Category: Career Center

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Big 4-Bound Associate Needs Rainmaking Tips

Welcome to the we’ve-already-checked-out-for-the-week edition of Accounting Career Conundrums. In today’s edition, a Big 4-bound associate is looking for some rainmaking opportunities as a young up-and-comer. Is this typical young grasshopper idealism or can this young man be helped?

Need some career advice? Recently been let go and want some ideas on how to go out on top? Looking for an interpretation of the latest message from your firm’s CEO? Email us at advice@goingconcern.com and we’ll translate thrning to the rain dancer:

I start with a Big 4 firm in January. I have no public accounting experience (not really counting 2 internships I had 3 years ago). I have gotten lots of advice/tips from people in the last few weeks concering advancement. “You have to be a rainmaker” to move up.

I’ve read articles (some on Going Concern) about making sure you can show your value to your employer when negotiating raises/advancement. My questions are: how can a first year staff member begin to take steps to developing their value in a firm? What can a first year do to begin to develop “rainmaking” qualities? Is it even possible to be a rainmaker so early in a career?

I imagine networking, volunteering, and getting involved are all things that I’d normally hear regarding this topic. But I’m wondering if you have any more tangible, practical advice.

Dear Rain Dancer,

Not sure why you assume “networking, volunteering and getting involved” aren’t “tangible” but those all seem like a good places to start. As for “practical,” your firm will probably give you plenty of opportunities for all of these, so again, not sure why those options strike you as inconvenient or unrealistic.

That being said, we’ll elaborate a little bit. For starters, this “rainmaker” talk is bullshit for someone in your position. Whoever is telling you this is giving you clichéd buzztalk that is frankly, useless. Advancement, at this point in your career is more about making the most of opportunities that are presented to you (networking, community involvement are good examples).

Furthermore, you’re correct to assume that it’s pretty difficult for a new associate to walk in and bring in a slew of new business. It’s a partner’s job to find new business, not yours. You can’t become the next Piet Klynveld without knowing what a tickmark legend is, now can you?

However, this shouldn’t dissuade you from looking for opportunities to build relationships with the professionals around you. Keep your eyes and ears open and build your network. You never know who will become a decision-maker and if you happen to have a good relationship with said decision-maker, you could land your firm some new business down the road.

Same goes for volunteering. If you’re helping in the community, you’re likely to meet people you wouldn’t otherwise, so this is another opportunity build your network that will allow you to shower your firm in cash in the future.

Do you honestly think you’ll can cold-call every business in town and charm them over the phone into accepting your business? Even if you did have them doing back flips on the other line, they’ll strike the deal with a partner at the firm, not you. If you’re lucky, you’ll get a nice little bonus for making the introduction and while that shows initiative that hardly makes you a “rainmaker.”

At this stage in your career, being involved in social activities at your firm, building relationships with clients and co-workers and having a good attitude will help you advance. Oh, and it helps if you know something about your given line of business (audit, tax, advisory).

Building those relationships (and being of capable intelligence) will give you the chance to bring some business to your firm. Then you can get all Pacman Jones on everybody.

Former Business Journalist Needs Help Becoming the Next Great Forensic Accountant

Welcome to the christ-is-it-next-Wednesday-yet edition of Accounting Career Couch. In today’s edition, a former business journalist is looking to get into forensic accounting. How on Earth can you do that?

Need help with your next career move? Want some advice on an awkward confrontation? Looking for a loophole in your firm’s dress code so you can show off your fantastic gams/guns? Email us at advice@goingconcern.com and we’ll recommend what to say/wear.

Back to Mikael Blomkvist:

I’m in my earr worked in accounting. I have a B.A. in liberal arts and am currently enrolled in a Masters in Accountancy program. I formerly worked 10+ years as a business journalist, during which I learned a fair amount of basic accounting and financial statement analysis. I especially enjoyed investigative business journalism, which led me to get a PI license and a CFE designation and work as a freelance fraud investigator for several years. But I quickly saw that I needed a CPA license and real-world accounting experience to command decent fees.

Once I get my M.Acc., I’d like to get a job in forensics at a public accounting or consulting firm and starting working toward the CPA. I know exactly what I want to do: forensics, and even more specifically, fraud investigations. I’d rather not toil in entry-level audit and try to worm my way into forensics if I can avoid it.

