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Rethinking the billable hour, once and for all

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Early in my career, I was doing well at a midsize accounting firm. But one thing struck me as absurd. There was constant pressure on my team and me to hit a certain number of billable hours — a lot of billable hours! In effect, the longer it took us to get our work done, the more we were rewarded. And if we got an assignment done too quickly, we were reprimanded and usually given more work to fill up our hourly billing quota.

Many of you are nodding your head in agreement. But this billable-hour mindset discouraged my team from adopting new technology and processes that would make us more efficient. So, we ended up doing things the same way month after month, quarter after quarter, and as you can imagine, burnout eventually prevailed. 

Innovation is inherently disruptive. Implementing new technologies or new systems takes longer at first. Eventually, you get faster—a lot faster—but not right away. In other words, if you don’t give innovation the space it needs to develop, you’ll never realize efficiency gains. That was the other problem with billable-hour quotas. There wasn’t enough slack in our schedules to try new things in a meaningful way.

I got so frustrated by my firm’s mindset that I eventually left accounting for a tech company where things moved at lightning speed. The primary goal was to get stuff done. Nobody cared how long it took. Without the constraints of time tracking, we achieved a lot. 

The other problem with accounting firms is that too many think “burning the candle at both ends” is a badge of honor, not a mental (and physical) health risk. It rewards the lower performers at the firm who take longer to do the same amount of work that the high performers do quickly. Encouraging your team to rack up billable hours isn’t fair to clients either. You really shouldn’t be charging them the same hourly rate when you’re exhausted at the end of the day than you charge for work done in the morning when you’re at peak efficiency.

Under an hourly model, partners have a similar challenge. Much of their compensation is based on how many billable hours their teams rack up. They’re measured on how much top-line revenue they bring in, not on how much profit they generate. At the accounting firm, my team took on a lot of work that wasn’t particularly profitable, and much of our effort was wasted. At my former firm, I asked my boss if we could switch my team’s performance compensation from hours to “revenue under management.” The idea was to allocate income to teams of three to four people who were responsible for a book of business. I was very proud of that plan and I presented it to my higher-ups. Alas, it went nowhere.

My boss told me the firm was so deeply entrenched in the hourly billing system that it would be too hard to pivot. He didn’t even want to test revenue under management as a pilot program to see if my idea had potential. Every service line at the firm had to report its hours to a department head whose compensation was directly tied to their team’s billable hours. 

Fortunately, my friends at Tri-Merit Specialty Tax Services conduct an annual CPA Career Satisfaction Survey to address some of these legacy issues. Their data confirmed that less than half (48%) of accountants working at firms still charging by the hour were highly satisfied in their careers compared to 55% who worked at firms using value billing and 75% working at firms using subscription pricing. The data tells us not only are clients more satisfied with a firm’s work when they’re billed based on outcome rather than hours, but so are the staff members who do the work.

Real-world examples

Let’s say a client asks you a question via email. In the past, you could charge them for the time it took to read their question thoroughly (15 minutes), to do the research (30 minutes), and to write them an email response or explanation (15 more minutes). That was roughly an hour of billable time. But now, in your email program, you can ask AI to analyze the client’s question, and it finds the answer in a matter of seconds by scouring the Tax Code at lightning speed. All you had to do was review the summary that AI came up with to make sure it was correct. Then you send it back to the client. Are you going to bill the client for just 15 minutes? Of course not.

The same goes for writing a tax memo. Doing an advanced analysis might take dozens of hours and you could bill thousands of dollars. But with AI, the initial research time could be virtually eliminated. So, are you not going to bill for that? That’s where fixed fees, value pricing and subscriptions come in. It’s all about delivering positive outcomes to clients and it shouldn’t matter to your client (or your partners) how long it took you to deliver that positive outcome.

My new book, Building a Sustainable Accounting Firm, provides more information about alternatives to the hourly billing method and how to implement them at your firm. 

Accountants making the same mistakes as aspiring musicians

As some of you know, I was a classical musician before becoming an accountant. When I first entered accounting, I was astounded by my colleagues’ preoccupation with racking up billable hours. I wondered how the quality of their work could be maintained when they were eight or nine hours into an 11-hour day. I discovered that many of them were not actually working those long hours. Instead, several told me they kept a “secret timesheet.” All of their clients were listed on the sheet, with the total number of firmwide billable hours budgeted for that client and each accountant’s share of those hours. Every day, they’d fill in the number of billable hours they put in for that client. At the end of the week, if they were over the budgeted time, they adjusted the numbers downward for that client and allocated those hours to other clients when they submitted their timesheets to management. This practice remains more widespread than you would think. Staff accountants got so tired of being punished for going over their time budget and for having to explain themselves that they just fudged the numbers. So, the billable hours aren’t real and have no impact on a successful or unsuccessful client outcome.

