succession institute cpa partner and manager … · $7,995 per participant includes all...

AN INTRODUCTION TO THE

SUCCESSION INSTITUTE CPA PARTNER and

MANAGER DEVELOPMENT TRAINING PROGRAM

Real World Challenges— Real World Curriculum

This high impact program will help your leaders and leaders-to-be develop the key skills necessary for the successful continuation of the firm. The program, which will take place over seven months, includes:

• Baseline assessments for increased self-awareness, with webinardebriefs

• Situational Leadership® Workshop to enhance delegation,supervision and development skills (1.5 days)

• Online video courses in the basics of communication and leadership

• Communication and Business Development Skills Workshop (1.5 days)

• Practice Management, People Development, Change and SpeakingWorkshop (2.5 days)

• Follow-up webinars after each workshop

• Coaching calls at the beginning and near the end of the program withparticipants and their mentors

• 71 hours of CPE Credit1

• Interactive discussion and learning with peer group, guided by CPAfirm consultants who are working with firms throughout NorthAmerica

• Practical ideas for successful leadership of CPA firms from consultantswho are CPAs themselves and who are experts in CPA firmmanagement

• Training from materials created by our instructors from the work theydo with CPA firms day in and day out

Key Dates

Following are the group meeting dates scheduled for this program:

• Initial assessments and coaching calls – January, April, 2016

• Situational Leadership® Workshop

• Communication and Business Development Skills WorkshopAugust 29-30, 2016 - Location TBD2

• Practice Management, People Development, Change andSpeaking Workshop

December 5-7, 2016 - Location TBD2

The Program

May 16-17, 2016 - Location TBD2

Prerequisites

Participants should have some supervisory experience or CPA firm management experience.

Your Investment

$7,995 per participant includes all assessments, workshops, webinars and coaching.

1. The Succession Institute, LLC is registered with the National Association of State Boardsof Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: learningmarket.org.

2. With locations set based on participants’ locales after registrations.

Often - the Stronger the Owner, the Weaker the Organization

Many Baby Boomers who are founding members of their firms have a strong entrepreneurial instinct, and have guided their firms successfully over the years, often through the sheer force of their will and personality. The partners of these entrepreneurs may not have had the opportunity to develop their leadership and decision-making skills under such strong leadership. Where and when will they learn, and at what cost? Poor decisions by poorly prepared successors can cripple a firm.

On the other side of this equation, a firm of poorly developed leaders is the direct result of a strong or forceful, but inadequate, entrepreneurial leader. A leader is often judged by 1) who they attract, and 2) whether their organization is ready to continue successfully without them. Developing management and leadership skills are core to positioning a firm for the future.

The Writing on the Wall

With many entrepreneurial partners looking at the near horizon to retire and sell their single largest asset (their firm), the accounting profession is facing profound changes. This is due primarily to the demographic forces it is facing, and these forces will not likely abate in the foreseeable future. In fact, it’s likely to get worse before it gets better.

Consider these statistics:• Approximately 40% of AICPA membership is over the age of 50• In a recent survey of multi-owner CPA firms, we found that:

~ Over half have not started succession planning ~ Over 75% of smaller firms will have one or more owners retiring

within the next few years ~ Nearly 40% of the owners don’t feel that they have partners to

whom they can hand off leadership of their firm ~ Less than a third are using any type of formal leadership

development program for their partners

Start making those necessary changes you have knowingly been overlooking for the past decade or two --the value of your firm and your retirement income is at stake. It is not a quick change, so time is of the essence, and now is the right time to start.

Our Philosophy

Passing the Torch without Getting Burned

In the past, each retiring senior owner could count on two or more junior owners to take his or her place. In the very near future, senior owners will need to have developed their organizations in a way to allow the current partners to handle twice to three times the volume they currently manage. The implications of this change in business processes are significant since junior owners and managers (owners-to-be) must quickly ramp up their delegation and supervision skills, as well as their ability to manage clients. Additionally, the firm must hire and develop staff at a much higher rate so that there are more talented people to whom the owners and managers can delegate work.

