April 2022 www.McCarthy.CPA
MCC Construction Zone
Proactive Advice for Construction and Real Estate Professionals
MCC Construction Zone
Marty McCarthy, CPA, CCIFP
In This Issue This issue of MCC Construction Zone addresses some common business challenges – keeping employees engaged, building a positive work culture, and grooming a successor. Employers must make their company attractive to the best workers to remain competitive. Every outcome produced by your organization is a function of the quality of the people you employ. Generally, substandard people will produce substandard results and superstars will make you shine. The key is to have enough superstars producing their best work for your company to excel. We present insights on how to build a happiness-based culture, explain why your culture is so important to the success of your business, and discuss why a succession plan is necessary. We also explain how you may still be able to claim the Employee Retention Credit, introduce you to Patrick Wiggins, CPA, MSA, and update you on what is happening at the Firm. Happy reading!
Marty McCarthy, CPA, CCIFP
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Contents
MCC Construction Zone
A Company’s Culture Drives Its Success ....................................................................................................... 3 You May Still Be Able to File for the Employee Retention Credit ................................................................. 6 Succession Planning Strategy ........................................................................................................................ 9 Happiness as a Business Model .................................................................................................................. 12 Meet Patrick Wiggins .................................................................................................................................. 15 Join Us!!! ..................................................................................................................................................... 16 Firm News ................................................................................................................................................... 18
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MCC Construction Zone A Company’s Culture Drives its Success Martin C. McCarthy, CPA, CCIFP
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company’s culture drives its success. It is the one thing that other contractors cannot duplicate because it is unique to the business. Competitors can try to copy what is being done but they will not be able to replicate it in the same way. That is one reason a company’s culture is so important. It is a unique differentiator that can be a competitive advantage or disadvantage. An organization’s culture is based on the company’s values. Successful companies have values that are meaningful to the organization. These are the shared beliefs that guide everything that is done. For example, if honesty, integrity, and transparency are essential values; lying, stealing, and being untruthful would not be tolerated. People demonstrating these behaviors would not be welcomed on the jobsite. Instead, contractors would hire employees, contractors, and subcontractors that share the same values of honesty, integrity, and transparency. Organizational culture is defined as a group of internal values and behaviors in a company. It includes experiences, ways of thinking, beliefs, and future expectations. It is also intuitive, with repetitive habits and emotional responses exhibited. A company’s culture defines how business is conducted and how people interact with stakeholders (employees, contractors, subcontractors, customers, and the community as a whole).
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MCC Construction Zone Your brand and reputation depend on the cultural aspects of the company. If a contractor is known to build a high-quality product using the best materials, taking shortcuts, or using less expensive or inferior materials would not be acceptable. Companies with strong cultures tend to be higher performers. If employees, contractors, and subcontractors are happy in an organization, then they will have increased performance. They will want to deliver better results. A positive culture can drive positive traits like mutual respect, trust, taking responsibility, helping others and collaboration. It can also let people know that they are contributing to the success of the company.
Culture is created by the leadership of the organization based on the organization’s corporate governance protocols. Leaders set the tone of the organization. People watch to see if leaders are living by the values of the company. It is critical that leadership “walks the walk and talks the talk.”
Benefits of a Strong Culture There are many benefits to having a strong company culture. These include: • Shared vision and clear mission across the entire organization, leading to everyone working towards common goals. • Increased profitability due to enhanced performance. • Decreased waste because people are more conscious about working efficiently. • Improved retention rates because employees are more engaged and happier on the job. • Better and more transparent communication during all stages of the project. • More collaboration between leadership, management, supervisors, employees, contractors, and subcontractors. • Less internal politics and fewer disagreements because everyone has a common vision. Strategies for Developing a Strong Culture Consultants are one option to provide guidance on how to develop a strong culture. A consultant might be able to see something in the company that is overlooked by leadership. Whether or not, if you hire a consultant to work with you, there are basic steps to follow that will help, including:
1. Develop a committee to work on your values. Include people from different areas of the company. 2. Decide what the company should stand for and what values are most important to drive the organization towards its goals. 3. Develop a list of on and off brand behaviors based on the company’s values. 4. Write down behaviors to start doing more as well as the ones that need to be stopped. 5. Create communication channels to let everyone know about the vision and mission that will drive the company’s culture. 6. Train employees on what you expect and how they should act to demonstrate buy-in to cultural behaviors and expectations. 7. Recognize people who are living the company’s cultural values. Shout out what they are doing and how it benefits the organization. 8. Develop an incentive program to reward and recognize people who are living by the company’s values. 9. Document the company’s values and behaviors so everyone knows what is expected. 10. Tie values-based behaviors to employee bonuses and compensation. 11. Hire people who will embrace the company’s values.
