Practice structure

If your firm isn’t actively addressing underperforming partners, you are looking at the world through rose-colored glasses.

What do you think your staff would say about you if they're honest? What would you say about you?

The simple answer is no!

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.

The eighth edition of Accounting Today's annual report highlights 10 outstanding accounting firm leaders.

Accountants can't afford to sit still, either; they need to be constantly changing.

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

The annual list recognizes top leaders from accounting firms across the country.

Early in my career I always felt I would not be that busy during July and August. Well, the reality never matched my expectations.

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

Accounting firms need to understand what separates these very different jobs.

If staff do not grow, then the owners cannot grow.

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

The more of what you do that seems like drudgery, the less fun you will have.

Many CPA partners and owners would like to see their firms remain independent and become a potential home for others.

Many small and midsized firms don't reach their full potential. Here's why.

When you don’t have real-time reporting on firm management metrics, utilization can be tricky to gauge.

You are in the middle of a war trying to get returns done, staff assigned, clients satisfied and cooperative.

Small and midsized CPA firms often ask about best practices when it comes to funding their operations.