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Accounting is ready for its rebrand

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How do we expect more people to join the accounting profession if we don’t brand it properly?

At its core, this is the root of the pipeline crisis. There are already more than enough pieces of thought leadership and industry voices mentioning something related to the pipeline in every conversation; but while these all discuss the assumed causes, the danger of not resolving it, and what potential solutions could be, very few seem to get at the underlying source that these points sit on.

It’s a branding issue. Plain and simple.

Branding … for a profession?

We usually think about branding in terms of how a company that sells a product or service gets their corporate message and image out to the public, but this exercise applies to work disciplines as well.

Let’s look at mainstream finance or investment professionals. Love them or hate them, “Finance Bros” have become an iconic image of the finance profession’s brand — regardless of your opinion on it being a positive stereotype or not, the facts show that it does attract individuals to pursue careers in that industry.

Interestingly enough, I would argue accounting professionals are better suited for these roles; however the masses don’t see that value and often opt to skip straight to pursuing the traditional finance roles.

How about marketing professionals? They’re seen as creative and receive great praise for successfully executing major marketing campaigns. These are campaigns that can create cultural moments in society, making the major and career path very attractive to college students. 

Of course, most of these individuals won’t end up doing the fun, exciting and flashy things that they were inspired by — but again, that’s the power of telling a compelling branding story; it doesn’t actually matter what’s on the other side.

Even lawyers, who debatably have to do even more tedious work and brutal hours than accountants, have adequately branded themselves, with the help of pop culture. Think of every law or crime show, or movie, that showcases the brilliance of a clever lawyer winning a case in remarkable fashion. Outside of Hollywood, though, law firms are known for having elaborate and wild holiday parties, and positioning themselves as the country’s elite workforce.

So what about accounting? Well, sometime over the last century, the stigma that accountants are boring, dull and quirky “number people” took hold as the profession’s identity, and being the risk averse folks that we inherently are, we didn’t push back.

The truth, however, is the exact same types of negative stereotypes that we’ve been labeled with can and should be spun into the positives that each offers. For example, being somewhat of a “nerd” should be positioned as simply being smarter than the rest (we have to try to be a little cocky — not too much, but we’ve earned a little bit) 

All these professions and industries have either intentionally or unintentionally created brand identities that, even if misleading, have been embraced by interested individuals. Our profession actually has so much that is true and valid to be excited about, and we just need to embrace it.

To make it simple for us corporate folks, think of it all as a “recruiting” campaign in the same way that HR does at any business. There are companies that do a better job and have an easier job recruiting because they are a place that attracts top tier talent. This is due to the company being well branded. In our case, the profession is the company.

Becoming better storytellers

Look, there’s a reason we all choose accounting instead of filmmaking. Usually that reason is because we don’t have that same natural creativity that artistic talents have; but that doesn’t mean we have to also be poor storytellers.

When I began working in content with seasoned entertainment and film industry professionals, I got to spend a lot of time in “writers rooms,” wherein you brainstorm ideas, pitch concepts and develop the best storylines for the piece of content you’re going to produce.

Early on, I learned a key lesson that everyone in the entertainment space utilizes when trying to put together a great film: show, don’t tell.

For the accounting profession, we rarely even do the telling part, so let’s break it down.

The self-fulfilling prophecy that we’ve spiraled into is the neverending loop of not being proud to share what we do. This further creates disinterest from unknowing masses who believe the stereotypes (since it’s the only information they have available to go off of) and makes what we do not something that we want to share, and the cycle continues.

We’ll first need to start with talking about the incredible and impressive spectrum of job and career opportunities that exist at all stages and levels of business, which are better enabled by CPA and accounting backgrounds. I’m talking about the traditional stuff such as CFOs who rose through the ranks of accounting, as well as the nontraditional paths such as product developers for accounting software. Heck, even my role as a content producer and strategist is only possible because of my CPA license and accounting experience.

We can’t be afraid to talk about what we do, and in a more exciting way. People read the energy of those they communicate with, and if your energy in telling a story is low, the mood of the receiver will also be low.

Then we can evolve past just telling, but start to create enough buzz for the visual part of the story — after all, our society loves watching content. By showing what we do, which is very much a part of being active online, we’ll foster a deeper connection to the positive and inspiring aspects of the profession.

