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Art of Accounting: Accountants’ growing services

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Last week I wrote about finding out what your clients need and finding ways to provide it to them. I think that is a great strategy. However, I have another strategy, and that is to develop services you think clients would need and offer those. The following are some illustrations of services that have been successful this way, along with suggestions of added services you could impress upon your clients the importance of engaging you to perform those services for them. 

  • Small business accounting software: When QuickBooks and its DOS predecessors were introduced, we approached our clients to adopt them with us, leading them into the use of such software. Today it is pretty much universal, but that wasn’t so in the early 1980s when PCs were first made available. 
  • Client accounting services: CAS services were always available through the smaller accounting firms, but about 10 years ago the larger firms started aggressively promoting these services. Many clients today are abandoning their inhouse bookkeepers for the CAS services provided by accounting firms. This has also grown into outsourced fractional advisory and CFO services. The clients did not come to us with this need; we went to them. This also includes payroll processing and other accounting functions that typically have been performed in-house, although payroll processing was way ahead of this trend.
  • Business valuations services as benchmarks to measure growth in value: Clients always ask what we think their business is worth, and we usually reply with some vague comments. Developing a method to initially value the business and then updating it annually can be an effective way of easing clients into a value creation mindset rather than by them only looking at the annual profits or free cash flow. 
  • Assisting clients with a buy-sell agreement: Many clients with multiple owners either do not have a buy-sell agreement or a current one. This is an important issue, and the absence of such an agreement could cause many problems and consternation if there is a death of one of the owners or a sudden disability. Outdated agreements also should be brought up to current and projected reality. This is a service where you could suggest being engaged to facilitate a series of meetings to have the clients get it done. 
  • Internal control review: Clients do not lose sleep over taxes but do lose sleep wondering if they have proper controls in place. When an audit is performed, we have myriad checklists and processes to follow and then usually prepare a management letter with comments. Many times the current year’s management letter repeats what was in the previous year’s. A suggestion is to present an engagement proposal to assist in implementing some of the necessary changes. For your non-audit clients, you could use the audit programs and techniques to perform a full accounting control review of their business. These are clients you are familiar with, and it should not be too difficult to come up with a fixed fee. This could be segmented into two stages: an exploratory stage and an implementation stage. The exploratory stage would be similar to what you do on an audit and would include a memo similar to what is included in the management letter. The implementation could be left to the client. If they have no action on it for about six months, you could present your proposal for this implementation stage.
  • Attorney trust accounts: These must be maintained carefully and exactly. A suggested service for lawyers is to do a “surprise” reconciliation of the bank account balances and the amounts held for clients, and then to assist in straightening out anything that isn’t fully in order.
  • An 11-year profit and loss trend analysis: The P&L analysis can be prepared to assist clients in their long-range planning. This would start with the previous five year’s summary P&L, an annualization of the current year and then using the trends to project the next five years. You should include data such as the number of sales invoices, average sale per invoice, units sold, gross margins and percent of materials purchased to sales for each year, employee headcount and sales per full-time employee, sales from the top five or 10 customers and whatever other data clients use to manage their businesses. I usually start with a freebee of the 11-year P&L and tell clients what else should be done, the benefits to them and my charges. Freebees take time, but if this is an ongoing relationship I believe you should have this information at your fingertips. It is also a way to start a discussion about where the client thinks the business is headed and their efforts in that going forward. 
  • Succession planning: This is something every business client needs, but most do not want to confront. This service not only helps a client prepare for their exit, but also provides the comfort that the business could continue operating in their absence and their governance documents are in order, that someone could step in to sign checks if they are not available for some reason, and that they could plan an extended vacation trip without worrying the business would collapse. This can also segue into how clients envision their personal future with or without the business, how strong some of their key personnel are in managing and leadership, and their relationships with customers, vendors and personnel.
  • Assisting not-for-profit organizations in added services: CAS and audits are typical services  provided to NFP clients. However, they usually need many other services, including designing controls; reviewing procurement procedures, grant applications and compliance; managing cash flow; handling tax compliance for unrelated business activities; financial literacy training for board members; and assisting with onboarding a new CEO, CFO or controller.
  • Retirement income and estate liquidity for older clients: These are a concern for clients contemplating retiring or those concerned about the disposition of their estates and liquidity for the surviving spouses and others that depend upon the client for their cash flow.