My questions are myriad. For starters, am I too old to do this? (Yes, I’m a married parent, have paid dues before, don’t mind paying them again as a career-changer.) Where should I apply? Would the Big 4 even be interested, or should I concentrate only on specialized/regional firms? Would I have more luck going the entrepreneurial/sole proprietor route than trying to get a firm to hire me? Will investigate for food. Anything helps, even a smile.

Dear Blomkvist,

Let us just start by saying two things as it relates to the age question: 1) it doesn’t mean shit and 2) it’s irrelevant at this point. Judging by your actions you’ve already made up your mind and you’re just looking for a little confirmation.

Now, then. As far as where you should apply – Big 4 is an option but not a great one. They have forensics practices obviously but getting your foot in the door can be tough as the groups are small and positions are hard to come by. That being said, it won’t hurt to get in touch with the experienced-hire recruiters at the major firms in your area to see if there are openings. You’re certainly a better candidate than someone internal that has no investigative experience and wants to get into forensics for the hell of it. A little pavement pounding could turn up a great opportunity.

That being said, it seems to make more sense to seek out opportunities at boutique or small firms in your city. You will likely get the opportunity to meet the owner(s)/partners of the practice who will probably value your experience as an investigative journalist. Someone like Tracy Coenen would be a good example of an expert that could take you under their wing and show you the ropes (assuming they need someone).

As far as starting hanging your own shingle, it’s an option but you’ll eat what you kill. Are you prepared to live that way? Is your family prepared to live that way? Conversations need to be had. You may be able to lend a hand to other forensics specialists to get your feet wet but it will be a tough sell to land your own clients for quite awhile.

You’ve got the investigator’s instinct and presumably the iron-clad balls that Sam Antar insists are a must and that cannot be taught. These intangibles are extremely valuable and should be a major selling point no matter what path you choose. Skål!

How Do You Handle Workplace Confrontations?

The following post is republished from AccountingWEB, a source of accounting news, information, tips, tools, resources and insight — everything you need to help you prosper and enjoy the accounting profession.

As professionals, we face this more often than we like. It makes us uncomfortable. It stirs up lots of emotions and feelings. It distracts us and can make us significantly less productive. What is this thing? It is workplace confrontation. As much as we may try to avoid it, or pretend it does not exist, workplace confrontation is real and as professionals, we need to know how to deal with it effectively.

In our digital and global world, workplace confrontation increasingly takes place through e-mail. I suspect this is occurring for two reasons:


1) It is easier to hide behind a digital cloak and say things you would not otherwise say to someone’s face in an e-mail, and

2) In a global world, people may not have the opportunity to talk face-to-face with many of their co-workers.

Even though confrontation has gone digital, it does not mean dealing with it becomes less important or easier. If anything, dealing with it becomes more important and difficult.


To shed some light on how to deal with this issue, I will give you an example of a conflict I faced recently via e-mail with a coworker who worked in a different state and who I had never met. My coworker was upset that I had sent him an incomplete reconciliation and felt I was trying to hand work off to him. He was not subtle in his feelings. In my initial e-mail, I had been kind in explaining that I was only trying to meet a deadline and the reconciliation was incomplete due to information lacking on his end. I asked if there was a justifiable reason for the information to be lacking. Because I knew my coworker was extremely organized, I had no reason to believe that he had overtly not done his job. What I did next is what I think will help you the next time you face workplace confrontation.

Upon receiving his angry e-mail, I stepped back from the situation so that I would not respond rashly. I then took the e-mail to my supervisor for guidance on how he thought I should respond. I incorporated his advice and wrote an e-mail that spoke to the facts and ignored all emotion from my coworker’s e-mail. By doing this, we exchanged a few more e-mails that ultimately allowed us both to learn about some weak links in our process that we were able to shore up.

I do not claim to be an expert on workplace confrontation, but I do believe the above tactics work in diffusing confrontation, whether face-to-face, on the phone, or through e-mail. The most important thing to keep in mind when responding to your coworkers is to try to understand where they are coming from and then shape your response in a way that either makes them see you are on the same team and/or how they stand to benefit if they step back and work through the problem in a constructive manner.

In my situation, I met my coworker face-to-face for the first time a few weeks after our confrontation, and we had an extremely productive week of work together. Our relationship has strengthened through this confrontation and we can now move forward working productively with each other. I welcome your comments on what you have done to diffuse workplace confrontation. What tactics have worked well for you? Not so well?

