Erik Asgeirsson

President & CEO, CPA.com

A San Francisco Treat: DCPA 2017 Takeaways

After I gave my keynote on the final day of the Digital CPA Conference last week, I had a chance to take a moment and look out at the crowd in the San Francisco Marriott Marquis conference center.  And what hit home to me was just how far we’ve come as a community in the past five years.

The first Digital CPA was scheduled to be held Oct. 28-30, 2012, in a hotel with an impressive all-glass lobby just outside of Washington, D.C. Some of you may remember those dates as the East Coast landfall for Hurricane Sandy. We postponed the conference until December, and were grateful most people tore up their busy schedules and showed up. We had a tight-knit group from the beginning.

Now it’s 2017, and many of the practitioners at this year’s event have played a key role in the fast growth of virtual CFO services and the reinvention of client accounting services. And many of these same lessons learned are now being applied to new opportunities emerging in audit and tax. We’re poised for big things in the profession, and Digital CPA – with its energy, enthusiasm and vibrant setting – was a great reflection of that potential.

Here’s some of my takeaways from the conference:

We have a big tent, and it’s getting bigger all the time. We had 430 people at Digital CPA this year, and another 40 connecting remotely. We had more than two dozen people flying in from five different countries outside of the United States, so the strength of the programming, like the challenges and opportunities it addresses, extends across many borders. That’s a lot of momentum, and I want to thank all of you who have helped build this community from the ground up.

The pace of change offers great opportunity. Technology is rapidly transforming the practice of accounting, and all of the discussions at the event made me feel even stronger that there has never been a better opportunity for CPA firms to grow and thrive.

Complementary skills are going to be more important than ever going forward. AICPA Chairman Kimberly Ellison-Taylor talked about this during my Digital CPA keynote, and it was underscored in conference sessions. Technical skills and good judgment are never going to go out of style, but CPAs are going to need expertise in communications, technology and marketing, among other areas, if they’re going to successfully establish high-value advisory practices.

Mistakes and failure aren’t fatal – they’re prerequisites to growth and innovation. This was one of the lessons from Netflix co-founder Marc Randolph’s fantastic presentation. Not everything works out. As a profession, we’re devoted to service quality, and that’s always the goal. But we can’t be afraid to move fast to try something, and move on if it’s clear an approach isn’t working.

Education will move us forward. Blockchain will bring huge changes to the audit, in ways that aren’t fully clear yet. Digital CPA attendees have a high curiosity about this area. This is why we teamed up with the Wall Street Blockchain Alliance this past fall, and why we’re committed to providing context and insight to CPAs on this topic. There’s a whole new world forming in finance and accounting, thanks to blockchain, artificial intelligence, machine learning and data analytics. At CPA.com, it’s our mission to provide thought leadership and guidance for firms navigating these changes. We’ll be here for you.

And if you missed this year’s conference but are curious about next year, check back at digitalcpa.com for updates. We’ll be in Washington, D.C. again from Dec. 3-5, 2018.

Samantha Mansfield

Director of Professional Development & Community, CPA.com

Taking the Lead Through Anticipation

“When rapid change happens you have to anticipate more.” – Joey Havens, CPA

Wise words and so true, but easier said than done if you haven’t practiced the skill of anticipation.

In a recent Digital CPA Webcast, we discussed the importance of developing the competency of anticipation. Not the feeling, we learn that at a very young age, but the action of preparing for the future; we have to filter through all the data and changes happening daily to get to the future facts. Future facts are what Daniel Burrus, futurist, calls hard trends; we know these things will happen, such as increased bandwidth, further automation, faster processing, etc. Instead of getting bogged down with soft trends, which Burrus describes as assumptions, we need to zero in on the hard trends that will impact our future.

Questions Burrus encourages you to consider:

  1. Are you considering relevancy?
  2. Are you thinking big enough?
  3. Are you sharing information or actually communicating? (There is a difference.)
  4. If it can be done it will be done, but if you don’t do it who will?
  5. What if you could tell your clients what will happen? (How much value will that bring?)

As you start anticipating the future and ask yourself these questions, be aware of your mindset. Are you aiming to keep up or leap ahead? Daniel Burrus points out with the powerful skill of anticipation you have the ability to jump head and take the lead.

What future facts do you see?

John Engels

Founder and President, Leadership Coaching

Fear and Succession Planning

I have been doing some deeper exploration of the hidden ways in which fear affects functioning.

