today's features
mergers & acquisitions

five can’t-skip steps for due diligence

businessman reading documents

don’t let deal fatigue lead you to shortcuts.

by r. peter fontaine
newgate law

few cpas enjoy the due diligence part of a merger. it’s like proofreading legal agreements or checking the answers to a test before handing it into the teacher. it’s not very exciting.

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by the time due diligence begins, the parties have usually decided they want to come together and due diligence is viewed as a process to confirm a decision which, for the most part, has already been made.
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marketing & sales

believing in yourself matters

young man fixing collar in mirror

self-perception is reality.

by martin bissett
business development on a budget

“no man has the ability to step outside of the shadow of his own character.” – robespierre

as far as our potential clients are concerned, how they perceive us is how we really are to them, regardless of the truth of the matter.

more by martin bissett
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because of this, it’s important to realize that when we are meeting a new potential client who has not been referred to us, it does not matter what the reality of our value proposition is; it matters how that potential client perceives our value proposition. therefore, to be effective
in winning work, we must understand how we can positively influence their perception of us at each stage of the relationship-building process.
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busy season management

how much do your clients need you?

three questions to ask.

by ed mendlowitz
tax season opportunity guide

know your value to your clients. better, understand your business and what you really do and what you add to the client’s life.

more by ed mendlowitz
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i had a group of gastroenterologists as clients who were going to get into a business of inserting a gastric bubble into people’s stomachs. there were a number of issues to this.
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pro member exclusive

why addressing ineffective partners isn’t optional

three office workers glaring at camera

how to arrange a “soft landing.”

by domenick j. esposito
8 steps to great

most accounting, tax and advisory cpa firm professionals who have demonstrated that they can help perpetuate an organization become partners between the ages of 35 and 42. in many cases, these same professionals retire from their firms as they approach the age of 60, 65 and 70.

more by domenick j. esposito
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many emotional and physical changes happen to us humans over the course of 25, 30 or 35 years. sometimes for the good and sometimes for the bad, our personal lives, energy levels and productivity at the age of 35 usually are different than our personal lives, energy levels and productivity at the age of 65.
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advisory & consulting

how to handle difficult cas clients

unhappy man expressing frustration to provider

you have to have boundaries.

by hitendra patil
client accounting services: the definitive success guide

at the heart of every advisory relationship is a desire to help. clients genuinely want help, but they may be hesitant to change at first. that’s completely normal. what might seem like pushback is often just a sign that the advisory process is truly unfolding and making an impact.

more by hitendra patil
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not every advisory relationship is smooth, and that’s okay. this article equips you with the mindset and tools to handle difficult clients with professionalism and clarity.
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