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3. Page 6
Page 14
Page 22
C o n t e n t s
Since 1985
FEATURES
CAREER OUTLOOK
4 Why I Became An Accountant
By Kevin Jones, JD, PhD, Professor, Department of Accounting,
Woodbury University
COVER STORY
6 Strategies for CPA Exam Success:
What Are You Waiting For?
By Thomson Reuters
ACCOUNTING OUTLOOK
10 Employer Expectations
By Dr. Linda Lee Larson, CPA, CIA, CISA, CFE, Associate Professor
of Accounting, Central Washington University, Lynnwood Center
SOCIAL OUTLOOK PEER REVIEWED
14 The Use of Social Media By Accountants:
What You Need To Know
By William J. Crampton, PhD, Associate Professor, Department
of Accounting, Illinois State University and Roslin V. Hauck, PhD.
Associate Professor, Department of Accounting, Illinois State University
HISTORICAL OUTLOOK
15 A Letter to Our Grandchildren
Edited by Bill Powell, Lt. Colonel US Army, USAR (retired)
REGULATIONS OUTLOOK
20 A History of the IMA and
Ethical Considerations
By Roland L. Madison, CPA, PhD, Former Professor of Accountancy.
John Carroll University and William N. Bockanic, JD, Professor of
Business Law, Boler School of Business, John Carroll University
SCHOLASTIC OUTLOOK
22 Business Education with a Technological Edge
By Michigan Technological University’s School of Business
and Economics

4. 4 NEW ACCOUNTANT
Editor & Publisher
Steven N. Polydoris
Associate Publisher
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Graphic Design
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B
ut they must seize every
chance to hone and develop
their skills.Capitalizing on these
opportunities will be a recipe for
a successful accounting career filled with
limitless possibilities.
The evolution of an accounting career
in many ways mirrors the business growth
cycle’s stages of development because it
can adequately describe each phase and
inflection point in a professional accoun-
tant’s career. There is a start-up phase,
growth phase, mature phase and a change
in strategic direction. At each stage of my
career, I have evolved as an accounting
professional, which has led me to my cur-
rent trek.
In the start-up phase, I started out
as a young, newly-minted accounting
graduate ready to take on the world. At
that time, I had very clear, distinct goals
- land a job (preferably Big Four) and
pass the CPA Exam. I was fortunate
enough to secure an audit internship with
PriceWaterhouseCoopers(PWC) where I
received my first introduction to the field
of public accounting. I was eager to learn
a lot and increase my opportunities for
vertical mobility in the firm. After com-
pletion of my internship, I made the de-
cision to reside in South Carolina a little
longer because I was not ready to relocate.
Therefore, I moved on to my next assign-
ment, which was accepting a position as a
state auditor in South Carolina. During
my stint at the state auditor’s office, I
learned about governmental and compli-
ance auditing. I was able to strengthen
my analytical skills and prepare for the
CPA exam. After two years with the state,
I decided that it was time for a change. I
was ready to embrace new challenges by
seeking opportunities to position my ca-
reer for growth.
Now, I was ready to enter the growth
phase of my career. Having left the state
auditor’s office, I relocated to Louisville,
KYto accept a position with Philip Morris
USA as a cost accountant in one of its cig-
arette manufacturing facilities. This posi-
tion was my first introduction to manu-
facturing and my first real private sector
job. At Philip Morris, I learned to hone
and develop my budgeting and finance
skills through the experience I gained
working with manufacturing operations,
finance and IT. I was responsible for man-
aging a $113 million dollar budget, which
consisted of resources allocated for main-
tenance, engineering, primary processing
(tobacco), IT, facility operations and hu-
Continued on Page 26
Why I Became An
Accountant
This article provides an interest-
ing perspective about how an ac-
counting graduate evolves into an
accounting professional over time.
Moreover, it shows that there are
many channels to success if ac-
counting graduates are open to it...
By Kevin Jones
JD, PhD
Professor, Department of
Accounting
Woodbury University
Career Outlook

5. www.newaccountantUSA.com 5
Student Outlook
NewAccountantUSA.com 5
New Accountants’ 11 Rules For Living...
Here is a list of 11 things that many high school and college graduates did not learn in school.
Before you were born, your
parents weren’t as boring as
they are now. They got that way
from paying your bills, cleaning
your clothes, and listening to you
talk about how cool you are. So
before you save the rainforest
from the parasites of your parents’
generation, try “delousing” the
closet in your own room.
Flipping burgers is not
beneath your dignity. Your
grandparents had a different
word for burger flipping;
they called it opportunity.
Life is not fair;
get used to it.
If you mess up, it’s not
your parents’ fault, so
don’t whine about your
mistakes, learn from them.
Your school may have done away with
winners and losers, but life has not.
In some schools they have abolished
failing grades; they’ll give you as many
times as you want to get the right
answer. This doesn’t bear the slightest
resemblance to ANYTHING in real life.
If you think your
teacher is tough, wait
until you get a boss. He
doesn’t have tenure. Be nice to nerds.
Chances are you’ll end
up working for one.
Life is not divided into semesters. You
don’t get summers off and very few
employers are interested in helping you
find yourself. Do that on your own time.
Television is NOT real life. In real
life, people actually have to leave
the coffee shop and go to jobs.
Rule #1
The world won’t care
about your self-esteem.
The world will expect you
to accomplish something
BEFORE you feel good
about yourself.
Rule #2
You will NOT make 40
thousand dollars a year
right out of high school.
You won’t be a vice
president with a cell
phone, until you earn
both.
Rule #3
Rule #4
Rule #5
Rule #6
Rule #7
Rule #8
Rule #9
Rule #10
Rule #11
Excerpted from “Dumbing Down Our Kids: Why American Children Feel Good
About Themselves But Can’t Read, Write or Add” by Charles J. Sykes.

6. 6 NEW ACCOUNTANT
Cover Story
A
re you waiting to sit for the
CPA Exam until you feel more
prepared? Perhaps you want
to get a little work experience
under your belt. Maybe you are just
waiting for life to slow down a bit. The
truth is that you will never feel 100%
ready to take the CPA exam, you will
never feel like you have enough work ex-
perience, and life will never slow down.
Since the CPA Exam went computer
based in 2004, the exam itself under-
goes change at a much faster pace than
it did in the old-fashioned paper and
pencil format. With computer technol-
ogy comes the ability to enact change,
whether it be content-related or func-
tionality, at a much faster rate.
Additionally, the CPA Exam under-
goes what is called a “practice analysis”
every few years to be sure the exam is
continuing to test entry-level require-
ments of a CPA.The last practice analy-
sis was done in 2008/2009, which led to
the most recent sweeping changes to the
exam that took effect in January 2011.
Those changes not only changed the
content specification outline (the body
of knowledge that is tested on the CPA
Exam), they also changed the format of
the exam questions themselves. Those
changes caused a flurry of testing activ-
ity in the final quarter of 2010, primar-
ily due to uncertainty regarding how
the changes were going to impact the
exam.The exam is currently undergoing
another practice analysis in order to de-
termine changes to the exam that would
Strategies for CPA Exam Success
What Are You Waiting For?
We all have heard the saying,“Never put off until tomorrow what can be done today.” Never before is this
statement truer when it comes to taking the CPA Exam than it is today.

