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C o n t e n t sSince 1985

FEATURES

CAREER OUTLOOK

4 Why I Became An Accountant By Kevin Jones, JD, PhD, Professor, Department of Accounting, Woodbury University

COVER STORY

6 Strategies for CPA Exam Success: What Are You Waiting For? By Thomson Reuters

ACCOUNTING OUTLOOK

10 Employer Expectations By Dr. Linda Lee Larson, CPA, CIA, CISA, CFE, Associate Professor of Accounting, Central Washington University, Lynnwood Center

SOCIAL OUTLOOK PEER REVIEWED

14 The Use of Social Media By Accountants: What You Need To Know By William J. Crampton, PhD, Associate Professor, Department of Accounting, Illinois State University and Roslin V. Hauck, PhD. Associate Professor, Department of Accounting, Illinois State University

HISTORICAL OUTLOOK

15 A Letter to Our Grandchildren Edited by Bill Powell, Lt. Colonel US Army, USAR (retired)

REGULATIONS OUTLOOK

20 A History of the IMA and Ethical Considerations By Roland L. Madison, CPA, PhD, Former Professor of Accountancy. John Carroll University and William N. Bockanic, JD, Professor of Business Law, Boler School of Business, John Carroll University

SCHOLASTIC OUTLOOK

22 Business Education with a Technological Edge By Michigan Technological University’s School of Business and Economics

4 NEW ACCOUNTANT

Editor & PublisherSteven N. Polydoris

Associate PublisherMarie Centenail

Graphic DesignMichael Thomas

Contributing EditorCathy Demetropoulos

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But they must seize every chance to hone and develop their skills. Capitalizing on these opportunities will be a recipe for

a successful accounting career filled with limitless possibilities. The evolution of an accounting career in many ways mirrors the business growth cycle’s stages of development because it can adequately describe each phase and inflection point in a professional accoun-tant’s career. There is a start-up phase, growth phase, mature phase and a change in strategic direction. At each stage of my career, I have evolved as an accounting professional, which has led me to my cur-rent trek. In the start-up phase, I started out as a young, newly-minted accounting graduate ready to take on the world. At that time, I had very clear, distinct goals - land a job (preferably Big Four) and pass the CPA Exam. I was fortunate enough to secure an audit internship with PriceWaterhouseCoopers(PWC) where I received my first introduction to the field of public accounting. I was eager to learn a lot and increase my opportunities for vertical mobility in the firm. After com-pletion of my internship, I made the de-cision to reside in South Carolina a little

longer because I was not ready to relocate. Therefore, I moved on to my next assign-ment, which was accepting a position as a state auditor in South Carolina. During my stint at the state auditor’s office, I learned about governmental and compli-ance auditing. I was able to strengthen my analytical skills and prepare for the CPA exam. After two years with the state, I decided that it was time for a change. I was ready to embrace new challenges by seeking opportunities to position my ca-reer for growth. Now, I was ready to enter the growth phase of my career. Having left the state auditor’s office, I relocated to Louisville, KY to accept a position with Philip Morris USA as a cost accountant in one of its cig-arette manufacturing facilities. This posi-tion was my first introduction to manu-facturing and my first real private sector job. At Philip Morris, I learned to hone and develop my budgeting and finance skills through the experience I gained working with manufacturing operations, finance and IT. I was responsible for man-aging a $113 million dollar budget, which consisted of resources allocated for main-tenance, engineering, primary processing (tobacco), IT, facility operations and hu-

Continued on Page 26

Why I Became An Accountant

This article provides an interest-ing perspective about how an ac-counting graduate evolves into an accounting professional over time. Moreover, it shows that there are many channels to success if ac-counting graduates are open to it...

By Kevin JonesJD, PhD

Professor, Department of Accounting

Woodbury University

Career Outlook

www.newaccountantUSA.com 54 NEW ACCOUNTANT

Student Outlook

NewAccountantUSA.com 5

New Accountants’ 11 Rules For Living...Here is a list of 11 things that many high school and college graduates did not learn in school.

Before you were born, your parents weren’t as boring as

they are now. They got that way from paying your bills, cleaning

your clothes, and listening to you talk about how cool you are. So before you save the rainforest

from the parasites of your parents’ generation, try “delousing” the

closet in your own room.

Flipping burgers is not beneath your dignity. Your

grandparents had a different word for burger flipping; they called it opportunity.

Life is not fair; get used to it.

If you mess up, it’s not your parents’ fault, so don’t whine about your

mistakes, learn from them.

Your school may have done away with winners and losers, but life has not. In some schools they have abolished

failing grades; they’ll give you as many times as you want to get the right

answer. This doesn’t bear the slightest resemblance to ANYTHING in real life.

If you think your teacher is tough, wait

until you get a boss. He doesn’t have tenure. Be nice to nerds.

Chances are you’ll end up working for one.

Life is not divided into semesters. You don’t get summers off and very few

employers are interested in helping you find yourself. Do that on your own time.

Television is NOT real life. In real life, people actually have to leave the coffee shop and go to jobs.

Rule #1

The world won’t care about your self-esteem.

The world will expect you to accomplish something

BEFORE you feel good about yourself.

Rule #2

You will NOT make 40 thousand dollars a year right out of high school.

You won’t be a vice president with a cell phone, until you earn

both.

Rule #3

Rule #4

Rule #5

Rule #6

Rule #7

Rule #8

Rule #9

Rule #10

Rule #11

Excerpted from “Dumbing Down Our Kids: Why American Children Feel Good About Themselves But Can’t Read, Write or Add” by Charles J. Sykes.

6 NEW ACCOUNTANT

Cover Story

Are you waiting to sit for the CPA Exam until you feel more prepared? Perhaps you want to get a little work experience

under your belt. Maybe you are just waiting for life to slow down a bit. The truth is that you will never feel 100% ready to take the CPA exam, you will never feel like you have enough work ex-perience, and life will never slow down. Since the CPA Exam went computer based in 2004, the exam itself under-goes change at a much faster pace than it did in the old-fashioned paper and pencil format. With computer technol-ogy comes the ability to enact change, whether it be content-related or func-tionality, at a much faster rate. Additionally, the CPA Exam under-goes what is called a “practice analysis” every few years to be sure the exam is continuing to test entry-level require-ments of a CPA. The last practice analy-sis was done in 2008/2009, which led to the most recent sweeping changes to the exam that took effect in January 2011. Those changes not only changed the content specification outline (the body of knowledge that is tested on the CPA Exam), they also changed the format of the exam questions themselves. Those changes caused a flurry of testing activ-ity in the final quarter of 2010, primar-ily due to uncertainty regarding how the changes were going to impact the exam. The exam is currently undergoing another practice analysis in order to de-termine changes to the exam that would

Strategies for CPA Exam SuccessWhat Are You Waiting For?We all have heard the saying, “Never put off until tomorrow what can be done today.” Never before is this statement truer when it comes to taking the CPA Exam than it is today.

NewAccountantUSA.com 7

potentially take effect in 2016/2017. The anticipated changes to the exam could be the most significant ever. In light of this, now is definitely not the time to postpone your testing. So, what can you do to prepare for the CPA Exam now? Below are some helpful tips that will prepare you to test now rather than later. The CPA Exam is known for both its difficulty and comprehensiveness. However, success on the CPA exam is a reasonable, attainable goal. You should keep this point in mind as you develop your study plan. A positive attitude to-ward the examination, combined with determination and discipline, will en-hance your opportunity to pass.

