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Art of Accounting: Clients’ changing needs

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Many firms try to develop innovative services based on their and their staff’s abilities, the available technology and what they think their clients would need. They then expend efforts to “sell” these new services to their clients. Sometimes it works and sometimes it doesn’t. I think a better method is to find out what the client needs and then to figure out how to fill that need.

Clients’ needs are continuously changing. Some changes are evident and some not too obvious. Many people seem to assess needs in terms of the way they have been, performing and that is an introspective method. Outside-the-box thinkers try to imagine needs that will develop. I’ve been pretty successful with this and my process is to examine a situation, chart it out, list the uses and benefits to the client, and then scope out various situations that are served and not served by that process. I also prepare a timeline of the progression of what we would do and see if there are any points of digression.

New technologies and disruptions are always being introduced. I clearly remember a friend’s remarks when QuickBooks was introduced. He thought he would be forced to look for something else to do since QuickBooks would replace what he was doing for his clients. I told him QuickBooks was opening new opportunities. Some of these were to teach clients how to use QuickBooks and to set up reports to be used to advise clients about their businesses. I also told him I thought my fees would remain the same, but that the work would shift from lower-level staff performing repetitive functions to higher-level creative and advisory consultations. In some respects, shifting the work upward is not a good business model, but I used that shift to train staff on how to become more advisory and expansive minded. My friend saw QuickBooks as a catastrophe, and I saw it as an opportunity. There are many more situations, but I think this makes my point.

One way of uncovering clients’ needs is to listen to them. Once a need or discomfort is expressed, you should consider how to address it and provide direction to achieve that need or eliminate the discomfort. Clients might have concerns about ways for their business to grow or for them to grow personally, and how to shift work to lower-paid personnel, outsource certain processes (including their entire accounting and bookkeeping department to you), and open new markets. They may need to find alternative uses for their products, develop pricing policies, identify raw material availability and substitutes, and eliminate production bottlenecks. They may need to discuss their succession plan, or a plan if they suddenly become disabled or die prematurely, or a buy-sell agreement if there’s more than one owner. They may be concerned about cash flow management, the adequacy of their insurance coverage, whether their business is growing in value, exactly what the value is, whether they have enough to retire with should they want to retire, and dozens of other potential needs. We are fully capable of performing many of these services and what we cannot do should be learned. 

You need to start the process with the dedication of focusing on developing services the client needs and then implementing them. The first step is to meet with a client and ask about their pain points or major concerns and then listen. I’ve initiated these listening sessions at meetings whose purpose was to review the current numbers as well as during lunch meetings with no clear agenda other than to touch base. This can also be done with virtual meetings and phone calls. You can come up with any method that works for you. The main issue is getting started finding out your clients’ needs and then developing a way to fill them. These solutions can lead to enormous benefits for your clients and exciting new services  in which you can become an expert.

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

IFRS Foundation offers sustainability risk guide

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The International Financial Reporting Standards Foundation and its International Sustainability Standards Board released a new sustainability guide Tuesday.

The guide can help companies identify and disclose material information about sustainability-related risks and opportunities that could reasonably be expected to affect their cash flows, their access to finance or cost of capital over the short, medium or long term.

Investors and global capital markets are increasingly requesting such information to inform investment decision making. The guide focuses on helping companies understand how the concept of sustainability-related risks and opportunities is described in IFRS S1, the ISSB’s sustainability disclosure standard, including how these can come from a company’s dependencies and impacts. Those dependencies and impacts on resources and relationships can lead to sustainability-related risks and opportunities that could reasonably be expected to affect its prospects.

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The guide discusses how companies applying ISSB standards can benefit from the process they might already follow in making materiality judgments when preparing financial statements, particularly when applying IFRS accounting standards. The IFRS Foundation oversees both the ISSB and the International Accounting Standards Board.

The guide describes the process a company can follow which is closely aligned with the four-step process illustrated in the IASB’s IFRS Practice Statement 2: Making Materiality Judgments. As a result, although the ISSB standards can be used with any generally accepted accounting principles, those companies already applying IFRS accounting standards — in over 140 jurisdictions worldwide — as well as those such as in the U.S. where there is strong alignment with a focus on providing material information to investors, will be particularly well prepared to apply the concept of materiality using ISSB standards.

The guide also discusses some of the considerations a company might make to drive connectivity between sustainability-related financial disclosures and a company’s financial statements. For those looking to meet the information needs of a wider set of stakeholders, it provides considerations for those applying ISSB standards alongside European Sustainability Reporting Standards or Global Reporting Initiative standards.

