Although Kathy Rinkel graduated from high school with a 3.98 grade point average, she could only dream of college. Her parents told her that a student loan or scholarship was out of the question, and that she'd have to finance her education herself. She didn't have that kind of money, so she got a job as an operator at a local phone company. She stayed there for 30 years.

During that time, she went to college at night for eight years, eventually earning her B.S. in accounting from City University in Bellevue , WA . But while she learned about debits and credits, she also learned about something else: the CMA^®. “In my senior year, a member of the local IMA^® chapter came and spoke to the class. She emphasized how the certification would help to enhance our marketability even if our goal was to eventually obtain a CPA, which at the time was the only credential I was aware of. The pitch, which made a lot of sense to me, was to use the knowledge that was fresh from just completing school, and to go through a review course and take the CPA and CMA exams directly after graduating, explains Ms. Rinkel.”

It was wise advice that Ms. Rinkel followed, especially because at the time she heard it, her company was going through divestitures and mergers, with resulting layoffs. “I wanted to make sure that I was financially secure, and I knew that earning designations would help me to stand out as a competent professional – or at least give myself a better chance of survival,” she said.

She did survive, becoming a CMA in 1991, and a CPA in Washington State in 1993. She stayed at the company (US West, now Qwest) for another 11 years, holding positions such as financial advisor/business manager and finance manager.

The knowledge Ms. Rinkel gained as a CMA helped her during her tenure at Qwest – but it didn't guarantee that things would be easy. “Applying the basic knowledge learned in studying for the CMA is only a start,” she said. “Not only do you need to know what you are talking about, you also need to be able to apply it to your business, manage within the company's culture, and clearly express your ideas to people who do not have an accounting or finance background.”

The ability to do those things successfully can help a professional gain recognition as a valued strategic partner. During her tenure at the University of Colorado Denver , for example, Ms. Rinkel identified a warehouse and storage operation that was costing more than $500,000 annually but was providing less than adequate service to customers. She recommended contracting with two suppliers, and within four months, her suggested changes had eliminated the University's need for a warehouse entirely – and had improved customer service considerably.

“Being able to identify areas of cost inefficiency and relate them to operational improvements earned me the opportunity to be included in the company's leadership meetings and strategy forums,” she said.

It's because of her own experience that Ms. Rinkel encourages other professionals to pursue the CMA. And she has plenty of opportunity to do that. She is president of IMA's Denver-Centennial Chapter, and she's also recently become executive director of finance for the Denver Public Schools. “I try to focus my staff on the CMA because it is more than just accounting,” she said. “It's actually being able to apply both accounting and operational knowledge to improve the business. I think of it as ‘the next level,' because it fosters creativity and practical application, while maintaining the highest of ethical standards. It's certainly a recipe for success.”