CPA Partners: The 8 Things You Must Do if Considering a Move to a New Firm Articles & Info

The promise of significantly increased earnings is part of the partnership appeal, but the reality is often different. Most accountancy firms still opt for the traditional structure of a partnership or LLP, with equity and fixed share or salaried partners. I was fortunate enough to spend 15 years as a partner with two great firms, Baker Tilly and Price Bailey, but my time in practice highlighted some of the questions that those looking at future partnership should consider.

The eventual result of such an attitude is a weak firm with disgruntled partners. The most common formulas credit partners with some percentage of fees earned on matters they originate and the value of hours they bill. For example, a partner originates 250,000 of work in 1989 for which he or she is credited with 20%, or $50,000. In addition, 1,400 of the hours worked were billed to clients at an hourly rate of $120 per hour, or $168,000. To the total of these factors ($218,000), an overhead factor, of, for example 10%, is applied. The adjusted amount of 196,200 is the basis on which the partner’s income is determined.

Overview of the Partnership Structure

Buying and selling time is another common method found in CPA firms for dividing up compensation. Unlike the democratic systems, this method promotes individualism instead of institutionalization. Each professional is assigned an “inside” hourly rate and an outside” hourly rate. Various methods are used for charging overhead usage. Firms that are, in effect, space sharers might find this system useful.

It is important that CPAs aspiring to become partner and their firm agree on the expectations to prevent misunderstandings. A university’s peer review process for adjunct professors could be used for CPA firm partners and staff as well. My goal is to help partners minimize their risk and maximize opportunity. I’m happy to talk to you about the process, the market, how to prepare for a search, and any other topics included here or otherwise. The consultation is free, no obligation, and totally confidential. I’ve been advising CPA firms and CPA partners for 35+ years. Amendments typically require a supermajority vote of the partners, regardless of whether voting is per capita or based upon a percentage interest (two-thirds seems to be the right percentage in most cases).

CPE Resources

Firm partners have a partner title and help manage the firm but don’t purchase an equity stake and usually earn about one-half of what a typical audit partner earns. Because of these challenges, many professional accounting firms have created a firm partner role. Firm partners are nonequity partners who function at the same level as an audit partner but who will never become equity partners because of the CPA requirement. Firm partners carry the partner title and participate in managing the firm but aren’t required to invest in the partnership, don’t share in its profits and don’t vote on financial matters related to the partnership. The CPA Leadership Institute reports that nonequity partner compensation is about 40 to 50 percent of equity partner compensation. Income partnership is the most common distinction from equity partnership. Income partners typically do not make a capital contribution and do not have voting rights.

• Referral source non-solicits may be harder to enforce, but in most cases are worthwhile.
• If he or she fails to meet the expectations, what measures will be taken?
• Each partner should understand that as the firm grows and is strengthened, each partner’s equity and value will be enhanced.
• “The logic is that I’ll pay the interest, and the money I make during the year will help pay down the principal balance,” he said.
• Should have a healthy attitude towards PD and actually devote a meaningful amount of time on a continuous basis to PD practices that are effective (i.e., not taking your best friends out to lunch all the time).

Owner, even though everything about the firm’s operations may not be fully disclosed to them. At most firms, CPAs can choose to remain in these roles or move on to become equity partners. Some CPAs decide not to become equity partners and instead choose to stay in their current roles or transition partnership accounting into other nonequity positions within their firm. For instance, Diane Brewer, CPA, senior manager at HeimLantz in Annapolis, Md., heads up the estate and trust department at the firm. She was offered the post as an owner but chose to remain in her current role for personal and family reasons.

Non-equity Partners Play a Key Role in CPA Firms

But those who embark on that path need to be prepared for some financial changes. For instance, becoming a partner doesn’t always mean you’ll make more money immediately. And making the shift from employee to owner can also mean overhauling your finances and your taxes.

Typically, this partner started as a sole practitioner and built the firm him-or herself and tends to dominate the firm so other partners are comfortable following his or her lead. Internal competitiveness is held to a minimum, and partners do not spend time worrying or arguing over what they earn in relation to others of the same age and experience. Finally, the democratic systems promote the concept of the firm as opposed to the individuals. It is interesting to note that firms operating under democratic systems usually have good delegation and specialization characteristics as well as a team approach to client services. It is the partners who are taxed individually and the partners who decide how to split company profits. The usual income tax brackets apply as they do for employees and self-employed people. For example, if you make a £50,000 profit in one year, and divide into 2 partners your annual income for that year is £25,000.

How do strategic partnerships drive new business for tax and accounting firms?

Russell works extensively with CPA firms, especially in mergers and partnership agreement issues. Typically, CPA firms devote a great deal of thought to leadership transitions, especially those related to partner buy-ins. Partner buy-ins have been on the rise given the recent trend coined “The Great Retirement” or “Silver Tsunami.” By 2030, all Baby Boomers will be 65+ and millions are already retiring every year.

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