It’s no secret that our profession is facing a staffing crisis. Millennials and Gen Z often prioritize the value of work-life balance and flexibility over money. They want to be rewarded for doing great work, not for racking up 60-plus billable hours every week just to climb the corporate ladder.

As artificial intelligence streamlines many accounting tasks, clinging to hourly billing will become increasingly unsustainable. The future belongs to firms that adopt fixed-fee, value-based pricing and that align their staff compensation accordingly.

Making the transition to a subscription-based model is key to building a sustainable, modern firm. But this transition will fail if performance management remains tied to billable hours. Firms must align their team compensation with how they bill clients.

The good news is that a flexible, remote-friendly staffing model with a “book of business” compensation structure can be a powerful tool for attracting and retaining diverse talent. It can be especially attractive to working parents and to others who need greater flexibility in their workday. By valuing staff contributions beyond billable hours, firms can tap into a deep pool of skilled professionals that traditional firms often overlook or push away.

So, there you have it. You can go back to filling out timesheets, or you can build the practice of your dreams. The choice is yours. If you have another billing model that’s working for you, I’d like to learn more.

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Accounting

Lutnick’s tax comments give cruise operators case of deja vu

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Cruise operators may yet avoid paying more U.S. corporate taxes despite threats from U.S. Commerce Secretary Howard Lutnick to close favorable loopholes. 

Lutnick’s comments on Fox News Wednesday that U.S.-based cruise companies should be paying taxes even on ships registered abroad sent shares lower, though analysts indicated the worry may be overblown.

“We would note this is probably the 10th time in the last 15 years we have seen a politician (or other DC bureaucrat) talk about changing the tax structure of the cruise industry,” Stifel Managing Director Steven Wieczynski wrote in a note to clients. “Each time it was presented, it didn’t get very far.”

Industry shares fell sharply Thursday. Royal Caribbean Cruises Ltd. closed 7.6% lower, the largest drop since September 2022. Peers Carnival Corp. and Norwegian Cruise Line Holdings dropped by at least 4.9%.

All three continued slumping Friday, trading lower by around 1% each.

Cruise companies often operate their ships in international waters and can register those vessels in tax haven countries to avoid some U.S. corporate levies. It’s exactly those sorts of practices with which Lutnick has taken issue. 

“You ever see a cruise ship with an American flag on the back?,” Lutnick said during the interview which aired Wednesday evening. “They have flags like Liberia or Panama. None of them pay taxes.”

“This is going to end under Donald Trump and those taxes are going to be paid.” He also called out foreign alcohol producers and the wider cargo shipping industry. 

The vessels are embedded in international laws and treaties governing the wider maritime trades, including cargo shipping. Targeting cruise ships would require significant changes to those rule books to collect dues from the pleasure crafts, analysts noted. The cruise industry represents less than 1% of the global commercial fleet, according to Cruise Lines International Association, an industry trade group.

They also pay significant port fees and could relocate abroad to avoid new additional taxes, according to Wieczynski, who sees the selloff as a buying opportunity. 

“Cruise lines pay substantial taxes and fees in the U.S. — to the tune of nearly $2.5 billion, which represents 65% of the total taxes cruise lines pay worldwide, even though only a very small percentage of operations occur in U.S. waters,” CLIA said in an emailed statement. 

Should increased taxes come to pass, the maximum impact to profits would be 21% on US earnings, Bernstein senior analyst Richard Clarke wrote in a note. That hit wouldn’t be enough to change their product offerings, though it may discourage future investment. Recently, U.S. cruise companies have spent billions beefing up their operations in the U.S. and Caribbean. 

Cruise lines already employ tax mitigation teams that would work to counteract attempts by the U.S. to collect taxes on revenue generated in international waters, wrote Sharon Zackfia, a partner with William Blair.

Royal Caribbean did not respond to requests to comment. Carnival and Norwegian directed Bloomberg News to CLIA’s statement. 

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Accounting

AI in accounting and its growing role

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Artificial intelligence took the business world by storm in 2024. Content creation companies received powerful new AI-powered tools, allowing them to crank out high-quality images with simple prompts. AI also helped cybersecurity companies filter email for phishing attempts. Any company engaging in online meetings received an ever-ready assistant eager to show up, take notes and highlight the most important talking points.

