Last week I chronicled my battles with the climate and walking
distance during the AICPA ENGAGE conference in Las Vegas, of which I’m
admittedly still recovering. During the four-day confab, I received a voice
mail from a firm that unknown to me was less than a mile from my office.
The owner, an affable man in his late 50s outlined what
he thought he needed to get his practice where it needed to be and despite
having no one on his bench to assume control and the fact that he wanted to
work just five more years full time he had the perfect solution – acquire a smaller
firm with young CPAs.
Ah, yes! I told him he had determined the best strategy
to right his firm. Now, I said instead of engaging me to help, he’d have more
success not to mention less expense, just rubbing the magic lamp and waiting
until the genie appears.
It took him a while to get the joke which was not a good
sign.
So, I painfully went through chapter and verse of a
speech I’ve given perhaps 300 times since I came aboard this company. I
explained that if regional firms generating 20 times his revenue were having
trouble hiring, what makes him think his firm would be a sudden magnet for
talent?
He wasn’t done.
His alternative solution? Merge with a similar sized
firm.
Now mind you he had at least two CPAs in the firm who
were older than him. So, I asked the uncomfortable question of where was the
capacity going to come from to replace his two older workers when they stepped
back from full time? Not to mention the possibility that a merger partner may
have folks who were going to exit within two or three years as well.
Then I explained in simple terms he’d basically be
doubling his problems.
He nodded politely in the way someone does when they
agree with exactly nothing, you’ve told them.
He promised to keep in touch, which over the years I’ve learned
is business-speak for “don’t call us we’ll call you.”
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