public accounting as a business, 101

two men at whiteboardknow your profession.

by marc rosenberg
how to bring in new partners

“engaging your employees – involving them in the business – can drive revenue growth. an educated workforce can also make better decisions, work more efficiently and seize opportunities faster. teaching your employees to be smart businesspeople can be a big investment, but it’s one that can have a significant return.” – keith lamb, inc. magazine

more: nuts and bolts of mentoring staff | it shouldn’t take so long to make partner | three types of skills you need to become a partner | seventeen basic expectations of partners
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personnel in any organization, from widget manufacturers to hospitals to baseball teams to charities, work with more enthusiasm and commitment when they genuinely feel part of the organization. when people understand how they fit into the overall scheme and what their role is and grasp the essentials of how the organization operates, they produce higher quality work and are more energized. cpa firms are no exception to this rule.
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five skills for emotional mastery

two partners celebrating business success outsideevery successful practice owner needs them.

by sandi leyva
the complete guide to marketing for tax & accounting firms

there are courses and conferences to help you build the technical skills you need to succeed in accounting. but if you think about it, there is no cpe to help you with the emotional side of your business, and there are plenty of times on a daily basis that the emotional side of business comes into play:

more: why you need a link-in-bio tool | what’s in a (domain) name? plenty | four tips for tough times | nine thoughts on self-marketing for the introvert | 13 reasons to master consumption marketing | when to talk about fees | take a moment for appreciation | beyond compliance: what more you can provide  | the biggest seo secret of all: google business listings
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1) making a price increase or setting your prices in the first place

2) firing a client from you-know-where
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the last thing a tax reviewer does

whose error is it this late in the game?

by ed mendlowitz
how to review tax returns: the field-tested update

the reviewer needs to conduct their own top-side review before the return gets passed on to be printed (either paper, digital or pdf) and assembled to be sent to the partner to sign and be released to the client.

more: tax reviewers can advance, with a push | what makes an excellent tax return reviewer | 10 errors that ‘smart’ scanners make | tax: the procedural checklists your firm needs | the best way to review a tax return | why you can’t skip checklists | how to turn tax returns into new business
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the partner will do their own top-side review before signing it – so why shouldn’t the reviewer do it first to catch any error that might have slipped through?
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how to get clients to adopt caas tech

hitendra patil cas q-and-a logofocus on the meaning, not the mechanics.

by hitendra patil
client accounting services: the definitive success guide

q: what suggestions do you have to help with client adoption of caas software and technologies?

more cas q&a: there are only three growth strategies | eight steps to optimize capacity | battling cas cost pushback | will my clients find cas expensive? | cas: much more than bookkeeping
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a: thank you for this very important question.

client accounting and advisory services (cas/caas) are services that leverage accountants’ e3, i.e., expertise, experience and education. your clients do not have the e3.
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jackie meyer: be a problem solver, not a number cruncher

jackie meyer: redefine your boundaries and stop conforming to inappropriate behaviors.

subscribe to 卡塔尔世界杯常规比赛时间 podcasts anywhere: apple, google, spotify, iheart, deezer, amazon music and audible, player fm, audacy, gaana (india), and boomplay (africa).

the disruptors
with liz farr for 卡塔尔世界杯常规比赛时间

jackie meyer is a fan of value pricing and niching your practice. her favorite area is tax planning, which doesn’t require a huge investment of time to provide huge financial benefits for clients.

her own firm tripled revenues by focusing on tax planning.

more: randy crabtree: follow these three rules to keep employees happyerik solbakken: yes, you can work less and make more | donny shimamoto: future firm growth requires a mindshiftjennifer wilson: empower young workers to build the firm everyone lovesmike whitmire: re-think your hiring and training practiceshector garcia: success strategies of a quickbooks youtube superstar | blake oliver: why tax work yearns to be freeprivate equity explodes in u.k. | brannon poe: the status quo must go  | accounting nerds, unlock your super powers  | disruptor: jason statts shakes up the status quo | think small to think big with matt wilkinsonwhen financial statements go extinct with corey schmidtcan geraldine carter save accountants from themselves?re-inventing accounting with tyler anderson

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firms that focus on low-volume, highly-niched areas solve several problems at once.

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why bos calls for flat rates

timesheets are used, but for tracking productivity.

by penny breslin
it’s not just the numbers

let’s get to the big questions that confound professional service providers of all types in today’s tech environment:

  • how do i charge my client for these services?
  • how do i continue to get paid?
  • how do i charge hourly for processes that will be taking less and less time because of the application of technology?

more: four steps for controlling source documents | why you need standard naming conventions | how to develop internal procedures | workflow tools can deepen client relationships | going viral: today’s top marketing strategies | which kind of team do you have? | meet the new bos | why ai is not the enemy
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fixed pricing

flat-rate billing is the logical choice for back office support (bos) services. this fixed pricing is typically used for monthly recurring work. we can do this by knowing how long it takes to create any given transaction. there will be swings in time, but the idea is that the fixed monthly rate considers the busiest season or months for the business. that way, on less heavy months, you receive the same rate and it makes up for the times when the workload increases.
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phishing attack hackers have a new trick

and it’s working. faceless hooded anonymous computer hacker with programming code from monitor

by rick richardson

cybercriminals are experimenting with a new method of delivering dangerous payloads and employing targeted phishing emails to infect users with malware.

