Unfortunately, he’s not in a JIT.
[via FMWF]
Welcome to the can-we-trade-twisters-for-raptures? edition of Accounting Career Emergencies. In today’s edition, a small firm associate works in a sink or swim environment and he feels like sandbags are tied to his feet. Is there anything he can do to sink less?
Have a career question? Need some help outfoxing your competition? Is a client giving you trouble? Email us at advice@goingconcern.com and we’ll break ator skills.
Back to accountant who needs a life preserver:
Howdy!
How do I deal with not having much support at my office? I just started around 4 months ago as a staff accountant and anytime I have a question, my boss tells me to figure it out, to bring him the financials so he “can do (my) job for (me)” or to just move on to the next audit.
There are seven full time employees here and my boss and I are the only ones working through audits. I really want to learn the entire process of performing audits, but I can’t get anyone to help me. I’ve asked around, Googled and even asked him to guide me through the process. There has not been any training as to their methodology for auditing. Is this typical for very small local firms? I’ve heard the first year is the hardest and you dont really know anything. I feel like I’m trying to drink out of a firehose! Help!
– Doing My Best
Dear Doing My Best,
To quote a Scotsman from some terrible over-budgeted spoon-fed cinema: losers whine about their best and winners go home and fuck the prom queen. Since you work at an accounting firm (where no one really wins) and haven’t been in sniffing distance of a prom dress in ages, that advice doesn’t really do you much good. Lucky for you, I’m familiar with your plight.
Small firms are enormously diverse and you’re at an extremely small firm. I started my career in a similar situation, at firm with less than 20 people. In that scenario, it was difficult to get anyone to explain anything to me, “methodology” wasn’t really thrown around much (literally or figuratively) and training was virtually non-existent. So to answer your question: your experience is common at a small firm and the first year is extremely tough.
Now, as for what you can do about it – my advice would be to really think about your questions before you ask them. If you’re running to your “boss” every five minutes with a question, it’s not surprising that they might lose patience with you. Really try to work through problems until you’re absolutely stuck on something. Small firms are fond of “look at last year’s file” as standard operating procedure and you should do just that. Most of these clients won’t have much for changes and their business shouldn’t be complicated, so using last year’s files as reference will be helpful.
If you find yourself having done as much work as possible and are at a dead end, then go to your boss and explain exactly what you’ve tried to do and why you’re stuck in neutral. If you explain to them all the roads you’ve tried to take, then they might be more willing to point you in the right direction. If he/she is still unwilling to help, then you might consider calling them out for it or request to work on something other than audits. If you don’t feel like you’re learning anything because no one has taken the time to teach you anything, that reflects poorly on them not you. If they act like they’re above giving you any guidance, then it’s pretty clear that they suck at their job.
If you manage to make some headway, you’ll start to notice that things eventually begin to make sense and year two (granted you survive) will be much easier than the first. Good luck.
Back in March, we reported that the AICPA and CIMA were kicking around the idea of working together on a new global management accountant credential. Today, the two organizations have officially rolled out their plans.
[T]he two accounting bodies will create the new CGMA designation to give management accountancy a higher profile in the United States and promote the professional development of management accountants across the globe. Backing the new CGMA designation will be an AICPA-CIMA joint venture with international resources and experience in management accounting and business.
This will compete with the IMA’s CMA designation which has proven to be a valuable credential, although not a very sought-after one. The CGMA won’t be available until 2012 but the press release doesn’t give a lot of details about how the designation will be earned:
It is proposed that the new CGMA designation will be issued to members early in 2012. AICPA voting members with at least three years working in management accounting or a financial management role would qualify for an accelerated route to obtaining the new designation. CIMA members, all of whom hold either an ACMA or FCMA, will be entitled to use the letters ACMA CGMA or FMCA CGMA if they wish to.
Those holding the new designation will commit to a program of developing and maintaining competency in management accounting as well as leadership and strategy. This knowledge base will be derived from an expert-panel assessment of skills and competencies needed to succeed in various career paths in management accounting.
The new CGMA will be issued by the AICPA and CIMA through a license with the joint venture, with membership remaining with the existing organizations.
So, anyone interested?
