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Welcome Michael Platt, MBA

INSIDE Public Accoun ng (317) 733‐1920

Mike Pla has been working with firms since 1985. As a past execu ve of two accoun ng firm associa ons, co‐founder of Accoun ngWEB.com, and publisher of INSIDE Public Ac‐coun ng, Mike has helped large local and regional firms across North America grow and thrive.

Mike’s interest in working with the accoun ng profession is fueled by his desire to help professionals reach their poten al. “My goal is to assist others see things differently, mo vate them to do things differently, and provide ideas of how others like them have successfully overcome the obstacles that are common in professionals' lives,” says Mike.

His 30‐plus years of hands‐on experience and interac on with firms gives Mike a unique perspec ve on what works and what doesn’t inside firms. Through insider conversa ons, surveys, presenta ons, and partner retreats, Mike focuses on fresh ideas, approaches and insider informa on for firms across North America.

Mike’s special es include:

financial and opera onal analysis and benchmarking trends innova ons in prac ce management being u lized by successful firms assis ng partners in establishing and agreeing to a direc on engaging staff in the future of the firm increasing client service and sa sfac on establishing and fine‐tuning the culture that the firm wants to build.

Mike and his wife, partner, Kelly are the publishers of the award‐winning INSIDE Public Ac‐coun ng, a leading newsle er focusing on prac ce management ideas and trends for the profession. They also publish the award‐winning IPA Na onal Benchmarking Report, the premier financial and opera onal benchmarking tool for hundreds of CPA firms.

Mike has been a top presenter delivering mely and relevant informa on and ideas that help business owners improve their businesses. Mike holds a Masters Degree in Business Admin‐istra on from George Washington University, with a concentra on in Marke ng.

mpla @pla groupllc.com www.insidepublicaccoun ng.com

INSIDE Public Accounting 5/17/2016

[email protected] (317) 733‐1920 1

Understanding Current Trends, Developing Unique

Strategies and IncorporatingSuccessful Ideas To Position

Your Firm For The Future

Future Forward

Michael Platt INSIDE Public Accounting [email protected]

94% Likely: Accountants and Auditors

98% Likely: Bookkeeping, Accounting and Auditing Clerks

99% Likely:Tax Preparers

© 2016 INSIDE Public Accounting

“The Future of Employment: How

Susceptible Are Jobs to Computerization?”

September 2013

Blockchain Technology: An “Extinction Level Event” for Auditing?


IPA



Changing Service Mix


IPA

Changing Service Mix


IPA

Strategy Discussions Inside Three IPA 100/200 Best of the Best Firms

“We are preparing for compliance work to go away in the next 10 years.”

“We’re wondering what life would look like if we gave up assurance services.”

“It is quite possible that we will be out of the audit business within 5 years.”


IPA



Shifting Power To Clients With The Ability To Track Fees In Real Time


IPA

IPA: 9% of all firms (and 30% of firms

over $75 M) offer staff sabbaticals.


Deferred staff bonuses – can

they work?

IPA

What Might a Future Staffing Model Look Like In a World Where . . .

• The average person will have 14 jobs by age 38?

• The average professional staff person will be withyou for under 5 years?

• Unemployment in the profession is < 1%?

• Anyone can walk across the street and get a job formore money?

• Staff costs are skyrocketing because they can?


IPA



Learning From The Best of the Best

70+ metrics reviewed


Financial Results &

Sustainability

Revenue

Operations

Governance

Training

Compensation

Income

IPA

Group Results

IPA 100 (> $32M)96 firms (2015)

Top 10% of Highest BOB Score Among

IPA 100

Average All IPA 100

(96 firms)

Net Revenue Growth (Organic) 10.8% 6.9%

Revenue / Eq. Partner $3.57M $2.51M

Revenue / Employee $231k $195k

Net Rev. / Charge Hr. $206.78 $186.53

Profit Margin 35.1% 27.5%

Net Income Growth (Organic) 8.7% 8.6%

NIPEP $1.2M $675k© 2016 INSIDE Public Accounting

Group Results

IPA 200 ($15M - $32M)100 firms (2015)


IPA 200

Average All IPA 200

(100 firms)