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MCC Construction Zone 12. Post the values in a common space. Consider opening meetings by reading the values to “center” participants.
Strong communication is essential. Encourage everyone to express their thoughts, even if they may be in conflict. When people know that they will be listened to and heard, they will be more inclined to make suggestions on how to improve operations and efficiencies. When people communicate freely and openly, problems get solved and challenges are resolved. Companies that are not transparent and do not disseminate information to everyone, will not gain buy-in or trust which could lead to an underperforming team, turnover, loss of profits and a devalued brand. Companies are doing a lot to retain workers. Most are increasing salaries, enhancing benefits, offering sign-on bonuses, and making capital investments. The bottom line is that these incentives typically do little to make a sustainable difference. Developing a strong work culture makes a more positive impact because workers believe in and are proud to be part of the organization. About the Author Martin C. McCarthy, CPA, CCIFP, is the managing partner of McCarthy & Company. He is well respected by sureties and bankers for the high quality of his work and profound understanding of the construction industry. Marty helps clients by providing them with the insight needed to grow their business. He can be contacted at 610.828.1900 or Marty.McCarthy@McCarthy.CPA. A version of this article was originally available in the June 1, 2020 issue of Construction Executive published by the Associated Builders and Contractors Association (ABC).
Disclaimer: This article is for informational purposes only and does not constitute professional advice. We strongly advise you to seek professional assistance with respect to your specific issue(s).
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MCC Construction Zone You May Be Still Able to Claim an Employee Retention Credit David E. Gibbs, CPA, CCIFP, CRE, CRE, MBA
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he Employee Retention Credit (ERC) was introduced in the CARES Act. Congress subsequently amended and expanded the tax credit to increase the number of companies that could qualify. Now most employers who have had a significant decline in business due to the pandemic qualify for the credit.
The credit was equal to 50% of up to $10,000 in wages paid between March 12, 2020, and January 1, 2021. The American Rescue Plan Act (ARPA) of 2021 increased the credit to 70% of qualified wages up to a $10,000 limit per quarter. Therefore $7,000 per employee per quarter for a total of $28,000 can potentially be claimed by qualified employers for the first three quarters of 2021. Employers can also claim up to $5,000 in ERC from 2020.
The potential ERC a company could take was reduced under the Infrastructure Investment and Jobs Act of 2021 to $21,000 per employee for Q4 of 2021. Startup recovery businesses, which include any company that began operations after February 15, 2020, and has average annual gross receipts of $1 million or less are eligible for the credit through the end of 2021. These businesses are subject to a quarterly ERC cap of $50,000. Employers can generally include certain federal income tax withholding, the employees' share of Social Security and Medicare taxes, and the employer's share of Social Security and Medicare taxes for all employees, up to the amount of the credit. Certain health insurance costs are also eligible. McCarthy.CPA
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MCC Construction Zone Despite the expiration date of December 31, 2021, you can still take advantage of the employee retention tax credit. If your business is eligible and you didn’t previously file for the credit, you may file for a retroactive refund. To do so, you will have to submit an Adjusted Employer’s Quarterly Federal Tax Return or Claim for Refund (Form 941-X). There is a three-year deadline from the date of your original filing. Eligible Employers Most employers who have had a significant decline in business due to the pandemic qualify for the credit. This includes colleges, universities, hospitals and 501(c) organizations under a ARPA provision and eligible recovery startup businesses. The Consolidated Appropriations Act (CAA) expanded ERC eligibility to include businesses who took a loan under the Paycheck Protection Program (PPP), including borrowers from the initial round of PPP who originally were ineligible to claim the tax credit.
Qualification is determined by: 1. A trade or business that was fully or partially suspended or had to reduce business hours due to a government order. The credit applies only for the portion of the quarter the business is suspended, not the entire quarter. Or, 2. An employer that has a significant decline in gross receipts during the quarter compared to the same quarter in 2019.
“Despite the expiration date of December 31, 2021, you can still take advantage of the employee retention tax credit.”
