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i | P a g eThe 2015 IPA Firm Administration Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

THE INSIDE PUBLIC ACCOUNTING FIRM ADMINISTRATION REPORT

2015

EXCERPTED IN PARTONLINE ONLY

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THE ANNUALINSIDE PUBLIC ACCOUNTING

FIRM ADMINISTRATION REPORT2015 survey and analysis conducted by: The Platt Group / INSIDE Public Accounting

The Independent Gold Standard of Accounting Firm Benchmarking Since 1990

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TABLE OF CONTENTS Page PREFACE ................................................................................................................................................................................ i HIGHLIGHTS ........................................................................................................................................................................ iv

MEMBERSHIP Member of Association for Accounting Administration ................................................................................................ 1

GOVERNANCE Firm Structure ....................................................................................................................................................................... 2

Firm Management ............................................................................................................................................................... 2

Partnership Agreements..................................................................................................................................................... 3

Succession Planning ............................................................................................................................................................. 4

PROFESSIONAL LIABILITY Premiums ............................................................................................................................................................................... 5

Coverage ............................................................................................................................................................................. 5

Gross Billings ........................................................................................................................................................................ 5

Limits ...................................................................................................................................................................................... 5

Deductibles ........................................................................................................................................................................... 5

Costs as a Percentage of Firm Net Revenue ................................................................................................................. 5

EMPLOYMENT PRACTICE LIABILITY Premiums ............................................................................................................................................................................... 6

Coverage ............................................................................................................................................................................. 6

INTERNAL ACCOUNTING DEPARTMENT STAFFING, COMPENSATION, BONUSES, MERIT INCREASES

CFO ....................................................................................................................................................................................... 7

Controller .............................................................................................................................................................................. 7

Payroll Specialists ............................................................................................................................................................... 8

Accounting Staff .................................................................................................................................................................. 8

Administrative and Support Staff .................................................................................................................................... 9

FIRM ADMINISTRATION STAFFING, COMPENSATION, BONUSES, MERIT INCREASES Firm Administrator ............................................................................................................................................................... 10

COO ...................................................................................................................................................................................... 10

CEO ....................................................................................................................................................................................... 11


HUMAN RESOURCES STAFFING, COMPENSATION, BONUSES, MERIT INCREASES

Human Resources Director ................................................................................................................................................. 13

Recruiter ................................................................................................................................................................................ 13

Training Director ................................................................................................................................................................. 14

Benefits Administrator ........................................................................................................................................................ 14


MARKETING STAFFING, COMPENSATION, BONUSES, MERIT INCREASES

Marketing Director ............................................................................................................................................................. 16

Marketing Coordinator ...................................................................................................................................................... 16

Social Media Staff ............................................................................................................................................................. 17


iv | P a g e The 2015 IPA Firm Administration Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

BUSINESS DEVELOPMENT STAFFING, COMPENSATION, BONUSES, MERIT INCREASES

Business Development Director ......................................................................................................................................... 18

Sales Staff ............................................................................................................................................................................ 18


INTERNAL INFORMATION TECHNOLOGY STAFFING, COMPENSATION, BONUSES, MERIT INCREASES

IT Director ............................................................................................................................................................................. 20

CTO / CIO ........................................................................................................................................................................... 20

Systems / Network Administrator .................................................................................................................................... 21

Help Desk ............................................................................................................................................................................. 21


PARTNERSHIP ISSUES Equity Partner Ownership ................................................................................................................................................. 23

Equity Partner Demographics ........................................................................................................................................... 24

Other Partner Ownership .................................................................................................................................................. 24

Total Male / Female Equity Over the Age of 50 ........................................................................................................ 24

Equity Partner Compensation Distribution ...................................................................................................................... 25

Non-Equity Partner Compensation Distribution ............................................................................................................. 26

PARTNER RETREATS

Retreat Information ............................................................................................................................................................. 27-30

FIRMWIDE CHARGE HOURS CHARGE HOUR BUDGET, ACTUAL CHARGE HOURS, HOURS WORKED Equity Partners .................................................................................................................................................................... 31

Non-Equity Partner ............................................................................................................................................................. 31

All Other Professional Staff .............................................................................................................................................. 32-34

PROFESSIONAL STAFF UTILIZATION Tax Department .................................................................................................................................................................. 35

