mergers & acquisitions

why it’s time for an acquisition

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put your firm in the best possible position.

by gale crosley
for the rosenberg map survey

now more than a year from the start of the pandemic, the long-term ramifications to the accounting industry show us morphing into an “anytime anywhere” work environment.

more: three ways the accounting profession has changed | ramping up for the year ahead
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you choose when and where you want to work – not necessarily just office or home, but wherever you are with your laptop or mobile device. as consultants, we have already been living this life for years. our office is in an airplane, airport, starbucks, hotel lobby, etc.
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are you overthinking an m&a deal?

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two businessmen holding giant puzzle pieces in silhouette against a sunrisefive areas of focus.

by ira rosenbloom

this year so far has been a hot time for cpa firm mergers and acquisitions. firms in the m&a mindset and process may be in turbulent times as they confront many hurdles.

more: how to put the ‘success’ in succession
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unfortunately, some of these hurdles are self-created, especially for those seeking to merge into another firm or establish an exit. rather than waste mental and emotional energy overthinking – and risk walking away from a good deal for the wrong reasons – this is the time to turn that energy into smart thinking.
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exclusive: eisner ceo charly weinstein explains the private equity deal 

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is this the next paradigm shift for the profession?

by 卡塔尔世界杯常规比赛时间 research

eisneramper ceo charly weinstein calls the firm’s deal to take on private equity a new wrinkle in the profession’s decades-old struggle to secure fresh capital for expansion in an increasingly competitive marketplace.

more on private equity for cpa firms:

flash briefing webinar: a “call to arms” after eisner private equity deal, with dom esposito and anthony zecca

analysis by esposito and zecca: how outside capital can remake cpa firms

analysis by esposito and zecca: private equity the new source of growth capital for cpa firms?

eisneramper gets private equity backing

“embrace change. disruption is coming to the profession. be ready for it. build a platform that keeps you sustainable, relevant, and important,” he tells 卡塔尔世界杯常规比赛时间 in this exclusive video interview with editor rick telberg. read more →

flash briefing: a “call to arms” after private equity deal

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eisneramper move augurs a new path forward for firms seeking capital for growth.

with dom esposito and anthony zecca

eisneramper’s deal to take on private equity and spin off its attest firm represents a new path forward for firms seeking capital to remain competitive in talent and in technology, according to dom esposito and anthony zecca, two veteran big-firm leaders, in this exclusive 卡塔尔世界杯常规比赛时间 flash briefing webinar.

download the slide deck here (pdf)

more on private equity for cpa firms:

exclusive: ceo charly weinstein explains the private equity deal

analysis by esposito and zecca: how outside capital can remake cpa firms

analysis by esposito and zecca: private equity the new source of growth capital for cpa firms?

eisneramper gets private equity backing

esposito is author of “8 steps to great: driving success at the world’s largest cpa firms and how to apply the lessons at firms of all sizes.” more by  dom esposito here.

zecca is the author of “leading from the edge – the new growth handbook with bonus toolkit.” more by anthony zecca here.

it’s “a call to arms,” says zecca. “whether you’re a $30-million firm or a $300-million firm, it doesn’t matter. you need to step back and say, okay, how is this going to affect me? how’s this going to affect how we get our clients? how is this going to affect how we’ve gotten our talent? and what do you need to do to change in this changing landscape?”

for esposito, “the takeaway is an understanding that you have options. and private equity is now an option that you should consider if you have the right mix of services and the right size.” read more →

analysis: how outside capital can remake cpa firms

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private capital to the rescue?: esposito and zecca

new next-gen private-equity structure holds the promise of new funding for expansion.

by dom esposito and anthony zecca

midsized to large cpa firms may be considering a private equity transaction as a growth and wealth creation vehicle, but there is much to be considered beforehand.

more on private equity for cpa firms:

exclusive:  ceo charly weinstein explains the private equity deal

flash briefing webinar: a “call to arms” after eisner private equity deal, with dom esposito and anthony zecca

analysis by esposito and zecca: private equity the new source of growth capital for cpa firms?

eisneramper gets private equity backing

esposito is author of “8 steps to great: driving success at the world’s largest cpa firms and how to apply the lessons at firms of all sizes.” more by  dom esposito here.

zecca is the author of “leading from the edge – the new growth handbook with bonus toolkit.” more by anthony zecca here.

here’s what cpa partners engaging in a private equity arrangement can expect.

read more →

analysis: is private equity the new source of growth capital for cpa firms?

