what firms should address in partner agreements

businessman sitting in office and reading documents
… and what partner candidates should know before they sign.

by marc rosenberg
how to bring in new partners

what is a partner agreement?

according to nolo.com, “a partner agreement spells out the rights and responsibilities of the firm’s owners. without one, firms will be ill-equipped to settle or avoid conflicts because if certain key passages are missing or written improperly, the courts will intervene in ways that the partners may not like. a partner agreement allows the firm’s partners to structure their business relationships with each other in ways that suit their desires, needs and preferences.”

more: six systems used to determine partners’ goodwill payments | how partner buyouts work | what buying in actually means | how partner and staff actions impact profits | nuts and bolts of mentoring staff | nine ways to measure staff performance on the path to partner | sixteen duties of a partner
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any post on partner agreements will have an obligatory paragraph like that. here is a more in-depth description that may be illuminating.
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six systems used to determine partners’ goodwill payments

businesswoman using calculator while reviewing something on laptop screenalso: 28 main provisions of partner buyout plans.

by marc rosenberg
how to bring in new partners

this chart shows the different systems that firms across the country are using for partners’ goodwill payments. the data is from a recent edition of the rosenberg map survey.

more: how partner buyouts work | 11 best practices for partner compensation | why buying into a firm is such a great investment | the business side of cpa firms | it shouldn’t take so long to make partner | three types of skills you need to become a partner | seventeen basic expectations of partners
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six systems used to determine partners’ goodwill payments

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how partner buyouts work

//www.g005e.com/?p=77973three big issues must be decided.

by marc rosenberg
how to bring in new partners

one of the benefits that new partners receive in exchange for their buy-in is that they will receive a buyout when they retire. this amount can be in excess of a million dollars at many firms. receiving a retirement buyout is one of the major reasons becoming a partner is so lucrative.

more: 11 best practices for partner compensation | fifteen steps to new partner buy-in | what buying in actually means | why buying into a firm is such a great investment | four philosophies for managing a cpa firm | how partner and staff actions impact profits | the business side of cpa firms
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the flip side of this is that new partners must agree to buy out older partners when their day comes. therefore, any plan for bringing in new partners must include a provision for a partner retirement/buyout plan.
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11 best practices for partner compensation

bonus: seven systems to allocate income … and who uses them.

by marc rosenberg
how to bring in new partners

it would take a book much longer than this post to properly explain the finer points of partner compensation, especially how each of the major compensation systems works. oh, did i forget? we wrote such a book, “cpa firm partner compensation: the art and science.”

more: fifteen steps to new partner buy-in | what buying in actually means | how partner and staff actions impact profits | nuts and bolts of mentoring staff | nine ways to measure staff performance on the path to partner | sixteen duties of a partner | five people to keep out of partnership
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best practices and key concepts

as is the case with all of my lists, no one firm incorporates all of these practices in its partner compensation policy. but i have observed all of the practices below in one or more of the best firms i’ve worked with over 20 years.

  1. performance-based. there should be a strong link between pay and performance. when it comes to cpa firm performance and profitability: as the partners go, so goes the firm. the partners have a much greater impact on the firm’s success than professional staff and other personnel. if they perform at a high level, the firm will do the same. if partner performance lags, then the firm will suffer. therefore, the firm needs to motivate the partners to produce at high levels and reward them accordingly. compensation isn’t the best way to motivate anyone’s performance, but it is effective.

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fifteen steps to new partner buy-in

plus the impact of ownership percentage on partner issues.

by marc rosenberg
how to bring in new partners

let’s go over structuring a new partner buy-in step by step.

more: what buying in actually means | why buying into a firm is such a great investment | the business side of cpa firms | it shouldn’t take so long to make partner | three types of skills you need to become a partner | seventeen basic expectations of partners | nine ways to woo a prospective partner
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

1. calculate the value of a cpa firm as accrual basis capital plus goodwill. goodwill is commonly expressed as a percentage of the firm’s annual revenue. this total value should not be given away to anyone without being paid for. bringing someone in as an owner in a profitable, viable business for little or no buy-in makes no sense.
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what buying-in actually means

two women in office shake handsyou’re probably not an owner.

by marc rosenberg
how to bring in new partners

there are two components to the value of a cpa firm: capital and goodwill, the latter of which is often stated as a percentage of the firm’s annual revenue. capital is on the balance sheet; goodwill is not.

more: why buying into a firm is such a great investment | four philosophies for managing a cpa firm | public accounting as a business, 101 | 16 steps to creating a partnership path | six ways new partners differ from managers | the four essentials for every new partner | tell potential partners what it takes
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

here’s a crash course in cpa firm business valuations. assume a firm with annual revenue of $10 million. most firms have accrual basis capital of roughly 20 percent of their revenues, consisting mostly of wip and a/r. if we value the goodwill at 100 percent of revenue (this used to be so common it was automatic; today it is still common but much less so), the total value of the firm is $12 million: $2 million of capital and $10 million of goodwill.
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why buying into a firm is such a great investment

hand watering small plant in pot shaped like upward arrowcaution: don’t get hung up on ownership percentage.

