To date, two different meetings with bosses have ended up defining Lindsay Stevenson’s career.
In the first, she was distraught and overworked in the office of the Arizona accounting firm where she was employed as a CPA about nine years ago.
“I sat in the managing partner’s office and cried that I didn’t think the profession was ready for me, that I wanted to change how I worked and served clients,” she shared.
Her husband was worried she was a workaholic (a condition she describes as mostly self-inflicted, not due to the particular firm) but she had started public speaking about change leadership at industry events and volunteering at the American Institute of CPAs, which gave her more satisfaction than her long hours of client-facing work.
So she left her public accounting job to work as a vice president of finance and tax at a bank, and then launched her own consulting firm that helped firms become more purpose-driven by aligning culture with strategic initiatives, and introducing equity and inclusion initiatives and training.
But then came her second pivotal meeting, this time with Jim Wallace, CEO of San Francisco-based Top 50 Firm BPM.
“He asked, ‘What would you do if you could create your perfect dream job?'” she recounted. “I wanted to work in transforming and helping firms, and the profession, to think differently. He said, ‘Let’s do that.’ I said, ‘Oh, really?'”
Lindsay Stevenson of BPM
rMIRABELLA PHOTOGRAPHX
While Stevenson had enjoyed her job at the bank and “really, really loved” the work her consultancy was doing to help firms innovate, her external role had some drawbacks.
“The bad part with consulting is that you never see the end results,” she said. “You’re designing what’s important and getting pumped up, but at the end of the day, they do the heavy lifting, they can celebrate, and they see how it is operating on a daily basis.”
But since Wallace gave her that opportunity to draw up her dream job, Stevenson has been able to do all of that, becoming BPM’s chief transformation officer three years ago. She has since built a transformation team of nine people to guide the firm’s wide-ranging innovation efforts.
Incremental changes
Among the recent initiatives that Stevenson’s team is undertaking is a firmwide project: building a “data lakehouse,” which improves business intelligence and machine learning by migrating data to a new management platform created to house both structured and unstructured data. From forming the committee to implementation launch, the project took 11 months.
“The process is essentially, we need this, and we submitted it to the PMO [project management office] and [said] ‘It will take this investment, this energy’ … and we got the greenlight,” she explained. “We created a separate steering committee of genius people that understand the data, internal and client-facing, and then had months of researching vendors. We went through demos before finally choosing vendors and a new product team and, with the IT group, identified the resources we needed from them to be successful.”
Large-scale projects like this require project managers, but BPM’s transformation team also oversees smaller initiatives that don’t require a full-time PM. Recently, the assurance team wanted to use artificial intelligence-assisted writing tool Grammarly to improve their internal and client communications, so BPM beta-tested it with a small group to great success before expanding the user base. And Stevenson’s team is also helping the firm try out and collect feedback on virtual-office software Kumospace for potential future implementation, while the IT team recently built the tax department a chatbot to provide quick, safe and relevant tax information within the firm’s internal, private environment.
The range of project sizes underscores Stevenson’s philosophy of gradual shifts being key to success.
“Any organization wishes they spent 100% of their time on innovation and cutting-edge, crazy ideas that could change the world,” Stevenson explained, “but in reality, most transformation is all incremental changes that bring you closer to the outcomes we are really passionate about.”
Of course, this runs the risk of instilling impatience — or even disillusionment.
“The challenge in the day-to-day environment is you can feel not as inspired by big ideas, the kind that trigger that excitement, when working on one step to make it possible,” she shared. “Those incremental shifts build a strong foundation for meaningful transformation — if you don’t spend time on that, there is failure on the big side. All of us are daydreamers by nature, envelope-pushers, but [change] needs to be realistic and impactful: the steps to get outcomes; the big, flashy things to report at the end are not the whole process. There’s always so much going on, so focus can be challenging.”
Transformation is inevitable
Daydreaming and envelope-pushing is not only what attracted Stevenson to her role but led her to create it, and with that, a new way of thinking throughout the firm.
“When I was first brought on, we were building innovation and transformation into the culture, to be woven in and directed in more intentional ways,” she said. “Quickly after that, we brought in our transformation manager and worked to build out change in our leadership strategy, and what that looks like as we progress and weave it into projects … . At the same time, our director of business intelligence and data governance has a team focused on transformation, how we are leveraging data, do we have a data roadmap, how do we position ourselves to have access to business intelligence. We have two teams inside the transformation [department], and since then we have built out our project management office where we manage and filter products, and the PMO helps with resource management and allocation.”