Audit Department ............................................................................................................................................................... 36

All Other Practice Areas .................................................................................................................................................... 37

BUSINESS DEVELOPMENT INCENTIVES Offer Incentives – New Clients ......................................................................................................................................... 38

Offer Incentives – New and Existing Clients .................................................................................................................. 39

Distribution and Duration of Incentives for New Clients .............................................................................................. 40

Distribution and Duration of Incentives for Existing Clients ......................................................................................... 41

Effectiveness of Incentive Program .................................................................................................................................. 42

Primary Reasons for Increase in Revenue ..................................................................................................................... 43

Secondary Reasons for Increase in Revenue ................................................................................................................ 44

FIRMWIDE METRICS AND PROFITABILITY Profit Margin Metrics Tracked.......................................................................................................................................... 45

Profit Metrics Shared Within the Firm….

Net Revenue ......................................................................................................................................................................... 46

Profit Margin ....................................................................................................................................................................... 47

Utilization ............................................................................................................................................................................. 48-49

Net Revenue per Hour ....................................................................................................................................................... 50

Firmwide Net Income .......................................................................................................................................................... 51

Realization ........................................................................................................................................................................... 52

CLIENTS / WORKFLOW / ACCOUNTS RECEIVABLES Formal Client Acceptance Process ................................................................................................................................... 53

Formal Client Classification Process ................................................................................................................................ 53

Client Value ......................................................................................................................................................................... 53

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Percentage of Revenue in the Pipeline ........................................................................................................................... 53

Standard Hourly Billing Rate Multiple ............................................................................................................................ 54

Client Fees ............................................................................................................................................................................ 55

Process for Client A/R Collections ................................................................................................................................... 56

Sell-Off and Credit Card Payment ................................................................................................................................. 57

Interest Charged ................................................................................................................................................................. 57

TAX RETURN PROCESSING Offer Guaranteed Turnaround ........................................................................................................................................ 58

Outsourcing .......................................................................................................................................................................... 58

FEEDBACK AND OPINIONS Firm View of the Economy ................................................................................................................................................. 59

Clients’ View of the Economy ............................................................................................................................................ 59

Staffing Outlook ................................................................................................................................................................. 60

Key Strategies for New Business Development............................................................................................................. 61

THANK YOU TO CPA FIRM MANAGEMENT ASSOCIATION FOR SPONSORING THE 2015 REPORT

vi | P a g eThe 2015 IPA Firm Administration Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

THE 2015 FIRM ADMINISTRATION REPORT

The annual INSIDE Public Accounting Firm Administration Report is an independent, up-to-date set

of economic and management statistics available about the accounting profession.

“If you want to work with people, then you have to know how to administrate, that is

to organize them and lead them.” ― Sunday Adelaja

IPA’s Methodology: Each survey is reviewed

and examined. If data appears to be incorrect

or questionable, we resolve issues with the

reporting firm. While we do everything possible

to ensure accuracy, the participating firms bear

the ultimate responsibility for providing

accurate data.

Throughout this report, all tables are presented by revenue bands and geographic regions. IPA does

not provide data on any individual firm.

TERMS AND DEFINITIONS

Non-Big 4: This category includes all participating firms and includes all national firms, but excludes

Big 4 firms.

Averages: The averages included in this report are averages of data supplied by survey participants.

In some instances, the averages may not appear to total correctly; this is a function of rounding. All

data excludes the Big 4.

SPONSORED BY CPA FIRM MANAGEMENT ASSOCIATION

vii | P a g eThe 2015 IPA Firm Administration Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

We wish to extend our gratitude to the more

than 121 firms that participated in the 5th

annual Firm Administration survey.

Managing partners, firm administrators,

controllers, office managers and others all

played a part in gathering the required data

for the survey. We appreciate your efforts

and flexibility, your input and suggestions

for improvement, and your willing cooperation in ensuring accurate and timely submissions.

Maintaining confidentiality is a responsibility we at INSIDE Public Accounting take very seriously.

That uncompromising commitment is the foundation of our business, and we appreciate the trust you

have placed in our company.

We hope you will find value in this report.

Please remember IPA can also serve as a resource to you as you gather your management team to

review benchmarking and performance improvement opportunities. Consider inviting IPA to make a

customized presentation at your next partner retreat. IPA can delve deeper into the trends and

provide detailed information on specific areas of interest.