All of the above have been provided by me, and the clients were usually introduced to these services by me. Usually, the proposal was generated because of my concern for the client or because of an opening created by something the client said but wasn’t able to fully articulate their concerns. The above is a small sampling, and there are many other situations where an independent CPA or financial advisor could assist clients. It requires listening, being receptive to tip-offs by the client, and actually proposing to assist in these areas. Waiting for the client to ask for such help could be like waiting for a train that already left the station.

The above suggests ways to grow your practice (and revenue), add interesting specialties, develop staff in a greater variety of services, and really help clients by the added value, personal financial security and wealth management provided by our assistance.

Do not hesitate to contact me at [email protected] with your practice management questions or about engagements you might not be able to perform.

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Accounting

XcelLabs launches to help accountants use AI

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Jody Padar, an author and speaker known as “The Radical CPA,” and Katie Tolin, a growth strategist for CPAs, together launched a training and technology platform called XcelLabs.

XcelLabs provides solutions to help accountants use artificial technology fluently and strategically. The Pennsylvania Institute of CPAs and CPA Crossings joined with Padar and Tolin as strategic partners and investors.

“To reinvent the profession, we must start by training the professional who can then transform their firms,” Padar said in a statement. “By equipping people with data and insights that help them see things differently, they can provide better advice to their clients and firm.”

Padar-Jody- new 2019

Jody Padar

The platform includes XcelLabs Academy, a series of educational online courses on the basics of AI, being a better advisor, leadership and practice management; Navi, a proprietary tool that uses AI to help accountants turn unstructured data like emails, phone calls and meetings into insights; and training and consulting services. These offerings are currently in beta testing.

“Accountants know they need to be more advisory, but not everyone can figure out how to do it,” Tolin said in a statement. “Couple that with the fact that AI will be doing a lot of the lower-level work accountants do today, and we need to create that next level advisor now. By showing accountants how to unlock patterns in their actions and turn client conversations into emotionally intelligent advice, we can create the accounting professional of the future.”

Tolin-Katie-CPA Growth Guides

Katie Tolin

“AI is transforming how CPAs work, and XcelLabs is focused on helping the profession evolve with it,” PICPA CEO Jennifer Cryder said in a statement. “At PICPA, we’re proud to support a mission that aligns so closely with ours: empowering firms to use AI not just for efficiency, but to drive growth, value and long-term relevance.”

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Accounting

Accounting is changing, and the world can’t wait until 2026

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The accountant the world urgently needs has evolved far beyond the traditional role we recognized just a few years ago. 

The transformation of the accounting profession is not merely an anticipated change; it is a pressing reality that is currently shaping business decisions, academic programs and the expected contributions of professionals. Yet, in many areas, accounting education stubbornly clings to outdated, overly technical models that fail to connect with the actual demands of the market. We must confront a critical question: If we continue to train accountants solely to file tax reports, are we truly equipping them for the challenges of today’s world? 

This shift in mindset extends beyond individual countries or educational systems; it is a global movement. The recent announcement of the CIMA/CGMA 2026 syllabus has made it unmistakably clear: merely knowing how to post journal entries is insufficient. Today’s accountants are required to interpret the landscape, anticipate risks and act with strategic awareness. Critical thinking, sustainable finance, technology and human behavior are not just supplementary topics; they are essential components in the education of any professional seeking to remain relevant. 

The CIMA/CGMA proposal for 2026 is not just a curriculum update; it is a powerful manifesto. This new program positions analytical thinking, strategic business partnering and technology application at the core of accounting education. It unequivocally highlights sustainability, aligning with IFRS S1 and S2, and expands the accountant’s responsibilities beyond mere numbers to encompass conscious leadership, environmental impact and corporate governance. 

The current changes in the accounting profession underscore an urgent shift in expectations from both educators and employers. Today, companies of all sizes and industries demand accountants who can do far more than interpret balance sheets. They expect professionals who grasp the deeper context behind the numbers, identify inconsistencies, anticipate potential issues before they escalate into losses, and act decisively as a bridge between data and decision making. 

To meet these expectations, a radical mindset shift is essential. There are firms still operating on autopilot, mindlessly repeating tasks with minimal critical analysis. Likewise, many academic programs continue to treat accounting as purely a technical discipline, disregarding the vital elements of reflection, strategy and behavioral insight. This outdated approach creates a significant mismatch. While the world forges ahead, parts of the accounting profession remain stuck in the past. 