If the remaining partners don’t have the time (due to lack of delegation) or supportive infrastructure (due to the Upside-Down Staffing Pyramid™) to handle the client transfer from the retiring senior owners, there will be further implications. In all probability, the remaining firm owners will either not stay together and/or the benefits owed to the retired partners will never be paid in full. So the options remaining for such an ill-equipped firm typically will be to sell or merge the firm. However, the merger or sale strategy will be losing a little bit of its luster day by day. We believe the market for CPA firms, although strong or steady currently, will get softer, and it is our prediction that in the next several years, so many baby boomers will be retiring that it will become a buyer’s market. The result will be predictably harsh financially for those who haven’t created a foundation for enduring change at their firms and are forced to merge or sell their practices due to a lack of other viable options.

A Safe Path to the Future

At the Succession Institute, we’ve developed a path for owners and other accounting firm leaders to follow that will help them navigate the obstacles to positive change and create a foundation for enduring value at their firms. The path starts with some orientation as to a leader’s existing state of readiness through the use of our proprietary SIPA™ 360° performance assessment instrument. This provides opportunities for rare insight into what leaders are doing that’s working well, and where the leaders need to improve their effectiveness. We also help each leader improve his or her self-awareness through the completion of other assessments and profiles, such as a personal style (limited personality profile) assessment, as we kick off the program.

Following this, we take the leaders through a rigorous program built around the Succession Institute’s proprietary materials, customized for CPA firms, and augmented by Dr. Paul Hersey’s exceptional Situational Leadership® program. In addition to covering best practices for managing a firm, how to implement optimal infrastructure to support continuity, how to better train, manage and motivate your people, and ways to evolve your influence and delegation skills, the participants come away with a better understanding of the changes they need to make personally to become more effective managers and leaders.

The program described in this brochure includes coaching assistance to help the participants develop more traction under their personal change efforts. Coaching is performed by members of the Succession Institute who each have over 30 years of experience as CPAs and in working with CPAs, and internationally CPAs and CAs.

The Succession Institute Performance Assessment™ (SIPA™) is a unique 360° assessment that clearly identifies the attributes that will help an individual become a more effective professional and leader. We offer two versions – the standard general business version, and a public accounting version which has been customized by the Succession Institute for leaders working in the accounting profession. Adapted from the standard QuadLead instrument, this assessment covers a variety of competencies found to be important for success as a professional in this demanding business environment. This tool was developed based on the insights and lessons learned from the world’s greatest leaders and on our day-to-day work with CPAs from all sizes of public accounting firms who exhibit best practice professional and managerial skills and behaviors.

Developed utilizing primary and secondary research, the SIPA™ reflects the latest professional best practices among CPAs in public practice. This online assessment has been designed with practical business application in mind and is part of the Succession Institute Competency Framework™ which provides competency definitions for eight levels of positions within a typical CPA firm, from entry level staff to equity owner. The complete set of reports features a “Performance Index” which provides the overall effectiveness scores as perceived by Self, Boss, Peers, and Direct Reports. The unique “Report Card” feature clearly indicates the assessed person’s Capabilities and Constraints as perceived by each of the groups evaluating the leader.

In addition to showing the capabilities and constraints that the evaluated professional brings to the table at his or her firm or area of responsibility, it also prioritizes these areas to help that person understand where to focus first on improvement efforts. The assessment report comes with a Resource Guide, a tool that allows participants and their bosses or coaches to map out a development plan that addresses the competencies by identifying specific behaviors which professionals with either high scores or low scores tend to exhibit under a particular competency.

The SIPA™ is used in our leadership programs to generate an overall baseline effectiveness score and to help participants identify where they stand at the beginning of the program.

SIPATM (Succession Institute Performance AssessmentTM)

Other Uses for This Assessment: • At the Succession Institute, we use the SIPA™ and the Succession

Institute Competency Framework™ to help CPA firms develop professional effectiveness throughout their organizations via performance evaluations, and career pathing, and to fill the leadership pipeline for assurance of smooth and successful transitions in the succession planning process.