These and countless other AI-driven tools that emerged during the past year are boosting efficiency in virtually every industry by automating the tasks that most often bog down business processes. Essentially, AI takes on the business world’s day-to-day dirty work, delivering with more accuracy and speed than human workers are capable of providing.

For accounting, AI couldn’t have come at a better time. Recent reports show that securing capable accounting staff is becoming more challenging due to a high number of retirees and a low number of new accounting graduates. At the same time, globalization, the rise of the gig economy, the shift to remote work and other recent developments in the business landscape have increased both the volume and complexity of accounting work.

As companies struggle to do more with less, AI offers solutions that promise to reshape the accounting world. However, putting AI to work also forces companies to accept some new risks.

“Bias” has become a huge buzzword in the AI arena, forcing companies to consider how the automation tools they bring in to help with processing data may introduce some questionable or even dangerous ideas. There are also ethical issues associated with next-level AI-powered data processing that have some concerned that achieving AI-assisted business efficiency also means risking consumer privacy.

To make AI worthwhile as an accounting tool, companies must find ways to balance gains in efficiency with the ethical risks it presents. The following explores the growing role AI can play in business accounting while also pointing out some of the downsides that should be carefully considered.

AI upside: Increased accuracy and efficiency

Accounting isn’t accounting if it isn’t accurate. Miskeyed amounts or misplaced decimal points aren’t acceptable, regardless of the company’s size or the business it is doing. When the numbers are wrong, the decision-making that relies on those numbers suffers.

Consequently, manual accounting typically moves slowly to avoid errors. Business leaders have learned to wait on financial reporting prepared by hand. They’ve also learned that because of processing delays, they may not have the numbers they need to take advantage of unexpected opportunities.

AI changes the equation by improving the speed and accuracy of reporting. AI-powered data entry automatically extracts numbers from invoices and other financial statements, eliminating the need for manual entry and the mistakes that can occur when an accountant is distracted, tired or just having an off day. AI can also detect errors or inconsistencies in incoming documents by comparing invoices and other documents to previous records, providing a second set of eyes for accounts as they ensure companies aren’t being overbilled or under-compensated.

When it comes to increasing the pace of accounting, AI’s capabilities are truly astonishing. As Accounting Today has reported, in the past, the type of robotic process automation AI empowers can be used to drive automated processes 745% faster than manual processes. And AI accounting programs never clock out or take a lunch break. They work 24/7, even on bank holidays, to keep the books up to date.

AI accounting gives business leaders accurate financial data in real time, meaning they have relevant and reliable accounting intel when they need it rather than requiring them to wait until the end of the month to have a report on where their cash flow stands. It also has the potential to give a glimpse into the future by drawing upon historical data to drive predictive analytics. AI can look at what has been unfolding in a business and its industry to plot the path forward that makes the most financial sense. It’s not exactly a crystal ball, but it’s as close as most businesses should expect to get.

AI upside: More time for high-level engagement

As AI began to make inroads in the business world, experts warned it would ultimately replace hundreds of millions of jobs. While the consensus seems to be that AI doesn’t have what it takes to replace an accountant, it certainly has the potential to reshape the profession in a positive way.

The manual work typical of conventional accounting is tedious, tiresome and time-consuming. Doing it well eats up much of the energy accountants could otherwise apply to higher-level activities. By using AI automation for those tasks, accountants gain the resources needed for high-level engagement.

Accountants who partner with AI gain the capacity to shift their role from bookkeeper to financial advisor. Rather than focusing all of their energy on preparing reports, they are freed up to interpret the reports. Delegating data entry and other day-to-day tasks to AI allows accountants to become strategic partners with the businesses they serve, whether as in-house employees or external advisors.

Financial forecasting becomes much more doable when AI is in play. Accountants can develop comprehensive financial models that forecast future revenue and expenses. They can also assess investment opportunities, such as determining the viability of mergers and acquisitions, and help with risk management and mitigation.

Tax planning and optimization will also become more manageable once AI automations have been added to the mix. Automating data extraction and categorization streamlines the process of classifying expenses for tax purposes and identifying expenses that are eligible for deductions. AI automation can also be used for tax form completion, adding speed and a higher level of accuracy to a process that very few accountants look forward to completing manually.

