Posted September 03, 2015

Honesty Delivers Accounting Success


The following is an excerpt from Rita Keller’s article “Eliminate The Mystery through Communication & Inclusion” originally published for on The CPA Consultant Alliance website.

When I begin to work with a new CPA firm client, one of the most common issues I encounter is the lack of open, honest, on-going communication between firm leadership and firm team members.

In many firms, some leaders are still in the mindset that many of the management and partner topics need to confidential. It is my observation that very little, if anything inside a CPA firm, is actually confidential. I can remember when staff members in some firms did not even know their own billing rate!

Over the years, firm leaders have become enlightened and have evolved to where they realize the importance of continual communication and the critical need for leaders to develop their personal listening skills.

Some recent research has revealed that there is a major disconnect between more mature firm leaders and the many younger accountants working inside growing CPA firms.  That is why I wanted to share a success story.

In order to conduct my own research, I interviewed Bernard N. Ackerman, CPA, Founder and CEO of Bernard N. Ackerman, CPA, PA (BNA) located in Rock Hill, SC. I also interviewed Jason L. Ackerman, CPA who joined the firm in 2012 after spending three years with KPMG in New York City. Yes, Jason is Bernie’s son.

Bernie has always been a very progressive CEO, trying to keep pace with change and build a firm where people will want to stay and build their careers.  The addition of Jason was like icing on the cake.

When I asked them to rate, on a scale of 1 to 10 (with 1 being horrible and 10 being awesome), how communication was within their firm, the older generation said 7 and the younger generation said 8. That told me a lot of good things were happening at the firm.

Here are just some of the forward-thinking things going on at BNA:

  • Two years ago they began sharing all firm financials with staff except for detail salary information
  • They are a value-pricing firm and abandoned the timesheet in October 2013.
  • Clients communication has improved because their Gold and Platinum clients actively schedule meetings and make telephone calls to staff.
  • They periodically do client surveys.
  • They survey staff often about various firm issues.
  • Their Facebook page is great (and current).
  • They utilize Instagram and Twitter.
  • They have “how to” videos for clients on their YouTube channel.
  • Two years ago they changed to Google so they are using more instant messaging and Google hangouts

While Bernie and Jason are a generation apart, their desire to improve the firm is aligned.



“I think the biggest divide between the younger and older generation is the mindset on information sharing. The old way of thinking is to only tell employees information they need to know. The new way – and I think the best way – is to share everything possible with employees. Employees want to be a part of something and they want their jobs to matter. If you make them feel like they have input and they start thinking like owners, their productivity and happiness increase.”

— Jason Ackerman



“Communication must be practiced every day. Getting rid of time sheets where clients now call us and are not worried about getting billed has helped immensely. It also encourages team members to communicate more with clients since they do not have to worry whether they have to bill them or not.”

— Bernie Ackerman