Net Rev. / Charge Hr. $209.19 $163.53



NIPEP $946k $529k© 2016 INSIDE Public Accounting



Group Results

IPA 300 ($7.7M - $15M)100 firms (2015)


IPA 300

Average All IPA 300

(100 firms)




Net Rev. / Charge Hr. $175.90 $152.61




Group Results

All Others ($2M-$7.7M)

154 firms (2015)


All Others

Average All Others

(154 firms)




Net Rev. / Charge Hr. $173.25 $143.77




Tools of Governance


IPA



Exploring “Fully Loaded” Metrics

Firm Size

Average Net Income as a

Percentage of Net Revenue

(Profit Margin)

Average “Fully Loaded” Profit

Margin after expensing

$200,000 per equity partner

Average “Fully Loaded” Profit

Margin after expensing

$100/work hour for equity partners

Percentage of Initial Profit

Margin Retained after expensing


IPA 100(> $32.4 Million)

27.2% 17.9% 17.4% 64%

IPA 200($15M - $32.4M)

29.9% 17.6% 16.4% 56%

$5M - $15M 29.8% 14.3% 13.1% 45%

< $5M 33.2% 10.7% 8.4% 26%

Top 25 Best of the Best

38.9% 30.5% 29.5% 76%


IPA

Exploring “Fully Loaded” Metrics

Firm SizeAverage Net Income Per

Charge Hour

Average “Fully Loaded” Net Income per

Charge Hour after expensing

$200,000 per equity partner for labor

Average “Fully Loaded Net Income per

Charge Hour after expensing


Percentage of Initial Income

Per Charge Hour Retained

after expensing $100/work hour for

equity partners

IPA 100(> $32.4 Million)

$50.02 $33.69 $31.83 64%

IPA 200($15 - $32.4M)

$50.07 $30.74 $27.82 56%

$5M - $15M $45.39 $22.62 $20.32 45%

< $5M $47.48 $15.50 $12.53 26%

Top 25 Best of the Best

$77.96 $61.38 $59.27 76%


IPA

Three Views on Profitability: > $50M20 Firms With Highest “Traditional” Profit Margin

(before owner compensation, bonuses, etc.)


IPA



Three Views on Profitability: > $50M“Fully Loaded” Profit Margin 1

(after expensing $200k/equity partner as cost of labor)


IPA

Three Views on Profitability: > $50M“Fully Loaded” Profit Margin 2

(after expensing $100/work hr./eq. partner as cost of labor)


IPA

Three Views on Profitability: $20M - $50M20 Firms With Highest “Traditional” Profit Margin



IPA



Three Views on Profitability: $20M - $50M“Fully Loaded” Profit Margin 1



IPA




IPA

Three Views on Profitability: $5M - $20M20 Firms With Highest “Traditional” Profit Margin



IPA






IPA




IPA

Three Views on Profitability: Top 25 Best of the Best

Blue=Traditional Red=$200k/Eq. Ptnr. Green=$100/Eq. Ptnr. Work Hour


IPA



Pro. Staff/Equity

PartnersLeverage

x

Charge Hours /

Pro. StaffUtilization

x

Gross Revenue/Charge Hours Billing Rate x

Net Revenue/

Gross Revenue

Realization x

Net Income /

Net RevenueMargin

=

Net Income Per Equity

Partner

Top Quartile

2nd Quartile

3rd Quartile

4th Quartile

The Maister Model(In Quartiles by Net Income per Equity Partner)


IPA

Best of the Best (50)

Pro. Staff/Equity

PartnersLeverage

x

Charge Hours /


x


Net Revenue/

Gross Revenue

Realization x

Net Income /

Net RevenueMargin

=


Partner

Top Quartile 10.5 1,472 $213 87.5% 40.9% $1,179,621

2nd Quartile 10.3 1,325 $235 88.1% 29.6% $833,820

3rd Quartile 7.8 1,384 $201 89.5% 36.8% $709,719

4th Quartile 8.0 1,167 $213 88.8% 32.6% $573,415



IPA

Best of the Best (50)

IPA 100 (70)

