Partner Perspective

On the Job

• What are your thoughts on client surveys/client loyalty for your firm?
  I believe client surveys are necessary and important but should only play a minor role in how we receive feedback. Client loyalty is very important to our firm. We strive to nurture our client relationships in such a way to create loyalty of those we work with. This is a people business — the numbers are the product and it’s very important they are correct, but if the clients you serve don’t feel a personal connection then it becomes easier for them to take their work elsewhere.

• How much time do you designate to marketing versus your billable time?
  I spend eight to ten hours a week devoted to marketing. Sometimes more, sometimes less but that’s a good average with a family to balance. I try to limit evening activities to one night/week. I also serve on three boards/committees, and those meetings are usually during business hours. However, I really look at any opportunity to promote myself as a CPA and/or Somerset as a marketing opportunity. There are many opportunities or times that I don’t even track—volunteering or sponsoring community/kids activities, which are great ways to meet business owners and decision makers.

• Accountants tend to be tactic-focused when it comes to marketing. Do you agree and, if so, how do you remain strategic?
  In a general sense I agree, but it varies with the individual accountant and how comfortable they are with people. My personality is more extroverted, and remaining strategic with my marketing time is important. My industry focus is construction, architecture and engineering. From a strategic standpoint, I stay involved and volunteer for boards and committees within organizations serving those industries. Not only does this keep me “in the know” of issues facing our clients and future clients, it also positions me to develop relationships with the owners and managers of these companies. In a much broader strategy, I look for leadership opportunities in outside interests; I believe this naturally results in promoting Somerset.

• What is the biggest issue facing your firm today?
  Somerset has been able to survive and grow in a hard economic environment, but we are certainly not doing this by chance. We see growth as an opportunity for our people and our clients, so we focus our efforts on activities geared toward growth. The CPA profession is based on individual relationships with clients and retaining top talent that can service those clients’ needs. If you focus on keeping those balls in the air, I think most everything else will fall into place.

On the Side

• What do you do when you're not working?
  My family is very much into sports and fitness. With two boys in sports, the current season’s schedule dictates our schedule and activities since my husband and I often volunteer to help. We started studying karate several years ago as a family; I’m working toward my 2nd degree black belt. I also enjoy TacFit training and running with my husband. We also like to travel and sightsee; especially when family and friends can come with us.