354 search results for stitely

these five procedures will simplify your tax season

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man talking to woman with checklistof course, this includes checklists.

by ed mendlowitz
tax season opportunity guide

one way to guarantee extra work is to have everything always done differently each time it is done.

more: 11 steps to better client tax instructions | get your team ready for tax season
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

not establishing uniform procedures is bad business and unnecessarily consumes part of your life. consistency in performance reduces work and review time and creates a greater reliance on the staff people.
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rewarding partners for seniority: pros and cons

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stressed person looking at graph.what best serves the firm?

by kristen rampe

in our work with cpa firms on partner compensation, we have asked countless partners what they think about various performance criteria and whether or not they should factor into a partner’s allocation of income. some examples of the performance criteria include firm management, business development, client service and billable hours. another criterion we ask about is seniority or tenure.

more: what if founders don’t want to buy each other out? | when cpa partner votes go wrong | when managing partners can’t | covid-19, adversity and innovation | is mandatory retirement a best practice?
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some partners respond to our questionnaire indicating that seniority or tenure should be a factor in income allocation. many partners believe it has no place. so, who’s right?
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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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11 steps to better client tax instructions

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help them help you.

by ed mendlowitz
tax season opportunity guide

providing instructions of what a client needs to do must be clear enough so that the client doesn’t call you to find out what to do.

more: get your team ready for tax season | 12 ways to squeeze fun into tax season | 6 ways to get paid faster in tax season
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

sometimes taking an extra minute to lay out what the client should do can eliminate that call or indecisive moment a client might feel.
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cybersecurity poses challenges for virtual firms

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file sharing is trickier than in person.

by jody grunden
building the virtual cfo firm in the cloud

working remotely has some great perks for the employees – flexible hours, no commute, casual dress and fewer distractions, to name a few. however, working remotely can also present some unique challenges when it comes to technology and security.

more: check the roi of new tools | is that shiny new software your best choice? | it’s ok when some employees quit | take the pain out of online meetings | why your firm’s core values matter | be more efficient with tech stacks | not all employees will work out
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

unlike a traditional brick-and-mortar office, when you work remotely, no one is going to walk into your home office and set up your equipment for you. employees have to be willing and able to hook up all those cables, monitors and other peripherals themselves.
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when private equity blows up the cpa partnership

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a new financial model changes everything – from competing for clients and talent, to planning for growth and governance.

by dom esposito and anthony zecca

with eisneramper’s sale of a stake in the firm to private equity investors, many cpa firms may be mulling the same difficult questions, such as:

esposito and zecca
  • how does this change our strategic roadmap?
  • what steps should we take if we want to position the firm for a private equity investment?
  • how can we compete in a future without a private equity investment?

more on private equity for cpa firms: analysis by esposito and zecca: private equity the new source of growth capital for cpa firms?  |  analysis by esposito and zecca: how outside capital will remake 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   |  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.

editor’s note: dom esposito passed away shortly after this article was completed. more about his life and career here.

the question is: where do you go from here?

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10 more reasons cpas quit public accounting

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midsection of businessman moving out with cardboard box from officebosses are part of the problem.

by ed mendlowitz
call me before you do anything: the art of accounting

as i have written about cpas who leave public accounting, there has been widespread interest. there is a lot more to say so i’ll address many of those questions.

more: family trees of clients | preparing for the worst (thanks to my wife) | the 10 best movie accountants | why accountants quit | why cpas should stay in public accounting | when cpas leave to work for a client | when siblings battle over the family business | readers rip: ‘she wanted her shoebox back’
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

general comment

generally speaking, many bosses do not listen to staff concerns. at many firms, there is a lack of serious mentoring and little help for staff people in managing their careers. in many practices, there is an appearance of a lack of growth, or if there is growth, then staff people are often left behind. in most instances, these problems are exacerbated by staff people not being clear about what they want. they are hesitant to speak up, share their concerns with their bosses or venture beyond their comfort zone. both are culpable, but i place greater blame on the bosses, who should know better.
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