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These Colleges Have Cranked Out the Most Public Accounting Firm CEOs and Managing Partners (2020)

Posted on by Jason Bramwell

Now that INSIDE Public Accounting has released its latest ranking of the top public accounting firms in the nation by revenue, we thought we’d update a post from last year about which colleges and universities have graduated the most firm CEOs, chairmen, and managing partners.

As we did last year, we looked at IPA’s most recent ranking of the top 200 firms, which names the current CEO, chairman, or managing partner for each firm. We’ve had to update our list because there have been leadership changes at several firms over the past year, as well as new firms entering and leaving the top 200.

Here are the firms in the top 200 that had changes in leadership the past 10 to 12 months (former CEO or MP/current CEO or MP):

  • KPMG: Lynne Doughtie (Virginia Tech)/Paul Knopp (University of Texas-Austin)
  • Grant Thornton: Mike McGuire (Bowling Green State University)/Brad Preber (University of New Mexico)
  • CohnReznick: Frank Longobardi (University of Connecticut)/David Kessler (University of Maryland)
  • UHY Advisors: Anthony Frabotta (Wayne State University)/Steven McCarty (Walsh College)
  • The Bonadio Group: Thomas Bonadio (St. John Fisher College)/Bruce Zicari (Syracuse University)
  • MCM CPAs: Diane Medley (University of Louisville)/Brad Smith (University of Kentucky)
  • Aldrich CPAs + Advisors: Martin Moll (University of Oregon)/John Lauseng (Oregon State University)
  • PYA: Edward Pershing (University of Tennessee)/Martin Brown (University of Tennessee)
  • Arnett Carbis Toothman: Steven Robey (West Virginia University)/K. James Hunt (Grove City College)
  • Cotton & Co.: Matthew Johnson (University of Oregon)/Steven Koons (Alvernia University)
  • MarksNelson: Mark Radetic (Benedictine College)/Josh Beck (Westminster College)
  • Berntson Porter & Co.: Robert Berntson (University of Washington)/Mary Actor (Gonzaga University)
  • Mueller Prost CPAs: Mike Prost (University of Missouri-St. Louis)/Doug Mueller (University of Missouri-St. Louis)
  • James Moore & Co.: Carol Villemaire (University of Florida)/Suzanne Forbes (Stetson University)
  • Abbott Stringham & Lynch: Raymond Scheaffer (San Jose State University)/Carol Wagner (Lubbock Christian University)
  • Dembo Jones: Walter Pennington (University of Maryland)/James Green (University of Maryland)

Here are the firms (and current CEO or MP) new to the top 200 in 2020:

  • BerganKDV: David Hinnenkamp (St. Cloud University)
  • Thomas Howell Ferguson: Winston Howell (University of West Florida)
  • Haynie & Co.: David Peterson (University of Utah)
  • GreerWalker: John Norman (University of South Carolina)
  • Global Tax Network US: David Kolb (Minnesota State University)
  • Delap: Earl Pierce (Brigham Young University)
  • Duffy Kruspodin: Thomas Duffy (San Diego State University)
  • Wegner CPAs: Glenn Miller (University of Wisconsin)
  • Hancock Askew & Co.: Michael McCarthy (Auburn University)
  • Bernard Robinson & Co.: A. Wade Pack (Appalachian State University)
  • Lauterbach & Amen: Ron Amen (University of Nebraska)
  • Calvetti Ferguson: Jason Ferguson (Texas A&M University)
  • Hawkins Ash CPAs: Abe Leis (University of Wisconsin-La Crosse)

Here are the firms (and current CEO or MP) that dropped out of the top 200 in 2020:

  • Genske Mulder & Co: Craig Mayers (University of Washington)
  • Smolin Lupin & Co.: Theodore Dudek (William Paterson University)
  • Saville Dodgen & Co.: Clint Pugh (Texas A&M University)
  • Gerson Preston Klein Lips Eisenberg & Gelber: Steven Klein (New York University)
  • Redpath & Co.: Mark Gibbs (University of St. Thomas)
  • EFPR Group: Kevin Hill (St. John Fisher College)
  • Sensiba San Filippo: John Sensiba (San Jose State)
  • Perkins & Co.: Jared Holum (Pitzer College)
  • HHM: Donnie Hutcherson (University of Tennessee)
  • Peterson Sullivan: Chris Russell (Idaho State University)*

* Peterson Sullivan merged with BDO USA in November 2019.

In all, we looked at bachelor’s degree information for more than 200 public accounting firm leaders, as 10 firms have either co-CEOs, co-chairmen, or co-managing partners.

