{"id":61437,"date":"2019-05-26t12:00:03","date_gmt":"2019-05-26t16:00:03","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=61437"},"modified":"2019-05-27t13:15:18","modified_gmt":"2019-05-27t17:15:18","slug":"why-governing-by-partner-ownership-is-bound-to-fail","status":"publish","type":"post","link":"\/\/www.g005e.com\/2019\/05\/26\/why-governing-by-partner-ownership-is-bound-to-fail\/","title":{"rendered":"why governing by partner ownership is bound to fail"},"content":{"rendered":"<p><strong><a href=\"https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2014\/11\/calculatenumbers_dollarphotoclub_48699845.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-38061\" src=\"https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2014\/11\/calculatenumbers_dollarphotoclub_48699845-590x469.jpg\" alt=\"\" width=\"424\" height=\"337\" srcset=\"https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2014\/11\/calculatenumbers_dollarphotoclub_48699845-590x469.jpg 590w, https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2014\/11\/calculatenumbers_dollarphotoclub_48699845.jpg 300w, https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2014\/11\/calculatenumbers_dollarphotoclub_48699845.jpg 600w, https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2014\/11\/calculatenumbers_dollarphotoclub_48699845-290x230.jpg 290w, https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2014\/11\/calculatenumbers_dollarphotoclub_48699845-182x145.jpg 182w, https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2014\/11\/calculatenumbers_dollarphotoclub_48699845-190x151.jpg 190w, https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2014\/11\/calculatenumbers_dollarphotoclub_48699845.jpg 1600w\" sizes=\"auto, (max-width: 424px) 100vw, 424px\" \/><\/a>5 major issues that firm agreements must address.<br \/>\n<\/strong><\/p>\n<p><i>by marc rosenberg<\/i><br \/>\n<a href=\"\/\/www.g005e.com\/product-category\/marc-rosenberg\/?orderby=title-desc\"><i>the rosenberg practice management library<\/i><\/a><\/p>\n<p>getting sick and tired of ownership percentage driving your partner decisions?<\/p>\n<p>i sure am.<\/p>\n<blockquote><p><b>more: <\/b><a href=\"\/\/www.g005e.com\/2019\/05\/20\/6-ways-to-retain-nextgen-staff\/\">6 ways to retain nextgen staff<\/a> | <a href=\"\/\/www.g005e.com\/2019\/05\/12\/how-to-develop-a-truly-progressive-nextgen-culture\/\">how to develop a truly progressive nextgen culture<\/a> | <a href=\"\/\/www.g005e.com\/2019\/04\/28\/5-top-concerns-of-great-managing-partners\/\">the top 5 concerns of great managing partners<\/a> | <a href=\"\/\/www.g005e.com\/2019\/04\/14\/partners-when-to-speak-up-and-when-to-shut-up\/\">partners: when to speak up and when to shut up<\/a><br \/>\n<strong><img loading=\"lazy\" decoding=\"async\" class=\"alignleft size-full wp-image-49700\" src=\"http:\/\/4f2bur4nuye2cgakm2rm61qk.wpengine.netdna-cdn.com\/wp-content\/uploads\/2016\/08\/yellow_key_clip_art-e1375897299811-36p-hi-1-e1470686574894.jpg\" alt=\"goprocpa.com\" width=\"39\" height=\"16\" \/><span style=\"color: #b79c00;\">exclusively for pro members. <\/span><\/strong><span style=\"color: #b79c00;\"><a style=\"color: #b79c00;\" href=\"\/\/www.g005e.com\/wp-login.php?redirect_to=\/\/www.g005e.com\/2019\/05\/26\/why-governing-by-partner-ownership-is-bound-to-fail\/\">log in here<\/a> or <a class=\"external\" style=\"color: #b79c00;\" href=\"http:\/\/goprocpa.com\/\" target=\"_blank\" rel=\"noopener noreferrer\">2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n<p>why? imagine you entered into an ownership position in a cpa firm in your mid-30s. over the next 30 years or so, you\u2019ll be paid your share of millions of dollars. do you want your share to be based on judgments that are rational and logical, or unfair and lacking in common sense?<br \/>\n<!--more--><br \/>\nthere are five major partner issues that need to be addressed in cpa firm agreements:<\/p>\n<ul>\n<li>allocation of partner income<\/li>\n<li>calculation of partner buyout<\/li>\n<li>voting<\/li>\n<li>new partner buy-in<\/li>\n<li>allocation of proceeds of a firm sale<\/li>\n<\/ul>\n<p>each of these issues can be dealt with through various methods, including one i see with disturbing frequency that drives me crazy: governing by means of partner ownership. this approach is guaranteed to cause tremendous acrimony among current and future partners.