• We use the SIPA™ to coach executive clients—partners andmanagers—toward improved individual performance as leaders andmanagers in their firms. The feedback from this instrument, coupledwith the results of interviews, provide a valuable database to helpimprove a leader’s self-awareness.

• As a solution to leadership problems identified through ourorganizational development work when we survey staff and/orinterview owners of accounting firms to help them prepare forplanning meetings.

• The cornerstone for executive education and continuing professionaleducation for owners, managers and supervisors in CPA firms.

• Management development/leadership development programs,incorporated as part of a formal or informal leadership developmentprogram within a CPA firm, or to accelerate the development of thenext layer of leaders.

• Improve organizational effectiveness through improved managerialleadership practices and improved professional competencies fromthe top on down through the organization.

Bill and Dom, in their work with CPA firms, associations and companies of all sizes, have been teaching leadership and coaching individuals to become better managers and leaders for the past two decades. During this time, they have developed materials and delivered everything from keynote speeches and one-day workshops, to week-long training workshops on this subject matter. The late Dr. Paul Hersey’s teachings and research conclusions from his best-selling book Situational Leadership® have always been a foundation for their understanding of how to develop leaders and leadership skills.

Because of this appreciation, the Succession Institute requested and was granted special Affiliate privileges by the The Center for Leadership Studies, Inc. so they could incorporate Dr. Hersey’s materials into their programs. The Situational Leadership® materials are now part of our standard curriculum.

Situational Leadership® often makes up the first two days of the leadership programs our clients request. It is focused on helping partners, managers and/or supervisors understand how people are influenced as well as how to develop strategies for increasing your firm’s productivity and improving the quality of your owners’ and managers’ effectiveness. By focusing on the skills necessary to constructively influence employees through proper delegation, supervision and development, Situational Leadership® complements and strengthens any existing management system, including the system used in the broader SIPA™ assessment.

Situational Leadership® is a proven and powerful skills-based program that teaches CPA firm owners, managers and supervisors how to vary their leadership style to match the behavioral needs of the individual or group they’re attempting to influence, leading to improved employee performance.

When asked why SI switched from teaching just their own course materials to including those provided by The Center for Leadership Studies for additional support, the answer was simple:

“Not only are Dr. Hersey’s materials excellent; as the founder of the field of Organizational Behavior, his research and teachings are the most field tested and practical to implement. The problem with most management training is that, while it is interesting and espouses values and ethics you

Situational Leadership®An Authorized Af�liate of

should live by, it doesn’t teach you how to better lead and manage in practice. We should know ... We’ve been teaching in this area for a long time. With Dr. Hersey’s materials, the training and feedback mechanisms are in sync and designed to help the leader -- and those who follow the leader-- evolve.

Once you have worked through this material, you are armed with a practical approach to management that can be implemented instantly. One final point! Dr. Hersey’s training has predominantly been aimed at the Fortune 1000 and similar companies because of the resources required to support programming of this high caliber. As an affiliate of The Center for Leadership Studies, SI is well positioned to bring a new level of excellence to leadership and management training, as well as coaching, at a price that the small and medium sized companies and CPA firms we serve can afford.”

Curriculum DevelopmentOur programs are developed and conducted by the founding members of the Succession Institute. They each have over 30 years of experience working with accounting and business executives. They understand the challenges leaders face in today’s organizations and know what usually works to overcome those challenges. Our development and training offerings are experientially based to ensure that participants acquire the concepts and skills using a multitude of media, techniques and tools, such as:

• Pre-work – multiple assessment instruments for style and skillsfeedback

• Lecture with application of real life situations• Group facilitated discussions• Written exercises• Video presentations• Behavior modeling examples• Case studies• Role play scenarios• A simulator board game• The development of action plans• Coaching

Together these activities and components will make up a highly interactive and effective development system that challenges the participants to evolve, create a personal roadmap for change, and increase their skill levels while enjoying the learning environment. We invite your calls and questions about how we can create and deliver the kind of leadership and professional skills training that your firm needs.