We look forward to continuing to serve you and the profession, and we encourage you to always

“expect better” in the future.

Please feel free to contact us at

[email protected] or

[email protected] to see how

the lessons learned from hundreds of

firms can be used to improve

performance at your firm.

Mike & Kelly Platt

viii | P a g eThe 2015 IPA Firm Administration Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

SUMMARY HIGHLIGHTS Publishers’ Note: Unless otherwise noted, all commentary relates to non-Big 4 firms, but includes all

participating national firms. Not all firms chose to answer all questions. Percentages cited in the

following pages/tables are based on firms that answered those specific questions.

OVERVIEW

The universe of firms that participated in the IPA

Firm Administration survey this year includes the

following:

51- Firms above $20 Million

47- Firms $10 Million - $20 Million

10- Firms $5 Million - $10 Million

13- Firms under $5 Million

A few observations are worth noting as you review this IPA Firm Administration Report, which drew

participation from 121 U.S. firms.

REVENUE GROWTH

There are many reasons for changes in revenue, which this year averaged 5.3% (organic growth)

and 7.2% (including mergers) across all firms that participated in the IPA survey.

Primary reasons attributed by participants for their growth include:

64% Organic growth

15% Economic Conditions

9% Mergers / Acquisitions

7% New Service or Niche Launched

3% Addition of New Partner(s) – Lateral Hires

ix | P a g eThe 2015 IPA Firm Administration Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

CLIENTS / WORKFLOW / ACCOUNTS RECEIVABLE

Less than 1% of participating firms guarantee a

specific turnaround time for tax returns. This could

present an opportunity to differentiate your firm.

Credit cards are acceptable for payment by 84% of

firms.

Sixty-one percent of participating firms charge

interest on overdue accounts receivables, with the

average charging 1.24% monthly.

Less than 1 in 13 firms report outsourcing some portion of tax return processing work, with the

majority of those coming from firms greater than $30 million in revenue.

Eighty percent of participating firms have a formal client acceptance process. If yours is one of the

firms that doesn’t, consider adding one – and sticking to it.

Less than one-third of participating firms do not have a process to prevent further work for a

client(s) that has an overdue AR balance. If you do not have one, it would be worth considering.

Only 2% of firms sell receivables to a third party – this is a practice that is certainly not common in

the profession, and maybe for a good reason.

Forty-nine percent of firms do not know or do not track their percentage of annual revenue “in the

pipeline” at any given time. Of those that do track, 42% say that it’s between 0% and 5% of their

annual revenue.

FIRMWIDE METRICS / PROFITABILITY

Measuring your firm’s profitability beyond the firmwide

number can identify strengths and weaknesses.

Consider the following percentage of firms and their

means of tracking profit margin:

69% By Office

62% By Department

56% By Client(s)

39% By Staff

x | P a g eThe 2015 IPA Firm Administration Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

Philosophical differences exist among many firms on what information should be shared with staff.

Fifty-seven percent of firms share top-line numbers firmwide.

Firmwide utilization is shared with all staff in 36% of participating firms.

Realization is shared with all staff in 35% of all participating firms.

Net income is shared with all staff in only one in 10 firms.

PARTNERSHIP ISSUES

Only 8% of participating firms offer equity ownership to

administrative (C-Suite) personnel. This area could be a

differentiating factor for firms. As the talent war becomes more

crucial to the success of firms, IPA will be keeping an eye on this

number to see if it trends upward or downward.

PARTNER RETREATS

Partner retreats are alive and well, according to the IPA firm administration survey.

Eighty-one percent of firms report that they conduct annual retreats.

Of those that hold retreats, 18% report they conduct them every six months, and 73%

conduct them annually.

Of the firms that indicate they hold partner retreats, 45% of these firms travel 50 miles or

more from the office. Fifty-three percent are held locally, off-site.

More than 50% of all participating firms include a formal survey of the partner group to

gather information prior to developing the retreat agenda.

A mere 29% of participating firms solicit feedback from clients / non-partners within the

firm. This is a great opportunity to consider for your next partner retreat.

A healthy 70% of participating firms include the firm administrator in the retreat.

