the most comprehensive practice manual ever written on partner performance, pay, and incentives by marc rosenberg, cpa this monograph compiles all of rosenberg’s compensation know-how and resources. based on more…
about the authors the authors, clockwise from top left: aquila, rosenberg, cingoranelli, adamson, reeb, mendlowitz august j. aquila is an internationally known speaker, consultant, and author and has held leading…
also: common practices, impact of ownership percentage and alternate buy-in methods.
by marc rosenberg
the rosenberg practice management library
let’s go over structuring a new partner buy-in step by step.
more: making partner: do the math | there are two kinds of accounting firms | how to get promoted to manager | the 17 rules for making partner at a cpa firm
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we’ll start by calculating goodwill. and we’ll finish with signatures. read more →
five times when ownership percentages shouldn’t come into play… and alternatives.
by marc rosenberg
the rosenberg practice management library
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: there are two kinds of accounting firms | drive your profits with only four metrics | a crash course in the business of public accounting | how to get promoted to manager | how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
if they don’t see this and agree with it, then perhaps it would be unwise for them to accept the partnership offer.
let’s do the math.
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everything from gaining credibility to where to turn for help.
by marc rosenberg
the role of the managing partner
the toughest lessons for new managing partners have nothing to do with taxes, accounting, or even textbook management. it’s all about people – such as people issues and handling partners, according to our straw poll survey of a handful of top-flight firm leaders.
we gleaned comments from 10 relatively new managing partners. eight are from firms with revenues from $10 million to $30 million and two are from $5 million to $10 million firms.
more: partner compensation: a potent weapon | the managing partner’s secret weapon | how a good managing partner impacts profitability | how a great managing partner impacts firm growth | clarify partner expectations | exceptional managing partners offer their advice
we posed three questions to the new managing partners:
their responses tell us as much about how to do the job well as how to fail at it.
which one is yours? bonus: the 25 best practices of the most successful firms.
by marc rosenberg
the rosenberg practice management library
there are two kinds of cpa firms.
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?”
more: drive your profits with only four metrics | a crash course in the business of public accounting | how to get promoted to manager | how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
unfortunately, many cpa firm partners think this way – maybe not consciously, but it has the same effect.
when firms learn that the lack of commitment to firm management shown by this attitude creates problems, they often hire consultants like me to help them address these types of issues:
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accounting firm econ. 101, including a sample income statement.
by marc rosenberg
the rosenberg practice management library
all businesses have economic structures unique to their industries:
more: a crash course in the business of public accounting | how to get promoted to manager | how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
the typical cpa firm is a low-volume, high-priced business, with a relatively high-profit margin (generally 30-45 percent of revenue).
common services, practice areas, and position titles.
by marc rosenberg
the rosenberg practice management library
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.
more: how to get promoted to manager | how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
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.
and it starts with the partners:
talent crunch the complete guide, with bonus toolkit
second edition
by marc rosenberg
$305.00 – $445.00 learn more
updated & expanded. by marc rosenberg, cpa, with kristen rampe, cpa
including bonus toolkit
$305.00 – $445.00 learn more
unleashing partner super-powers just about everything you need to know
by august j. aquila
strategic planning created for firms committed to making their next meeting a game-changer
$305.00 – $350.00 learn more
newly updated and expanded new second edition: updated and expanded. three new chapters. new bonus toolkits.
by marc rosenberg cpa
$305.00 – $445.00 learn more
new edition fully updated and expanded
by marc rosenberg, cpa
plus: bonus toolkit with customizable practice aids
$305.00 – $445.00 learn more