Program detailsProgram Description:

There are 17 courses/workshops included in this Training Program plus associated assessments. Anyone completing all courses could earn up to 71 CPE credits. Three workshops are face-to-face group meetings with live instructor(Group Live). There are also five webinars (Group Internet Based) and nine online courses (QAS Self-Study).

Program Timeline:

The training program will be conducted over approximately 7 or 8 months and completed by early 2017. The first face-to-face group meeting* (Situational Leadership®) will be scheduled for mid May to early June, 2016, location TBD with other workshop dates and locations TBD. The following is listed in approximate chronological order:

Baseline Assessments for Increased Self-Awareness:• Everything DiSC Management® personality profile• Situational Leadership® 360° Assessment• SIPA™ 360° (Succession Institute’s proprietary competency assessment)

Assessment-Driven Webinars: • Webinar # 1 - Interpretation and use of the DiSC® profile report–details pg. 14• Webinar # 2 - Interpretation and use of the SIPA™ profile report–details pg. 14

*Situational Leadership® Workshop: Foundational Principles for Managingand Leading Others–details pg. 13

Follow-Up Webinar:• Webinar # 3 - Follow-up on implementation of Situational Leadership®–details pg. 14

Pre-Workshop, Online Video Courses–details pg. 15

*Communication and Business Development Skills Workshop–details pg. 13

Follow-Up Webinar:• Webinar # 4 - Reinforce concepts from the Communication and Business Development

Skills Workshop–details pg. 14

Pre-Workshop, Online Video Courses–details pg. 16 & 17

*Practice Management, People Development, Change and SpeakingWorkshop–details pg. 13

Follow-Up Webinar:• Webinar #5 – Reinforce concepts from Practice Management, Conflict, Change and

Speaking Workshop–details pg. 14

Follow-Up Reassessment and Comparison with Baseline Results• SIPA™ 360° (SI's proprietary competency assessment) • Individual calls to participants regarding assessment and comparison, as well as review

assessment with mentor

Coaching Calls• Initial calls individually with the participant and with the mentor to identify any specific

objectives for the participant’s development• Calls with each participant to discuss their DiSC® and SIPA™ reports• Calls to each participant and to each mentor at the end of the program to discuss progress

_______________________________ NASBA Information for All Courses:

Field of Study: Business Management & Organization

Program Level: Intermediate

CPE is estimated (and can be more or less, depending on the schedule).

Registration: Please contact us to participate in this management/leadership development program

Prerequisites: This material is written for someone who has experience in managementand/or leadership. Due to the participants’ management or leadership roles, they shouldalready have a basic knowledge of at least their direct reports’ developmental needs withinthe organizations they serve. For advance preparation for each course, see below.

Group Live Delivery Method (3 sessions) – Face-to face group meetings:

1.

• Improve your effectiveness in leadership behaviors—how to influence others—o At work—clients & staffo On boardso At home and socially

• Learn how to determine your follower’s level of readiness so that you can enhance your ability to supervise, delegate and develop others

• Understand when to change leadership styles, as well as how to differentiate your communications and actions in order to best support the outcomes you are looking for your followers’ to achieve

Recommended CPE: 12 CPE credits

Advance Preparation: Participant will have completed self-assessment instrument(s) for leadership style and invited others in their organization to provide 360 feedback. See the NASBA information on page 12 which includes prerequisites.

2.

• Identify key communication skills you need• Understand how to approach marketing for your firm• Recognize how to have key business development discussions with clients• Identify services your clients need

Recommended CPE: 12 CPE credits, depending on the schedule

Advance Preparation: Participant will have completed SIPATM and DiSC® self-assessment instruments, invited others in their organization to provide 360 feedback, and the first 4 courses listed as online QAS Self-Study courses on pg. 15 (for a total of 9.5 hours) either prior or post this workshop (1. Most Trusted Business Advisor: What, Why and How; 2. Helping Your Clients Identify, Prioritize and Quantify Their Needs, 3. Pricing Your Advisory Work and Engagement Tips, 4. How to Facilitate Client Meetings). The online courses can be done as pre-work for the in-person workshops, or as post-work-reminders after the in-person workshop. See the NASBA information on page 12 which includes prerequisites.