\u00a0 firms get twisted up in the illogic of using ownership percentage and find themselves trying to solve an insolvable problem using old school methods. they need outside-the-box thinking and that\u2019s what this post will provide.<\/p>\n<p>many clients of cpa firms use ownership percentage to drive shareholder compensation, voting and distribution of the proceeds of a company sale. but there are major differences between operating an industrial company and a cpa firm. whereas companies\u2019 products, plant, equipment and patented technology drive their profits and goodwill value, cpa firms\u2019 primary financial asset is the partners\u2019 ability to bring in and retain annuity clients. partners\u2019 ownership percentages are heavily based on the capital they initially contributed, but this has little or nothing to do with the ongoing profitability of the firm and building its goodwill value.<\/p>\n<p>over time, ownership percentage is almost never a fair measurement of a partner\u2019s contributions to the firm\u2019s profitability and success. here is an illustration:<\/p>\n<p><a href=\"https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2019\/05\/rosenberg_ownershippctgchart.png\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-61438 size-medium aligncenter\" src=\"https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2019\/05\/rosenberg_ownershippctgchart-424x135.png\" alt=\"chart\" width=\"424\" height=\"135\" srcset=\"https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2019\/05\/rosenberg_ownershippctgchart-424x135.png 424w, https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2019\/05\/rosenberg_ownershippctgchart.png 300w, https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2019\/05\/rosenberg_ownershippctgchart.png 535w\" sizes=\"auto, (max-width: 424px) 100vw, 424px\" \/><\/a><\/p>\n<p>can there be any possible justification for partner a\u2019s compensation and buyout being twice as high as partner b\u2019s?<\/p>\n<h3>survey says \u2026<\/h3>\n<p>per the 2018 rosenberg map survey, the following data is irrefutable evidence that ownership percentage is not a popular choice among cpa firms:<\/p>\n<p>partner compensation systems:<\/p>\n<ul>\n<li>compensation committee: 30 percent of firms<\/li>\n<li>ownership percentage: 6 percent<\/li>\n<\/ul>\n<p>partner buyout systems (five or more partners):<\/p>\n<ul>\n<li>multiple of compensation: 53 percent<\/li>\n<li>ownership percentage: 14 percent<\/li>\n<\/ul>\n<h3>let&#8217;s define performance-based partner compensation<\/h3>\n<p>the firm\u2019s income allocation to partners is based on their relative performance. partners making the greatest contributions to the firm\u2019s profit and overall success are paid more. performance-based systems motivate partners to perform at high levels and reward them for their efforts and success. without these incentives, firms often stagnate and perform at lower levels.<\/p>\n<p>i often begin consulting projects by asking a simple question: is your partner compensation system performance-based? they often answer with pride, \u201cyes.\u201d then i look at the details of their system and find that 80 percent of the income is allocated based on ownership percentage and 20 percent is a performance bonus. the math doesn\u2019t work. if 80 percent is <b>not<\/b> allocated based on performance, then the system is not performance-based.<\/p>\n<p>in my 20 years of consulting, the number of times i have seen partner ownership percentages with absolutely no correlation to relative partner performance is astounding. i often ask partners why they are a 20.7 percent partner or a 14.8 percent partner, etc. they haven\u2019t a clue. it\u2019s a meaningless figure.<\/p>\n<h3>the proper way to look at partner buyouts<\/h3>\n<p>cpa firms have a well-defined street value to buyers: commonly 60 percent to 120 percent of the firm\u2019s annual revenue. the percentage varies based on many factors, primarily the quality of the firm, its revenue size and the location of its market. many partners receive a buyout upon retirement (often referred to as deferred compensation \u2013 dc) that can exceed $1 million at big firms.