Senior Manager Needs Help Enforcing the Short Skirt Policy

Welcome to the one-more-week-until-a-half-day edition of “I’m an accountant and I need you to fix my problem.” In today’s edition, a senior manager has a new associate who is bouncing between firm-approved and firm-unapproved skirts. The extra skin has gotten some attention and the SM has already given the associate a vague warning. What’s next?

Caughte at work? Need advice on how to behave around a monarch? Looking at some jail time and need some ideas on how to spend your final days outside? Email us at advice@goingconcern.com and we’ll make sure you’ll behavior is acceptable/memorable for your respective situation.

All right then, enough skirting the issue:

I am a Senior Audit Manger. “Danica” is a newly hired audit staff. I am not “Danica’s” mentor. Technically “Danica” is about average. Unfortunately, “Danica” wears skirts six to seven inches above the knee. The firm dress code is three inches above the knee.

When she interviewed and for her first two weeks her presentation was excellent, nicely tailored three inches above the knee or a pants suit, nice hair and make-up. I know this a not lack of knowledge or a lack of funds to purchase a work wardrobe. In week three, when the short skirts first appeared, I called her into my office explained that accounting was a conservative profession and regardless of what our clients wore they expected us to be dressed professionally. I also explained that it was just as important she dress conservatively in the office as she could be sent to a client at anytime and the partners form an opinion of her when she is in the office. I did not explicitly mention the length or her skirts. The following two weeks she dressed correctly again and I patted myself on the back for effectively counseling a nice young staff member.

Two weeks later the short skirts were back again. Since that time one client made a negative comment as “Danica” walked past the conference room. Two other staff have asked me if new staff received copies of the dress code.

We spent a lot of money putting her through training. I would like to salvage “Danica’s” career if I can. I personally like her. I don’t think it is too late. In a few months people would chalk it up to poor judgment by a new staff member; not much worse than posting drunken photos on their facebook page. If she corrected her dress between now and the end of Decmber, then I could staff her on my jobs during busy season. However, I don’t want to open the firm up to a discrimination lawsuit if she takes this the wrong way.

What if anything do I do next?

Dear Fashion Police,

Being a proponent of fantastic gams, this particular issue may cause our thoughts to drift but we understand that you have a problem and we’ll do our best to stay objective here.

Judging by the timing (short skirts are appearing every two weeks) it’s possible that the young lady’s wardrobe is of the size that the shorter hems are simply appearing in their usual spot of the attire rotation. Your sit-down in week three sounds a little ambiguous and it appears the associate’s did not get the point of your little chat.

The fact that others have noticed is cause for concern (unless the associate is campaigning) and it may be time for another chat. This time reference your firm’s dress code rather than explain that accountants are expected to “dress professionally.” Ask the associate if has questions and allow them to communicate their feelings on the situation. You need to avoid any confusion on situation, otherwise you’re just compounding the problem.

The risk of a discrimination lawsuit is minimal** based on the fact that you have an explicit policy that all employees must follow. Danica is a new associate and this is a blip on her career so nip this issue in the bud and everyone will move on quickly.

**DISCLAIMER: I’m not a lawyer but, come on. There’s a policy!

How CPAs Keep the Holiday Season Productive

The following post is republished from AccountingWEB, a source of accounting news, information, tips, tools, resources and insight — everything you need to help you prosper and enjoy the accounting profession.

The holidays: a nice, quiet time of year to enjoy with friends and family, while methodically preparing for the upcoming year and a busy tax season. The only problem is very few of us can afford to take off six weeks between Thanksgiving and the New Year, let alone reduce our contact with customers and clients.

We interviewed a number of CPA firm leaders, from sole prs at large firms, to get their take, advice, and best practices on how to best spend time during the holiday season, while effectively planning for the upcoming year.


Communicate and get face time with clients

The welcome lack of immediate deadlines and calm before the tax season storm provides a great opportunity to get in touch with your clients.

“Every year I tell my clients that the holiday season coincides with the upcoming tax season, and that it’s a good time to get in touch and see where things are financially,” said Mark Eiger, CPA, a New Jersey-based accountant. “One thing you don’t want after Christmas is an April 15th surprise!”

Gail Rosen, CPA, recommends an e-mail communication.

“During my downtime, I like to use the software package Constant Contact to send e-mail updates to clients, contacts, and friends. For example, one update every tax practitioner should consider sending this year is a reminder to their clients that they only have until December 31 to do a Roth conversion without income limits and with the option of spreading the income over two years for tax purposes,” Rosen said.