Purpose of the CPA Exam The exam is designed as a licens-ing requirement to measure the tech-nical competence of CPA candidates. Although licensing occurs at the state or territory level, the exam is uniform at all sites and has national acceptance. Passing the CPA exam in one jurisdiction gen-erally allows candidates to obtain a re-ciprocal certificate or license in another jurisdiction provided they meet that ju-risdiction’s other requirements. Boards of accountancy also rely upon other means to ensure that can-didates possess the necessary technical and character attributes, including in-terviews, letters of reference, affidavits of employment, ethics exams, and edu-cational requirements. Each board’s con-tact information is listed on the National Association of the State Boards of Accountancy’s (NASBA) website (www.nasba.org).

When to Take the Exam It is advantageous to take the exam as soon as possible after completing the formal education requirements. The CPA exam is essentially an academic exam that tests the breadth of material

covered by good accounting curricula. It emphasizes the body of knowledge and skill set required for the practice of pub-lic accounting. Bisk CPA Review recommends that most candidates sit for no more than two exam sections during one exam window. By taking one exam section at the begin-ning of a two-month exam window and another exam section at the end, candi-dates effectively can study for one exam at a time and yet pass two exam sections during an exam window. Candidates with full-time jobs and other extensive time commitments may find that study-ing for just one exam section in an exam window is best for them. The CPA exam is more than a test of your knowledge and technical com-petence. It is also a test of your ability to function under psychological pressure. You easily could be thrown off balance by an unexpected turn of events during the days of the exam. Your objective is to avoid surprises and eliminate hassles and distractions that might shake your confidence. You want to be in complete control so that you can concentrate on the exam material, rather than the exam

situation. By taking charge of the exam, you will be able to handle pressure in a constructive manner. The keys to control are adequate preparation and an effective examination strategy.

Overall Preparation Advance preparation will arm you with the confidence you need to over-come the psychological pressure of the exam. As you complete your compre-hensive review, you will cover most of the material that will be tested on the exam. It is unlikely that any question will deal with a topic you have not studied. Similarly, you will not feel pressured to write “perfect” written communication answers, because you understand the grading process. You recognize that there is a limit to the points you can earn for each answer, no matter how much or how well you write. The components of your advance preparation program include the following.

1. Comprehensive review materials such as the Bisk CPA Review Online program.

2. A method for pre-review and

8 NEW ACCOUNTANT

ongoing self-evaluation of your level of proficiency.

3. A study plan that enables you to review each subject area methodi- cally and thoroughly.

4. An understanding of the grading process and grader orientation skills.

CPA Exam Strategies The second key to controlling the exam is to develop effective strategies for the days you take the exam. Your objec-tive is to avoid surprises and frustrations so that you can focus your full concentra-tion on the questions and your answers. You should be familiar with the format of the CPA exam and know ex-actly what you will do when you enter the testing room. Remember to read all instructions carefully, whether gen-eral or specific to a particular question. Disregarding the instructions may mean loss of points. As stated previously, the CPA exam is in itself a physical and mental strain. You can minimize this strain by avoid-ing all unnecessary distractions and in-conveniences during your exam week. Consider the following:

• Use the AICPA’s free tutorial and sample examination found online at least a week before your examination. Because the exam interface is subject to change, re-visit the site to be sure that you are familiar with the current interface, even if you took an exam in a previous win-dow. The site also has the most current Uniform CPA Examination Candidate Bulletin, a publication with useful in-formation for candidates. These are not available at the test center.

• Carefully register for the examina-tion. You must bring two forms of iden-tification and your notice to schedule to the test center on the day of your exam. The name you use to make the appoint-ment must match both your name on

your identification and your notice to schedule exactly.. Also note that the last two weeks of an exam window tend to be the busiest.

• Stick to your normal eating, sleeping, and exercise habits. Eat lightly before the exam. Watch your caffeine and alcohol intake. If you are accustomed to regular exercise, continue a regular routine lead-ing up to your exam day.

• Locate the examination facilities be-fore your examination day and familiar-ize yourself with the surroundings and alternate routes.

• Arrive early for the exam. Pre-exam procedures take significant time and are not factored into your scheduled appointment. Allow plenty of time for unexpected delays. Nothing is more de-moralizing than getting caught in a traf-fic jam ten minutes before your exam is scheduled to begin. Your appointment time is the time that the actual examina-tion process is scheduled to start, not the start of the test center pre-exam proce-dures: identification verification, digital photography, storage locker assignment, etc. The examiners recommend that you arrive at least 30 minutes before your scheduled appointment. If your exami-nation doesn’t begin within 30 minutes of your scheduled start time, you may have to reschedule.

• Avoid possible distractions, such as friends and pre-exam conversation, im-mediately before the exam.

• In general, you should not attempt se-rious study on the nights before exam ses-sions. It’s better to relax—watch a movie,

exercise, or read a novel. If you feel you must study, spend half an hour or so go-ing over the chapter outlines in the text. Some candidates develop a single page of notes for each chapter (or each exam section) throughout their review process to review for a few minutes during the evening before the exam. This single page includes only those things that are par-ticularly troublesome for that candidate, such as the definition of a capital asset or the economic order quantity formula.

• Don’t discuss exam answers with oth-er candidates. Not only have you signed a statement of confidentiality, but some-one is sure to disagree with your answer, and if you are easily influenced by his or her reasoning, you can become doubt-ful of your own ability. If you are writ-ing more than one exam section within a two-month exam window, you might not have the reliable feedback that only your score can provide from your first section before you sit for the second sec-tion. Wait and analyze your performance by yourself when you are in a relaxed and objective frame of mind.

• Avoid self-evaluation of your exam performance until after you receive your official score. Self-evaluation without an official score is unreliable. Not all ques-tions are the same point value. Further, candidates have no reliable way to know which questions are not scored. Instead of speculating, focus on preparing for your next exam section.

Learn more by visiting www.cpaexam.com/ILNAM, now part of Thomson Reuters, today.

Cover Story

“ As stated previously, the CPA exam is in itself a physical and mental strain. You can minimize this strain by avoiding all unnecessary distractions and inconveniences during your exam week. ”

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• Preparation for a career in public accounting or corporate accounting/finance

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• Elective 10-week paid internship

• Course in Accounting Ethics (required for CPA licensure in 2017)

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The Lucas College and Graduate School of Business is accredited by AACSB International. Less than 5% of business programs worldwide have earned this distinguished hallmark of excellence in business education.

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10 NEW ACCOUNTANT

Accounting Outlook

NewAccountantUSA.com 11

Thousands of new ac-

counting graduates

hit the job market

each year. These young

hopefuls want get hired

and be successful in their

first professional account-

ing positions. Therefore

meeting the expectations

of those doing the hiring is

very important if they want

to get that get their account-

ing careers started off on

the right foot. This article

discusses 10 of these key

work place

Graduating accounting

majors need to be aware

of the various job-related

expectations that they will

be expected to meet during

the hiring process and then

later on the job. Although

expectations in the work-

place do vary from place to

place, new hires need to be

aware of these workplace

expectations if they want to

be successful. This article

will address a number of

these issues.

Employer Expectations

By Dr. Linda Lee LarsonCPA, CIA, CISA, CFEAssociate Professor of AccountingCentral Washington UniversityLynnwood Center

Employers in this econ-omy generally want to hire the best and the

brightest candidates. So, yes, grades do def initely matter - and the higher the better. Grades are considered a “proxy” for being very bright and very hardworking. Do not expect that you will get hired strictly because you know someone. You may get a courtesy inter-view, but unless your grades are top-notch and you come across well during the interview, you will not likely be hired. Also, do not expect that going on to earn a master’s degree will negate a mediocre undergrad grade point average and get you hired in at a higher rank and salary. This is unlikely.