Less than one-in-five participating firms invite/include guests from outside the firm

(advisory board members, clients, etc.)

xi | P a g eThe 2015 IPA Firm Administration Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

Hot Topics for Partner Retreats…

Strategic planning, business development and practice development initiatives dominate,

with 96%, 93% and 91% of firms, respectively, indicating that these areas are discussed.

Less frequent discussions are succession planning (83%) and partner issues (63%).

FIRM GOVERNANCE

Fifty percent of participating firms report that their structure is more like a corporation than

a partnership.

A full 85% have updated partnership agreements within the past three years with 26% of

those doing so within the past year.

Only 42% of participating firms have a written / formal succession plan in place for all

equity partners. This continues to be one of the greatest challenges in the profession.

One in 14 firms have a succession plan for their high level (C-Suite) administrative staff.

BUSINESS DEVELOPMENT INCENTIVES

Most firms acknowledge that they need staff looking for new

business opportunities, whether new clients or adding services

to existing clients.

Philosophically, many may argue that business development is

the responsibility of all partners, and is part of the compensation

expectations, and admittance into partnership. Some argue that new business development

initiatives as part of the compensation formula incentivizes partners to do the jobs they are

supposed to do. This is an opportunity to define the rainmakers, the workers and those who can

cross-over.

Seventy-two percent of firms offer incentives to 6- to 8-year staff. In 70% of those firms, incentives

are provided for only new business development. IPA asks, “Why wouldn’t you incentivize staff for

new business from current clients as well? (Note: The No. 1 strategy identified by all participating

firms for generating new business is “Increase value-added opportunities with existing clients.”)

Less than a third of firms that have an incentive plan compensate staff for the first year of the new

client. Some are more generous, with 29% compensating for two years and 9% for the life of the

newly acquired client(s).

xii | P a g eThe 2015 IPA Firm Administration Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

Less than half of participating firms rate their incentive program as “good” or “excellent,” and 22%

believe their program is “fair” or “poor.” The other 30% consider their program “average.” Offering

an excellent incentive program could be a differentiator for your firm.

LIABILITY INSURANCE COVERAGE

An aggregate of $26 million is spent annually in professional liability insurance coverage by the

121 participating firms.

The average premium increase was 4.7%.

A total of $1.5 million more is spent in premiums for liability coverage of employment practices,

with the average premium increase rising 5.4%.

1 | P a g e The 2015 IPA Firm Administration Benchmarking Report / Copyright ©2015 INSIDE Public Accounting / www.insidepublicaccounting.com

FIRM MEMBERSHIPS

No. of Responses

Member of Association for Accounting Administration

(AAA)?

If yes, do you find value in

your membership?

FIRM SIZE (Net Revenues)

All Non-Big 4 121 64% 92%

>$75 Million 9 56% 80%

$50-$75 Million 11 55% 100%

$30-$50 Million 12 67% 88%

$20-$30 Million 19 74% 93%

$15-$20 Million 20 70% 100%

$10-$15 Million 27 67% 89%

$5-$10 Million 10 60% 100%

$3-$5 Million 6 67% 75%

< $3 Million 7 29% 100%

REGIONAL DATA

Southeast 31 61% 100%

Great Lakes 19 68% 85%

Northeast 21 62% 92%

Great Plains 22 77% 94%

West 28 54% 87%


GOVERNANCE

Firm Structure

Management by Managing

Partner

Management by Executive Committee

Management by Full/Majority Partnership

Firm Structured

like Partnership

Firm Structured

like Corporation


All Non-Big 4 20% 70% 10% 50% 50%

>$75 Million 0% 100% 0% 55% 45%

$50-$75 Million 9% 91% 0% 36% 64%

$30-$50 Million 23% 77% 0% 38% 62%

$20-$30 Million 20% 80% 0% 35% 65%

$15-$20 Million 10% 80% 10% 70% 30%

$10-$15 Million 32% 50% 18% 44% 56%

$5-$10 Million 10% 60% 30% 67% 33%

$3-$5 Million 17% 50% 33% 100% 0%

< $3 Million 57% 29% 14% 29% 71%

REGIONAL DATA

Southeast 19% 75% 6% 35% 65%

Great Lakes 16% 79% 5% 47% 53%

Northeast 25% 67% 8% 61% 39%

Great Plains 18% 64% 18% 50% 50%

West 21% 66% 14% 59% 41%


GOVERNANCE

When was the last time your partnership agreements were updated?

