Finance Business Partnering Quotes

Banks, credit unions, and non-bank private lenders are common corporate lenders. But when you’re leading a company, it’s important to think carefully about which of these will be the right partner for your lending needs. Having the right lender may be as important as obtaining the right amount of money.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

Can we train ourselves to be a good partner in a relationship? A good business partner? Can we train ourselves to do better at managing our finances? Absolutely. Honey, you can always be the best version of yourself if you put the time in. But if you are getting into these relationships with whoever comes your way and still not developing yourself, you are going to fail every time. Focusing on readying yourself will also give you the discernment to recognize who might be the right partner in the first place. I don’t want you to lose the fight, honey, so stay out of the ring until you’re ready to be there.

The Proofs Human society has devised a system of proofs or tests that people must pass before they can participate in many aspects of commercial exchange and social interaction. Until they can prove that they are who they say they are, and until that identity is tied to a record of on-time payments, property ownership, and other forms of trustworthy behavior, they are often excluded—from getting bank accounts, from accessing credit, from being able to vote, from anything other than prepaid telephone or electricity. It’s why one of the biggest opportunities for this technology to address the problem of global financial inclusion is that it might help people come up with these proofs. In a nutshell, the goal can be defined as proving who I am, what I do, and what I own. Companies and institutions habitually ask questions—about identity, about reputation, and about assets—before engaging with someone as an employee or business partner. A business that’s unable to develop a reliable picture of a person’s identity, reputation, and assets faces uncertainty. Would you hire or loan money to a person about whom you knew nothing? It is riskier to deal with such people, which in turn means they must pay marked-up prices to access all sorts of financial services. They pay higher rates on a loan or are forced by a pawnshop to accept a steep discount on their pawned belongings in return for credit. Unable to get bank accounts or credit cards, they cash checks at a steep discount from the face value, pay high fees on money orders, and pay cash for everything while the rest of us enjoy twenty-five days interest free on our credit cards. It’s expensive to be poor, which means it’s a self-perpetuating state of being. Sometimes the service providers’ caution is dictated by regulation or compliance rules more than the unwillingness of the banker or trader to enter a deal—in the United States and other developed countries, banks are required to hold more capital against loans deemed to be of poor quality, for example. But many other times the driving factor is just fear of the unknown. Either way, anything that adds transparency to the multi-faceted picture of people’s lives should help institutions lower the cost of financing and insuring them.

It was the German powerhouse Deutsche Bank AG, not my fictitious RhineBank, that financed the construction of the extermination camp at Auschwitz and the nearby factory that manufactured Zyklon B pellets. And it was Deutsche Bank that earned millions of Nazi reichsmarks through the Aryanization of Jewish-owned businesses. Deutsche Bank also incurred massive multibillion-dollar fines for helping rogue nations such as Iran and Syria evade US economic sanctions; for manipulating the London interbank lending rate; for selling toxic mortgage-backed securities to unwitting investors; and for laundering untold billions’ worth of tainted Russian assets through its so-called Russian Laundromat. In 2007 and 2008, Deutsche Bank extended an unsecured $1 billion line of credit to VTB Bank, a Kremlin-controlled lender that financed the Russian intelligence services and granted cover jobs to Russian intelligence officers operating abroad. Which meant that Germany’s biggest lender, knowingly or unknowingly, was a silent partner in Vladimir Putin’s war against the West and liberal democracy. Increasingly, that war is being waged by Putin’s wealthy cronies and by privately owned companies like the Wagner Group and the Internet Research Agency, the St. Petersburg troll factory that allegedly meddled in the 2016 US presidential election. The IRA was one of three

