dom esposito, author at 卡塔尔世界杯常规比赛时间 - page 4 of 10

6 rocks in the path to growth

and how to move them.

by domenick j. esposito
8 steps to great

“tiger woods did not always win majors with ease; after his narrow victory in the 1999 pga, he slumped and sighed as if he’d been carrying rocks uphill all afternoon.” – john updike

more on strategic planning: m&a candidates: valuations and vetting | m&a: sometimes bigger is better | what a value proposition truly is (and isn’t) | does your firm need an independent executive committee member? | 10 ways to link compensation and strategy | develop home-grown future leaders
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a cpa firm must move many rocks that are on the path to growth. if a firm doesn’t effectively address these rocks, it will not be able to grow at a satisfactory rate.
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mergers & acquisitions

m&a candidates: valuations and vetting

plus consultant fee structures and integration committees.

by domenick j. esposito
8 steps to great

last year alone, over 200 firms merged up and this year is tracking the same. at this pace, a very large percentage of the approximately 14,000 multi-partner cpa firms (about 90 percent of which are under $10 million in revenue) will be looking at an upward merger in the next few years.

more on strategic planning: m&a: sometimes bigger is better | use compensation to shape partner behavior | the importance of m&a culture due diligence | are you attracting the new breed of equity partners? | quality work, quality service not the same thing | who will be the next category killer? | why is strategy execution so difficult?
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so let’s take a deep dive into what you need to know about merger combinations, which are as much about the addition of talent as they are about the addition of clients.
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featured

yes, bigger is better

like it or not, size sells.

by domenick j. esposito
8 steps to great

while conventional wisdom tells us that better is better, it’s plain and simple nonsense when it comes to midsized cpa firms and a convenient excuse for a less than stellar growth by a firm’s partner group.

more on strategic planning: use compensation to shape partner behavior | ai likely to accelerate merger mania | get your money’s worth from non-billable time | stay independent but keep looking upward | the dangers of low-hanging fruit
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just look at “better” through the lens of the marketplace for both existing and prospective clients and talent.

pro member exclusive

use compensation to shape partner behavior

do you have the right mix of partners?

by domenick j. esposito
8 steps to great

visualize your partner group fitting into a bell curve.

more on strategic planning: ai likely to accelerate merger mania | what a value proposition truly is (and isn’t) | does your firm need an independent executive committee member? | 10 ways to link compensation and strategy | develop home-grown future leaders | how to capitalize on the trusted business advisor opportunity | leadership must be persistent and consistent
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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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mergers & acquisitions

how artificial intelligence will drive the next wave of merger mania

it may be time to prepare a plan b.

by domenick j. esposito
8 steps to great

we are halfway into the year 2017 and the frenzied pace of cpa firm mergers and acquisitions – when compared to the years 2015 and 2016 when there were over 100 and over 200 transactions, respectively – has not slowed down one bit.

more on strategic planning: what a value proposition truly is (and isn’t) | the importance of m&a culture due diligence | are you attracting the new breed of equity partners? | quality work, quality service not the same thing | who will be the next category killer? | why is strategy execution so difficult? | time running out for succession planning | the benefits of a client situation review
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we continue to witness a perfect storm caused by:
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pro member exclusive

what a value proposition truly is (and isn’t)

do it right and win in 4 key areas.

by domenick j. esposito

it is a myth that pricing is the main reason a cpa firm loses clients or proposals.

more on strategic planning: the importance of m&a culture due diligence | get your money’s worth from non-billable time | stay independent but keep looking upward | ineffective partners and how to address them | the dangers of low-hanging fruit | 10 common leadership traps | expand your national and global geographic reach
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price is a one-dimensional sales pitch – your firm is either the lowest price or you’re not – end of the story and end of the sales pitch.
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pro member exclusive

the importance of m&a culture due diligence

a 6-point blueprint.

by domenick j. esposito

over the last several years, there have been over 200 merger, acquisition, alliance and joint venture announcements by the top 100 and other fast-growing cpa firms. every indication is that these combinations will continue at a very rapid rate as cpa firms are:

facing an aging partner group that usually includes the most effective relationship and business development partners. baby boomers have been a home run for cpa firms.
finding organic growth very difficult to attain with little prospect that business is going to dramatically improve in the foreseeable future.
realizing an inability to attract an adequate supply of high-quality talent to help perpetuate the firm.

more on strategic planning: get your money’s worth from non-billable time | stay independent but keep looking upward | ineffective partners and how to address them
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cpa firm ceos and other senior management are very effective at financial and operational due diligence, tracking results and holding partners accountable for hitting timely targets. on its face, an observer would tend to conclude that these 200+ combinations are very accretive to partner profitability after an integration period of 18 to 24 months.
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pro member exclusive

get your money’s worth from non-billable time

business development must be part of the firm dna.

by domenick j. esposito
8 steps to great

today, at many smaller firms, client service partners (defined as partners who devote 100 percent of their time on clients with no firm administration responsibilities), generate, on average, about 1,500 to 1,600 billable hours per annum.

more on strategic planning: does your firm need an independent executive committee member? | are you attracting the new breed of equity partners? | quality work, quality service not the same thing | who will be the next category killer? | 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
exclusively for pro members. log in here or 2022世界杯足球排名 today.

at most of the top 100 cpa firms, client service partners generate about 1,200 billable hours per annum. that should be the absolute minimum at the top 100 firms. without breaking much of a sweat, client service partner billable hours at the top 100 could and should easily reach 1,300 to 1,400 billable hours per annum.
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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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