“The last issue you want is clients who are upset that you haven’t informed them of all their options – and the deadline now has passed. I find that when I send this e-mail update, many people reply back. This exchange creates business opportunities I otherwise would not have had,” she said.

Michael Cecere, a partner at Gray, Gray & Gray LLP, hits the road to get some face time with his clients.

“The holidays can actually be a pretty intense time period with a lot of face-to-face meetings,” Cecere said. “It’s a bittersweet time because we’re busy now, and busy after!”

Stay aggressive on business development

‘Tis a great season to be focused on marketing and networking, recommended James Guarino, a partner at Moody, Famiglietti & Andronico, LLP. “This time of the year, we’re always meeting with clients and networking with our contacts, getting out into the public, and letting people know that we’re available if and when we’re needed.”

Cecere agrees. “The business development element never stops – it can’t take a back seat. We continue to attend networking events, conferences, seminars, and set up meetings. In addition, more companies are back to hosting holiday parties, so we’re becoming busier attending our clients’ parties.”

Self-improvement, continuing education

Most accountants agreed that the relative calm of the holiday season provides a good opportunity for conducting evaluations, performance reviews, and catching up on continuing education.

“We’re continually educating our staff, so at the end of the year, we conduct a lot of in-house training,” Guarino said. “We want to familiarize them with the software and tax systems they’ll use during the upcoming tax season.”

His firm, and others we spoke with, also dedicates a significant portion of time during November and December to evaluations and performance reviews.

Review of tax law

Guarino’s team also makes it a point to review current-year tax law and proposed tax law. “Clients want to know how to improve their tax situation – both for current and future years,” he said.

Steven J. Elliott, tax director at Schwartz & Company, LLP, does the same, saving “time for major tax planning opportunities for both business and individual clients in order to best advise them about year-end tax payments and other planning items, such as minimum IRA/retirement distributions, Roth IRAs, stock trading activity, and more.”

Recharge your batteries

Historically, the holiday season was a time to enjoy with loved ones, and generally chill out a bit; but that’s easier said than done in 2010.

“It’s tougher to disconnect now than ever before,” said Cecere. “Times have changed now that we’re plugged into e-mail 24/7. It’s a never-ending cycle because you’re always connected; the higher up the ladder you go, the greater pressure you’re under to respond quickly.”

Guarino’s firm makes it a top priority to remove as many obstacles as it can to enable employees to recharge their batteries. From October 15 until the beginning of December, they make it a point to take time off to reenergize.

Elliott agrees with this strategy. “Best of all, it’s a time when more family time/vacation can take place in and around the special projects. We need this time to recharge the batteries for the next busy season. And, although it is usually a quieter time, there is always something to do!”

How do you handle customer and client activity during the holidays, and what does your firm do to renew and energize its employees? Send me a note and I’ll tweet your responses on the Chrometa blog.

About the author:
Brett Owens is CEO and co-founder of Chrometa, a Sacramento, CA-based provider of time-management software that accurately records and reports back how you spend your time. Previously marketed to only the legal community, Chrometa is branching out to accounting prospects. Gains include the ability to discover previously undocumented billable time, saving time on billing reconciliation and improving personal productivity. Owens is also a blogger and founder at ContraryInvesting.com, as well as a regular contributor to two leading financial media sites, SeekingAlpha.com and Minyanville.

Do I Have Public Accounting Burnout?

Good morning and welcome back as we return with another accounting career quagmire. In today’s edition, an experienced associate at a California regional has a bad case of burnout and is weighing some options – including the IRS.

Caught in a dicey situation at work? Want to incorporate your love for your firm on your vanity plates but need some suggestions? Have some extra money to throw around and need help with ideas on how to best use it to your advantage? Email us at advice@goingconcl make sure you spend it wisely.

Back to the burnout at hand:

I am a second-year associate at a regional firm in California and I am considering getting out to go somewhere else, but I’m not sure where. I’ll start by saying that I have some big issues with the way the firm is run and I don’t trust anyone except for people in my office and maybe two people in the main office. Multiple people in my office have recently notified the firm that they will be leaving including multiple staff, a manager, senior manager, and a partner. Most of them are leaving due to the frustration related to the way things run around here. The partner and managers were basically rendered powerless by the CEO and main office for the entire time they were here and I think the growth of our office has suffered because of it.

