Ed Mendlowitz

This outrageous story about an accountant's client and his wife might not seem like it's real, but it is.

Growing a firm is difficult, but not growing it could be more difficult.

There's an inherent conflict between wanting the best deal when you exit your firm, and wanting the best arrangement during the time you are working.

A recent podcast included a discussion of time sheets, practice management and the future of the profession.

When someone leaves, they need to be replaced and with that comes orientation, training, introduction to your systems and procedures and to your culture.

You need a method to retain your staff, even for a little longer, so your firm doesn't get stuck when someone leaves.

Many services can be marketed to new clients as well as to existing clients. Once you begin adding services to your clients, more develop.

Being active in the community and CPA societies pays high dividends with new business referrals, in addition to friendships and collaboration opportunities that arise.

Clients will want to use you when you become their trusted advisor and they think of calling you before they do anything that might impact their business, financial security or growth.

There are 178 checklists for tax season, practice management and personal tips, plus a Getting Your Affairs in Order Tool Kit with 27 additional checklists.