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Boomer’s Blueprint: Implementing ‘staff on demand’ at accounting firms

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CPA firms face increasing pressure to deliver high-value advisory and consulting services as the accounting profession transforms. Traditional talent development models rely on in-house staff and struggle to keep pace with this shift.

Enter “staff on demand,” a hallmark of exponential organizations that offers a scalable, flexible solution to increase capacity, drive innovation, and accelerate service delivery. This approach addresses staffing challenges and empowers firms to develop talent capable of delivering higher-value services.

This option isn’t new, as firms have been outsourcing since the early 2000s. What is new are the mindsets, skill sets, and toolsets needed to succeed. The convergence of multiple technologies, clients’ wants and needs and artificial intelligence helps firms meet the challenges and take advantage of their best opportunities.

Why firms need staff on demand

Staff on demand is a strategy where organizations leverage external resources, freelance talent and part-time experts to meet fluctuating business needs. This model provides agility and helps firms closely align resources with client demands without the overhead and inflexibility of full-time hires. More importantly, firms build teams with the required skill sets and technology (toolsets).

This concept goes beyond temporary staffing in an accounting firm. It involves creating an ecosystem of professionals who contribute niche expertise, specialized skills, or extra capacity during peak seasons.

Now, we’ll examine why the staff-on-demand model is the path forward.

  • Talent gap and specialized skills. The profession faces a talent shortage exacerbated by increased demand for advisory and consulting services. Traditional hiring pipelines often fail to deliver the specialized skills needed for areas like financial forecasting, tax strategy and digital transformation advisory. The staff-on-demand model provides access to a global talent pool so firms can bridge gaps in expertise without lengthy recruitment processes.
  • Seasonal peaks and workload fluctuations. Tax season and other busy periods strain internal resources, leading to burnout or missed opportunities. By adopting this model, firms can scale up quickly during peak times and downshift during slower periods. Improved resource utilization supports employee well-being.
  • Cost efficiency. Full-time staff come with significant overhead costs like salaries, benefits, training and workspace needs. Staff on demand is a cost-effective alternative, allowing firms to allocate resources to client-centric investments and technology upgrades.

This isn’t temporary staffing; it’s a strategic approach to cultivating talent capable of driving advisory and consulting services. Here’s how:

  • Exposure to new skills and perspectives. Integrating external professionals into projects exposes internal teams to diverse approaches and cutting-edge expertise. This cross-pollination of ideas fosters innovation and accelerates skill development within the core team.
  • Mentorship and knowledge transfer. Senior-level external consultants can serve as mentors for junior staff. They can train internal teams in niche areas like AI implementation, business analytics, or blockchain accounting. This blueprint allows internal teams to learn from experienced professionals in real time.
  • Risk mitigation in talent investments. Hiring full-time staff for emerging service lines is risky, especially in uncertain markets. Staff on demand lets firms test and refine advisory services with minimal commitment, reducing the financial risks associated with building out capabilities.

Implementing staff on demand

Below are actionable steps for firms to integrate the new model effectively:

  • Step 1: Redefine talent needs. Identify the specific skills and expertise required to expand your advisory and consulting services. Develop a framework to categorize these needs into short-term, long-term and specialized projects. For example, if you’re exploring sustainability consulting, you may need environmental accounting or carbon reporting experts.
  • Step 2: Build a talent network. Develop a pool of vetted professionals, including freelancers, boutique firms and consultants. Consider establishing formal partnerships with universities and professional organizations to access upcoming talent.
  • Step 3: Integrate technology. Leverage technology to streamline hiring, onboarding and collaboration. Platforms like Bamboo for HR, MS Teams for communication, and project management tools like Asana help manage remote or freelance workers.
  • Step 4: Establish a culture of collaboration. Firms must foster a collaborative culture for staff on-demand to thrive. Clearly define roles, expectations, and integration points between full-time staff and external professionals. Transparency and alignment build trust and help maintain quality.
  • Step 5: Focus on knowledge retention. Capture the insights and expertise from on-demand professionals and share them with your internal team. Use collaboration tools, project after-action reviews and learning management systems to institutionalize this knowledge.
  • Step 6: Prioritize compliance and risk management. When working with external staff, have contractual agreements covering confidentiality, data security and intellectual property rights. Complying with industry regulations like Public Company Accounting Oversight Board and Internal Revenue Service standards is a priority.

Real-life applications

Next, let’s look at some examples of how firms use and benefit from the staff on demand model.