According to the IRS, a significant decline in gross receipts begins on the first day of the first calendar quarter of 2020 for which an employer’s gross receipts are less than 50% of its gross receipts for the same calendar quarter in 2019. The significant decline in gross receipts ends on the first day of the first calendar quarter following the calendar quarter in which gross receipts are more than of 80% of its gross receipts for the same calendar quarter in 2019. Employers qualify in 2021 if their gross receipts fell by more than 20% in a quarter relative to the same period in 2019. Qualified Wages There is no size limit on eligibility for the ERC. For employers with 100 or fewer employees (on average in 2019), the credit is based on wages paid to all employees whether they worked or not. Employers can take the credit for employees who were paid for full-time work. For employers with more than 100 employees (on average in 2019), the credit is allowed only for wages paid to employees who did not work during the calendar quarter. A CAA provision increased the employee limit to 500 for determining which wages are applicable for the credit. Only wages up to the amount that the employee would have otherwise been paid during the 30 days prior to the COVID-19 related hardship can be included. Other rules apply.
Claiming the Credit Eligible employers can report their total qualified wages and the related health insurance costs for each quarter on their employment tax returns (generally, Form 941, Employer's Quarterly Federal Tax Return) for the applicable period. If a reduction in the employer's employment tax deposits is
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MCC Construction Zone not sufficient to cover the credit, certain employers may receive an advance payment from the IRS by submitting Form 7200, Advance Payment of Employer Credits Due to COVID-19. Eligible businesses can file retroactive claims for wages paid in prior tax quarters.
Although the program ended in 2021, the credit can be claimed on amended payroll tax returns as long as the statute of limitations remains open. This is typically three years from the date of filing.
Taking advantage of ERC could make a sizable difference in the cash available to operate a business and help to improve cashflow. For many contractors, this could mean the difference between staying in business or not.
About the Author David E. Gibbs, CPA, CCIFP, CRE, MBA, is the partner-in-charge of the firm’s Real Estate Services Group. He works with real estate professionals in a wide range of sectors including commercial, industrial, and residential. Clients benefit from David’s profound knowledge of the unique tax elections for real estate professionals. David holds the well-respected Certified Construction Industry Financial Professional (CCIFP) designation from the Institute of Certified Construction Industry Financial Professionals (ICCIFP), as well as the elite Counselors of Real Estate (CRE) designation. He can be contacted at 610.828.1900 or David.Gibbs@McCarthy.CPA.
A version of this article was originally available in the September 21, 2021 issue of Construction Executive published by the Associated Builders and Contractors Association (ABC).
A portion of this article was available in the March 5, 2021 issue of Construction Executive. This article has been updated with new information.
Disclaimer: This article is for informational purposes only and does not constitute professional advice. We strongly advise you to seek professional assistance with respect to your specific issue(s).
Call us to design your 2022 tax blueprint. 610.828.1900
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MCC Construction Zone Succession Planning Strategies Richard P. Higgins, CPA
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usiness owners know that a succession plan is needed for the company to continue operating without them. Unfortunately, most owners do not have a viable plan in place to transfer leadership. Instead, they hope that a family member or employee will be available to fill their shoes. This tactic can lead to a myriad of problems that can put the operations of the company at risk. A qualified successor may not be readily available and trained for the job. A succession plan identifies who will take over leadership of the business when the current owner phases out. The plan generally states how and when the successor will be trained. It is designed to position the future leader for success and to ensure that the business continues to operate. The 2021 Ownership Transfer and Management Succession Industry Survey found that 15% of the owner participants want to transition ownership in the next one to two years, 33% in three to five years, and another 33% in five to 10 years. More than three quarters (81%) of the nearly 400 construction company owners and C-Suite executives surveyed expect to transition ownership within the next 10 years. 9 | Page
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MCC Construction Zone The surveyors, FMI and the Construction Financial Management Association (CFMA), found that more than half (51%) of the respondents have formally identified successors for the company’s most critical positions. Even so, 47% of these companies will not be ready for the transition for another 4-5 years.
According to the survey results, mid-level and field leadership positions are typically not included in succession planning. Companies developed succession plans for only 17% of middle management positions, 18% of superintendent positions and 19% of project manager positions. Filling these positions with qualified and trained workers is as important to the success of the company as owners and C-suite executives.
