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Hi Everyone !!!
This June I completed my 9 months at Career Level 12 and Sub Level 3 I.e, CL 12.3 at Accenture Operations. My Annual Talent Discussion and One-on-One with People Lead is complete as of last week.
I have 3 questions now :
1. When can I expect to move to 12.2 ?
2. What is the general hike I can expect ? And when it is reflected ?
3. When will be the variable pay will be paid out ?
Can anyone here help me with this performance cycle part ? I am really confused.
Accenture
Hi there! Interviewing w/Amazon for a non-tech role (Associate Category Manager aka Associate Buyer) and was asked what my salary requirements are for base+bonus+equity. Can anyone share insight on what Amazonians make in this role. I have 4 YOE and glassdoor is not very helpful.
Any feedback is appreciated 🙏 Amazon
What is a good salary for a director in NY?
Hello fishes,
I have 8.5 year .net full stack+azure. I am having below offers
1. honeywell - 24lpa fix - advance software engineer
2. Kpmg global - 25 lpa fix +1jb -assistant manager 3. Pearson education - 27.5 lpa ( 25 fix +2.5 variable) - .net specialist
4. Smc squared 26 lpa fix + 1jb - technical lead
5. Schneider electric ( in pipeline) for staff engineer
Which ones to choose according to wlb, job security and new learning
Honeywell KPMG Schneider Electric
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We had a two lawyer partnership. We split the costs 50/50, but each retained his respective collections. We split the paralegal cost on the number of hours billed, which we felt was fairer than collections, and avoided write downs, write offs, etc.
We felt like the cost split and retained collections more fairly accounted for hourly rate differentials, marketing time, hours produced, collections, and whether we wanted to work harder at any given time.
We squared the books every month. We were bought out by a 45 lawyer regional ins def firm, from which we went our separate ways 8 years later.
The litmus test? We're still good friends.
I’m in a 4 partner firm. We split hard costs (rent, phone, Westlaw, etc) evenly and specific costs (partner salaries, staff salaries, specific purchases like new computers or furniture) are allocated to each partner. We evaluate collections vs costs quarterly for each partner and make distributions based upon the profitability of each partner.
I am in a two-person firm. We split everything 50/50 and always do equal distributions. It's easier obviously from an accounting standpoint, but it requires you to feel that you are both contributing equally overall. For us that means I do all our accounting and business development/marketing, but my partner is more of the rainmaker, and does slightly more legal work. We both hated being associates/low-level partners that did most of the work on a case but without origination credit, received no greater comp. And we both recognize that we couldn't and wouldn't want this practice without the other given our complimentary skill sets
OP, you have many examples of splits above. Your last question: you distribute cash to the partners when you have the money. Maybe monthly maybe not. I don’t know if you will get a line of credit, but you should never borrow to pay yourselves.
You hit on the key issue that will define your partnership. If you don’t have an agreement, the Uniform Partnership Act will govern your firm. Not the best place to be. You can agree to whatever criteria you want for profit sharing. Firms commonly set draws for the year paid monthly and quarterly distributions designed to cover estimated quarterly payments. Recognizing that each member of a firm contributes unique attributes and if you are both/all of a kind that you all work just as hard albeit on different things, 50/50 is perfectly reasonable. It bespeaks of a true partnership. Many forget that origination numbers come from all the firm members who help on the case, not just the person who had the initial contact. You need to agree on what you value and have candid talks about your perceptions of one another’s work ethics so you don’t build and harbor resentments. Nothing wrong with saying “Let’s talk about what we each do and how we think about what the other one does so we can decide how to share profits.”
I’m in a 3 attorney firm, We share all expenses equally and all receive the same low base salary, but distributions are entirely based on the money each of us brings in. We calculate that as a percentage, so if partner 1 brought in 45% of the firm’s income she will receive 45% of whatever profit remains after all expenses are paid.
What we did is to calculate the production but each partner in terms of billable hours and origination. This formula has some wiggle room to account for non-monetary contributions. We also implemented a base salary (draw) and distributed the excess income based on the formula. With a new partnership it is difficult to do that and discretion must be exercised to come to a fair arrangement that works for all.. You can adjust it periodically as necessary. Good luck!
We have a productivity based pay structure (33% collected and sliding scale for origination and delegation) and split profits based on ownership percentages. We have a set draw, give bonuses of up to 75% productivity quarterly, and profits are distributed at the end of the year. We will keep a minimum of $200,000 in the firm after distributions to start the year off.
We run a 2 Partner Firm and the split for all costs and expenses and revenue is split down the middle. In my experience, as independent practitioners, you will always have good months and bad months and it’s easier to offset a bad month personally if the other partner is still bringing in revenue and vice versa.
Also, it’s really important to have trust and understanding and be open with each other to maintain synergy.
Another things we’ve tried to implement is to bring in clients suiting my partner’s area of practice so as to incentives more revenue for each other.
Wish you all the best in your practice.