Pro. Staff/Equity

PartnersLeverage

x

Charge Hours /


x


Net Revenue /

Gross Revenue

Realization x

Net Income /

Net RevenueMargin

=


Partner

Top Quartile

10.511.6

1,4721,453

$213$230

87.5%76.0%

40.9%33.1%

$1,179,621$979,076

2nd Quartile10.39.9

1,3251,350

$235$226

88.1%87.0%

29.6%25.7%

$833,820$674,941

3rd Quartile7.89.7

1,384 1,327

$201$229

89.5%85.1%

36.8%22.4%

$709,719$561,729

4th Quartile8.07.5

1,1671,295

$213$187

88.8%82.5%

32.6%25.8%

$573,415$389,723



IPA



What’s An Hour Worth?(Bubble Size = Relative Net Income per Equity Partner)


IPA 100

IPA


IPA 100Best of the Best

What’s An Hour Worth? (Bubble Size = Relative Net Income per Equity Partner)

IPA

Leverage Among The IPA 100: Professionals Per Equity Partner


IPA



Personnel Costs as a Percentage of Net Revenue

Best of the Best


IPA

2015 Professional Staff Merit Increases

0-2 Years 3-5 Years 6-8 Years 9+ Years Para-pros

Other Professional

Staff

FIRM SIZE (Net Revenues)

All Non-Big 4 6.1% 6.9% 6.2% 5.4% 3.9% 4.1%

>$75 Million 6.0% 6.2% 5.9% 4.8% 4.4% 4.4%

$50-$75 Million 6.4% 7.8% 6.1% 5.3% 3.6% 2.5%

$30-$50 Million 5.9% 6.4% 5.9% 4.8% 4.0% 4.6%

$20-$30 Million 5.5% 6.9% 6.3% 5.4% 3.7% 4.6%

$15-$20 Million 5.5% 6.9% 6.7% 5.7% 3.5% 4.8%

$10-$15 Million 6.5% 7.6% 6.5% 5.5% 4.4% 3.6%

$5-$10 Million 6.5% 5.7% 5.5% 3.9% 2.7% 3.0%

$3-$5 Million 5.6% 7.0% 5.4% 9.4% 4.3% 3.0%

< $3 Million 7.9% 6.0% 5.6% 5.1% 3.2% 4.0%

But Billing Rates Are Up Just 4.0% (4.4% for Best of the Best)


IPA

Net Income per Equity Partner


Best of the Best Average $1.16 M

Best of the Best Average $830K

Best of the Best Average $511K

IPA



Make Sure You Have a Tool That Can Help Focus The Partner Group

Sample Data – For Demonstration Only


http://insidepublicaccounting.com/survey/report-cards


IPA

Sample Data – For Demonstration Only

To Share or Not To Share?


IPA





IPA



IPA



IPA





IPA



IPA

Business Development Incentives:Existing Clients or New Clients?

Why focus only on new

clients?

Only 30% offer incentives for both new and existing clients


IPA



What Percentage of Annual Revenue is in the Sales Pipeline?


IPA

Don’t know or don’t track

0 - 5%

6 - 10%

11 - 15%

> 15%

Percentage of All BOBFirms Firms

49% 33%

22% 29%

19% 7%

7% 17%

4% 14%

• Lifetime value• Percentage of total firm revenue • Cost of client acquisition• Retention rate• Number of firm services utilized per client• Percentage of on-time completed projects• Opportunity index • Number of face-to-face meetings per year• Number of referrals per client• Percentage of annual firmwide revenue in the pipeline• Ratio of “big issues” clients consulted the firm on versus those

identified after-the-fact (such as learning about it in the tax organizer).

“Client-Focused” Metrics To Consider


IPA

Best Practices of The Best of the Best


IPA




Cu

ltura

l Bu

ildin

g B

lock

s o

f T

he

IPA

Bes

t o

f th

e B

est

IPA

Best of The Best Strategy“We Are Laser-Focused On Who Our

Next 100 Clients Will Be”

Our Firm


IPA

Best of The Best Idea Encourage Innovation By Thinking Like a

Venture Capitalist

MP to Staff: “Think of us like a venture capital firm. Pitch us

your best ideas.” © 2016 INSIDE Public Accounting

IPA



Best of the Best IdeaBreak The Cycle of “Every Dollar is a

Good Dollar”

“A” ClientsUpwardly Mobile

“B” ClientsUpwardly Mobile

“C” ClientsUpwardly Mobile

“D” Clients

Compensation Formula Weight

1.4 1.2 1.0 0.8

0.8 0.6 0.4

Permanent“B” Clients

Permanent“C” Clients

Permanent“D” Clients


IPA

• CEO-to-Go

• Engagements ranging from $15k - $30k/mo.