I don’t have my CPA license and I’m not sure I care about it anymore, but then again, I’m not sure if working here has just beat me down to the point where I am pessimistic about the rest of my life spent in accounting. I do somewhat enjoy auditing, but I feel I would be better suited for forensics or consulting, a path that I inquired about at my current firm to which I received a reply similar to “not if you want to keep your job”. Could the grass be greener at another accounting firm? I had a good amount of personal interaction with the partner, but I am not sure it’s enough where I could ask him if he wants to bring me along when he jumps ship and swims to his new firm. Or should I be looking for a larger, more well-established firm with more interesting clients?

That being said, I’m pretty burnt-out and not even sure if I want to stay in public accounting. I don’t want to go private at this point, but might instead want to go work for the IRS. My brother is a revenue agent, enjoys it, and said he’d keep his ears open for job opportunities. It seems like it is less frustrating, fairly interesting work that fits into my more investigative mind-set. So could the better hours, more centrally located audit locations, great benefits, and lot’s o’ federal holidays be worth making the switch?

Thanks for your help,

Big-Time Burnout

Dear BTB,

Autocratic management? A quasi-exodus? Your professional interests are meaningless? How you’ve managed to last two years in this joint is nothing short of miraculous. How the firm convinced you to take the job in the first place is also a mystery but let’s focus on the future shall we?

From the sounds of it, you are suffering from a severe case of burnout but we’re not convinced that it’s because of public accounting. You ask, “Could the grass be greener at another accounting firm?” and considering the fact that grass you’re currently grazing is brown and the dog shit hasn’t been picked up for weeks, it wouldn’t be hard to find a better firm. The risk is that if you do have public accounting burnout then you’re doing yourself a disservice by making another run at it when your heart isn’t in it. Plus, your “meh” attitude about the CPA doesn’t do much for your prospects at another firm.

If you’re interested in forensics and consulting, the IRS may be a good route for you. Follow up on your lead and make it known that you are very interested in any opportunities. But since the IRS gig doesn’t sound like a guarantee, you should find a recruiter to help you get out of your current gig. Don’t make yourself look like you’re desperate but definitely communicate why you are looking. A good recruiter will help you find a cultural fit as well possibilities to satisfy your intellectual curiosities.

So while you’re showing severe symptoms of public accounting burnout, it’s not a clear-cut case. Your career aspirations would be best served if you could find another firm more willing to cater to your interests in forensics and consulting. If an opportunity at the IRS comes up and you’re still interested, go for it. In the meantime, take some vacation (if your firm will let you, yeesh).

Insight from the peanut gallery? Help the poor guy out.

Future Big 4 Associate Needs Help Choosing Between Commuting Hell and a Happy Marriage

Ed. Note: DWB was sober long enough today to pen this post for the Friday edition of Accounting Career Couch. If you’ve got a question for us email us at advice@goingconcern.com. We’ll dispense with further pleasantries and get right to it.

I just received three offers from two Big 4 firms in San Francisco (Deloitte and KPMG) for audit and one Big 4 firm for advisory internal audit in San Jose. I really like the idea of going into advisory but the problem is that I live in San Francisco and the advisory clients for this firm are all located around San Jose and the Silicon Valley. This would likely mean at least a one hour and 15 minute commute every day each way from SF to SJ and back againlients I would likely be working on from SF are all located within 20 minutes of my apartment in the city. Moving to San Jose is out of the question for me because my wife works in SF and I’m not ready for a divorce just yet. My question to you and Going Concern readers is should I take the advisory job despite the crazy commute or should I take one of the audit positions?

I’d still be very happy taking one of the audit positions but I’d be lying if I didn’t say that the more consistent working hours of advisory internal audit didn’t appeal to me much more than audit (no insane busy season in advisory). Much of this benefit would be negated by my much longer commute though. Also, if I choose advisory I would be likely getting reimbursed $0 for my commute since the job is based out of the SJ office and I am based in SF. Although $0.50 a mile doesn’t sound like a lot, it really does add up to several thousand dollars in missed reimbursement expenses for such a long commute (assuming 80 miles a day in reimbursable driving). Also, the advisory position pay is slightly less to begin with (approximately $1,500 less) than my audit offers. Other considerations that I am thinking about are that many people from the Deloitte office (mostly associates) have said that the Deloitte SF office is understaffed. To me this means more opportunity for advancement but also more hours of work. Also, I feel that if I started in audit I could do two years of audit and if I didn’t like it then could jump ship to advisory in SF rather than having to start at advisory in SJ and beg to get a transfer to the SF advisory practice in a year or two. So what should I do? Should the lengthy and costly commute for advisory versus audit be a deal breaker? Will I struggle to break into advisory after two years in audit if I decide to make the switch?

