News from your accounting association
Embracing Innovative Leadership: The Non-Traditional CEO Role
July 2025 IN THIS ISSUE:
► Embracing Innovative Leadership: The NonTraditional CEO Role
► Preferred Provider Spotlight - Autire
► CPAmerica Growth Masters
► Member News
► CPAmerica Insights –Grace Horvath
Leadership structures and organizational charts can vary greatly from firm to firm. At member firm, LattaHarris, LLP CPAs and Consultants (LattaHarris), headquartered in Cedar Rapids, Iowa, they recently transitioned their leadership to a non-clientfacing role. Chip Chaon was named the CEO and managing principal of LattaHarris in January 2025, succeeding Chris Overturf after his two-year tenure.
Chaon joined the firm in November 2022 as chief operating officer but quickly set his sights on the future and how he could make a difference in their firm. Chaon describes his role as strategic, taking a balanced scorecard approach, he leads the development of firm strategies and its execution inside the firm.
“I clearly saw the need for us to have more leadership bandwidth dedicated to working on the firm,” said Chaon. “Being fully dedicated, while also having the full support and endorsement of the partner group, along with the authority to help reshape the firm was key. So, when I saw all of those things aligning, it seemed like a really good fit for me to jump into that role.”
Chaon hit the ground running and outlined three main focus areas for his role: people, strategy and money. Expressing the importance of having the right people in the right roles, having a plan to move forward and grow strategically, and ensuring the firm is financially sound.
“In July 2023, we laid out our first strategy as a firm, we hadn’t had a firmwide strategy before that. As part of that strategy, we ended up reorganizing our firm from a partnership-led model to a corporate model. And then we had to rewrite our entire partnership agreement to accommodate that new structure. Then part of that strategy launched our ‘one-firm’ journey,” said Chaon.
With his prior experience working in professional services firms, leading them, owning them and running them, it was in Chaon’s wheelhouse to execute on their one-firm mandate to move the firm forward and be a bit more progressive. With their one-firm approach and new corporate model, they also removed silos so they could scale and grow.
“We dedicated a partner-level role to working on the firm to execute our strategic initiatives and plans, including what would become my role. Updating our partnership agreements was also important to do. We created enterprise roles across the firm, moving from an office market customer service and delivery approach to a service line model. So now we have a chief services officer, a chief client officer, and
we’re working across the firm as opposed to just trying to focus each office doing the same thing,” said Chaon.
Chaon has shared that he wants people to want his job. He views the role as a position that every partner should want to have. And although his goal isn’t necessarily to make every person suited for the role, it is to make the role attractive from an influence perspective. Emphasizing the role’s importance because of its ability to shape the direction of the firm, strategy and clients.
“Our firm has a ‘people-first’ approach, so we make sure we have the right people in the right places doing the right things. I’m also really involved in driving our talent pipeline, and the culture of the firm. I speak at universities, I lead a mentorship program, mentoring multiple people inside our firm,” shared Chaon.
“I’m really trying to leave a legacy of leadership, which is not that we didn’t have the leaders in our firm before, but it wasn’t necessarily an intentional approach. And we need to identify, grow, raise up leaders and have them multiply and make leaders inside our firm for us to be successful,” continued Chaon.
LattaHarris has also made it a priority to remain independent and have control over their firm’s destiny. In planning for the future, they are looking at ways to scale and grow, while still maintaining their good culture. Chaon shared that he’s sensitive
See Leadership, continued on page 2
Interview with Chip Chaon, CEO and managing principal, LattaHarris, LLP CPAs & Consultants
Chip Chaon
Preferred Provider Spotlight Autire
Autire is the home of innovation for CPAs who audit 401(k) plans. Founded by leaders in the CPA and SaaS industries, Autire was designed to transform how auditing services are performed. It represents years of practical experience and deep understanding of the audit process, resulting in a modern, thoughtful solution that any experienced auditor can use to achieve positive results.
