Loading...
Answers
MenuHow do I evaluate how much I should be paying my company's accountant?
Answers
Hi:
Now that you have some experience under your belt, you know what you like and don't like about a relationship with an accountant. You also know more questions to ask before you start your next engagement, such as:
* What do you base your fees on?
* What do you provide on a monthly basis for your standard fee? On a quarterly basis? On an annual basis?
* How often do we review the contract?
* How much extra is doing the book keeping?
* How do you help ease the money management pains of running my business?
Once you've found an accountant who answers such questions to your satisfaction and determined what rate you'll be paying monthly, assess the time the accountant will work on your business, calculate the hourly and compare that to your hourly. If you're comfortable with that difference and with the fact that a professional will be overseeing your finances, then it makes sense to sign on with him or her.
If you wish to discuss, send me a PM through Clarity for 15 free minutes.
Cheers,
Kerby
Hi
Well, I understand your need.
There are multiple components in accounting itself. List down all activities he is doing such as bookkeeping, Accounting, compliance, and Financial Strategy and Tax Planning. Find out the total transaction of your business and total revenue. Ask yourself do you need a comprehensive service - compliance, Financial Strategy, and Tax Planning? Now each job is different. It all depends on your total revenue, number of employees you have.
To minimize the cost you can opt for outsourcing your non-critical work out of Ireland. Companies outsource their accounting and tax jobs in India, and other Asian countries You can save some money. You can also outsource your According job to Ireland based company. According to some industry expert, there is no benchmark however in some cases they say it is 4%.
Now before outscouring or employing anyone you should follow the Lean Outsourcing Process to create a Req Document.
1. Write down the problem statement
2. List down all activities
3. List down total transactions
4. Your Total Revenue
5. In the current situation how much you are paying?
6. What is the % account cost you are paying of the total revenue?
7. How many days accounting person comes in a month and year?
8. When you need Most?
9. Create an Analysis document from this activity - define a matrix
10. Finally, create a Requirement Doc.
11. Start Collecting quotations based on this document
12. Keep Interviewing people and select top 3/5 do the price negotiation -
13 Build a Vendor Value Proposition worksheet - who is giving what
14. Finally, Select the best.
In ideal scenarios, there is no reason to increase the price based on the revenue unless working involves increased efforts to a substantial extent. I would quantify the efforts required in hours and get a quote from the freelance consulting accountant. Based on your details, it appears that you do most of the bookkeeping activities and so the consultant has to validate and do Govt formalities. Unless you are doing some specialized business where you will need to defend or work with Govt officials for certain things within accounts, you should be paying charges wrt to the effort involved and yearly inflation rise.
I am a corporate strategy consultant with 35 startups in my background as an angel and professional investor,m Founder, CEO, Director, advisor, or consultant.
The difficulty in answering this is lack of context and framing. If you were a startup with little revenue and significant losses that had paid € 1000 and now you are more mature with revenues at break even and the firm is asking € 3000, then you have one set of conditions. If on the other hand that cost was € 10,000 going to € 30,000 it is an entirely different set of facts.
In the US, we often have large accounting firms work at reduced rates with startups they like with the understanding that the rates will rise as the company thrives. They do not require anything other than a verbal agreement, i.e. they cannot and will not force you to stay if you choose not.
Finally, that you do your own bookkeeping is not relevant. It is expected that you would do so by all accounting firms. However, they do have to review all of that bookkeeping to summarize the financials because they will be at legal and brand risk should something implode; your bookkeeper will not be.
Hope that helps.
when you receive 2 offers, what is your selection criteria? the lowest price or the one the can add more value to your company?
First, you need to know the scope you are asking for:
1. to meet statutory requirement only?
2. to have better internal control in place?
3. to have good financial data for decision making?
From the way you decided, you probably looking at 1 (or a little bit of 3) of the above.
You need to make sure the accountant can help you to meet the statutory requirements and not just looking for the lowest price. This is quite challenging as most accountants had listed what they will do as a total package but you are not able to determine whether they can prepare quality accounting services or not.
I had many clients come to me on accounts prepare 3-5 years back where they are under investigation by the company registrar authority and Inland revenue authority. Most of the time, these accounts are poorly prepared although the books are balanced and met the statutory requirements on the surface level. I need to investigate the financial numbers, reinstate the financial positions and explain to the relevant Government authorities to help my clients to avoid further fine, punishment, or even jail. Therefore cheap, not equal to save money, it may cause more in the future.
