Rosenberg Associates Blog
Marc Rosenberg, CPAIn a CPA firm, the equity partners are the “drivers.” They bring in business, keep clients because of great service, lead others and develop staff into leaders. They “drive” the firm’s revenues and profits.
But to be successful firms need a second type of partner – those who have the skill and personality to play a leadership role in servicing and retaining clients, but haven’t yet attained the “driver” level. Many firms call these important players non-equity partners.
I’ve seen the following scenario unfold countless times: On the retreat agenda is a two hour block of time devoted to the creation of a paper entitled “What is a Partner?” Serving a dual purpose, the document will be used as a tool to evaluate the existing partners and circulated as part of its leadership development and mentoring efforts among the staff.
We ask people to volunteer what they think should be on the list…
A controversial issue at many accounting firms revolves around the question: What is a partner?
I probably address this question, either directly or indirectly, at least a dozen times a year in my consulting with firms.
Invariably, when partner groups address this question at retreats, attributes suggested include the following:
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It’s often been said that it’s more important what a partner does with his/her non-billable time than billable time. Since a large portion of billable work performed by partners can be done by a staff person, firms need their partners to delegate billable work so they can focus on growing the firm, making it more…
A small client of mine promoted a manager to partner three years ago. The new partner recently asked the MP when his name would be put on the door. The firm is a $3M practice with two partners, located in a small city. The MP is 61 and originated 70% of the firm’s business; his…
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