The Warburg family is the most important ally of the Rothschilds, and the history of this family is at least equally interesting. The book The Warburgs shows that the bloodline of this family dates back to the year 1001.[28] Whilst fleeing from the Muslims, they established themselves in Spain. There they were pursued by Fernando of Aragon and Isabella of Castile and moved to Lombardy. According to the annals of the city of Warburg, in 1559, Simon von Cassel was entitled to establish himself in this city in Westphalia, and he changed his surname to Warburg. The city register proves that he was a banker and a trader. The real banking tradition was beginning to take shape when three generations later Jacob Samuel Warburg immigrated to Altona in 1668. His grandson Markus Gumprich Warburg moved to Hamburg in 1774, where his two sons founded the well-known bank Warburg & Co. in 1798. With the passage of time, this bank did business throughout the entire world. By 1814, Warburg & Co had business relations with the Rothschilds in London. According to Joseph Wechsberg in his book The Merchant Bankers, the Warburgs regarded themselves equal to the Rothschild, Oppenheimer and Mendelsohn families.[29] These families regularly met in Paris, London and Berlin. It was an unwritten rule that these families let their descendants marry amongst themselves. The Warburgs married, just like the Rothschilds, within houses (bloodlines). That’s how this family got themselves involved with the prosperous banking family Gunzberg from St. Petersburg, with the Rosenbergs from Kiev, with the Oppenheims and Goldschmidts from Germany, with the Oppenheimers from South Africa and with the Schiffs from the United States.[30] The best-known Warburgs were Max Warburg (1867-1946), Paul Warburg (1868-1932) and Felix Warburg (1871-1937). Max Warburg served his apprenticeship with the Rothschilds in London, where he asserted himself as an expert in the field of international finances. Furthermore, he occupied himself intensively with politics and, since 1903, regularly met with the German minister of finance. Max Warburg advised, at the request of monarch Bernhard von Bülow, the German emperor on financial affairs. Additionally, he was head of the secret service. Five days after the armistice of November 11, 1918 he was delegated by the German government as a peace negotiator at a peace committee in Versailles. Max Warburg was also one of the directors of the Deutsche Reichsbank and had financial importances in the war between Japan and Russia and in the Moroccan crisis of 1911. Felix Warburg was familiarized with the diamond trade by his uncle, the well-known banker Oppenheim. He married Frieda Schiff and settled in New York. By marrying Schiff’s daughter he became partner at Kuhn, Loeb & Co. Paul Warburg became acquainted with the youngest daughter of banker Salomon Loeb, Nina. It didn’t take long before they married. Paul Warburg left Germany and also became a partner with Kuhn, Loeb & Co. in New York. During the First World War he was a member of the Federal Reserve Board, and in that position he had a controlling influence on the development of American financial policies. As a financial expert, he was often consulted by the government. The Warburgs invested millions of dollars in various projects which all served one purpose: one absolute world government. That’s how the war of Japan against Russia (1904-1905) was financed by the Warburgs bank Kuhn, Loeb & Co.[31] The purpose of this war was destroying the csardom. As said before, in testimony before the Senate Foreign Relations Committee, James P. Warburg said: “We shall have a world government, whether or not we like it. The question is only whether world government