[via AICPA, CIMA]
Stephen Siddell’s dishonesty led to 16 people losing their jobs while he and his wife, Louise Siddell, took luxury foreign holidays. They even posted photographs of their stay in a six bedroom villa in Cyprus on Facebook boasting, “because we’re worth it”. Liverpool Crown Court heard the couple had lock-up garage in Bromborough, which was an “Aladdin’s cave” full of their expensive furniture and designer goods. 24-year-old Louise Siddell had also used their ill-gotten gains to pay for jewellery and breast enhancement. [Wirral Globe]
As you know, PwC marched out a new compensation structure earlier this month and it’s been the subject of much interpretation, gnashing of teeth and even a fair amount of rejoicing. Of course, a complete analysis of this new structure would not be complete without the magic of Excel and lucky for you, a reader has taken the time to put some spreadsheet wizardy on it.
Here’s our tipster:
[Here] is an analysis of the new PwC compensation structure. It shows that the firm expects an approximate average raise of 8% per year and 16% per promotion year. The analysis also includes an approximate total compensation for each year of career progression.
I had to break up the image into two pieces so they could be readable. They appear on the next two pages.

Don’t forget that in Year 7, the bonus for promotion to manager is being phased in over three years, so that younger managers do not jump their more experienced colleagues in overall comp.
Obviously results will vary but this gives a pretty good picture of what your compensation will look like over the years at P. Dubs. If you’re busting, still not satisfied or have your own variables to add to the analysis provided, do share.
And yes the perpetrator, Longtop Financial Technologies, is a Chinese company.
As we mentioned, Deloitte had some decent reasons for kicking LFT to curb, among them:
(1) the recently identified falsity of the Company’s financial records in relation to cash at bank and loan balances (and possibly in sales revenue); (2) the deliberate interference by certain members of Longtop management in DTT’s audit process; and (3) the unlawful detention of DTT’s audit files. DTT further stated that DTT was no longer able to rely on management’s representations in relation to prior period financial reports, that continued reliance should no longer be placed on DTT’s audit reports on the previous financial statements, and DTT declined to be associated with any of the Company’s financial communications in 2010 and 2011.
And because it seems to be the standard narrative in stories such as these, Longtop’s CFO has resigned and “The Audit Committee has also initiated a search for a new auditor.” Although were not sure if there’s a firm out there that will pick up a client who has engaged in hostage taking.
So I’m here in downtown Washington, D.C. for three days of awesomeness that is AICPA Spring Council 2011. While today’s session started just past the asscrack of dawn (breakfast at 7am) and goes through evening, the first day was mostly cocktails and schmoozing, as these events tend to be.
Here’s my question: where the hell are the young CPAs? Of the attendees, every single state is represented, some more than others. CPAs from across the country have descended upon Washington in their best monkey suit to listen to speakers like George Will and Eleanor Clift, as well as to get an update on the legislative issues that impact the profession. On Tuesday, they’ll be taking to the Hill to bring these issues directly to their Congress(wo)men.
But there is only ONE attendee (from Hawaii) who falls into our age bracket (your humble reporter excluded, of course). ONE.
Listen, I get it. You spent your last college years dealing with this kind of shit, putting on a tie and sucking up to partners and recruiters, all the movers and shakers of the industry. You worried about using the wrong fork at banquets and sat through symbolic awards ceremonies just to appear as though you are passionate about your industry. Now that you actually have a job, what’s the point?
The point is that these issues impact the profession which you will inherit one day. I’ve got nothing against middle-aged men in suits (hell, I’ve been dating one for the last two years) but one day soon, they’ll be retired and it will be up to us to take the reins and move the profession forward. How on Earth are we supposed to do that if we don’t figure out how it is done now?
There are endless opportunities here for mentoring and, better, for young CPAs to have a voice. Yes it’s somewhat symbolic. Yes you will have to wear a tie. Yes it can be stuffy and dull and a bit tedious. Guess what? It’s still important and one day, when all the middle-aged men are living their retirements out on yachts in the middle of the Pacific, you’re going to have to step up and do it anyway.
If you’d like to get involved (it’s not too late to start planning for next year), get in touch with your state society of CPAs for more information. You can find out more about AICPA Governing Council on their website.