This is an important topic for firm partners because fear-based decisions are not always obvious yet frequently produce negative personal and organizational outcomes.

The challenge of succession planning illustrates the subtle and powerful ways in which fear influences important decisions.

Family business succession

Most experienced CPAs have observed their share of succession planning nightmares among family business clients.

In that setting, succession offers an intense mix of emotional factors that can easily freeze the thinking capacity of its members. Questions pop up everywhere: Are my kids qualified to lead the business? If I favor one of my children for leadership, how will the others feel? What if there’s tension or philosophical differences between the generations or between the successor siblings?

When such uncomfortable questions arise, the path of least resistance is avoidance.

I often get calls from firm partners who complain that their family business clients won’t plan for leadership succession.

“Even when we agree on a process for a path forward, the important conversations with the next generation just don’t happen,” partners say. “If they do, it typically doesn’t go well.”

Accounting firm succession

It’s easy to, pick on family businesses, yet the same lack of traction occurs in accounting firms. Even though it’s in the financial interest of soon-to-be-retiring partners to plan for succession, they tend to move slowly and uncomfortably – or not at all – in developing younger partners.

For example, opportunities routinely get overlooked to introduce and transition younger partners to long-time clients. Instead of encouraging emerging leaders to make their mark, established leaders often leave them out.

The commonly-cited excuses are time problems (“I’ve been so busy…”) and perceived skill limitations (“I’m not quite sure how to go about this.”). Those might be legitimate impediments to succession planning, but the big one rarely gets mentioned: “legacy jitters.”

Deeper fears

The succession procrastination of firm partners likely reveals an unconscious fear of losing their standing as key influencers. Deeper fears lurk under the surface:

Fear of losing status.

Fear of losing satisfaction and meaning.

Fear of moving on, into an “unknown” lifestyle.

Fear of death.

It would be good if these fears could be named, accepted and managed. An unfortunate irony is that most of us are afraid of fear itself. We don’t want to feel it, we don’t want to think about it, and we don’t want to address it.

Our reactive fear of fear makes it difficult to find our way out of this emotional maze.

One starting point might be to deepen our understanding of fear.

Understanding fear

The fear-driving mechanisms of humans have a purpose: to protect us from real threats. If we couldn’t feel fear, we would routinely take stupid risks. Healthy fear stops us from speeding past a railroad crossing or jumping off a cliff. Less dramatically, fear helps us keep doctor appointments and motivates us to research an investment before we commit.

That makes fear a vital asset.

But there’s a problem.

When humans fail to regulate their fear, it gets out of control. Unregulated anxiety, worry and fear disables our ability to distinguish real threat from fake threat. Now, we over-estimate a threat, or imagine threat where it doesn’t exist.

For example, we see a terrorist beheading on the internet and unthinkingly become more protective of our kids. In response, their anxiety ratchets up. They grow more wary than trusting, and become more concerned with safety than adventure. We want our kids to possess confidence and courage, yet our fear-driven parenting can have the opposite effect.

A fearful response to imagined threat generally produces low-maturity outcomes.

“No lion in the bushes”

Few of us can think straight when we get scared. Instead, we react instinctively, as if a lion was lunging at us from the bushes.

In the case of succession planning, “there’s no lion in the bushes.” Although we can slip into imagining succession as a threat, it’s actually developmentally appropriate. A time arrives when a founder or partner moves on because it makes sense to do so. Though it comes with understandable trepidation, letting go and moving on is not “unfortunate” or “a problem.” It’s healthy and necessary.

What gets us in trouble is the fear-driven resistance to the false threat of succession.

Is there a way to discover that there is no lion in the bushes?

Self-observing and reflecting

The trick is to cultivate the discipline of self-observing and reflecting.

The challenge to grow a succession mindset depends on our ability to observe ourselves in a reactive mode: “I’m feeling worried and fearful right now, and I need to check out the accuracy of my threat-perception. What’s really going on here?”

Sober thinking informs us that succession is more a mindset than a strategy.

Reflection enables us to recognize a fact of human history: Preparing the next generation to function at a high level has always defined parenting and leadership. It’s simply what we do.

Taking time to recognize what we are feeling and experiencing, and to assess the reality of our perceived threats, helps us become better observers of ourselves. Reflection becomes our path to reducing fear.

Smart leaders tune in to what’s really going on so they can act more out of intention and less out of fear.