• Firm has someone on-site 3 days per week

• Team of experienced administrators who work in concert to serve client needs

• CEO is the industry expert – not the accountant

• CEO has 3 clients

• Health care services is one of the fastest growing areas

Private Industry Hires Our People. Best of the Best Idea:

Why Not Do The Same?


IPA

Best of the Best Idea: “We Can Help Our Clients Get Customers”


IPA



Before We Talk About What To Do . . .Let’s Start With “WHY”


Simon Sinek – TED Talks “How Great Leaders Inspire Action”

IPA


Ensure That Partners Focus On Doing Partner-Level Work


IPA



Find Hidden Strategic Advantages

How Many Languages Are

Spoken In YOUR Firm?


IPA

Find Hidden Strategic Advantages

What might it mean to your firm if you discovered that 80% of your staff came from a family that owned a small business?


IPA


Partners Should Know, By Name, Who Their Next Three Prospects Are

IPA



Understand That Professional Confidence Determines Fees


IPA

Don’t Ever Forget: CFOs Understand Low Price.

CEOs Understand Value.


IPA

Walk Away From Bidding Wars


IPA



Change Your Dialogue: “Clients Want The Hole, Not The Drill”

What You’re Selling What They’re Buying

Tax Returns Insurance

Bookkeeping Peace of Mind

Tax Planning Hope

Financial Statements Protection

Cash Flow Statements Dreams


IPA

Make Buying From You Easy


IPA

Redefine Summer Activities


IPA



Allow Team Members To See And Celebrate Results


IPA

Take The Mystery Out Of How Staff Can Get Ahead


IPA


Get Paid Employees To Come To Work With The Attitude Of A Volunteer


IPA



Issues of Concern …All Non-Big 4 Firms

15.6% of all owners are female

52.7: Average age of all owners

2.5% of owners are working an alternative or part-time schedule

12.8%: Percentage of firms indicating path to partnership isless than 10 years

41% of all equity partners named last year were lateral hires

64% of all firms have no succession plan


IPA

Coming Soon From IPA and Convergence

Coaching

The Road to

Retention

www.in

sidep

ublicaccounting.com /


IPA

Time To Shift

Focus




A Strategy Question For You (And Your Partners) To Ponder

“What today is impossible to do in your

firm, but if it could be done would

fundamentally change what you do?”


IPA

• Real-time auditing was a reality (and an expectation)?

• Books could be closed and tax returns prepared within a week of year-end?

• Just-in-time staffing was perfected?

• Outsourcing of tax returns overcame many of the psychological and security barriers that are encountered today?

What If . . .


IPA

• Menu pricing were to replace hourly billing systems?

• Partners were required to be re-elected after serving athree-year term?

• An Orbitz-like website existed for buying audit and tax services?

• Knowledge sharing among your team was absolute?

What If . . .


IPA



• You paid staff for their results, not time worked?

• Partners were held accountable (and financially penalized) for turnover of star staff?

• “Relationships” became virtual – no “face time” needed?

• Staffing models shifted to people who choose to work for you for no more than four years?

What If . . .


IPA

Exercise Time To Slaughter Some Sacred Cows!


IPA

What Are Some of YOUR Sacred Cows?

• Realization rates are important

• Negative thoughts are not productive

• Timesheets are necessary

• Billing by the hour is how we charge

• Standard metrics tell us what we need about our business

• No time for additional value added work during busy season

• Face time is critical, team needs to be in the office

• Career success = partnership

• We are a service organization, not a sales organization

• Staff turnover shouldn’t affect partner compensation

• Proposals are necessary to get business

• Partners own the relationships

• Compensation is based on production

• Clients are limited by geography

• There is a difference between a partner and a team member

• Confrontation is a bad thing

• Partners need a strong book ofbusiness

• Partners are best to run the firm

• Minimum hours are required during tax season

• No one else can do what I do

• Entry point to a client is compliance

• Need to have a set game plan

• Core hours are needed© 2016 INSIDE Public Accounting

IPA



Exercise Delivering “Kick-Ass Client Service”

What would client service look like if everyday companies were to get into the accounting,

tax and consulting business?


