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how i saved a business

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happy business professionals giving high five hand slapa step-by-step breakdown.

by ed mendlowitz
call me before you do anything: the art of accounting

saving a business creates one of the greatest highs you can have in accounting.

more: start with the cash | secret success formula: e=fs4uh | becoming an expert in irs collections | high cpa fees should be a client’s goal | how hidden bias taints results
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i remember one instance when i received a referral for a business in another state requiring a plane trip.
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why governing by partner ownership is bound to fail

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5 major issues that firm agreements must address.

by marc rosenberg
the rosenberg practice management library

getting sick and tired of ownership percentage driving your partner decisions?

i sure am.

more: 6 ways to retain nextgen staff | how to develop a truly progressive nextgen culture | the top 5 concerns of great managing partners | partners: when to speak up and when to shut up
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why? imagine you entered into an ownership position in a cpa firm in your mid-30s. over the next 30 years or so, you’ll 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?
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some uncommon advice on hiring full-time staff

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your best bet is to be on the lookout all the time.

by frank stitely
the relentless cpa

finding full-time staff is a different beast altogether. avoid recruiters. most of their candidates are looking for jobs for good reasons. nearly all of a recruiter’s candidates’ resumes will have the following job histories:

more: managing people: the heart of effective project management | tammy’s tale of tax season tardiness | beware the leeches and consultants | the value-pricing con job | the 21st-century cpa firm | ruthlessly efficient workflow management | the annual tax meeting is dead. clients killed it.
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job 1: 1.5 years (this company sucked.)

job 2: 6 months (this company sucked worse.)

job 3: 2 years (fine company but they wouldn’t pay me $150,000 per year for billing $80,000 per year.)
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