You can follow #AICPAGC11 hashtag on Twitter to check out what we’re all up to for the next two days and please, don’t make me yell at you again. I didn’t put this monkey suit on this morning for nothing.
Lagarde is Front-Runner to Head IMF [Bloomberg]
Support mounted for French Finance Minister Christine Lagarde to head the International Monetary Fund as Mexico offered its central bank governor as an emerging- market candidate, challenging Europe’s 65-year hold on the job. U.K. Chancellor of the Exchequer George Osborne said in a May 21 statement his nation will back Lagarde to become the first woman to head the Washington-based lender. German Chancellor Angela Merkel said consensus was emerging in Europe for her to get the post, Deutsche Presse-Agentur reported two days ago.
Citi Hires muel Di Piazza As Senior Banker [Dow Jones]
Samuel Di Piazza Jr., the former Chief Executive of PricewaterhouseCoopers International LLP, joined the growing group of rainmakers Di Piazza, who left PwC in 2009, joined Citi as vice chairman of the bank’s “institutional clients group,” the bank’s name for its investment banking division, and as a member of the senior strategic advisory group. He is one of several prominent executives and politicians hired to help Citi get and maintain a seat at the table when multinational corporations and governments seek strategic advice for deals and issue securities.
The Right Job? It’s Much Like the Right Spouse [NYT]
Barry Salzberg’s interview with the Times features a lot of the same anecdotes as his speech at Wharton and he throws in a marriage metaphor for good measure.
House Arrest Starts for Strauss-Kahn [WSJ]
Dominique Strauss-Kahn is out of jail, but the experience of others who have faced house-arrest arrangements as tight as his suggests the former International Monetary Fund chief faces a trying time. Mr. Strauss-Kahn, accused of sexually assaulting a hotel maid earlier this month, will be forbidden to leave a New York City apartment for all but a few situations. The arrangement calls for at least one armed guard to keep him under close surveillance 24 hours a day, seven-days a week—all at Mr. Strauss-Kahn’s expense.
Sears CFO Departs, Company Taps Controller Phelan [WSJ]
Sears Holdings Corp. (SHLD) said Chief Financial Officer Michael D. Collins resigned Friday and appointed William K. Phelan, a senior vice president and controller at the department-store operator, as his temporary replacement. In a filing with the Securities and Exchange Commission, Sears said Collins resigned “to pursue another opportunity,” but said he would remain at the company until June 10 to ensure a smooth transition.
Koss settles suit against directors in embezzlement case [MJS]
Koss Corp. has reached an agreement to settle a shareholder lawsuit filed against the Milwaukee stereophone manufacturer last year in connection with the $34 million embezzlement by a former executive. The company said Friday that the agreement in Milwaukee County Circuit Court calls for the dismissal with prejudice of claims against individual Koss directors. Claims against former Koss auditors Grant Thornton and Sujata Sachdeva, Koss’ former executive vice president of finance, would be dismissed without prejudice, meaning they could be refiled.
SEC Asks Wipro to Prove KPMG Independence [WSJ]
Wipro Ltd. said it has received a notice from the U.S. Securities and Exchange Commission, asking the company to prove the independence of its financial auditor, KPMG India Pvt. Ltd., failing which the software exporter will have to appoint a new auditor. In an SEC filing dated April 20, Wipro said it is cooperating with the U.S. regulator’s request and that the outcome of the SEC’s review on the matter is uncertain.
According to their most recent IRS filings, Family Radio is almost entirely funded by donations, and brought in $18 million in contributions in 2009 alone. According to those financial documents, accountants put the total worth of Family Radio (referred to as Family Stations on its official forms) at $72 million. With those kind of financials — and controversial beliefs — it’s no wonder skeptics have accused the group of running a scam. [CNN via NetNet]
Welcome to the Rapture fire sale edition of Accounting Career Emergencies. In today’s edition, a perfectly happy Big 4 associate has the opportunity to land a controller position with a small company. Should he leave the friendly confines of Big 4 and take a pay cut for the growth potential?
Looking for semi-sound career advice? Need to deflect some blame? Dealing with crazies in your office? Email us at advice@goingconcern.com and we’ll make sure you’re ready for whatever might (but 100% sure won’t) happen.