  • Tax season scaling. A midsized firm leveraged staff on demand to meet tax season demands. By hiring freelance tax preparers and reviewers, they reduced the workload for full-time staff, maintained quality and avoided burnout.
  • Niche advisory services. A firm exploring digital transformation advisory services brought in an on-demand consultant to conduct initial assessments for clients. This external expertise delivered immediate client value and trained the firm’s staff to replicate the process internally.
  • Technology implementation. A firm engaged on-demand IT consultants to implement AI-driven tools for audit automation. The consultants trained internal staff, helping them build long-term capability in audit innovation.

Overcoming challenges

Here are a few common challenges for firms implementing staff on demand and how to overcome them to start reaping the benefits:

  • Problem 1: Maintaining quality and consistency. Solution: Develop standardized workflows to ensure external staff meet firm quality standards.
  • Problem 2: Protecting firm culture. Solution: Include external professionals in team-building activities. Communicate the firm’s mission, vision and values to maintain cultural alignment.
  • Problem 3: Managing client perception. Solution: Be transparent with clients about the use of external expertise. Frame it as a service enhancement rather than a substitute for internal talent.

Advisory and consulting services are the fastest-growing areas for CPA firms, but traditional staffing models can’t keep up with the demands of flexibility, specialization and innovation. Staff on demand is a pathway to overcome these challenges while fostering a culture of learning and adaptability.

Take proactive steps to embrace this model and align it with your vision for growth, talent development, and client success. Then you can unlock new opportunities for innovation, scalability and impact.

Think — plan — grow!

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Accounting

AICPA, NASBA approve CPA licensure model legislation

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The American Institute of CPAs and the National Association of State Boards of Accountancy have given their approval to new model legislation providing an alternative path to a CPA license in an effort to attract more people to the accounting profession.

The optional path aims to maintain public protection while offering additional flexibility and options for CPA candidates. The changes will add an extra pathway to CPA licensure requiring a baccalaureate degree, including an accounting concentration, along with two years of experience, and passage of the Uniform CPA Examination. 

Other revisions to the model legislation, which can be used by states, include a shift from state-based mobility to an individual-based practice privilege that would maintain a CPA’s ability to practice across state lines with just one license. There’s also new safe harbor language allowing CPAs who were licensed under differing education, experience and exam requirements as of Dec. 31, 2024, to continue to have practice privileges under mobility.

The AICPA and NASBA proposed the changes to the UAA last September and an alternative path to CPA licensure in February.

“By aligning our model legislative framework with the laws recently adopted in certain states, we’re encouraging removal of outdated barriers and reaffirming our commitment to a truly mobile CPA profession,” said Susan Coffey, the AICPA’s CEO of public accounting, in a statement Wednesday. “Businesses today demand seamless practice across state lines, and this action provides legislators and regulators with a model under which CPAs can meet that need without disruption. This is how we protect the public while keeping the profession strong, relevant, and ready for what’s next.”

The additional path will be included in the amended Uniform Accountancy Act to be released early this summer by AICPA and NASBA. The UAA offers state legislatures and boards of accountancy a national model that can be adopted in whole or in part to meet the needs of each individual jurisdiction.

“NASBA and Boards of Accountancy remain committed to maintaining public protection while implementing these changes to the UAA,” said NASBA president and CEO Daniel Dustin in a statement. “We will continue to work closely with state boards as the new pathway and changes to CPA mobility are implemented.”

The new pathway envisions a wider role for experience to be determined at the jurisdiction level. Individual states will still need to formally enact legislation and/or adopt rules and regulations, depending on the jurisdiction, before candidates can pursue this path. To date, 14 states have done so.

The new pathway would be added to the existing pathways:

Post-baccalaureate degree with an accounting concentration plus one year of experience plus passage of the CPA Exam;

Baccalaureate degree with an accounting concentration plus 30 credits plus one year of experience + passage of the CPA Exam.

The updated edition of the UAA maintains that oversight and disciplinary authority over licensees continues with a state board of accountancy.

The AICPA and NASBA asked for feedback on the proposals in March, and the various comments on the proposals can be found on the NASBA and AICPA  websites. They intend to continue to have discussions on maintaining the relevance of the UAA while also exploring the knowledge and skills needed for a newly licensed CPA to serve the public, promote public protection, and be positioned for a career as a CPA. The organizations said they’re discussing conducting a wide-ranging study that will include research and engagement with stakeholders, including regulators and the CPA profession.

