Partner

Ken Teasdale, CPA

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Partner

Meet Ken

Ken is an audit partner responsible for audit, review and compilation engagements for a variety of publicly and privately held corporations, partnerships, nonprofit organizations and 401(k) plans.  Prior to joining the firm, he was the chief financial officer for a publicly traded in-line skate company and was instrumental in the company’s initial public offering.  He also served in a variety of roles at Grobstein, Horwath & Co. LLP.

Ken is a member of the American Institute of Certified Public Accountants and the California Society of Certified Public Accountants.

Contact Ken Teasdale

Experience

Professional History

Experience

  • LaRue, Corrigan, McCormick & Teasdale LLP
  • Rollerball International
  • Grobstein, Horwath & Company

Associations

  • California Society of Certified Public Accountants
  • American Institute of Certified Public Accountants

Education

  • California State University, Northridge

Community

  • Child and Family Guidance Center, Board Member
  • Camp Ronald McDonald for Good Times, Board Member
Q&A
Make a prediction: Describe your vision of the future of the general business environment in the industries/areas you serve.
Nonprofits are always going to be dependent on a healthy donor base. The ability to secure loyal and long-lasting donors is going to be more and more important as we see the number of new nonprofits increasing. Your cause needs to be able to reach people on a personal level in order to succeed. We’re also going to see the smaller nonprofits who struggle for donor dollars aligning themselves with larger nonprofits who have similar goals, with the possibility of mergers. Since nonprofit mergers are much different than for-profit corporate mergers, it’s important that their boards select the right leaders and retain the proper accounting advisors and legal counsel to navigate them through the process.
Q. What is the toughest decision you have ever made?
Leaving a stable position at a nationally known accounting firm to serve as CFO at a company preparing for their IPO. I was a 25-year-old newlywed at the time with a young family and had to decide between stability or the chance at a high reward opportunity. I took a leap of faith and went for it. While it didn’t turn out to be the home run we were hoping for, it gave me invaluable experience that I really benefited from. In fact, it helped me to better understand the challenges my clients face when I returned to public accounting, and is one of the main reasons I’m in the position I’m at today.
Q. Describe your work style.
The opposite of a micro manager. I give instructions to my team and let them get to it. I’ve always had an open door policy and will stop what I’m doing to help the team work through a problem. We have an extremely talented staff and I trust their skills. I treat them with loyalty and respect, and I get it back from them tenfold.
Q. What’s your proudest moment?
Passing the CPA exam. I did it while raising a young family, and it was a huge professional milestone for me.
Q. Who is (or was) the most influential person in your life
My dad served as the ultimate example of what a husband and father should be. He gave me my moral compass, introduced me to my Christian faith and showed me what a good work ethic looks like. He was just an overall great example of a human being.
Q. If you could pass on a nugget of wisdom to aspiring accountants or consultants, what would that be?
There are no shortcuts. This is a craft that you have to take the time to learn. We live in an instant culture today, but being a great accountant takes experience and time to learn the ropes. In accounting, shortcuts can be dangerous and detrimental to your future career.
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Industries Served
Ken's Thought Leadership
Blog articles
Article
Most of the provisions involved raising tax rates, which may hurt legal operators.
Blog articles
Article
The state is moving fast to set up the complex regulatory framework needed for adult-use cannabis.
Blog articles
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In order for your foundation to make the greatest impact, you’ll need to use your grantmaking power wisely.