Employers want someone who is very bright and very hard working. Do not

expect that a potential employer will take into account personal situations, such as working full-time during college, to explain your C average. Many employers prefer straight-A students because they likely are both bright and hard working. Typically, employ-ers want what is called a type-A driver, a self-starter, not someone who comes in late and leaves early.

Good Grades Work Ethic

12 NEW ACCOUNTANT

Work Time

Teamwork

Public accounting is typically considered a conservative work environment. Students need to plan to have a good go-to-interview

suit. For the ladies, this can be a pants suit or a skirted suit as long as the skirt is of a conservative length. (No micro-mini skirts with fish net stockings and 6” heels, please.) Gentlemen, it would

be wise to cover any tattoos and not draw attention to any piercings; no extravagant haircuts or blue hair, please. Ladies, please avoid low-cut or see-through blouses, super short skirts, and the like on the job. Otherwise, you may find yourself called into the partner’s office for a reprimand. Everyone should plan to wear at least “business casual” attire at work. Once hired, ask your supervisor about dress code expectations, especially when go-ing out to client workplaces. In general, you should probably not plan to wear blue jeans or sweats in a professional setting unless you are told specifically that it is appro-priate. (Wearing jeans if assigned to perform inventory test counts in a

warehouse would likely be accept-able, for example.)

Conservative Appearance

Employers want someone who excels in accounting (theory and practice) -

not a bookkeeper to be trained on the job. Employers want someone who is a hard working numbers person. Keeping track of f inancial matters should be something you like to do, or you are in the wrong major. The

purpose of the 4-year (or 5-year) course of study is for you to become technically competent when hired. So study hard to master the technical topics in your coursework now. Do not plan to learn the material later in a CPA Review Course. Learn it while in school

Strong Technical Background

You will be expected to be a “team player” and to “play well with others.” A new accounting grad

is expected to “start at the bottom” and to prove him or herself. So plan to work hard and try to impress your supervi-sors. Do not think that you know it all because you just earned your degree. In many professional situations, your “real” accounting education actually begins on your first day on the job. Experience in a clerical accounting position for a few months or years does not mean that a new accounting grad is qualified to ap-

ply for senior level positions (as compared to entry level positions). You will need to work your way up. Do not expect to be running engagements any time soon after starting a job in public accounting. Stu-dents are hired into entry-level jobs. This means that, if you perform well, someday (in a few years) you might be promoted to an “in-charge” level of responsibility. A considerable amount of on-the-job train-ing is involved in professional accounting positions. Know that you will have much to learn from your supervisors during your first years on the job.

Inquire about working hours and adhere to them. It is fine to ask about, but not demand,

flexible working hours. In many accounting positions, especially on audits, you will be expected to keep detailed time records each day. For example, you may even be asked to keep track of your time by the 1/10th of an hour. Typically you will use codes for various job functions. You may be asked to account for your time by audit program steps. Billable hours recordkeeping is a relatively standard part of being

in public accounting. In addition, professionals are typically expected to stay until the job is done. So do not expect this to be a 9 to 5 job, especially during busy season. Also, be aware that organizations typically do not pay exempt (i.e., professional) employees overtime.

Accounting Outlook

NewAccountantUSA.com 13

Know going in that you will be ex-

pected to “follow orders” when given an assignment by your supervisor. If you have questions concerning how the job should be done, that is fine. But it is not wise to question whether a task has to be done or not. You will be expected to complete the work when your boss needs it done, not at your convenience. This may mean putting in long hours at month-end or during busy season, for example. Or-ganizations expect new hires to be good “worker bees.”

Respect for Authority

Work Place Focus on Work at Work

Professionalism

Conclusion

In conclusion, as graduating accounting majors prepare to start their professional ac-counting careers, they need to understand

workplace expectations, and do their best to meet them, if they want to start their careers out on the right foot.

Do not expect to be able to take care of personal business dur-ing working hours. That is what

evenings, weekends, and lunch hours are for. You may even be asked to turn your cell phone off and/or not to “text” during working hours. I recently heard about two students who were fired from internships because of texting during working hours.

Organizations want to hire a per-son who will become a profes-sional. Professionals join profes-

sional organizations, earn professional cre-dentials, and keep up in their field. They do what it takes to get the job done on time. They know how to set priorities and how to meet deadlines. It is important to establish your reputation as a competent, hard-working professional. This should be your goal as you start your professional ac-counting career.

During the interview process, do not make demands regarding where you prefer to work. For ex-

ample, do not demand that you be allowed to work from home at least half the time. That is a totally unrealistic expectation for most professional accounting (corporate or public accounting) jobs. If you are in audit-ing, for example, you will likely not be al-lowed to take company records home. Also, new hires need to be supervised, and that means working at work (or at the client’s place of business) most of the time.

MPac quarter ad.indd 1 5/27/2014 12:16:35 PM

14 NEW ACCOUNTANT

As a new accountant, you need to be aware of the opportunities, risks, and the dos and don’ts as-sociated with using social me-

dia tools. During college, you most likely used social media sites such as Facebook, YouTube, Twitter or LinkedIn. You may have used a service such as Blogger or WordPress to create your own blog. You are certainly not alone in your use of social me-dia. There has been a phenomenal rise in the use of social media by both individuals and organizations. Consider the following:

• Facebook has over 1 billion active users.

• Over 6 billion hours of video are watched each month on YouTube— that’s almost an hour for every person on Earth.

• On average, 135,000 new Twitter users sign up every day and approximately 1 billion tweets are sent every five days.

• LinkedIn has more than 225 million users in more than 200 countries.

• It is estimated that there are about 200,000,000 blogs on the Internet.

As you transition from student to new accountant, you will most likely participate

Social Outlook Peer Reviewed

The Use of Social Media By Accountants:

LinkedIn has more than 225 million users in more than 200 countries...

By William J. CramptonPhD

Associate Professor,Department of Accounting

Illinois State University

By Roslin V. HauckPhD

Associate Professor,Department of Accounting

Illinois State University

Continued on Page 18

What You Need To Know

Historical Outlook

NewAccountantUSA.com 15

A Letter to Our GrandchildrenAccounting, economics, science, marketing, history and philosophy courses are an excellent preparation for busi-ness. These courses are also very useful throughout life. It is important to study certain economists and philoso-

phers. Here are a few important people whose lives and ideas may be found in books and also on the internet.

If you think you are beaten, you areIf you think you dare not, you don’tIf you think you’d like to win, but

you can’t It’s almost a “cinch” you won’t

If you think you’ll lose, you’ve lostFor out in the world you’ll find

Success begins with a fellow’s willIt’s all in the state of mindFull many a race is lostEre even a race is run

And many a coward failEre even his work’s begun

Think big and your deeds will growThink small and you fall behindThink that you can and you will

It’s all in the state of mind

Rags make paperPaper makes moneyMoney makes banksBanks make loans

Loans make povertyPoverty makes rags

First, you have to learn the business inside and out and

to be able to process the work efficiently. This is the easiest job of the three. Most workers can’t

get beyond this first leg.

Second, you must learn how to bring good customers into your place of business. A business

relies upon customers who need your products and bring in a

steady stream of money.

Third, you must be able to manage the business, grow, and make a consistent profit. This is the

hardest leg of the three legs on the stool to master.

Worry is like a rocking chair;Gives you something to do, but

you won’t get anywhere.

It has often been said that a company, corporation, or

organization is… “Too big to fail.”

We don’t believe “too big to fail” is accurate. Witness the number

of industry leaders who have been failing and/or going bankrupt in

only the past two years.

