Anthony Zecca

These six factors are the common drivers of every high-performing practice.

Midsized to large CPA firms may be considering a private equity transaction, but there is much to be considered beforehand.

Accounting Today mourns the loss of our longtime columnist Dom Esposito. In this column, he and consultant Tony Zecca write about the trend of private equity firms investing in CPA firms.

Talk is easy, results are the challenge. What should your firm do?

Strategic planning is about the choices partners make about the future of the firm, both what to do and, more importantly, what not to do.

If you are, you are guaranteed to have a plan that will fail to deliver on your future vision.

Strategic planning is misunderstood in most small and midsized CPA firms.

Business development is the lifeblood of any professional services firm, or any organization that sells anything for that matter.

Great leaders accept responsibility and look at the mistakes of others or their own as a teaching moment.

One of the major challenges faced by many firms is creating a firm-first behavior model.

Every firm and many businesses are going through a crisis like none that anyone could foresee, or one that any of us have had to ever navigate before.

There isn’t a firm in existence that doesn’t depend on constant growth to be successful and to generate enough profit to pay its staff and partners well.

There is a wide chasm between talking about value and making your firm a value-based-firm.

Price is a one-dimensional sales pitch. Your firm is either the lowest priced or you’re not.

Firms operate based on myths while enduring realities such as slow growth, low profitability, client losses and employee losses.