US' Top 100 Accounting Firms

1. Deloitte & Touche - Big 4, 107 U.S. offices
2.  Ernst & Young - Big 4, 95 U.S. offices
3.  PricewaterhouseCoopers - Big 4, 99 U.S. offices
4. KPMG - Big 4, 95 U.S. offices
5. Grant Thornton - 48 U.S. offices
6. McGladrey & Pullen - 103 U.S. offices
7. BDO Seidman - 35 U.S. offices
8. Mayer Hoffman McCann - Offices in: CA, AZ, UT, CO, KS, MN, WI, IL, MO, OH, TN, GA, FL, MD, PA, and NY. 
9. Crowe, Chizek and Co. - Offices in: IN, IL, OH, KY, TN, MI, and FL
10. BKD - Baird Kurtz & Dobson - Offices in: TX, IL, MO, IN, OH, KY, CO, KS, OK, AR, NE
11. Plante & Moran - Offices in: MI, OH, and IL
12. Moss Adams - Offices in: AZ, CA, NM, OR, and WA
13. Clifton Gunderson - Offices in: IL, CA, AZ, CO, IA, MD, IN, MO, NM, OH, TX, VA, WI, and D.C.
14. UHY - Offices in: CA, TX, MO, IL, MI, NY, MA, CT, and D.C.
15. Virchow Krause & Co. - Offices in WI, MN, IL, and MI
16. J.H. Cohn - Offices in NY, NJ, and CA
17. Dixon Hughes - Offices in: NC, SC, GA, AL, WV, TX, and TN 
18. Larson, Allen, Weishair & Co. - Offices in: MN, WI, MO, PA, and NC
19. Reznick Fedder & Silverman - Offices in: MD, NC, and GA
20. Rothstein, Kass & Co. - Offices in: CA, NY, NJ, CO, and TX
21. Eisner & Co. - Offices in NY and NJ 
22. Wipfli Ullrich Bertelson - Offices in WI and MN  
23. Eide Bailly - Offices in IA, MN, ND, SD, MT, OK, and AZ
24. M.R. Weiser & Co. - Offices in: NY and NJ  
25. Cherry Bekaert & Holland - Offices in VA, NC, SC, GA, FL, TN, and AL 
26. Berdon LLP - Offices in NY
27. Marcum & Kliegman - Offices in NY and CT
28. Smart and Associates - Located in PA, GA, MD, IL, and NY
29. Goodman & Co. - Offices in: VA and MD 
30. Amper, Politziner & Mattia - Offices in: NY and NJ
31. Parente Randolph - Offices in: PA, NJ, DE, and Washington DC
32. Marks Paneth & Shron - Offices in NY  
33. Schenck & Associates - 11 Offices in WI 
34. Anchin, Block & Anchin - Located in NY
35. The Rehmann Group - Offices in MI  
36. Rubin, Brown, Gornstein & Co. - Located in MO
37. Mahoney Cohen & Co. - Located in NY 
38. Vitale Caturano & Company - Located in Boston, MA
39. Carr, Riggs & Ingram - Offices in: FL, AL, and MS
40. Withum, Smith & Brown - Offices in: NJ and PA
41. Goldenberg Rosenthal - Located in: Philadelphia, PA  
42. SVA - Suby, Von Haden & Associates - Offices in: WI and IL
43. Citrin Cooperman & Co. - Offices in: NY and NJ  
44. Blackman Kallick Bartelstein - Located in Chicago, IL
45. Clark, Schaefer, Hackett & Co. - Offices in: OH
46. Kaufman, Rossin & Co. - Located in FL
47. Beard Miller Company - Located in PA, and MD
