Mark provides CPE and technical staff training for CPA firms, private industry, state CPA societies, and government organizations.  His topics include accounting, SSARS, ethics, fraud, internal and external auditing, internal control development (COSO), entrepreneurship, and developing a business plan.  Mark is in the process of initiating a new entity, The Internal Control Institute, which will be offering CPE and staff training related to internal controls, and in conjunction with professors from Claremont Graduate University, will be providing internal control consulting.

Mark is also an expert witness in the defense of CPAs in cases involving primarily ethics, fraud, and compliance with standards in the performance of professional services.

Mark also provides consulting services to CPA firms with an A & A practice that do not have an expert on GAAP or requirements of Professional Standards within the firm.  He addresses such matters as conformity with GAAP, adequacy of disclosures, compliance with professional standards, risk assessment, development and performance of audit and review processes, engagement documentation, compilation and preparation engagements, ethics and independence requirements, assessing and enhancing internal controls for the firm and clients, preparation for peer review, and staff training and CPE.  He also provides consulting services related to client management and marketing.

Mark’s public accounting experience includes working with Kenneth Leventhal & Company and more recently, he was a partner at NSBN, a Beverly Hills CPA and business consulting firm. Mark’s industry experience includes serving as assistant controller of a large trucking and warehousing firm along with controller and Vice President of Finance and Administration for major real estate development companies.  Mark also spent nearly 30 years as an entrepreneur, operating a company that prepared individuals for the CPA exam nationwide.

Mark has been involved in accounting education at CSU Northridge, CSU San Bernardino, Loyola Marymount University and UCLA.  He obtained his bachelor’s degree in accounting from CSU Northridge. He obtained his Executive MBA at the Peter Drucker and Masatoshi Ito School of Management at Claremont Graduate University, where he previously had been a student of Dr. Drucker’s.  He also obtained an Internal Control Certificate from COSO.  Until recently, he authored “Knowledge Based Preparation, Compilation, and Review Engagements” for CCH and updated their checklists for SSARS engagements.  He also served as Senior Editor for Roger CPA Review.

William J. Rothwell, Ph.D., SPHR, SHRM-SCP, RODC, CPLP Fellow is President of Rothwell & Associates, Inc. & Rothwell & Associates, LLC. His consulting focuses on succession planning and talent management.  He is also a Professor at Penn State University, University Park, where he teaches graduate courses in Organization Development and Change. 

Before becoming a professor 28 years ago, he had nearly 20 years of full-time human resource management experience in government and in business. He has consulted on succession planning with corporations, small businesses, family businesses, charities, and Federal, State and local government agencies. He has traveled to China 83 times and has consulted on succession on nearly every continent. Among his 127 published books are these, which are relevant to this webinar: The essential HR guide for small businesses and startups; Optimizing talent in the federal workforce; Building a talent development structure without borders; Effective succession planning: Ensuring leadership continuity and building talent from within; The leader’s daily role in talent management: Maximizing results, engagement and retention; Career planning and succession management: Developing your organization’s talent for today and tomorrow; The competency toolkit; Talent management: A step-by-action-oriented guide based on best practice; Becoming an effective mentoring leader: Proven strategies for building excellence in your organization; Working longer: New strategies for managing, training, and retaining older employees; Invaluable knowledge: Securing your company’s technical expertise-Recruiting and retaining top talent, transferring technical knowledge, engaging high performers; The manager’s guide to maximizing employee potential; and Cases in government succession planning: Action-oriented strategies for public-sector human capital management, workforce planning, succession planning, and talent management.