For Larry Handler, the role of CPA adds up to a lot more than just numbers; it also equates to successfully communicating with colleagues and customers. And, as president of the Retail Division of Remington, the shaving and personal care company, Handler is responsible for a nationwide business unit in which customer satisfaction is uppermost. To do his job well, he relies heavily on getting feedback from his people everyday.

"It’s important to find out what’s happening, and that translates into working with merchandising to find out what products are selling and how to keep our customers happy," Handler says.

Of course, adding to the company’s performance also includes some of the more traditional accounting functions such as inventory, distribution and profitability. But, Handler explains, these things don’t have as great an impact if you’re not in touch with your customers’ needs.

Handler takes pleasure in the process. He approaches each day as a learning opportunity and encourages other CPAs to do the same. "I get a lot of enjoyment out of getting into operational roles and advising them and learning more about our customers and how to make our business more successful.

With an MBA and more than 15 years in corporate finance, including a CFO position and experience with Arthur Andersen, LLP, one might think Handler had all the training he would ever need, but he strongly disagrees. That’s because Handler believes, "business is a continual learning process, and ongoing education includes interacting with one’s peers, both on-the-job and outside of one’s organization. It also means availing oneself of the best training available."

The Value of Training
The ongoing learning process is not just an option to Handler. "Training is essential to stay employable, to stay viable, and to increase your ability to grow in whatever organization you’re in," he explains. When seeking training, Handler stresses the importance of vision and leadership. "Look for training that has the vision of where you think you want to be five or 10 years down the road, and remember that to really succeed in business, a CPA has to lead.

Without question, the CPA credential opens doors. But, he says, long-term advancement is entirely up to each person and his or her own leadership ability. "How far you go up the ladder in a business will be determined by how you lead both other people, and the organization as a whole," he says.

Handler believes that achievement depends on the ability both to see the big picture and to identify a niche within the profession. "One of the keys to success in the practice of public accounting is specializing in a narrow area so you can give your client an advantage over the competition. All the while, a CPA must also develop horizontal learning skills. CPAs must be able to service the broad organization and have the talents required to help the entire company. You can’t succeed as a business person in finance with just a narrow numbers viewpoint. You have to be able to lead the business.

Handler takes pride in the CPA’s role within organizations and stresses the advantage that designation offers over others in today’s competitive business environment. "People are looking to CPAs for critical leadership and advice. Accounting is the language of business. CPAs who are acquainted with ‘The New Finance’ are people who can take operational areas such as distribution and merchandising, convert information and numbers into knowledge, and then successfully communicate to management how the business is performing."