Ira Rosenbloom

For firms that want to grow, attract talent, retain top clients or future-proof their operations, this middle tier represents a powerful sweet spot.

Here are 10 key consequences of this wave of investment and what you can do about them.

Firm owners looking at succession must look at future state needs, not just current ones.

Acquirers and successors, especially private equity-infused ones, are going to place an emphasis out of the box on high-performing firms.

Acquirers are very selective because so many firms are looking for a deal.

The bevy of CPA firm M&A in recent years has changed the size and composition of firms in the market.

While CPA firm mergers and acquisitions have become a year-round pursuit, there's no question there are some peak times for activity. Post-tax season is one of them.

What sets the attractive firm apart from the pack is being entrepreneurial and able to bolster profits for the acquirer.

Between the pandemic, aging CPA firm owners and staffing tensions, many in the accounting profession anticipate a huge uptick in firm mergers and acquisitions over the next 24 months.

To get started building your team of entrepreneurs, consider some “assembly instructions.”

Transition in CPA firms is a process that has passed the test of time and has been managed in good times and bad.

It’s a good time to be opportunistic about your firm’s future — and to poke these embers in a meaningful way.

Highs, lows, curveballs and surprises are routine for every business, including accounting firms. Pandemics, however, are not routine (thankfully!). This crisis tests and provokes us all to the extreme.

It is no secret that many mergers and practice transfers never came to life because of fear.

Here are 10 suggestions to help firms think through near-term needs and create a plan to help shore up business continuity and mitigate some risks during this sensitive time.

When it comes to mergers and acquisitions in the accounting world, the word “robust” only begins to describe what’s happening.

Many CPA partners and owners would like to see their firms remain independent and become a potential home for others.

When CPA firm leaders are in discussions to merge with another firm, the conversation at some point turns to the importance of staff retention and engagement over the short and long term.

Treat the next generation of leadership at your practice as you would a prospective client.