48. Friedman - Offices in: NY, and NJ
49. Schneider, Downs & Co. - Offices in: PA and OH
50. Aronson & Company - Located in MD / D.C.
51. Tofias - Located in MA, and RI
52. Horne CPA Group - Located in TN, MS, and LA
53. Doeren Mayhew - Located in MI
54. Lattimore, Black, Morgan & Cain - Offices in: TN
55. Margolin, Winer & Evens - Located in NY 
56. Hill, Barth & King - Offices in: FL, OH, PA, and VA
57. Carlin, Charron & Rosen - Offices in: MA, RI, and CT
58. SS&G - Saltz, Shamis & Goldfarb - Offices in: OH and KY
59. Lurie, Besikof, Lapidus & Co. - Located in MN
60. Elliott Davis, LLC - Offices in: SC and GA
61. Morrison, Brown, Argiz & Co. - Offices in: FL and CO
62. Beers & Cutler - Offices in: D.C. and VA
63. O'Connor Davies Munns & Dobbins - Offices in: NY, NJ, and CT
64. Rachlin Cohen & Holtz - Offices in: FL
65. Frank, Rimerman & Co. - Offices in: CA
66. Katz Sapper & Miller - Offices in: IN
67. Kennedy & Coe - Offices in: KS, OK, and CO
68. Weaver and Tidwell - Offices in: TX  
69. Schonbraun McCann Group - Offices in: NJ, NY, and FL
70. Joseph Decosimo and Co. - Offices in: OH, TN, and GA 
71. Watkins, Meegan, Drury & Co. - Offices in: MD, VA, and D.C.
72. Armanino McKenna - Offices in: CA
73. Hein & Associates - Offices in: CO, TX, AZ, and CA
74. LeMaster & Daniels - Offices in WA, and ID
75. Kemper CPA Group - Offices in: IL, IN, KY, CA, and FL
76. Novogradac & Company - Offices in: CA, TX, GA, MD, KS, MA, and OH
77. Sikich Gardner & Co. - Offices in: IL
78. Rosen Seymour Shapss Martin & Co. - Offices in: NY
79. Stout Causey & Horning - Offices in: MD, VA, TX, and GA
80. Warren, Averett, Kimbrough & Marino - Offices in: AL 
81. Berry, Dunn, McNeil & Parker - Offices in: ME, NH, and MA
82. Holthouse Carlin & Van Trigt - Offices in CA
83. Habif, Arogeti & Wynne - Located in GA
84. Berkowitz Dick Pollack & Brant - Offices in: FL
85. Holtz Rubenstein Reminick - Offices in: NY
86. Blue & Co. - Offices in: IN, OH, and KY 
87. Vavrinek, Trine, Day & Co. - Offices in CA  
88. Mohler, Nixon & Williams - Offices in: CA
89. Stonefield Josephson - Offices in CA and Mexico
90. Mauldin & Jenkins - Offices in: GA, and AL
91. Freed Maxick & Battaglia - Offices in NY
92. Honkamp Krueger & Co. - Offices in IA, WI, and IL
93. Seiler & Company - Offices in CA
94. Yeo & Yeo - Offices in MI
95. Burr Pilger & Mayer - Offices in CA
96. Postlethwaite & Netterville - Offices in LA
97. Ehrhardt Keefe Steiner & Hottman - Offices in: CO
98. Blum Shapiro & Co. - Located in: CT
99. The Bonadio Group - Offices in: NY
100. Alpern, Rosenthal & Co. - Located in PA 

