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Art of Accounting: The end of this year’s tax season

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My original headline was “The end of tax season,” but that is not so. It is the end of this year’s tax season.

If you were designing a CPA practice from scratch, what would you do about tax season? Would you keep it as it is for you, or would you make some changes or possibly eliminate it? It is doubtful you would eliminate it. It is an essential part of what we do and generates substantial revenue and connections with clients and provides growth opportunities for staff. For those looking to grow their practice, it gives them an inside look at their client’s personal, financial and investment affairs.

I’ve always liked tax season for all those reasons. When I was employed as a staff accountant I had no control over my added hours and did what I was supposed to do. But it was a lot less burdensome than it is today. My overtime was three hours for each of two nights a week and five hours on the weekend and this started the second week of January. A downside was that there was no tax work in January and I spent my time with “busy” projects. When I had my own practice (with partners), tax season never started earlier than the first week in February with a weekend day from 9:30 to 5:00. The nights started when the work was there to be done — usually not until the middle of February. 

We also gave staff a floating weekend day in February and the weekend after March 15; and we paid for every extra hour worked on the next paycheck. We never gave a bonus but gave a nice cash gift to everyone on April 15 before we “closed” the office. We stayed closed for the next day too. Tax season was a nice time of year, and I do not remember many complaints. We needed our staff to work as hard as they could but deliberately enough so they would avoid errors. Errors were the bane of our existence and were to be avoided at all costs. We did good with tax season!

Getting back to you, what would you do to make tax season enjoyable for you and your staff to experience the benefits from it? What changes would you make? Do you have the resolve to carry those changes through for the entire tax season? We did! We did these things, not because we liked to, but because we had to. We were running a business. That business happened to be a CPA practice, and one of our service lines was preparing individual tax returns. 

We understood that if we were to grow, we would need staff to do much of our work. We also understood that what they did needed to be done the way we wanted them to do it. We set up processes, procedures and checklists for everything the staff would do. They were told they had to follow them. Our model was the McDonalds restaurants where it worked because everyone followed the processes, procedures and checklists. We wanted to replicate that McDonalds mentality and worked hard at it, training our staff to work the way we wanted them to.  

Not following a process, procedure or checklist was a big deal; a violation of the terms of their employment, and we held them to it. Another thing that was a must was they needed to check their work before they handed it upward for review. We showed them how to check their work and expected them to check it. If they didn’t, they violated the terms of their employment. 

I calculated that correcting errors on tax returns added a day’s work every week. Eliminating errors reduced their work seven or eight hours a week. That was time they had for themselves, since they needed to only work the hours necessary to handle their work assignments. No one was penalized if they went home early or worked less than some others. Some staff members worked quicker than others and some slower, but no one worked extra because they had to stay to correct their errors. Some did, and if it became a regular habit, they were no longer permitted to work for our great firm. We did not believe it made sense to carry nonperformers just to have a “body” looking like they were doing work.

It was fortunate that all our partners bought into our methods. Perhaps not happily when a new procedure was established, but as the results came in, they became believers. To be frank, not every manager did, and they were soon taken off our payroll.

I certainly do not know how most firms operate, but I know how a lot of firms do. The successful ones have procedures and make sure they are followed. There are a lot of other reasons that contribute to success, but this is a big giant step toward having a successful tax season.

I opened this column asking how you would design a successful tax season. You should work on that, and having everyone follow your processes, procedures and checklists is a fine way to start.

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

FASB Standardizes Carbon Offsets Accounting Rules

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FASB Standardizes Carbon Offsets Accounting Rules

In a decisive move toward standardized environmental financial reporting, accounting standards boards issued updated implementation guidance during the week ending July 25, 2026, regarding the formal recognition and valuation of corporate carbon offsets and environmental credits. The revised frameworks establish precise rules for how enterprises must measure, record, and disclose carbon credits on balance sheets, eliminating years of inconsistent reporting practices across public capital markets.

Under the finalized accounting standard, purchased carbon offsets can no longer be categorized under vague administrative expenses or unstandardized intangible asset accounts. Instead, organizations must classify environmental credits based on underlying operational intent—distinguishing between credits held for immediate compliance compliance obligations, long-term offset obligations, or active market trading. Furthermore, companies are required to evaluate carbon holdings for fair value impairment at the end of each reporting period, ensuring that depreciated or low-quality environmental credits do not distort corporate asset values.

The standardized rules carry significant implications for corporate audit committees and chief accounting officers. External audit firms are implementing rigorous verification protocols to validate the physical legitimacy, legal ownership, and scientific permanence of carbon credits claimed on balance sheets. Inaccurate or overstated carbon accounting claims now carry substantial financial litigation risk, alongside potential regulatory enforcement for misleading ESG disclosures.

To remain fully compliant, corporate accounting departments must establish centralized carbon tracking systems integrated into primary standard ERP ledgers. Accounting teams that proactively adopt standardized environmental reporting protocols will build investor credibility, streamline annual audit processes, and insulate their organizations against evolving regulatory scrutiny.

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Accounting

Automated Tax Compliance Tools Reduce Risk

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Automated Tax Compliance Tools Reduce Risk

Corporate tax departments reached a critical juncture in automated operational management. With nations worldwide rapidly enacting digital service taxes, localized value-added tax (VAT) mandates, and real-time electronic invoicing requirements, manual tax calculations have become obsolete. Modern corporate tax divisions are aggressively deploying AI-driven tax engine software to automate complex cross-border indirect tax calculations in real time.

The imperative for automated tax compliance stems from the sheer complexity of current trade policies and multi-jurisdictional commerce. E-commerce platforms, software vendors, and global manufacturers face constantly changing regional tax rates, statutory exemption rules, and cross-border tariff structures. Automated tax engines embed directly into enterprise enterprise resource planning (ERP) architectures, automatically applying correct tax codes at the point of sale, calculating real-time withholding amounts, and generating compliant e-invoices.

Automated audit trail generation represents another key advantage of modern tax tech integration. Advanced compliance platforms log every transactional tax determination on immutable digital ledgers, providing tax authorities with transparent, self-verifying audit trails. This capability drastically reduces the operational duration and administrative cost of corporate tax audits, protecting enterprises against severe penalties resulting from calculation errors or missed reporting deadlines.

For chief financial officers and tax directors, investing in automated tax compliance is a vital operational risk mitigation strategy. Automating routine tax calculations frees high-level accounting professionals to focus on strategic tax planning, transfer pricing optimization, and risk management in an increasingly complex global economic environment.

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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