Rather than trying to convince individuals to join us, we should be inspiring them to seek us out.

Inspiring the future

If you go onto the accounting subreddits, LinkedIn or #TaxTwitter, you’ll find plenty of peers giving their best efforts to proudly tout their CPA license and accounting life, but we need to amplify these voices and galvanize the corporate accounting class, who I would say are the most passive of professionals.

I know this from countless firsthand conversations with colleagues at accounting events who have expressed their interest in and enjoyment of my content, which I would otherwise have had no clue of since they did not re-share, like or comment. There’s nothing wrong with this; however, it does set us up for a losing battle online in a digital world where voice reach and community engagement is everything. 

I know it isn’t going to be an overnight thing, but the excitement that technology and AI bring offers a new chance to spread a positive stereotype around what it means to be an accountant. Nobody needs to singlehandedly shift the perception, but we each can with an immaterial amount of effort impact our circles and spread the word. Our rebranding is something we need to actively focus on — it can’t be a passive “set it and forget it” marketing activity. 

As CPAs and accounting professionals with diverse backgrounds, experiences and positions, we can work together as a collective along with leading CPA organizations at the national, state and local levels to tell a better story and help rebrand the profession.

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Accounting

IRS employee union requests emergency relief

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The National Treasury Employees Union, which represents workers at the Internal Revenue Service among 37 federal agencies and offices, has asked a federal judge for emergency relief to preserve the union rights of federal employees while NTEU’s legal challenge to President Trump’s executive order stripping unions of collective bargaining rights can be heard in court.

Trump signed an executive order last Thursday removing the requirements from employees at agencies including the Treasury Department that he deemed to have national security missions. On Monday, the NTEU filed a lawsuit to stop the move arguing that Trump’s rationale for protecting national security was just a way to end union protections for federal workers. The administration also wants to prevent the unions from collecting dues automatically withheld from employee paychecks.

NTEU’s request for a preliminary injunction was filed Friday with U.S. District Judge Paul Friedman.

 “NTEU seeks emergency relief to protect itself and the workers it represents from this unlawful attempt to eliminate collective bargaining for some two-thirds of the federal workforce,” the request stated.

The NTEU contended that the Trump administration’s executive order claims that allowing workers to join a union was a threat to national security were absurd.

“We all know this has nothing to do with national security and that the true goal here is to make it easier to fire federal employees across government,” said NTEU national president Doreen Greenwald in a statement Friday. “Just five days after declaring the administration would no longer honor our contract with Health and Human Services, thousands of brilliant civil servants who work tirelessly to improve public health were let go for spurious reasons and little recourse to fight back.”

The union pointed out that Congress declared 47 years ago that collective bargaining in the federal sector was in the public’s interest by giving employees a voice in the workplace and allowing labor and management to work together. It acknowledged there is a narrow exemption in the law for groups of employees whose work directly impacts national security, but argued that Trump’s executive order is blatant retaliation against federal sector unions and ignores the laws passed by Congress creating the agencies.

In agencies where a reduction-in-force has been announced, NTEU’s contracts provide time for employees to respond to a RIF notice and explore alternatives to mitigate the impact of the layoffs.

Earlier this week, after two court rulings in California and Maryland, the IRS’s acting commissioner, Melanie Krause, announced the IRS would be bringing back approximately 7,000 probationary employees who had been fired and then put on paid administrative leave.

A bipartisan bill has been introduced in Congress to preserve collective bargaining rights for federal employees. The Protect America’s Workforce Act (H.R. 2550), sponsored by Rep. Jared Golden, D-Maine, and Brian Fitzpatrick, R-Pennsylvania, would overturn Trump’s executive order stripping collective bargaining rights from hundreds of thousands of federal workers at multiple agencies.  Separately, eight House Republicans and every House and Senate Democrat have sent letters to the White House condemning the executive order.

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Accounting

Estate planning for the Tax Cuts and Jobs Act expiration

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The political calculus involved with the details of estate planning next year and beyond may be distracting financial advisors and clients from a larger, simpler conversation, one expert says.