Meanwhile, back to opportunity knocking:
I’m in a great spot with a Big 4 firm on a large client in a growing market. I’ve “exceeded expectations” on all my performance reviews the last two years and am up for promotion in July to Sr. Associate. Pay is good, I’m not actively searching to leave, but I don’t feel I’m on the partner track (I’d like to see my family and raise children while staying involved in their lives). At some point I’d love to have my own business – CPA firm or other small business partner.
That said, I’ve also been offered a job with a former small business employer which I interned and worked at for 2 years. They’d like me to come back in a Controller role, with ongoing career development in the position. The position also comes with a potential grooming track to CFO.
What are the pluses and minuses of leaving now for the opportunity? There is a salary sacrifice and I have job security where I’m at with my firm. There’s great growth potential at the small firm and it allows for a great (proverbial) work/life balance.
Thoughts?
Sincerely,
Tough Spot
Dear Tough Spot,
You wanna tough spot? Try finding a couch on the Upper East Side when you’re accused of rape. You’ve simply got simply have to make a choice about where you want your career to go. And in your case, the decision is easy: take the controller gig.
Here’s the thing – opportunities like this don’t come around every day. You have the good fortune to already be familiar with the company that is making you the offer. If you had little or no idea what this company was about, I’d say this would be a riskier move, especially since you’re being offered a controller position. But because you know the ins, the outs, the whathaveyous, that makes this an easier decision, in my opinion.
I will warn you, however – you will not have a “work-life balance.” You will work. A lot. If the “controller role” is a true controller role, you’re going to quickly find out what that means. You’re going to be in charge of the accounting department; you’re going to have people working for you; you’re going to be answering the C-level execs of the company. That’s not typically conducive to work-life balance. I’ve known people that have taken controller roles at your experience level and there is, without fail, a big learning curve that involves putting in tons of hours. Even people that have triple the experience that you have, realize that running the show involves way more work than they anticipated when they left Big 4. And you’re going to a company with “great growth potential.” Since when does “growth potential” equate “really don’t work that much”?
But from the sounds of it, you’re up for, and capable of, handling this type of challenge. Go for it like there’s no tomorrow.
Perpetual fusspot and BDO Global CEO Jeremy Newman has not been shy about how unfair he thinks the dominance of the Big 4 is. The majority of his blog posts are tagged “Global Accounting” and several consist of bellyaching about Big 4 this and the Big 4 that. Of course, since the mainstream media has finally picked up on the idea that the concentration of auditors could be a bit of a problem, Newman has lots of articles to jump from and since the UK’s Office of Fair Trade has said something needs to be done about this, he had another opportunity this week:
Under the headline “Antitrust watchdog urges reform to break audit grip of Big Four” the FT states:
“Regulatory action may be required to break the dominant grip of the Big Four accounting firms on UK audits of leading companies…”
The only word I would challenge is “may” – it should say “will”.
Presumably this article was in the print edition because Newman doesn’t link to it but suffice to say he’s concluded that the government needs to either break up the Fab 4 like Yoko Ono or put some laws in place that mandates non-Big 4 firm inclusion. Either way, Newman laments to the Big 4 that it doesn’t have to be this way:
At long last it seems that something might now be done to open up the audit market. It is a shame it has taken so long and that it will require regulatory intervention – though it is not too late for my colleagues in the Big Four, and others, to act on a voluntary basis to create the environment necessary to allow real competition.
Judging by the statements from the firms, they seem more or less going along with it but these firms aren’t conscientious objectors. Don’t expect them to play nice.
For those not previously aware:
A talent war is among the top concerns for both the accounting profession and their corporate clients, says Jim Henry, managing partner at PricewaterhouseCoopers in San Francisco. Even as the nation struggles with persistently high unemployment, those with the right skills and credentials are in demand. “We’re seeing a hot market for those with the relevant skills,” said Henry. “It’s a sign of the economy improving over the last 18 months.”
Since this is a BizJournal publication we hit the paywall but can presume that Diego discussed PwC’s successful competitive poaching campaign (which included picking up James Draper in San Fran).