FOR MY SPIRITUAL LIFE... What’s the ONE Thing I can do to help others... ? What’s the ONE Thing I can do to improve my relationship with God... ? FOR MY PHYSICAL HEALTH... What’s the ONE Thing I can do to achieve my diet goals... ? What’s the ONE Thing I can do to ensure that I exercise... ? What’s the ONE Thing I can do to relieve my stress... ? FOR MY PERSONAL LIFE... What’s the ONE Thing I can do to improve my skill at ________... ? What’s the ONE Thing I can do to find time for myself... ? FOR MY KEY RELATIONSHIPS... What’s the ONE Thing I can do to improve my relationship with my spouse/partner... ? What’s the ONE Thing I can do to improve my children’s school performance... ? What’s the ONE Thing I can do to show my appreciation to my parents... ? What’s the ONE Thing I can do to make my family stronger... ? FOR MY JOB... What’s the ONE Thing I can do to ensure that I hit my goals... ? What’s the ONE Thing I can do to improve my skills... ? What’s the ONE Thing I can do to help my team succeed... ? What’s the ONE Thing I can do to further my career... ? FOR MY BUSINESS... What’s the ONE Thing I can do to make us more competitive... ? What’s the ONE Thing I can do to make our product the best... ? What’s the ONE Thing I can do to make us more profitable... ? What’s the ONE Thing I can do to improve our customer experience... ? FOR MY FINANCES... What’s the ONE Thing I can do to increase my net worth... ? What’s the ONE Thing I can do to improve my investment cash flow... ? What’s the ONE Thing I can do to eliminate my credit card debt... ? BIG IDEAS So how do you make The ONE Thing part of your daily routine? How do you make it strong enough to get extraordinary results at work and in the other areas of your life? Here’s a starter list drawn from our experience and our work with others. Understand and believe it. The first step is to understand the concept of the ONE Thing, then to believe that it can make a difference in your life. If you don’t understand and believe, you won’t take action. Use it. Ask yourself the Focusing Question. Start each day by asking, “What’s the ONE Thing I can do today for [whatever you want] such that by doing it everything else will be easier or even unnecessary?” When you do this, your direction will become clear. Your work will be more productive and your personal life more rewarding. Make it a habit. When you make asking the Focusing Question a habit, you fully engage its power to get the extraordinary results you want. It’s a difference maker. Research says this will take about 66 days. Whether it takes you a few weeks or a few months, stick with it until it becomes your routine. If you’re not serious about learning the Success Habit, you’re not serious about getting extraordinary results. Leverage reminders. Set up ways to remind yourself to use the Focusing Question. One of the best ways to do this is to put up a sign at work that says, “Until my ONE Thing is done—everything else is a distraction.” We designed the back cover of this book to be a trigger —set it on the corner of your desk so that it’s the first thing you see when you get to work. Use notes, screen savers, and calendar cues to keep making the connection between the Success Habit and the results you seek. Put up reminders like, “The ONE Thing = Extraordinary Results” or “The Success Habit Will Get Me to My Goal.” Recruit support. Research shows that those around you can influence you tremendously. Starting a success support group with some of your work colleagues can help inspire all of you to practice the Success Habit every day. Get your family involved. Share your ONE Thing. Get them on board. Use the Focusing Question around them to show them how the Success Habit can make a difference in their school work, their personal achievements, or any other part of their lives.

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

To be the governor of the Bank of England in the nineteenth and early twentieth century was therefore not a mark of any particular merit, but merely a sign of the right pedigree, patience, longevity, and the luxury of having a sufficiently profitable business with partners willing to let one take four years’ leave.

It could be that Michael Morgan’s death, if he was dead, had nothing to do with this breast implant business, but the chances of that were really slim. When the largest breast implant manufacturer went into bankruptcy a couple of years ago, I remembered reading in the Tampa Today Business Journal that several of the law firms in town had financed the costs of breast implant litigation. One of them was my former firm, some of my former partners having gone over to the “other side” representing women with implants

can't ignore the market, but remember that customers rarely leave us for our competitors. They leave us because we stop taking care of them. Communicate the strategy across the organization. This is part of evangelizing the vision. It's important that all key business partners in the company know the customers we're focused on now and which are planned for later. Stay especially closely synced with sales, marketing, finance, and service.

Durant and Lee Higginson were ideal for Ivar’s new plans. Durant’s group had built a new sales force, and his partners were embracing new clients, especially from abroad. As Ivar put it, Lee Higginson & Co., with its extremely good sales organization – probably larger than that of any other American firm – is particularly well placed to handle issues for companies that have not previously been introduced on the American market, and therefore require energetic preparation of the market. As an example, this firm has single-handedly managed the financing of the American subsidiaries of the Shell Company, which seems to be the only instance of a European company raising American capital through a share issue. The Shell Company is – as is well known – the most important European business now extant.40

In June 2004, Khodorkovsky and his business partner, Platon Lebedev, were put on trial and convicted of six counts of fraud, two of tax evasion, and one of theft. Each was sentenced to nine years in prison.

