I became a CPA in 1981 and immediately joined the American Institute
of CPAs and the New York State Society of CPAs. I was not really sure
why I joined, but everyone in my firm did the same after passing the CPA
exam. My firm paid the dues and I became a member.
Shortly thereafter, I started attending seminars sponsored by the Suffolk
Chapter and eventually joined the Accounting and Auditing Committee. I
remained active in the committee for a couple of years, but the time was
not right for me.
By 1984, I was too busy to spend time in the NYSSCPA. I had three young
children, and I was focused on my goal of becoming a partner in my firm.
With so many demands on my time, why would I want to “market to the dead”—an
expression I had heard from an older CPA—when I could do more for my firm
and my own career by joining an organization where I could meet prospective
clients? So, that’s what I did.
I became a partner in my firm in 1987 and helped develop a niche servicing
real estate and construction clients. In 1990, the Suffolk Chapter formed
a new committee, the Real Estate and Construction Contractors Committee,
and I decided to give the NYSSCPA another try and joined the committee.
I worked closely with Tom Novak, who was the initial committee
chair, and I eventually became vice chair, then chairman.
I learned a lot through committee service: how to plan, organize and
run committee meetings, how to find interesting speakers, and how to speak
myself.
The committee focused not only on technical meetings for CPAs, but also
began holding networking events with bankers, attorneys, and insurance
experts that serviced clients in the real estate and construction fields.
Committee service helped me develop contacts within the industry and built
my confidence along the way.
By 1994, my term as committee chairman was over and I was offered an
opportunity to serve on the executive board of the Suffolk Chapter. I
moved up through the ranks of the executive board and became an officer
of the chapter.
As secretary, I learned how to prepare minutes—a valuable tool when
they are prompt, concise, and accurate. As treasurer, I managed the finances
of the chapter, everything from signing checks to maintaining the general
ledger. I learned the importance of staying within budgetary constraints
and preparing timely financial statements.
As vice president and newsletter editor (the toughest year for sure),
I learned how to interact with 23 committee chairpersons and deliver a
timely newsletter to our chapter’s 2,200 members. The layout was not the
tough part, it was figuring out how to get 23 people to respond timely
in order for the chapter to communicate its meetings and events to its
membership.
By 2000 I was president, and all the skills that I had learned over
the prior 10 years were put to work. It had been a very demanding year,
but also quite rewarding. This year, I picked up three new clients through
contacts I’ve made with the Suffolk Chapter—not bad for marketing to the
dead.
But most of all, it has been a true-life learning experience that has
helped me become a greater resource to my firm, a better advisor to my
clients, and a more complete person overall. In retrospect, it was well
worth the effort. I encourage you to do the same.
