checklist: partner-ready metrics
three questions on competence, four on branding plus a five-point checklist
by martin bissett
passport to partnership
featured
what prospective partners should ask their firm
also: what the firm should ask prospective partners.
by marc rosenberg
the rosenberg practice management library
this article should be read from the perspective of two different audiences: prospective partners and existing partner groups.
more: what new partners should know about buyouts | comp: what new partners don’t know | there are two kinds of accounting firms | how to get promoted to manager | the 17 rules for making partner at a cpa firm
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- prospective partners. well before accepting a partnership offer, prospective partners should ask basic, critically important questions to help them judge whether accepting it would be a smart decision.
- existing partner group. well before extending a partnership offer, the firm should get its house in order to avoid being embarrassed by smart questions posed by partner candidates.
high-net-worth business development in four steps
using the “everyone wins process.”
by anthony glomski and russ alan prince
your $5-million high-net-worth practice
when it comes to working with the wealthy, all your expertise and all your firm’s capabilities and all the other top-notch experts you can bring to the table are “givens.” put another way … they are table stakes, and you must have table stakes to play. you absolutely need a top-of-the-line high-net-worth practice.
more: 16 questions to set your practice goals | 6 steps to maximize referrals | a high-net-worth practice in four steps | how to attract the super-rich
as for your expertise, if you have a wealthy entrepreneur who wants to sell her business in a couple of years, there are some ways to mitigate capital gains and estate taxes. tax mitigation could come from the use of selected trusts or establishment of an offshore pension plan. the fact that you can do all these things does not inherently differentiate you from another quality accountant and many other high-caliber professionals. it most likely will separate you from many possible competitors, but they are not really the competition.
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why does all work take so long?
sticking points can materialize anytime.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: everything in my office seems to take too long, and i can’t put my finger on why. can you provide any guidance?
more: don’t like checklists? find a new job. | five ways to get staff to own their work | writing a reference? here’s how | 44 key attributes for assessing staffers | make cpe worth your while | what to do with a lousy client? | but i am managing! | how to run a practice in 90 pages
answer: common problem.
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eisneramper gets private equity backing
charly weinstein on cnbc talking about the private equity deal.
towerbrook capital partners’ infusion “reimagines the traditional accounting firm model.”
by 卡塔尔世界杯常规比赛时间
eisneramper llp – one of the profession’s top 20 firms with more than $420 in annual billings, 200 partners, and 1,200 employees – has sold about half the firm to towerbrook capital partners, a private equity fund with big investments in the financial services sector.
more on private equity for cpa firms:
analysis by esposito and zecca: how outside capital can remake cpa firms
analysis by esposito and zecca: private equity the new source of growth capital for cpa firms?
as a result, eisner is splitting into two entities: the legacy eisneramper llp, a licensed cpa firm, to provide attest services, and the new pe-funded eisner advisory group llc, for business advisory and non-attest services. terms were not disclosed but towerbrook has a reputation for taking controlling interests in the companies it funds. audit and assurance account for about 49 percent of eisner’s pre-deal billings, with 42 percent from tax and 9 percent in consulting.
“it will be a positive disruptor in the profession,” according to charly weinstein, eisneramper ceo. “rather than conforming to traditional frameworks, adopting a new model of ownership facilitates the best structure for the firm to drive growth and innovative solutions to our clients. our colleagues will be able to chart a course for success in our purpose-built practice structure.”