Vision mission: What was the original market or technology insight that led you to create this company? Customers: Who do you envision buying this product or service? Who will use it? Problem statement: What’s the problem you think you can solve for your potential customers? Use cases: What are the specific ways people will use this product or service to solve their problem? Product/solution: Give a detailed explanation of the technology behind the solution—what does it do now, and what else is it capable of doing? Ecosystem: In many cases there are other companies involved in solving the problem or adding additional value. These companies form an ecosystem around the problem and solution. What are all the companies and where in the ecosystem are the control points where one company has leverage? Competition: Who else is trying to solve this problem—or, if no one else sees the problem yet, who might jump in to compete with you to solve the problem once you identify it? Business model: How will your product or service change business for your customers? Will it increase their return on investment or reduce costs in a significant way? Or does it allow them to do something that couldn’t have been done with prior technology, creating huge value? Sales and go-to-market: Enterprise companies should articulate how the product or solution will make its way to the market. Through a sales force? Through distribution partners? Both? For a consumer company, how will users find out about your solution? From app stores? Search? Viral adoption? Growth hacking techniques? Advertising? PR? Organization: How is the company organized? Who are the major influencers on the company? How are decisions made? What kind of culture will work? Funding strategy: What’s the next funding event? A private financing? An IPO? How much runway does the company have before it needs more money and what kind of funding is in place to execute against the category strategy?

GOOD-BYE TO MY Offering is the heart of this book. It’s handing any burden—whether a desire, attachment, illness, finances, or anything—back to God. After all, it was Hers to begin with! In a way, doing so says, “This is persecuting me so much, I can no longer lean on my ego’s own strength. Please show me Your will.” True offering takes what can be an unbearable cross and returns it to Love. It untangles you from the seemingly inescapable thicket of doership. One easy way to begin is simply by replacing my with the. We’re taught to think of my money, my body, my partner, my happiness, my failure. Even my awakening. In Western culture, the trance of my is king. But here’s the catch: If it all belongs to you (the ego), the burden is all yours as well. With the simple substitution of the, grasping softens, and offering begins. Take, for example, “I’m worried right now about this business . . . and I’m thrilled to be offering all to Love for the right actions to be shown at the right time.” This can be applied to anything. Sally had built an entire agonizing identity centered around her terrible rheumatoid arthritis, which is so easy to do. She was always saying, “my illness,” “my restrictions,” “my expenses about all this” with increasing anger and desperation. I suggested that since she had nothing to lose, she could offer the entire mess to the Divine and release the my. She began to say, “I give this illness fully to You. Please, please make me open and show me the right actions. And if there’s not currently a solution, please at least let me accept this for now and make clear what I need to learn.” She immediately felt more spacious simply from dropping that my. And over time, the process of offering, acceptance, and disentanglement brought healing she’d never imagined. She felt guided to return to an acupuncturist she’d seen many years before who used treatments, herbs, and diet. However, this time it all worked, perhaps because she’d finally released the grip of her ego’s identification with the problem.

Las Vegas entrepreneur Kimberly Tien began her successful career by earning a bachelor’s degree in international business, followed by a master’s degree in finance. Utilizing this comprehensive business background, along with a love of animals, she works to promote animal welfare within the beauty industry, partnering with companies that create vegan anti-aging skincare and hair care products with zero animal testing.

If J.K. Rowling had given up after her first 12 rejections there would be no Harry Potter and she wouldn’t be richer than the Queen of England. If The Beatles had believed the record company that said, ‘the Beatles have no future in show business’ there’d have been four fewer mop-topped millionaires. And if the 65-year-old Colonel Sanders had decided to retire after losing his first business and having his secret recipe rejected by a rumoured 1009 potential restaurant partners, there’d be a whole lot less finger lickin’ chicken going round.

Yet Rufie had already been through two world wars! In 1949, Lord Bicester relented and let his son take part in a major steel business. “Oh well, the boy’s got to learn sometime,” he sighed.40 The boy was then fifty-one and had been a partner for almost twenty years.

When your emotions drop, when your vibration drops, when your thoughts and beliefs spiral downward into blame, victimhood, doubt, and fear, your immune system is weakened. And so, being happy is the best immunity booster you can nurture. Being in love is the best way for you to take your abundance to the next level, and for your finances to reach the state you truly desire. Love and happiness are the foundation for you to create anything you want in life. A partner, the right job, a business opportunity, well-being, vitality, and health are all strengthened and helped by feelings of love, happiness, and well-being.

Experience brings acceptance of the fact you cannot do everything yourself. I find people who start business later in life understand the value in surrounding themselves with people who are better than them at some things. Experience shows you the benefit of accepting advice from others.