Hopefully I’ve given enough info about my choices so that DWBraddock will stop complaining about us not saying enough in our requests for advice.

Kudos to you and your detailed email. Peons of the accounting world – take note [Ed. note: but there is something to be said for brevity. Yeesh.].

First off, my advice is from the “this is usually how it works” camp. Are there exceptions? Of course, and I’m sure that commenters will point them out.

Are you sure you will be reimbursed for every single mile that you travel? The HR policy is typically the net difference between your home to the office and your home to the client site. For example if you live 50 miles from the office and the client site is 53 miles from your home, you are reimbursed for the three mile difference. I strongly encourage you to consult HR before you go re-adjusting the all-in value of the advisory offer with thousands of dollars of mileage.

Now that I crushed your dream of banking $1,000’s, let’s discuss the audit vs. internal audit battle. You make a lot of assumptions in your email, but I think these bullets cover everything you discussed:

• Internal audit should not be looked at as a green-lighted pass to jump around the advisory practice. Many advisory roles are target recruited and are very specialized from a work capacity point of view. The name “advisory” doesn’t mean the roles are similar; it’s simply a nicer way of saying “everything that’s not audit and tax.”

• You will not be fast-tracked at Deloitte just because they’re short staffed. You will work your ass off.

• It’s easier to go from internal audit to external audit, not the other way around (the way you mentioned).

• Don’t think a transfer is a simple process. There has to be a need in the office you want to transfer to, and considering you’re contemplating and office and practice switch-a-roo in one swift motion…really? This is not a game – this is business and not everyone gets what they want.

• PS – I forwarded this to your wife. She said you’re sleeping on the couch for the next week.

Mid-tier Manager’s Phone Blowing Up with Calls From Big 4; Is It Time to Jump Ship?

Welcome to the winesday edition of Accounting Career Couch. In today’s conundrum, a mid-tier manager is getting aggresively courted by three of the Big 4 firms and what’s to know the True Accounting Firm Story about them before dropping his current firm like a bag of dirt.

Trying to figure out your next career move? Getting anxious about busy season and need some new survival tips? Did you recently receive an email that you really want to share with other but it may or may not be appropriate? WAIT! Email us at advice@goingconcern.com and we’ll steer you in the right direction.

Back to our greener grass hunter du jour:

Caleb,

The recent improvements in the fortunes of the Big 4 have yielded some opportunities for certain of us in the mid-tier firms. In the past two weeks I have been contacted by Deloitte, KPMG and E&Y regarding open positions they are trying to fill.

I am an experienced manager at a mid-tier firm that has not quite recovered from the recession. The firm is struggling to bring in new clients and has had almost no success in this area. The Big 4 have aggressively cut fees and have a generally better reputation to rely upon. While I like the opportunities as they are advertised, what kind of situation am I stepping into at these firms? Should any of these firms be avoided? I could stay until promotion to senior manager, but the firms is currently very top heavy. I see limited benefit to staying as my share of the work increases and my pay has not kept pace. Any thoughts?

It’s pretty difficult to pick one firm over the other without details about your city (memo to advice-seekers: GIVE US LOTS OF DETAILS ABOUT YOUR PROBLEM) but we’ll take a stab here.

Choosing one firm over another is purely a matter of your own preference. If you’re a fan of yellow, this is an easy decision. Prefer blue? Your decision is a little harder, unless you’re a Phil Mickelson fan, in which case there’s no debate here.

But seriously – if you specialize in a specific industry, you’ll probably meet a partner that you’ll work for when you interview with the firm. Hell, if it’s a small enough office you might meet all the partners in your group. That should give you a pretty good feel for what you’re getting into. Like we wrote last to Jersey Girl, a partner’s behavior during the interviewing process can be a good sign of who to choose.

If you’re antsy about your current firm, then you’re probably not alone. Regarding your concern about your current firm being “top heavy” the parking lot at senior manager is pretty full anywhere you go, so can’t really help you there.

Bottom line – go on some interviews and feel the firms out. Throwing darts won’t get you anywhere. Get a feel for the people you’ll be working with and your decision should be easy.