The executive team at Autire has conducted thousands of 401(k) audits and remains committed to continuous improvement.
Continued from Leadership, on page 1
to how other firms can be run, and they’re focused on a work-life balance for their team members that isn’t grinding.
In his first year in the role, Chaon shared that he has leaned on his CPAmerica connections for support and advice. Citing his relationships with fellow members at MCHS and Vesta as being particularly meaningful.
“It’s encouraging and inspiring to be in an industry where there’s a lot of collaboration, even with who you would consider to be a competitor,” explained Chaon. “These CPAmerica connections can run deep and strong, and if people aren’t already leveraging them, they should. And a good way to do that is at CPAmerica’s conferences.”
If you have any questions about LattaHarris, please contact Chip Chaon at cchaon@lattaharris.com.
By leveraging cutting-edge technology, Autire is redefining what’s possible in audit processes, compliance risk management, and overall firm productivity.
As a Preferred Provider for CPAmerica, Autire delivers an end-to-end, fully automated, standards-based solution that reduces audit time by more than 50%, enhances accuracy, and improves profitability. With features like full population testing, automated risk assessments, and instant error detection, Autire helps firms stay competitive in today’s demanding regulatory environment.
For more information, email brian.price@autire.com or visit www.autire.com.
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CPAmerica Growth Masters: Business Development for CPAs
July 2025 - January 2027
This 18-month program features in-person, virtual and one-on-one sessions
Developed exclusively for CPAs, the CPAmerica Growth Masters program is designed to meet the demanding needs of service professionals. Participants will acquire key skills in this concentrated program designed to equip top associates with essential rainmaking skills. The program is a perfect fit for experienced managers and partners looking to grow their business development skills to build their book of business and have a greater impact in the future of your firm. Attendees have the opportunity to earn up to 56 CPE credits.
Featuring these topics and more:
Program Overview & Setting Expectations | Mastering Time Management & Delegation: Leveraging DiSC and Building Referral Networks | The Sales Process Unveiled: Applying the RAIN Method | Becoming a Trusted Advisor: Navigating the Value Ladder & Trust Equation | Effective Presentation Skills & Mastering Objection Handling | Cross-Selling Strategies for Success | Graduation: Celebrating Success and Future Growth
Brickley DeLong announces team member promotions
DMJPS and Potter join together, expanding statewide footprint
Brickley Delong, P.c , a full-service public accounting and business advisory firm with offices across West Michigan, is proud to announce the promotions of two dedicated team members. Amy Deming has been promoted to manager and Jacob Moser has been promoted to senior accountant. Deming has consistently demonstrated strong leadership, technical knowledge, and a commitment to client service. Her thoughtful approach to mentorship and her ability to foster client relationships have made her an invaluable member of their tax department. In her new role, Deming will continue to lead engagements, coach staff, and support the firm’s strategic initiatives. Moser has shown exceptional growth since joining the firm. His attention to detail, reliability, and collaborative spirit have positioned him as a go-to team member during both audit and tax season. The firm is excited to see Moser take on new responsibilities and continue building his career within the firm. These promotions reflect Brickley DeLong’s ongoing commitment to developing talent and recognizing individuals who exemplify their core values of integrity, teamwork, and excellence.
Aldridge Borden expands footprint into Alabama
Montgomery, Ala.-based AlDriDge BorDen announced its expansion into the Huntsville market through a strategic partnership with LeCroy CPA Group and Mercer & Associates. The collaboration builds on Aldridge Borden’s 100-year legacy of providing exemplary accounting, tax, attestation and consulting services. Scott Grier, one of the MP of Aldridge Borden, shared his thoughts on this significant step, “We are thrilled to announce the union of Aldridge Borden, LeCroy Group, and Mercer & Associates, marking our expansion into the Huntsville, Alabama, market. This strategic alliance combines over a century of Aldridge Borden’s legacy of excellence with the specialized expertise of LeCroy and Mercer, enhancing our ability to provide tailored accounting, tax, attestation and consulting services that drive growth and success for businesses, nonprofits and individuals in North Alabama and across the Southeast.”
