PICPA provides programs, services and benefits to its approximately 20,000 members in public practice, their firms, and members in industry, government, and education. The Executive Director/CEO and the PICPA professional team influence, support, and implement the strategies and objectives of the elected volunteer leadership of the Institute, the Foundation for Education and Research, and the CPA Foundation.  The Executive Director/CEO manages the Institute and two Foundations through six direct reports.

The Executive Director/CEO seeks to sustain the long-term impact and credibility of the PICPA by maintaining personal relationships with leaders in the accounting profession, government, legislative and regulatory agencies, PICPA chapter leaders, and other related organizations. This understanding of legal, regulatory, and business activities allows the Executive Director/CEO and the professional staff to develop PICPA programs and activities both directly and via third parties.

Areas of Strategic Responsibility:

The Executive Director/CEO must balance the long-term goals of the PICPA with the short-term objectives of an elected leadership and/or the needs of current legislative, regulatory, or professional issues.

Culturally, PICPA is collaborative and respectful with a strong professional team in place. This capable team respects the overarching goals of PICPA and strives to achieve those goals; they do not require close supervision, but thrive when given broad direction and the latitude to execute as they see fit. Thus, the Executive Director/CEO can focus on implementing and influencing policies and strategies as opposed to managing day-to-day micro-operations. The Executive Director/CEO can expect to:

• Contribute heavily to shaping PICPA Board and Council policy and annual and strategic objectives by planning, developing, directing, and effectively proposing new and challenging programs to the state and chapter officers, members of the Board and Council, and committee
• Establish and maintain a viable, productive, diverse, and credible organization while achieving overall objectives through proper structuring, staffing, training, monitoring, directing, developing and motivating key paid
• Advocate, establish, and maintain appropriate relationships with the PICPA constituencies (e.g., members in public accounting, industry, government, and education; CPA firms, legislative and regulatory bodies; other state CPA organizations; the AICPA; and volunteer leadership).
• Encourage wider participation in PICPA activities and efforts by existing and potential
• Maintain a current technical and professional knowledge and understanding of developments, issues and challenges in the accounting
• Other ideas: Lead efforts to identify and execute strategic mergers or joint ventures with other state CPA societies and related organizations; reinvention of the PICPA to respond to demographic shifts in the profession; continue the digital member experience transformation that has been accelerated by the current pandemic to best serve future generations of CPAs.