Considerations Owners must carefully consider who will replace them. One or more candidates may be identified within, or outside of the company and family. Start by taking a hard look at the talent in-house; if no one is qualified, it becomes necessary to look outside of the organization. Strategic companies identify talented and capable leaders 5 to 10 years before they are needed to serve. These companies create a development program to ensure that the successor is ready when the time comes. The program typically includes everything from leadership and on-the-job training to mentoring/shadowing, coaching, and relationship transition planning with key customers, employees, and stakeholders. The Great Resignation is having an impact on executing some succession plans. Talent retention is crucial for minimizing the succession gap and maximizing company value. Mid-level employees need to see that the company has a vision for their future. A company’s lack of investment in its people may persuade future leaders to leave the organization.
A potential buyer will look at the company’s current and upcoming leadership team to determine if there is the depth of talent required to grow the business. Retirement-age leaders without identified successors is a red flag.
Expectations Owners should discuss with each other and key employees their expectations, vision for the company, and the intent of the transition plan. Succession planning requires leadership to be openminded and honest about the possible impact on: • Family relationships and finances • Company culture and employee engagement • Employee retention • Customer and stakeholder relationships
Everyone involved should have the opportunity to voice their opinions and concerns and decide whether to support the plan. Buy-in is critical to the success of the plan.
Financing Options The Ownership Transfer and Management Succession Industry Survey found that just 5-10% of companies in the construction industry are truly salable. Even so, successors typically buy-out the owner who rightfully wants to be paid for the equity they invested into the company. Several options are available to finance the transaction: McCarthy.CPA
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MCC Construction Zone • • • •
Internal cash flow: Easy for the buyer but it risks depleting the company’s balance sheet. Bank financing: Owners must qualify without leveraging the balance sheet. Private equity: Cash is made available but at the cost of losing control of the company. Employee Stock Ownership Plan (ESOP): Is restrictive and costly, but it does provide cash to the owner.
I generally advise clients to develop a succession plan along with their business plan. Both are fluid documents which should be continuously changed, amended, and updated as the company progresses in its lifecycle.
About the Author Richard P. Higgins, CPA, is the managing partner in the New Jersey office of McCarthy & Company. Contractors trust Rich to assist them with a strategy to achieve their goals by looking at key indicators such as productivity, job costing, profit margins and cash flow. Rich helps contractors establish realistic benchmarks to assess how well they are doing or to alert them to issues that need to be addressed. He can be contacted at 732.341.3893 or Richard.Higgins@McCarthy.CPA.
Rich Higgins, CPA
Disclaimer: This article is for informational purposes only and does not constitute professional advice. We strongly advise you to seek professional assistance with respect to your specific issue(s).
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MCC Construction Zone Happiness as a Business Model Martin C. McCarthy, CPA, CCIFP
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ontractors nationwide are feeling the impact of the labor shortage. Many are finding it difficult, if not impossible, to hire qualified workers at all levels. As a result, projects are being delayed.
The impact of the labor shortage goes beyond missing deadlines. The high cost of labor is cutting into profits. Contractors are challenged to offer wage and benefit packages that are more than competitive to attract and retain qualified talent.
Even with attractive compensation packages, contractors with a reputation for being demanding and hard to work for may not be able to find and keep good employees. Job satisfaction and happiness are becoming more important as people want – and even demand, a positive work culture.
Good Leaders are Key According to Gallop’s 2021 State of the American Workplace report, only 20% of global workers are engaged in their job. This means that 80% of employees are somewhat or not fully engaged in their work. Gallup estimates that this lack of engagement costs the global economy $8.1 trillion USD annually or nearly 10% of the Gross Domestic Product (GDP). Fortunately, employee engagement is higher in North America where 34% of workers are engaged in their work. Gallop found that less than a quarter of employees strongly agree that their performance is managed in a way that motivates them to do outstanding work. Less than 2 in 10 employees strongly agree that leadership within their organization communicates effectively with the rest of the organization and makes them feel less enthusiastic about the future.
Only a third of global employees strongly agree with the statement, "The mission and purpose of my organization makes me feel my job is important." By moving that ratio to 8 in 10 employees, businesses have realized a 51% reduction in absenteeism, a 64% drop in safety incidents and a 29% improvement in quality. McCarthy.CPA
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MCC Construction Zone The employee experience is just as important to the success of your organization as the customer experience. Gallop concluded from their research that improving the employee experience should be a strategic priority for every organization.