7. NewAccountantUSA.com 7
potentially take effect in 2016/2017. The
anticipated changes to the exam could
be the most significant ever. In light of
this, now is definitely not the time to
postpone your testing.
So, what can you do to prepare for
the CPA Exam now? Below are some
helpful tips that will prepare you to test
now rather than later.
The CPA Exam is known for both
its difficulty and comprehensiveness.
However, success on the CPA exam is a
reasonable, attainable goal. You should
keep this point in mind as you develop
your study plan. A positive attitude to-
ward the examination, combined with
determination and discipline, will en-
hance your opportunity to pass.
Purpose of the CPA Exam
The exam is designed as a licens-
ing requirement to measure the tech-
nical competence of CPA candidates.
Although licensing occurs at the state or
territory level, the exam is uniform at all
sites and has national acceptance. Passing
the CPA exam in one jurisdiction gen-
erally allows candidates to obtain a re-
ciprocal certificate or license in another
jurisdiction provided they meet that ju-
risdiction’s other requirements.
Boards of accountancy also rely
upon other means to ensure that can-
didates possess the necessary technical
and character attributes, including in-
terviews, letters of reference, affidavits
of employment, ethics exams, and edu-
cational requirements. Each board’s con-
tact information is listed on the National
Association of the State Boards of
Accountancy’s (NASBA) website (www.
nasba.org).
When to Take the Exam
It is advantageous to take the exam
as soon as possible after completing
the formal education requirements. The
CPA exam is essentially an academic
exam that tests the breadth of material
covered by good accounting curricula. It
emphasizes the body of knowledge and
skill set required for the practice of pub-
lic accounting.
Bisk CPA Review recommends that
most candidates sit for no more than two
exam sections during one exam window.
By taking one exam section at the begin-
ning of a two-month exam window and
another exam section at the end, candi-
dates effectively can study for one exam
at a time and yet pass two exam sections
during an exam window. Candidates
with full-time jobs and other extensive
time commitments may find that study-
ing for just one exam section in an exam
window is best for them.
The CPA exam is more than a test
of your knowledge and technical com-
petence. It is also a test of your ability
to function under psychological pressure.
You easily could be thrown off balance
by an unexpected turn of events during
the days of the exam. Your objective is
to avoid surprises and eliminate hassles
and distractions that might shake your
confidence. You want to be in complete
control so that you can concentrate on
the exam material, rather than the exam
situation. By taking charge of the exam,
you will be able to handle pressure in a
constructive manner. The keys to control
are adequate preparation and an effective
examination strategy.
Overall Preparation
Advance preparation will arm you
with the confidence you need to over-
come the psychological pressure of the
exam. As you complete your compre-
hensive review, you will cover most of
the material that will be tested on the
exam. It is unlikely that any question will
deal with a topic you have not studied.
Similarly, you will not feel pressured to
write “perfect” written communication
answers, because you understand the
grading process. You recognize that there
is a limit to the points you can earn for
each answer, no matter how much or
how well you write.
The components of your advance
preparation program include the following.
1. Comprehensive review materials
such as the Bisk CPA Review Online
program.
2. A method for pre-review and

8. 8 NEW ACCOUNTANT
ongoing self-evaluation of your level
of proficiency.
3. A study plan that enables you to
review each subject area methodi-
cally and thoroughly.
4. An understanding of the grading
process and grader orientation skills.
CPA Exam Strategies
The second key to controlling the
exam is to develop effective strategies for
the days you take the exam. Your objec-
tive is to avoid surprises and frustrations
so that you can focus your full concentra-
tion on the questions and your answers.
You should be familiar with the
format of the CPA exam and know ex-
actly what you will do when you enter
the testing room. Remember to read
all instructions carefully, whether gen-
eral or specific to a particular question.
Disregarding the instructions may mean
loss of points.
As stated previously, the CPA exam
is in itself a physical and mental strain.
You can minimize this strain by avoid-
ing all unnecessary distractions and in-
conveniences during your exam week.
Consider the following:
• Use the AICPA’s free tutorial and
sample examination found online at least
a week before your examination. Because
the exam interface is subject to change,
re-visit the site to be sure that you are
familiar with the current interface, even
if you took an exam in a previous win-
dow. The site also has the most current
Uniform CPA Examination Candidate
Bulletin, a publication with useful in-
formation for candidates. These are not
available at the test center.
• Carefully register for the examina-
tion. You must bring two forms of iden-
tification and your notice to schedule to
the test center on the day of your exam.
The name you use to make the appoint-
ment must match both your name on
your identification and your notice to
schedule exactly.. Also note that the last
two weeks of an exam window tend to
be the busiest.
• Stick to your normal eating, sleeping,
and exercise habits. Eat lightly before the
exam. Watch your caffeine and alcohol
intake. If you are accustomed to regular
exercise, continue a regular routine lead-
ing up to your exam day.
• Locate the examination facilities be-
fore your examination day and familiar-
ize yourself with the surroundings and
alternate routes.
• Arrive early for the exam. Pre-exam
procedures take significant time and
are not factored into your scheduled
appointment. Allow plenty of time for
unexpected delays. Nothing is more de-
moralizing than getting caught in a traf-
fic jam ten minutes before your exam is
scheduled to begin. Your appointment
time is the time that the actual examina-
tion process is scheduled to start, not the
start of the test center pre-exam proce-
dures: identification verification, digital
photography, storage locker assignment,
etc. The examiners recommend that you
arrive at least 30 minutes before your
scheduled appointment. If your exami-
nation doesn’t begin within 30 minutes
of your scheduled start time, you may
have to reschedule.
• Avoid possible distractions, such as
friends and pre-exam conversation, im-
mediately before the exam.
• In general,you should not attempt se-
rious study on the nights before exam ses-
sions. It’s better to relax—watch a movie,
exercise, or read a novel. If you feel you
must study, spend half an hour or so go-
ing over the chapter outlines in the text.
Some candidates develop a single page
of notes for each chapter (or each exam
section) throughout their review process
to review for a few minutes during the
evening before the exam.This single page
includes only those things that are par-
ticularly troublesome for that candidate,
such as the definition of a capital asset or
the economic order quantity formula.
• Don’t discuss exam answers with oth-
er candidates. Not only have you signed
a statement of confidentiality, but some-
one is sure to disagree with your answer,
and if you are easily influenced by his or
her reasoning, you can become doubt-
ful of your own ability. If you are writ-
ing more than one exam section within
a two-month exam window, you might
not have the reliable feedback that only
your score can provide from your first
section before you sit for the second sec-
tion.Wait and analyze your performance
by yourself when you are in a relaxed and
objective frame of mind.
• Avoid self-evaluation of your exam
performance until after you receive your
official score. Self-evaluation without an
official score is unreliable. Not all ques-
tions are the same point value. Further,
candidates have no reliable way to know
which questions are not scored. Instead
of speculating, focus on preparing for
your next exam section.
Learn more by visiting
www.cpaexam.com/ILNAM, now part of
Thomson Reuters, today.
Cover Story
“As stated previously, the CPA exam is in itself
a physical and mental strain. You can minimize this
strain by avoiding all unnecessary distractions and
inconveniences during your exam week.
”

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10. 10 NEW ACCOUNTANT

11. Accounting Outlook
NewAccountantUSA.com 11
T
housands of new ac-
counting graduates
hit the job market
each year. These young
hopefuls want get hired
and be successful in their
first professional account-
ing positions. Therefore
meeting the expectations
of those doing the hiring is
very important if they want
to get that get their account-
ing careers started off on
the right foot. This article
discusses 10 of these key
work place
Graduating accounting
majors need to be aware
of the various job-related
expectations that they will
be expected to meet during
the hiring process and then
later on the job. Although
expectations in the work-
place do vary from place to
place, new hires need to be
aware of these workplace
expectations if they want to
be successful. This article
will address a number of
these issues.
Employer
Expectations
By Dr. Linda Lee Larson
CPA, CIA, CISA, CFE
Associate Professor of Accounting
Central Washington University
Lynnwood Center
E
mployers in this econ-
omy generally want to
hire the best and the
brightest candidates. So, yes,
grades do definitely matter
- and the higher the better.
Grades are considered a “proxy”
for being very bright and very
hardworking. Do not expect
that you will get hired strictly
because you know someone.
You may get a courtesy inter-
view, but unless your grades are
top-notch and you come across
well during the interview, you
will not likely be hired. Also,
do not expect that going on
to earn a master’s degree will
negate a mediocre undergrad
grade point average and get
you hired in at a higher rank
and salary. This is unlikely.
E
mployers want someone
who is very bright and
very hard working. Do not
expect that a potential employer
will take into account personal
situations, such as working full-
time during college, to explain
your C average. Many employers
prefer straight-A students because
they likely are both bright and
hard working. Typically, employ-
ers want what is called a type-A
driver, a self-starter, not someone
who comes in late and leaves early.
Good Grades Work Ethic