Less than 1 Year ago

1 - 3 Years ago

3 - 5 Years ago

5 - 10 Years ago

More than 10 Years ago

Never Updated


All Non-Big 4 26% 46% 13% 11% 0% 2%

>$75 Million 30% 40% 20% 10% 0% 0%

$50-$75 Million 18% 64% 9% 9% 0% 0%

$30-$50 Million 23% 38% 31% 8% 0% 0%

$20-$30 Million 25% 55% 5% 10% 5% 0%

$15-$20 Million 25% 40% 20% 15% 0% 0%

$10-$15 Million 26% 52% 7% 15% 0% 0%

$5-$10 Million 30% 30% 10% 10% 20% 0%

$3-$5 Million 50% 50% 0% 0% 0% 0%

< $3 Million 20% 20% 20% 0% 0% 40%

REGIONAL DATA

Southeast 16% 55% 3% 19% 6% 0%

Great Lakes 17% 56% 28% 0% 0% 0%

Northeast 30% 43% 9% 9% 4% 4%

Great Plains 36% 36% 18% 5% 0% 5%

West 32% 39% 14% 14% 0% 0%


GOVERNANCE Succession Plan

Succession Plan in Place for

MP/CEO

If yes, the entire Partner Group is Aware of

the Plan

Succession Plan for ALL

Equity Partners

Succession Plan for ALL

High-Level Administrative

Staff


All Non-Big 4 43% 94% 42% 7%

>$75 Million 90% 89% 30% 10%

$50-$75 Million 55% 100% 36% 0%

$30-$50 Million 54% 86% 77% 15%

$20-$30 Million 32% 100% 35% 5%

$15-$20 Million 30% 100% 40% 11%

$10-$15 Million 44% 92% 48% 8%

$5-$10 Million 30% 100% 20% 0%

$3-$5 Million 60% 100% 60% 0%

< $3 Million 14% 100% 14% 0%

REGIONAL DATA

Southeast 45% 93% 38% 3%

Great Lakes 22% 75% 37% 6%

Northeast 57% 92% 50% 10%

Great Plains 48% 100% 43% 11%

West 41% 100% 41% 7%


INTERNAL ACCOUNTING STAFF

HAVE A

CFO? Average

Compensation

Were Bonuses

Paid?

Most Recent Merit

Increase

HAVE A

CONTROLLER? Average

Compensation

Were Bonuses Paid?

Most Recent Merit

Increase


All Non-Big 4 25% $175,049 79.4% 3.7% 51% $96,405 71.0% 3.9%

>$75 Million 50% $216,917 83.3% 4.5% 67% $141,481 100.0% 3.7%

$50-$75 Million 58% $153,700 85.7% 4.4% 58% $109,686 85.7% 4.4%

$30-$50 Million 36% $223,750 80.0% 1.2% 64% $98,562 77.8% 3.7%

$20-$30 Million 24% $130,567 60.0% 4.5% 67% $89,745 71.4% 4.3%

$15-$20 Million 14% $135,848 100.0% 6.7% 43% $91,312 55.6% 4.7%

$10-$15 Million 24% $156,261 71.4% 3.1% 62% $82,057 61.1% 3.7%

$5-$10 Million 9% $350,000 100.0% 0.0% 18% $105,934 50.0% 1.8%

$3-$5 Million 0% 14% $65,000 100.0% 3.0%

< $3 Million 0% 13% $66,000 0.0% 3.5%

REGIONAL DATA

Southeast 33% $163,205 81.8% 4.6% 48% $90,950 75.0% 3.9%

Great Lakes 35% $175,496 100.0% 3.7% 50% $90,597 80.0% 2.7%

Northeast 28% $220,286 85.7% 3.0% 64% $112,885 87.5% 3.6%

Great Plains 4% $91,545 100.0% 3.0% 52% $91,081 50.0% 4.4%

West 28% $159,905 50.0% 3.3% 52% $91,799 60.0% 4.7%

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Tracy Gallagher

For Many Firms, A Lateral Partner HireProvides The Right Prescription For Growth

A lateral partner hire can be just the right medicine for firms looking togenerate new revenue streams, develop or reinvigorate a niche, expandgeographically or grow within a developing service line.

According to Allan Koltin, president and CEO of Chicago-based PDIGlobal, during the past five years, more partners have left the Big Fourto join the Top 200 firms than ever before. It is the No. 1 growth strategyfor many firms, he says.

