Practice and client management

As an accountant, you know there’s no way around it: Stress levels ratchet up during tax season for you and your clients.

The firm saw staff members spend the night in freezing Detroit temperatures to help raise $70K for homeless youth.

The Internal Revenue Service and the Treasury Department released new guidance Monday on computing the business interest expense limitation under the new Tax Cuts and Jobs Act.

The institute is asking for immediate info about the disallowance of some popular write-offs.

The Internal Revenue Service and the Treasury Department have issued details about the withholding on the transfer of non-publicly traded partnership interests by foreign persons under the Tax Cuts and Jobs Act, along with guidance on the “transition tax” on the untaxed earnings of overseas subsidiaries of U.S. companies.

What is the right stuff to become a partner?

Accountants share the trends they’re observing across their client bases, the biggest questions they have and how they’re helping them.

RSM and Eide Bailly each forge cybersecurity partnerships; Ralph Thomas receives university alumni award; and more personnel and CPA news.

The American Institute of CPAs has appointed a new executive in charge of its professional standards.

Art Kuesel on the importance of following-up with clients after the most hectic time of the year.

It’s tough enough to grapple with sexual harassment in the workplace. It’s more complex when clients are involved.

The “health challenges” that firms face typically revolve around one or more of four main areas.

The new authentication process that was installed after a big data breach still isn’t protecting taxpayer info.

The solution funnels data from other areas within the expense management software to create a spend dashboard.

Clients really want to do more business with you. Don’t make it difficult for them.

This perspective has been written for CEOs at CPA firms doing $50 million to $100 million in annual revenue with quality profits per partner who want to make their firms bigger, better, stronger and more profitable.

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

How can marketing teams ensure their firms’ websites effectively generate leads and provide useful information for clients?