3.

• Identify how to better manage and develop people better, faster and stronger• Understand the 15 factors that need to be addressed to more effectively run your firm and manage

Succession• Recognize factors necessary for effective management of change• Recognize how to stay focused on your topic while speaking• Identify tips and techniques that will immediately help you improve your presentation skills

Recommended CPE: 20 CPE credits, depending on the schedule

Advance Preparation: Participant will complete the last 5 courses listed as online QAS Self-Study courses on pgs. 16 & 17 (courses #5 – #9 for a total of 12.5 hours) either prior or post this workshop (5. Introduction to EWYK and BAV Models of Operations, 6. The Succession Management Landscape and 7. – 9. Dynamic LeadershipTM , Parts 1, 2, & 3). See the NASBA information on page 12 which includes prerequisites.

Situational Leadership® Workshop 1.5 days – May 16-17, 2016 – Location TBD Learning Objectives:

Communication and Business Development Skills Workshop 1.5 days – August 29-30, 2016 – Location TBD

Learning Objectives:

Practice Management, People Development, Change and Speaking Workshop 2.5 days – December 5-7, 2016 – Location TBD

Learning Objectives:

Group Internet Based Delivery Method (5 courses) – Webinars*:

1. Interpreting Your Everything DiSC Management® Profile Report - April 27, 2016

Learning Objectives:• Recognize why motivational needs profiles such as the DiSC® are useful to leaders and team

members • Identify the components of the DiSC® Model• Identify some common indicators of personality profiles identified by the DiSC®• Recognize your motivational needs/personality profile and how it can affect your interpersonal

relationships

Recommended CPE: 1 CPE credit

Advance Preparation: Participant will have completed the DiSC® assessment. See the

NASBA information on page 12 which includes prerequisites.

2. Interpreting Your SIPATM Profile Report - April 28, 2016

Learning Objectives:• Recognize why objective assessments are useful to CPAs• Recognize the SIPATM competency model• Identify the difference between a competency assessment and a personality assessment• Identify competencies that they need to begin working on to be more effective professionals


Advance Preparation: Participant will have completed the SIPATM self-assessment

instrument(s) and invited others in their organization to provide 360 feedback.

3. Situational Leadership® - June 1, 2016

Learning Objective:• Reinforce concepts from the 1.5-day Situational Leadership® Workshop


Advance Preparation: Participant will have attended the 1.5-day Situational Leadership®

Workshop. See the NASBA information on page 12 which includes prerequisites.

4. Communication and Business Development Skills - September 21, 2016

Learning Objective:• Reinforce concepts from the Communication and Business Development Skills 1.5-day

Workshop


Advance Preparation: Participant will have attended the 1.5-day Communication and Business Development Skills Workshop. See the NASBA information on page 12 which includes prerequisites.

5. Practice Management, People Development, Change and Speaking -

December 20, 2016

Learning Objective:• Reinforce concepts from the 2.5-day Practice Management, People Development, Change

and Speaking Workshop


Advance Preparation: Participant will have the attended the 2.5-day Practice Management, People Development, Change and Speaking Workshop. See the NASBA information on page 12 which includes prerequisites.

*All webinars planned for 1:00 pm MT

QAS Self-Study Delivery Method (9 Courses) – Online Courses:

1. Most Trusted Business Advisor: What, Why and How

Learning Objectives:• Recognize what the Most Trusted Business Advisor (MTBA) role entails • Identify the differences between MTBA services, traditional services and consulting packages

or niche services• Recognize why most typical objections to taking on the role of MTBA are not valid• Identify how and why you need to switch hats from being an expert one minute to being an

advisor the next• Recognize that you should approach finding solutions your clients will support• Identify the major elements of the Business General Contractor model to help leverage your

MTBA role

Recommended CPE: 2.5 CPE credits

Advance Preparation: Participant can take this in advance or post attending the 1.5-dayCommunication and Business Development Skills Workshop. See the NASBA information on page 12 which includes prerequisites.