John Engels founded Leadership Coaching, Inc. in 1996, based on the integration of three cutting-edge research disciplines: neuroscience, Bowen Family Systems Theory, and the evolution of leadership in non-human species. Under John’s guidance, his consulting team continues to draw on decades of learning with family researchers and with accomplished scientists who study the leadership behavior of wolves, elephants, chimpanzees, and other animals. Currently, John spends much of his professional life as a mentor to executive coaches and family business consultants. He recently developed the “Leadership Skills That Change Firms” program for accounting professionals.

Tom Bachmann

Master Leadership Trainer, Paychex, Inc.

Leading Virtual Work Teams

Virtual teams are emerging as the basic unit for conducting business of all types. Studies show that over 80% of workers today are involved in some way with team members who are not physically located in the same office. Virtual communication networks have made virtual teams possible, while globalization has made them a necessity.

Leading virtual teams presents new challenges to leaders and managers because you have a decreased line of sight that can impact your capacity to build and maintain relationships and engagement, and manage performance and communication. There is a greater tendency for remote employees to make assumptions, feel isolated and disconnected, not understand how their work fits into the bigger picture, and not share their frustrations or concerns. The following actions can help you overcome these challenges so you can lead your remote employees and teams more effectively:

  • Do a face-to-face team building event at least once a year.
  • Determine communication ground-rules that enable successful working relationships: respond to feedback requests within the requested timeframe (avoid virtual silence); avoid multi-tasking during meetings; when you disagree, seek to understand more before seeking to be understood; discuss sensitive information via phone not email; agree on acceptable hours for communication, how to reach one another outside of normal working hours and emergencies, and when, how, and who to inform if coming in late, leaving early, or taking time off.
  • Work with your team to create the team’s purpose, vision, brand/logo, team theme, and song.
  • Invite members to share personal stories of recent events at the start of your staff meetings.
  • Have a recognition program.
  • Be very accessible and responsive. Be accommodating to employees who work in different time zones than you.
  • Set expectation that employees need to proactively raise concerns to you. It is hard to be a mind reader from afar especially when you don’t have any visual cues.
  • Maintain a consistent schedule of 1:1 meetings. Ask direct questions during 1:1 meetings: What else do you need from me? How do you feel about your current contribution to our team?
  • Broker networking opportunities for remote employees by connecting them with peer groups or mentors in their location.

For more information on leadership skills and management tools necessary to thrive and succeed in a virtual environment, don’t’ miss the Leading Virtual Work Teams session at AICPA Practitioner’s Symposium and TECH+ Conference, Monday June 6, 1:55pm – 3:10pm at the Aria Resort & Casino, Las Vegas, NV.

Nicole Gantz

Director of Marketing, Honkamp Krueger & Co., P.C.

Streamlining Honkamp Krueger's Client Patronage Program with a Mobile App

Culture of Innovation at HK

Ask most professional service firms, and if they are brave enough to answer, they will admit they are challenged about how to truly be different than the CPA firm across town. We all feel passionately about our firms, that we offer world-class, quality services from experienced, incredible people. But we all make that claim – so how are we different?

One approach Honkamp Krueger (HK) has used is a culture of technology innovation. Led by technology partner and champion, Natalie Hoffmann, CPA.CITP, HK partners and managers strive to innovate at every level of the firm, both with streamlining processes with and for clients, and our own internal processes.

The marketing department is no exception in the expectation to innovate, so we developed an app.

Members from the partner group, marketing and IT departments developed a quick list of app ideas. We decided to focus on an app solution that benefited both clients AND employees, and one that would help alleviate an inefficient internal process. We chose to develop a mobile app for Android™ and Apple® to streamline and add innovation to HK’s Client Patronage Program, in which promote to our employees to intentionally shop at our clients.

Innovation to reality

Hoffmann led the marketing and business development teams through the process of mapping out our needs, reviewing and comparing proposals, choosing the best developers, and all of the other small but important details involved in developing your own technology.

The outsourced technology company worked closely with the HK marketing department to launch the mobile app including the branding, content, functionality and reporting systems. HK marketing worked with Apple and Google to make the application available in iTunes® and Google Play™ stores. A web-based version was also created for employees who do not use mobile apps. Finally, the HK IT department worked diligently with developers to implement the highest security measures for the app.

Overall, implementation took one year. During the launch, the HK marketing department trained all employees on the application and continues to train all new hires on the focus of the program and the mechanics of use.