Happiness is Good for Business Jenn Lim, CEO and co-founder of Delivering Happiness, Inc. believes that happiness is key to success in business. Twenty years of research on the effects of happiness at work supports her viewpoint. A happiness-based work culture is tied to: • 300% more innovation (HBR) • 125% less burnout (HBR) • 66% less sick leave (Forbes) • 51% less turnover (Gallup) • 44% higher employee retention (Gallup) • 37% increase in sales (Martin Sellgman) • 31% increase in productivity (Greenberg and Arawaka) Jim Stengel, former CMO of Procter & Gamble and author of Grow: How Ideals Power Growth and Profit at the World’s Greatest Companies supports Lim’s position. He discovered in a 10-year growth study involving 50,000 brands that the world’s 50 best businesses have a cause-and-effect relationship between financial performance and their ability to connect with fundamental human emotions, hopes, values, and greater purposes. According to Stengel, “Companies who center their business on a culture of improving people’s lives had a growth rate triple than that of their competitors.” Another study he conducted with Millward Brown found that companies with a higher purpose outperform others by 400% in shareholder returns.
Create a Happiness-Based Culture Lim outlines how to create a sustainable, purpose-driven culture using happiness as a business model in Delivering Happiness, the book that she co-authored with Tony Hsieh, former CEO of Zappos.com, Inc. They suggest focusing on the principle of “Me-We-Community” instead of profits. As explained in Delivering Happiness, “me” brings a sense of wholeness, freedom, and accountability to the individual. “We” builds a team that works together in alignment with each other and the organization’s goals. “Community” focuses on a company’s ecosystem and creating experiences to WOW stakeholders (clients, contacts, suppliers, and the community). Creating a happiness-based culture requires management to develop meaningful core values, being transparent with employees, building the right relationships and team, and being purposeful. The goal is for each individual to connect with the team which in turn will connect with the community as a whole.
Benefits Realized Eagle Hill Consulting‘s national Workplace Culture Survey (March 2019) found that U.S. workers believe a company’s culture influences their job performance. Seventy-seven percent of the survey participants claim that their company’s culture encourages them to do their best work, 76% are more productive and efficient because of their company’s culture, and 74% stated that their company’s culture influences their ability to best serve customers. Furthermore, 63% of the employees surveyed attributed their company’s success to its culture. 13 | Page
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MCC Construction Zone Happiness drives success in an organization. When team members feel that their contribution to the company is meaningful, they have a purpose to come to work. A happiness-based culture can result in employees being excited about coming to work on Monday instead of leaving the job site on Friday. Imagine what this type of attitude can do to the success of your organization. About the Author Martin C. McCarthy, CPA, CCIFP, is the managing partner of McCarthy & Company. He is well respected by sureties and bankers for the high quality of his work and profound understanding of the construction industry. Marty helps clients by providing them with the insight needed to grow their business. He can be contacted at 610.828.1900 or Marty.McCarthy@McCarthy.CPA.
A version of this article was originally available in the April 25, 2019 issue of Construction Executive published by the Associated Builders and Contractors Association (ABC).
Disclaimer: This article is for informational purposes only and does not constitute professional advice. We strongly advise you to seek professional assistance with respect to your specific issue(s).
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Marty McCarthy, CPA, CCIFP
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MCC Construction Zone Meet Patrick Wiggins, CPA, MSA Kerrianne Brady
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atrick S. Wiggins, CPA, MSA, is a tax associate with McCarthy & Company. Patrick’s breadth of knowledge of the tax laws and deep understanding of best business practices allows him to look at the financial and business side of a transaction. This gives him a unique prospective to tax planning. Patrick can identify the tax consequences and tax benefits of any transaction and how it will impact cash flow. This insight helps business owners lower their tax burden while helping them improve business functionality. Patrick earned a Master of Science in Accountancy, Tax Services from the University of Notre Dame (2018). His undergraduate degree is from the University at Albany, State University of New York, where he earned a Bachelor of Science degree in accounting (2016). Prior to joining the firm, Patrick was a senior associate with a Big Four firm in Philadelphia. He is a member of the American Institute of Certified Public Accountants (AICPA). An avid outdoors man, Patrick spends his spare time with family at their lake house in Upstate NY or visiting the Outer Banks. He enjoys spending summer days on the family boat, driving their golf cart, jogging, eating s’mores around the bon fire, playing with his three nieces and four nephews, and exploring Philadelphia, his new home. Patrick’s favorite things to do are spending time with his girlfriend Olivia and attending a football game at Notre Dame to cheer on the Golden Domers.