2. Helping Your Clients Identify, Prioritize and Quantify their Needs

Learning Objectives:• Identify communication techniques to help you carry out your Most Trusted Business Advisor

(MTBA) role more effectively• Recognize how to respond to typical questions clients likely will ask you• Identify how to uncover your client's top concerns in under 10 minutes• Recognize how to help your client prioritize issues to address• Identify how to help the client see the value of your assistance by quantifying the value of

addressing their issues

Recommended CPE: 2 CPE credits

Advance Preparation: Participant can take this in advance or post attending the 1.5-day Communication and Business Development Skills Workshop. See the NASBA information on page 12 which includes prerequisites.

3. Pricing Your Advisory Work and Engagement Tips

Learning Objectives:• Recognize how to approach pricing with clients for Most Trusted Business Advisor (MTBA)

services• Identify different methods of billing for work• Recognize how to help clients in ways that they can afford and will be profitable to you


Advance Preparation: Participant can take this in advance or post attending the 1.5-dayCommunication and Business Development Skills Workshop. See the NASBA information on page 12which includes prerequisites.

4. How to Facilitate Client Meetings: Techniques and Processes

Learning Objectives:• Recognize what your role as a facilitator entails, along with some do's and don'ts for successful

meetings• Identify processes and meeting management tips and techniques to help you as a facilitator• Recognize ways to keep meetings on track, even in the face of confrontation


Advance Preparation: Participant can take this in advance or post attending the 1.5-day Communication and Business Development Skills Workshop. See the NASBA information on page 12

which includes prerequisites.

(More QAS Self-Study courses continued on the next page)


5. Introduction to the EWYK and BAV Models of Operations

Learning Objectives:• Recognize the difference between the Eat What You Kill and Building a Village business models at

CPA/CA firms.• Identify the four operational modes commonly found at CPA/CA firms and their correlation to the

Eat What You Kill and Building a Village business models.• Recognize the pros and cons of the Eat What You Kill and Building a Village business models.• Identify practice management considerations associated with business model selection.


Advance Preparation: Participant can take this in advance or post attending the 2.5-day Practice Management, People Development, Change and Speaking Workshop. See the NASBA information on page 12 which includes prerequisites.

6. The Succession Management Landscape

Learning Objectives:• Recognize some of the challenges of succession management at multi-owner firms• Identify some key trends in CPA firm succession management• Recognize some key issues involving mergers



7. Dynamic Leadership™ Part 1 of 3

Learning Objectives:• Identify challenges leaders face today

• Recognize the components of the Dynamic Leadership™ model developed by the SuccessionInstitute and what that entails

• Identify what leadership involves

• Identify how to begin to use the Dynamic Leadership™ model to address your firm's challengesand sharpen your leadership skills.




Learning Objectives:• Recognize the components of the Dynamic Leadership™ model • Recognize the need to continually change• Identify techniques for successful negotiations and conflict resolution• Recognize how to improve accountability at your organization


Advance Preparation: Participant can take this in advance or post attending the 2.5-day Practice Management, People Development, Change and Speaking Workshop. We recommend taking the course, Dynamic Leadership™ Part 1 of 3, prior to this course, to give you an introduction to the Dynamic Leadership™ model. See the NASBA information on page 12 which includes prerequisites.

(More QAS Self-Study courses continued on the next page)



Learning Objectives:• Recognize the components of the Dynamic Leadership™ Model• Identify what setting your strategy involves• Identify ways to invest in your organization• Recognize techniques to improve your communication• Identify how to begin to use the Dynamic Leadership™ Model to address your firm’s

challenges and sharpen your leadership skills


Advance Preparation: Participant can take this in advance or post attending the 2.5-day Practice Management, People Development, Change and Speaking Workshop. We recommend taking the courses Dynamic Leadership™ Parts 1 and 2 of 3 prior to taking this course. See the NASBA information on page 12 which includes prerequisites.

Refund policy: Cancellations or modifications to your registrations must be completed by midnight Eastern Time of the day prior to the first workshop. To change your registration, please email [email protected], or call our office: (512) 338-1006, ext. 100 (Melanie), 106 (Jan).

