his own firm.

by domenick j. esposito
8 steps to great

being a cpa firm leader requires you to “walk the talk,” make tough decisions and avoid common traps or errors that are attributable to a failure of providing persistent and consistent leadership.

more on strategic planning: leadership must be persistent and consistent | time running out for succession planning | the benefits of a client situation review | capital markets 101 | how to implement industry practice groups | 6 measures of partner performance | is your pyramid upside down?
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in addition to “walking the talk” personally, a ceo must drive action and change.
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leadership must be persistent and consistent

8 questions to check whether you walk the walk, or just talk the talk.

by domenick j. esposito
8 steps to great

to me, all of the planning to become a mid-market sustainable brand becomes a reality through persistent and consistent leadership. in the end this, arguably, is the hardest part of the equation, as mistakes are very costly.

more on strategic planning: expand your national and global geographic reach | show clients how to improve working capital | do you belong in cybersecurity? | why you need marquee clients | net profits: how much to whom? | how to drive partner performance with a smart compensation plan | 3 tools to boost your metrics
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a leader in a cpa firm, be it the ceo, managing partner or a senior partner, is the quarterback. he or she is the one who has to set the tone at the top and has a very big impact on the firm’s culture, behavior and compensation of the other partners in the firm.
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time is running out for succession planning

bonus: 22-point m&a due diligence kit.

by domenick j. esposito
8 steps to great

much has been written and discussed regarding succession planning at cpa firms driven by the vast number of founders, leaders, and rainmakers who are retiring at a record pace.

more on strategic planning: expand your national and global geographic reach | using a high-performance business framework | what a client service plan can add | 36 consulting services you might be overlooking | how to drive consistent partner behavior | cpa firm partner performance: different activities, different metrics | develop the partners you already have | how many partners do you need?
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key takeaways in this post:

mid-market sustainable brands generally combine practices as opposed to acquiring or buying practices.
spend time to make sure it feels right.
the easier part is getting the contract signed; the harder part is the integration of the two practices and to make sure 1 + 1 at least = 3.

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expand your national and global geographic reach

the cities and networks you need to be in.

by domenick j. esposito
8 steps to great

the business world was never simple, but it has never been as complex and dynamic as it is today.

more on strategic planning: using a high-performance business framework | the benefits of a client situation review | capital markets 101 | how to implement industry practice groups | what is ‘acceptable’ performance? | 6 measures of partner performance | is hr ready for your partner pipeline? | is your pyramid upside down? | taking a balanced scorecard to your partners | learning to ‘run with the big dogs’
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for decades, two key factors – technology and globalization – have driven profound change throughout the business world including the mid-market. and both will continue to do so – at an ever-increasing pace.
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using a high-performance business framework

bonus: sample client feedback letter.

by domenick j. esposito
8 steps to great

the high-performance framework is a description of how middle-market companies can identify the components of high performance, assess their present position relative to high-performance benchmarks, and then create a plan of action to close any performance gaps.

more on strategic planning: the benefits of a client situation review | show clients how to improve working capital | do you belong in cybersecurity? | why you need marquee clients | net profits: how much to whom? | 3 tools to boost your metrics | seizing the $10 trillion opportunity
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the framework is essentially a set of models and common language that help communicate with a client. it provides the basis for developing an action to assist a client in a systematic and thoughtful way.
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the benefits of a client situation review

this is high-level and interactive, not a presentation.

by domenick j. esposito
8 steps to great

the client situation review (“csr”) is an effective tool for delivering client value.

more on strategic planning: show clients how to improve working capital | what a client service plan can add | 36 consulting services you might be overlooking | how to drive consistent partner behavior | cpa firm partner performance: different activities, different metrics | develop the partners you already have | how many partners do you need? | how to develop tactics for your strategic plan | the big eight: harsh realities for firms today
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the csr process is one of the most powerful and effective techniques for strengthening a client relationship and improving the quality and level of your service. in the spirit of building a mid-market sustainable brand, you can use the csr to demonstrate your ability to add value by providing creative ideas, asking the right questions, identifying challenges and providing solutions.
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show clients how to improve working capital

identify issues and opportunities in the current process to craft the desired process.

by domenick j. esposito
8 steps to great

presented below is an example of an effective tool for distinguishing your firm from the rest – the ebitda/working capital improvements memorandum. this tool can be used when your client is owned by a large private equity group or other investment vehicle.

more on strategic planning: what a client service plan can add | capital markets 101 | how to implement industry practice groups | what is ‘acceptable’ performance? | 6 measures of partner performance | is hr ready for your partner pipeline? | is your pyramid upside down? | taking a balanced scorecard to your partners | seizing the $10 trillion opportunity
exclusively for pro members. log in here or 2022世界杯足球排名 today.

