As you know, the cost of college has gone up much faster than the cost of living. There are a number of reasons for that, but the reasons are really irrelevant for purposes of finding a solution to the CPA shortage problem.
Fewer people are becoming CPAs because they do a cost-benefit analysis. They know that they have other options. At least half of the courses students have to take to get a college degree are irrelevant for purposes of preparing for the CPA exam, and many of the liberal arts courses offered these days are more indoctrination than education at some universities.
Students only need about 15 classes to prepare for the CPA exam. That’s 45 semester hours. If the 150-semester-hour requirement were abandoned, they would be able to save 70% [(150-45)/150 = 70%] on their college education. And of course, we cannot forget the opportunity cost savings. Since they could enter the job market two or three years sooner, their lifetime earnings would increase by $100,000 or more.
University professors and administrators would scream at the thought, but so what? Students who want to earn a college degree would still be able to earn a college degree, but they would not have to. They would have a choice.
Technical (and business) certifications have proliferated in recent years. They serve a useful purpose. Students should not be forced to take English literature, poetry, biology, history or political science courses to qualify to sit for the CPA exam. If they have accumulated the knowledge they need to pass the CPA exam, it should not matter how they acquired the knowledge, or whether they have a college degree that is 50-75% irrelevant. Standards would not be adversely affected by abolishing the 150-hour requirement because the exam would remain the same. With more people entering the profession, competition would increase, which would be good both for the profession and for the general public.
Requiring 120-150 semester hours of college credit to sit for the CPA exam also has a disparate impact on poor and minority students, since they are the ones who can least afford a college degree. Abolishing the education requirement would be a big boost for them and would reduce the income inequality gap that now exists among the races.
— Prof. Robert W. McGee
Broadwell College of Business and Economics, Fayetteville State University
There has been a shortage of doctors for years. The answer has become to allow “nurse practitioners.” If there aren’t enough CPAs, non-CPA accountants will be allowed to do certified audits.
Also, technology has changed all of the professions, not just CPAs. Doctors, lawyers and engineers are affected. Technology has allowed doctors to be more efficient and has taken away a lot of procedures that used to be done manually.
The Big Four are the leaders and had better wake up. CPAs require better pay to attract new professionals.
— Ronald Dearman, CPA
Treasurer/controller, Freedom Trucks LLC
Markets are made by supply and demand. The demand side of the profession is as strong as it’s ever been and I believe it will only get stronger. The supply side of the equation is where all the challenges are.
It is undeniable that interest in making a career in the profession is problematically impaired. The only way out is business model transformation to make a career in accounting a dream job again, so that people have the trusted advisors they need.
We think the ingredients for that are corporate governance, strong leadership, ambitious and well-resourced strategies, growth capital, innovative technology, effective outsourcing and modern currencies for rewarding your people. If you do not have these, I think your sun is setting. If you do, the future is very bright.
—David Wurtzbacher
Founder and CEO, Ascend
What unites accountants?
I’m responding to an article that asked what unites people who work under the (broadening) umbrella of the accounting industry. In my opinion, what unites people working in the accounting industry, with all kinds of different titles, and with all kinds of different backgrounds, is three-fold:
A desire to help others. Whether in public accounting, public companies or in private firms, advisors seem motivated by serving others. To know that they have helped an entrepreneur, a family, or an organization brings meaning and purpose to their lives. I have found this by asking — a lot — why do you do this work? (I’m not an accountant, but have lived in a CPA firm most of my life, and I wonder … .)
More specifically, that “service” takes the shape of supporting decisions — whether clarifying information or evaluating options, they are often trying to help a business, business owner, or client with the decisions they are trying to make. I sometimes joke that we are “DSOs” — Decision Support Officers — for the companies we serve. Some of that is financial-related, but a lot of the support is for decisions that have very little to do with finances, and a lot to do with strategy, customers, family members, etc.
In addition to supporting decisions, my other observation is that what leaders are looking for, and what advisors (by whatever name) provide, is certitude. To help understand what happened, to forecast what will happen, to make recommendations about what could happen — all of that is united by a goal of providing an element of certainty into the planning, evaluation, and decision-making process.
