Thinkers, builders, strategists. Any way you describe it, Maurice Whelan is part of a team in a never-ending quest to control the future of their business … before it controls them.

“We are constantly looking into the future and trying to determine where we’re going and how we’re going to get there,” he says. “We want to have a clear understanding of how we’re going to succeed and what our destination is, not only with clients, but with our own staff as well. Our mission is to provide purpose for our wonderful staff and a center of excellence for our clients.”

Looking at Business From the Outside In
As managing partner of Whelan Barsky & Graham (WB&G) in Bethesda, MD, Maurice and his regional firm of 48 professionals focus on compliance and planning needs for law practices, health/managed care providers and not-for-profit organizations. By concentrating on customer service, quality assurance and creative solutions, WB&G subscribes to Stephen Covey’s philosophy to “begin with the end in mind.”¹

“We believe that most everyone markets from the inside out; they sit within the confines of their own offices and guess what the public wants,” says Maurice. “We market from the outside in by creating relationships with clients to understand their needs before we can begin to provide answers. We keep the bottom line in mind, but provide a value-added dimension to our services by meeting ongoing needs.”

Innovations in technology, tremendous business growth and specialization in the CPA profession led Maurice and his partners to assess all aspects of the firm and gauge how the business must change to deal effectively with the future. Increased emphasis was placed in creating a vision that offered greater, untapped sources of revenue, while providing value and building on staff competencies and unique abilities.

A very recent example in meeting the vision occurred in September 1997 when the firm created ZEBRA Bottom Line Solutions. An acronym for Zero-based Evolving Business Resource Alliance, this consulting program is designed to capitalize on a company’s strengths, while calling attention to less-profitable aspects of a company’s operation that, if changed, could significantly enhance profitability.

With ZEBRA programs successfully completed for two medical practices, Maurice already has commitments from six law firms for this program. WB&G examines every aspect of a company’s operations, from traditional budget and expense analysis, internal controls and practice development strategies, to outsourcing potential, recruiting practices, technology, compensation, and of course, succession planning.

WB&G creates “strategic alliances” with other companies who can provide assistance on any matters not suited to their own firm’s personnel, and views ZEBRA as an investment in a company’s success. The firm’s fee is linked to a company’s improved performance, and the firm is compensated if — and only if — there is an enhancement to the bottom line.

“We had been doing a program like this for years on an informal basis to help clients operate their businesses more efficiently, but decided we should formalize this effort. As CPAs, we can deliver targeted advice based on our ability to analyze and interpret information,” he says.

A Plan to Succeed
Of keen interest to Maurice is the health and welfare of his staff and client relationships. The firm uses a Key Trait Inventory system to match characteristics of individuals to particular positions within the firm. As a result, the client is happier because individuals are more knowledgeable about specific areas, and the employees are more satisfied with their work because they are matched to a particular engagement, rather than functioning within an environment not tailored to their own calling.

“Most firms don’t have any kind of succession plan at all, and they are choosing the wrong people to promote,” he says. “The classic accountant is not ‘wired’ to be a salesperson. Depression is very high in the legal profession because lawyers soon realize they must market themselves to capture new business rather than just practice law. The classic accountant cannot market himself either, and we don’t expect that of people here; the first thing a firm should do is hire an entrepreneur or business person to run the practice. The second thing is to hire a salesperson.”

Maurice believes the way to change this mindset is to start with an expanded college curriculum and change the CPA exam, because the focus always has been in accounting theory and tax law rather than thinking about people and management.

“Our business is 99 percent relationships and communications,” he says. “The value-added dimension is that we genuinely care about our clients, as well as our staff. Succession is our primary product. That’s what sets us apart from the competition.”

Notes:
¹ Stephen R. Covey in his book Seven Habits of Highly Effective People, 1989, Simon & Schuster, New York.
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