by marc rosenberg, cpa
cpa firm mergers
throughout the merger process, you should be probing for nuances and idiosyncrasies of the other firm so that the concerns get on the table. here’s a checklist of a dozen: read more →
the ultimate success of a merger is directly proportional to the effort made by both firms.
according to marc rosenberg, of cpa firm mergers, each firm must ask lots of questions, agree on as many merger implementation issues as possible before the merger takes place and openly share as much of their “dirty laundry” as possible. “don’t assume anything,” rosenberg says.
in merger talks between well-matched firms of similar size, the best deals seem to start with the right agenda at the first meeting. it’s a seemingly simple seven-item agenda. but the discussions are rarely simple. nor should they be.
agenda for the first meeting: read more →
after the deal is done in a cpa firm merger.
sometimes, making the deal can be the easy part. marc rosenberg, author of cpa firm mergers, is here to remind you there at least 10 issues – specific to mergers among equals – that can’t be overlooked:
when a larger firm comes calling, a small firm rarely has much negotiating room. mostly, it’s a take-it-or-leave-it decision.
but increasingly, small firms are posing more probing questions.
marc rosenberg, in cpa firm mergers, suggests starting with a baker’s dozen 13. they are:
and 23 additional details to hammer out.
all things being equal, in a merger between firms of relatively equal size and weight, not all things are equal. here marc rosenberg, author of cpa firm mergers, lists the thorniest questions that crop up most frequently.
the most critical issues read more →
how a larger firm worries about the smaller firm’s issues.
mergers between larger cpa firms have their own special issues, as marc rosenberg, author of cpa firm mergers, discovered when he interviewed the partners of one of them. they are:
one question: for initial buy-in, should you write a check or transfer wip and a/r?
there’s a lot to worry about in any cpa firm merger deal. but in one deal between two small firms, when marc rosenberg, author of cpa firm mergers, interviewed one firm’s partners, he heard seven major issues. they are:
with a 32-point checklist.
by marc rosenberg
how to negotiate a cpa firm merger
since mergers happen between partners as much as firms, the partners of each firm must walk into the deal with eyes wide open. a structured interview process helps to produce open, honest and brutally candid responses. here are 32 questions you shouldn’t ignore. read more →
marc rosenberg, who has participated with hundreds of firms in merger strategies, lays out 29 issues to consider when examining a downward merger candidate. one of the first questions to ask is why would either of you want to merge. from there, the questions get even more difficult. read more →
merging upward isn’t easy. and it shouldn’t be. marc rosenberg says you’ll need to cover at least these 31 items in your due diligence.
25 questions smaller firms must ask larger firms before merging.
by marc rosenberg
how to negotiate a cpa firm merger
it’s very likely that when a small firm considers merging upward with a much larger firm, the small firm will pretty much have to accept the terms offered by the larger firm.
in these cases, the “negotiations” take the form of the smaller firm simply learning what the merger terms are and deciding whether it can accept those terms. here are the 15 most important questions. read more →
positioning your firm as an attractive merger candidate for larger firms doesn’t happen by accident. it takes discipline in management, leadership and teamwork. here are 11 keys to preparing your firm for the future from marc rosenberg. read more →
by marc rosenberg
1. are there one or more partners at the larger firm who will be retiring in the next 5-10 years?
2. will the retirement obligation to one dominating partner be so large that the firm cannot afford the payments?
3. will the retirement of one or more key people in the next few years threaten the larger firm’s ability to maintain partner income levels? read more →