There are a multitude of personal financial planning business models you can implement. The one you choose is what works best for you, your practice and your clients. A panel of successful practitioners in the most common business models in the CPA profession will share how they built their practice to provide the highest value for clients while also running a successful business. This session will cover the following topics: * Introduction of the panelists * The benefits, challenges and best practices of the various business models — helping you identify the best structure for your practice and clients * The economics behind getting this service off the ground and what to expect in terms of revenue along the way * How they charge for these services and compensate partners and staff * How they converted tax clients into PFP clients * The psychological side of providing these services * How and why they chose their investment business model and how they successfully implemented their strategy * How to seamlessly integrate the CPA and RIA sides of the business * How they manage resource needs, including staffing and outside experts * Options for gaining help from 3rd parties (RIA firms, and other advisors) to assist in your efforts * Increasing the value of your practice by adding financial planning - succession plan/future sale * Growing your business through marketing * Holding effective virtual client meetings

Continuation of session one... There are a multitude of personal financial planning business models you can implement. The one you choose is what works best for you, your practice and your clients. A panel of successful practitioners in the most common business models in the CPA profession will share how they built their practice to provide the highest value for clients while also running a successful business. This session will cover the following topics: * Introduction of the panelists * The benefits, challenges and best practices of the various business models — helping you identify the best structure for your practice and clients * The economics behind getting this service off the ground and what to expect in terms of revenue along the way * How they charge for these services and compensate partners and staff * How they converted tax clients into PFP clients * The psychological side of providing these services * How and why they chose their investment business model and how they successfully implemented their strategy * How to seamlessly integrate the CPA and RIA sides of the business * How they manage resource needs, including staffing and outside experts * Options for gaining help from 3rd parties (RIA firms, and other advisors) to assist in your efforts * Increasing the value of your practice by adding financial planning - succession plan/future sale * Growing your business through marketing * Holding effective virtual client meetings

* Determine whether you have or will cross the line when providing investment advice, so you know when or if to register as an investment adviser * Investment advisory business model options and pros and cons of each * Registration process * Regulatory oversight * Compliance programs * Determine whether you will cover your compliance needs or outsource * Hot topics (social media rules, custody, etc.) * Protecting your practice with insurance * Q&A

* Review engagement activities as defined by the _Statement on Standards in Personal Financial Planning Services, No. 1_ * Discuss methods to identify your ideal client and secure the PFP engagement * Determine how to price the PFP engagement * Walk through how to structure typical client meetings included in the PFP engagement: * Initial complementary consultation and data gathering * Creation of Statement(s) of Financial Position and Cash Flow * Estate planning * Risk management planning * Investment planning * Retirement/Financial independence planning * Planning for ancillary services like education and elder planning

* Core technology offerings to consider (financial planning software, client relationship management software, document management software, etc.) * Major industry trends * Emerging technologies

GROUP 1 Dirk Edwards, CPA/PFS, JD, Edwards Bradley PC, Lake Oswego, OR * Clients include entrepreneurs, executives, and high-net-worth individuals and their families; offers integrated personal financial planning and tax compliance services Susan M. Tillery, CPA/PFS, President & CEO, Paraklete Financial Inc., Kennesaw, GA * Fee-for-service integrated financial planning without asset management or product sales who builds a team of advisers and offers a multi-family office approach Brooke Salvini, CPA/PFS_, _Principal, Salvini Financial Planning, San Luis, Obispo , CA * Registered investment adviser firm that offers fee-only, hourly and retainer, objective advice with a focus on estate, retirement, tax, investment, and risk management planning GROUP 2 Scott Sprinkle, CPA/PFS, CGMA, CFP, Sprinkle Financial Consultants LLC, Littleton, CO * Family office/high-net-worth client model providing tax, financial planning and investment advisory services with fee-only compensation David Stolz, CPA/PFS, CFP, Stolz and Associates P.S., Tacoma, WA * Registered investment adviser firm that offers fee-only, hourly and retainer financial planning and asset management with a focus on high-net-worth couples and divorcees GROUP 3 Jean-Luc Bourdon, CPA/PFS, Principal, Lucent Wealth Planning LLC, Santa Barbara, CA * Fee-only independent firm affiliated with a Turnkey Asset Management Provider (TAMP) offering financial planning and investment management services Theodore Sarenski, CPA/PFS, CFP, AEP, President/CEO, Wealth Manager, SageView Advisory Group, LLC, Syracuse, NY * Experience selling a business and providing PFP services in multiple firms with a fee-only focus on investment management and financial planning

INTERACTIVE WORKSHOP - INCLUDED IN YOUR ALL-ACCESS PASS. More information coming shortly...

