Meet a Member

Eric Majchrzak

  Name: Eric Majchrzak

  Title: Chief Strategy Officer, Shareholder

  Years of Experience: 25

  College Name & Degree(s): State University College at Buffalo, B.S.       Business - 1991

  Firm Name: BeachFleischman PC

  Firm City & State: Tucson and Phoenix, Arizona

  Firm Size: $30 million; 180 employees


  Email Address

  Professional Memberships: AAM, Leading Edge Alliance

  Community Involvement: Advisory Board Member, Arizona State University   Lodestar Center for Nonprofit Innovation; Advisory   Board Member, Thomson Reuters – Checkpoint Marketing for Firms

Twitter Handle: @EricMajchrzak

LinkedIn Profile:

Do you have any advice for marketers whose firms are going through a merger and/or acquisition?
Push to get involved earlier, rather than later, in the process to assess the situation. Align expectations early regarding marketing goals and philosophy. Advocate to be part of the transition team if you are not already.

What is the structure of your marketing department?
We are primarily organized by function. We have a marketing manager who executes the go-to-market and day-to-day responsibilities, a web developer, graphic designer and a part-time marketing coordinator. We also have a few subsidiary companies, where 2 of those have dedicated marketing persons.

What is your proudest career accomplishment? 
Proudest moment is, and will always be, the ability to make an impact in the strategic direction of the firm. Helping others succeed also makes me proud! Also, being inducted into the AAM Hall of Fame and being named Accounting Today’s “Top 100 Most Influential people” are pretty cool, too!

What have you learned the hard way?
You can influence what happens inside your firm but not what happens outside. Marketers must be aware of the disruption impacting our profession, and to the extent we can, create a plan to address it if others in the firm are not. The impact of disruption is moving at light speed and our firms need to do the same.

What is a ‘must know’ for new accounting marketers?
New accounting marketers must get to know their colleagues and begin to build rapport. Your success will be based on the level of trust you have with staff and partners.

What are your special skills or what is something people may not know about you?
I’ve always had strong intuition about situations, people, opportunities and strategic direction. It’s something I’ve worked to refine over my career. As far as something people may not know about me? I was in radio earlier in my career and broadcasted live updates from the Woodstock 94 concert in Saugerties NY!

What is the biggest benefit you receive from your AAM membership or what affect has AAM had on your career?
By far, the amazing people are the biggest benefit of AAM. I owe them my career for their belief in me as well as their incredible support. I would never have elevated my career had AAM not asked me to get involved as a volunteer. In fact, I did not know this could be a real “career” until I attended my first AAM conference and became a dedicated volunteer.

Share one marketing tip.
Use geographic keywords in your content marketing, landing pages and service pages on your website. Bigger tip: You don’t have to have an office in the area you are geographically targeting with Google!

What do you feel is the biggest issue facing accounting marketers today?
We must be concerned with the long-term sustainability of our firms and the effects that disruption brings. Marketers are in a unique position to drive innovation and transformation.  

What would you be doing if you had not become a marketer?
If I was not a marketer, I would still be in the beverage distribution business selling and delivering beer to the thirsty masses of people in Buffalo NY!

What is the biggest project you are working on right now?
Our biggest project is the transformation of our business model away from hourly billing. Working with consultant, Michelle Golden, we are implementing her Advanced Pricing Methods so that we can move away from the concept of selling “time” to creating “outcomes.” This also mitigates the potential loss of revenue that extreme efficiencies are creating due to disruptive technology.