IPA

FINAL THOUGHT

You CAN Choose Your Own Path . . . To Be The Best!


Thank You For Your Participation Today!


Michael PlattINSIDE Public Accounting

4000 W. 106th St., Ste. 125-197, Carmel, IN 46032(317) 733-1920 P

[email protected]

IPA

WELCOME TO INSIDE PUBLIC ACCOUNTING

About Us

The Platt Group is the publisher of INSIDE Public Accounting (IPA), the award-winning newsletter, and the award-winning IPA National Benchmarking Report. With more than 27 years of independent experience, IPA provides data and ideas from managing partners, CFOs and thought leaders across the nation. Firms can use this information to adapt to the ever-changing landscape of the profession, overcome obstacles and achieve their potential.

“I have subscribed to INSIDE Public

Accounting for more than 10

years. They are one of the best

sources for breaking industry news,

articles, practice management

analysis and best practices within

the profession. All �irm leaders

should consider IPA as a trusted

advisor in the industry.”

– Jamie Ellis

Katz Sapper & Miller

Table of Contents • Client List……………………………………………… 2 • Survey & Analysis of Firms…………………….. 3 • National Benchmarking Report…………….... 4 • Internal Operational Reports………...……….. 5 • Financial & Operational Report Card...……. 6 • INSIDE Public Accounting ……....……………...7 • IPA INSIDER E-News Updates ……....……….. 8 • Celebrate Your Firm’s Success………………... 9 • Who’s Behind IPA…………………………………. 10 • What People Are Saying………………………… 11

I N S I D E P u b l i c A c c o u n t i n g ( 3 1 7 ) 7 3 3 - 1 9 2 0

Page | 2

Our Clients 500+ IPA Survey Participants

IPA 100 – Big 4 through firms at $32.4 million in net revenue

IPA 200 – Firms ranging from $32 million to $15 million in net revenue

IPA 300 – Firms ranging from $15 million to $7.6 million in net revenue

IPA Partnered Associations Alliott Group

CPAmerica

DFK International

LEA Global

Moore Stephens North America

PrimeGlobal

IPA Audience / Clients Accounting firm Managing Partners

Accounting firm Partners and Owners

Accounting firm CEOs, COOs and CFOs

Accounting firm Administrators

Accounting firm Marketing Directors

What Makes INSIDE Public Accounting Unique

INSIDE Public Accounting is different than other

publishing companies. IPA’s annual award-winning

National Benchmarking Report and the monthly INSIDE

Public Accounting newsletter has earned it the respect of

the top minds in the accounting profession.

For four decades, firm leaders have entrusted IPA with

their firms’ sensitive financial and operational data,

knowing that their information will always be kept

confidential. More than 500 accounting firms participate

annually in IPA’s benchmarking survey, which targets

firms ranging in size from $1 million to more than $1

billion across the country.

The survey is the basis of all that is done at IPA, as it

provides the information that is analyzed in the

benchmarking report and in newsletter articles that aim

to help leaders push their firms to grow, become more

profitable and better serve their clients.


Page | 3

INSIDE Public Accounting’s Survey & Analysis of Firms

The IPA Annual Survey and Analysis of Firms is open to all accounting firms in North America. The result of the survey is the annual IPA National Benchmarking Report, which is one of the longest-running, most complete, independent sets of economic and management statistics available about the accounting profession.

Gain a competitive advantage and grow your firm with industry insight from the independent benchmarking leader in the nation.

WHY THE IPA SURVEY?

a) Independent third-party verification of data. b) Streamlined data collection alleviates survey fatigue and frees up staff for other high-value

activities. c) Apples-to-apples comparisons. d) Ongoing analysis is available to all participants, including international firms.