Although the Succession Institute does not intend to cancel any workshops or webinars at this time, in the event of an unforeseen circumstance or unexpected situation, we reserve the right to cancel any workshop or webinar as may be necessary. We will refund your purchase price or reschedule for a mutually convenient date if circumstances require us to cancel a workshop or webinar for which you are registered. If Succession Institute cancels or reschedules a workshop or webinar, we will inform all registrants and workshop planners via email.

Substitution Policy: There is no charge for sending a substitute to the training program. Multi-day and follow-up programs must be attended by the same registrant each day. Substitutes must meet the prerequisite and advance preparation requirements.

Warranty Policy: Succession Institute, LLC pledges to conduct its business with honesty and integrity. Should there be a complaint with the quality of programming or the level of service, Succession Institute will make every effort to resolve it. Complaints should be expressed in writing and directed to Jan Ashmos, Succession Institute, 2603 Pearce Road, Austin, TX 78730 or (512) 338-1006 ext. 106 or send an email to [email protected]. The correspondence should state the full nature of the complaint. The complainant shall be contacted by a member of the Succession Institute within 3 working days.

Succession Institute, LLC is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: learningmarket.org.

http://www.learningmarket.org

mailto:[email protected]


Bill Reeb, CPA, CITP, CGMA, Co-Founder and CEO

Bill has been consulting for three decades to all sizes of businesses, from Mom and Pop operations to Fortune 100 companies, primarily in the areas of organizational structure and processes, governance, automation, and revenue generation. He decided to add the credentials of CPA behind his advisory work and became a CPA in 1986. Prior to his life as a CPA, he worked for IBM in sales back in the late 70’s. As an entrepreneur, Bill has founded seven small businesses, he had two ladies clothing stores, one retail computer software store, a software development firm, a computer consulting firm, a CPA firm, and his current management consulting firm - Succession Institute, LLC.

As an award-winning public speaker, Bill lectures throughout the U.S. and Canada to thousands of executives and CPAs each year. In addition, he has been featured on numerous video-taped and live television programs. As an award-winning author, Bill is internationally published with hundreds of articles and columns to his credit. He currently authors a bi-monthly column called “In the Billiverse” which is distributed by over 14 State CPA Societies as part of their Practice Management e-newsletter. Besides being published by various magazines, journals and newspapers, Bill and his partner Dom have co-authored two books on Succession titled Securing the Future: Building Your Firm’s Succession Plan with its companion field guide called, Securing the Future: Implementing Your Firm’s Succession Plan. He and his partner also co-authored the Succession Resource Center website materials for PCPS in 2008 and the fourth edition of their consulting book called Becoming A Trusted Business Advisor: How to Add Value, Improve Client Loyalty, and Increase Profits. Finally, Bill’s newest book is titled The Overachiever’s Guide to Getting Unstuck: Replan, Reprioritize and Reaffirm. All of their books have been published by the American Institute of Certified Public Accountants (the AICPA).

Bill is an active volunteer within his profession having served in many leadership roles in both the State and National organizations. On the national level, he is a past member of the AICPA Board of Directors, AICPA Council, Commissioner on the AICPA’s National Accreditation Commission and is currently the chair of the Practice Monitoring of the Future task force.

Bill has been honored by being named as a CPA Ambassador, was presented the Pathfinder Award and served as the Texas Vision Delegate. Accounting Today has recognized his efforts by listing him as one of the Top 100 Most Influential CPAs, CPA Magazine has named him as one of the Top 100 Most Influential Practitioners, and Inside Public Accounting has listed him as one of the top 10 most recommended CPA firm consultants.

Finally, Bill enjoys a number of hobbies. He is an avid golfer, skier, and enjoys hiking. He spends the majority of his free time as an instructor teaching (as well as continually learning) six different styles of martial arts.

