Partnerships

Some people might have ulterior or selfish reasons for doing something, but that doesn’t negate what you can learn from them.

Take a look around your own firm to see if an uncomfortable number of senior staff are on the cusp of retirement. Who will replace them?

There are many qualities that make a partner and many times it is not one big thing but many small things.

The war for top partner talent at CPA firms has never been as hot as it is today.

Coaching and mentoring are less immediately results-oriented and more for fine-tuning, so you can be in a more pleasant place at your current stage of life while preparing for the next stage.

Partner retreats are a hot topic this time of year, with planning for a summer or late October meeting.

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

Dark Horse CPAs is accelerating the path to ownership for its staff.

Retreats are an effective way to develop growth and strategic plans for accounting firms.

Accounting practices are going to face a greater need for a range of different types of investment in the near future.

Mandatory retirement age policies at the major firms don't need to be the end of a successful career.

There are almost as many buyout plans as there are accounting firms.

Being a partner is a change of mindset. You are no longer just focused on your own career, but also the careers of many others.

A conversation with the ‘Guy’ with the answers.

When going back to basics, ask yourself what you would look for in a CPA if you were the client.

A buy-sell agreement between the joint owners of a closely held business or professional practice is critical for the orderly continuation of the business following a “triggering event,” such as the death, divorce, disability, bankruptcy, retirement or termination of an owner.

While one marketer is good, two or more working toward a common goal is even better.

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.

Many firms are struggling to digest and integrate mergers and are finding it difficult to make things happen.

Managing a practice is a separate business by itself and needs the care and attention you give to the professional services part of your practice.