Memo to the AICPA: You Don’t Have To Be In High School To Come Up With Juvenile Acronyms

Some of you seemed less than enthused when we shared an AccountingWEB piece on the AICPA’s new “Clearly Pretty Awesome” campaign two weeks ago so I’m here to get a good hoo-RAH out of you in the hopes that you, our brilliant, bitter and oftentimes inappropriate Going Concern readers, might have 2 or 3 cents to add.


Here’s the deal, the AICPA is giving away cash and prizes (to be used strictly for educational purposes, that is) for whomever (between ages 15 – 19) can come up with the best made-up job title using those all important three letters: C P A. Since the efforts of both the Obama administration and Ben Bernanke seem to be useless in creating jobs, perhaps high schoolers can boast a better success rate in creating new jobs. Sorry, Certified Public Asshole is already taken and frankly, kind of played out. But that doesn’t mean you can’t have similar ideas for made-up jobs, though whether or not anyone actually becomes a Chief Private Asshat remains to be seen.

The obvious inspiration behind the campaign is to plant the seed of public accounting in young little future beancounters’ brains when they are still pliable and easily influenced. After all, it’s easier to get them now, as opposed to later on down the road when they’re bitter and pissed off, overworked and saddled with a family and a career. While we admire the AICPA’s efforts in painting the profession in as cool a light as possible given the circumstances, we don’t quite see the point in rewarding whomever makes up “city park accordionist”.

Instead, here’s what I propose: take your high school student to work day for CPAs. Cops do it, why can’t we? Invite high school students to go on a ride-along to the client and hell, while they’re there why not have them partake in such exciting awesomeness as inventory counts? It will look great on their résumés when the job market looks up in 3 – 7 years!

Or better, encourage students to become forensic accountants by taking them to a real prison to follow a day in the life of Jeff Skilling complete with orange uniform and over-aggressive cellmate. That kills two birds with one stone as the impressionable youngsters could also get a great lesson in sexual harassment from a tattooed dude named Spike and save themselves an employee training or two down the road. Perfect!

So, go on then, what do you think CPA could stand for?

University of Tampa Wants Accounting Firms to Get to Know Beta Alpha Psi Members with New Recruiting Tool

As previously discussed, the fall recruiting onslaught is a huge part of the major accounting firms’ strategy to keep as many bright-eyed and bushy-tailed auditors, tax and advisory professionals on staff. Some schools simply rely on their reputation for churning out dynamite candidates on paper to keep the firms coming back but what about other schools that don’t necessarily enjoy the sterling reputation?

Well for starters, you could burn those other schools to the ground. If doing a 6 to 10 stretch doesn’t work for your career plan, then perhaps getting your name out there before you meet the firms will help.

That’s exactly what the University of Tampa’s Beta Alpha Psi chapter is doing for their members – posting their photo, bio, résumés and email address to allow firms to get to know candidates prior to meeting on campus.


So far the feedback has been positive, including some from KPMG that was included in the chapter’s press release:

“It was a great resource for us to be able to recall the individuals that we had the opportunity to meet, and then easily review their goals and current status, and then further review their resumes. It allowed us to obtain quick and accurate information on those we met.”

Perusing around some of the other chapters like Texas, Notre Dame and BYU it’s pretty obvious that U. Tampa’s site is more interactive and easier to navigate. Plus, if you’re participating in the recruiting in the process for your firm, it’s a great way to prepare to meet recruits as opposed to the standard awkward small talk.

Kudos to U. Tampa BAP for getting their members names and faces out there. Hopefully other chapters will follow their example to engage more effectively with the firms in their cities and regions to assist members as they go through the recruiting process.

UT BAP Spotlight

What’s With All the Hating on Rothstein Kass?

Welcome to the post-marathon Monday edition of Accounting Career Couch. Today, an experienced industry accountant is looking to go jump into public and has an interview with Rothstein Kass’s Family Office group. Unfortunately, he has heard horror stories about R to the K’s financial services division and wants to know if it’s contagious to the rest of the firm.

Having problems at work and need a sage’s advice? Curious if using a sick day for your missing toenails is ethical? In a bit of trouble with the law and need an excuse that makes your better half look like a lunatic? ”mailto:advice@goingconcern.com”>advice@goingconcern.com and we’ll put your mind (or feet) at ease.

Back to our potential Kass Kounter:

My question is if you’ve received any recent news about Rothstein Kass lately. I’m up for an interview in their Family Office group as an entry level tax staff, but let’s face it – they haven’t had the best things said about them over their other divisions. Fortunately I’ve heard nothing about the FO group; everything sad/horrible/depressing has been about their FS division, for the most part.