Source: www.accountingmajors.com

The New Accounting Practice that's Saving Lockheed Martin, Chevron and the DOD Millions

Although the term “sustainability” has become something that most businesspeople associate with marketing or maybe compliance, at its core sustainability is as much about saving companies as saving the earth: it all boils down to maximizing resources and minimizing risk. Until recently, however, sustainability initiatives at most companies have tended to start with the sustainability director, who takes a good-for-the-environment idea and tries to build a good-for-business argument around it. That approach is fundamentally flawed according to Yann Risz, vice president of strategy and environmental finance for Environmental ERP software company Enviance. Instead, Risz suggests starting with the day-to-day operations of business–what the procurement folks deal with daily, for example, or the sales force–and looking for ways that sustainability initiatives might address some of the company’s pain points. Risz has been thinking about the subject nonstop for the past several years as he developed the company’s environmental finance tool and began to roll it out to many of Enviance’s compliance software customers, including Lockheed Martin, Chevron and the Department of Defense.
“If you want to scale sustainability you don’t start with sustainability and incrementally change it to make it business-friendly,” he says. “You start with understanding the average day of a procurement officer – he has five minutes to listen to you, so you need to understand what he needs and give him something he can understand in that time.”
A recent Gartner case study on Enviance’s work with Lockheed Martin shows just how effective that approach can be. In the course of that work, Enviance analyzed 2,000 environmental factors that are relevant to Lockheed’s business and found that only ten were material from an environmental point of view. In fact 10 environmental factors accounted for 96 percent of the company’s environmental impact, and much of them were not direct Lockheed impacts but factors that could be traced further up the company’s supply chain.
“As CFO, maybe that’s interesting but what does that mean to my job?” Risz says. “What’s the financial exposure linked to those factors? We estimated that 35 percent of Lockheed’s EBIT [Earnings before interest and taxes] was associated with energy-related commodities in its supply chain. Now that gets the CFO’s attention. Suddenly it’s not the crazy green guy talking, but the business guy going hey we have 35 percent earnings exposure here, so we’d better deal with it.”
Marrying environmental impacts and finance doesn’t just help to reveal financial risks associated with environmental exposures, it also helps companies pinpoint where they should be spending their sustainability budgets to get the most bang for their buck. In Lockheed’s case, for example, seven of the top ten environmental factors were energy-related while waste and water–both traditional targets for sustainability departments–were of relatively minor importance. That knowledge gave the company the opportunity to reconsider capital investment of water and waste projects, and reprioritization of longer-term project planning. Accurately accounting for environmental risks and benefits also helped Lockheed pinpoint more than $30 million in potential savings.
Lockheed isn’t the first company to marry finance and sustainability. WalMart was an early leader in this realm, as were Procter and Gamble and Unilever. However, although these early adopters attempted to link supply chain sustainability initiatives with financial returns ($1 billion in two years, in P&G’s case), they lacked the sort of granular data that would enable the sort of change in strategy that Lockheed is undertaking. Puma came closer when it issued its environmental profit and loss statement for its global supply chain, which revealed that approximately 94 percent of its total environmental burden lay in its upstream supply chain.
As notions around sustainability mature, more and more companies are embracing this new form of environmental accounting. Risz says Enviance has worked with companies in various sectors, including fast food, oil and gas, and banking, and the idea is really beginning to gain traction. In Italy, the company recently worked with Unicredit Bank, for example, to determine the financial risks associated with the bank loaning money to coal companies. “We were helping loan officers understand when they make loans to the coal industry, what is the impact their loans have and how they should assess the risk behind these loans,” Risz explains. “There are environmental risks there, but also reputational.”
The bottom line? If you want to get [all the various stakeholders in a company] on board with sustainability initiatives, you  have to appeal to their KPIs [key performance indicators, the metric upon which many companies base annual bonuses],” Risz says.

Source: www.forbes.com by Amy Westervelt

10 Phrases That Are Holding Your Career Back

“The difference between the almost-right word and the right word is really a large matter–it’s the difference between the lightning bug and the lightning.”—Mark Twain
Whether dealing with clients, coworkers or superiors, how you phrase and frame your message colors the way people perceive you. The words you choose may be the difference between being thought of as problem-solver or a problem.