With the app, employees are able to easily discover firm clients they can shop at, review detailed information about products and services, map client locations, get driving directions, submit spending amounts, and win fun prizes. Our marketing department is able to run spending reports by industry, client and employee, and provide this critical and impressive information for business development and client retention efforts.

What were the results of the app?

Results have far exceeded expectations. Receipt submission increased by 43%, employee participation increased by 47%, spending dollars increased by 50%, and manual hours spent by the marketing department decreased by 14 hours per month.

In addition, the program and the app have proven to be critical tools in the sales process of winning new retail clients and keeping current clients who are impressed by the program and appreciate the loyalty.

Finally, HK has received national recognition for the program with the January 2015 cover story of Accounting Today, an article in the November 2014 edition of INSIDE Public Accounting, a Maverick Marketing Award by the Association for Accounting Marketing, and the 2015 Innovative Practitioner of the Year award to Hoffmann by CPA.com.

Through a combination of a culture of innovation, leadership willing to provide the resources needed to develop ones own technology and hardworking, forward-thinking teams, HK was able to get a significant return on its technology investment.

Seth Fineberg

Managing Editor, Account- ingWEB

The Future is a Three-Way Conversation

There’s been numerous questions over the past few years around where this push (or pull) for “change” is really coming from, when the real issue, as it relates to firms and truly being a digital CPA, is ultimately a three-way conversation between clients, firms, and the vendor community.

Rather than wondering where the idea stems from or who is pushing or pulling who more, it is high time that all parties involved get on the same page with the common goal of simply moving forward. Progress is never easy, nor should it be, but why make it harder than it needs to be? The rate of technology adoption among businesses and CPA firms is clearly at a tipping point and rather than have it slip backwards or go in the wrong direction, meaningful exchange among all parties needs to happen, and happen now.

Where the profession, and business in general is at now is no longer a doom and gloom scenario of “change or die,” but one of acceptance of the need to evolve and the need for useful tools and the support of colleagues – and everyone involved – to get there.

I know in the 13 years that I have covered the technology component of the accounting profession, I have seen the evolution of not only the tools CPAs and businesses use to better their jobs, but also in the thinking of how technology truly fits in to a conversation about growth and the future.

This is no longer advanced thinking or discussions about what will come, but what is and what could be by knowing what technology is available, how it has evolved, and where exactly to apply it to the benefit of your practice and your clients. Again, necessary exchange on these topics is a paramount to the change that needs to happen.

Having an event like Digital CPA Conference creates the basis for such exchange – the right exchange -- to happen; an event where you have a good cross section of technical and practical information from those in the know. If you are a firm, whether you seek deeper direction on a particular product that is of use to your practice or simply want more direction on evaluating the latest tools and trends; this is where to begin and continue that journey. But it shouldn’t be the only one.

All too often the useful ideas and conversations at gathering of forward minded individuals, like the one coming up this month, tend to fade as the weeks and months following the event wane on. In short, it’s time to commit to keep the conversation going.

Extend your thoughts to the blogs, Twitter chats and community sites known for useful exchange between businesses, firms, and technology providers.

Make change and the betterment of your firm and your clients’ part of your everyday and be a part of the conversations that help you get there. It’s truly the next step you all – firms, vendors and clients – need to take.


Seth Fineberg is Managing Editor of AccountingWEB, a community site dedicated to useful information for practicing accountants, bookkeepers and CPAs. He has a 25-year career as a business journalist and editor, most recently serving as the senior B-to-B reporter for AdAge Magazine, as well as Technology Editor of Accounting Today and Editor-in-Chief of AccountingTechnology.com.

CPA.com

An Amy Radin Reader: Thoughts on Innovation from our Digital CPA Keynoter

Amy Radin, one of our keynote speakers for the upcoming Digital CPA 2015 conference, served on the front lines of innovation at some of the world’s biggest companies, including Citi, American Express, E*TRADE and AXA. Now in an advisory/consulting capacity, Radin draws on her experience and day-to-day contact with entrepreneurs and business leaders to talk about the inner workings of innovation in columns for The Daily Innovator, a blog she founded for the Huffington Post. Here are some highlights:

On finding support for innovation in your organization

People are motivated to support a new idea for their own cluster of reasons. They're looking for what's in it for them, of course. But they also want to be inspired to join the next big thing.

Innovation is characteristically derived from a broad assortment of ideas, data, chance and inspirations. Building support for innovation requires the same broad outreach to win allies, champions and interest.