So how has the trend of lateral hiring gained traction? Part of it, Koltintells IPA, stems from the fallout at Andersen, which set the stage forgrowth within other non-Big Four firms. And as firms increasinglybecoming more specialized and niche-focused, demand rises for specificexpertise.

Tracy Gallagher, senior managing director ofCleveland-based CBIZ Tofias,* sees lateral hiring as a tremendous opportunity for growth. Bringing in aspecialist to revitalize a niche can produce dramaticresults, he says. For many years, Tofias did “some”business in the not-for-profit arena. “We had peopledoing it part time but it really wasn’t their specific areaof expertise.”

That changed in 2004 when Mike Burns left GrantThornton to join Tofias. “Clearly,” says Gallagher, “Mikeput us on the map.” Today, according to Gallagher, CBIZ Tofias is thepremier not-for-profit player in the greater Boston area. The firm isinvolved with high-end not-for-profits, including more than a dozen colleges and universities, major cultural institutions and renownedmuseums. “Before Mike came on board, we couldn’t even get our footin the door,” he says.

April 2009 Volume 23, Number 4

FIRMSPlante & Moran Readies For Leadership Change 4

PEOPLEFormer Rea & Assoc. MP Goes Solo 5

AICPA / PCPSPCPS Assists Firms WithThe Economic Crisis 6

ASSOCIATIONSHow To Choose The Right Fit For Your Firm 8

REGULATIONSMark-To-Market OnThe Hot Seat 10

TRENDSSome Firms TellingStaff “Stay Home” 11

EXPANSION Doeren Mayhew Makes A Bold Move 12

LEADERSHIPKeeping Skills HonedIs Key To Success 13

OTHER NEWSAssociation Bulletin 15 Strategic Moves 15 People In The News 16 Legal Issues 18 Of Interest/Online 19

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Offer valid for IPA Subscribers Only. Offer valid through May 31, 2009.The 2009 report will be available October 2009.

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Tracy Gallagher

For Many Firms, A Lateral Partner HireProvides The Right Prescription For Growth

A lateral partner hire can be just the right medicine for firms looking togenerate new revenue streams, develop or reinvigorate a niche, expandgeographically or grow within a developing service line.

According to Allan Koltin, president and CEO of Chicago-based PDIGlobal, during the past five years, more partners have left the Big Fourto join the Top 200 firms than ever before. It is the No. 1 growth strategyfor many firms, he says.

So how has the trend of lateral hiring gained traction? Part of it, Koltintells IPA, stems from the fallout at Andersen, which set the stage forgrowth within other non-Big Four firms. And as firms increasinglybecoming more specialized and niche-focused, demand rises for specificexpertise.

Tracy Gallagher, senior managing director ofCleveland-based CBIZ Tofias,* sees lateral hiring as a tremendous opportunity for growth. Bringing in aspecialist to revitalize a niche can produce dramaticresults, he says. For many years, Tofias did “some”business in the not-for-profit arena. “We had peopledoing it part time but it really wasn’t their specific areaof expertise.”

That changed in 2004 when Mike Burns left GrantThornton to join Tofias. “Clearly,” says Gallagher, “Mikeput us on the map.” Today, according to Gallagher, CBIZ Tofias is thepremier not-for-profit player in the greater Boston area. The firm isinvolved with high-end not-for-profits, including more than a dozen colleges and universities, major cultural institutions and renownedmuseums. “Before Mike came on board, we couldn’t even get our footin the door,” he says.

April 2009 Volume 23, Number 4

FIRMSPlante & Moran Readies For Leadership Change 4

PEOPLEFormer Rea & Assoc. MP Goes Solo 5

AICPA / PCPSPCPS Assists Firms WithThe Economic Crisis 6

ASSOCIATIONSHow To Choose The Right Fit For Your Firm 8

REGULATIONSMark-To-Market OnThe Hot Seat 10

TRENDSSome Firms TellingStaff “Stay Home” 11

EXPANSION Doeren Mayhew Makes A Bold Move 12

LEADERSHIPKeeping Skills HonedIs Key To Success 13

OTHER NEWSAssociation Bulletin 15 Strategic Moves 15 People In The News 16 Legal Issues 18 Of Interest/Online 19

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