We believe that it is more accurate to say that as company, corporation, or even government may become “too big to survive.” In other words, the Topple Down Theory applies- The larger and more complex the organization, the more likely it will collapse

from its own size.

Too Big to Survive State of Mind

From Rags to Rags

A Good Businessman

Worry

Edited by Bill PowellLt. Colonel US ArmyUSAR (retired)

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in the use of many of these social media tools. It is important to be aware of the opportunities and risks that these tools rep-resent in your new career.

Opportunities Social media presents you with many opportunities to advance your own career and benefit your firm. KPMG and IBM are two high-profile firms that actively en-courage their employees to participate in social media to realize these opportunities for both the good of the employees and the good of the firm. KPMG states that the adoption of social media by its employees is vital for their employees’ future and for the future of the KPMG brand. Below, we offer some of the opportuni-ties that social media represent for the new accountant and select examples of how you can realize these opportunities using to-day’s most popular social media platforms.

Professional networking Social media allows you to build relation-ships, collaborate, and share ideas with oth-ers within and outside the firm. LinkedIn provides an ideal platform to establish and strengthen connections to other accountants and industry professionals. Blogs allow you to showcase your knowledge, experience, and expertise by sharing relevant thoughts and ideas, thereby establishing and strength-ening your professional network.

Staying current It is essential that you stay current with the latest news not only within the accounting discipline but also news in your firm’s or your clients’ industries. The easiest way to receive the most up-to-date information on accounting practices is through the use of Twitter, which allows you to follow current developments as viewed by industry leaders in the field. By following your clients or potential clients

on Facebook, you can stay current with their activities. As they post their news items, you immediately receive them on your Facebook News Feed.

Professional development If you want to prosper as an accountant, it is necessary that you engage in life-long learning activities to further your profes-sional development. The vast and growing library of videos available on YouTube and the tremendous amount of information and educational material on blogs provide an excellent resource for expanding your knowledge of accounting and accounting-related topics.

Brand management Brand management includes not only the brand of your company, but also your professional brand. As an accountant, your professional brand reflects your ca-pabilities, your reputation, and your char-acter that has a major influence on how you are viewed by others. The wide expo-sure and reach inherent in Facebook and LinkedIn pages, YouTube videos, Blogs, and tweets provide an outstanding oppor-tunity for you to manage and promote not only your professional brand but also your firm’s brand.

Risks While the use of social media tools represent abundant opportunities for new accountants, these tools come with sub-stantial risks that must be recognized and avoided. Although there have always been risks to both the individual and the firm with the use of any new technology, the ease and the potential wide-spread impact associated with social media tools greatly exacerbate these risks. Some of these major risks are discussed below.

Loss of sensitive, confidential information Accountants deal with sensitive informa-tion on a regular basis within their firm and with their clients. The loss of this informa-tion can have tremendous negative conse-quences for you, your firm and your clients. Given the nature of social media tools, the opportunity to inadvertently disclose private information increases greatly, and the poten-tial impact is greatly magnified.

Negative representation of yourself and your firm As an employee, you are a representa-tive of the firm, not only in the “real world” during working hours, but also in cyber-space during both working hours and non-working hours. Using social media tools can blur the line between your professional and personal lives, causing you to overlook the possible impact that an inappropriate post can have on your professional repu-tation and your firm’s reputation. These inappropriate posts have the potential to go viral, spreading like wildfire across the Internet. Your posts should always make it very clear that you are stating your own opinions and not those of the firm’s.

Decreased productivity Your use of social media tools can re-sult in decreased productivity if you spend an inordinate amount of time using these tools. Time spent using these tools can be time wasted, if it takes away from your organizational responsibilities, which can have a detrimental effect on your personal performance and career advancement, and the performance of your firm.

Social Media Guidelines To help their employees use social media appropriately, many firms have de-veloped formal social media guidelines. Some firms have thorough guidelines, oth-ers have brief guidelines, while others have

18 NEW ACCOUNTANT

The Use of Social Media By Accountants: What You Need To Know

Continued from Page 14

Social Outlook Peer Reviewed

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no social media guidelines at all. A review of social media guidelines used by various firms (IBM, KPMG, PwC and Intel) yields a list of guidelines that should be followed by any employee. [Note: Links to these corporate social media guidelines are at the end of this article.]

Don’t give away confidential or proprietary information When using social media, you need to be very sensitive to the type of information that you are sharing. This includes confi-dential information within your firm and information relating to your firm’s clients, suppliers, or partners. Avoid discussing anything related to your firm’s financial performance, business plans or prospects. When discussing yourself, your co-workers, or management, do not share with others information that can be damaging to an individual’s or your firm’s reputation.

Be honest and transparent Honesty is the best policy when it comes to social media. Don’t put a “spin” on information for your benefit or your firm’s benefit. Furthermore, if you post something in error, take responsibility for it by correcting it in a timely manner. When you post anything related to your company, industry, or your corporate partners be ex-plicit as to who you are and your role in your firm. If you can potentially benefit from your post, be the first to point it out.

Use a disclaimer When sharing your personal views, be careful not to give the impression that you are speaking on behalf of your organization. Make this explicit with a disclaimer such as: “The views and opinions expressed here are my own and do not necessarily reflect my firm’s positions, strategies or opinions.”

Be respectful in all online interactions Be respectful when interacting with others in the workplace and in your online interactions. Certain behavior is clearly unacceptable, such the use of ethnic slurs,

discriminatory remarks, personal insults, or obscenity. It is also best to avoid topics that may be considered objectionable or in-flammatory—such as politics and religion.

Follow laws, regulations and terms of service When engaged in online interactions, many laws can come into play. In particular, be vigilant not to violate copyright, fair use, libel, defamation, and trademark laws. Give credit where credit is due by referencing the sources of your information. Use your com-mon sense; be careful that your comments cannot be viewed as slanderous, thereby possibly violating libel and defamation laws. Do not use corporate logos or trademarks without first securing permission. Review the terms of service of the social media sites that you use and conform to the rules.

Conclusion In this article, we reviewed many op-portunities and risks associated with the use of social media by accountants and pre-sented the most common guidelines used by organizations to help mitigate many of the risks. Take advantage of these oppor-tunities, while always being aware of the tangible risks that these social media tools represent to you and your firm. Just as you

strive to be professional in the workplace, strive to be professional in all of your online interactions. You are personally responsible for what you publish online and what you publish online can be there for a long time. So, think before you publish. If what you plan to publish gives you pause, then pause before you publish. While there are real risks associated with your use of social media as a new accountant, there are also great opportunities that cannot be ignored. Perhaps the greatest risk of all is not taking advantage of these opportunities.

