Management Consulting to Move Your Practice to the Next Level and Beyond

Every accounting practice faces its own unique challenges. These can include stagnant growth, poor profitability, too few clients, and inefficient staff who fail to operate as a team. As such issues escalate, they not only block the potential of the practice, they impact the practice owner’s motivation and quality of life.

In business for over 30 years, Sterling knows the confusions, stress and inefficiencies that can slow down a practice. The Sterling program identifies the exact issues which need to be addressed and remedies them with customized consulting, management courses and regional workshops. We’ve shown thousands of CPAs how to effectively run their practices so they can do the work they love—accounting.

Find out more about the Sterling program; click here to order our free “Practice Solutions” DVD.

 

Kim Furrh, CPA

Kim Furrh, CPA

Some accounting firms have trouble getting work done and out the door on time. In my practice, we couldn’t get the work done at all.

I bought the practice in 2006 from its two owners who wanted to retire. I had been a staff accountant there and although I was a competent accountant, I had no previous experience running a business. When the partners left, the practice spiraled out of control. We couldn’t find files, we couldn’t find past returns to do current returns, and we couldn’t find the bookkeeping to do Workers’ Comp audits. It was chaos.

 

Robert Cameron, CPA

Robert Cameron, CPA

Back in 2003, the CPA practice I had opened with my partner 5 years earlier was spinning out of control. The staff suffered from “upward delegation.” That’s a term I coined for staff who do substandard work and then expect you to fix it.  We couldn’t seem to hire the right people. Due to the staff problems, I was constantly handling office matters and so we were continually behind. Tax seasons were a grind with long hours and people snapping at each other. I was constantly trying to balance the practice and my family life but was remarkably unsuccessful. My wife detested it all.

 

Rochelle Chandler, CPA — How to build a successful CPA practice

Rochelle Chandler, CPA

I started my CPA practice in 1995 with a home office and a Yellow Pages ad. Business was slow the first two years and then doubled over the next four years. However, after moving into an office space and hiring too many staff who did too little, my expenses outpaced my revenues.

 

Carlos Tanner, CPA

Carlos Tanner, CPA

In 2002, I made partner at the CPA firm where I had been working. By 2003, I was burned out. The practice was disorganized and inefficient. All instructions between the staff were verbal which caused mistakes and added to the confusion. Additionally, everything had to be reviewed by my partner which slowed our turnaround time. Although we did quality work, we acquired fewer clients as time went on. Working 80 hours per week, the stress was enormous. I had a baby at home whom I never saw and a very unhappy wife.