12. 12 NEW ACCOUNTANT
Work Time
Teamwork
P
ublic accounting is typically considered a
conservative work environment. Students
need to plan to have a good go-to-interview
suit. For the ladies, this can be a pants suit
or a skirted suit as long as the skirt is
of a conservative length. (No micro-
mini skirts with fish net stockings and
6” heels, please.) Gentlemen, it would
be wise to cover any tattoos and not
draw attention to any piercings; no
extravagant haircuts or blue hair,
please. Ladies, please avoid low-
cut or see-through blouses, super
short skirts,and the like on the job.
Otherwise, you may find yourself
called into the partner’s office for a
reprimand. Everyone should plan
to wear at least “business casual”
attire at work. Once hired, ask
your supervisor about dress code
expectations, especially when go-
ing out to client workplaces. In
general, you should probably not
plan to wear blue jeans or sweats
in a professional setting unless you
are told specifically that it is appro-
priate. (Wearing jeans if assigned to
perform inventory test counts in a
warehouse would likely be accept-
able, for example.)
Conservative Appearance
E
mployers want someone
who excels in accounting
(theory and practice) -
not a bookkeeper to be trained
on the job. Employers want
someone who is a hard working
numbers person. Keeping track
of financial matters should be
something you like to do, or
you are in the wrong major. The
purpose of the 4-year (or 5-year)
course of study is for you to
become technically competent
when hired. So study hard to
master the technical topics in
your coursework now. Do not
plan to learn the material later
in a CPA Review Course. Learn
it while in school
Strong Technical Background
Y
ou will be expected to be a “team
player” and to “play well with
others.” A new accounting grad
is expected to “start at the bottom” and
to prove him or herself. So plan to work
hard and try to impress your supervi-
sors. Do not think that you know it all
because you just earned your degree. In
many professional situations, your “real”
accounting education actually begins on
your first day on the job. Experience in
a clerical accounting position for a few
months or years does not mean that a
new accounting grad is qualified to ap-
ply for senior level positions (as compared
to entry level positions). You will need to
work your way up. Do not expect to be
running engagements any time soon after
starting a job in public accounting. Stu-
dents are hired into entry-level jobs. This
means that, if you perform well, someday
(in a few years) you might be promoted
to an “in-charge” level of responsibility. A
considerable amount of on-the-job train-
ing is involved in professional accounting
positions. Know that you will have much
to learn from your supervisors during
your first years on the job.
I
nquire about working hours
and adhere to them. It is fine
to ask about, but not demand,
flexible working hours. In many
accounting positions, especially on
audits, you will be expected to keep
detailed time records each day. For
example, you may even be asked
to keep track of your time by the
1/10th of an hour. Typically you will
use codes for various job functions.
You may be asked to account for
your time by audit program steps.
Billable hours recordkeeping is a
relatively standard part of being
in public accounting. In addition,
professionals are typically expected
to stay until the job is done. So
do not expect this to be a 9 to 5
job, especially during busy season.
Also, be aware that organizations
typically do not pay exempt (i.e.,
professional) employees overtime.
Accounting Outlook

13. NewAccountantUSA.com 13
K
now going
in that you
will be ex-
pected to “follow
orders” when given
an assignment by
your supervisor. If
you have questions
concerning how
the job should be done, that is fine. But it
is not wise to question whether a task has
to be done or not. You will be expected to
complete the work when your boss needs
it done, not at your convenience. This may
mean putting in long hours at month-end
or during busy season, for example. Or-
ganizations expect new hires to be good
“worker bees.”
Respect for
Authority
Work Place Focus on
Work at Work
Professionalism
Conclusion
I
n conclusion, as graduating accounting
majors prepare to start their professional ac-
counting careers, they need to understand
workplace expectations, and do their best to
meet them, if they want to start their careers
out on the right foot.
D
o not expect to be able to take
care of personal business dur-
ing working hours. That is what
evenings, weekends, and lunch hours are
for. You may even be asked to turn your
cell phone off and/or not to “text” during
working hours. I recently heard about two
students who were fired from internships
because of texting during working hours.
O
rganizations want to hire a per-
son who will become a profes-
sional. Professionals join profes-
sional organizations, earn professional cre-
dentials, and keep up in their field. They
do what it takes to get the job done on
time. They know how to set priorities and
how to meet deadlines. It is important to
establish your reputation as a competent,
hard-working professional. This should be
your goal as you start your professional ac-
counting career.
D
uring the interview process, do
not make demands regarding
where you prefer to work. For ex-
ample, do not demand that you be allowed
to work from home at least half the time.
That is a totally unrealistic expectation for
most professional accounting (corporate or
public accounting) jobs. If you are in audit-
ing, for example, you will likely not be al-
lowed to take company records home. Also,
new hires need to be supervised, and that
means working at work (or at the client’s
place of business) most of the time.
MPac quarter ad.indd 1 5/27/2014 12:16:35 PM

14. 14 NEW ACCOUNTANT
A
s a new accountant, you need
to be aware of the opportunities,
risks, and the dos and don’ts as-
sociated with using social me-
dia tools. During college, you most likely
used social media sites such as Facebook,
YouTube, Twitter or LinkedIn. You may
have used a service such as Blogger or
WordPress to create your own blog. You are
certainly not alone in your use of social me-
dia. There has been a phenomenal rise in
the use of social media by both individuals
and organizations. Consider the following:
• Facebook has over 1 billion active users.
• Over 6 billion hours of video are
watched each month on YouTube—
that’s almost an hour for every person
on Earth.
• On average,135,000 new Twitter users
sign up every day and approximately 1
billion tweets are sent every five days.
• LinkedIn has more than 225 million
users in more than 200 countries.
• It is estimated that there are about
200,000,000 blogs on the Internet.
As you transition from student to new
accountant,you will most likely participate
Social Outlook Peer Reviewed
The Use of Social Media
By Accountants:
LinkedIn has more
than 225 million
users in more than
200 countries...
By William J. Crampton
PhD
Associate Professor,
Department of Accounting
Illinois State University
By Roslin V. Hauck
PhD
Associate Professor,
Department of Accounting
Illinois State University
Continued on Page 18
What You Need
To Know

15. Historical Outlook
NewAccountantUSA.com 15
A Letter to Our Grandchildren
Accounting, economics, science, marketing, history and philosophy courses are an excellent preparation for busi-
ness. These courses are also very useful throughout life. It is important to study certain economists and philoso-
phers. Here are a few important people whose lives and ideas may be found in books and also on the internet.
If you think you are beaten, you are
If you think you dare not, you don’t
If you think you’d like to win, but
you can’t
It’s almost a “cinch” you won’t
If you think you’ll lose, you’ve lost
For out in the world you’ll find
Success begins with a fellow’s will
It’s all in the state of mind
Full many a race is lost
Ere even a race is run
And many a coward fail
Ere even his work’s begun
Think big and your deeds will grow
Think small and you fall behind
Think that you can and you will
It’s all in the state of mind
Rags make paper
Paper makes money
Money makes banks
Banks make loans
Loans make poverty
Poverty makes rags
First, you have to learn the
business inside and out and
to be able to process the work
efficiently. This is the easiest job
of the three. Most workers can’t
get beyond this first leg.
Second, you must learn how to
bring good customers into your
place of business. A business
relies upon customers who need
your products and bring in a
steady stream of money.
Third, you must be able to manage
the business, grow, and make
a consistent profit. This is the
hardest leg of the three legs on the
stool to master.
Worry is like a rocking chair;
Gives you something to do, but
you won’t get anywhere.
It has often been said that
a company, corporation, or
organization is… “Too big to fail.”
We don’t believe “too big to fail”
is accurate. Witness the number
of industry leaders who have been
failing and/or going bankrupt in
only the past two years.
We believe that it is more
accurate to say that as company,
corporation, or even government
may become “too big to survive.”
In other words, the Topple Down
Theory applies- The larger and
more complex the organization,
the more likely it will collapse
from its own size.
Too Big to Survive State of Mind
From Rags to Rags
A Good Businessman
Worry
Edited by Bill Powell
Lt. Colonel
US Army
USAR (retired)

18. in the use of many of these social media
tools. It is important to be aware of the
opportunities and risks that these tools rep-
resent in your new career.
Opportunities
Social media presents you with many
opportunities to advance your own career
and benefit your firm. KPMG and IBM
are two high-profile firms that actively en-
courage their employees to participate in
social media to realize these opportunities
for both the good of the employees and the
good of the firm. KPMG states that the
adoption of social media by its employees
is vital for their employees’ future and for
the future of the KPMG brand.
Below, we offer some of the opportuni-
ties that social media represent for the new
accountant and select examples of how you
can realize these opportunities using to-
day’s most popular social media platforms.
Professional networking
Social media allows you to build relation-
ships, collaborate, and share ideas with oth-
ers within and outside the firm. LinkedIn
provides an ideal platform to establish and
strengthen connections to other accountants
and industry professionals. Blogs allow you
to showcase your knowledge, experience,
and expertise by sharing relevant thoughts
and ideas, thereby establishing and strength-
ening your professional network.
Staying current
It is essential that you stay current
with the latest news not only within the
accounting discipline but also news in
your firm’s or your clients’ industries. The
easiest way to receive the most up-to-date
information on accounting practices is
through the use of Twitter, which allows
you to follow current developments as
viewed by industry leaders in the field. By
following your clients or potential clients
on Facebook, you can stay current with
their activities. As they post their news
items, you immediately receive them on
your Facebook News Feed.
Professional development
If you want to prosper as an accountant,
it is necessary that you engage in life-long
learning activities to further your profes-
sional development. The vast and growing
library of videos available on YouTube and
the tremendous amount of information
and educational material on blogs provide
an excellent resource for expanding your
knowledge of accounting and accounting-
related topics.
Brand management
Brand management includes not only
the brand of your company, but also your
professional brand. As an accountant,
your professional brand reflects your ca-
pabilities, your reputation, and your char-
acter that has a major influence on how
you are viewed by others. The wide expo-
sure and reach inherent in Facebook and
LinkedIn pages, YouTube videos, Blogs,
and tweets provide an outstanding oppor-
tunity for you to manage and promote not
only your professional brand but also your
firm’s brand.
Risks
While the use of social media tools
represent abundant opportunities for new
accountants, these tools come with sub-
stantial risks that must be recognized and
avoided. Although there have always been
risks to both the individual and the firm
with the use of any new technology, the
ease and the potential wide-spread impact
associated with social media tools greatly
exacerbate these risks.
Some of these major risks are discussed
below.
Loss of sensitive, confidential
information
Accountants deal with sensitive informa-
tion on a regular basis within their firm and
with their clients. The loss of this informa-
tion can have tremendous negative conse-
quences for you, your firm and your clients.
Given the nature of social media tools, the
opportunity to inadvertently disclose private
information increases greatly, and the poten-
tial impact is greatly magnified.
Negative representation of yourself and
your firm
As an employee, you are a representa-
tive of the firm, not only in the “real world”
during working hours, but also in cyber-
space during both working hours and non-
working hours. Using social media tools
can blur the line between your professional
and personal lives, causing you to overlook
the possible impact that an inappropriate
post can have on your professional repu-
tation and your firm’s reputation. These
inappropriate posts have the potential to
go viral, spreading like wildfire across the
Internet. Your posts should always make
it very clear that you are stating your own
opinions and not those of the firm’s.
Decreased productivity
Your use of social media tools can re-
sult in decreased productivity if you spend
an inordinate amount of time using these
tools. Time spent using these tools can
be time wasted, if it takes away from your
organizational responsibilities, which can
have a detrimental effect on your personal
performance and career advancement, and
the performance of your firm.
Social Media Guidelines
To help their employees use social
media appropriately, many firms have de-
veloped formal social media guidelines.
Some firms have thorough guidelines, oth-
ers have brief guidelines, while others have
18 NEW ACCOUNTANT
The Use of Social Media By Accountants: What You Need To Know
Continued from Page 14
Social Outlook Peer Reviewed

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no social media guidelines at all. A review
of social media guidelines used by various
firms (IBM, KPMG, PwC and Intel) yields
a list of guidelines that should be followed
by any employee. [Note: Links to these
corporate social media guidelines are at the
end of this article.]
Don’t give away confidential or
proprietary information
When using social media, you need to
be very sensitive to the type of information
that you are sharing. This includes confi-
dential information within your firm and
information relating to your firm’s clients,
suppliers, or partners. Avoid discussing
anything related to your firm’s financial
performance, business plans or prospects.
When discussing yourself, your co-workers,
or management, do not share with others
information that can be damaging to an
individual’s or your firm’s reputation.
Be honest and transparent
Honesty is the best policy when it
comes to social media. Don’t put a “spin”
on information for your benefit or your
firm’s benefit. Furthermore, if you post
something in error, take responsibility for it
by correcting it in a timely manner. When
you post anything related to your company,
industry, or your corporate partners be ex-
plicit as to who you are and your role in
your firm. If you can potentially benefit
from your post, be the first to point it out.
Use a disclaimer
When sharing your personal views, be
careful not to give the impression that you
are speaking on behalf of your organization.
Make this explicit with a disclaimer such
as: “The views and opinions expressed here
are my own and do not necessarily reflect
my firm’s positions, strategies or opinions.”
Be respectful in all online interactions
Be respectful when interacting with
others in the workplace and in your online
interactions. Certain behavior is clearly
unacceptable, such the use of ethnic slurs,
discriminatory remarks, personal insults, or
obscenity. It is also best to avoid topics
that may be considered objectionable or in-
flammatory—such as politics and religion.
Follow laws, regulations and terms
of service
When engaged in online interactions,
many laws can come into play. In particular,
be vigilant not to violate copyright, fair use,
libel, defamation, and trademark laws. Give
credit where credit is due by referencing the
sources of your information. Use your com-
mon sense; be careful that your comments
cannot be viewed as slanderous, thereby
possibly violating libel and defamation laws.
Do not use corporate logos or trademarks
without first securing permission. Review
the terms of service of the social media sites
that you use and conform to the rules.
Conclusion
In this article, we reviewed many op-
portunities and risks associated with the
use of social media by accountants and pre-
sented the most common guidelines used
by organizations to help mitigate many of
the risks. Take advantage of these oppor-
tunities, while always being aware of the
tangible risks that these social media tools
represent to you and your firm. Just as you
strive to be professional in the workplace,
strive to be professional in all of your online
interactions. You are personally responsible
for what you publish online and what you
publish online can be there for a long time.
So, think before you publish. If what you
plan to publish gives you pause, then pause
before you publish. While there are real
risks associated with your use of social
media as a new accountant, there are also
great opportunities that cannot be ignored.
Perhaps the greatest risk of all is not taking
advantage of these opportunities.
Corporate Social Media
Guidelines Links:
IBM:
www.ibm.com/blogs/zz/en/guidelines.html
KPMG:
http://www.kpmg.com/global/en/pages/
social-media.aspx {then click on social
media guidelines video}
PwC:
http://www.youtube.com/
watch?v=5Kp8knYN4fY {a YouTube
video}
Intel:
http://www.intel.com/content/www/us/
en/legal/intel-social-media-guidelines.html
NewAccountantUSA.com 19