I want to make sure I do my due diligence of this firm, first. A few years ago I was offered to start my career in accounting there under a summer internship in their audit group, but I turned it down for corporate opportunities instead. Now as I want to make the jump into public for the first time, I’m naturally looking back at RKCO…

Any idea as to why everyone seems to have only negative things to say about them? Whiners are always the loudest, I’m aware, but it does concern me a little that there’s so much taint over this firm’s internal reputation on the interwebs…

To directly answer the question, the most recent news we’ve received about Rothstein Kass was related to their ubiquity on the Vault rankings including landing at the #3 spot on their featured ranking.

Prior to the rankings, we reported on a few pre-Labor Day layoffs that occurred at the firm and the admission of new partners to the firm for 2010.

In the layoffs post, our tipster mentioned the following:

FS practice is getting demolished in NY and NJ appears to be getting more antsy with every move that management makes.

Not many details on “demolished,” as you can see but someone thought enough havoc was going down to contact us. However, another source told us that the context of the tip was not accurate and that things within the firm were fine. What other Kass Kounters actually think is unknown because the post had a grand total of zero comments and RK declined to comment for our article.

So, the long/short of it is – RK has a very good reputation by virtue of their lofty perch among the Vault Rankings but it appears the reputation in some corners of “the interwebs” might be “tainted” as you say. We haven’t seen any of this tainting first-hand so we don’t know why RK is getting a bad rap.

To help you with your particular dilemma – if you were interviewing with Deloitte or PwC (the only two firms that ranked above RK on Vault’s list) would you be concerned about what was said about them on the web? If your answer is no, then you should have the same attitude about Rothstein. If you answer is yes, then you’ll never get a job anywhere, ever.

People in the know are invited to enlighten everyone below. If you’d rather communicate with us directly, email us at tips@goingconcern.com.

Garden Stater Needs Help Choosing Between Ernst & Young and Deloitte

Welcome to the “Thank Tim Flynn It’s Friday” edition of Accounting Career Couch. In today’s post, we have soon-to-be Big 4 employee wringing her hands over which firm to choose in New Jersey – Ernst & Young or Deloitte. Will the wrong decision put her career on the path to ruin? [effect]

Looking for career advice? Is your integrity being challenged? Need ideas on how to woo an unresponsive accountant addicted to love? Email us at advice@goingconcern.com and we’ll help you chase down the love of your life (or recommend a good lawyer).

Back to our Garden State go-getter:

I have received an offer for a full time position at both Ernst & Young and Deloitte, NJ offices. I am coming right out of college and would like to get input on which one to choose. Both of them are really great and I like the people at both places- although I can say that I felt better taken care of with Ernst & Young (they had partners calling to extend the offers and made many follow up calls to make sure they get all your questions answered.

I have been going through some company reviews for both, and it seems to be that the major complaint for EY is the salary raises and the limited opportunities for career advancement (I would like to know if this is accurate information). As per Deloitte, the main complaint seem to be the long hours- which is expected for a Big 4, however career advancement seems to be very good. – once again I would like to know if this is accurate and if it is true that career advancement is better at Deloitte than it is at EY.

I would really appreciate your help as I need to get back to these companies within a month and it is a very large decision to make.

Dear Jersey Girl,

Our knowledge about the Garden State amounts to a just a few things:

1. Medford and Byram Township seem like nice places to be from.

2. The Nets suck.

3. Pretty much anything from The Sopranos.

4. No matter how convenient it is in reality, we don’t like taking the PATH.

None of these points help you. What we can tell you is that effort made by the E&Y partners may be the tie-breaker. If everything between the two firms seem the same and the E&Y partners won big points with you, that’s who you should choose.

Now. Your concerns in the other two areas are a little unfounded. First – Ernst & Young’s most recent salary increases were better than Deloitte’s until the recent mea culpa by the Green Dot Gang so if nothing else, they’re staying competitive.

Secondly – we’re not sure what you mean by “limited opportunities for advancement” but E&Y is a huge firm with plenty of opportunities. Plus, if you want something to happen, you’ll make it happen. Doors don’t slam shut just because you choose one firm over another. Plus, the path to partner is long with a big parking lot right in front of it.

As far a long hours are concerned – this has been covered ad nauseam. You’re working lots of hours no matter what. This should not be a decision point.

As far as the specifics about the offices across the Hudson, we’ll leave that up to the peanut gallery. Help the girl out.