AI downside: Higher data security risks

Accountants are well aware of the dangers of data breaches. Allowing financial data to fall into unauthorized hands can lead to financial loss, operational disruption, reputational damage and regulatory consequences. Shifting to AI accounting can potentially increase the risk of data breaches.

Changing to AI accounting often means concentrating financial and other sensitive data and moving it to interconnected networks. Concentrating data creates a target that is more desirable to bad actors. Shifting it to the cloud or other interconnected networks creates a larger attack surface. Both factors create situations in which higher levels of data security are definitely needed.

Addressing the heightened threat of cyberattacks requires a combination of tech tools and human sensibilities. To keep accounting data safe, encryption, multifactor authentication, and regular testing and update protocols should be used. Training should also help accounting teams understand what an attack looks like and how to respond if they sense one is being carried out.

AI downside: Less process customization

Developing the types of platforms that can safely and reliably drive AI automations is not an easy — nor cheap — undertaking. Consequently, many companies choose the economy of “off-the-shelf” platforms. However, opting for a standardized platform could mean closing the door on customized financial workflows a company has developed.

For example, an off-the-shelf platform may not have the option of accommodating the accounting rules of highly specialized industries. It may have a predefined chart of accounts structure that doesn’t fit the structure a company has traditionally used. It also may be limited in the formats that can be used for financial reporting, which could require business leaders to make peace with reports that don’t fit their personal tastes.

To avoid big problems that can surface after shifting to off-the-shelf solutions, companies should make sure to take their time and seek software that can scale with their plans for growth. Like any other technological innovation, AI is a tool meant to support and not supplant a company’s processes. The process of selecting an AI platform to improve accounting efficiency begins with mapping out a company’s unique process and identifying where AI can boost efficiency. If the platform you are considering can’t deliver, keep looking.

AI best practice: Take it slow and learn as you go

The biggest temptation for companies as they begin to embrace AI will likely be doing too much too fast and with too little oversight. Artificial intelligence is a remarkable tech tool, but still in its infancy. Taking advantage of its capabilities also requires managing some risks.

For example, AI has what some experts describe as an “explainability” problem. Developers know what AI can do but don’t always know how it does it. Companies that feel compelled to provide their clients or stakeholders with a solid explanation of the process behind their AI automations may be limited in how they can put AI to work.

Now is the time to begin integrating AI with your company’s accounting efforts, but take it slow and learn as you go. A solid best practice is to explore what is available, experiment with how it can help your business, and expect to make many adjustments before you arrive at an optimal process. Your accounting efforts will serve you best when they combine human and artificial intelligence.

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Accounting

Ascend adds VP of partnerships

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Ascend, a private-equity backed accounting firm, added a vice president of partnerships to its leadership team.

Maureen Churgovich Dillmore will oversee the expansion of Ascend’s growth platform for regional accounting firms into new U.S. markets, effective Feb. 17. She was previously executive director of the Americas at Prime Global. Prior, she was executive director at DFK International/USA.

“I have dedicated a large part of my career to supporting firms that want to remain independent. The dynamics of achieving success in this area are evolving rapidly, and the Ascend model was created so that firm identity would not be at odds with accessing the community and resources needed to prosper. I am genuinely impressed by Ascend’s ability to assist mid-sized firms in making the necessary strides to stay relevant, sustain growth, and provide their staff and clients with top-tier shared services—all while preserving their unique brand and culture,” Churgovich Dillmore said in a statement.

Ascend has added 14 partner firms across 11 states since the company launched in January 2023.

Maureen Churgovich Dillmore

Maureen Churgovich Dillmore

“So much of association work is theoretical, advising member firms on best practices, and you don’t get to see the end game. What excites me about being on the Ascend team is the opportunity to be a force behind the change, to help enact the change and see where and how it comes in,” Churgovich Dillmore added.

“Maureen’s decision to join Ascend is rooted in her desire to serve the profession in a way that maximizes her impact. We are all excited to welcome someone into our Company who has been an advisor and friend to mid-sized CPA firms for over a decade, and it is all the more rewarding when you realize that the community and resources we are bringing to life will allow Maureen to have conversations with firms that she’s never had before. Her curiosity, commitment, and deep care for others are going to stand out in this role,” Nishaad (Nish) Ruparel, president of Ascend, said in a statement.

Ascend is backed by private equity firm Alpine Investors and works with regional accounting firms with between $15 and $50 million in revenue. It ranked No. 59 on Accounting Today‘s 2024 Top 100 Firms list, with $126 million in revenue and over 600 employees. 

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