On the off chance that the federal estate-tax exemption levels of $13.99 million for individuals (and double for couples) revert to half those amounts when Tax Cuts and Jobs Act provisions expire in 2026, only 0.2% of households would face potential duties upon transfer of assets, according to Ben Rizzuto, a wealth strategist with Janus Henderson Investors‘ Specialist Consulting Group. He predicted that most financial advisors and high net worth clients, such as those he works with and others across the industry, will see no changes. 

With few other revenue-raising provisions available to President Donald Trump and Republican lawmakers, they’re not likely to shield all estates from payments to Uncle Sam — as much as they might like to play undertaker to the “Death of the Death Tax,” Rizzuto said, using the label for estate taxes adopted by critics favoring bills like the “Death Tax Repeal Act.” Lawmakers’ decisions on future exemptions from the taxes (and when they make those decisions) remain out of advisors’ control. Meanwhile, they must remind clients that estate planning is much more than having a will and avoiding taxes, Rizzuto said.

“For financial advisors and clients, I would expect for many of them not to have to worry about federal estate taxes next year,” he said in an interview. “Even though they may not have to worry about it, there are still a lot of good conversations to be had.”

READ MORE: Tax Cuts and Jobs Act expiration: A guide for financial advisors

The 1%

Trust tools that reduce the value of the assets that will transfer to spouses or other beneficiaries upon a client’s death, combined with the available statistics about the shrinking share of estates subject to taxes, could bring some peace of mind to clients. The 2017 tax law itself pushed down estate tax liability as a percentage of gross domestic product to a quarter of its 2001 level, according to an analysis by the “Budget Model” of the University of Pennsylvania’s Wharton School. Just two years after the law’s passage, the number of taxable estates had plummeted to 1,275 — or 1% of the number at the beginning of the century.

At the same time, advisors could raise any number of questions with clients about their estates that involve varying degrees of expertise and collaboration with outside professionals. And many surveys have found that clients are expecting them to do so. For example, at least 70% out of a group of 10,000 adults contacted in January by WeAreTalker (formerly OnePoll) on behalf of online legal information service Trust & Will said advisors should offer estate planning. In addition, 40% of the group said they would switch to an advisor who provided that service.

“We’re seeing a fundamental shift in client expectations,” Trust & Will CEO Cody Barbo said in a statement. “The findings are clear. Advisors who fail to integrate estate planning into their practice aren’t just missing an opportunity; they are facing a threat to their client base as wealth transfers to younger generations over the next two decades.”

READ MORE: Ethical wills can be a crucial tool for estate planning

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Get back to the planning basics

In that context, advisors and their clients should steer clear of trying to make sense of a complicated, ever-changing flow of news from Capitol Hill as Trump and the GOP pursue major tax legislation with a year-end deadline, Rizzuto said. If clients truly could be on the hook for estate taxes, a grantor retained annuity trust, a spousal lifetime access trust or gifting strategies may eliminate the possibility. One method involved with the latter could set them up in the future to receive stock that is “highly appreciated with lower basis,” Rizzuto noted, citing the example of equities that have gained a lot of value that a client could give to their parents.

“Why not gift them upstream?” Rizzuto said. “My father holds it. I tell him, ‘Dad, you have to do these things: Live for another 12 months, make sure you don’t sell, make sure that you update your will or your instructions to gift it back to me when you die.’ That’s another idea that we’ve been talking about with advisors.”

From another perspective, these possible paths forward may beckon to clients this year, if they are tuning into Beltway news about the progress of the tax legislation, he said. To bypass the risk of client perceptions that their advisor isn’t doing any tax planning at all, Washington’s complex maneuvering around the future rules is, “if nothing else,” a “great opportunity for advisors to bring this up at a very high level,” Rizzuto said.

“Advisors will really need to go back to basics and have some foundational conversations with clients,” he said, suggesting their goals with taxes as one key point of discussion. “‘What is it that we actually control within your financial and tax plan?’ When it comes right down to it, it’s really just incomes and deductions.”

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Developing future leaders in accounting: the new imperative in an AI and automation driven era

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As technology continues to automate routine tasks, the role of finance professionals is evolving, demanding deeper capabilities in critical thinking, communication and business acumen. 