Corporate Social Media Guidelines Links: IBM:www.ibm.com/blogs/zz/en/guidelines.html KPMG:http://www.kpmg.com/global/en/pages/social-media.aspx {then click on social media guidelines video} PwC:http://www.youtube.com/watch?v=5Kp8knYN4fY {a YouTube video} Intel:http://www.intel.com/content/www/us/en/legal/intel-social-media-guidelines.html

NewAccountantUSA.com 19

20 NEW ACCOUNTANT

Regulations Outlook

This year marks the ninety-fifth birthday of the Institute of Manage-ment Accountants (IMA) from its formation in 1919 as the National

Association of Cost Accountants (NACA). This article reviews a number of significant dates in the history of the IMA, as well as the numerous resources and services provided to professionals in managerial accounting, in-cluding CFOs, controllers and a wide range of those practitioners of financial manage-ment. It also contains a rebuttal to the as-sertions contained in the July 2013 ethics col-umn of Strategic Finance edited by Curtis C. Verschoor and titled “Maximizing Returns or Unethical Tax Avoidance?” One of the first major assets created by the NACA was the introduction of the NACA Bulletin in 1925. Ten years later a library for members was established at the NACA na-tional office, and in 1949 the Bulletin became a monthly publication of the NACA. In 1957 the NACA became the National Association of Accountants (NAA), and broad-ened the focus of the organization beyond cost accounting. In 1969 the Management Accounting Practices Committee (MAP) was formed to issue authoritative guidance to members on a variety of topics in cost, and in later years, on managerial accounting. To date, the MAP has issued thirty-nine state-ments on cost and management accounting topics, including Cost of Capital, Activity-

Based Costing, Measuring the Cost of Capacity, Managing Cross-Functional Teams and Redesigning the Finance Function, just to mention several of those Statements. In moving closer to becoming a truly professional organization, the NAA started the Certified Management Accounting (CMA) program in 1972. Today, this program is now recognized worldwide as the authoritative cre-dential for practitioners of management ac-counting and financial management. No or-ganization, however, is complete until there are standards of ethical and professional conduct for its members. The MAP Committee com-pleted this process when Standards of Ethical Conduct of Management Accountants (SMA-1C), the first code of ethics for management accountants in the U.S. was issued in 1983. After twenty three years as the NAA, the organization changed its name to the Institute of Management Accountants (1991), again to broaden the horizon of membership beyond the United States. At the same time, the IMA incorporated SMA-1C into its bylaws, mak-ing it applicable to all members; not just to those members who were certified (the hold-ers of the CMA certificate). Later that same decade, the CMA exam changed from a pa-per and pencil exam to a computerized exam (1997) and in that same year issued SMA-1C (Revised), titled Standards of Ethical Conduct for Practitioners of Management Accounting and Financial Management. This revision re-

flected the applicability of the ethics standards to IMA members who practiced “both domes-tically and internationally…” Just two years later, the Journal of Management Accounting was replaced by Strategic Finance as the flag-ship journal of the IMA (1999). The focus of the monthly journal was articles pertaining to strategic leadership for accountants and financial people largely in the practice com-munity. Management Accounting became Management Accounting Quarterly, which was an on-line journal whose focus leaned to-ward the academic community. In 2005, as a reaction to the pas-sage of Sarbanes-Oxley in 2002(SOX), the Professional Ethics Committee of the IMA rewrote SMA-1C, titled IMA Statement of Ethical Professional Practice. The 1997 ver-sion of the Code contained language that was not consistent with the provisions of SOX. The 1997 version allowed external whistle-blowing but only if the whistle-blower re-signed his/her position in the organization. The first of two major provisions in the 2005 version included the addition of four overarch-ing principles (apparently contained in SOX), which are: Honesty, Fairness, Objectivity and Responsibility. Next the code identifies and briefly describes the four qualitative standards which are: Competence, Confidentiality, Integrity, and Credibility. It then closes with a much abbreviated section on Resolution of Ethical Conflict.

A History of the IMA and Ethical Considerations

One of the most valuable assets the IMA provides members is the Ethics Column published monthly in Strategic Finance.

By Roland L. MadisonCPA, PhD

Former Professor of Accountancy

John Carroll University

By William N. BockanicJD

Professor of Business Law

Boler School of BusinessJohn Carroll University

The only mention of external whistle-blowing is in the final part of step one, which says in part:

“...Communication of such problems to authorities or individuals not employed or engaged by the organization is not considered ap-propriate, unless you believe there is a clear violation of the law.” (emphasis added)

The preceding statement permits one to whistle-blow externally under one condition, and it does not mention or require resigna-tion from the organization, as did the 1997 version. Its title is “IMA Statement of Ethical Professional Practice.” The second revision was to permit members to contact persons outside the organization (external whistleblowing) if they “believe there is a clear violation of the law.” This is to be done after consulting with an attorney. This action is supported by SOX, which provides a safe-harbor for external whistleblowers. Finally, just five years ago, the IMA launched LinkUp IMA, as its exclusive on-line service to the professional community (2009). While the preceding discussion is not exhaustive of all the services and values the IMA provides for its members, it does identify the keynotes and highlights of the IMA’s history.

Profit-Maximization: An Ethical Issue? One of the most valuable assets the IMA provides members is the Ethics Column published monthly in Strategic Finance. As mentioned above, Column Editor Curtis C. Verschoor published a column titled “Maximizing Returns or Unethical Tax Avoidance?” in the July, 2013 issue. The gist of the article is that certain companies, namely Google and Apple, “take advantage of the varied tax laws of different countries to limit their tax payments …and claim they are maximizing share-holder returns.” The two countries most affected by these actions are the United States and the United Kingdom. The column indicated that “Apple has been able to create corporations that pay no income tax to any taxing nation. This is possible because Ireland doesn’t assess income tax on entities that are managed from outside the country, and the U.S. assesses taxes on the country of subsidiary incorporation only.” Senator Carol Levin (D-Mich) chair of the Investigating Subcommittee’s statement concluded that “Apple makes use of multiple U.S. tax loopholes, including the check-the-box rules to shield offshore income otherwise taxable under Subpart F (of the Internal Revenue Code.)” “As a result Apple has continued to build up its offshore cash holding which now exceed $102 billion.” Now let us be candid and objective. Both the United States and the United Kingdom have provided these companies with tax loopholes that the companies have legally and rightfully utilized to maximize the returns to their shareholders. If any reader who was a shareholder of either Apple or Google learned that the board of directors of either of these companies had chosen to ignore these loopholes, such sharehold-ers would likewise legally and rightfully be able charge the directors with dereliction of their fiduciary duties to the shareholders and prop-erly seek to remove these board members from their positions.

While “there’s no international organization with the ability to har-monize tax laws on a global basis,” both the U.S. and the U.K could collaborate to either eliminate or at least minimize some of the tax loop-holes their countries provide these companies. Yes, these companies are working to avoid income tax payments using tax loopholes provided by the U.S. and U.K., but is this unethical? Unequivocally, the authors say it is not! Are their actions illegal – are they guilty of tax evasion? Likewise, clearly they are not – they are merely acting as responsible corporate officials for the benefit of their shareholders. For the board of directors of those corporations to do anything less, would lead to allegations of both unethical and incompetent behavior which could, and from a corporate fiduciary duty perspective should, result in their dismissal from their respective boards. This behavior by board mem-bers would be a violation of the IMA’s Statement SMA-1C (2005). Let us draw a parallel with respect to tax preparer services. What would happen if a CPA, Tax Attorney, or enrolled agent subjectively believed that a client was not paying their “fair share” of taxes and was utilizing too many deductions, exemptions, credits, or other legal tax avoidance devices to minimize or even avoid paying income tax? What if using all of these so-called tax loopholes resulted in the client paying a zero income tax? Should that tax preparer then decide to not utilize those tax avoidance devices because the preparer believes

NewAccountantUSA.com 21

Continued on Page 25

Historical Outlook

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ADD IT UPEA/EOU

Continued from Page 9

Scholastic Outlook

Business Education with a Technological EdgeMichigan Technological University’s School of Business and Economics (SBE) gives students an important advan-tage. Regardless of degree program, all SBE students are schooled in technology, thanks to our location in a world-renowned technological university.