“Words are very important because they shape not only how other people hear you, but how they feel about you,” says Karen Friedman, author of Shut Up and Say Something: Business Communication Strategies to Overcome Challenges and Influence Listeners. “If you garner some kind of positive emotion, then you’ll make people care. Then you’re in a much better position for them to listen.”
However, too often business communication is peppered with filler words (umm, uh huh, well) that muddle the message, qualifiers (sort of, kind of, mostly) that diminish authority, and negative framing (can’t, impossible, never) that is discouraging and unproductive. In an informal poll of communication experts and career advisers, these 10 phrases were voted the worst things to say in your career.
That’s not my job.
“This makes it about what you can’t do as opposed to what you can do,” says Friedman. “It paints you as not being a team player.” Furthermore, it flies in the face of crucial career assets like flexibility and the willingness to learn new skills, which are required for leadership roles. Take it to a positive place by saying, “It’s not really my area of expertise. Let’s see who might be able to better help with this.”
I think…
Lorrie Thomas Ross, chief executive of consultancy Web Marketing Therapy, calls this and others like it (“I believe” and “I feel”) “discounting phrases.” They make you seem less authoritative and reduce the power of the message. The statement, “I think this is the best strategy,” is much weaker than, “This is the best strategy.” Likewise, eliminate prefaces like “I want” or “I’d like to.” So, rather than saying, “I want to thank you,” simply say, “Thank you.”
I don’t know.
“You think that’s being honest, but it’s really a cop out,” says Henry Devries, assistant dean for continuing education at the University of California San Diego and co-author of Closing America’s Job Gap. “It can be seen as lazy and not willing to take the next step.” Instead, say: “Let me find out the answer.” Similarly, saying, “I don’t know how to do that,” is better framed as, “Where could I get help to learn how to do that?” Then, you’re bridging the solution.
I can’t.
Again, this suggests a rigidity and unwillingness to be helpful or provide solutions. “You want to show employers you are ready to learn and tackle any challenge,” says Josh Tolan, chief executive of video interviewing platform Spark Hire. Instead of dismissively saying “I can’t,” pinpoint the issue and suggest a way around it. For example, if you’re asked to present a project at a time that conflicts with another commitment, say, “Unfortunately, I have a conflict then. However, I’ve been working closely with Sarah on this, and she would be fantastic.”
But…
“Using the word ‘but’ completely negates whatever you’ve said before it,” says Devries. While you may be well-intentioned, a comment like “that blouse looks nice on you, but the earrings don’t match” will not be taken well. We are conditioned to always listen for the negative information. “We’re used to the manure sandwich,” he says—that’s something nice, something negative, something nice, so that the negative bit is sandwiched in between. Oftentimes, “but” is easily replaced with “and,” which softens the message.
That’s not a good idea.
Nancy Mobley, founder and chief executive of consultancy Insight Performance, says quickly shooting down ideas makes employees and coworkers feel less comfortable about sharing their opinions and ideas, which can hamper creativity and innovation. “Some of the best ideas might be something you’re apt to shoot down before vetting them and getting more information,” she says. Instead of dismissing something outright, ask a question like, “How would it work?”
I’ll try.
“The word ‘try’ implies the possibility it may not get finished; it presupposes possible failure,” says communication expert Darlene Price, author of Well Said. If your boss asks for a proposal first thing in the morning and you respond, “I’ll try to get it finished,” you’re undermining yourself and putting doubts in your boss’s mind. Instead, say, “I’ll have it on your desk by 9 a.m.”
It wasn’t my fault.
“People hear it as defensive,” says Friedman. If someone asks what went wrong, they may not even be blaming you, so immediately diverting blame only draws attention to it. Take the higher ground, and try to be a problem solver. Say, “Let me try to better understand what happened,” or, “Let’s figure out how we can prevent it from happening again.”
I guess.
This is a common qualifier, which people use to hedge their bets against saying the wrong thing. “Avoid language that is tentative and not reflecting confidence,” says Dale Austin, director of the career development center at Hope College. Erase it from your vocabulary. If there’s a concern that gives you pause, instead of speaking tentatively, express the concern outright.
That’s impossible.
Like saying “it can’t be done,” “that’s impossible” is extremely negative. “It signifies that you’re not willing to even try,” says Friedman. “Negativity is infectious and spreads like a virus.” To keep it positive, say, “Let’s look at some different ways to tackle it.”

Source: www.forbes.com by Jenna Goudreau

15 Phrases That Build Bridges Between People

 

