Join our community by subscribing to the Boomer Bulletin, and our articles will be delivered monthly right to your inbox.

What would happen if you had to stop working tomorrow? Would your roles and responsibilities within your firm transition seamlessly? Or would there be utter chaos? We spend a great deal of time talking and thinking about the need to develop the next generation of leaders at the top of the firm, but what about all the other critical areas of the firm beyond the partner group? Technology, human resources, training and learning, marketing... the list goes on. Are you paying at

Every firm leader wants to enhance their firm’s operational efficiency.

Process improvement has been on my mind recently, as Boomer Consulting, Inc. is embarking on a comprehensive process improvement project....

Compensation—particularly partner compensation—often leads to considerable debate in most firms. The discussion has only become more complex with the addition of non-equity and non-CPA owners. Most firms created their existing compensation model when the firm was small, the profession was less commoditized, labor was abundant and they relied on technology much less than they do today. In that environment, compensation was traditionally based on stock ownership and book of bus

Practically every accounting firm partner I know complains about wasting time in meetings. I suspect this is because many, if not most, meetings in an accounting firm are poorly managed. Improving meetings in your firm can increase performance and focus on solving issues rather than just discussing them. Discussion is essential, but resolution is what differentiates high performers. Some of the tips I provide you may already know. But the question is, are you practicing them?