That is at the very core of our scholarship and research in the SBE. In fact, senior-level students handle financial planning, market-

ing plans, and business management for real-world research projects and engineering de-sign teams through Michigan Tech’s Business Development Experience. Undergraduate degree program offerings include the Bachelor of Science in Accounting, Economics, Engineering Management, Finance, Management (with Entrepreneurship or Supply Chain and Operations Management concentra-tions), Management Information Systems, and Marketing. The new Master of Science in Accounting joins the Master of Science in Applied Natural Resource Economics and the MBA. Our MBA was recently ranked 76th in the nation by Beyond Grey Pinstripes, for integrating “issues concerning social and environmental steward-ship into the curriculum.” Outside the classroom, business students have the opportunity to take an annual trip to Silicon Valley to tour companies like Tesla and Google; compete in the New Venture Competition, where they have gained fund-ing totaling $40,000 and were recognized this year for having the most socially aware busi-ness plan; and an annual Project Management Competition, where, in 2014, they created better veteran benefit processes for the State of Michigan and were recognized by the Governor of Michigan for their efforts. Most famously, students succeed in the Applied Portfolio Management Program (APMP); the 2014 team won two international investment competitions. Our APMP team has a distinct advantage over other business schools: they operate out of a new LSGI trad-ing room with the ultra-high-tech Bloomberg Machine, connecting them to the latest finan-cial data. And, they manage more than $1 mil-

lion of real money! Enterprising students have plenty of organi-zations and activities to get involved with in their free time, including the American Marketing Association, Association of Information Technology Professionals, Beta Gamma Sigma business honor society, Distributive Education Clubs of America, Entrepreneurs Club, Finance Club, IT Oxygen, Omicron Delta Upsilon eco-nomics honor society, and Kappa Sigma Iota ac-counting club. More than 400 companies annually re-cruit Michigan Tech students on campus, and starting salaries for SBE graduates have exceed-ed the national average. Michigan Tech offers more than 130 un-dergraduate and graduate degree programs in engineering; forest resources; computing; tech-nology; business; economics; natural, physical, and environmental sciences; arts; humanities; and social sciences—all with a reputation for extraordinary hands-on learning. One of Michigan Tech’s biggest advan-tages is its location. Nestled in the state’s

beautiful Upper Peninsula on the shores of the Keweenaw Waterway, just moments down the road from the largest freshwater lake in the world, Michigan Tech’s 7,000 students enjoy a 600-acre forest and trail system on campus and nearby ski hill and golf course. The Student Development Complex provides plenty of op-portunities for indoor recreation and presents NCAA Division I and II sporting events. The Rozsa Center for the Performing Arts offers world-class entertainment for all. And when fun beckons, Michigan Tech answers the call—Parade of Nations and Multicultural Festival, cardboard boat races, Spring Fling, oozeball, broomball, and other crazy smart traditions. Tech’s most cherished (and famous) event is Winter Carnival, a weeklong celebration featuring human dogsled races, ice bowling, frosty fireworks, and an epic snow sculpture competition. All in all, it’s a great combination: a high-tech business education in a beautiful loca-tion, with career possibilities that offer an in-credible ROI.

Michigan Tech: Home to 7,000 students and nestled on the scenic shores of the Keweenaw Waterway in Michigan’s Upper Peninsula.

22 NEW ACCOUNTANT

NewAccountantUSA.com 23

An accounting degree from a technological university? It makes perfect (business) sense!

• Gain the “tech edge” by interning, networking, and getting a great job with a top CPA firm, a major corporation, or a tech startup

• Become certified as a CPA or CMA

• Prep for high-level leadership and management—our programs emphasize communication skills, strong student-faculty interaction, and critical thinking

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Words of Wisdom

Under the UK’s Tax Avoidance Schemes Regulations 2006, it is illegal not to tell the taxman anything you don’t want him

to know, though you don’t have to tell him anything you

don’t mind him knowing.

In Boulder, Colorado, it is illegal to kill a bird within the city limits and also to “own” a pet – the

town’s citizens, legally speaking, are merely

“pet minders”.

In Vermont, women must obtain written permission

from their husbands to wear false teeth.

In the UK, a man who feels compelled to

urinate in public can do so only if he aims

for his rear wheel and keeps his right hand on

his vehicle.

In Kentucky, it is illegal to carry a

concealed weapon more than six-feet

long.

In San Salvador, drunk drivers can be punished by

death before a firing squad.

The World’s Strangest LawsDid you know it’s illegal in France to name a pig Napoleon?

Or that in Ohio you’re not allowed to get a fish drunk?

It is an act of treason to place a postage stamp

bearing the British monarch

upside down.

In Alabama, it is illegal for a driver to be blindfolded while

driving a vehicle.

In Florida, unmarried women who parachute

on Sundays can be jailed.

24 NEW ACCOUNTANT

Regulations Outlook

it is “unfair” or even “unethical” that the cli-ent is not paying any individual income tax? What would be the result if the tax preparer took such an approach? The answer is quite clear. The preparer would be in violation of the ethical standards of his/her respective pro-fession. Additionally, they would be liable for professional malpractice, and likely be sued by the client for damages and breach of fidu-ciary duty. If a multi-billion dollar corpora-tion merely takes advantage of the tax laws as written, why should it be judged to be act-ing any more unethically than an individual tax preparer/payer who legally utilizes all tax avoidance measures available to him or her? If it is unfair that some governments are not receiving their “fair share” of revenue as a re-sult of multinational corporations employing legal measures to minimize or even totally

avoid paying taxes, perhaps the appropriate remedy would be to remove the loopholes rather than accuse the taxpaying entity of un-ethical behavior.

Conclusion The authors have traced the history of the IMA and noted the significant benefits to its members. They have also focused on the ethical values the IMA has provided, and dis-cussed an ethical issue that was presented to members in a recent issue of Strategic Finance. Application of our code of conduct would ex-onerate members of both Apples or Google’s board of directors from any violation of the IMA’s Statement of Ethical Practice. Those boards are merely seeking legally to minimize the tax obligations of their respective compa-nies, and maximize the returns to their share-holders. The shareholders of their respective

companies have every legal and ethical right to expect that such be done. Utilizing what the law allows is neither immoral nor unethi-cal. We should not, and quite often cannot, equate law with ethics. For example, what if out of compassion for consumers, competi-tors fixed the price of a gallon of gas at .50/gal. during the holiday season. Their purpose in agreeing to lower the price of gas was solely to help those consumers financially during the holiday season when they typically incur large debts. We might look at such as being an exercise of good corporate social responsi-bility and, in fact, truly ethical behavior. The Sherman Antitrust Act, however, deems such an agreement to be illegal as all price fixing whether high, low or medium violates the law. Looking at the converse, however, to equate legal behavior with unethical behavior would put us on a very slippery slope indeed.