WHAT YOU CAN EXPECT a) All confidential firm data, including salaries, compensation, income, etc., will held in strict

confidence. b) IPA conducts a thorough review of each survey submission for commonly missed areas and

for any and all errors. c) The opportunity to be included in the largest annual management of an accounting practice

(MAP) survey in the country. Your firm will be benchmarked with more than 500 firms and may be ranked among this year’s top firms in the IPA 100, IPA 200, IPA 300 and the coveted IPA Best of the Best Firms in the nation.

d) A complimentary copy of the August issue of the award-winning INSIDE Pubic Accounting newsletter. This issue highlights the annual IPA 100 firm rankings, along with a detailed financial and operational analysis of the rankings.

e) An electronic complimentary copy of the Executive Summary of the IPA National Benchmarking Report. If you participate in the Internal Operational surveys, you will also receive a complimentary executive summary when published in September.

f) You will receive preferred pricing on the IPA National Benchmarking Report, the Internal Operational Reports and other benchmarking items.

g) You will get preference for selection in articles written by IPA throughout the year. This is an excellent opportunity to market your firm.

http://insidepublicaccounting.com/survey/benchmarking-report/


Page | 4

INSIDE Public Accounting’s National Benchmarking Report

The national report includes all aggregated data compiled from participating firms in the IPA Survey and Analysis of Firms. More than 300 data points from the survey are analyzed and broken down by revenue bands and geographical locations.

Both print and PDF options are available.

Firms that participate in the annual IPA surveys receive a complimentary Executive Summary. IPA has partnered with some of the leading associations to offer services, tools and resources not found elsewhere. Partner association members receive the full access benchmarking report, and some receive a more robust set of tools, such as the internal operational reports.

LOOK INSIDE THE

2015 EXECUTIVE SUMMARY

Includes Table of Contents, Analysis

and Sample Data Tables

http://insidepublicaccounting.com/wp-content/uploads/2016/01/INSIDE-Public-Accounting_Executive-Summary-2015-FINAL_No-Order-Form.pdf

http://insidepublicaccounting.com/wp-content/uploads/2016/01/INSIDE-Public-Accounting_Executive-Summary-2015-FINAL_No-Order-Form.pdf


Page | 5

Human Resources

HR Software Systems Firm Demographics

PTO / Holidays Administrative Personnel Data

Compensation Benefits

CPE / Internal Training Recruiting

Evaluations / Reviews

INSIDE Public Accounting’s Internal Operational Reports

Firm Administration Administrative Costs Partnership Issues Firmwide Compensation Charge Hours Utilization Business Incentives Bonuses Salary Increases Workflow / A/R / WIP

Information Technology

Operating Systems / Hardware Firmwide Users

Cloud Computing Network Technologies

Mobile Devices Internal Systems / Software

Client Portals Internal Procedures

View Table of Contents, Summaries and Sample Data Below

Firm Administration Report

Human Resources Report

Information Technology Report

http://insidepublicaccounting.com/wp-content/uploads/2016/01/The-2015_IPA_Firm-Administration-Report_Executive-Summary_No-Order-Form.pdf

http://insidepublicaccounting.com/wp-content/uploads/2016/01/The-2015_IPA_Human-Resources-Report_Executive-Summary_No-Order-Form.pdf

http://insidepublicaccounting.com/wp-content/uploads/2016/01/The-2015_IPA_Information-Technology-Report_Executive-Summary_No-Order-Form.pdf


Page | 6

INSIDE Public Accounting’s Financial and Operational Report Card

Compare: Net Revenue – Operations – Net Income – Compensation

The IPA Financial and Operational Report Card is a one-page snapshot of your firm’s overall performance in 22 metrics compared with more than 500 firm survey participants, firms in your revenue band and the IPA Best of the Best firms. The Report Card, broken out by top, middle and bottom quartile, allows you to quickly see where your firm is doing well and the areas that may need extra attention. The Report Card [PDF sent via email] is customized based on revenue (IPA Top 100 firms [$30 million and above], $10 million to $30 million, $5 million to $10 million, and $2 million to $5 million.)

http://insidepublicaccounting.com/wp-content/uploads/2016/01/Sample-Report-Card-2015-Updated_No-Order-Form.pdf

http://insidepublicaccounting.com/wp-content/uploads/2016/01/Sample-Report-Card-2015-Updated_No-Order-Form.pdf


Page | 7

INSIDE Public Accounting’s Monthly Newsletter

The IPA monthly newsletter uncovers trends, strategies and next practices that firms are using to move from idea to execution. The IPA newsletter ranks and

reports on key metrics of the largest firms in the nation – the IPA 100, 200 and 300. The subscription-based newsletter features in-depth interviews with leaders of the Best of the Best firms, most-admired peers and top influencers around the country.

