Richard Stanger

The war for top partner talent at CPA firms has never been as hot as it is today.

The case for growth by large merger is compelling, and once the dam breaks, there will be a race to merge with the better firms.

Surprisingly, the expansion into broader advisory services has been slow and limited at most firms.

Getting partners to transition toward retirement as they approach the firm’s retirement age is a problem facing many CPA firms, and its implications are far-reaching.

What would really change the way the partners at your firm interact with clients?