A History of the IMA and Ethical Considerations

Continued from Page 21

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NewAccountantUSA.com 25

26 NEW ACCOUNTANT

Accounting Outlook

man resources. I had responsibility for serving as the finance liaison and support for each function as well as closing the books and preparing the monthly finan-cial reporting package. In the midst of my responsibilities and activities, I partici-pated in many continuous improvement and training practices. The Louisville plant became ISO 9000 certified during my tenure at the facility. Although the facility was profitable and efficient, senior management made the decision to close the facility as part of its long-term strate-gic plan to move manufacturing to more favorable cost poles outside of the United

States. After a short time in the role, I re-ceived notification that I passed the CPA Exam. Passing the CPA Exam was a sig-nificant milestone for me because it repre-sented the gold standard in the account-ing profession, thereby validating me as a true accounting professional. Therefore, it was time to move forward to my next professional adventure. The year was 1998 and I was still a resident of Louisville, KY contemplating what would be my next move. I felt that even though Philip Morris was closing, Louisville was still a city with promis-ing career opportunities. I put out feel-ers for accounting positions and received

a call from a recruiter about a newly formed company called Tricon Global Restaurants, Inc. Tricon was the former restaurant division of Pepsico that was spun off in October 1997. Tricon included the three key fast food brands: KFC, Taco Bell and Pizza Hut. After interviewing, I received an offer to become a staff auditor in the internal audit department. During that same time, I was considering an offer to work for Arthur Andersen. Since I had previously worked at PWC as an intern, I knew that the goal of many associates in the firm was to transition into an industry job if they were not suited for a long term career in public accounting with the hopes of ascending to the role of partner. Tricon was a great opportunity for me to grow with a new organization and broaden my horizon. At Tricon, I learned a lot about the fast food restaurant business. My pri-mary responsibilities were conducting op-erational audits of the company’s corpo-rate owned restaurants in the continental US and financial audits of the restaurant support center and domestic and interna-tional franchisees in each of the brands. I traveled approximately 100 percent of the time. Conducting operational audits allowed me an opportunity to learn the operational side of the business and gain an appreciation for the value chain as well as exposure to how the business was inte-grated in different cultural environments all over the world. It truly was an excit-ing time with a lot of great experience. While I was at Tricon in 2000, I received an offer to work for General Electric Company in the Appliance Division as a financial analyst in Louisville, KY sup-porting three operational teams: metals, plastics and electronic controls. In addi-tion to the being the finance liaison for each operating team, I was a part of the finance organization with responsibili-ties that were separate and distinct from

Why I Became An Accountant Continued from Page 4

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the operational support that I provided. It was a fast-paced, dynamic environ-ment that was driven by huge amounts of data. Prioritization and multi-tasking were critical traits to the job. While I was still at General Electric, I was selected to participate in the American Institute of Certified Public Accountants’ (AICPA) Accounting Scholars Leadership Program in 2000. Even though I was in practice, I still felt a need to be connected to the academic and intellectual part of the ac-counting profession. Tricon called me up and asked me to return to accept a promotion to senior au-ditor, and I agreed to the offer. The scope of my responsibilities expanded to include frequent international assignments and other ad hoc assignments for the organi-zation. Shortly after my return, Tricon changed its name to Yum! Brands, Inc. This name change served two purposes to acknowledge its growth in additional con-cepts (Long John Silvers and A&W) and to select a name that would increase its brand equity and market sector presence. My tenure at Yum lasted until July 2004. In that same year, I secured a position with a consumer products company by the name of the Georgia Pacific Corporation. At Georgia Pacific, my role was manager of analysis in the Dixie Products Group. My responsibilities included supporting twelve Dixie products manufacturing facilities in the US and Canada. In addition, I was re-sponsible for Sarbanes-Oxley Compliance. While at Georgia Pacific, I decided to pur-sue the Certified Management Accountant (CMA) Exam to enhance my professional knowledge and expertise. I completed the exam in 2006. In November of 2005, Georgia Pacific was acquired by Koch Industries. Georgia Pacific’s stock was del-isted and it became a privately held sub-sidiary of Koch Industries. As a result of this organizational change, a significant portion of my responsibilities were elimi-nated. Therefore, I decided to pursue other opportunities in the marketplace and an

opportunity became available to become the audit manager for GE Consumer Retail Finance in 2006. My responsibilities included SOX and compliance testing. In 2007/2008 the financial services crisis hit, which sent shock waves throughout the capital markets. Then, in late 2008, I ac-cepted a promotion to Global Operational Controller in GE Energy’s Parts and Repair Services Division. I held this position un-til my position was eliminated in 2012 due to restructuring. The lesson learned is that jobs will come and go, but your skills and expertise provide stability, security and an opportunity to write the next chapter of your professional career. I can truly say that completing the CMA Exam was an en-durance test that allowed me to hone and validate my skills as a true management accountant. The knowledge, skills and expertise garnered from the CMA Exam helped me advance my career in industry. Moreover, the exam was more than just a management accounting exam; it offered a set of competencies that would make me a more successful business profession-al. The topics covered relate to account-ing issues that business professionals face whether they are in finance, accounting or other parts of the value chain. Because the CMA is a global credential, it is recognized

in many venues outside of the US. I saw it as double threat because I was a CPA and CMA, which meant I had flexibility from both perspectives (internal and external) of an organization. Over time, these com-petencies are marketable assets that can provide a platform for business profession-als as well as accountants to leverage their strengths to blaze new trails. So, I em-barked upon a new career as an accounting educator. Again, I was able to continue to use my transferable skills to teach prospec-tive accountants and finance professionals technical accounting skills and share with them the many opportunities that the ac-counting profession has to offer.

Editor’s Note:

Tell us why you want to be an Accountant/CPA!

Email us your reasons (include photo) or your video

to be posted on NewAccountantUSA.com.

Send to: Editor@NewAccountantUSA.com

NewAccountantUSA.com 27

28 NEW ACCOUNTANT

Directory

Anchin, Block & Anchin, LLP www.anchin.com

Anderson ZurMuehlen & Co PC www.azworld.com

Andrews Hooper & Pavlik PLC www.ahpplc.com

Argy, Wiltse & Robinson, P.C. www.argy.com

Armanino LLP www.amllp.com

Aronson LLC www.aronsoncompany.com

Arthur Place & Company, PC www.apcoadvisors.com

Baker Newman & Noyes, LLC www.bnncpa.com

Baker Tilly www.bakertilly.com

BDO USA LLP www.bdo.com

Belfint, Lyons & Shuman, PA www.belfint.com

Berkowitz Pollack & Brant www.bpbcpa.com

Berman Hopkins Wright & Laham CPA LLP www.bermanhopkins.com

Berntson Porter & Company, PLLC www.bpcpa.com

Berry Dunn LLC www.berrydunn.com

BKD, LLP 910 E. St. Louis Street Suite 400 Springfield, MO 65806 417-831-7283 www.bkd.com

Blackman Kallick www.blackmankallick.com

Bland Garvey, PC www.taxsmart.com

Blue & Co., LLC. www.blueandco.com

Blum Shapiro www.blumshapiro.com

The Bonadio Group 171 Sully’s Trail Suite 201 Pittsford, NY 14534 800-487-7624 www.bonadio.com

Bonamassa, Maietta & Cartelli, LLP www.bmccpas.com

Boulay, Heutmaker, Zibell & Co. P.L.L.P. www.bhz.com

Brockman, Coats, Gedelian & Co. www.bcgcompany.com

Brown Schultz Sheridan & Fritz www.bssf.com

Buffamante Whipple Buttafaro, PC www.bwbcpa.com

Burnett + Company LLP www.burnettco.com

Burr, Pilger & Mayer LLP www.bpmllp.com

Carr, Riggs & Ingram, LLC www.cricpa.com

CBIZ www.cbiz.com

CBIZ Tofias www.cbiz.com/tofias

Cherry Bekaert LLP www.cbh.com

Citrin Cooperman & Company, LLP www.citrincooperman.com

Clare & Storey LLP www.clarecpa.com

Clark Nuber www.clarknuber.com

Clark, Schaefer, Hackett www.cshco.com

Clifton Larson Allen LLP www.cliftoncpa.com

Cohen & Company www.cohencpa.com

Cohn Reznick LLP 4 Becker Farm Road Roseland, NJ 07068 973-228-3500 www.cohnreznick.com