20. 20 NEW ACCOUNTANT
Regulations Outlook
T
his year marks the ninety-fifth
birthday of the Institute of Manage-
ment Accountants (IMA) from its
formation in 1919 as the National
Association of Cost Accountants (NACA).
This article reviews a number of significant
dates in the history of the IMA, as well as the
numerous resources and services provided to
professionals in managerial accounting, in-
cluding CFOs, controllers and a wide range
of those practitioners of financial manage-
ment. It also contains a rebuttal to the as-
sertions contained in the July 2013 ethics col-
umn of Strategic Finance edited by Curtis C.
Verschoor and titled “Maximizing Returns or
Unethical Tax Avoidance?”
One of the first major assets created by
the NACA was the introduction of the NACA
Bulletin in 1925. Ten years later a library for
members was established at the NACA na-
tional office, and in 1949 the Bulletin became
a monthly publication of the NACA.
In 1957 the NACA became the National
Association ofAccountants (NAA),and broad-
ened the focus of the organization beyond
cost accounting. In 1969 the Management
Accounting Practices Committee (MAP)
was formed to issue authoritative guidance to
members on a variety of topics in cost, and
in later years, on managerial accounting. To
date, the MAP has issued thirty-nine state-
ments on cost and management accounting
topics, including Cost of Capital, Activity-
Based Costing, Measuring the Cost of
Capacity, Managing Cross-Functional Teams
and Redesigning the Finance Function, just to
mention several of those Statements.
In moving closer to becoming a truly
professional organization, the NAA started the
Certified Management Accounting (CMA)
program in 1972. Today, this program is now
recognized worldwide as the authoritative cre-
dential for practitioners of management ac-
counting and financial management. No or-
ganization, however, is complete until there are
standards of ethical and professional conduct
for its members. The MAP Committee com-
pleted this process when Standards of Ethical
Conduct of Management Accountants (SMA-
1C), the first code of ethics for management
accountants in the U.S. was issued in 1983.
After twenty three years as the NAA, the
organization changed its name to the Institute
of Management Accountants (1991), again to
broaden the horizon of membership beyond
the United States. At the same time, the IMA
incorporated SMA-1C into its bylaws, mak-
ing it applicable to all members; not just to
those members who were certified (the hold-
ers of the CMA certificate). Later that same
decade, the CMA exam changed from a pa-
per and pencil exam to a computerized exam
(1997) and in that same year issued SMA-1C
(Revised), titled Standards of Ethical Conduct
for Practitioners of Management Accounting
and Financial Management. This revision re-
flected the applicability of the ethics standards
to IMA members who practiced “both domes-
tically and internationally…” Just two years
later, the Journal of Management Accounting
was replaced by Strategic Finance as the flag-
ship journal of the IMA (1999). The focus of
the monthly journal was articles pertaining
to strategic leadership for accountants and
financial people largely in the practice com-
munity. Management Accounting became
Management Accounting Quarterly, which
was an on-line journal whose focus leaned to-
ward the academic community.
In 2005, as a reaction to the pas-
sage of Sarbanes-Oxley in 2002(SOX), the
Professional Ethics Committee of the IMA
rewrote SMA-1C, titled IMA Statement of
Ethical Professional Practice. The 1997 ver-
sion of the Code contained language that was
not consistent with the provisions of SOX.
The 1997 version allowed external whistle-
blowing but only if the whistle-blower re-
signed his/her position in the organization.
The first of two major provisions in the 2005
version included the addition of four overarch-
ing principles (apparently contained in SOX),
which are: Honesty, Fairness, Objectivity and
Responsibility. Next the code identifies and
briefly describes the four qualitative standards
which are: Competence, Confidentiality,
Integrity, and Credibility. It then closes with
a much abbreviated section on Resolution of
Ethical Conflict.
A History of the IMA and
Ethical Considerations
One of the most valuable
assets the IMA provides
members is the Ethics
Column published monthly
in Strategic Finance.
By Roland L. Madison
CPA, PhD
Former Professor of
Accountancy
John Carroll University
By William N. Bockanic
JD
Professor of
Business Law
Boler School of Business
John Carroll University

21. The only mention of external whistle-blowing is in the final part of
step one, which says in part:
“...Communication of such problems to authorities or individuals
not employed or engaged by the organization is not considered ap-
propriate, unless you believe there is a clear violation of the law.”
(emphasis added)
The preceding statement permits one to whistle-blow externally
under one condition, and it does not mention or require resigna-
tion from the organization, as did the 1997 version. Its title is “IMA
Statement of Ethical Professional Practice.”
The second revision was to permit members to contact persons
outside the organization (external whistleblowing) if they “believe there
is a clear violation of the law.” This is to be done after consulting with
an attorney. This action is supported by SOX, which provides a safe-
harbor for external whistleblowers.
Finally, just five years ago, the IMA launched LinkUp IMA, as its
exclusive on-line service to the professional community (2009).
While the preceding discussion is not exhaustive of all the services and
values the IMA provides for its members, it does identify the keynotes
and highlights of the IMA’s history.
Profit-Maximization: An Ethical Issue?
One of the most valuable assets the IMA provides members is the
Ethics Column published monthly in Strategic Finance. As mentioned
above, Column Editor Curtis C. Verschoor published a column titled
“Maximizing Returns or Unethical Tax Avoidance?” in the July, 2013
issue. The gist of the article is that certain companies, namely Google
and Apple,“take advantage of the varied tax laws of different countries
to limit their tax payments …and claim they are maximizing share-
holder returns.”
The two countries most affected by these actions are the United
States and the United Kingdom. The column indicated that “Apple has
been able to create corporations that pay no income tax to any taxing
nation. This is possible because Ireland doesn’t assess income tax on
entities that are managed from outside the country, and the U.S. assesses
taxes on the country of subsidiary incorporation only.”
Senator Carol Levin (D-Mich) chair of the Investigating
Subcommittee’s statement concluded that “Apple makes use of multiple
U.S. tax loopholes, including the check-the-box rules to shield offshore
income otherwise taxable under Subpart F (of the Internal Revenue
Code.)” “As a result Apple has continued to build up its offshore cash
holding which now exceed $102 billion.”
Now let us be candid and objective. Both the United States and
the United Kingdom have provided these companies with tax loopholes
that the companies have legally and rightfully utilized to maximize the
returns to their shareholders. If any reader who was a shareholder of
either Apple or Google learned that the board of directors of either of
these companies had chosen to ignore these loopholes, such sharehold-
ers would likewise legally and rightfully be able charge the directors
with dereliction of their fiduciary duties to the shareholders and prop-
erly seek to remove these board members from their positions.
While “there’s no international organization with the ability to har-
monize tax laws on a global basis,” both the U.S. and the U.K could
collaborate to either eliminate or at least minimize some of the tax loop-
holes their countries provide these companies. Yes, these companies are
working to avoid income tax payments using tax loopholes provided
by the U.S. and U.K., but is this unethical? Unequivocally, the authors
say it is not! Are their actions illegal – are they guilty of tax evasion?
Likewise, clearly they are not – they are merely acting as responsible
corporate officials for the benefit of their shareholders. For the board
of directors of those corporations to do anything less, would lead to
allegations of both unethical and incompetent behavior which could,
and from a corporate fiduciary duty perspective should, result in their
dismissal from their respective boards. This behavior by board mem-
bers would be a violation of the IMA’s Statement SMA-1C (2005).
Let us draw a parallel with respect to tax preparer services. What
would happen if a CPA, Tax Attorney, or enrolled agent subjectively
believed that a client was not paying their “fair share” of taxes and
was utilizing too many deductions, exemptions, credits, or other legal
tax avoidance devices to minimize or even avoid paying income tax?
What if using all of these so-called tax loopholes resulted in the client
paying a zero income tax? Should that tax preparer then decide to
not utilize those tax avoidance devices because the preparer believes
NewAccountantUSA.com 21
Continued on Page 25
Historical Outlook
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will advance your career further and faster, and Purdue’s
Krannert School is home to one of the best master’s programs
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ADD IT UP
EA/EOU

