today's features
advisory & consulting

do you have the client accounting services mindset?

you’re the professional. ponder that a moment.

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 client accounting services articles
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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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featured video

steve yoss: the big tech issues accountants need to follow today | quick tech talks

staying ahead requires adaptability and a focus on delivering value beyond the tasks that traditionally defined accounting.

quick tech talk
with steve yoss
cpe today

as technology advances at a breakneck speed, accountants must rethink how they add value to their clients and organizations.

more steve yoss | more tech
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“back in the 50s, accounting was incredibly manual, requiring a virtual army to produce records,” yoss explains, highlighting the drastic evolution of the field. by the 80s, spreadsheets like visicalc and excel began to ease the burden. the 90s brought us small business accounting systems like quickbooks. today, automation and ai-driven solutions can perform low-value tasks—such as general bookkeeping, accounts payable, and more—with little oversight and near error-free execution.

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pro member exclusive

six tips for setting compensation

young woman holding giant dollar sign in modern office

plus 17 extraordinary benefits to consider offering.

by marc rosenberg
cpa firm staff: managing your #1 asset

“if you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it, you almost don’t have to manage them.” – jack welch

“pay your people the least possible and you’ll get from them the same.” – malcolm forbes

every cpa industry survey we’ve seen for decades shows that compensation is either no. 1 in importance to staff or close to it.

more: staff crave advancement and challenge | what leadership looks and feels at cpa firms | eleven things that good mentors do | give the recognition your staff needs | the importance of great bosses | how remote work is impacting accounting firms | make work flexibility work for everyone | why staff leave cpa firms … and how to stop them | how to solve the big disconnect in talent management | what relevance means for staffing in accounting | how accounting staffing has changed
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our feeling is that compensation is the ante to enter or stay in the game. put another way, according to jeremy wortman:

if college graduates are looking for their first job, or if a young person with a little experience is job hunting, compensation is huge. if a person has two offers, one for $60,000 and the other for $65,000, the higher offer will get the person almost every time. but if the offers are $500 apart and the person likes the firm offering the lower salary better, it’s likely that the lower-paying firm will get the nod.
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marketing & sales

bissett bullet: be the bigger person

today’s bissett bullet: “as you progress throughout your career, you may find yourself in situations where those who are on the same level as you in terms of earnings or seniority are suddenly your subordinates. how you handle that situation is critical.”

by martin bissett

exercise humility in leadership and if you come up against staff who resent your seniority, try to spend time with them away from the office in a more informal setting. help them get to know you and understand that you are in the position you are based on merit. gently let them know that you hold the keys to their own career progression, but rise above the politics and invite them to work collaboratively with you.

ultimately, you will manage these people up or you will manage them out, but the partners in your firm will be watching to see how you respond to this sort of situation and what sort of leader you might have the potential to become.

today’s to-do:

think about how you would like to be treated if roles were reversed and how you would feel encouraged by a boss who used to be a colleague.

see more bissett bullets here

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