by marc rosenberg
how to bring in new partners

accepting a partnership invitation offers two terrific, lifetime benefits to new partners that for most people cannot possibly be matched in any other career pursuit.

more: four philosophies for managing a cpa firm | how partner and staff actions impact profits | nuts and bolts of mentoring staff | nine ways to measure staff performance on the path to partner | sixteen duties of a partner
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

if they don’t see this and agree with it, then perhaps it would be unwise for them to accept the partnership offer.
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four philosophies for managing a cpa firm

closeup of businesswoman writing on a flipchartbonuses: org charts for small, medium and large firms, plus 25 best practices.

by marc rosenberg
how to bring in new partners

when we discuss how cpa firms are managed, there are two kinds of firms.

more: how partner and staff actions impact profits | the business side of cpa firms | it shouldn’t take so long to make partner | three types of skills you need to become a partner | seventeen basic expectations of partners | nine ways to woo a prospective partner
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the first kind of firm argues that there is not much that needs to be managed at a cpa firm. these cynics might say, “come on. running a cpa firm isn’t rocket science. you hang out your shingle. you get clients. you hire staff. you do the work. bill and collect. what needs to be managed?”
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how partner and staff actions impact profits

seniorbusinessman5others_a-31774-629six specific examples, plus benchmarking norms.

by marc rosenberg
how to bring in new partners

these four metrics are key to any analysis of cpa firm profitability.

  1. fees per equity partner. the firm’s billings divided by the number of equity partners. this is one of the ways we measure leverage. the more billings each partner can manage, the higher the firm’s profit margin.

more: the business side of cpa firms | public accounting as a business, 101 | 16 steps to creating a partnership path | six ways new partners differ from managers | the four essentials for every new partner

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on average, partners do 10-15 percent of all work performed for clients; the remaining 85-90 percent is performed by staff under the partners’ supervision. the higher the percentage of client work the partners perform, the harder it is for them to find the time to build their client base and help the firm achieve a high fees-per-partner ratio. to manage a large client base properly, partners need to delegate as much of the client work as possible to staff.

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the business side of cpa firms

four ways to increase revenue. four reasons that employees should care.

by marc rosenberg
how to bring in new partners

future cpa firm leaders must have an understanding of how their firm operates as a business, including how it makes money and what holds back profitability. with this knowledge, team members will make better decisions about how they spend their time and perform their work.

more: public accounting as a business, 101 | nuts and bolts of mentoring staff | nine ways to measure staff performance on the path to partner | sixteen duties of a partner | five people to keep out of partnership
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

all businesses have economic structures unique to their industries:

  • grocery stores are high volume, low profit margin.
  • real estate ventures use accelerated depreciation and other tax angles to generate cash flow and healthy rois.
  • professional sports teams focus on increasing the value of the franchise so it can eventually be sold for a gigantic profit.

the typical cpa firm is a low-volume, high-priced business, with a relatively high profit margin (generally 30-45 percent of revenue).
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public accounting as a business, 101

two men at whiteboardknow your profession.

by marc rosenberg
how to bring in new partners

“engaging your employees – involving them in the business – can drive revenue growth. an educated workforce can also make better decisions, work more efficiently and seize opportunities faster. teaching your employees to be smart businesspeople can be a big investment, but it’s one that can have a significant return.” – keith lamb, inc. magazine

more: nuts and bolts of mentoring staff | it shouldn’t take so long to make partner | three types of skills you need to become a partner | seventeen basic expectations of partners
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personnel in any organization, from widget manufacturers to hospitals to baseball teams to charities, work with more enthusiasm and commitment when they genuinely feel part of the organization. when people understand how they fit into the overall scheme and what their role is and grasp the essentials of how the organization operates, they produce higher quality work and are more energized. cpa firms are no exception to this rule.
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nuts and bolts of mentoring staff

three people: woman between two men pointing at desktop computer screen in explanationfour keys to being a great mentor. ten skill areas to develop. eight training best practices.

by marc rosenberg
how to bring in new partners

firms have two levels of expectations of new partners. many firms aren’t consciously aware of these alternatives, but they exist nonetheless, and they are quite different from each other.

more: it shouldn’t take so long to make partner | 16 steps to creating a partnership path | six ways new partners differ from managers | the four essentials for every new partner | tell potential partners what it takes
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

expectation 1: the new partner is qualified for the job.

new partners must drive the firm by

  • increasing revenue by bringing in new clients.
  • retaining clients and expanding services to them.
  • developing staff, helping them learn and grow.
  • providing proactive, world-class service to clients.
  • having the leadership skills to take over the firm from existing partners.

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it shouldn’t take so long to make partner

group of four young professionalsbonus: a 15-point checklist for the path.

by marc rosenberg
how to bring in new partners

not too long ago, accounting today published a very interesting piece of research titled “the long path to partner.” the polling question: how many years does it take to make partner at your firm?

more: 16 steps to creating a partnership path | nine ways to measure staff performance on the path to partner | five people to keep out of partnership
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the results:

  • less than 5 years: 9%
  • 5-7 years: 12%
  • 8-9 years: 12%
  • 10-13 years: 30%
  • more than 13 years: 17%
  • don’t know: 20%

why does it take so long?

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