according to a study by proofpoint, digital onenote notebooks (denoted by “.one” extensions) are increasingly being used by cyber-attackers to spread malware. onenote is included in the microsoft 365 office software bundle and is a widely used piece of software.

more tech this week:  chatgpt: what it is. why you need to know. | russia-linked ransomware back with a vengeance | amazon aws: the mainframe killer? | amazon launching its first internet satellites | russian solarwinds hackers at it again | nasa finds a $10 quintillion asteroid | firms must balance benefits, risks of emerging technology | microsoft and google go to war
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onenote documents are rarely misused in this manner, according to cybersecurity professionals, and there is only one clear reason attackers are experimenting with them: they can more readily avoid threat detection than other attachments. and it seems to be effective.

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price not always the top consideration in a sale

what does the owner really want?

by ed mendlowitz
77 ways to wow!

a friend just sold his business and retired. the price he received was not a life-changing sum, but the future time he gained was priceless.

more: eight ways to value a family-owned business | solos need plans for death, disability | five ways to ward off fraud in not-for-profitsclient hires new manager: you need a plan | anatomy of a fraud | how to explain internal controls to clients | the priorities were backward | how to read a financial statement | 77 thoughts about client needs
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people who own a business make their livings from it while also accumulating savings for their sunset days. many work until they drop. some have foresight to leave earlier. some don’t contemplate ever retiring, but a health scare delivers a reminder of their mortality and then they decide that life is more than just working. after all, the purpose of working is to make a living. when wealth is secure, why continue working?
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who is the professional?

woman executive coaching a male employee across deskthe mindset you need for client accounting services.

by hitendra patil
client accounting services: the definitive success guide

it was the 10th of may, 2012.

over dinner on that quiet mid-spring evening, at a classic traditional italian restaurant, i met the owner of one of my largest clients, only after about five years of providing services to his firm. his firm had chosen a particular niche industry to serve and only that. he was doing well – over $3.5 million in annual revenue, growing consistently, and employing 39 staff members. in any given week, two new clients were being onboarded via a very detailed process, moving clients’ accounting databases and processes into his firm.

more: review your cas: when, what, how | be serious about ai, not amused | get clients to toot your cas horn | seven ways to market your cas offering | the top cas pricing strategies | how to choose your cas processes | nine ways to measure client experience | twelve clues it’s time to outsource or offshore | yes, you have the staffing for cas | why firms shy away from cas | hook your firm on cas | can you identify real cas prospects? | 8 ways to create your cas practice | do you value your cas value?
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he would not take on any new client unless the client handed over all of the accounting work responsibilities to the firm.

all or none.
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nuts and bolts of mentoring staff

three people: woman between two men pointing at desktop computer screen in explanationfour keys to being a great mentor. ten skill areas to develop. eight training best practices.

by marc rosenberg
how to bring in new partners

firms have two levels of expectations of new partners. many firms aren’t consciously aware of these alternatives, but they exist nonetheless, and they are quite different from each other.

more: it shouldn’t take so long to make partner | 16 steps to creating a partnership path | six ways new partners differ from managers | the four essentials for every new partner | tell potential partners what it takes
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expectation 1: the new partner is qualified for the job.

new partners must drive the firm by

  • increasing revenue by bringing in new clients.
  • retaining clients and expanding services to them.
  • developing staff, helping them learn and grow.
  • providing proactive, world-class service to clients.
  • having the leadership skills to take over the firm from existing partners.

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countdown to important dates

including the big one in april.

by beth ziesenis
app of the week

i bet you already know how many days, hours and minutes there are until the tax deadline. but just in case…

more apps of the week:  make your computer a clean slate | recycle and repurpose old devicesenlist ai for more productive meetings | keep teams on task with project management apps | apps to put your affairs in orderapp of the week: celebrate black business month | app of the week: cheap flights | help your clients save money | time to upgrade your spreadsheets | app of the week: secretly stash cash | easy apps for increasing client engagement with video | app of the week: grow your business knowledge and career skill sets | app of the week: upgrade your resume | app of the week: end procrastination
see all: apps of the week here |
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create your own countdown to anything with a beautiful background on a super cool site to celebrate national countdown day every march 21. read more →

judge reviewers by how tax preparers improve

businesspeople discussing chartsalso: eight kinds of staff you don’t want.

by ed mendlowitz
how to review tax returns: the field-tested update

reviewers have to face accountability. they are judged several ways, but i feel the best way is not with a metric but by how the quality of the preparers improve during tax season and how the workload is managed.

more: tax reviewers can advance, with a push | what makes an excellent tax return reviewer | 10 errors that ‘smart’ scanners make | tax: the procedural checklists your firm needs | the best way to review a tax return | why you can’t skip checklists
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yes, the reviewers are responsible for the preparers’ quality. the reviewers are expected to find errors and show the preparer what they are, how to fix it and to not have them reoccur. and this should be done quickly by not letting prepared returns hang around unchecked for a while. the quicker the turnaround time, the easier and better the training and better all-around job by everyone.
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