Program Faculty

Dominic Cingoranelli, CPA, CGMA, CMC®, Co-Founder and Executive Vice President Consulting Services

Dominic is a founder and the Executive Vice-President of Consulting Services for Succession Institute, LLC, a consulting firm specializing in organizational development work with offices in Colorado and Texas. He helps professional firms make the transition from “Eat What You Kill” business models to a “One-Firm” business model, and he provides general management consulting to the profession. In addition, he utilizes partnering techniques to help management teams for large, complex construction projects work together effectively, and he also assists Boards, owners’ groups and management groups in articulating their organizational visions, and developing strategies and plans to achieve the visions. He accomplishes this using participative process consulting, as well as traditional management consulting services dealing with performance management and measurement.

Dominic has performed strategy consulting and planning, process improvement studies, management consulting, training and development, team building, coaching and group process facilitation for a variety of groups. He conducts management consulting, training and development for general managers, as well as professionals and technical specialists through his work in organization development. His clients include professional firms, professional and trade associations, project managers and executives on large, complex projects for major manufacturers, midsize to very large businesses, and other organizations dealing with change, performance and leadership issues. Dominic has a prestigious list of clients, including names like DaimlerChrysler, Ford, GM, Siemens, CH2MHill, American Institute of CPAs, and numerous multi-million dollar highway construction projects and the contractors who build them.

Dominic is a CPA and earned his MBA with honors from Regis University. He is also a Certified Management Consultant, a member of the Institute of Management Consultants and a CGMA. He and his firm belong to the AGC and the Colorado Contractors Association and is the past Chair of the Associate Council (Board) of the Colorado Contractors Association.

Dominic co-authored with his partner, Bill Reeb, two books on Succession titled, Securing the Future: Building Your Firm’s Succession Plan and its companion field guide called, Securing the Future: Implementing Your Firm’s Succession Plan. He and his partner also co-authored the fourth edition of their consulting book called, Becoming A Trusted Business Advisor: How to Add Value, Improve Client Loyalty, and Increase Profits, as well as the AICPA PCPS Succession Resource Center in 2008. He also is the author of numerous articles and CPE offerings on executive recruiting, performance management, leadership, planning and organizational culture. He speaks frequently on management and consulting topics throughout the country. All of their books have been published by the American Institute of Certified Public Accountants (the AICPA).

When he is not working, you may find Dom spending time with his family, fly fishing, or volunteering at his church.

Michaelle Cameron, Ph.D., MBA, Co-Founder and Executive Vice President Assessments and Learning

Michaelle is Executive Vice President of Assessment and Learning for the Succession Institute and specializes in marketing research, online course development and 360 leadership assessments. She has been the internal project leader in developing numerous online surveys for the AICPA, several CPA States Societies and client surveys. She also consults with firms in the areas of marketing planning and practice development. With a varied educational background, Michaelle brings diverse perspectives to her work utilizing her PhD in marketing from the University of Texas at Arlington, an MBA in accounting from the University of Texas at Austin and a BA in psychology from Youngstown State University.

Besides her work as a professor and as a consultant, Michaelle has cofounded three businesses in the retail, software and consulting industries. Her work as an entrepreneur has given her an important grounding between the theory and implementation of ideas in the workplace. She also has fourteen years of experience in sales, marketing and product development with IBM. During her early tenure with IBM, Michaelle worked in sales, support and executive training. During her later years there, she was a product planner helping design and develop products from inspiration through product launch.

As an award winning author, Michaelle has published numerous scholarly articles as well as practitioner articles in the Journal of Accountancy and Today’s CPA. She has won awards for both her scholarly and practitioner-oriented writing.

At St. Edwards University, she designed both the graduate and undergraduate marketing curriculum, measured and managed learning outcomes and assessments, created numerous online courses, as well as hired and trained faculty for the department. During her tenure as marketing chair the department experienced significant growth in enrollment while also substantially increasing the SAT scores of the students admitted to the program. Michaelle was instrumental in the creation of innovative graduate programs that addressed the business of technology, including a digital MBA and a concentration in E-business.

For More Information:The Succession Institute LLC

2603 Pearce RoadAustin, TX 78730

[email protected]

[email protected]@successioninstitute.com

©2015 Succession Institute LLC. All Rights Reserved.

www.successioninstitute.com




succession institute cpa partner and manager … · $7,995 per participant includes all...

Documents