As they begin this new phase, the AICPA and NASBA are also exploring opportunities for how to help CPAs navigate practice mobility as states enact legislation.

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Accounting

QBO vs. QuickBooks Desktop, and other tech stories you may have missed

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David Paul Morris/Bloomberg

Microsoft’s Recall AI tool — which captures and indexes screenshots of user activity every three seconds — is being reintroduced after facing significant privacy concerns when it was initially announced in 2024. Now available to Windows 11 Insiders, the feature requires users to opt-in and authenticate via Windows Hello, aiming to address earlier criticisms. However, privacy advocates remain apprehensive, noting that even with these measures, sensitive information from non-users can still be inadvertently captured and stored on others’ devices. This raises ongoing concerns about data security and the potential for misuse, despite Microsoft’s efforts to enhance privacy controls. (Source: Wired

Why this is important for your firm and clients: Of course there’s data and privacy issues. Think about it: If you opt-in, then all of the activity on your device is being captured by Microsoft and then stored who-knows-where in the cloud. But on the upside, it will make recovering from a problem — a malware attack, a natural disaster — much faster, which could reduce losses. Like everything in tech, there’s a trade-off. Do you give up your privacy and your confidential information for increased productivity? There’s no right or wrong answer. Everything is judged by risk vs. reward. In case you’re wondering, I’ll opt-in. 

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Accounting

Trump tax plan gains momentum in House before floor vote

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President Donald Trump’s signature economic package took a major step toward becoming law when the House Ways and Means Committee approved trillions in new tax cuts for corporations, households and small businesses on a party-line vote. 

The bill, once it clears procedural steps, will head to the House floor for passage. But crucial issues — including an unresolved battle over the state and local tax deduction — threaten to delay or imperil Republicans’ legislative agenda. Lawmakers are continuing to meet behind closed doors to negotiate the SALT write-off and spending cuts in the bill as they aim to pass the legislation in the House by the end of the month. 

“The one big beautiful bill is the key to making America great again,” Ways and Means Chair Jason Smith said on Tuesday, kicking off the debate on the legislation.

The bill would permanently extend the lower individual tax rates enacted under Trump in 2017 including a lower 37% rate for the highest earners, after Republicans debated the possibility of raising levies on millionaires. The legislation also brings to life many of the promises Trump floated as a presidential candidate: eliminating taxes on tips and overtime pay and creating new deductions for seniors and car buyers.

Those tax cuts begin this year and will last through 2028, coinciding with Trump’s time in the White House.

The plan also calls for a slew of cuts for companies, including expanding or renewing write-offs for business profits, loan expenses, equipment investments and research costs.

The biggest open question is how to address the SALT deduction. The bill calls for increasing the $10,000 cap on SALT to $30,000, with a phaseout for most filers making more than $400,000. Republicans representing high-tax areas have rejected that amount and have threatened to block the bill unless the write-off is made even bigger.

“There’s going to be bumps along the way in this process,” Smith told reporters Tuesday. 

The vote in the House tax committee came after a marathon session in which Democrats assailed the bill, casting it as disproportionately benefiting the wealthy and large corporations while adding trillions to the national debt.  

“This isn’t about growth or economic prosperity, it’s about protecting the ultra-wealthy,” Representative Richard Neal, the committee’s top Democrat, said. “It’s a tax cut for billionaires.”

The tax provisions are projected to add $3.8 trillion to deficits over the next decade, according to the nonpartisan Joint Committee on Taxation. Spending cuts approved by other House committees do not come close to offsetting those reductions. Republicans argue that economic growth stemming from the tax cuts would ultimately erase those deficit increases, but economists are skeptical of that claim. 

The bill also increases the child tax credit to $2,500 from $2,000 on a short-term basis, broadens health savings accounts and creates a new tax-preferred savings plan for children.

These breaks are partially paid for by ending many of the renewable energy tax benefits enacted under former President Joe Biden, including a credit for buying electric vehicles. University endowments, private foundations, sports team franchises and immigrants sending money to their home countries also face higher levies. Proposals to increase taxes on other businesses, including an increase in taxes on carried interest, were beaten back in a lobbying frenzy.

The House is aiming to vote next week. Republican lawmakers are hoping to move the package without the help of Democrats through the Senate and to Trump’s desk by July 4.  

Senate leaders have said the real deadline is the federal borrowing limit. The Treasury Department has said they will run out of borrowing authority as soon as August.

— With assistance from Derek Wallbank, Emily Birnbaum and Billy House

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