the ebitda/working capital improvements memorandum is designed as a unique byproduct of your attest services. at the conclusion of your attest services, you share preliminary thoughts and observations on how to improve ebitda/working capital with senior management of the portfolio company as well as with an outside investor such as a private equity group.
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client service opportunities

what a client service plan can add

make distinctive service a process.

by domenick j. esposito
8 steps to great

derived from the understanding that each client has a different set of needs, your firm needs to develop a client service plan that tailors your services to match client needs.

more on strategic planning: capital markets 101 | do you belong in cybersecurity? | why you need marquee clients | net profits: how much to whom? | how to drive partner performance with a smart compensation plan | 3 tools to boost your metrics | start with sound firm governance, economics
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the client service plan ensures the highest level of quality service by focusing your engagement team on exceeding a client’s expectations.
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capital markets 101

this could be an exciting opportunity for your high performers.

by domenick j. esposito
8 steps to great

technical specialization is also a key to attracting, developing and retaining marquee clients. examples are international tax, state and local taxes, stock-based compensation and sec/capital markets skills.

more on strategic planning: do you belong in cybersecurity? | why you need marquee clients | net profits: how much to whom? | how to drive partner performance with a smart compensation plan | 3 tools to boost your metrics | start with sound firm governance, economics | as tax season ends, strategic planning seasons begins
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presented below is a granular look at the private and public capital markets and the opportunity it presents in securing marquee clients.
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dom esposito

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domenick j. esposito was the ceo of grant thornton, vice-chair of bdo, and national growth director at cohnreznick.

he is the author of "8 steps to great: the eight essential strategies driving success at the world's largest cpa firms. and how to apply the lessons at firms of all sizes," published by 卡塔尔世界杯常规比赛时间.

a life in public accounting

in 2016, esposito, then a former ceo of bdo, moved from a 46-year career in public accounting into the next phase of his professional life – consulting to cpa firms, launching a boutique advisory firm, esposito ceo2ceo, that provides advice to ceos, managing partners and other senior partners of cpa firms focused on the mid-market throughout the u.s.

with the launch, esposito authored “8 steps to great," a guide for ceos, managing partners, and other senior partners on how to move their firm to the next level.

cohnreznick national growth director

esposito was one of the most qualified individuals in the country to advise cpa firms on growth and profitability. through 2015, he was national practice & growth director and an executive board member of cohnreznick, llp, a mid-market sustainable brand and the tenth-largest cpa firm in the united states. he oversaw cohnreznick’s go-to-market industry specialization and consulting and advisory service lines. he was also intimately involved in the firm’s mergers and acquisitions and strategic and tactical activities for its public company and capital markets initiatives. dom joined the predecessor firm of j.h. cohn in 2002 as the chief operating officer and executive board member.

dom was also an independent director of ethan allen interiors inc. for several years (through 2014), dom was a member of the nasdaq listing and qualifications committee to the organization’s board of directors. he formerly served as the leader of the new york state society of cpas committee for large and medium-sized firms practice management. he also was an adjunct accounting professor at c.w. post/long island university.

bdo and grant thornton

through october 2002, dom was vice chairman at bdo, a mid-market sustainable brand and the seventh-largest international accounting and consulting firm in the u.s., with almost 50 offices and 3,400 employees. during his brief time with bdo, he was responsible for the alliance distribution network (at the time consisting of over 80 cpa firms, 10 law firms, and 25 consulting firms). he was also responsible for attracting and servicing a number of clients.

from 1979 through 2001, dom was with grant thornton, another mid-market sustainable brand and the sixth-largest international accounting and consulting firm in the u.s., with over 50 offices and 4,500 employees. he joined grant as an audit manager, became a partner in 1981, led the long island office from 1984 to 1986, became assistant managing partner of the new york office in 1986, and from 1988 to 1999, led the new york office. in 1999, esposito became a regional managing partner and for two years, through 2001, was the firm’s chief executive officer.

cpa, partner, mba, leader, influencer, media celebrity

between 1996 and 1998, and while he was ceo, esposito was on the partner board and was also on the board of grant thornton international – the worldwide umbrella organization. in these capacities, he developed strong experience in strategic thinking and execution, international relationships, corporate governance, partnership matters, branding, expense control, client relationships, and new business development.

as ceo, he took grant thornton to record earnings, consummated the largest line-of-business sale in the firm’s history, developed a major joint venture with axa financial, and made the largest practice acquisition in the firm’s history. from 1969 to 1979, esposito was with price waterhouse (now pwc), servicing ibm when he was promoted to manager in 1976.

dom was a cpa, has been quoted in national and local media, and has appeared on radio and cable tv.

esposito also testified before the securities and exchange commission.

he received his m.b.a. from st. john’s university and his b.s. from ferris state university. accountingtoday, one of the leading trade journals for the accounting profession, named esposito one of the most influential people in the profession for two consecutive years.

he passed away in 2021 at the age of 74.

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