The consequences of this shift are already becoming evident. The demand for compliance, transparency and sustainability now applies not only to large corporations but also to small and mid-sized businesses. Many of these organizations rely on professionals ill-equipped to drive the necessary changes, putting both business performance and the reputation of the profession at risk. 

The positive news is that accountants who are ready to thrive in this new era do not necessarily need additional degrees. What they truly need is a commitment to awareness, a dedication to continuous learning, and the courage to step beyond their comfort zones. The future of accounting is here, and it is firmly rooted in analytical, strategic and human-oriented perspectives. The 2026 curriculum is a clear indication of the changes underway. Those who fail to think critically and holistically will be left behind. 

In contrast, accountants who see the big picture, understand the ripple effects of their decisions, and actively contribute to the financial and ethical health of organizations will undeniably remain indispensable, anywhere in the world.

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Accounting

Republicans push Musk aside as Trump tax bill barrels forward

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Congressional Republicans are siding with Donald Trump in the messy divorce between the president and Elon Musk, an optimistic sign for eventual passage of a tax cut bill at the root of the two billionaires’ public feud.

Lawmakers are largely taking their cues from Trump and sticking by the $3 trillion bill at the center of the White House’s economic agenda. Musk, the biggest political donor of the 2024 cycle, has threatened to help primary anyone who votes for the legislation, but lawmakers are betting that staying in the president’s good graces is the safer path to political survival.

“The tax bill is not in jeopardy. We are going to deliver on that,” House Speaker Mike Johnson told reporters on Friday.

“I’ll tell you what — do not doubt, don’t second guess and do not challenge the President of the United States Donald Trump,” he added. “He is the leader of the party. He’s the most consequential political figure of our time.”

A fight between Trump and Musk exploded into public view this week. The sparring started with the tech titan calling the president’s tax bill a “disgusting abomination,” but quickly escalated to more personal attacks and Trump threatening to cancel all federal contracts and subsidies to Musk’s companies, such as Tesla Inc. and SpaceX which have benefitted from government ties.

Republicans on Capitol Hill, who had —  until recently — publicly embraced Musk, said they weren’t swayed by the billionaire’s criticism that the bill cost too much. Lawmakers have refuted official estimates of the package, saying that the tax cuts for households, small businesses and politically important groups — including hospitality and hourly workers — will generate enough economic growth to offset the price tag.

“I don’t tell my friend Elon, I don’t argue with him about how to build rockets, and I wish he wouldn’t argue with me about how to craft legislation and pass it,” Johnson told CNBC earlier Friday.

House Budget Committee Chair Jodey Arrington told reporters that House lawmakers are focused on working with the Senate as it revises the bill to make sure the legislation has the political support in both chambers to make it to Trump’s desk for his signature. 

“We move past the drama and we get the substance of what is needed to make the modest improvements that can be made,” he said.

House fiscal hawks said that they hadn’t changed their prior positions on the legislation based on Musk’s statements. They also said they agree with GOP leaders that there will be other chances to make further spending cuts outside the tax bill. 

Representative Tom McClintock, a fiscal conservative, said “the bill will pass because it has to pass,” adding that both Musk and Trump needed to calm down. “They both need to take a nap,” he said.

Even some of the House bill’s most vociferous critics appeared resigned to its passage. Kentucky Representative Thomas Massie, who voted against the House version, predicted that despite Musk’s objections, the Senate will make only small changes.

“The speaker is right about one thing. This barely passed the House. If they muck with it too much in the Senate, it may not pass the House again,” he said.

Trump is pressuring lawmakers to move at breakneck speed to pass the tax-cut bill, demanding they vote on the bill before the July 4 holiday. The president has been quick to blast critics of the bill — including calling Senator Rand Paul “crazy” for objecting to the inclusion of a debt ceiling increase in the package.

As the legislation worked its way through the House last month, Trump took to social media to criticize holdouts and invited undecided members to the White House to compel them to support the package. It passed by one vote.

Senate Majority Leader John Thune — who is planning to unveil his chamber’s version of the bill as soon as next week — said his timeline is unmoved by Musk. 

“We are already pretty far down the trail,” he said.

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