Partner compensation

Accounting firms are seeing slightly more growth in the amount of income per partner, along with a bigger share of revenue that can be attributed to M&A, according to the latest edition of the annual Rosenberg Survey.

New methods of allocation value in the firm may help overcome hurdles in expanding a partnership.

What happens when your firm isn’t clicking on all cylinders?

Building a culture of accountability is critical for professional services firms.

Firm partners are famously as herdable as cats, but Dom Esposito has some ideas for how to hold them accountable for achieving the firm’s goals.

Deloitte, PwC and EY all caved. Under pressure over how they compiled their gender pay gaps in the U.K., the three companies agreed to revise their figures to include high-earning partners.

Today, at many smaller firms, client service partners generate, on average, about 1,500 to 1,600 billable hours per annum.

The American Institute of CPAs is reacting to Senate Republicans’ tax reform plan with its own set of priorities.

For the most part, managing partners at a large number of the best run Top 100 firms below the Giant Four do an excellent job in splitting up their compensation pies.

In many firms the reality is that most partners below the “dictator” at the top are treated as employees—maybe a little more respectfully, but still as employees.

Net fees at accounting firms grew at an average rate of 7.8 percent, according to the latest edition of the annual Rosenberg Survey, but the ages of partners seemed to trend downward slightly.

The problems start with retiring partners, and go on from there.

If a CPA firm has a partner performance management and compensation plan (and many don’t), rarely is it used as a means of driving strategy and running the firm.

As we reflect on the upcoming year, leaders in mid-market CPA firms need to address five practice challenges as they approach 2017.