Business is changing. The experts sure seem to think so. Every day, some new article hypes a brave new world of egalitarian openness and collaboration. That might be true if you work for yourself. For the rest of us, it’s still a winner-take-all, command-and-control world. Always has been, always will be. The experts may own the language, but not reality. When leaders feel threatened or the ink runs red, they rarely tap into their talent for solutions. More often, they cut communication and withdraw behind closed doors. Corporate culture can overcome many hurdles, but never human nature.
In reality, business has changed little. Work still involves small victories and slow progress, often ambiguous and rarely permanent. That said, what drives workers has changed little too. Besides money, they want a voice. They dream of receiving a fair shot to make a difference. And they long to feel special. And all that starts with communication. These days, we’re taught that tone and body language are the message. But words – and what they signify – matter too. Over time, your character, competence, and caring may be revealed by your actions. In a micro world, it is the right words used at the right moments that spark conversations and build bridges between people.
Want to tap into the deepest yearnings of your peers and employees? Consider sprinkling these phrases into your daily conversations:
1) Thank You: Common courtesy? Sure. But tell me this: When was the last time you forgot (or rejected) gratitude? Whether given in private or public, a sincere ‘thanks’ creates goodwill. Don’t forget your mother’s advice: “Say please.” People are always happier doing a favor than taking an order.
2) I Trust Your Judgment: Translation: “You have my permission. I believe in you. Now, go make it happen.” Feels pretty uplifting to hear that, doesn’t it? And I’ll bet you’d do almost anything to please someone who makes you feel that way. Your employees and peers are no different.
3) I Don’t Know: We don’t have all the answers. And it scares us to death. That’s a perfect point to start a dialogue…over facts and fears. Facing the unknown – and seeking assurances and answers – bonds people like nothing else. All you have to do is first admit what you don’t know.
4) Tell Me More: “I’m all ears.” It’s the ultimate conversation starter!  When you signal that you’re open and intrigued, the other party will respond in kind. And who can resist flattery? Use phrases like “What do you think” or “What would you do” to acknowledge someone’s expertise. In doing so, you’re courting authentic suggestions, even if they challenge convention or skewer a sacred cow. If your interest is genuine, you may just fuel a productive exchange.
5) What I Hear You Saying Is: Ever wonder if someone has been listening to you? Be assured the person speaking to you is. So here’s a way to keep the ideas flowing. Step back and rephrase what someone says. In fact, vaguely distort or stray from it. This offers two benefits. It implies that you’re engaged, increasing the likelihood you’ll get more detail. It also helps you gauge the other person’s preparation, reasoning, and seriousness. It’s a win-win for everyone.
6) I’m On It: You’re giving your full attention. You’re saying, “Relax. Don’t worry about a thing. I’ll see to it personally.” That response can disarm just about anyone. To express a deeper commitment, use “You have my word.” This makes you more accountable to someone, conveying that you’re on board and will make it happen…whatever it takes.
7) How Else Can I Help You: It takes guts to speak up. People risk rejection, ridicule, or retaliation. Sure, you’ve discussed one issue. Chances are, this was just a test balloon to see how you’d react. This person probably wants to cover more; he’s just hesitant to ask. Make it easy on him. Extend the proverbial “what can I do” invitation to widen the conversation. And don’t be afraid to ask for help occasionally, either. People love to lend a hand. It provides purpose. When you’re humble and vulnerable, it humanizes you. It makes you one of them. And people trust those with whom they can identify.
8) I’ve Got Your Back: We’ve all made big mistakes. When we’ve recognized the gravity, the same question automatically pops up: “Am I getting fired for this?” It’s natural for co-workers and reports to imagine worst case scenarios. In those times, step in with a reassurance: “I’m not judging you. You’re going to get through this. You’re not alone. We’ll figure this out together. It’s going to be OK.”
9) My Pleasure: This subtle reminder reinforces a key point. You’re here to help others. You have all the time they need. And you’re happy to do it.
10) What If: Call it whatever you want: Imagination, wonder, inspiration, or vision. It’s that “why not” spirit that’s driven men and women to dream, create, and push limits. How often do you channel this force to hit it off with others? When was the last time you used a phrase like “How can we make this happen” or “Let’s try this out?” Go ahead. Open the floor to everyone. Put every option on the table. Don’t judge them based on budgetary, time, labor, or cultural considerations.  Sure, most ideas won’t be feasible or relevant. But you’re seeking that nugget that makes your organization just a little more competitive and enjoyable. You can find the means another time.
11) Let Me Play Devil’s Advocate: Looking for a subtle way to critique? Turn the conversation into an exercise where you’re a detached party performing a function: Poking holes in the logic and plan of attack. Maybe you need to reel the other person back to the big picture. Maybe you want to direct him towards missing pieces, pros and cons, or alternatives. Either way, you use this strategy to stress test ideas without making the process personal.
12) Let Me Think About That: Yeah, it sounds like a cop out. And it is…sometimes. Fact is, we don’t always have the authority or expertise to make decisions. This phrase buys you time and breathing space. It intimates that you’re open-minded and the request merits consideration. Then, set a date and time for follow up so the other person knows you’re taking him serious.
13) Well Done: It’s a cliché, no doubt. Sometimes, it isn’t enough just to say thanks. People want to know what they did was great and why. They pour so much sweat and soul into their projects. They need more than recognition that a task or goal was completed. They need to know their work was special and had meaning to someone.
14) You’re Right: Want to get someone’s attention? Tell him that he’s right. Once you yield the high ground, it’s much easier for the other party to swallow that the right plan and sentiment can’t always overcome the absurdities and restraints we face every day.
15) I Understand: People have such an innate desire to connect. They long to know they’re not alone, seeking others who’ve been where they are – and have successfully made it through. Helping someone doesn’t always involve making suggestions or calls. It may just involve being there, paying attention to what a person has to say. Most times, that’s enough to show you understand.
What phrases do you use to make people feel more comfortable, motivated, and appreciated?

Source: www.forbes.com by Jeff Schmitt