Stevenson oversees weekly team meetings that are structured to give every direct report four minutes to address their top three priorities, then list any barriers or “asks” of the team or firm.
“It’s really effective for us as a team, to collaborate with each other; it works really well,” she said, explaining that as none of the team members are in the same location, meetings are conducted remotely over Microsoft Teams.
Stevenson credits BPM’s being “really great around strategic planning” for helping work these ideas up the leadership chain: “There is a lot of connection to strategic priorities. We make time for ideation, because you never know when something really great is going to strike. With our strategic ideas and outcomes, we keep each other in check. It’s so fun to work on that … . Sometimes it isn’t as fun to be accountable, to [ask], ‘Is this something we want to be five years from now?’ If the answer is unclear or no, we don’t focus on that.”
Having to shoot down ideas is a continual, but necessary, hurdle for Stevenson and her team.
“There is so much talent in the organization, from the interns up to the CEO, really smart, engaged, incredibly bright people who have ideas all the time,” she shared. “The hardest thing, in the beginning, is saying no to something. There are a lot of really good ideas, but only some are really great.”
It is Stevenson and her team’s job to help the firm discern the difference, and to inspire staff to tap into the kind of idealism that has guided her career, and led her into this role of guiding others.
The transformation team was created “so people don’t feel so discouraged, so they keep thinking, keep dreaming, keep considering,” she said. “You don’t know when a good idea is going to become a great idea … . We want the firm to transform, for people to share ideas, to continue to grow, and we have to lead by example.”
Bank job; the magic is gone;not a beautiful day in the Neighborhood; and other highlights of recent tax cases.
Washington, D.C.: CPA Timothy Trifilo has been sentenced to 20 months in prison for making a false statement on a mortgage loan application and for not filing an income tax return.
Trifilo worked in compliance for several large accounting and finance firms and recently was managing director at a tax firm where he specialized in transaction structuring and advisory service, tax compliance and tax due diligence.
For a decade, he did not file federal income tax returns nor pay taxes owed despite earning more than $7.7 million during that time. He caused a tax loss to the IRS of more than $2 million.
In February 2023, Trifilo sought to obtain a $1.36 million bank-financed loan to purchase a home in D.C. and was working with a mortgage company. After the company told him that the bank would not approve the loan without copies of his filed returns, Trifilo provided fabricated documents to make it appear as if he had filed federal returns for 2020 and 2021. On these returns and other documents, Trifilo listed a former colleague as the individual who prepared the returns and uploaded them for filing with the IRS. This individual did not prepare the returns, has never prepared returns for Trifilo and did not authorize Trifilo to use his name on the returns and other documents.
The bank approved the loan and Trifilo purchased the home.
Trifilo, who previously pleaded guilty, was also ordered to serve two years of supervised release and pay $2,057,256.40 in restitution to the IRS.
New York: Tax preparer Rafael Alvarez, 61, of Cortland Manor, New York, has been sentenced to four years in prison in connection with a decade-long, $145-million tax fraud.
Alvarez, a.k.a. “the Magician,” who previously pleaded guilty, oversaw the filing of tens of thousands of federal individual income tax returns that included false information designed to fraudulently reduce clients’ taxes. From around 2010 to 2020, Alvarez was the CEO, owner and manager of ATAX New York, also d.b.a. ATAX New York-Marble Hill, ATAX Marble Hill, ATAX Marble Hill NY and ATAX Corporation. This high-volume prep company in the Bronx, New York, prepared some 90,000 federal income tax returns for clients during this period.
Alvarez both prepared returns for clients and recruited, supervised and directed other personnel who in turn prepared returns. He oversaw what authorities called “a sweeping fraudulent scheme” where he and his employees submitted false information on clients’ returns. This information included, among other things, bogus itemized tax deductions, made-up capital losses, phony business expenses and fraudulent tax credits.
Alvarez recruited to ATAX and personally trained “impressionable, easily intimidated” workers. When some employees questioned Alvarez about his fraudulent tax prep, he threatened these employees about reporting his scheme.
He deprived the IRS of $145 million in tax revenue.