Crowe Horwath LLP www.crowehorwath.com

Dalby, Wendland & Co., PC www.dalbycpa.com

Daszkal Bolton LLP www.daszkalbolton.com

Decosimo www.decosimo.com

Deloitte www.deloitte.com

Dixon Hughes Goodman LLP www.dhgllp.com

Doeren Mayhew www.doeren.com

Ehrhardt Keefe Steiner & Hottman PC www.eksh.com

Eide Bailly LLP www.eidebailly.com

Eisner Amper www.eisneramper.com

Elliott Davis, LLC www.elliottdavis.com

Ernst & Young LLP www.ey.com

Ewbank Group PC www.ewbankgroup.com

Feeley & Driscoll, PC www.fdcpa.com

Frank, Rimerman & CO. LLP www.frankrimerman.com

Frazier & Deeter, LLC www.frazierdeeter.com

Freed Maxick CPAs www.freedmaxick.com

Friedman LLP www.friedmanllp.com

Galusha, Higgins & Galusha, PC www.ghg-cpa.com

GBQ Partners LLC www.gbq.com

Gettry Marcus www.gettrymarcus.com

Grant Thornton LLP www.grantthornton.com

Grassi & Co www.grassicpas.com

Grossman St. Amour www.greenseiftercpas.com

GT Reilly & Company www.gtreilly.com

H&R Block www.hrblock.com

Habif, Arogeti & Wayne LLP www.hawcpa.com

Haynie & Company, CPAs www.hayniecpa.com

Hein & Associates LLP www.heincpa.com

JOHN F. WELCH COLLEGE OF BUSINESS

MASTER OF SCIENCE IN ACCOUNTING

JOHN F. WELCH COLLEGE OF BUSINESS

Program Benefits

FLEXIBLE SCHEDULING—The graduate accounting

program can be completed in one year with hybrid

courses taken in a trimester format. Courses will be

offered online with once-per-month Saturday seminars

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INDUSTRY EXPERTS—Our faculty members are

established scholars in the accounting field.

CPA EXAM PREPARATION—This degree will provide

graduates with the necessary skills and knowledge to

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DISTINGUISHED REPUTATION—Among an elite

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CONCENTRATIONS TO CHOOSE FROM:

• International Accounting

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FOR MORE INFORMATION visit www.sacredheart.edu/accountingmasters

Hill, Barth & King, LLC www.hbkcpa.com

Holthouse, Carlin & Van Trigt LLP www.hcvt.com

Holtz Rubenstein Reminick LLP www.hrcpa.com

Honkamp Krueger & Co. www.honkamp.com

Horne LLP www.horne-llp.com

Internal Revenue Service www.jobs.irs.gov

Jaynes, Reitmeier, Boyd & Therrell, PC www.jrbt.com

Johnson Lambert www.johnsonlambert.com

Katz, Sapper & Miller, LLP www.ksmcpa.com

Kaufman Rossin & Co. www.krco-cpa.com

Kearney & Company 1701 Duke Street Suite 500 Alexandria, VA 22304 703-931-5600 www.kearneyco.com

Kemper CPA Group LLP www.kempercpa.com

Kennedy and Coe, LLC www.kcoe.com

Kerber, Eck & Braeckel LLP www.kebcpa.com

Kernutt Brandt LLP www.kernuttstokes.com

Kolb + Co. www.kolbco.com

KPMG LLP www.us.kpmg.com

LarsonAllen LLP www.larsonallen.com

Lattimore Black Morgan & Cain, PC www.lbmc.com

LECG, LLC Loeb & Troper www.loebandtroper.com

Lurie Besikof Lapidus & Company, LLP www.lblco.com

Marcum LLP www.marcumllp.com

Margolin, Winer & Evens LLP 400 Garden City Plaza, 5th Floor Garden City, NY 11530 516-747-2000

370 Lexington Avenue 12th Floor New York, NY 10017 212-973-1000 www.mwellp.com

Marks Paneth & Shron, LLP www.markspaneth.com

Mauldin & Jenkins, LLC www.mjcpa.com

NewAccountantUSA.com 29

30 NEW ACCOUNTANT

RSM McGladrey, Incwww.mcgladrey.jobs

McKonly & Asbury LLP www.macpas.com

Mikunda, Cottrell & Co., Inc. www.mcc-cpa.com

Mohler, Nixon & Williams www.mohlernixon.com

Moody, Famiglietti & Andronico, LLP www.mfa-cpa.com

Moore Colson www.moorecolson.com

Morrison, Brown, Argiz & Farra, LLP www.mbafcpa.com

Moss Adams LLP www.mossadams.com

Novogradac & Company, LLP www.novoco.com

O’Connor Davies Munns & Dobbins, LLP www.odmd.com

Olson & Company, PC www.olsoncpafirm.com

Pailet, Meunier and LeBlanc, LLP www.pmlcpa.com

ParenteBeard LLC One Liberty Place 1650 Market StreetSuite 4500 Philadelphia, PA 19103 215-972-0701 www.parentebeard.com

Perelson Weiner LLP www.pwcpa.com

Petrinovich Pugh & Company, LLP www.ppandco.com

Plante & Moran, PLLC www.plantemoran.com

Postlethwaite & Netterville www.pncpa.com

PricewaterhouseCoopers www.pwc.com

Proctor, Crook, Crowder & Fogal, P.A. www.pcc-cpa.com

Protiviti www.protiviti.com

Rea & Assoc www.reacpa.com

Rehmann Group, LLC www.rehmann.com

Robert Half International www.rhi.com

Rosen Seymour Shapss Martin & Company LLP www.rssmcpa.com Rotenberg Meril Solomon Bertiger & Guttilla, P.C. www.rmsbg.com Rothstein Kass www.rkco.com RubinBrown, LLP www.rubinbrown.com

SaxBst 855 Valley Rd Clifton, NJ 07013 973-472-6250 www.saxbst.com SC&H Group, LLC www.scandh.com Schenck SC www.schencksc.com Schneider Downs & Co., Inc. www.schneiderdowns.com

FTI Consulting www.fticonsulting.com

Sciarabba Walker & Co. LLP www.sciarabbawalker.com

Seiler & Company, LLP www.seiler.com Seward and Monde www.sewardmonde.com Siegfried Group, LLP www.siegfriedgroup.com Sikich LLP www.sikich.com

Silberstein Ungar, PLLC www.sucpas.com

SingerLewakwww.singerlewak.com

Smolin, Lupin & Co.www.smolin.com

Squar Milner www.squarmilner.com

SS&Gwww.ssandg.com

Stephen James Associateswww.stephenjames.com

Stone Carliewww.stonecarlie.com

Stonefield Josephson, Inc.www.sjaccounting.com

SVA Professional Serviceswww.sva.com

Tate & Tryon CPAs and Consultants2021 L Street,NWSuite 400Washington, DC 20036202-293-2200 www.tatetryon.com

Templeton & Company, LLP www.templetonco.com

Thorp & Companywww.thorpco.com

Trien Rosenberg, a division of Raich Ende & Malter Co. LLPwww.trienrosenberg.com

www.rem-co.com UHY Advisorswww.uhyadvisors-us.com

Vavrinek, Trine, Day & Co., LLP www.vtdcpa.com Warren, Averett, Kimbrough & Marino, LLCwww.wakm.com

Watkins Meeganwww.watkinsmeegan.com

Weaverwww.weaverllp.com

PMS 294 PMS 5425

WeiserMazars LLP 135 West 50th Street New York, NY 10020-1299 212-812-7000 www.weisermazars.com

Wipfli LLPwww.wipfli.com

WithumSmith+Brown, PC5 Vaughn Drive Princeton, NJ 08540609-520-1188www.withum.com

Wolf & Company P.C.www.wolfandco.com

Yeo & Yeowww.yeoandyeo.com

Directory

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