Partnership agreement

These seven questions can determine where you stand in the grim landscape of CPA firm succession planning.

Unfortunately, almost every firm has a number of partners (usually high-performing partners who are also high-maintenance partners) who either interpret partnership agreement provisions in a way that benefits them in some way or, worse yet, choose to ignore these provisions altogether.

Restrictive covenants are the prenuptial agreements of the accounting world.

Every year a number of small and mid-sized CPA firms either die on the vine, break up, or merge up if a well-run firm is willing to take them on.

While the governance structure of an accounting firm has little immediate client-facing impact, a firm must be well-governed to retain its people.

PKF Texas built a new three-leader management structure to propel growth.

Not all mergers are successful at first — they need tuning up.

When partners retire, maintaining client relationships and providing clear expectations are important building blocks for a firm’s sustained success.

Professional partnerships require hard work, according to ConvergenceCoaching founder and leading consultant Jennifer Wilson, who offers solutions for overcoming the stumbling blocks.

Far too many firms still don’t have a functioning plan.

Internal valuations are usually lower than external ones for these four reasons.

The first installment of a manual for repairing broken M&A.

Numerous issues could prove challenging and even put deals at risk.

Payout caps, retirement notification notices, client transition plans and sensible buyout plans are a must for any accounting firm.

While many midsized CPA firms strive to be well-managed, many fall short and revert to the loosely managed style of midsized law firms.

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?

Focusing immediately on culture, strategy and building a ‘one firm’ model top the list.

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

The wrong partner dynamics can torpedo (or at least slow down) a deal.