today's features
featured video

yoss: spot–and stop–fraud early | quick tech talks

don’t be the next victim. 

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quick tech talk
with steve yoss
cpe today

occupational fraud remains one of the most pervasive and costly threats to organizations worldwide—and many companies may be underestimating the risk. a recent quick tech talks episode delves into key findings from the association of certified fraud examiners’ (acfe) 2024 report to the nations, uncovering the mechanics behind the world’s most common types of fraud and the staggering financial toll they exact.

more steve yoss here

the numbers are alarming: occupational fraud is responsible for losses equaling up to 7% of global gdp, or more than $5 trillion annually, according to the acfe. these crimes don’t just target large corporations—they impact businesses of all sizes and sectors. in this episode, listeners are guided through the three major categories of occupational fraud—asset misappropriation, financial statement fraud, and corruption—and shown how each can quietly undermine an organization’s integrity and profitability.

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pro member exclusive

nineteen thoughts on recruiting cpa firm staff

two businesswomen seated across desk from each other

plus six training and 11 leadership development best practices.

by marc rosenberg
the rosenberg practice management library

“treat people as they are, and they will remain as they are. treat people as they can be and should be and they will become as they can and should be.” – goethe

“you see, really and truly, apart from the things anyone can pick up, such as dressing and the proper way of speaking and so on, the difference between a lady and a flower girl is not how she behaves, but how she’s treated. i shall always be a flower girl to professor higgins because he always treats me as a flower girl. but i know i can be a lady to you, colonel pickering, because you always treat me as a lady and always will.” – eliza doolittle in “my fair lady”

there are three big keys to cpa firm success. the first two keys are:

  1. strong firm management and leadership. management, which includes the entire management team, makes everything important in a cpa firm work, from having a great staff, great clients, growth, profitability, partner productivity and accountability, strategy, succession planning and more.
  1. attracting new clients, retaining them, helping them grow and providing world-class service.

more by marc rosenberg
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the third key is the focus of this article: staff.
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management

is the next generation ready to take over your firm?

group of four young professionals

three business development tasks to help prepare them.

by martin bissett
business development on a budget

if you are a partner in your firm, you may already have asked yourself the all-important question: how can i successfully retire and have someone else take over the firm?

more by martin bissett
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

the partner who has a satisfactory answer to that question is the one who is committed not only to developing business and building the firm on a regular basis, but also to developing and preparing the next generation of professionals in the firm.
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featured video

kapilovich: treat people like people | the disruptors

accounting must abandon toxic traditions, prioritize people over profits, and rebuild its mentoring culture—or risk losing the next generation entirely.

this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
sponsored by “it’s not just the numbers: how to move beyond the numbers and deliver real value for your clients” by penny breslin
and damien greathead – see today’s special offer

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the disruptors
with liz farr

yuri kapilovich didn’t set out to become #thefuncpa. it started as a casual hashtag when he shared photos from buses and bikes, but it stuck—especially after a networking event where attendees misread his booth sign and started calling him “the funk pa.” the nickname became a brand, but it also reflects his deeper mission: bringing humanity and humor back to a profession that’s burning out its best talent.

卡塔尔世界杯常规比赛时间 celebrates: the 100th episode of the disruptors

more streaming: martha yasso: from wall street to main street | jackie meyer: tax plans in 90 seconds? believe it  | erica goode: build a $200k firm in 15hrs/week | randy crabtree: live at the intersection of passion & skill |mcclelland and telka: women ready to rewrite the rules of accounting | jacob schroeder: ai won’t replace accountants—but it will reveal who’s replaceable | ditching corporate america: the bold story behind pbs accounting’s rapid rise | jean zick: happy team = happy clients | breslin & greathead: be a client advocate | dominic piscopo: clear pay=bargaining power | debbie kilsheimer: stop thinking small |

goprocpa.com exclusively for pro members. log in here or 2022世界杯足球排名 today.

kapilovich, founder of kapilovich & associates, believes the root of accounting’s talent shortage is simple: misplaced priorities. “we, as a profession—especially in the larger firms—have lost sight of the fact that the number one asset we have is our people,” he says. “it’s not the clients.”

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audit & assurance

it’s time for a new cpa career track

older woman showing young woman something on office computer screen

how are you assessing your team?

by alan anderson, cpa
transforming audit for the future

i’m fortunate to have two great former auditors working with me in accountability plus – my son tyler anderson and corey schmidt, who met working together as auditors. but that firm – like most firms – was focused on total hours worked and realization rates, and had no tracks for auditors who didn’t fit in the normal staff to senior to supervisor to manager to partner progression.

more by alan anderson
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

 

as corey told me, “tyler and i were good with workflow management and managing processes, and that’s what our firm should have had us focus on.” corey demonstrated that when he was assigned the employee benefit plan practice at that firm, and through his leadership, improved fee realization from 60 percent to 100 percent.

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