Recently, I have a client ask me to prepare accounts for them, as the sales are low and the transactions are not a lot, after including the preparation to meet the respective authorities' requirement, I make a relatively low price for the job. My intention is to help my client at a very affordable price while ensuring good quality accounting practices and financial statements prepared in place at the same time. My client, however, asks me to reduce the price so as to be in par to others where the price will never able to prepare the minimum accounting service quality. In the end, I decided to give up this opportunity. I am here to solve the problem and not to make money and put a time bomb at the same time!
Therefore please give more thoughts when:
1. the price is too low,
2. any unrealistic promises
Some guides may help you to determine quality:
1. 30%-40% time on statutory reporting requirements
2. 30%-40% time on good accounting practices
3. 30%-40% time on bookkeeping
(thus you revenue increase may have no impact to the bookkeeping but may trigger the statutory reporting requirements (may happen in some cases), your accountant increasing his price may due to a) want to make more money, or b) increase in workload (if any).
hope the above help you
Related Questions
-
How can a small offshore development company find companies/software sales people to sell their service in the US/UK?
My company does a lot of consulting with offshore firms who are looking for a way to generate new business, so I hear this question a lot. My first reaction is that you need to totally reverse your mindset when you talk about your own company. You mentioned that you have: a great software developers team, proven track record, passion, real value But, everyone says that. There a 10,000 companies that have those things, so a customer isn't going to notice it. You need to figure out what your company is best at (doesn't have to be technical) and present it as a solution to a specific problem that clients have. Maybe a speciality, or really good project management, really good communications, a special expertise or experience, a personality, experience with a certain type of client.. really anything.. But, there must be some thing that makes your company 'special' otherwise you will be lost in the mix. Don't worry about things like rates, or the fact that you have 'great' developers. Those are generic. Think about why a client would really choose you, and try to build on that! After you understand your company identity, it gets much easier to identify and engage marketing channels because you understand your target.DH
-
how to start earning on clarity.fm
Most of the earnings come from the people you are in contact with. The platform is not that big at the moment but it can be earned. My recommendation is to create content on your private page web, facebook, instagram ... and leave a clarity link through your work. If you need extra help call me for 15 minutes.DB
-
How much equity should I ask as a CMO in a startup?
Greater risk = greater equity. How likely is this to fail or just break even? If you aren't receiving salary yet are among 4-6 non-founders with equivalent sweat investment, all of whom are lower on the totem pole than the two founders, figure out: 1) Taking into account all likely outcomes, what is the most likely outcome in terms of exit? (ex: $10MM.) Keep in mind that 90%+ of all tech startups fail (Allmand Law study), and of those that succeed 88% of M&A deals are under $100MM. Startups that exit at $1B+ are so rare they are called "unicorns"... so don't count on that, no matter how exciting it feels right now. 2) Figure out what 1% equity would give you in terms of payout for the most likely exit. For example, a $10MM exit would give you $100k for every 1% you own. 3) Decide what the chance is that the startup will fail / go bankrupt / get stuck at a $1MM business with no exit in sight. (According to Allman Law's study, 10% stay in business - and far fewer than that actually exit). 4) Multiply the % chance of success by the likely outcome if successful. Now each 1% of equity is worth $10k. You could get lucky and have it be worth millions, or it could be worth nothing. (With the hypothetical numbers I'm giving here, including the odds, you are working for $10k per 1% equity received if the most likely exit is $10MM and the % chance of failure is 90%.) 5) Come up with a vesting path. Commit to one year, get X equity at the end. If you were salaried, the path would be more like 4 years, but since it's free you deserve instant equity as long as you follow through for a reasonable period of time. 6) Assuming you get agreement in writing from the founders, what amount of $ would you take in exchange for 12 months of free work? Now multiply that by 2 to factor in the fact that the payout would be far down the road, and that there is risk. 7) What percentage share of equity would you need in order to equal that payout on exit? 8) Multiply that number by 2-3x to account for likely dilution over time. 9) If the founders aren't willing to give you that much equity in writing, then it's time to move on! If they are, then decide whether you're willing to take the risk in exchange for potentially big rewards (and of course, potentially empty pockets). It's a fascinating topic with a lot of speculation involved, so if you want to discuss in depth, set up a call with me on Clarity. Hope that helps!RD
-
Can I use Bench.co + Xero for my business?