One other thing I think a lot about is the accounting-related advisor as the “most trusted” advisor. So many issues surround the financial aspects of business and personal lives, it puts the advisor with ties to accounting in a very important and trusted position. Many times, the root issues of a decision are not financial, but money is where the issues “show up.” Whether it is friendship, fellowship, or feedback, advisors in the accounting industry help the people they work with feel a lot less lonely!
The Financial Accounting Foundation today formally opened the search for several leadership roles.
The FAF Board of Trustees’ Appointments Committee is seeking nominations for these positions, which include chair and members of the Board of Trustees, the FAF’s executive director, Financial Accounting Standards Board member, and chair of the Financial Accounting Standards Advisory Council.
FAF executive director
Current FAF executive director John Auchincloss announced in December 2024 that he will retire from his post on Sept. 30, 2025.
The executive director leads a team of 45 who provide support services to the FASB and the Governmental Accounting Standards Board, including communications and public affairs, legal, IT, human resources, publishing, financial management and administration. The role supports the FAF Trustees, who ultimately oversee the FASB and GASB Boards and their advisory councils. The executive director, in collaboration with the FAF chair, also sets the organization’s U.S. and international outreach strategies.
A full description of the FAF executive director role can be found here. Nominations should be submitted to executive search firm Spencer Stuart at a confidential, dedicated email address [email protected] by Feb. 24, 2025.
FAF Board of Trustees chair
The chair of the FAF Trustees is involved in all major Trustee decisions related to strategy, appointments, oversight and governance, and in representing the organization with high-level stakeholders and regulators.
The new chair will be appointed for a three-year term beginning Jan. 1, 2026, through Dec. 31, 2028, and can stand for reappointment to a second three-year term beginning in 2029.
A full description of the FAF Board chair role can be found here. Nominations should be submitted to executive search firm Spencer Stuart at [email protected] by Feb. 24, 2025.
FAF Board of Trustees at-large member
The FAF Board of Trustees oversees and supports the FASB and the GASB, and exercises general oversight of the organization except regarding technical decisions related to standard setting.
The FAF is recruiting several “at-large” trustees — individuals with business, investment, capital markets, accounting, and business academia, financial, government, regulatory, investor advocate, or other experience.
A full description of the FAF trustee role can be found here. Nominations should be submitted to executive search firm Spencer Stuart at [email protected] by Feb. 24, 2025.
FASB member
FASB members develop financial reporting standards that result in useful information for investors and other financial-statement users. The FASB member roles are full time and based in Norwalk, Connecticut.
“These are senior and prestigious appointments, demanding not only a high degree of technical accounting expertise but also a high level of understanding of the global financial reporting environment,” the FAF announcement reads.
The official start date for the position would be July 1, 2026, but the newly appointment member would be expected to start some time earlier than year to ensure a successful transition. The five-year term extends through June 30, 2031, at which time the member would be eligible to be considered for reappointment.
A full description of the FASB member role can be found here. Nominations should be submitted to executive search firm Spencer Stuart at [email protected] by Feb. 24, 2025.
FASAC chair
The chair is the principal officer of the FASAC and advises the FASB on projects on the FASB’s agenda, possible new agenda items and priorities, procedural matters that may require the attention of the FASB, and other matters. The chair is responsible for guiding discussion at FASAC meetings and for implementing and directing the broad operating processes of the FASAC.
The chair may be appointed for up to a four-year term, or a shorter period of time as agreed upon, and may be eligible for reappointment.
A full description of the FASAC chair role can be found here. Nominations should be submitted to FAF human resources at a confidential and dedicated email address [email protected] by Feb. 24, 2025.
Top 10 Firm Grant Thornton announced that its CEO, Seth Siegel, is stepping down from his position after 30 years with the firm, though will still remain involved as a senior advisor.
“I have called Grant Thornton home for almost three decades and am proud to have been part of this amazing team and organization, which has solidified its standing as the destination of choice for clients and talent alike,” said Siegel in the firm’s official statement. He felt that, with Grant Thornton positioned for what he said was strong continued growth, it was the right time to step down. In a LinkedIn post, Siegel said the move will allow him to pursue other ambitions, focus on his health and spend more time with his family.
The new CEO will be Jim Peko, current chief operating officer of Grant Thornton Advisors LLC.
