The best way to grow and scale an accounting firm—and this is true of any type of service firm—is to implement standardized and structured business processes for all work.Categorize the work by service type and implement a manageable process—one that will ensure solid client deliverables, and also profitability for your firm.Read More
The accounting industry is changing rapidly, and your clients are turning to you for advice on their business growth challenges and opportunities.
Your firm needs to be able to offer Strategic Advising services confidently and profitably.Read More
I am often asked during LivePlan training sessions: “When should I do a full business plan for my client, and how do I charge for it?” It’s a great question because it gets to the heart of advisory services.
Advisory services, done right, do not involve writing a traditional business plan.Read More
This is the last in a four-part series, covering a project with Luke Gheen of Gheen & Co. on implementation and specialized training of The LivePlan Method for Strategic Advising services. The project spanned about 20 hours during the winter of 2017.Read More
This is the third installment in the blog series about Gheen & Co. and LivePlan. Find the first two articles here and here. This installment covers the custom training I did with Luke’s staff, as well as the process they went through as a group to make decisions about their advising services. Next week will be the fourth and final post in this series.Read More
Luke Gheen is the owner and CEO of the CPA firm Gheen & Co. in Colorado Springs, CO. He has built his firm from the ground up, over the last seven years, by listening to peers, forming strategic partnerships, and always with very careful planning and an eye to the future. I worked with Gheen during the winter of 2016/17 on a custom implementation of the LivePlan Method for Strategic Advising. This series of four blog posts tells that story.Read More
It’s business planning not accounting. Your projections, although they look like accounting statements, are just projections. They are always going to be off one way or another, and their purpose isn’t guessing the future exactly right, but rather setting down expectations and connecting the links between spending and revenue.Read More
I have done financial modeling and forecasting in one way or another for my entire career. I have performed this work for a vast array of business uses: management departments within private companies, project based companies, public companies and their boards, and companies seeking IPO.Read More
If you could change one thing about your business today, what would it be?
Of all the things you sell, which ones are making you money and which ones aren’t?
Are you on track to be able to give yourself a raise next year?
Do any of those questions get your attention? Would they get the attention of your small business owner clients?Read More
The financial forecast is the heart of any successful strategic advising relationship. Many people falsely assume that reporting is the necessary bit, but the forecast is what provides the roadmap and the basis for the advising.Read More
A well-built structure relies on a solid foundation. This is obvious. What might not be as obvious is that a well-built financial forecast also relies on a solid foundation. What is the foundation of the financial forecast? Let’s start by examining what it is not.
Summer break is ending, and I can feel it.
With three weeks remaining before the beginning of a new school year, there is a need to get it all in! There were big expectations for summer: night time bike rides and star gazing, s’mores, family reading, and pool time. Because we live in the heart of the Willamette Valley in Oregon, trips to the coast and to the mountains are a requirement.