INTERACTIVE WORKSHOP - INCLUDED IN YOUR ALL-ACCESS PASS. More information to come...

_Graduates from the workshop will share their progress since they participated in this workshop. _ Moderator: Theodore Sarenski, CPA/PFS, CFP, AEP, Wealth Manager, SageView Advisory Group, LLC, Syracuse, NY_ _

INTERACTIVE WORKSHOP - INCLUDED IN YOUR ALL-ACCESS PASS. More information coming shortly...

INTERACTIVE WORKSHOP - INCLUDED IN YOUR ALL-ACCESS PASS More information to come...

You will learn how panelists communicate with clients, structure their meetings, and deliver & present planning ideas to clients in the areas of retirement, estate/charitable, investment, risk management/insurance planning.

This final session will offer practical advice from the experts and will help you take the next steps based on what you have learned over the past two days, including: * Resources, tools and learning integral to success * Pressure points to be aware of as you make decisions forward * Action steps to create and stay on track with your game plan * Their one best piece of advice

This final session will offer practical advice from the experts and will help you take the next steps based on what you have learned over the past two days, including: * Resources, tools and learning integral to success * Pressure points to be aware of as you make decisions forward * Action steps to create and stay on track with your game plan * Their one best piece of advice

This comprehensive CPA Firm technology update will focus on leading accounting production best a practices backed by the latest CPAFMA IT and Digitally Driven benchmarks, as well as innovative new applications challenging the status quo. Roman will provide specific production optimization recommendations gleaned from his experience as an outsourced lean six sigma consultant and technology partner. Roman will also highlight trends in cloud, collaboration, and cybersecurity, along with a glimpse into future disrupters that are already changing the accounting profession.

Learning Objectives:

• Learn about latest CPA Firm trends, technologies, and potential disrupters that firms should be implementing.
• Learn about practical applications and production processes that are optimizing CPA firm production today.

Many of us hire for the traditional roles we have open in our organizations.  Tax Managers, Audit Seniors, Staff Accountants, and the like have become regular routine job descriptions that we regularly fill. Still, when leaders are asked to define what they are looking for, terms like leadership, relationship manager, customer service, salesperson, delegator and communicator are often part of the conversations.  Which is easier to make, a technical accountant or great listener? and, which is your firm better at training? 

Learning Objectives:

• Learn how to evaluate your hiring practices to emphasize the hire of different types of behaviors.
• Learn about alternative to traditional hires (like accounting, finance and economics) that would make fabulous future CPAs.
• Learn about how to tailor acquisition techniques to fill open behaviors or job skills that are necessary and needed for succession.

Most firm leaders agree they don’t have enough people to properly serve the number of clients they have. Instead of getting rid of clients to solve capacity problems, let’s talk about revenue replacement. In this session, we will discuss how to:

• Identify Your Target Client(s)
• Packaging Services
• Develop a Business Development Process
• Message Your Offering in a Compelling Way
• Attract Leads Using a Marketing Strategy
• Manage the Client Intake Process

One-third of the partner group thinks it's perfectly fine to continue into 2023 and beyond with a virtual environment.  They are poised and love working from home.  Another group thinks the hybrid model is best; they get to interact with staff and balance in-person and off-site meetings.  And still, there is a wave of partners that have a heavy influence in encouraging staff to return to the workplace.  You are charged with making sense of it all and being the leader to get them all to co-exist.  How are you managing it?   

Learning Objectives:

• Learn about change-management theories and how to overcome fear in transition.
• Learn about organizational development and aligning business goals with staffing trends.
• Learn about your own ability to influence and manage up to a better firm for all.

Firm administrators and young partners alike often feel powerless when persuading other firm leaders. They are frustrated because their leaders won’t accept their perspective or appreciate their point of view. They don’t seem to listen.

This presentation will focus on how to influence others, especially those who hold positional power. Using the science of human motivation and behavioral economics, you will learn and see demonstrated the various skills and techniques you can use to interact more effectively with those in positional power.

Learning Objectives:

• Expand on the fundamental dynamics that have changed
• Use Career Development discussions to motivate performance
• Observe live demonstrations of the skills presented

Firm administrators and young partners alike often feel powerless when persuading other firm leaders. They are frustrated because their leaders won’t accept their perspective or appreciate their point of view. They don’t seem to listen.