IPA reports on and shares information on benchmarking trends, practice management advice and, of course, the latest breaking news. IPA’s goal is to inform firm leaders of successful strategies to help their firms succeed. Turn information into action with IPA.

SHARE THE WEALTH

Want to share the knowledge and actionable information from IPA with your partner group or with your whole team? Contact us to

see how a firmwide subscription can be the answer.

IPA Sample Newsletter

IPA 100, 200 & 300

Best of the Best

http://insidepublicaccounting.com/newsletters/

http://insidepublicaccounting.com/wp-content/uploads/2015/09/INSIDE-Public-Accounting_May-2015_Volume-29-No.-5_Firmwide-License.pdf

http://insidepublicaccounting.com/newsletters/ipa-100-and-ipa-200/

http://insidepublicaccounting.com/newsletters/ipa-best-of-the-best/


Page | 8

INSIDE Public Accounting’s INSIDER E-News Updates

Sign up for INSIDE

Public Accounting’s IPA

INSIDER, complimentary

e-news updates straight

to your inbox, to learn

about the latest mergers,

partnership issues and

breaking news from top

firms across the nation.

http://insidepublicaccounting.com/e-news-update/

http://insidepublicaccounting.com/e-news-update/


Page | 9

Celebrate Your Success

If your firm receives any of the many IPA accolades, or is

featured in a newsletter article - CELEBRATE.

For a nominal fee you can receive customized reprints

with unlimited publishing rights to distribute to clients,

to use in marketing materials, recruiting and more.

SAMPLE REPRINTS


Page | 10

Who’s Behind INSIDE Public Accounting

Kelly Platt, MP of INSIDE Public Accounting and partner in The Platt Group, has worked within the profession since 1994 and has developed a deep understanding of the inner workings of CPA firms. A co-founder of AccountingWEB.com, Kelly currently directs all aspects of IPA’s Annual Survey and Analysis of Firms and the monthly IPA newsletter. Email: [email protected]

Mike Platt, MP of The Platt Group, has been working with firms since 1985. As a past executive of two accounting firm associations and co-founder of AccountingWEB.com, Mike has helped large local and regional firms across North America grow and thrive. Mike continues to bring fresh ideas, approaches and information to firms across the globe. A sought-after presenter, Mike specializes in benchmarking trends and analysis, and partner retreat facilitation. Email: [email protected]

mailto:[email protected]

mailto:[email protected]


Page | 11

What People Are Saying

Follow us on Twitter @ipainsider

Connect with us on LinkedIn

Visit our blog blog.insidepublicaccounting.com

“IPA provides an in-depth view of the profession. The monthly articles provide timely benchmark information, which helps to keep me and my firm up-to-date with trends and how we can benefit from the ongoing change in the profession.”

“During times of change, firms can’t get an accurate gauge of performance by comparing to years past, so tools like the IPA National Benchmarking Report are more important than ever.”

“INSIDE Public Accounting has been the leading industry source of information through its newsletter, the PRIME Symposium, and the benchmarking report for many years by providing everyone in the industry with timely news on what's happening in the industry .... from mergers to other key developments, trends, sound perspectives, future expectations and advice for sound practice management.”

"I love our profession and completely respect The Platt Group and INSIDE Public Accounting for their consistent contribution to make our profession better. I consistently refer firm leaders to the IPA benchmarking report and appreciate the in-depth reviews and analysis of data from firms across our profession."

Contact Us

The Platt Group INSIDE Public Accounting

4000 W. 106th St., Ste. 125-197 Carmel, IN 46032

(317) 733-1920 O (317) 663-1030 F

Visit us on the web at www.insidepublicaccounting.com

[email protected]

https://twitter.com/ipainsider

https://www.linkedin.com/company/the-platt-group-inside-public-accounting

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