This is a great question. The world of accounting/bookkeeping can be a confusing array of options for non accountants. Let's address the software question first. Let me start by saying that my firm is relatively agnostic to software, we work with dozens. I'm familiar with Xero and my firm has worked with it, and if someone comes to us already on it, we stay with it. It's a solid piece of software, certainly works. And it's a very fashionable choice right now due to inroads their marketing has made with the startup community. The big dog in the market is QuickBooks On-Line (QBO), and when I say big dog, various version of QuickBooks have easily 10x the number of current customers that Xero has. Why does this matter? The usability of the software from a user experience is about the same, but Xero is still trying to play catch up to QuickBooks On-Line in terms of features. For instance, they have payroll rolled out for "a few states and are adding more each month". Anything innovative that Xero comes out with QuickBooks is going to quickly copy and add to their product, because they are huge and have the resources to quickly adapt. This is not a situation of the iPhone putting Blackberry out of business, QuickBooks isn't going anywhere. Likely end game is that at some point QuickBooks acquires Xero and moves everyone over to QBO. Lastly, every bookkeeper knows QuickBooks, some know Xero, and there are hundreds of developers developing software that integrates with QuickBooks. So, while Xero is a perfectly adequate piece of software, we’re talking the platform for your accounting, go with QuickBooks On-line. The subject of a bookkeeper is tricker. Do you go with a person or a process solution? Full disclosure here, my firm does outsourced bookkeeping for a living, so you have to take that into account when viewing my answer. I haven’t worked with Bench.co, but it looks very intriguing, and pricing is quite aggressive. They also look very easy to engage with. The down side is that is appears to be a person based solution. You get assigned a bookkeeper, and then good luck. The skill of individual bookkeepers varies widely from damn good to truly awful. They often hook up with several services like this, so their loyalties are divided. Additionally, they are often working with up to a dozen clients, and what typically happens is one of their clients starts growing quickly. All other clients get pushed aside while they focus on their largest client because they can’t afford to lose them. A couple of other disadvantages are that, because they are on their own, you are limited to just their skill set, they have no one else to check with in sticky situations, and when they go on vacation, your accounting goes on vacation, too. These are all things that may be fine for you if you’ve got a relatively small business that doesn’t need daily attention to its accounting. The other alternative is a firm that specialized in outsourced accounting. There are several firms out there, you can find them (and us of course) with a simple search of the internet. The advantage to the better firms in this space is that they typically will assign you a team of bookkeepers/accountants so that you have backup in case one member of the team is on vacation or leaves to take a full time job somewhere. These solutions also will typically come wrapped with software they would suggest for your business. Finally, you aren’t limited to knowledge base of the one person working on your account. You have a team, and really the knowledge base of the entire firm at your fingertips. Of course you pay a little more for this, but the hourly rates are often not that much more than individual bookkeepers. And in the long run you may end up spending a lot less by not having to come behind a bookkeeper that maybe wasn’t so good and clean up the mess. So if you plan on scaling your business beyond a few $200k a year, it may be best to start out with a firm based solution rather than an individual solution. Side note on Bench.co: I can’t tell what software platform they are on. If they are using a proprietary platform, you will find it very hard to move your accounting to another solution if you’re not satisfied with their solution. Something to ask if you go with them. So, I think that about covers it. I’ve probably told you way more than you wanted to know, but I’m always available to schedule a call if you want to dive in a little deeper. Just let me know.CM
-
What do (bootstrapped) startups offer to new sales hires? Commission only? What are some good examples to keep people motivated and still survive?
Generally bootstrapped startups should avoid salespeople, for a few reasons: a. they typically can't afford the base and overall comp required to attract sales people who can actually sell / or afford to support them with marketing, management, etc b. it will be very difficult to find the rare person with the right mix of sales and startup DNA along with the critical domain knowledge, consequently the startup is likely to settle c. the founders need to be very involved in the selling and customers will demand it That said, if the plan is still to hire a salesperson, find someone who has demonstrated sales success in startups and is excited by the early stage in company building. Create a comp plan heavily leveraged on sales results (unless you are in an industry where 100% commission is a common practice, would recommend against $0 base as this creates the false impression that your hire isn't passing time with one company while looking for another job with a richer comp plan - you want your rep focussed). Sell the vision and opportunity to be part of a growth story. I have written a several blog posts on hiring sales people into start-ups. You might find these useful: http://www.peaksalesrecruiting.com/ceo-question-should-i-learn-to-sell-or-hire-a-sales-person/ http://www.peaksalesrecruiting.com/start-up-sales-and-hiring-advice-dont-stop-selling-once-you-hire-your-first-sales-rep/ http://www.peaksalesrecruiting.com/hiring-start-up-sales-reps/ http://www.peaksalesrecruiting.com/startups-and-salespeople/ Good luck!EB
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.