22. Continued from Page 9
Scholastic Outlook
Business Education with a
Technological Edge
Michigan Technological University’s School of Business and Economics (SBE) gives students an important advan-
tage. Regardless of degree program, all SBE students are schooled in technology, thanks to our location in a
world-renowned technological university.
T
hat is at the very core of our
scholarship and research in the
SBE. In fact, senior-level students
handle financial planning, market-
ing plans, and business management for real-
world research projects and engineering de-
sign teams through Michigan Tech’s Business
Development Experience.
Undergraduate degree program offerings
include the Bachelor of Science in Accounting,
Economics, Engineering Management, Finance,
Management (with Entrepreneurship or Supply
Chain and Operations Management concentra-
tions), Management Information Systems, and
Marketing.
The new Master of Science in Accounting
joins the Master of Science in Applied Natural
Resource Economics and the MBA. Our MBA
was recently ranked 76th in the nation by
Beyond Grey Pinstripes, for integrating “issues
concerning social and environmental steward-
ship into the curriculum.”
Outside the classroom, business students
have the opportunity to take an annual trip
to Silicon Valley to tour companies like Tesla
and Google; compete in the New Venture
Competition, where they have gained fund-
ing totaling $40,000 and were recognized this
year for having the most socially aware busi-
ness plan; and an annual Project Management
Competition, where, in 2014, they created
better veteran benefit processes for the State
of Michigan and were recognized by the
Governor of Michigan for their efforts.
Most famously, students succeed in the
Applied Portfolio Management Program
(APMP); the 2014 team won two international
investment competitions. Our APMP team
has a distinct advantage over other business
schools: they operate out of a new LSGI trad-
ing room with the ultra-high-tech Bloomberg
Machine, connecting them to the latest finan-
cial data. And, they manage more than $1 mil-
lion of real money!
Enterprising students have plenty of organi-
zations and activities to get involved with in their
free time, including the American Marketing
Association, Association of Information
Technology Professionals, Beta Gamma Sigma
business honor society, Distributive Education
Clubs of America, Entrepreneurs Club, Finance
Club, IT Oxygen, Omicron Delta Upsilon eco-
nomics honor society, and Kappa Sigma Iota ac-
counting club.
More than 400 companies annually re-
cruit Michigan Tech students on campus, and
starting salaries for SBE graduates have exceed-
ed the national average.
Michigan Tech offers more than 130 un-
dergraduate and graduate degree programs in
engineering; forest resources; computing; tech-
nology; business; economics; natural, physical,
and environmental sciences; arts; humanities;
and social sciences—all with a reputation for
extraordinary hands-on learning.
One of Michigan Tech’s biggest advan-
tages is its location. Nestled in the state’s
beautiful Upper Peninsula on the shores of
the Keweenaw Waterway, just moments down
the road from the largest freshwater lake in the
world, Michigan Tech’s 7,000 students enjoy a
600-acre forest and trail system on campus and
nearby ski hill and golf course. The Student
Development Complex provides plenty of op-
portunities for indoor recreation and presents
NCAA Division I and II sporting events. The
Rozsa Center for the Performing Arts offers
world-class entertainment for all.
And when fun beckons, Michigan Tech
answers the call—Parade of Nations and
Multicultural Festival, cardboard boat races,
Spring Fling, oozeball, broomball, and other
crazy smart traditions. Tech’s most cherished
(and famous) event is Winter Carnival, a
weeklong celebration featuring human dogsled
races, ice bowling, frosty fireworks, and an epic
snow sculpture competition.
All in all, it’s a great combination: a high-
tech business education in a beautiful loca-
tion, with career possibilities that offer an in-
credible ROI.
Michigan Tech: Home to 7,000 students and nestled on the scenic shores of the Keweenaw
Waterway in Michigan’s Upper Peninsula.
22 NEW ACCOUNTANT

23. NewAccountantUSA.com 23
An accounting degree from a
technological university?
It makes perfect (business) sense!
• Gain the “tech edge” by interning,
networking, and getting a great job with a
top CPA firm, a major corporation, or a tech
startup
• Become certified as a CPA or CMA
• Prep for high-level leadership and
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Accelerated Master’s program allows
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• Michigan Tech’s School of Business and
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Michigan Technological University is an equal opportunity educational
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340070614

24. Words of Wisdom
Under the UK’s Tax Avoidance
Schemes Regulations 2006, it
is illegal not to tell the taxman
anything you don’t want him
to know, though you don’t
have to tell him anything you
don’t mind him knowing.
In Boulder, Colorado,
it is illegal to kill a
bird within the city
limits and also to
“own” a pet – the
town’s citizens, legally
speaking, are merely
“pet minders”.
In Vermont, women must
obtain written permission
from their husbands to
wear false teeth.
In the UK, a man who
feels compelled to
urinate in public can
do so only if he aims
for his rear wheel and
keeps his right hand on
his vehicle.
In Kentucky, it is
illegal to carry a
concealed weapon
more than six-feet
long.
In San
Salvador, drunk
drivers can be
punished by
death before a
firing squad.
The World’s Strangest Laws
Did you know it’s illegal in France to name a pig Napoleon?
Or that in Ohio you’re not allowed to get a fish drunk?
It is an act of
treason to place
a postage stamp
bearing the
British monarch
upside down.
In Alabama, it is
illegal for a driver to
be blindfolded while
driving a vehicle.
In Florida, unmarried
women who parachute
on Sundays can be
jailed.
24 NEW ACCOUNTANT

25. Regulations Outlook
it is “unfair” or even “unethical” that the cli-
ent is not paying any individual income tax?
What would be the result if the tax preparer
took such an approach? The answer is quite
clear. The preparer would be in violation of
the ethical standards of his/her respective pro-
fession. Additionally, they would be liable for
professional malpractice, and likely be sued
by the client for damages and breach of fidu-
ciary duty. If a multi-billion dollar corpora-
tion merely takes advantage of the tax laws as
written, why should it be judged to be act-
ing any more unethically than an individual
tax preparer/payer who legally utilizes all tax
avoidance measures available to him or her?
If it is unfair that some governments are not
receiving their “fair share” of revenue as a re-
sult of multinational corporations employing
legal measures to minimize or even totally
avoid paying taxes, perhaps the appropriate
remedy would be to remove the loopholes
rather than accuse the taxpaying entity of un-
ethical behavior.
Conclusion
The authors have traced the history of
the IMA and noted the significant benefits to
its members. They have also focused on the
ethical values the IMA has provided, and dis-
cussed an ethical issue that was presented to
members in a recent issue of Strategic Finance.
Application of our code of conduct would ex-
onerate members of both Apples or Google’s
board of directors from any violation of the
IMA’s Statement of Ethical Practice. Those
boards are merely seeking legally to minimize
the tax obligations of their respective compa-
nies, and maximize the returns to their share-
holders. The shareholders of their respective
companies have every legal and ethical right
to expect that such be done. Utilizing what
the law allows is neither immoral nor unethi-
cal. We should not, and quite often cannot,
equate law with ethics. For example, what if
out of compassion for consumers, competi-
tors fixed the price of a gallon of gas at .50/
gal. during the holiday season. Their purpose
in agreeing to lower the price of gas was solely
to help those consumers financially during
the holiday season when they typically incur
large debts. We might look at such as being
an exercise of good corporate social responsi-
bility and, in fact, truly ethical behavior. The
Sherman Antitrust Act, however, deems such
an agreement to be illegal as all price fixing
whether high, low or medium violates the law.
Looking at the converse, however, to equate
legal behavior with unethical behavior would
put us on a very slippery slope indeed.
A History of the IMA and Ethical Considerations
Continued from Page 21
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NewAccountantUSA.com 25