The definition of strategy

  • Strategy, quite frankly, is what leaders do to identify and allocate resources to help them get their businesses where they want them to go.
  • Strategy is mostly about execution.
  • Strategy is less about what you must do, than what you should not be doing.

Or, my favorite definition:

Strategy is about knowing (1) where are you? — (2) where do you want to be? — (3) how are you going to get there?

Why you should have a chief customer officer

(B)eing customer-focused doesn't mean give the customer anything they want. It's about:

  • Zeroing in on the audience you want to serve
  • Being able to identify audience members to establish and build authentic relationships
  • In so doing, inspiring them to see your brand and offerings as relevant to their lives
  • And as a result, achieving win/win outcomes for these individuals as well as for your business.

What business does not want to make this happen?

On the importance of empathy

Emotion, not rational MBA-style analytics, is an amazingly strong driver of people's choices, beliefs and decisions. While perhaps not easily quantifiable in the spreadsheets and tables that seem to dominate the business world, empathy and insight translate into business impact that constantly manifests itself in results. In fact, I don't think great innovation can happen without them.

Year-end planning often focuses purely on operational activities. That’s why we’re thrilled to have Amy kick off this year’s Digital CPA Conference to give us the tools to incorporate more innovation and strategy in our planning for the coming year.

What are you thoughts on innovation in accounting today?

Samantha Mansfield

Director of Professional Development & Community, CPA.com

How much time do you spend JUST THINKING?

I know your mind is always racing, or as a friend of mine describes it, there is a constant slideshow of thoughts. But really that is the point! When asked, “What are you thinking about?” I sometimes struggle to answer because there about 15 thoughts coming in and out of my conscious. Is there a problem with this?

WHERE DID MY IDEA GO?

Pulitzer Prize nominee, Nicholas Carr, pointed out in “The Shallows: What the Internet is doing to our Brains”, that with all the media stimulus, humans are having trouble stopping the flow of information, resulting is our loss of ability to concentrate and contemplate issues. “Whether I’m online or not, my mind now expects to take in information the way the Net distributes it: in a swiftly moving stream of particles. Once I was a scuba diver in the sea of words. Now I zip along the surface like a guy on a Jet Ski.” (Source: Goodreads.com)

I have to say, I agree with Nicholas Carr. Even though I love the accessibility of information, I have lost too many new ideas because the next headline flew into my view and my thought has fallen away.

WHAT SHOULD YOU DO?

Schedule time to do nothing; yes, actually schedule time for nothing.  This is also known as the incubation period. “Although physically unproductive, these times allow information [you’ve] been exposed to mix, mingle, and marinate, then produce new ideas and insights… Successful people regularly schedule time for ‘nothing’ when incubation can take place.” According to Thai Nguyen, 7 Ways Successful and Fulfilled People Think Differently. (Source: Entrepreneur.com)

TRY NOT TO MULTI-TASK

Another friend has trouble sitting down to read because she feels she is not being productive. Do you ever feel that way about contemplation? “I’m not getting anything off the to-do list.” So we try to complete tasks while focusing on other thoughts. STOP!

According to Why the Modern World is Bad for Your Brain, by Daniel J. Levitin, “Although we think we’re doing several things at once, multitasking, this is a powerful and diabolical illusion. Earl Miller, a neuroscientist at MIT and one of the world experts on divided attention, says that our brains are “not wired to multitask well… When people think they’re multitasking, they’re actually just switching from one task to another very rapidly. And every time they do, there’s a cognitive cost in doing so.” (Source: Truthdig.com)

PUT THE DEVICES DOWN

We have gotten accustomed to constant influx of information. As I am writing this blog, it is hard to ignore the visual stimulation of another email popping up. Resist the urge to click. Finish the thought!

In an interview with Nicholas Carr he shared, we “are constantly connected to unlimited flows of information. We begin to spend all of our time glancing at our phone, taking in new information, and that crowds out the time available to engage in really deep attentive thought. When you’re not looking at a screen or following messages or googling and so forth, you’re kind of shutting off the flow of information, and taking the information you’ve gathered, and thinking really deeply about that; that requires really attentive focused mind, and it’s becoming more and more challenging. We’re becoming more impatient because we expect to click a link to get new information. You become almost unwilling to slow it down enough to engage in really deep thought.” If “at different times you’re quieting your mind, turning off the flow and really being attentive, then that’s going to give you a special kind of personal advantage over other people who aren’t able to regulate their intake of new data and new information.”