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eyes wide open: esposito and zecca

the details matter. go in with eyes wide open.

by dom esposito and anthony zecca

from time to time, we hear news in the profession about private equity transactions occurring within the ranks of midsized to larger cpa firms. just recently, eisneramper did such a transaction with towerbrook capital partners.

more on private equity for cpa firms:

exclusive:  ceo charly weinstein explains the private equity deal

flash briefing webinar: a “call to arms” after eisner private equity deal, with dom esposito and anthony zecca

analysis by esposito and zecca: how outside capital can remake cpa firms

eisneramper gets private equity backing

esposito is author of “8 steps to great: driving success at the world’s largest cpa firms and how to apply the lessons at firms of all sizes.” more by  dom esposito here.

zecca is the author of “leading from the edge – the new growth handbook with bonus toolkit.” more by anthony zecca here.

while at first glance, a private equity infusion could appear to be an effective growth and wealth creation vehicle for cpa firms, there are elements of structure, due diligence, and corporate governance to be considered.

read more →

eisneramper gets private equity backing

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charly weinstein on cnbc talking about the private equity deal.

towerbrook capital partners’ infusion “reimagines the traditional accounting firm model.”

by 卡塔尔世界杯常规比赛时间

eisneramper llp – one of the profession’s top 20 firms with more than $420 in annual billings, 200 partners, and 1,200 employees – has sold about half the firm to towerbrook capital partners, a private equity fund with big investments in the financial services sector.

more on private equity for cpa firms:

flash briefing webinar: a “call to arms” after eisner private equity deal, with dom esposito and anthony zecca

analysis by esposito and zecca: how outside capital can remake cpa firms

analysis by esposito and zecca: private equity the new source of growth capital for cpa firms?

eisneramper gets private equity backing

as a result, eisner is splitting into two entities: the legacy eisneramper llp, a licensed cpa firm, to provide attest services, and the new pe-funded eisner advisory group llc, for business advisory and non-attest services. terms were not disclosed but towerbrook has a reputation for taking controlling interests in the companies it funds. audit and assurance account for about 49 percent of eisner’s pre-deal billings, with 42 percent from tax and 9 percent in consulting.

“it will be a positive disruptor in the profession,” according to charly weinstein, eisneramper ceo.  “rather than conforming to traditional frameworks, adopting a new model of ownership facilitates the best structure for the firm to drive growth and innovative solutions to our clients. our colleagues will be able to chart a course for success in our purpose-built practice structure.”

read more →

eisneramper takes on private-equity investor, spins out attest firm

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charly weinstein on cnbc talking about the private equity deal.

towerbrook capital partners’ infusion “reimagines the traditional accounting firm model.”

by 卡塔尔世界杯常规比赛时间

eisneramper llp – one of the profession’s top 20 firms with more than $420 in annual billings, 200 partners, and 1,200 employees – has sold about half the firm to towerbrook capital partners, a private equity fund with big investments in the financial services sector.

as a result, eisner is splitting into two entities: the legacy eisneramper llp, a licensed cpa firm, to provide attest services, and the new pe-funded eisner advisory group llc, for business advisory and non-attest services. terms were not disclosed but towerbrook has a reputation for taking controlling interests in the companies it funds. audit and assurance account for about 49 percent of eisner’s pre-deal billings, with 42 percent from tax and 9 percent in consulting.

