Practice structure

Many firm owners are not too ambitious and do not want to grow.

Five factors to consider in evaluating the profitability of a target firm for M&A.

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

There is a wide chasm between talking about value and making your firm a value-based-firm.

Public accounting is a family friendly profession that allows staff to have a sensible work/life balance.

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

Senior partners at many small and midsized CPA firms are unable to make significant strides in their bottom-line distributions to their partners.

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.

Accountants need to be disrupters -- or they’ll be disrupted, according to the head of the Illinois CPA Society.

Transition Advisors' Joel Sinkin dives into the changes in the merger landscape, from dropping multiples and geographic issues, to what it takes to be an attractive candidate for a combination.

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

The consultancy has introduced a new growth-focused community for accounting firm MPs.

For my lunch with Jody Padar, I put together a list of the most important issues in running a CPA practice.

I don’t think that more than a quarter of the people who ever worked for me assumed “ownership” on what they worked on. The rest did their jobs well, delivered to us what we wanted, but we always needed to put that finishing touch on it.

Last month an accountant called me with a serious problem he had with his staff. It seems his two top staff people were not keeping him informed of what they were doing and the status of their work.

I was once asked, “Why is growth important?” My short answer was it comes down to perspective. Do you want your firm to be relevant and be a disruptor, or do you want your firm to be irrelevant and be disrupted? Without growth, your firm will certainly be the latter.

Many colleagues and clients get tangled in the daily merry-go-round that consumes much of their time while pushing aside creative, innovative and big picture thinking about their business, how they got there and where they are going.

Chris Geier has been watching what is going on at Deloitte and wondering who the next leader will be.

The New York-based Top 100 Firm has been undergoing some major changes since Harriet Greenberg and Frederick Berk took the helm at the beginning of 2017.

A battle over who should be Deloitte LLP’s next U.S. chief raises awkward questions about the governance of Big Four partnerships.