He was also sentenced to three years of supervised release and ordered to pay the IRS $145 million in restitution and forfeit more than $11.84 million.
Philadelphia: Tax preparerJames J. Sirleaf, 65, of Darby, Pennsylvania, has pleaded guilty to a multiyear scheme to help clients file false income tax returns to fraudulently increase their refunds, as well as to filing false personal income tax returns for himself.
Sirleaf, who previously pleaded guilty, was the sole owner and operator of Metro Financial Services; he prepared false and fraudulent 1040s for clients for at least tax years 2016 through 2019. On the returns he included false deductions, business expenses and dependent information.
He also filed false returns for himself for tax years 2017 through 2019, failing to fully report his income.
Sirleaf caused a tax loss to the IRS of $219,622.
Sentencing is Sept. 3.
Summerfield, North Carolina: William Lamar Rhew III has pleaded guilty to wire fraud, money laundering, securities fraud, tax evasion and failure to file returns in connection with a $20 million Ponzi scheme.
From November 2017 to December 2023, Rhew defrauded at least 117 investors of at least $24 million. He induced victims to invest with his company, Chadley Capital, which would allegedly buy accounts receivable at a discount, sell them for a profit and provide consistently high rates of return. Rhew touted the company’s increasing deal flow and underwriting standards and claimed $300 million in transactions in 2023, consistent returns exceeding 20% per year and nearly 74% total growth over 24 months.
All Rhew’s representations were false. Instead of investing victims’ funds, Rhew used the money on personal expenses, including the purchases of a boat, a beach house and luxury cars, and to make “interest” and “withdrawal” payments to other victim-investors.
For 2018 through 2022, Rhew willfully failed to report nearly $9 million in income to the IRS.
He has agreed to pay almost $14.9 in restitution to the victims and $3,056,936 to the IRS.
Sentencing is Aug. 22. Rhew faces up to 20 years in prison, supervised release of up to three years and monetary penalties.
Miami: In related cases, three tax preparers have pleaded guilty to tax crimes connected to a scheme to prepare false returns.
Franklin Carter Jr., of Sanford, Florida, pleaded guilty to conspiring to defraud the U.S. and to not filing returns. Jonathan Carrillo, of St. Cloud, Florida, pleaded guilty to conspiring to defraud the U.S. and assisting in the preparation of false returns.
Diandre Mentor has pleaded guilty to conspiring to defraud the United States by filing false returns for clients.
From 2016 to 2020, Carter and Carrillo owned and operated Neighborhood Advance Tax, a tax prep business with a dozen offices throughout Florida. Mentor worked there between January 2017 and 2019. The conspirators inflated client refunds by fabricated deductions and held periodic training to teach Neighborhood employees how to prepare fraudulent returns.
In 2020, Mentor and his co-conspirators also started Smart Tax & Finance, which expanded to 12 franchise locations throughout South and Central Florida. The next year, Carter, Carrillo and the co-conspirators started Taxmates, which operated out of the same offices that Neighborhood had used. Both firms prepared false returns for clients; many of those returns included false deductions.
The three also continued to teach franchise owners and employees how to prepare false returns for clients. In addition, Carter did not file personal tax returns for 2019 through 2021.
Carter and Carrillo caused a tax loss to the IRS exceeding $12 million. Mentor caused a tax loss to the IRS totaling $3,090,077.
Several co-conspirators have also pleaded guilty, including Abryle de la Cruz, Emmanuel Almonor, Adon Hemley and Isaiah Hayes.
Carter and Carrillo each face up to five years in prison for the conspiracy charge. Carter faces up to a year for each failure to file a return charge; Carillo faces a maximum of three years for each charge of assisting in the preparation of a false return; Mentor faces up to five years in prison. All three also face a period of supervised release, restitution and monetary penalties.
Hourly earnings growth for small business employees dropped to a four-year low at 2.77% in May, while job growth was flat, according to payroll company Paychex.
The Paychex Small Business Employment Watch, which tracks U.S. business with fewer than 50 employees, found that three-month annualized hourly earnings growth fell to its lowest level in May (2.45%) since December 2020, when it was 1.66%.
“There seems to be a very limited amount of dynamism in small businesses right now,” said Frank Fiorille, vice president of risk management, compliance and data analytics at Paychex. “We’re not seeing blockbuster or torrid hiring, but we’re also not seeing major layoffs either. They’re in a frozen state. They don’t want to take any risks.”