I run a finance business based on relationships, open communication and simplicity. Not words you naturally associate with the industry! The thing is, when I started Sapphire Lending I knew it had to be on my terms. I knew that was the only way I would stay engaged and succeed, and therefore I had the confidence to do it my way. Having this level of self-awareness helps when you set up a business and quite often it can help you find that unique selling point.

Labor’s dominance applies more broadly still among the million jobs listed by name in the earlier discussion of elite hours—finance-sector professionals, vice presidents at S&P 1500 firms, elite management consultants, partners at highly profitable law firms, and specialist medical doctors. These specifically identified workers collectively constitute a substantial share—fully half—of the 1 percent. The terms of trade under which they work—the economic arrangements that underwrite their incomes—are well known. All these workers contribute effectively no capital to their businesses and therefore again owe their income ultimately to their own industrious work, which is to say to labor. Comprehensive data based on tax returns corroborate that the new economic elite owes its income predominantly not to capital but rather, at root, to selling its own labor. The data themselves can be technical and even abstruse, but a clear message emerges from them nevertheless. The data confirm that the meritocratic rich (unlike their aristocratic predecessors) get their money by working. Even guarded estimates, which defer to tax categories that treat some labor income as capital gains, show a stark increase in the labor component of top incomes. According to this method of calculating, the richest 1 percent received as much as three-quarters of their income from capital at midcentury, and the richest 0.1 percent received up to nine-tenths of their income from capital. These shares then declined steadily over four decades beginning in the early 1960s, reaching bottom in 2000. In that year, both the top 1 percent and the top 0.1 percent received only about half of their incomes from capital (roughly 49 percent and 53 percent, respectively). The capital shares of top incomes then rose again, by about 10 percent, over the first decade of the new millennium, before beginning to fall again at the start of the second decade (when the data series runs out).

One day in 1998, a real estate broker called Offit: “Would you make a loan to Donald Trump?” Trump at the time was a casino magnate known for his occasional showbiz hijinks and his on-and-off dealings with organized crime figures. He also was a deadbeat, having defaulted on loans to finance his Atlantic City casinos and stiffing lenders, contractors, and business partners in other projects. Quite a few banks—including

One day in 1998, a real estate broker called Offit: “Would you make a loan to Donald Trump?” Trump at the time was a casino magnate known for his occasional showbiz hijinks and his on-and-off dealings with organized crime figures. He also was a deadbeat, having defaulted on loans to finance his Atlantic City casinos and stiffing lenders, contractors, and business partners in other projects. Quite a few banks—including Citigroup, Manufacturers Hanover (a predecessor of JPMorgan), the British lender NatWest, and of course Bankers Trust—had endured hundreds of millions of losses at the hands of Trump.

It was the German powerhouse Deutsche Bank AG, not my fictitious RhineBank, that financed the construction of the extermination camp at Auschwitz and the nearby factory that manufactured Zyklon B pellets. And it was Deutsche Bank that earned millions of Nazi reichsmarks through the Aryanization of Jewish-owned businesses. Deutsche Bank also incurred massive multibillion-dollar fines for helping rogue nations such as Iran and Syria evade US economic sanctions; for manipulating the London interbank lending rate; for selling toxic mortgage-backed securities to unwitting investors; and for laundering untold billions’ worth of tainted Russian assets through its so-called Russian Laundromat. In 2007 and 2008, Deutsche Bank extended an unsecured $1 billion line of credit to VTB Bank, a Kremlin-controlled lender that financed the Russian intelligence services and granted cover jobs to Russian intelligence officers operating abroad. Which meant that Germany’s biggest lender, knowingly or unknowingly, was a silent partner in Vladimir Putin’s war against the West and liberal democracy. Increasingly, that war is being waged by Putin’s wealthy cronies and by privately owned companies like the Wagner Group and the Internet Research Agency, the St. Petersburg troll factory that allegedly meddled in the 2016 US presidential election. The IRA was one of three Russian companies named in a sprawling indictment handed down by the Justice Department in February 2018 that detailed the scope and sophistication of the Russian interference. According to special counsel Robert S. Mueller III, the Russian cyber operatives stole the identities of American citizens, posed as political and religious activists on social media, and used divisive issues such as race and immigration to inflame an already divided electorate—all in support of their preferred candidate, the reality television star and real estate developer Donald Trump. Russian operatives even traveled to the United States to gather intelligence. They focused their efforts on key battleground states and, remarkably, covertly coordinated with members of the Trump campaign in August 2016 to organize rallies in Florida. The Russian interference also included a hack of the Democratic National Committee that resulted in a politically devastating leak of thousands of emails that threw the Democratic convention in Philadelphia into turmoil. In his final report, released in redacted form in April 2019, Robert Mueller said that Moscow’s efforts were part of a “sweeping and systematic” campaign to assist Donald Trump and weaken his Democratic rival, Hillary Clinton. Mueller was unable to establish a chargeable criminal conspiracy between the Trump campaign and the Russian government, though the report noted that key witnesses used encrypted communications, engaged in obstructive behavior, gave false or misleading testimony, or chose not to testify at all. Perhaps most damning was the special counsel’s conclusion that the Trump campaign “expected it would benefit electorally from the information stolen and released through Russian efforts.