This presentation will focus on how to influence others, especially those who hold positional power. Using the science of human motivation and behavioral economics, you will learn and see demonstrated the various skills and techniques you can use to interact more effectively with those in positional power.

Learning Objectives:

• Understand the dynamics of personal and interpersonal power
• Learn about how people are influenced
• Apply various techniques to specific situations

Have you heard the tale of the founder who wouldn't retire? Or the one about two partners who provided very different levels of value to the firm, but retired with the same buyout? The lateral-hire partner who spent little time working and a lot of time gambling with the firm's money? The firm deadlocked on any initiative due to unanimous voting or management by committee? Join us for these troublesome tales of partnership matters gone wrong, and learn how you can avoid their fate. In this session we'll cover: 1. The surprising and significant ways that CPA firms have created problems by having poor partnership or operating agreements. 2. The good intentions behind their original agreement terms (or lack of). 3. How a partner agreement is not only an important legal document but serves as a blueprint for firm governance. 4. Recommendations for action so you can tell a tale of success about your firm.

This presentation will explore why there is an M&A frenzy taking place in the profession. Specifically, it will look at how to analyze the cultural, strategic, and economic fit for both the buyer and seller. The session will also discuss the best practices of setting up a structured process and will address the most often made mistakes and pitfalls that can take place in a merger or acquisition.

Get an update on initiatives the 5 key stakeholder groups that impact the accounting pipeline have under way and learn about how you can help drive interest in accounting.

Progressive firms well on their way to becoming a destination workplace are positioning as having somethings special -- a single wow factor they can offer to talent and/or clients. These firms are positioning on WOW strategies like “we don't keep time at our firm,” or “no one here works over 40 hours,” or “we are a truly flexible anytime, anywhere workplace,” or “we are a deep learning organization,” or “we are SO FUN.” Attend this session to learn more about firms on the leading edge of talent attraction and understand how you can be there, too.

Staffing continues to be a challenge for most firms creating capacity issues with the potential to cause burnout, decreases in client satisfaction and stagnant growth. So how are firms addressing the issue? One strategy is formally evaluating clients and creating strategies to transition clients out of the practice. Client base right-sizing, or client culling, is an effective way to restructure workloads and enable your people to do more for existing clients—but it’s an endeavor not to be taken lightly. Transitioning clients out of your practice can create opportunities to grow (addition by subtraction), but must be handled with intention and expert communication. This session will offer attendees and process to evaluate existing clients, transition strategies to move them out of your practice and tools to support the process. We’ll also explore resources available from the PCPS to help.

As firms transition to delivering more advisory and consultative services, the focus on client experience is more important than ever. As firms struggle to recruit and retain enough quality staff, the focus on employee experience is more important than ever. While at face value client experience and employee experience could be viewed as two competing priorities, the reality is there is a strong relationship between the two.

It’s common to focus on “what else” firms should do to maintain their relevancy and thrive as the profession rapidly evolves. But sometimes moving forward isn’t about what we add, but what we subtract. What processes and mindsets does your firm potentially need to unlearn to thrive? This session will explore five common areas of unlearning firms should examine right now in order to foster a sustainable and healthy organization in the future including random acts of marketing, “dabbling” in services, putting clients first and others.

Living your brand today requires more than a pretty logo and words on a screen. It requires know what your brand is and ensuring you deliver on that experience. In this session, we explore how to bring your brand to life and build and map your client experience. We’ll cover how to articulate and build client experience standards and an onboarding process for your firm.

Employers understand that six key motivators impact employee recruitment and retention. This presentation will highlight why top talent stays at one firm and outlines low-cost, medium-cost, and long-term recruitment and retention strategies. The presenter will detail how these recruitment and retention strategies specifically apply to women in the workplace.

Fewer people are sitting for and passing the CPA exam. Baby boomers continue to retire. Accounting enrollments are down materially at many Colleges and Universities. As the war for talent continues to rage at all levels in the Profession, concerns about the availability of entry level talent are growing more acute. This session will explore the status of the Pipeline Challenge and offer practical recommendations and strategies to help identify and recruit the next generation of CPA's.

Learning Objectives:

• Identify the current extent of the Pipeline Challenge.
• Recognize how traditional recruiting approaches may need to evolve to respond to the current environment.

Are you taking steps to ensure your firm isn't taken down by a lawsuit or cyber attack? In this session we'll explore some of the lessons we can learn by looking at real professional liability claims and how they could have been mitigated.