DMJPS Pllc, a tax, assurance, and advisory firm headquartered in Greensboro, North Carolina, proudly announces that Potter & Company, P.A., based in the Charlotte Metro region, will join the firm effective July 1. Potter & Company, with offices in Monroe, Concord, and Mooresville, will continue to serve clients locally, now backed by the expanded resources and capabilities of DMJPS. The combined firm now operates across 10 offices statewide, strengthening its presence and service offerings throughout North Carolina to privately held businesses, organizations, and corporations with specialized solutions and industry focus. This strategic combination unites two trusted firms: DMJPS, with over 75 years of experience and a North Carolina mountains-to-coast footprint, and Potter & Company, known for its strong presence in the Charlotte market. “We are growing through purpose. We’re a firm built in North Carolina — and we’re doubling down on that commitment,’ said Drew Haddock, co-CEO of DMJPS. “DMJPS approaches strategic growth with one mission; empower through expertise, delivering personalized, proactive solutions that build trust, drive innovation, and inspire our people, clients, and communities to Be Greater,” continued Mike Gillis, co-CEO of DMJPS.
Stephano Slack manager named president of NJCPA chapter
StePhAno SlAck llc is proud to announce that Debra Simon, CPA, of the firm’s Moorestown office, was recently inducted as president of the Southwest Chapter of the New Jersey Society of Certified Public Accountants (NJCPA). Simon brings over 30 years of experience as a Certified Public Accountant, with a practice focused on tax and accounting services, financial reporting for closely held corporations, and fiduciary tax preparation. She has been a dedicated member of the NJCPA in good standing since 2001. This recognition is a testament to the caliber of professionals that make up Stephano Slack and the high-quality firms they partner with. Our Moorestown office merged with Stephano Slack in February 2025, expanding our regional footprint and strengthening our presence in southern New Jersey.
cPAS is excited to announce its relocation to a newly-designed office space in Dublin, Ohio. This move marks a new chapter for the firm, aligning its physical space with its evolving brand, values, and commitment to exceptional client service. “We don’t move often,” said Lisa Shuneson, CEO of Whalen CPAs, “but the time was right for a refresh, a space that reflects our growth, supports our collaborative culture, and provides modern amenities for both our team and clients.” The new office also enhances Whalen’s ability to host clients in a more modern, welcoming environment while preserving the close-knit, service-driven culture that’s defined the firm for nearly three decades. “While we’ll miss Worthington, Dublin offers exciting new opportunities. We’re only eight minutes away, but we’re stepping into a space that prepares us for the next 20 years—and beyond,” said Shuneson.
Meyers Brothers Kalicka, P.C. hosted event for Special Olympics
MeyerS BrotherS kAlickA, P.c. (MBk), hosted the Final Leg of the Law Enforcement Torch Run for Special Olympics. On Wednesday, June 4, MBK proudly hosted a rally for the Final Leg of the Law Enforcement Torch Run for Special Olympics Massachusetts, welcoming athletes, law enforcement officers, and supporters as they carried the Flame of Hope throughout Massachusetts. The event was held at People’s Bank headquarters, spearheaded by Lauren Foley, senior associate, and Christopher Soderberg, A&A supervisor of MBK. “The Final Leg Rally is a powerful tradition that ignites more than just the Flames of Hope, we ignite the spirit of courage, determination and unity that defines the Special Olympics movement. It is a celebration of inclusion, perseverance, and the incredible achievements of these athletes; they embody resilience, determination, and compassion and redefine victory not just for themselves but for the entire world watching,” said Soderberg. The Law Enforcement Torch Run is a worldwide movement that raises awareness to champion acceptance and inclusion for individuals with intellectual disabilities. “We were honored to host this exceptional rally, highlighting that everyone deserves the opportunity to shine, regardless of their ability. Both the Special Olympics and the Law Enforcement Torch Run value inclusion for all, a core mission that MBK is proud to uphold,” said Foley.