Seven hundred chipmunks don't make a lion. You can never build an excellent practice by trying to effect mass religious conversions among the chipmunks. Excellence may be the ultimate liberation, but it limits you to expending your efforts in search of like-minded excellence. Knowing this, and accepting it as a governing reality of your work, is actually the beginning of a business plan. It tells you to forget about 'market share,' and about the percentage of advisors in your territory who are doing business with you, which are the pure essence of chipmunk statistics.... There are, in your territory, a hundred lifers who can become your partners.... One can only help people who believe they can be helped. Seeing is believing, yes, but it's also true that believing is seeing. A true lifer's clients are happy with him, his advice and his service because if they're not, he shows them the door.... Disciplined diversification is the incredibly courageous decision to forego any chance of making a killing, in exchange for the lif-saving blessing of never getting killed.... Act as if. Fake it 'til you make it. Even if you fear you're not a peer yet, do what a peer does, and keep doing it until you're accepted as a peer.... Confucius said, "It matters not how slowly you go, it matters only that you do not stop."... Mark Twain said that a cat, having once walked on a hot stove, would never walk on a hot stove again... nor on a cold stove. [That's how you get people to overcome regret-based fear.]

Finding the Best Accounting Firms Near You In today’s business landscape, having the right accounting firm can make a significant difference in managing your finances, ensuring compliance, and planning for growth. Whether you are a small business owner or an individual seeking tax advice, finding the best accounting firms near you can provide the expertise and support needed to maintain financial stability. Why Local Accounting Firms Matter Choosing a local accounting firm offers several advantages, especially when it comes to personalized service and understanding local regulations. Local firms are familiar with state-specific tax laws and compliance requirements, which can save time and prevent costly mistakes. Moreover, they offer face-to-face meetings, allowing for better communication and a stronger relationship between the accountant and the client. This personalized approach ensures that the accounting services are tailored to your unique needs. Services Offered by the Best Accounting Firms The top accounting firms near you typically offer a wide range of services that cater to both businesses and individuals. These services may include bookkeeping, tax preparation, payroll management, financial consulting, and auditing. Additionally, many accounting firms provide specialized services such as estate planning, business valuations, and forensic accounting. With such comprehensive services, the best firms ensure that every aspect of your financial management is handled efficiently and professionally. Expertise and Experience One of the most important factors in choosing the best accounting firm is the level of expertise and experience they offer. Reputable firms have a team of certified public accountants (CPAs) and professionals with years of experience in various industries. This allows them to provide valuable insights, strategic advice, and accurate financial reporting. Furthermore, experienced firms are better equipped to handle complex financial situations, ensuring that your business remains compliant and financially sound. Reviews and Reputation Before making your decision, it’s important to research reviews and the reputation of the accounting firms near you. Online reviews and testimonials can provide insight into the experiences of past clients and help you choose a reliable firm. Additionally, asking for referrals from other business owners or professionals in your area can guide you toward a trustworthy accounting partner. In conclusion, finding the best accounting firms near you is crucial for managing finances and ensuring compliance. By considering factors such as local expertise, services offered, and reputation, you can choose an accounting firm that meets your specific financial needs and goals.