today's features
management

start with the cash

 

a wealth of information is lurking there.

by ed mendlowitz
77 ways to wow!

one time i was asked to audit a hotel in florida that was going to be foreclosed on by the mortgagor and for which i was paid in advance. the audit was planned and scheduled, and it looked like we had everything under control from our end as much as we could.

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i received a call on a friday morning that the foreclosure was going to take place sooner than expected, and i had to either do my work monday through wednesday or return the retainer because the foreclosure was going to take place on thursday. i took a sunday evening flight with a senior accountant. when i walked into the hotel, i got really nervous. this was not a small motel but a big hilton hotel – not what i anticipated.
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client accounting services

gocke: operations overhaul doubles firm rev | it’s not just the numbers

structured operations freed partners to focus on clients and doubled revenue in six years.

this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
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it’s not just the numbers
with penny breslin and damien greathead
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running a modern accounting firm requires more than technical expertise. partners must balance client relationships, business development, and administrative responsibilities, often leaving firms stretched thin.

in a recent episode of it’s not just the numbers, doug gocke, chief operations officer at a mid-sized california firm, describes how restructuring responsibilities and focusing on operations helped his firm double revenue in six years without significantly increasing staff or client count.

more penny breslin and damien greathead | more advisory & consulting | buy “it’s not just the numbers”

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gocke, who refers to his role as “chief of all trades,” said growth came from building teams before taking on new clients, creating clear accountability, and relentlessly reviewing procedures.

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leadership

when customer service is an opportunity to lead

manager standing in front of wall of tvs

who is observing?

by martin bissett
passport to partnership

in order to become a commercially aware practice leader, we need to understand the dna of leadership.

any woman or man leading an accounting firm, who chooses to overcome each operational or client challenge as it if their future depended on it, will not only succeed in practice but will become capable of delivering advisory value to their clients unmatched by their competitors, thus achieving true differentiation.

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there has been enough behavioral evidence in practice management now observed, collated and reported upon to be able to draw a conclusion that a great leader needs to be at peace internally in order to become a great leader externally. her or his personnel/staff need to see a consistency between that leader’s values and his/her most commonly perceived behaviors.
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featured video

carter-gray: poor review strengthens firm | the disruptors

client conflict became a catalyst for clearer boundaries, better processes, and a more scalable virtual practice.

this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
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the disruptors
with liz farr

when nayo carter-gray, founder of 1st step accounting, received a one-star google review from a challenging client, she realized the crucial value of the boundaries she had established for clients. an email issue on the client’s end made the client think the firm was ignoring him when the reality was that he simply wasn’t receiving the firm’s correspondence.  

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

more streaming: hartman: upwork to “40 under 40” in 3 years | telka: transform fear into fuel | woodard: move past reports; deliver results | baker: find true purpose to end burnout | brolin: the w.i.n. leadership formula | gertrudes: how eos & “unreasonable hospitality” reshaped growthlab | vilms: the power of people in a tech-driven world | dickerson: from diagnosis to disruption | kapilovich: treat people like people | 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 |

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

a happy ending came when the client took that one-star review down after carter-gray laid out “a timeline of events of how he didn’t follow the process from start to finish,” she recalls. “it just led to us realizing that we put these boundaries in place for a reason, and now i’m looking at the entire process that we have to make sure that our existing clients know these boundaries and why they’re important.” 

carter-gray’s firm uses a framework of three core elements to establish boundaries with clients.

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