today's features
client service opportunities

be open to unexpected opportunities

gift box wrapped in dollar bills and red ribbon

good things can happen in surprising ways.

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

my friend al is a sole practitioner with seven staff members and a thriving audit practice, besides the typical tax and small business tax clients.

more by ed mendlowitz
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he is getting older, and while he has no plans to retire and is actively trying to grow his practice, he periodically meets with larger firms to see if there is an interest in acquiring his practice when that day comes. by doing this he stumbled on a fantastic business development formula.
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mergers & acquisitions

merging in a smaller firm: 33 questions to ask

young businesswoman using smartphone and tablet at outdoor cafe

bonus: a telephone screening form.

by marc rosenberg
cpa firm mergers: your complete guide

even though these questions are primarily intended for larger firms to ask smaller firms, some of the questions may be appropriate for the smaller firm to ask larger firms. these are general questions; based on your review of the other firm’s data, you will certainly have specific questions to ask in addition to those below.

more by marc rosenberg
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an important goal of these interviews is to get open, honest and brutally candid responses. at most firms, this is virtually impossible if you interview two or more partners together. only rarely, where two or three partners appear to be “joined at the hip,” is it acceptable to do group interviews.

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pro member exclusive

why accounting firm culture matters

our exclusive expert council offers insight.

by martin bissett
passport to partnership

the passport to partnership study collated a number of responses from existing partners of accounting practices in a conversational style.

examples that really stood out on the realities of individual variances in firm culture are showcased below.

more by martin bissett
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“our partners have articulate minds, and that’s what we want to be demonstrated by any new appointees.” meaning, can they hold their own intellectually in more senior circles?

how would they then behave when meeting with other senior executives as a contemporary of theirs?
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featured video

candy bellau: the $350 pricing mistake that nearly broke this boutique firm | the disruptors

how to reset pricing, rebuild margins, and stop “helping” clients into bankruptcy.

the complete video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
sponsored by the balanced millionaire: the advisor edition by dr. jackie meyer | see today’s special offer

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the disruptors
with liz farr

candy bellau didn’t set out to build a firm that could operate without her. but her hand was forced when her mother became ill.

“i kept dropping the ball at my own company and my team, the long-term members kept picking it up, and slowly but surely, they just absorbed the client work i was doing,” bellau recalls. 

more disruptors: oliver: build a biz that runs without you | daiber: use succession as a growth strategy | cannon: busy season is self-inflicted | carroll: when one person can break the firm |  rampe: build a roadmap even when the road’s not there | chang: killing saly, one agent at a time | vanover: 5-star firms don’t bill by the hour | kless: profit is a result. flourishing is the purpose | whitman: build culture on ‘progress,’ not change | shein: no pe? no m&a? no problem | hood and weber: time to rise | proctor: turn dumb ideas into brilliant solutions | carter-gray: how 1 poor review strengthened the firm | hartman: upwork to “40 under 40” in 3 years |

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

her team at kramerica business solutions not only maintained the business but made it better. “they did things that were so much better, and they looked out for me,” bellau says.  

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