Building and sustaining professional relationships is critically important to the long-term success of any CPA or professional services firm. This session will explore practical strategies for building Firmwide competencies in this area and leveraging one of your Firm's most important assets that is NOT reflected on your balance sheet. It will also address how to develop a strategic focus that will help embed a focus on relationships into the DNA of your Firm.

Learning Objectives:

• Recognize why relationships may be your Firm's most valuable asset not reflected on the balance sheet.
• Identify techniques to optimize the benefits of the Firm's collective relationships.

Accounting is a Profession that involves constantly meeting deadlines and often working overtime. This can result in sustained pressure and stress and lead to partners and employees feeling overwhelmed. Many accountants suffer burnout, and the consequences can be extremely negative for a Firm, its employees and its clients. This session will address the challenges of Burnout and offer practical strategies to avoid it and/or minimize its impact on your Firm.

Learning Objectives:

• Identify the causes and implications of burnout.
• Recognize proactive techniques to avoid burnout.

Understanding how and why people make decisions is a very difficult concept to grasp. Furthermore, influencing one’s decision-making can be even more challenging. In the business world, building connections and influencing decision making is key for the success of any firm. This interactive workshop teaches numerous best practices that can be utilized every day: with clients, your team members, and your professional colleagues.

The drivers for considering a business-model change are many: buyers viewing us as a commodity vendor; new competitors from outside public accounting; fewer entrants to the profession and difficulty retaining those we have; burnout and waning passion for the work, to name a few. Whatever a firm’s reason, change is hard. This session is equal parts how to transform and how to begin pricing differently. A firm’s revenue model is just one of nine elements of the total business model, but it makes sense begin with it because four generations of firm leaders relied on the hours X rates revenue model to drive behaviors (hours = rewards). Unfortunately, we’ve also gone to market attempting to touting “time” as our value proposition—a flawed approach that never resonated with buyers and doesn’t align with client success. We increasingly see that our time spent has no relationship to our real value as we get faster (automation) or add new high-value advisory services. If you agree our old pricing approach needs to change, but aren’t sure how to begin, this session provides a path.

Gather with your peers to share best practices to face common practice management challenges. You'll network with a community of small firm practitioners and identify resources to help you succeed.

Public Accounting thought leaders Al Anderson & Michelle River come together to cover specific tactics for defining and pricing audits in light of emerging trends. Emphasis on merging subscription-based pricing with the concepts of "continuous audit," improving the value and usefulness of audit products, and re-energizing CPA passion for our profession. Topics include: expanding the client's perceived value of audit-related work, defining scope parameters and creating service tiers, holding clients accountable for being ready on time, strategies to address capacity constraints and elevate passion for the work.

Thousands of CPA firms today are in the midst of executing succession plans, of which the main component is the mentoring of younger professionals by senior partners. Getting new partner development right is key to both continued firm growth and being able to make retirement payments on schedule. If your firm needs a better process, criteria, or plan to bring in new partners we’ll share 10 best practices you can’t ignore, including: 1. How to define and communicate the criteria to become a partner at your firm, and what the process looks like. 2. Specific mentoring techniques that accelerate future partner development. 3. Tactics to retain and engage partner candidates as they move into a leadership role (hint: it’s not all about dangling the promise of higher income).

This presentation will explore why PE has entered the profession; how deals are structured; what the CPA firm look for in a PE firm; what PE firms look for in CPA firms; qualifications to be a "sponsor" firm vs. a "tuck in" firm.

This panel will discuss how to go about creating an innovation mindset within the firm. Technology plays a key role in driving that mindset and once that happens anything is possible in growing an advisory practice. You’ll hear from two panelists that will share their real world experiences from the land down under and from Jim who will share his experiences from visiting with firms around the globe. You’ll quickly connect the dots and realize that technology is the global language, helping to fuel innovation and the growth in advisory around the globe!

Mergers are a terrific growth opportunity for firms, but one of the greatest contributing success factors is communication. Overlooking your communication strategy can have a negative impact on your people and may also give your competitors a window to disrupt your client relationships. In this session we’ll help participants build a plan to communicate with the 10 primary audiences they need to consider and how to send each the right message(s) at the right time and how to set expectations for stakeholders’ relationship with the new firm.

Organic revenue growth is an evergreen topic and being in sync with market conditions is the key. Today the fish are jumping in the boat, so managing organic growth is all about focus and being selective. Be prepared to discuss cutting edge ideas about sustaining high growth.