“it will be a positive disruptor in the profession,” according to charly weinstein, eisneramper ceo.  “rather than conforming to traditional frameworks, adopting a new model of ownership facilitates the best structure for the firm to drive growth and innovative solutions to our clients. our colleagues will be able to chart a course for success in our purpose-built practice structure.”

read more →

survey: why some firms fall behind in cas

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bridge the gap between our views and those of clients.

by hitendra patil
the definitive success guide to client accounting services

over the past about three years, i have been keenly observing, following and analyzing the evolution of cas as one of the topmost new revenue and growth segments for firms of almost all sizes. i have been reading every piece of content, whitepapers, documents, research reports, survey results, etc., related to cas, and discovering and debating insights from them.

more: how cas makes firms better | cas: finding the why behind the why | how to lead clients into client accounting services | cas begins with a mindset
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

my day-to-day work involves interacting with customers. for the past 16 years, i have been working exclusively with accountants. every day, i speak with accountants about what services they offer under cas, what is working and not working, what are the challenges in creating their cas practices, how is cas differentiated, and so on.
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the 9 biggest merger pitfalls

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number 9 created by gaps between many small green plastic 9'splus 10 common criteria. how do they compare to your list?

by marc rosenberg
the rosenberg practice management library

in all industries, it’s always more difficult to find sellers than buyers. this is certainly true with accounting firms.

more: the managing partner’s role in mergers | how a great managing partner impacts firm growth | compensation is no way to manage partners | clarify partner expectations | exceptional managing partners offer their advice
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cpa firm merger consultants and brokers can do a great job finding buyers, but they are limited in their ability to dig up sellers. this is because the vast majority of all mergers and sales take place when buyers and sellers know each other and get together on their own without the help of a consultant.
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will new taxes push you to cash out?

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it might be time to implement plan b.

by domenick j. esposito
8 steps to great

the new administration faces global uncertainties. biden officials have set the stage for higher corporate and individual tax increases.

more from dom esposito:  keep your firm from biting the dust | the six ingredients for firm value | four ways to add $100,000 in new business fees every year | eight steps to small firm survival | no partner candidates? whose fault is that? | prune your firm: ‘rightsize’ managers and partners | how partners fail | ineffective management is hazardous to your firm’s health | profitability requires discipline |

goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

at the same time, if your midsized cpa firm has not at least started to move away from a general “compliance shop” to either:

  • a specialized niche firm that has established a brand in the marketplace that transcends size and locations, or
  • a professional services firm that provides advisory/consulting, accounting, tax and assurance services to marquee clients in specialized industries,

its worth or valuation in the marketplace continues to diminish from the historical one times revenue payable upon individual partner retirements over 10 to 12 years.

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the managing partner’s role in mergers

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17 key factors and 18 common turnoffs. bonus: an 8-point history of cpa firm mergers.

by marc rosenberg
the role of the managing partner

we have discussed how the managing partner impacts organic growth activities. but a major growth strategy was not addressed: mergers and acquisitions, or more precisely, how managing partners impact m&a at their firms.

more: 10 ways to hold partners accountable | five ways to evaluate partners | manage partners with goal setting | overarching authority that managing partners must have
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when managing partners are asked what their revenue growth is, they invariably respond something like this: “we grew 12 percent last year, 8 percent organically and 4 percent through mergers.” it’s almost like the 4 percent from mergers didn’t count. but this is changing.
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bigger firm, bigger thinking

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businessman reading and reclining on part of red arrow trending upwardseven steps for newly formed midsize firms.

by steven e. sacks
the new fundamentals

there has been talk about consolidation within the accounting profession for the last several years. will the big 4 become the big 2, or will there be the big one?

more: can a cpa firm be different in a changing market? | deadlines? ha! don’t make me laugh | organizational change starts and ends with people | busyness isn’t the same as productivity | staff orientation: a little investment goes a long way
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or, on the other hand, will there be a combination of regional firms whose size will be in the neighborhood of the top 10 or top 15 firms that are considered super-regional firms – and who may consider themselves direct competitors to the big 4?
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