how too many compensation systems fail of their own weight.
too many firms allow partner compensation formulas to become fraught with complexity, compromise and unintended consequences. here marc rosenberg, author of how to bring in new partners, considers 14 of the worst complications he sees. how many of these are lurking in your firm?
what it takes to make partner: the 27-point checklist the best firms follow.
marc rosenberg, author of how to bring in new partners, cites at least six areas that partnerships at the nation’s best firms habitually evaluate before naming a new partner, including: nine intangibles, four financial and legal considerations, five practice development issues, three production and client management metrics, two technical proficiencies, three supervisory skills and one very important administrative credo. read more →
five reasons for one, eight for the other. and they’re not all created equal.
after studying some 700 firms, marc rosenberg has some fairly hard-and-fast rules about how to bring in new partners. here, he delivers five reasons to lean toward deciding on bringing in traditional equity partners and eight reasons for making them non-equity partners. all things being equal, they aren’t.
one of the signs of a good partner.
by marc rosenberg
how to bring in new partners
a standard section in well-written partnership agreements is a non-solicitation agreement. this term is a bit confusing. it really should be called the “if you leave and take clients with you, you have to pay for them” section. but it means more than that. read more →
by marc rosenberg
author of how to bring in new partners
most firms vote on a one-person, one-vote basis despite varying ownership percentages. there’s good reason why. read more →
by marc rosenberg
author of how to bring in new partners
how will the duties and responsibilities of a manager change when he or she becomes a partner in the firm?
unfortunately, this is one of the grayest areas in bringing in new partners. common sense must prevail. ideally, there should be a gradual transition for new partners from their last two to three years as a manager to the first few years as a partner. during their last few years as a manager, they should:
and the difference between smaller firms and larger firms.
by marc rosenberg
author of how to bring in new partners
maybe you’ve noticed this too: many midsize and larger firms retire partners at one times annual fees or less, while smaller firms are often sold for well over that.
how can you reconcile those two very different valuations? the answer, of course, is in the math.
here are the nine essential calculations… read more →
and the two methods used by the smartest firms.
by marc rosenberg
author of how to bring in new partners
regardless of whether it is a corporation or a partnership, there is a substantial amount of accrual basis capital in a cpa firm. all the partners “own” some portion of that capital.
there are at least three methods for determining how much capital each individual partner “owns.” one of them should be avoided like the plague. read more →
five issues that should never be part of the calculation.
by marc rosenberg
author of how to bring in new partners
contrary to popular wisdom, the most successful cpa firms are finding that the fundamental and critical tactic in bringing in new partners begins with severing, as much as possible, the link between the ownership percentage and these five issues: read more →
today’s 5 essentials.
when cpas are invited into a firm’s partnership, their natural first question is, what’s in it for me? marc rosenberg, author of how to bring in new partners, reveals how the best firms are responding with five key deal points. read more →
the old formulas don’t work anymore.
by marc rosenberg
author of how to bring in new partners
at one time, calculating and structuring the buy-in for a new cpa firm partner was fairly simple and uniform across the profession. but things have changed. until recently, you’d start with the total value of the firm, defined as accrual basis capital, and then add goodwill, commonly expressed as a percentage of fees.
so, let’s run the numbers and see why firms are looking for alternatives and what they’re finding. we’ll look at trends in personal risk profiles, ownership percentages, how the buy-in is paid, guarantees to banks, the number of years to pay the buy-in, who the buy-in is paid to, and last, but not least, sweat equity.
it’s easier and more fun than it looks.
by marc rosenberg
it’s common for cpas to be uncomfortable with practice development. but it’s critical to the success of the firm. everyone doesn’t need to be a rainmaker. here are 18 ways that shy, introverted people can help their firms grow: read more →
by marc rosenberg
cpa firm management & governance
no organization can flourish over the long term without effective communication among the leaders. cpa firms are no exception. here are four signs your firm probably has good communication among partners: read more →
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
the do's & don't's marc rosenberg's step-by-step instructions, tips and traps, do's and don't's, best practices and worst nightmares. with tables, charts, illustrations, case studies, and checklists. all in plain-english.
$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