So which academic institution has the most accounting firm CEO or managing partner alums? For the second straight year, it’s the University of Maryland with seven, one more than last year:

  • Jacqueline Cardello, Gelman Rosenberg & Freedman
  • Joel Chazen, Hertzbach & Co.
  • Larry Davis, Aronson
  • David Goldner, Gross Mendelsohn
  • James Green, Dembo Jones
  • David Kessler, CohnReznick
  • James Kokolas, Calibre CPA

Here are the rest of the schools that have produced the most leaders of top 200 public accounting firms:

1. University of Maryland: 7
2. (tie) University of Southern California: 4
2. (tie) Indiana University: 4
2. (tie) University of Georgia: 4
5. (tie) University of California-Los Angeles: 3
5. (tie) University of Tennessee: 3
5. (tie) Syracuse University: 3
5. (tie) University of Wisconsin: 3
5. (tie) University of Florida: 3
5. (tie) Bentley University: 3
5. (tie) Auburn University: 3
5. (tie) University of Texas: 3
5. (tie) Brigham Young University: 3

Related article:

These Colleges Have Cranked Out the Most Public Accounting Firm CEOs and Managing Partners

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Probably one of the worst aspects of being in practice – or indeed of any working environment – is having to deal with difficult people. Sole practitioners who operate without staff and who are very choosy about their clients may only encounter difficult people in HMRC. At the other extreme, a manager in a larger firm might encounter difficult colleagues, junior staff, partnwell as fellow professionals in other firms and employees at all levels in HMRC.

Most of us have to deal with difficult people at work. How difficult a person is to deal with depends on our self-esteem, self-confidence and our professional courage. Dealing with difficult people is easier when the person is just generally obnoxious or when the behavior affects more than one person. The task becomes much tougher when they are attacking you personally or undermining your professional contribution.


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One way or another you have to decide whether to ignore the difficult behavior (perhaps you will rise above it); to confront the person; delegate your dealings with them (whether to a colleague, a junior person or a more senior one); or remove the need for interactions (whether by you or them leaving the position that gives rise to the difficult interactions).

Ignore the behavior
This is easier said than done, and may come across as submissive or non-assertive. It is rarely the best solution except on those occasions where you will not need to interact with the person again. In such cases you may get what you need or resolve matters simply by ignoring their challenging behavior.

Confront the person
This requires you to be assertive and to avoid the temptation to be aggressive. This means you must accept that however difficult the other person may be, they still have rights and so do you. When you are assertive you recognize that you are entitled to information, clarification or a reply but that your entitlement is no greater (or less) than the other person’s entitlement to respect, politeness and honesty. When you act aggressively, you deny the other person their rights.

The other option is to act submissively or non-assertively, which means you deny your own rights. If this is your default position then you would probably benefit from some assertiveness training. It’s hard to respect non-assertive professional advisers.

Of course, this is easier said than done. Many of us have worked for an aggressive boss who we think revels in their ability to bully us. This may force us into a non-assertive stance. It will rarely enable us to get the best outcome.

Assertiveness is a skill. It’s not natural for everyone and can take practice to strike the right balance so that you do not come across as aggressive. Being naturally assertive is a skill worth developing.

Delegate or share
I’m a firm believer in keeping the end in mind, by which I mean focusing on the desired outcome.

Let’s say you are having difficulty securing the desired (fair) outcome in negotiations with an inspector at HMRC. Might someone else in the firm have ideas that could help resolve things? Is it more important that you be seen to have resolved things alone or that you/the firm secures the best possible outcome?

If a difficult client is taking too long to produce the necessary papers or to respond to your enquiries, perhaps someone else could go to meet them face to face or simply to collect things?

Removal
The drastic solution is to resign and move on, arrange for the difficult junior staff member to be moved on (following due process of course), or to tell the client that you no longer want to act for them (yes you can!).

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It seems that finance professionals are getting a taste for a more balanced lifestyle after the recent spate of bank holiday weekends. According to a recent survey, two-thirds of accountants would be happy to give up some of their salary to enjoy a four-day working week.

A survey of 2,882 finance professionals conducted by recruiter Marks Sattin found that 66% of respondents were more attracted by the prospect of a four-day working week and would be willing to sacrifice up to £11,000 a year [about USD $18k] to achieve a better work-life balance.

Only 6% said they are less attracted to a four day week than this time last year, while just over a quarter of respondents said they felt no differently.

Marks Sattin managing director Dave Way commented, “Appetite for a greater work-life balance is a sure indication that people feel more secure in their jobs. Since the recession, people have had to knuckle down and work harder. But as the economy picks up and there is less pressure on employers to make redundancies, people are increasingly prioritising a work-life balance.

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