Ed Mendlowitz

Public accounting is rapidly moving into the future, and anyone who doesn't realize this will fail to remain competitive or viable.

Strategic growth requires a plan, execution and something new to present to potential clients.

Delaying a payment or not paying an invoice are ways for a client to give voice to a problem with your services without causing an immediate confrontation.

Many things can go wrong in buying an accounting practice, and sellers need to protect themselves.

Many partners say the quality of the tax returns they were given to sign was not satisfactory, and they found many more errors than they considered acceptable.

Starting a firm is an opportunity and should not be treated as a chore or something that you have no choice in what you are doing.

Good marketing ideas do not wither with age.

The accounting icon has found yet another way to give back in addition to his teaching, mentoring, writing and many other contributions to the profession.

Price Waterhouse was the auditors for the Academy of Motion Picture Arts and Sciences, and this is an early example of cross-selling to add outside-the-box services to an engagement.

Stress reduction can be accomplished by how realistically we view our roles, control what we do, commit to deadlines, and understand our own capabilities and time allocation.

The Other 96 are surpassing the growth of the Big Four in revenues per employee.

Buy-sell agreements provide some calm during an upsetting period.

Most of your clients need added services. Your ability to capture those revenues will depend on your ability to show the client the value they will receive.

Get involved in your clients' industries, professional societies and charitable organizations, and write and make presentations to become recognized as a mover, doer and expert.

Look at the resumes of the tax partners you aspire to become and make the necessary changes in your career path.

Becoming a partner is the next step in the evolution of your career.

Ed Mendlowitz has reached a landmark in his weekly articles for Accounting Today.

Make good use of down time for those that truly do not have a full load of work for all of their staff during the summer.

You are usually down 22% in staffing on any given week during the summer, assuming each staff person, owner or partner takes a two-week vacation.

Not every relationship is forever … unfortunately for most of them.