FOOD FOR THOUGHT

Recently I have been working on a number of presentations on future preparedness, as well as, doing my own 2016 goal setting. I find myself quite guilty of multi-tasking and many of the short comings Carr speaks of. To successfully be future ready we have to give ourselves the time to just sit and think sometimes.

How do you make the time to JUST THINK?

Samantha Mansfield

Director of Professional Development & Community, CPA.com

What does your leadership inspire?

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” - John Quincy Adams, US President

There are many books, webcasts, videos and more on leadership. This quote from John Quincy Adams exemplifies why leadership is such an important topic. It is not a trendy subject, but one that has significant impact on our businesses and lives. This is why we added “Leadership” to our list of top subjects to cover in this year’s #DigitalCPA Webcast series, as well as the closing keynote of the Digital CPA Conference (DCPA15)

Recently, Orlando Magic’s Senior Vice President, Pat Williams, Paychex’s Master Leadership Trainer, Tom Bachmann, and CPA.com’s President & CEO, Erik Asgeirsson discussed “A Winning Leadership Presence” (Access the Archive)

Pat focused on “from Managing to Leading” through mastering 7 leadership principles: vision, effective communication, people skills, character, competence, boldness, and a serving heart. With quotes and key characteristics from strong leaders, such as Joe Namath, Vince Lombardi and John D. Rockefeller, Pat stressed that great leaders care about people, empathize with others, and genuinely like them. They are visible and available to others, and empower their employees to use their strengths to improve the whole team.

Tom Bachmann dove into ways to improve your leadership presence. “The leader with presence is the one person in the room that everyone else is listening to, not necessarily the one doing all the talking.” By looking at your character, and ways that you communicate, connect and present, you can find areas to improve your leadership presence.

The type of leadership qualities and characteristics you demonstrate in your personal lives are the same as in your professional lives, and vice versa; there is no real separation. We can clearly see that with the overview Pat Williams and Tom Bachmann shared. Sometimes we focus more on managing the job at hand, instead of thinking about our leadership strategy and inspiring our teams to be proactive.

I will view myself as a successful leader if I can accomplish this:

“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.”Ronald Reagan

Which leadership principle or characteristic will you work on?

Samantha Mansfield

Director of Professional Development & Community, CPA.com

DCPA15: Rub Shoulders with the Profession’s Thought Leaders

Busy season is over, and you’re probably thinking, “Was it this hectic for everyone else?”  Do you take the time to talk to your peers at other CPA firms to see how it went?  What if you could talk to leaders in the profession who have deep ties to firms across the country? If you could ask them how to make your firm run more smoothly, grow different service lines that aren’t so dependent on tax season, or just brainstorm what the future of accounting firms look like, would you take that chance?

Here at CPA.com, we get to work with the profession’s thought leaders every day.  One thing we value is bringing these great minds together to events so you have the opportunity to learn from them so you can propel your firm forward. Right now we’re in the planning stages for keynotes and panel sessions at the 2015 Digital CPA Conference (DCPA15), which is designed to help firms prosper from digital transformation and disruptive change in the profession. We’re proud our conference advisory panel is packed with heavyweights in the field of accounting technology – and it’s not just our opinion. MACPA Executive Director and CEO Tom Hood, Jim Bourke of WithumSmith+Brown, the AICPA’s Mark Koziel, ConvergenceCoaching co-founder Jennifer Wilson and our own strategic advisor Greg Lafollette, for example, have all been designated “2014 Thought Leaders” by CPA Practice Advisor, and they and our CEO Erik Asgeirsson are stalwarts on Accounting Today’s list of Top 100 Most Influential People in the profession.

What’s the common thread in this impressive group? They all believe that technology and innovative practices offer the best way for CPAs to offer enduring value to clients as trusted business advisers. And during receptions and session breaks at DCPA15, you won’t find a more approachable group to offer insight.  Join the conversation, both at DCPA15 and throughout the year with these Twitter handles where you can get nuggets of their valuable insights. Take advantage of the knowledge this well versed group is so willing to share to help you make your firm stronger and workload less taxing (ok, bad pun).

Jen Wilson @JenLeeWilson
Tom Hood @TomHood
Jim Bourke @JimBourke
Mark Koziel @MarkKoziel
Greg Lafollette @glafollette

Do you have a question?

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