26. 26 NEW ACCOUNTANT
Accounting Outlook
man resources. I had responsibility for
serving as the finance liaison and support
for each function as well as closing the
books and preparing the monthly finan-
cial reporting package. In the midst of
my responsibilities and activities, I partici-
pated in many continuous improvement
and training practices. The Louisville
plant became ISO 9000 certified during
my tenure at the facility. Although the
facility was profitable and efficient, senior
management made the decision to close
the facility as part of its long-term strate-
gic plan to move manufacturing to more
favorable cost poles outside of the United
States. After a short time in the role, I re-
ceived notification that I passed the CPA
Exam. Passing the CPA Exam was a sig-
nificant milestone for me because it repre-
sented the gold standard in the account-
ing profession, thereby validating me as a
true accounting professional. Therefore,
it was time to move forward to my next
professional adventure.
The year was 1998 and I was still a
resident of Louisville, KY contemplating
what would be my next move. I felt that
even though Philip Morris was closing,
Louisville was still a city with promis-
ing career opportunities. I put out feel-
ers for accounting positions and received
a call from a recruiter about a newly
formed company called Tricon Global
Restaurants, Inc. Tricon was the former
restaurant division of Pepsico that was
spun off in October1997. Tricon included
the three key fast food brands: KFC,Taco
Bell and Pizza Hut. After interviewing, I
received an offer to become a staff auditor
in the internal audit department. During
that same time, I was considering an offer
to work for Arthur Andersen. Since I had
previously worked at PWC as an intern, I
knew that the goal of many associates in
the firm was to transition into an industry
job if they were not suited for a long term
career in public accounting with the hopes
of ascending to the role of partner. Tricon
was a great opportunity for me to grow
with a new organization and broaden my
horizon. At Tricon, I learned a lot about
the fast food restaurant business. My pri-
mary responsibilities were conducting op-
erational audits of the company’s corpo-
rate owned restaurants in the continental
US and financial audits of the restaurant
support center and domestic and interna-
tional franchisees in each of the brands.
I traveled approximately 100 percent of
the time. Conducting operational audits
allowed me an opportunity to learn the
operational side of the business and gain
an appreciation for the value chain as well
as exposure to how the business was inte-
grated in different cultural environments
all over the world. It truly was an excit-
ing time with a lot of great experience.
While I was at Tricon in 2000, I received
an offer to work for General Electric
Company in the Appliance Division as
a financial analyst in Louisville, KY sup-
porting three operational teams: metals,
plastics and electronic controls. In addi-
tion to the being the finance liaison for
each operating team, I was a part of the
finance organization with responsibili-
ties that were separate and distinct from
Why I Became An Accountant
Continued from Page 4

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the operational support that I provided.
It was a fast-paced, dynamic environ-
ment that was driven by huge amounts
of data. Prioritization and multi-tasking
were critical traits to the job. While I was
still at General Electric, I was selected to
participate in the American Institute of
Certified Public Accountants’ (AICPA)
Accounting Scholars Leadership Program
in 2000. Even though I was in practice,
I still felt a need to be connected to the
academic and intellectual part of the ac-
counting profession.
Tricon called me up and asked me to
return to accept a promotion to senior au-
ditor, and I agreed to the offer. The scope
of my responsibilities expanded to include
frequent international assignments and
other ad hoc assignments for the organi-
zation. Shortly after my return, Tricon
changed its name to Yum! Brands, Inc.
This name change served two purposes to
acknowledge its growth in additional con-
cepts (Long John Silvers and A&W) and
to select a name that would increase its
brand equity and market sector presence.
My tenure at Yum lasted until July 2004.
In that same year, I secured a position
with a consumer products company by the
name of the Georgia Pacific Corporation.
At Georgia Pacific, my role was manager of
analysis in the Dixie Products Group. My
responsibilities included supporting twelve
Dixie products manufacturing facilities in
the US and Canada. In addition, I was re-
sponsible for Sarbanes-Oxley Compliance.
While at Georgia Pacific, I decided to pur-
sue the Certified Management Accountant
(CMA) Exam to enhance my professional
knowledge and expertise. I completed
the exam in 2006. In November of 2005,
Georgia Pacific was acquired by Koch
Industries. Georgia Pacific’s stock was del-
isted and it became a privately held sub-
sidiary of Koch Industries. As a result of
this organizational change, a significant
portion of my responsibilities were elimi-
nated. Therefore, I decided to pursue other
opportunities in the marketplace and an
opportunity became available to become
the audit manager for GE Consumer
Retail Finance in 2006. My responsibilities
included SOX and compliance testing. In
2007/2008 the financial services crisis hit,
which sent shock waves throughout the
capital markets. Then, in late 2008, I ac-
cepted a promotion to Global Operational
Controller in GE Energy’s Parts and Repair
Services Division. I held this position un-
til my position was eliminated in 2012 due
to restructuring. The lesson learned is that
jobs will come and go, but your skills and
expertise provide stability, security and an
opportunity to write the next chapter of
your professional career. I can truly say that
completing the CMA Exam was an en-
durance test that allowed me to hone and
validate my skills as a true management
accountant. The knowledge, skills and
expertise garnered from the CMA Exam
helped me advance my career in industry.
Moreover, the exam was more than just a
management accounting exam; it offered
a set of competencies that would make
me a more successful business profession-
al. The topics covered relate to account-
ing issues that business professionals face
whether they are in finance, accounting or
other parts of the value chain. Because the
CMA is a global credential, it is recognized
in many venues outside of the US. I saw it
as double threat because I was a CPA and
CMA, which meant I had flexibility from
both perspectives (internal and external)
of an organization. Over time, these com-
petencies are marketable assets that can
provide a platform for business profession-
als as well as accountants to leverage their
strengths to blaze new trails. So, I em-
barked upon a new career as an accounting
educator. Again, I was able to continue to
use my transferable skills to teach prospec-
tive accountants and finance professionals
technical accounting skills and share with
them the many opportunities that the ac-
counting profession has to offer.
Editor’s Note:
Tell us why you want to be
an Accountant/CPA!
Email us your reasons
(include photo) or your video
to be posted on
NewAccountantUSA.com.
Send to:
Editor@NewAccountantUSA.com
NewAccountantUSA.com 27

28. 28 NEW ACCOUNTANT
Directory
Anchin, Block & Anchin, LLP
www.anchin.com
Anderson ZurMuehlen & Co PC
www.azworld.com
Andrews Hooper & Pavlik PLC
www.ahpplc.com
Argy, Wiltse & Robinson, P.C.
www.argy.com
Armanino LLP
www.amllp.com
Aronson LLC
www.aronsoncompany.com
Arthur Place & Company, PC
www.apcoadvisors.com
Baker Newman & Noyes, LLC
www.bnncpa.com
Baker Tilly
www.bakertilly.com
BDO USA LLP
www.bdo.com
Belfint, Lyons & Shuman, PA
www.belfint.com
Berkowitz Pollack & Brant
www.bpbcpa.com
Berman Hopkins Wright & Laham
CPA LLP
www.bermanhopkins.com
Berntson Porter & Company, PLLC
www.bpcpa.com
Berry Dunn LLC
www.berrydunn.com
BKD, LLP
910 E. St. Louis Street
Suite 400
Springfield, MO 65806
417-831-7283
www.bkd.com
Blackman Kallick
www.blackmankallick.com
Bland Garvey, PC
www.taxsmart.com
Blue & Co., LLC.
www.blueandco.com
Blum Shapiro
www.blumshapiro.com
The Bonadio Group
171 Sully’s Trail
Suite 201
Pittsford, NY 14534
800-487-7624
www.bonadio.com
Bonamassa, Maietta & Cartelli, LLP
www.bmccpas.com
Boulay, Heutmaker, Zibell & Co.
P.L.L.P.
www.bhz.com
Brockman, Coats, Gedelian & Co.
www.bcgcompany.com
Brown Schultz Sheridan & Fritz
www.bssf.com
Buffamante Whipple Buttafaro, PC
www.bwbcpa.com
Burnett + Company LLP
www.burnettco.com
Burr, Pilger & Mayer LLP
www.bpmllp.com
Carr, Riggs & Ingram, LLC
www.cricpa.com
CBIZ
www.cbiz.com
CBIZ Tofias
www.cbiz.com/tofias
Cherry Bekaert LLP
www.cbh.com
Citrin Cooperman & Company, LLP
www.citrincooperman.com
Clare & Storey LLP
www.clarecpa.com
Clark Nuber
www.clarknuber.com
Clark, Schaefer, Hackett
www.cshco.com
Clifton Larson Allen LLP
www.cliftoncpa.com
Cohen & Company
www.cohencpa.com
Cohn Reznick LLP
4 Becker Farm Road
Roseland, NJ 07068
973-228-3500
www.cohnreznick.com
Crowe Horwath LLP
www.crowehorwath.com
Dalby, Wendland & Co., PC
www.dalbycpa.com
Daszkal Bolton LLP
www.daszkalbolton.com
Decosimo
www.decosimo.com
Deloitte
www.deloitte.com
Dixon Hughes Goodman LLP
www.dhgllp.com
Doeren Mayhew
www.doeren.com
Ehrhardt Keefe Steiner
& Hottman PC
www.eksh.com
Eide Bailly LLP
www.eidebailly.com
Eisner Amper
www.eisneramper.com
Elliott Davis, LLC
www.elliottdavis.com
Ernst & Young LLP
www.ey.com
Ewbank Group PC
www.ewbankgroup.com
Feeley & Driscoll, PC
www.fdcpa.com
Frank, Rimerman & CO. LLP
www.frankrimerman.com
Frazier & Deeter, LLC
www.frazierdeeter.com
Freed Maxick CPAs
www.freedmaxick.com
Friedman LLP
www.friedmanllp.com
Galusha, Higgins & Galusha, PC
www.ghg-cpa.com
GBQ Partners LLC
www.gbq.com
Gettry Marcus
www.gettrymarcus.com
Grant Thornton LLP
www.grantthornton.com
Grassi & Co
www.grassicpas.com
Grossman St. Amour
www.greenseiftercpas.com
GT Reilly & Company
www.gtreilly.com
H&R Block
www.hrblock.com
Habif, Arogeti & Wayne LLP
www.hawcpa.com
Haynie & Company, CPAs
www.hayniecpa.com
Hein & Associates LLP
www.heincpa.com

