survey data show the right answer is counter-intuitive.
by marc rosenberg
rosenberg map survey
the genesis of this question comes from one of the most hotly debated issues in cpa firm practice management: is it better for partners to have high or low billable hours?
here are billable hour facts for partners in multi-partner firms, based on the rosenberg map survey: read more →
…assistants to the managing partner. after years of study at hundreds of cpa firms, practice management consultant marc rosenberg has formulated a 16-item checklist by which to gauge an fa’s…
in a 43-item checklist based on surveys of the best-run firms in the nation, marc rosenberg, author of “cpa firm management and governance: the managing partner’s guide to running a cpa firm like a business,” details the allocation of duties and responsibilities that distinguish the separate roles of the managing partner as ceo and firm administrator as coo.
it’s easy to see why the managing partner should be the executive most responsible for holding partners accountable. but other questions are not so clear: who manages the banking relationships? who works with partners to set goals? who’s responsible for profitability?
the answers may surprise you. if they don’t, then you’re already doing everything right.
here’s the checklist:
by marc rosenberg
author of what really makes cpa firms profitable?
at a monthly roundtable of 25 managing partners from most of chicago’s largest local firms, several highlights emerged, including insights into:
what to do when democracy no longer works.
when firms are still small or just starting out, the partners often share a culture of democracy, shared burdens, personal freedom, and the opportunity for high earnings. but all that changes if the firm becomes successful.
in this article, marc rosenberg, author of “cpa firm management and governance:”
the position of firm administrator or coo is quickly gaining in importance, and just as quickly evolving.
according to marc rosenberg, author of “cpa firm management and governance: the managing partner’s guide to running a cpa firm like a business,” there are at least ten duties that are both critically important to the firm and that define the job of the coo.
they are:
10 important factors to be taken into consideration.
by marc rosenberg
author of “cpa firm management and governance.”
marc rosenberg, cpa and author of “cpa firm management and governance,” discusses essential criteria for an effective performance evaluation of the ceo. read more →
study identifies the value-adds of a coo.
by marc rosenberg
author of “cpa firm management and governance: the essential managing partner’s guide to running a cpa firm like a business.”
in baseball, the most valuable player award is conferred to superstars of the game. there is controversy over who should win the award: the player with prodigious individual production stats or the one player in all of baseball who was the most valuable player to his team, who was indispensable, without whom the team would not be a winner.
in a cpa firm, the nominees for the mvp award are:
both our experiences with cpa firms as well as the results of several surveys we’ve done of firm administrators show that firm administrators can build a very strong case for winning the mvp award.
a survey of firm administrators
in recent years, we have conducted several surveys of firm administrators across the country.
here is a summary of key firm admin roles that build the case for the admin being his/her firm’s mvp: read more →
lessons from the best-managed firms.
by marc rosenberg
author of “cpa firm management and governance: the managing partner’s guide to running a cpa firm like a business.”
baby boomer partners are rapidly approaching retirement age, resulting in a dramatic increase in new managing partners at firms.
in fact, 卡塔尔世界杯常规比赛时间 estimates that up to 25% of multi-owner firms are operating under managing partners who are relatively new to the job, with tenures under three years. and over the next five years, one-third of multi-owner firms will undergo a change in ownership and/or control. read more →
by marc rosenberg
author of “cpa firm management and governance.”
managing the firm, rainmaking, client management. all vie for the managing partner’s time.
statistics from the rosenberg practice management survey show:
| firm size | annual billable hours | % mp to all | |
| managing partner | all equity partners | ||
| over $20m | 632 | 1,079 | 59% |
| $10-20m | 736 | 1,090 | 67% |
| $2-10m | 959 | 1,117 | 85% |
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armed with the above, my experience with firms would indicate that the managing partner’s time is spent as follows: read more →
that depends.
by marc rosenberg
author of “cpa firm management and governance.”
in allocating partner income, a firm needs to look at all performance attributes of each partner.
from a 35,000 foot altitude, firms should be reviewing these items for each partner:
more on cpa firm management and leadership: not every firm needs a general patton • overcoming the three biggest obstacles in succession planning at cpa firms • cpa firm merger “non-negotiables” • the “aha moment” in cpa firm leadership • leadership is overrated: it’s good management that makes successful firms • 40 great ways to improve firm profitability • four management metrics that fool even the best-run firms •
there are three different roles a partner can play: read more →
a lesson in leadership from the front lines.
by marc rosenberg, cpa
author of “cpa firm management and governance.”
tony kendall is the ceo of mitchell & titus, a firm of over 170 professionals, 19 partners and locations in new york city, chicago, philadelphia, newark, baltimore, and washington, d.c.
shortly after taking over the reins from the firm’s founder, he orchestrated changes in the firm’s management structure, saying this: “i can’t manage this firm if i have to take a vote every time i want to make a decision.”
more on cpa firm leadership and management: what a managing partner is… and is not • when is it time to shift your firm from partnership-style to corporate-style governance? • de-bunking the myth about niche marketing for tax and accounting firms • practice development is no longer an optional activity • 10 good ways the achieve partner accountability • pick your partners right to begin with • not every firm needs a general patton • overcoming the three biggest obstacles in succession planning at cpa firms • cpa firm merger “non-negotiables” • the “aha moment” in cpa firm leadership • leadership is overrated: it’s good management that makes successful firms • 40 great ways to improve firm profitability • four management metrics that fool even the best-run firms • 19 ways to improve accounting firm profitability•
all partners usually vote on major decisions, such as:
beyond that, most well-managed firms with a strong managing partner allow him or her to make at least 17 types of decisions without any approval process: 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