<\/p>\n<p>one way to look at dc is that, just like partner compensation, it is performance-based. it\u2019s a portion of a partner\u2019s overall compensation that is deferred rather than paid out currently. the dc value increases as the partners perform at high levels; the impact of this performance is cumulative. when the partners bring in new clients, retain and expand services to existing clients, effectively manage the firm, develop a great staff and deliver world-class service to clients, this increases the revenue, profitability and overall success of the firm, all of which builds the goodwill or street value of the firm. ownership percentage has nothing to do with the tremendous increase in dc value that occurs over the years.<\/p>\n<p>just as compensation should be performance-based, so should deferred compensation. ownership percentage should have little or no place in determining the buyout of a retiring partner.<\/p>\n<h3>new partner buy-in<\/h3>\n<p>boy, do firms mess up on determining the buy-in for new partners. the old school method is to decide the ownership percentage of the new partner (virtually no science in this!), multiply it by the value of the firm (capital plus goodwill) and <strong>voila<\/strong>, the result is the buy-in, which in most cases, is many hundreds of thousands of dollars. for many years now, firms have gotten away from this method because new partners are unable and unwilling to pay this humongous buy-in. less than 5 percent of all firms over $3 million determine their buy-ins using this antiquated method.<\/p>\n<p>the new method for determining new partner buy-ins is to determine the buy-in amount on a discretionary basis \u2013 usually $100,000 to $150,000, lower for smaller firms \u2013 and to disassociate the buy-in from ownership percentage. this is the gold standard. if the importance of ownership percentage is unimportant or meaningless, then who cares what the ownership percentage is of a new partner? some firms opt to make all partners equal owners.<\/p>\n<h3>voting<\/h3>\n<p>of all the five partner issues potentially affected by ownership percentage, voting is the trickiest.<\/p>\n<p>the ultimate goal should be to get to the point where voting is one person, one vote, with certain critical issues (mergers, making a new partner, etc.) voted on by supermajority.<\/p>\n<p>but smaller firms (usually five or fewer partners) that have at least one dominant partner \u2013 usually a founder and\/or the firm\u2019s major producer \u2013 usually like to structure voting so that a minority of lower performing partners cannot throw out the dominant partner and control the firm. so, protective measures are often needed in this situation. using ownership percentages is one way to provide this protection.<\/p>\n<h3>allocation of the proceeds of the firm&#8217;s sale<\/h3>\n<p>real simple. this should be determined with the same method used for calculating partner buyouts.<\/p>\n<h3>conclusion: if ownership percentage is put to pasture, what systems should be used?<\/h3>\n<p><strong>partner compensation: <\/strong>performance-based systems such as compensation committee, managing partner decides or a formula.<\/p>\n<p><strong>new partner buy-in: <\/strong>the firm decides on a discretionary buy-in amount that is disassociated from ownership percentage.<\/p>\n<p><strong>partner buyout: <\/strong>performance-based systems such as multiple of compensation or aav.<\/p>\n<p><strong>voting: s<\/strong>trive for one person, one vote, but at some firms, it\u2019s important to prevent a dominant partner from being outvoted. ownership percentage is one way to address this.<\/p>\n<p><strong>allocating the proceeds of a firm sale: <\/strong>same as partner buyout.<\/p>\n<p>so please, embrace the new school thinking and minimize the role of ownership percentage at your firm!<\/p>\n","protected":false},"excerpt":{"rendered":"<p><strong>5 major issues that firm agreements must address.<\/strong><br \/>\n<em>by marc rosenberg<\/em><br \/>\n<em><a href=\"\/\/www.g005e.com\/product-category\/marc-rosenberg\/?orderby=title-desc\">the rosenberg practice management library<\/a><\/em><\/p>\n","protected":false},"author":1339,"featured_media":52068,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[1363,3120,3002,2266],"tags":[],"class_list":["post-61437","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-featured","category-pro-member-exclusive","category-special","category-partner"],"acf":[],"yoast_head":"<!-- this site is optimized with the yoast seo plugin v24.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ 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