762 search results for rosenberg

help! a partner wants to retire really early

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six shocked coworkers

how big should the buyout be?

by marc rosenberg
the rosenberg practice management library

question from a reader: we didn’t contemplate an owner leaving before normal retirement age unless it was because of death or disability or we had to fire them. however, as we were discussing hypotheticals at a recent partner meeting, we came to the uncomfortable conclusion that, currently, there’s nothing to stop owners from accumulating large buyout balances and just walking in one day and offering up their resignation pursuant to our partner agreement, thus entitling them to receive substantial buyouts as long as they give us a one-year notice. our vesting provision has a very limited penalty for early retirement: the buyout is reduced by 2 percent a year for every year before 60 they leave.

more: thirteen traits of partners you’ll want to keep | six rules for keeping partners happy and productive | five ways to separate accounting winners from losers | core values: why your firm needs them | voting on ownership basis? three better methods | fifteen big questions for your next strategy session
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no matter what, we need to modify our agreement so that if someone wants to leave early, they can do so, but they must know there will be a stiff penalty. we don’t want our partners to see their vested buyouts as large savings accounts that can be withdrawn at any time. instead, we want them to see our buyout as a true retirement plan, one that is redeemed close to or at a normal retirement age. my current thinking is that we restrict it in a similar way to an employer-funded retirement plan. the first day you can withdraw is the day you reach 55½, subject to vesting provisions and stiff penalties for early withdrawal. we think there should be a minimum number of years as a partner in order to receive any buyout.
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brandon hall: firms try to make too much on tax prep

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try for a 10-15% margin.

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the disruptors
with liz farr

brandon hall says that the reason accountants have such long and grueling busy seasons is that “firms try to make way too much money at tax prep.” firms don’t have enough capacity to deliver on services, so everyone – including the partners – ends up working a ton of hours.

more podcasts and videos: james graham: drop the billable hour and you’ll bill more | karen reyburn: fix your marketing and fix your business | giles pearson: fix the staffing crisis by swapping experience for education | jina etienne: practice fearless inclusion | bill penczak: stop forcing smart people to do stupid work | sandra wiley: staffing problem? check your culture | scott scarano: first, grow people. then firm growth can follow | jody padar: build a practice that works for you, not vice-versa |

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because partner pay isn’t included in payroll, the margin on tax prep is likely much worse than the 30-35% that shows up on the income statement. hall’s target for the 2024 filing season is just 10-15% margin on tax prep.

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six rules for keeping partners happy and productive

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group of four business people talking to each other during a business meeting, with one man holding an electronic tablet in his hands with graphs and charts on the display

plus the first nine questions they must embrace for optimal profitability.

by marc rosenberg
the rosenberg practice management library

“when a corporation says move left, everybody takes a step left. in a partnership, when you say move left, three people go to the bathroom, four people move right and five people leave the firm.” – richard ungaretti, ungaretti & harris

more: why strategic thinking impacts your firm’s future | seven things good firms must do | don’t make firm profitability a goal | top 20 tough choices for the partner comp committee | tell potentials what partnership takes | disturb the present to improve the future
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in cpa firms, as the partners go, so goes the firm. the partners

  • bring in most of the business,
  • manage most of the client relationships and engagements,
  • develop and mentor the staff and
  • manage the firm.

if the partners don’t perform these functions effectively, it is virtually impossible to be profitable and successful.
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why strategic thinking impacts your firm’s future

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what do “disturbing the present” and “paradigm shift” really mean?

by marc rosenberg
the rosenberg practice management library

roberto goizueta, the late chairman of coca-cola, and certainly one of the top two or three ceos of the last 30 years, said it best: “challenging the status quo when you have been successful is difficult. if you think you will be successful running your business in the next 10 years the way you did the last 10 years, you’re out of your mind. to succeed, we have to disturb the present.”

more: seven things good firms must do | five ways to separate accounting winners from losers | core values: why your firm needs them | voting on ownership basis? three better methods | fifteen big questions for your next strategy session
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

compared to most vocations, cpa partners make a pretty good living. their success has been attributable primarily to a combination of the following:

  1. bringing in business
  2. providing great service to clients, which results in client retention and moving clients upscale in terms of services
  3. strong technical skills
  4. developing staff into leaders
  5. strong interpersonal skills

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seven things good firms must do

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six people meeting around office conference table

good management gets them there.

by marc rosenberg
the rosenberg practice management library

if partners of firms across the country were asked what the key was to the success of legendary fortune 500 companies such as general electric, coca-cola, ibm and countless others, i’m sure that the words “strong management” and “strong leadership” would dominate their responses. yet, ask those same partners to evaluate their own firms’ management, and if they are honest, their responses would not be very flattering.

more: five ways to separate accounting winners from losers | two factors determine firm profitability | five keys in compensating new managing partners | what partners do and don’t deserve | five steps to transition to partnership
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of all of the techniques for improving cpa firm profitability, none is more effective than strong management and leadership. yet, nothing is more elusive. why is this?
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five ways to separate accounting winners from losers

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two women looking at laptop screen

how many of these are you expert in?

by marc rosenberg
the rosenberg practice management library

if cpa firms did everything “right,” they could easily double or triple their income. doing things right includes effectively bringing in clients, charging high billing rates, maintaining strong realization, high leverage of staff to partners and keeping expenses down. it’s the rare firm that does well in all of these categories.

more: two factors determine firm profitability | don’t make firm profitability a goal | top 20 tough choices for the partner comp committee |tell potentials what partnership takes | disturb the present to improve the future
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

the path to profitability is different for every firm. but the truly profitable firms are successful at achieving one or more of the following:
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