29. JOHN F. WELCH COLLEGE OF BUSINESS
MASTER OF SCIENCE
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Program Benefits
FLEXIBLE SCHEDULING—The graduate accounting
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courses taken in a trimester format. Courses will be
offered online with once-per-month Saturday seminars
at our Fairfield campus.
INDUSTRY EXPERTS—Our faculty members are
established scholars in the accounting field.
CPA EXAM PREPARATION—This degree will provide
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FOR MORE INFORMATION visit www.sacredheart.edu/accountingmasters
Hill, Barth & King, LLC
www.hbkcpa.com
Holthouse, Carlin & Van Trigt LLP
www.hcvt.com
Holtz Rubenstein Reminick LLP
www.hrcpa.com
Honkamp Krueger & Co.
www.honkamp.com
Horne LLP
www.horne-llp.com
Internal Revenue Service
www.jobs.irs.gov
Jaynes, Reitmeier, Boyd &
Therrell, PC
www.jrbt.com
Johnson Lambert
www.johnsonlambert.com
Katz, Sapper & Miller, LLP
www.ksmcpa.com
Kaufman Rossin & Co.
www.krco-cpa.com
Kearney & Company
1701 Duke Street
Suite 500
Alexandria, VA 22304
703-931-5600
www.kearneyco.com
Kemper CPA Group LLP
www.kempercpa.com
Kennedy and Coe, LLC
www.kcoe.com
Kerber, Eck & Braeckel LLP
www.kebcpa.com
Kernutt Brandt LLP
www.kernuttstokes.com
Kolb + Co.
www.kolbco.com
KPMG LLP
www.us.kpmg.com
LarsonAllen LLP
www.larsonallen.com
Lattimore Black Morgan & Cain, PC
www.lbmc.com
LECG, LLC
Loeb & Troper
www.loebandtroper.com
Lurie Besikof Lapidus &
Company, LLP
www.lblco.com
Marcum LLP
www.marcumllp.com
Margolin, Winer & Evens LLP
400 Garden City Plaza, 5th Floor
Garden City, NY 11530
516-747-2000
370 Lexington Avenue
12th Floor
New York, NY 10017
212-973-1000
www.mwellp.com
Marks Paneth & Shron, LLP
www.markspaneth.com
Mauldin & Jenkins, LLC
www.mjcpa.com
NewAccountantUSA.com 29

30. 30 NEW ACCOUNTANT
RSM McGladrey, Inc
www.mcgladrey.jobs
McKonly & Asbury LLP
www.macpas.com
Mikunda, Cottrell & Co., Inc.
www.mcc-cpa.com
Mohler, Nixon & Williams
www.mohlernixon.com
Moody, Famiglietti & Andronico, LLP
www.mfa-cpa.com
Moore Colson
www.moorecolson.com
Morrison, Brown, Argiz & Farra, LLP
www.mbafcpa.com
Moss Adams LLP
www.mossadams.com
Novogradac & Company, LLP
www.novoco.com
O’Connor Davies Munns &
Dobbins, LLP
www.odmd.com
Olson & Company, PC
www.olsoncpafirm.com
Pailet, Meunier and LeBlanc, LLP
www.pmlcpa.com
ParenteBeard LLC
One Liberty Place
1650 Market Street
Suite 4500
Philadelphia, PA 19103
215-972-0701
www.parentebeard.com
Perelson Weiner LLP
www.pwcpa.com
Petrinovich Pugh & Company, LLP
www.ppandco.com
Plante & Moran, PLLC
www.plantemoran.com
Postlethwaite & Netterville
www.pncpa.com
PricewaterhouseCoopers
www.pwc.com
Proctor, Crook, Crowder & Fogal, P.A.
www.pcc-cpa.com
Protiviti
www.protiviti.com
Rea & Assoc
www.reacpa.com
Rehmann Group, LLC
www.rehmann.com
Robert Half International
www.rhi.com
Rosen Seymour Shapss Martin &
Company LLP
www.rssmcpa.com
Rotenberg Meril Solomon
Bertiger & Guttilla, P.C.
www.rmsbg.com
Rothstein Kass
www.rkco.com
RubinBrown, LLP
www.rubinbrown.com
SaxBst
855 Valley Rd
Clifton, NJ 07013
973-472-6250
www.saxbst.com
SC&H Group, LLC
www.scandh.com
Schenck SC
www.schencksc.com
Schneider Downs & Co., Inc.
www.schneiderdowns.com
FTI Consulting
www.fticonsulting.com
Sciarabba Walker & Co. LLP
www.sciarabbawalker.com
Seiler & Company, LLP
www.seiler.com
Seward and Monde
www.sewardmonde.com
Siegfried Group, LLP
www.siegfriedgroup.com
Sikich LLP
www.sikich.com
Silberstein Ungar, PLLC
www.sucpas.com
SingerLewak
www.singerlewak.com
Smolin, Lupin & Co.
www.smolin.com
Squar Milner
www.squarmilner.com
SS&G
www.ssandg.com
Stephen James Associates
www.stephenjames.com
Stone Carlie
www.stonecarlie.com
Stonefield Josephson, Inc.
www.sjaccounting.com
SVA Professional Services
www.sva.com
Tate & Tryon CPAs
and Consultants
2021 L Street,NW
Suite 400
Washington, DC 20036
202-293-2200
www.tatetryon.com
Templeton & Company, LLP
www.templetonco.com
Thorp & Company
www.thorpco.com
Trien Rosenberg, a division of
Raich Ende & Malter Co. LLP
www.trienrosenberg.com
www.rem-co.com
UHY Advisors
www.uhyadvisors-us.com
Vavrinek, Trine, Day & Co., LLP
www.vtdcpa.com
Warren, Averett, Kimbrough &
Marino, LLC
www.wakm.com
Watkins Meegan
www.watkinsmeegan.com
Weaver
www.weaverllp.com
PMS 294 PMS 5425
WeiserMazars LLP
135 West 50th Street
New York, NY 10020-1299
212-812-7000
www.weisermazars.com
Wipfli LLP
www.wipfli.com
WithumSmith+Brown, PC
5 Vaughn Drive
Princeton, NJ 08540
609-520-1188
www.withum.com
Wolf & Company P.C.
www.wolfandco.com
Yeo & Yeo
www.yeoandyeo.com
Directory

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