Patrick Wiggins, CPA, MSA
Patrick lives by his values and gives back to the community. He volunteers as a Big Brother and in Community Cleanup. He can be contacted at 610.828.1900 or Patrick.Wiggins@McCarthy.CPA. 15 | Page
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MCC Construction Zone Join Us!!!
Kerrianne Brady
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cCarthy & Company, PC is always seeking dedicated and interested finance and accounting professionals as well as college students looking for internships to join our team. Our office culture is professional, welcoming, and positive.
Accounting Today ranked McCarthy & Company, PC, number 20 in the small firm category on their 2021 list of Best Accounting Firms to Work For. One hundred firms from across the nation were included on this prestigious list of top employers. McCarthy & Company has been included on this list for the past three years. Our professional staff are versed in both audit and tax disciplines. We offer competitive salaries, matching 401K, medical, vision and dental as well as true flex time for full time employees. Our employees rave about working with us.
“The best words to describe working at the firm are ‘work hard and have fun doing it’ because our managing partner demands it (especially the fun part).” “Firm leadership empowers me to grow at my pace.” “I am not dictated to or micro-managed. Every conversation I have ever had with a partner/director has been encouraging and to provide guidance. I am free to make decisions.”
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MCC Construction Zone “McCarthy is great place to work because of the countless opportunities it offers to improve yourself.” “I recommend working here because of the close-knit atmosphere.” “McCarthy & Company allows me to gain experience and grow as a professional while maintaining a work-life balance.” “Everyone works so well together. The team is very welcoming and friendly.” We encourage you to contact us at Careers@McCarthy.CPA. Learn more about working with us at https://www.mccarthy.cpa/careers.php. About the Author Kerrianne Brady is the firm administrator at McCarthy & Company. She takes care of everything at the firm under the guidance of managing partner Marty McCarthy, CPA, CCIFP. Kerrianne can be contacted at (610) 828-1900 or Kerrianne.Brady@McCarthy.CPA. Disclaimer: This article is for informational purposes only and does not constitute professional advice. We strongly advise you to seek professional assistance with respect to your specific issue(s).
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Firm News
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McCarthy & Company Recognized for Growth Over the Last Year by Philadelphia Business Journal McCarthy & Company, PC, was recognized by Philadelphia Business Journal as a Top Accounting Firm in the Philadelphia Metro Area, ranking 28th in the 2022 list. The firm jumped up four rankings from 2021, previously ranking 32nd. “We’re thrilled to be featured in the Philadelphia Business Journal’s list for the second year in a row,” said Martin McCarthy, Managing Partner. “The Philadelphia Metro Area is the largest region, and our firm’s jump up four positions from last year reflects our entire team’s ongoing commitment to growth.” The Accounting Firms in the Philadelphia Metro Area list is released each year by the Philadelphia Business Journal. Rankings are based on the number of local CPAs each firm has on its team. McCarthy & Company, PC, added 13 new CPAs to the team over the past year. The expansion stemmed from an awareness of the changing landscape of the industry and the need for new, expanded services.
“We executed a recruiting campaign that provided us with excellent new team members,” said McCarthy. “Our latest additions have helped us meet the growing needs of our clients and enhance many areas of our firm.” McCarthy.CPA
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MCC Construction Zone Kyrstin Mackrides, CPA, MT Passes CCIFP Exam
Kyrstin Mackrides, CPA, CCIFP, MT
Congratulations to McCarthy & Company, PC Tax Manager Kyrstin Mackrides, CPA, MT, CCIFP, for passing the CCIFP exam. This certifies her as one of the 2000 Certified Construction Industry Financial Professionals in the country.
“I chose to pursue the CCIFP because it is such a prestigious designation within the construction industry,” said Mackrides. “ I’m excited to join other construction financial professionals in building upon this standard of excellence.”
To qualify for a CCIFP certification, Mackrides logged over 4,000 hours of constructionrelated experience in the last five years. Her CCIFP credential marks her as a recognized expert who promotes high standards and is a vital asset to our organization. Her commitment to ethical behavior, knowledge, and competence in the construction industry reflects that of the firm. McCarthy & Company congratulates Mackrides on her achievement.
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