m&a

rosenbloom: don’t merge for the money

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merge to make a better business.

this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members. 

the disruptors
with liz farr

ira rosenbloom has worked in m&a with accounting firms for years, but things are changing today. the community of buyers is shrinking, so firms are being more selective about with whom they partner. rosenbloom is also seeing more creativity in transactions, and acquiring firms are looking closer at the clients they may be adding.

more podcasts and videos: adam lean: get out of the accountant’s trap | geraldine carter: charging more is better for your clients | vimal bava: when working smarter, not harder, is the only option | dawn brolin says grow your firm by shrinking it | jason blumer & julie shipp: move leaders out of client service | 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 |

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“we’re bringing in more clients. are they the right clients?” he asks. “and if we bring in clients from this other firm, and we do some cutting, how do we let that other firm earn some money back?”

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ira rosenbloom: with m&a, nobody wants a fixer-upper

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buyers want sellers who invest in the long game.

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the disruptors
with liz farr
for 卡塔尔世界杯常规比赛时间

ira rosenbloom has been working in the m&a space for accounting firms for over a decade and says it’s a complicated and exciting time in the m&a space today. “we’re seeing a lot of things that make sense, and a lot of things that are frustrating because they make sense, and a lot of things that make no sense,” he said.

staffing problems on both sides are forcing buyers to be far more selective about the firms they consider buying.

see also: the seller’s guide to getting the best price for your firm

more: megan genest tarnow: hire for curiosity rather than compliance | clayton oates: one way to keep clients for life | randy crabtree: follow these three rules to keep employees happy | erik solbakken: yes, you can work less and make more | donny shimamoto: future firm growth requires a mindshift | jennifer wilson: empower young workers to build the firm everyone loves | mike whitmire: re-think your hiring and training practices | hector garcia: success strategies of a quickbooks youtube superstar | blake oliver: why tax work yearns to be free| private equity explodes in u.k. | brannon poe: the status quo must go  | accounting nerds, unlock your super powers  | disruptor: jason statts shakes up the status quo | think small to think big with matt wilkinson | when financial statements go extinct with corey schmidt | can geraldine carter save accountants from themselves? | re-inventing accounting with tyler anderson

goprocpa.com exclusively for pro members. log in here or 2022世界杯足球排名 today.

today’s buyers are different in many ways than the sellers. first, rosenbloom explained, baby boomer sellers tend to like to talk to people, while the younger generations looking to buy firms are “more selective in their communication.” younger buyers tend to be more entrepreneurial, and “the more that the seller comes across as an entrepreneur, the more interested the buyer is going to be in what’s going on,” he added. buyers are also interested in firms making a break with old methodologies and sellers who “want to invest in the long game,” rosenbloom said.
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robert fligel: private equity shakes up m&a

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opportunity or threat? it depends.

^ unmute for sound and adjust the volume

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with rick telberg
for 卡塔尔世界杯常规比赛时间

private equity takeovers of accounting firms are changing the rules for the cpa business, impacting succession plans, shifting talent strategies, and reshaping the competition, according to robert fligel, ceo and founder of rf resources, one of the nation’s leading advisors.

more: dustin verity: keep an open mind and constantly learn | secret to success? a growth and abundance mindset | o.d. lanier: stepping into advisory | from tax to transformation | early adopters gain an edge in audit | why the future is in risk advisory | four strategies for a future ready firm clayton oates: one way to keep clients for life | randy crabtree: follow these three rules to keep employees happy | erik solbakken: yes, you can work less and make more

see all: podcasts and videos here

in this exclusive interview with 卡塔尔世界杯常规比赛时间, fligel, a veteran dealmaker in the vast and active new york market, explains what pe firms may not want you to know, why cpa firms are suddenly so much in demand, and the often-uncertain outlook for owners, staffers, and the profession.

for some, pe is an opportunity. for others, a threat. fligel helps sort it all out.