Whalen CPAs announces office move to Dublin, Ohio
After 22 years in Worthington, Ohio, WhAlen
Amy Deming
Jacob Moser
Debra Simon
The Journey of Next Gen: Transforming Talent Development in Public Accounting
I remember years ago brainstorming with my predecessor Alan Deichler, during what I called “BP” timeoccupying ourselves in the “Big Picture,” that we needed a program to help firms with recruiting and retention.
Grace Horvath, President & CEO
We envisioned something to make the profession “sticky” -- where promising professionals would learn not only how public accounting firms work but get excited about what their career could look like if they stayed the course. We had conducted enough Visitation Improvement Programs (VIPs) to see the trend amongst all size firms struggling to retain talent and build bench strength, and we felt the association had the opportunity to be a part of the solution, which is how the Next Generation Conference, or “Next Gen,” was born. Having just concluded our twelfth year with a record number of superstars, it made me think about how far the program, and more profoundly, our firms’ philosophies on developing talent, have come.
Putting together the curriculum was the easy part. We gathered experts from the best of the best including Upstream Academy, Convergence Coaching, and INSIDE Public Accounting and asked, “if you had the ideal situation to nurture future firm leaders, what would you teach them? What do you know now that you wish someone would’ve told you about earlier in your career?”
The core curriculum was developed as: 1) a combination of how a firm makes money and 2) exploring and training for the higher functions (and rewards) of practicing public accounting -- emphasizing the human element and giving purpose and meaning beyond realization and busy season. Try as we might for a clever name, we resigned to calling it Next Generation to unambiguously define the audience because we knew getting firms to send people would be the hard part.
The association lacked reach beyond partners when we developed Next Gen and needed to find a path to the intended audience. The route had to be through the managing partners who had to believe this was an investment and not an expensive boondoggle. Many were concerned with the appearance of sending one person over another, the parity trap Sam Allred of Upstream Academy long warned against. To overcome these concerns, we created
criteria to help firms identify candidates: attendees should have at least 5-8 years’ experience, be someone the firm felt had potential for a seat on the bench, someone it would really hurt to lose, and someone to whom they wanted to demonstrate their willingness to invest.
I laugh now when I recall the measures we took to ensure firms knew this was serious -- such as having a business-dress code for the networking dinner in an era of fretting about declining professional appearances and holding the meeting at an airport hotel to safeguard these pups from the distraction of partying. I’ll never forget scrambling for scissors that first reception when a shy young man showed up with the vents of his jacket still sewn shut and his tags hanging out. Not to mention a few green faces the next morning amongst the resourceful who had hopped a train into the city.
Fast forward, the concept took hold and we got to know our audience, ditched the dress codes and made the locations rewarding, appreciating the level of professionals we were entrusted with. They weren’t kids who needed to learn how to dress or behave, these were the future leaders of the profession who provoked us with complex questions and inspired us with their curiosity and appetite for growth that led to developing a second track and more sophisticated content.
Not only were they learning, but they were also building relationships, many for the first time outside of their firm, with their professional peers - one of the four guiding principles of the association. Not long after its launch, the board of directors acknowledged the intrinsically high value of Next Gen and granted that each firm gets one annual delegate included in their dues.
Twelve years ago, I felt like a guardian to
these people and now I stand in awe of the intelligence and power they bring to express themselves with an earnest desire for growth and success. Attendees talked to me about getting to know their coworkers in a deeper way, feeling more confident through exercises outside of their comfort zones, having a better understanding of their pathway to success, and being excited for their future in the firm.
Last month in Savannah, I admit I basked a little in the glow of the interactions, questions, and engagement, which showed that Next Gen was doing everything we hoped it would.
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2025 Next Gen Conference attendees at the beautiful JW Marriott Savannah Plant Riverside District in Savannah, Georgia