Experienced partners discuss their completed upstream merger in an interactive session: Loss of control, avoiding termination, cultural compatibility, negotiating partner comp, equity, retirement and buyouts, post-merger integration, etc.

Joseph A. Tarasco, who will moderate the session, co-founded Accountants Advisory Group, LLC, to assist the leaders  of today's public accounting firms in structuring and managing their practices to increase profitability, maximize value, implement succession planning and achieve long-term success. Joe began his career in the accounting industry with a Big 4 firm and his experience includes  15 years as the managing partner of a 125-person CPA firm based in New York City. In his role as managing partner, Joe was responsible for all areas of the practice, including managing the partner group, marketing, human capital, technology, administration and financial operations.

Richard DeRienzo is the managing partner of Citrin Cooperman's Providence, Rhode Island office. He is also the leader of the firm's Advisory Group.  Rich has more than 35 years of experience, with previous roles including managing partner at LGC+D, which joined Citrin Cooperman in 2016, and a partner at Laventhol & Horwath. He began his career in New York City with M.R. Weiser & Co.

Michael Camacho is a partner in Citrin Cooperman's Providence, Rhode Island office with more than 20 years of experience in public accounting. Previously, Mike was a partner at LGC+D, which joined Citrin Cooperman in 2016, where he led the firm's Corporate Solutions Group.

Partners

COO's

CFO's

Managing Partners

The Seller's Perspective on Past Actual Transactions

• The psychological and ego issues of the loss of independence, firm name and control.
• M&A strategical goals and objectives from the seller's perspective.
• How to avoid the risk of a terminated transaction after many months of discussions by planning and structuring the sensitive deal terms, completing a timely comprehensive "Letter of Intent," identifying deal breaker issues, and dissenting partners early in the negotiation stages. 
• Evaluating cultural and environmental compatibility.
• Negotiating the term sheet points including partner compensation, equity, retirement pay and buyout amounts. 
• Evaluating post-merger client and staff integration considerations.
• Professional liability (Tail Insurance) coverage determinations.
• Post-merger planning and considerations for the short and long term.