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who wants to be partner? not enough

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anybody? anybody? bueller? please?

by 卡塔尔世界杯常规比赛时间 research

as if the general and long-term shortage of accountants isn’t bad enough, now we’re seeing a widespread reluctance to take the final step in an accounting career, the step into partnership.

more: outlook 2023: compensation gets creative | what new leaders want in ownership | getting partners to accept a new pricing philosophy | survey results: partners rejoice on surging fee growth | headcounts grow 5%; pay rates surge at 7% pace | fourteen rules for lateral partner hires

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this is serious. according to the 2022 rosenberg survey, a quarter of all partners are over the age of 60 and either near or past many mandatory retirement ages. many have sold their equity yet continue to work just to help their own firms grapple with personnel shortages.

but nobody works forever.

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private equity heats up m&a

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firms competing in the buyers’ market need to put on some polish. 

by 卡塔尔世界杯常规比赛时间 research
the rosenberg map survey: national study of cpa firm statistics

the accounting industry is seeing an upswing in mergers and acquisitions after a slowdown during the pandemic confusion.

more: why solo cpas need pcas | where mergers go wrong | what your merger letter of intent needs | 61 things buyers should explore with sellers | thirteen ways to woo potential firm buyers | one times fees isn’t the only way | four reasons to fear a merger
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

the reasons, according to consultants quoted in the 2022 rosenberg survey, are several:

  • sellers are looking for viability as partners retire.
  • sellers are looking for funding to upgrade tech and shift to cas.
  • buyers are looking for scarce personnel.
  • buyers are looking for specialized niches.
  • buyers are looking for something to tempt private equity investment.

what kinds of tips are available for buyers and sellers?

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how covid changes succession planning

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overhead view of people solving a large jigsaw puzzlelarger firms want to drive scale; smaller firms want more distribution and leverage.

by ira rosenbloom

even as the pandemic rips through the world with horrific tragedy, it is also spawning some new ideas, some critical imperatives, and some unforeseen opportunities, especially in the area of cpa firm succession.

more: top 10 steps to maximizing profitability
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we are witnessing a heightened interest in firms committing sincerely to mergers and other practice combinations, and there is now a shifting business culture that aligns better with internal practice succession than we have seen in a long while.

these shifts in succession potential are largely a function of technology, quality of life, client needs (and demands), and resources.

let’s break it down:

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2019: using m&a to launch consulting

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putney
putney

technology drives hours down 40%; how will your firm cope?

by terry putney
the rosenberg survey: national study of cpa firm statistics

the market for mergers is clearly moving toward narrow selection criteria for the acquiring side of transactions. part of this is because of the increasing numbers of firms seeking to be acquired that are available. however, acquiring firms are also much more strategic with their objectives for an acquisition.

more from the map survey: 2019: more focused training | 2019: expect more alliances | 2019 trends: client service changes | 2019: shifts in hiring & office space | 2019: firms grapple with change | staff policies improve, but not mentoring
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strong organic growth means pure revenue acquisition is not enough anymore. firms with a need for a near-term succession of a substantial portion of the partner group are finding fewer takers among the larger firms. firms that can be acquired to help grow and launch non-traditional, non-compliance-oriented service lines are in high demand.
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the importance of m&a culture due diligence

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woman and man shaking hands in office conference rooma 6-point blueprint.

by domenick j. esposito

over the last several years, there have been over 200 merger, acquisition, alliance and joint venture announcements by the top 100 and other fast-growing cpa firms. every indication is that these combinations will continue at a very rapid rate as cpa firms are:

  • facing an aging partner group that usually includes the most effective relationship and business development partners. baby boomers have been a home run for cpa firms.
  • finding organic growth very difficult to attain with little prospect that business is going to dramatically improve in the foreseeable future.
  • realizing an inability to attract an adequate supply of high-quality talent to help perpetuate the firm.

more on strategic planning: get your money’s worth from non-billable time | stay independent but keep looking upward | ineffective partners and how to address them
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cpa firm ceos and other senior management are very effective at financial and operational due diligence, tracking results and holding partners accountable for hitting timely targets. on its face, an observer would tend to conclude that these 200+ combinations are very accretive to partner profitability after an integration period of 18 to 24 months.
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