“I thank Seth for all he has done to help transform Grant Thornton so adeptly for the future. He has been a colleague, mentor and friend to so many of us, and a tireless advocate for the firm’s best interests. As CEO, my priorities will focus on accelerating our current business strategy and solidifying our standing in the marketplace as a unique global platform, driven by quality, culture and differentiated capabilities. We will continue to be the employer of choice for the industry and always capitalize on compelling opportunities before us as we drive meaningful growth,” said Peko.
Siegel expressed his confidence in Peko, saying he has worked closely with him for many years.
“Jim and I have worked closely together for many years, and he is the right leader for this new chapter — one who knows Grant Thornton well and has been integral to our many recent accomplishments and our quality-focused delivery,” he said.
Siegel became a partner in 2006, became managing partner of South Florida in 2020, and became CEO in 2022.
The announcement comes shortly after the completion of the merger between Grant Thornton Advisors LLC in the U.S. and Grant Thornton Ireland. At the time it was said that Grant Thornton Advisors CEO Seth Siegel would continue in his leadership role at the combined firm, while former Grant Thornton Ireland CEO Steve Tennant would become a member of Grant Thornton Advisors’ executive committee.
Grant Thornton laid off about 150 employees in the U.S. last November across the advisory, tax and audit businesses after the deal was announced. Its U.K. firm also received private equity investment last November from Cinven, which acquired a majority share of Grant Thornton U.K.
Accounting and business solutions provider IRIS announced an expansion to its IRIS Firm Management solution that, among other things, enhances the software’s document management capacities.
“Modern accounting firms are growing quickly, expanding their service lines and client bases,” said Jim Dunham, president and general manager of IRIS Americas. “However, this rapid growth often introduces technology sprawl, added costs and complexity. To tackle today’s challenges, firms need an all-in-one solution that simplifies operations and helps them scale their business. That’s why we created IRIS Firm Management — purpose-built from strategic acquisitions and shaped by four decades of collaboration with our customers.”
IRIS IFM’s integrated document management solution allows for storing, organizing and retrieving critical documents, for compliance with complex regulatory requirements. Today’s update also allows the solution to automatically retain documents for standard periods of time; provides template forms to maintain document consistency and integrity; and produces a detailed audit trail — tracking who accessed which documents and any actions taken, and when. This means firms can securely share encrypted files with clients using drag-and-drop upload functionality.
In addition, customers can now create unlimited customizable reports with step-by-step guidance in order to gain real-time insights through interactive analytics dashboards and data visualization. Using drag-and-drop tools and filtering options, users can refine views, organize and analyze data sets—such as client, geography, accounts receivable, work-in-progress—to create a unified account view.
The update also allows for streamlined hierarchical menus to replace dropdowns for better accessibility and consistency. It also features a new period-lockdown feature which prevents changes to key functions in order to bolster security. Meanwhile, the solution also supports cloud-based receipt storage to simplify setup, as well as options for user preferences allow for tailored workflows.
Finally, IRIS IFM sports a new Configuration Management Component, which offers 140 multilevel configuration options across 40 modules, along with a library of ready-to-use templates. Real-time updates let users enable or disable features without disrupting existing workflows, ensuring seamless, personalized implementations for each client.
Centralized Customer Success Function
IRIS also announced a new centralized Customer Success Function, which will bring together customer-facing resources from across the business into one cohesive global team. This team will collaborate closely with IRIS’ Account Management, Renewals, Product, Marketing and Customer Service teams to engage with customers at every stage of their journey.
The new function is meant to increase touchpoints to engage customers at critical moments that matter, as well as enhance the overall customer experience through establishing a unified approach across products and customer lifecycle stages and expanding customer-centric, outcome-based KPIs to drive impact.
This function will be led by Dave Burns, a newly appointed chief customer officer who previously served as interim chief revenue officer at IRIS Software Group. In his new role, he will oversee a unified team and collaborate closely with global leaders across client-facing teams.
“At IRIS, our customers are our top priority. We design and improve our products based on customer feedback and we strive to deliver exceptional customer experiences throughout our customers’ end-to-end lifecycle,” said Burns. “The launch of this new Customer Success function is just another way that IRIS is continually working to ensure our customers have a seamless and convenient experience from start to finish. We are excited about this evolution and confident it will significantly benefit both our customers and IRIS.”