The Midwest has represented the strongest region for small business employment growth for the past year, while the West continues to lag all regions and reported an index level below 100 on Paychex’s Small Business Jobs Index for the 14th consecutive month in May.
“The Midwest is doing well, and the coasts are lagging a little bit,” said Fiorille.
Construction dropped 0.68 percentage points to a jobs index of 99.69 in May, marking its lowest level since March 2021. Job growth in the leisure and hospitality industry remained in last place among sectors for the fourth month in a row at 98.18 in May.
Uncertainty over tariffs and the massive tax bill in Congress seem to be holding back small businesses, and accountants should keep a close eye on developments to advise their small business clients. “That’s the ballgame right now for everybody to watch,” said Fiorille.
Tesla Inc.’s shares sank as Elon Musk and President Donald Trump’s simmering feud devolved into a public war of words between two of the world’s most powerful people.
Trump on Thursday said he was “very disappointed” by the Tesla chief executive officer’s criticism of the president’s signature tax policy bill. Musk fired back in several social media posts, saying in one that “without me, Trump would have lost the election.”
The president later floated terminating federal contracts and subsidies extended to Musk’s companies and said that he had asked the Tesla and SpaceX leader to leave his administration, which Musk said was a “lie.”
Tesla’s shares dropped 14% on Thursday in New York, the stock’s biggest decline since March 10. The rout erased about $150 billion from the electric-vehicle maker’s market value.
The spectacle of the world’s richest person and the leader of the free world lobbing insults toward one another on social media marks a stunning breakup of a once formidable political alliance.
Musk spent more than $250 million to help secure Trump’s return to the White House. Trump in turn deputized Musk to lead a sweeping effort to slash government spending and reshape the federal bureaucracy before the mercurial billionaire stepped back from that role last week.
At the same time, policies advanced by Trump and Republican lawmakers put billions of dollars at risk for Tesla, by far Musk’s largest business.
Trump’s massive tax bill would largely eliminate a credit worth as much as $7,500 for buyers of some Tesla models and other electric vehicles by the end of this year, seven years ahead of schedule. That would translate to a roughly $1.2 billion hit to Tesla’s full-year profit, according to JPMorgan analysts.
After leaving his formal advisory role in the White House last week, Musk has been on a mission to block the president’s signature tax bill that he described as a “disgusting abomination.” The world’s richest person has been lobbying Republican lawmakers — including making a direct appeal to House Speaker Mike Johnson — to preserve the valuable EV tax credits in the legislation.
False, this bill was never shown to me even once and was passed in the dead of night so fast that almost no one in Congress could even read it! https://t.co/V4ztekqd4g
Separate legislation passed by the Senate attacking California’s EV sales mandates poses another $2 billion headwind for Tesla’s sales of regulatory credits, according to JPMorgan.
Taken together, those measures threaten roughly half of the more than $6 billion in earnings before interest and taxes that Wall Street expects Tesla to post this year, analysts led by Ryan Brinkman said in a May 30 report.
Tesla didn’t immediately respond to a request for comment.
The House-passed tax bill would aggressively phase-out tax credits for the production of clean electricity, and other sources years earlier than scheduled. It also includes stringent restrictions on the use of Chinese components and materials that analysts said would render the credits useless and limits the ability of companies to sell the tax credits to third parties.
Abruptly ending the energy tax credits would threaten America’s energy independence and the reliability of our grid – we urge the senate to enact legislation with a sensible wind down of 25D and 48e. This will ensure continued speedy deployment of over 60 GW capacity per year to…
Tesla’s division focused on solar systems and batteries separately criticized the Republican bill for gutting clean energy tax credits, saying that “abruptly ending” the incentives would threaten U.S. energy independence and the reliability of the power grid.
The clean energy and EV policies under threat were largely enacted as part of former President Joe Biden’s Inflation Reduction Act. The law was designed to encourage companies to build a domestic supply chain for clean energy and electric vehicles, giving companies more money if they produce more batteries and EVs in the U.S. Tesla has a broad domestic footprint, including car factories in Texas and California, a lithium refinery and battery plants.
With those Biden-era policies in place, U.S. EV sales rose 7.3% to a record 1.3 million vehicles last year, according to Cox Automotive data.