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Accounting

Super Micro soars after hiring new auditor in bid to stay listed

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Super Micro Computer Inc. shares jumped as much as 27% after the company hired a new auditor and filed a plan to come into compliance with Nasdaq listing requirements.

The server maker said it submitted a plan to the Nasdaq exchange for filing its 10-K financial disclosure report delayed in August. The company also announced that it appointed BDO USA as its independent auditor, effective immediately. 

“In its compliance plan to Nasdaq, the company indicated that it believes that it will be able to complete its annual report on Form 10-K for the year ended June 30, 2024, and its quarterly report on 10-Q for the fiscal quarter ended Sept. 30, 2024, and become current with its periodic reports within the discretionary period available to the Nasdaq staff to grant,” Super Micro said Monday in a statement. 

Super Micro Computer's headquarters in San Jose, California
The Super Micro Computer Inc. headquarters in San Jose, California.

David Paul Morris/Bloomberg

If Super Micro’s plan is accepted by the exchange, its new deadline for the document will likely be pushed to February. It will be able to stay listed on the Nasdaq until a final decision about its compliance is made. If a plan isn’t approved, the company can appeal the decision.

Super Micro’s previous auditor, Ernst & Young LLP, resigned in October, citing concerns over the company’s transparency and governance. Ernst & Young is one of the Big Four accounting firms, the auditors that vet the books of the world’s largest companies. BDO USA is the sixth-largest auditor by revenue, according to Inside Public Accounting. The firm has only one other S&P 500 company as a client, according to data compiled by Bloomberg. 

Finding an auditor is a “big step for them,” even if it isn’t one of the Big Four firms, Matt Bryson, an analyst at Wedbush, said in an interview. “This is a positive step in terms of putting a plan forth in front of Nasdaq, and, at least from their perspective, hopefully being able to file their financials and put these problems to bed.” 

Having a new auditor and a plan to regain compliance with Nasdaq’s listing rules is the latest update in a tumultuous few months for Super Micro, which had gained favor with investors earlier this year as a potential beneficiary of the demand for artificial intelligence services. The San Jose, California-based company delayed filing its annual 10-K following a damaging report from short seller Hindenburg Research, and last week said it would be late with quarterly reports. 

Super Micro is also facing a U.S. Department of Justice probe. The shares had tumbled more than 80% from a peak in March through Monday’s close.

The company has gone through a delisting and relisting process before. In 2019, the shares were taken off the Nasdaq exchange after Super Micro failed to meet deadlines to file a 10-K and several quarterly reports. The company received approval to rejoin the exchange in 2020, and in the same year paid a $17.5 million penalty to resolve an investigation by the US Securities and Exchange Commission. Super Micro didn’t admit to or deny the regulator’s allegations as part of its settlement. 

Some stock bulls are reiterating their investment case for the one-time Wall Street AI darling. 

“We take the view that regardless of its regulatory woes (now receding in the rear-view mirror), SMCI maintains its leadership in the massive, scalable AI data center market for liquid-cooled server racks,” Lynx Equity Strategy analyst KC Rajkumar said. 

“SMCI has a leadership position in the rapidly expanding liquid-cooled GPU server data center market, a position it is unlikely to give up any time soon,” Rajkumar said.

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Accounting

TIGTA celebrates 25th anniversary | Accounting Today

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The Treasury Inspector General for Tax Administration has launched a social media campaign to commemorate its 25th anniversary, even as the Senate Finance Committee holds hearings on a replacement for the agency’s long-time inspector general, who died earlier this year.

TIGTA provides independent oversight of the IRS and was created by Congress as part of the IRS Restructuring and Reform Act of 1998. TIGTA has issued more than 3,000 reports — often detailing inefficient practices at the IRS — which it claims have produced $383 billion in benefits from improvements in federal tax operations.

The agency has also referred nearly 32,000 cases of IRS employee misconduct for action and 5,400 cases for criminal prosecution.

IRS headquarters in Washington, D.C.

Some of this work occurred during economic crises when the IRS was tasked with distributing financial relief to millions of taxpayers. For example, TIGTA assessed IRS implementation of the American Recovery and Reinvestment Act of 2009 and multiple pandemic relief packages.

“Having spent many years in the federal government, I value TIGTA’s important role in many facets of tax administration oversight,” said IRS Commissioner Danny Werfel in a statement. “TIGTA helps ensure our agency is accountable for the work we do.”

TIGTA’s social media campaign will be on LinkedIn and X and feature accomplishments, perspectives, trivia and other facts about TIGTA.

Since its creation, the agency has been led by two presidentially appointed inspectors general. The Senate is now considering the nomination of David Samuel Johnson, of Virginia, who would succeed Inspector General J. Russell George. The latter, appointed 20 years ago, died in January.

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