Many of PrimeGlobal’s North American firms are focused on cultivating these skills in their future leaders. Carla McCall, managing partner at AAFCPAs, Randy Nail, CEO of HoganTaylor, and Grassi managing partner Louis Grassi shared their views with PrimeGlobal CEO Steve Heathcote on the need for future leaders to balance technological proficiency with human-centered skills to thrive.

AI is transforming the sector by streamlining workflows, automating data analysis and reducing manual processes. However, rather than replacing accountants, AI is reshaping their roles, enabling them to focus on higher-value tasks. In the words of Louis Grassi, AI can be seen as a strategic partner, freeing accountants from routine tasks, enabling deeper engagement with clients, more thoughtful analysis, and ultimately better decision-making. 

Nail emphasized the importance of embracing AI, warning that those who fail to adapt risk being replaced by professionals who leverage the technology more effectively. HoganTaylor’s “innovation sprint” generated over 100 ideas for AI integration, underscoring why a proactive approach to adopting new technologies is so necessary and valuable.

McCall advocates for an educational shift that equips professionals with the skills to interpret AI-generated insights. She stressed that accounting curricula of the future must evolve to incorporate advanced technology training, ensuring future accountants are well-versed in AI tools and data analytics. Moreover, simulation-based learning is becoming increasingly crucial as traditional methods of education become obsolete in the face of automation.

Talent development and leadership growth

As AI reshapes the profession, firms must rethink how they develop and nurture their future leaders. To attract and retain top talent, firms need to prioritize personalized development plans that align with individual career goals. 

HoganTaylor’s approach to talent development integrates technical expertise with leadership and communication training. These initiatives ensure professionals are not only proficient in accounting principles but also equipped to lead teams and navigate complex client interactions.

Nail underscored the growing importance of writing and presentation skills, as AI will handle routine tasks, leaving professionals to focus on higher-level analytical and decision-making responsibilities.

Soft skills are the success skills

While technical proficiency remains vital, future leaders must also cultivate critical thinking, communication and adaptability — skills McCall refers to as the “success skills.” McCall highlights the necessity of business acumen and analytical communication, essential for interpreting data, advising clients and making strategic decisions. 

Recognizing teamwork and collaboration remain crucial in the hybrid work environment, McCall explained in detail how AAFCPA fosters collaboration through structured remote engagement strategies such as “intentional office time,” alcove sessions and stand-up meetings. Similarly, HoganTaylor supports remote teams by offering training for career advisors to ensure effective mentorship and engagement in a dispersed workforce.

McCall emphasized why global experience can be valuable in leadership development. Exposure to diverse markets and accounting practices enhances professionals’ adaptability and broadens their perspectives, preparing them for leadership roles in an increasingly interconnected world.

Grassi reminded us that an often-overlooked leadership skill is curiosity. In his view the most effective leaders of tomorrow will be inherently curious — not just about emerging technologies but about clients, market shifts and global trends. Encouraging curiosity and continuous learning within our firms will distinguish the true industry leaders from those simply reacting to change.

A balanced future

What’s clear from speaking to our leaders is PrimeGlobal’s role in fostering trust, community and knowledge sharing. McCall recommended member-driven panels to discuss AI implementation and automation strategies and share best practice. Nail, on the other hand, valued PrimeGlobal’s focus on addressing critical industry issues and encouraged continuous evolution to meet professionals’ changing needs.

The future of leadership in the accountancy profession hinges on a balanced approach, leveraging AI to enhance efficiency while cultivating essential human skills that technology cannot replicate, which Grassi highlights skills including leadership and building client trust.

As McCall and Nail advocate, the next generation of accountants must be agile thinkers, skilled communicators and strategic decision-makers. Firms that invest in these competencies will not only stay competitive but will also shape the future of the industry by developing well-rounded leaders prepared for the challenges ahead.

By investing in both AI capabilities and essential human skills, firms can not only future proof their leadership but also shape a resilient and forward-thinking profession ready to meet the challenges of the future.

As Grassi concluded, while technical skills provide the foundation, leadership in accounting increasingly demands emotional intelligence, empathy and adaptability. AI will change how we perform our work, but human connection, trust and nuanced judgment are irreplaceable. Investing in these human-centric skills today is critical for firms aiming to build resilient leaders of tomorrow. To remain relevant and thrive, professionals must prioritize developing strong success skills that will define the leaders of tomorrow.

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