{"id":82568,"date":"2021-03-27t14:20:58","date_gmt":"2021-03-27t18:20:58","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=82568"},"modified":"2021-05-18t10:32:22","modified_gmt":"2021-05-18t14:32:22","slug":"how-a-great-managing-partner-impacts-firm-growth","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/03\/27\/how-a-great-managing-partner-impacts-firm-growth\/","title":{"rendered":"how a great managing partner impacts firm growth"},"content":{"rendered":"
<\/a>eight ways that firms benefit.<\/strong><\/p>\n by marc rosenberg<\/i> there are two cases for heavy managing partner oversight in practice development.<\/p>\n first case.<\/strong> cpa firms are very top-line-oriented businesses. expenses are largely fixed because most are for personnel compensation and benefits, so opportunities for increasing profits from cost-cutting are greatly limited. as a result, increases to the revenue or top line often fall directly to the bottom line. it\u2019s easy to see why, far and away, increasing revenue is the most effective way to increase profitability. because the managing partner is (or should be) responsible for the firm\u2019s profits, it makes total sense for the managing partner to play a major role in the firm\u2019s growth.<\/p>\n more: <\/b><\/strong>10 ways to hold partners accountable<\/a> | five ways to evaluate partners<\/a> | manage partners with goal setting<\/a> | overarching authority that managing partners must have<\/a> | herding cats: advice for managing partners<\/a> second case.<\/strong> if a firm\u2019s staff is its most important asset (or at least tied with clients), then revenue growth is the firm\u2019s life-giving force. without revenue increases, firms become stagnant and die a slow death. therefore, revenue growth requires heavy involvement by the managing partner.
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