MONTHLY CHECKLIST SERIES Both professionals and firms must forge an identity. As the CPA, you are the brand and you have to put that brand in front of your intended audience. You accomplish this by getting the word out about your firm’s services. Prospective clients need to associate you and
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TOPICS
Firm practice management
Maintain Excellence, Cut Risk
EXECUTIVE SUMMARY THERE ARE TWO BASIC RISKS IN the CPA profession: catastrophic service failure, such as that from providing inaccurate audit-related services, and business failure caused by losing top-quality clients. A FIRM THAT CONCENTRATES ON IMPROVING leadership, staff and the client base can enhance partner, staff and firm performance and
Socially Responsible Investing
EXECUTIVE SUMMARY AS CONCERN FOR THE ENVIRONMENT, SOCIAL ISSUES and corporate governance increases, CPAs may find more interest among their clients in investment strategies and mutual funds that emphasize social responsibility. SOCIALLY CONSCIOUS INVESTORS MAKE DECISIONS by screening for positive and negative issues, shareholder advocacy, community investing and providing social
Don’t Volunteer for Trouble
EXECUTIVE SUMMARY MANY CPA VOLUNTEERS AT NPOs ASSUME state and federal laws protect them from legal liability. However, unpaid workers and board members aren’t protected if an NPO violates federal or state civil rights laws or in instances where sexual offenses occur, for example. BOARD MEMBERS SHOULD BE CAREFUL about
Practitioner Tells Bush of “Trickle-Down” Effect
Carmen J. Aguiar, CPA,of Bellevue, Washington, was a panelist at the economic forum President George W. Bush, right, convened at Baylor University in August. Drawing from her experience in running a small firm, Aguiar expressed concern over the extensive financial reporting requirements her small business clients face.
Don’t Run the Risk
EXECUTIVE SUMMARY DISCLOSURES OF FAULTY PRACTICES at public companies have led to restrictions on services a CPA may provide to audit clients. IN 2001 AUDITOR INDEPENDENCE RULES gave CPAs more freedom to buy and sell securities, increasing the risk that firms may violate laws against insider trading. THE SEC
Practice Management Article the Best in 2001
AICPA Chairman and CEO Barry C. Melancon presents the Journal of Accountancy’s 2001 Lawler Award for best article of the year to Edward Mendlowitz, CPA, for “ Nine Ways to Make Your Firm More Exciting ” (Mar.01, page 63). In his article Mendlowitz, a partner of Mendlowitz Weitsen LLP in
Home Is Where the Office Is
EXECUTIVE SUMMARY CPA FIRMS THAT USE WORK-FROM-HOME arrangements with eligible staff say there are clear operational benefits: They save money because there’s less absenteeism, they increase production, and they are able to keep high-quality employees longer. SITUATIONS THAT OTHERWISE MIGHT take a CPA out of the workforce—such as a
It’s Time to E-File.
EXECUTIVE SUMMARY AS THE IRS MOVES TOWARD ITS GOAL OF HAVING 80% of all tax returns filed electronically by 2007, the time has come for CPA firms to take steps to register themselves as electronic return originators (EROs). THERE ARE BENEFITS TO USING ELECTRONIC FILING. They include the perception
Difference Between Mergers and Acquisitions
EXECUTIVE SUMMARY CLIENTS BENEFIT FROM USING AN INTERMEDIARY such as a CPA/valuator to handle a merger or acquisition. A valuator should know a client’s industry thoroughly and have procedural training. Even experienced CPA/valuators may need to bring in an outside expert for longtime clients in order to avoid bias.
Signed, Sealed, Delivered
EXECUTIVE SUMMARY A CPA/VALUATOR PLAYS A PIVOTAL ROLE in merger and acquisition (M&A) engagements. He or she helps to organize the transaction, mitigate trouble spots, establish an objective marketplace value for a client’s business and structure the deal along with attorneys, appraisers, bankers, financiers and regulators. A BUYER’S VALUATOR
Follow the Leader
EXECUTIVE SUMMARY THE FIVE KEY MARKETING ROLES for a managing partner are ambassador, relationship manager, business-development manager, head of research and development (R&D) and communications director. MANAGING PARTNERS SHOULD BE ACTIVE in industry task forces and boards to stay on top of the latest trends and technologies. The ambassador
Make ’Em Pay Up
EXECUTIVE SUMMARY A FIRM SHOULD SCREEN NEW CLIENTS for fiscal responsibility and use an engagement letter to describe exactly what services it will and won’t perform, what reports it will issue and the fee structure—hourly billing, project fees or other means of computing fees. The letter should name the entities
A Perspective on Audit Malpractice Claims
EXECUTIVE SUMMARY CPAs CAN USE DATA ON AUDIT MALPRACTICE claims filed with CNA, which underwrites 22,000 CPA firms in the AICPA professional liability insurance program, to help them avoid high-cost claims when they audit nonpublic entities such as private companies, governments or NPOs. MOST NONPUBLIC AUDIT CLAIMS ARISE
Make Strategic Relationships a Success
EXECUTIVE SUMMARY FOR ALL BUSINESSES, THE NUMBER of strategic relationships has been growing 25% per year since 1985. A FIRM’S FIRST STEP TOWARD a strategic alliance is to decide what capabilities it wants to add. Then it should decide what it wants to achieve: Does the firm wish to
Meyners Mines Its Talent
The JofA will track the progress of a practice-development initiative under way at Meyners and Co., LLC, an 80-person, seven-partner, 45-CPA firm in Albuquerque, New Mexico. The firm saw training its people in a range of communication, focus-sharpening and goal-setting methods as the first, essential step to increasing business.
Kick the Tires of a New Niche
EXECUTIVE SUMMARY AN AUTO-DEALER NICHE IS recession-resistant. In a poor economy dealers might want to cut CPA services but will need help with expense and inventory control. There are essentially five revenue streams in any dealership, and owners can adapt profit lines to fluctuations in the economy, making for
An Ethics Quiz
EXECUTIVE SUMMARY CPAs NEED TO BE MINDFUL of ethical issues in performing client services. They must be sensitive to public perceptions and expectations and must use informed judgment as well as adhere to professional standards. THREE OF THE MOST COMMON COMPLAINTS made against small to midsize CPA firms involve
Meet the Press
EXECUTIVE SUMMARY BEING A RELIABLE SOURCE of timely information for busy editors and reporters can give a CPA who is a sole practitioner or in a small practice a significant marketplace advantage. A practitioner can pursue this opportunity by developing a relationship with local media. TO BECOME A KEY LOCAL
Features
SPONSORED REPORT
Preparing clients for new provisions next tax season
As the 2025 filing season approaches, H.R. 1 introduces significant tax reforms that CPAs must be prepared to navigate. These legislative changes represent some of the most comprehensive tax updates in recent years, affecting both individual and corporate taxpayers. This report provides in-depth analysis and guidance on H.R. 1.
From The Tax Adviser
December 31, 2025
Practical tax advice for businesses as a result of the OBBBA
November 30, 2025
Digital asset transactions: Broker reporting, amount realized, and basis
October 31, 2025
