April 22, 2024

Cultivating Connections

Follow these strategies to hone your face-to-face networking skills.

Here’s a sobering statistic from Harvard Business Review: Americans’ professional and personal networks shrunk by 16% during the pandemic as we shifted our attention away from meeting new people and focused on strengthening relationships with family, friends, and only our closest colleagues.


Now, with lockdown as a distant memory, many of us have grown rusty at face-to-face networking. Whether you’re a networking pro who hasn’t been at it in awhile, or you’re a networking newbie who isn’t sure how to start building professional connections in the accounting & auditing industry, there’s no time like the present to hone and strengthen your skills.


Here are some strategies accountants and auditors can use to build their networking muscles — and leave a lasting impression on future business contacts.

Work the Room


Face-to-face networking is critical for meeting new contacts, so make it a point to attend in-person gatherings in the coming months that are likely to include people with whom you can add to your business network. Industry conferences are ideal, but local events that attract businesspeople in your area also might prove to be valuable. But don’t go in cold. It’s important to hone your elevator pitch in advance. A solid elevator pitch summarizes your business in a minute or less in a way that anyone could easily understand. Example: At Collemi Consulting, our elevator pitch is basic and to the point: “We’re the auditors’ auditor. We realize that auditors need help, too, and we’re there to support and protect them.” Often, this simple pitch is intriguing enough to the other person that it leads to a bigger conversation.


Once you’ve successfully honed your pitch, it’s time to work the room and try it out. This may be intimidating if you don’t know many people at the event or attendees are already grouped up talking with friends and associates. One smart strategy is to try to find someone you already know and join their conversation circle to let them help you “break the ice”. If you’re flying solo, you might casually eavesdrop on a nearby conversation and politely jump in by saying something like, “I couldn’t help but overhear your discussion about . . .,” and then contribute a thoughtful idea or premise.


Once you’re part of the discussion, it’s important to read the room and discern whether or not they’re interested in what you have to say. Ideally, your casual conversation will lead into someone asking you, “What do you do?” or “Tell us more about your company.” Then, you can respond with your well-crafted elevator pitch.


Leverage Speaking Opportunities


At Collemi Consulting, we’ve found one of the best ways to expand our roster of clients is by volunteering to be an expert speaker at accounting & auditing industry conferences. But don’t just show up and deliver your speech. Do some groundwork beforehand to find out who’s going to be part of the audience and how you might connect with them. Reach out to the conference organizers beforehand to see if you can get a list of attendees so you can look them up on LinkedIn and create a target list of people you want to meet with while you’re there.


If you’re not speaking at a conference but want to maximize your chances of meeting people, try to get involved in another way, such as being on the conference planning committee or serving as a sponsor. If attendees recognize you as someone who’s part of the event, it adds instant credibility, and they’ll be more likely to want to get to know you.


If face-to-face networking still seems a bit overwhelming, you may take solace in the fact that it’s a skill that takes time to master. You don’t have to be perfect at first; make an effort to get out there, put your best foot forward, and know that it will get easier over time. If anything, you can always bring a “second in-command” to keep you company!


Collemi Consulting leverages nearly three decades of experience to provide trusted technical accounting and auditing expertise when you need it the most. We regularly work with CPA firm leadership to help them reduce risk and maximize efficiencies. To schedule an appointment, contact us at (732) 792-6101.

Learn More
December 20, 2024
Are you prepared?
A woman's hands holding a microphone
December 9, 2024
Conquer your fear of public speaking and present like a pro
Man with hand by his ear straining to listen.
December 4, 2024
Boost your business by becoming adept at active listening.
Open calendar book laying on desk next to open laptop with time on screen
November 18, 2024
ADDITIONAL GUIDANCE: Since this blog was first published, the PCAOB released two new guidance documents. The Nov. 26 updates can be found here: An additional overview of the requirements of QC 1000 and staff guidance for firms about how to comply with the standard. This document provides additional staff insights on scope and applicability, responding to engagement deficiencies, and documentation for AS 2901, Responding to Engagement Deficiencies After Issuance of the Auditor’s Report. The Public Company Accounting Oversight Board (PCAOB) recently announced a new set of quality control standards designed around a risk-based approach. And there’s only one year to design and implement them. The PCAOB’s new QC 1000 standard is more than two decades in the making, as it replaces the quality control standards it adopted on an interim basis back in 2003 from the American Institute of Certified Public Accountants (AICPA). The new standard is intended to make independent registered public accounting firms significantly improve their quality control (QC) systems. QC 1000 applies to all PCAOB-registered member firms, with more extensive requirements for those that audit more than 100 issuer clients annually. It has been approved by the U.S. Securities and Exchange Commission (SEC) and goes into effect on December 15, 2025. The new requirements and the work required to implement them will be extensive, and the larger public accounting firms require external oversight of the QC system. Therefore, it is strongly recommended that firms do not put it off until the last minute. At its core, the new standard is intended to enable firms to identify their specific risks and design a quality control system including policies and procedures to guard against those risks. The overall goal is to establish what the PCAOB calls “a continuous feedback-loop for improvement.” In this, the new standard differs from the International Auditing and Assurance Standards Board’s (IAASB) International Standard on Quality Management No. 1 (ISQM 1) and the AICPA Statement on Quality Management Standards No. 1 (SQMS 1). An extensive but not comprehensive comparison document of the three standards may be found here, but is presented only as a reference tool. New requirements QC 1000 has requirements that do not appear in other QC standards. They can be more prescriptive or more specifically tailored to the U.S. legal and regulatory environment. There are 10 main areas in which the QC 1000 standards go beyond other, existing standards. These are: Evaluation and Reporting: QC systems must be evaluated annually and reported to the PCAOB. They must be certified by specific individuals with responsibility and accountability for the firm’s QC system. Governance and Leadership: Firms must create and maintain clear lines of responsibility and supervision. Larger firms must have outside oversight and a confidential complaint system. Ethics and Independence: Quality objectives must be tailored to the U.S. regulatory environment. Larger firms must implement an automated system for identifying securities investments that could impair independence. Monitoring and Remediation: QC 1000 divides monitoring into engagement and QC system levels. Engagement and QC deficiencies are defined, including requirements for their determination. Larger firms must (and smaller ones should) monitor in-process engagements. Quality Objectives: The firm’s personnel must comply with its policies and procedures Information and Communication: Quality objectives for communication with external parties are established at the firm and engagement level. Communication of the firm’s QC system’s policies and procedures must be communicated in writing. Resources: The firm’s personnel must adhere to standards of conduct. Policies and procedures must address both enumerated and circumstance-specific competencies. Mandatory training, licensure and technological resource requirements are established Risk Assessment Processes: Quality risks must be identified and assessed annually. Roles and Responsibilities: A single person must be assigned responsibility for each role and responsibility in the QC 1000 standard. Documentation: With respect to the QC system’s operation, documentation that allows an experienced auditor to evaluate the operation of quality responses must be provided. Documentation must be retained for at least seven years. That’s not an exhaustive list, but it does give an indication of how much work will be involved. And it’s happening at the same time as the AICPA extensive new Statements on Quality Management Standards (SQMS) requirements are coming into effect . Collemi Consulting leverages nearly three decades of experience to provide trusted technical accounting and auditing expertise when you need it the most. We regularly work with CPA firm leadership to help them reduce risk and maximize efficiencies. To schedule an appointment, contact us at (732) 792-6101.
More Posts
Share by: