today's features
featured video

green: why clients quit you | big 4 transparency

the number one complaint isn’t pricing. it’s confusion.

this is a preview. the complete video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
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poe group advisors consistently excels in helping our clients find the right accounting practice sales opportunity.
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big 4 transparency
by dominic piscopo, cpa
for 卡塔尔世界杯常规比赛时间

for many business owners, finding the right accountant feels like an impossible task. you’re trusting someone with your finances, your future, and sometimes even your peace of mind. but in an industry dominated by word-of-mouth and vague google listings, sam’s list has emerged as a game-changing alternative: a review-based directory for cpas, bookkeepers, fractional cfos, and financial advisors, designed to make trust and transparency easier for everyone. 

more dominic piscopo | more private equity | more pay & compensation

in this episode of big 4 transparency, host dominic piscopo speaks with co-founder kimi green, who shares the wild story of how the viral idea from entrepreneur sam parr (of my first million) turned into a thriving lead-generation platform – and how she found herself leading it with no prior experience in accounting. “i despised accounting,” green laughs. “i didn’t even ask follow-up questions when someone told me they were a cpa.” 

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outlook & analysis

four strategic fronts for accounting firms

every year, the 2025 rosenberg map survey asks the industry’s top consultants to share their observations from cpa firms across the country: how do you think the next 12 months will unfold? trends? predictions? other thoughts? also, how would you assess the last 12 months? trends? observations? struggles?

for some, independence is a strategic choice.

by gary thomson
 the rosenberg survey

the next 12 months will see independent-minded firms pressing harder on four strategic fronts – clarifying their five-year vision, defining the priorities to get there, calculating the cost, and determining where the capital will come from. these questions will keep the mergers and acquisitions market hot, as some firms pursue scale or stability through deals while strong, well-capitalized players step into market gaps left by consolidation.

more: the 2025 rosenberg map survey is available from 卡塔尔世界杯常规比赛时间 here.
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artificial intelligence and automation will move from experiments to deliberate deployment, with clear expectations for efficiency, insight and safeguards. outsourcing will remain a growth lever, but firms will also invest more heavily in their people – expanding career opportunities, developing leaders and using culture as a talent magnet.
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mergers & acquisitions

smaller, larger accounting firms have different m&a concerns

four businesspeople greeting each other

seven topics for the first negotiation meeting.

by marc rosenberg
cpa firm mergers: your complete guide

mergers succeed in direct proportion to the effort made by both firms to

  1. ask lots of questions,
  2. agree on as many merger implementation issues as possible before the merger takes place and
  3. openly share as much of their “dirty laundry” as possible to minimize surprises.

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

don’t assume anything. when you sit down for your first merger negotiation meeting:

  1. start the meeting by confirming and agreeing on the agenda.

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marketing & sales

get your personal house in order

eight questions to ask yourself.

by martin bissett
winning your first client

you know the identity of your first client, and if you buy into you, then there’s a good chance of potential clients being prepared to do so, too.

more by martin bissett
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this is what we must remember about the purchasing of professional services such as accounting. if your prospective client is a grade a or b style opportunity for your firm, then they are not buying the services you provide per se. the services are the vehicles of delivery; the means to the end.

the client is buying the relationship, and they are asking themselves:
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featured video

rampe: build a roadmap even when the road’s not there | the disruptors

only disciplined planning, accountability, and open communication will cut through the industry’s rapidly thickening fog.

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 tax season readiness: practical steps for a smoother busy season, dec. 10, 2 p.m., 1.5 cpe  | see today’s special offer

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the disruptors
with liz farr

matt rampe sees the accounting industry as one “under a lot of pressure to change, and it’s changing very quickly.” the combination of a staffing crisis, retiring baby boomers, ai, private equity, and tax law is creating “the fog,” a period in which the path forward isn’t just unclear; it’s fundamentally unknowable. 

to address “the fog,” his new book, cpa firm strategic planning: your roadmap for long-term success, lays out a framework grounded in decades of consulting experience with rosenberg associates, combined with research on organizational change, leadership psychology, and what drives team performance. “strategic planning, in my mind, is the venue by which you analyze and think through those issues, put them up, not just out of reactivity,” rampe explains. it means “really stepping back and looking at the big picture of the industry and your firm and your situation, and then making choices that you’re aligned with.” 

more streaming: 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 |

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according to rampe’s research, strategic planning fails most often at the execution stage. nearly two-thirds of respondents reported that “execution fails after the planning meeting.” firms gather, generate good ideas, identify priorities, and then get pulled into their day-to-day work, and nothing happens. or they put off strategic planning altogether until some imaginary day when they might have time.  

“one of the insights is you need to spend time working on the business, not just in the business, because the in the business is going to drown you,” rampe explains. the way you solve that is “not working harder in the business. it’s working, prioritizing, working on the business.” 

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