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Boomer’s Blueprint: Transactional + transformational growth

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The business environment is changing rapidly, and CPA firm leaders and their clients face the twin challenges of managing current operations while positioning themselves for future growth. We can achieve this balance by understanding and leveraging transactional and transformational growth.

As technology disruptions — particularly artificial intelligence — reshape markets, it’s impossible to overstate the importance of mastering these two types of growth.

This article takes a closer look at the significance of transactional and transformational growth, and how they impact cash flow, future investments, and the technological landscape.

In my opinion, too many mergers and acquisitions are focused on transactional rather than transformational growth. Focus on the top 20% of your firm’s client’s requirements to prioritize your growth strategies. Too often, firms focus on the bottom 80% rather than the top 20% of their clients. Focusing on the top 20% gives you a competitive advantage and allows you to continuously improve your service line offerings. This will increase the value and profitability of your firm in the long term.

Transactional versus transformational growth

“Transactional growth” refers to the incremental improvements and efficiencies gained through optimizing current processes and operations. This type of growth is essential for maintaining cash flow, ensuring profitability and achieving short-term goals. Examples include refining billing and collection practices, enhancing client service delivery and implementing cost-saving measures.

On the other hand, “transformational growth” involves radical changes that fundamentally alter how a business operates. It encompasses strategic initiatives aimed at long-term success, such as adopting new service lines and business models, entering new markets or leveraging disruptive technologies like AI. Transformational growth requires significant investment and a visionary mindset, but can yield substantial returns.

Both types of growth are essential, and balancing transactional and transformational growth is crucial. Here’s why:

1. Cash flow management

  • Transactional growth. By focusing on optimizing current operations, firms can ensure steady cash flow. This includes efficient billing and collections, reducing overhead costs, and improving the client experience. These efforts contribute to a healthy bottom line, providing financial stability for day-to-day operations.
  • Transformational growth. While it may strain short-term cash flow, investing in transformational initiatives can lead to significant long-term financial gains. These investments often involve upfront costs but position the firm for future growth and increased profitability.

2. Investment in the future

  • Transactional growth. This provides the necessary resources to fund transformational initiatives. The efficiencies gained through transactional improvements free up capital to reinvest into transformative projects.
  • Transformational growth. This ensures that the firm remains competitive in an evolving market. By embracing new technologies and innovative business models, firms can attract new clients, enter new markets and stay ahead of industry trends.

3. Technology disruption and changing markets

  • Transactional growth. This helps firms adapt to technological changes by improving existing processes. For example, adopting new workflow software can streamline operations and improve service delivery. AI-powered tools for routine tasks like scheduling, data entry, reconciliations and basic tax return preparation improve efficiency and free up talent for higher-value activities.
  • Transformational growth. This allows firms to leverage disruptive technologies like AI to fundamentally change their business models and develop compelling new service lines. AI can automate routine tasks, provide deep insights through data analysis and enhance decision-making capabilities, positioning firms for long-term success.

The Transformation Triangle

To effectively navigate both transactional and transformational growth, CPA firm leaders must focus on three critical areas: leadership, project management and process management — collectively known as “The Transformation Triangle.”

1. Leadership. Leadership is the cornerstone of both transactional and transformational growth. Effective leaders inspire their teams, drive strategic vision and create a culture of continuous improvement. They understand the importance of balancing short-term operational efficiencies with long-term strategic investments.

  • Vision and strategy. Leaders must articulate a clear vision that balances transactional improvements with transformational goals. They should align this vision with the firm’s overall strategy and communicate it effectively to all stakeholders.
  • Change management. Transformational growth often involves significant change, which can be challenging. Leaders must be adept at managing change, addressing resistance and fostering a culture that embraces innovation.

2. Project management. Project management is critical for executing both transactional and transformational initiatives. Effective project management ensures that initiatives are completed on time, within budget and to the desired quality standards. Project management differs from process management in that each project has an end date.

  • Planning and execution. Detailed planning and execution are critical for transactional projects. This includes setting clear objectives, allocating resources and monitoring progress. You may need a more flexible approach for transformational projects, as these initiatives often involve uncertainty and require adaptability.
  • Risk management. Both types of growth involve risks. Transactional projects may face risks related to process disruptions, while transformational projects may encounter strategic risks. Effective project management includes identifying, assessing and mitigating these risks.

3. Process management. Process management focuses on optimizing and innovating business processes. Continuous improvement is the primary goal. It is a journey, not an event, and it involves analyzing, improving and redesigning processes to achieve both transactional efficiencies and transformational breakthroughs.

  • Process optimization. Process optimization involves identifying inefficiencies and implementing improvements for transactional growth. This can include automating routine tasks, streamlining workflows and eliminating bottlenecks.
  • Process innovation. For transformational growth, process innovation involves rethinking how work is done. This can include adopting new technologies, redefining roles and responsibilities and exploring new business models.

Plan of action

To harness the power of both transactional and transformational growth, CPA firms and their clients can take the following practical steps:

1. Conduct a growth assessment. Evaluate current operations to identify areas for transactional improvements and potential opportunities for transformational growth. This assessment should include reviewing financial performance, market trends and technological advancements.
2. Develop a balanced growth strategy. Create a growth strategy that balances transactional and transformational initiatives. This strategy should align with the firm’s overall vision and include clear objectives, timelines and resource allocation.
3. Invest in leadership development. Develop leadership capabilities within the firm. This includes training leaders in change management, strategic thinking and innovation. Effective leadership is critical for driving both types of growth.
4. Implement robust project management practices. Adopt project management best practices to ensure the successful execution of growth initiatives. This includes defining project objectives, setting realistic timelines and managing risks.
5. Embrace technology. Leverage technology to drive both transactional and transformational growth. This includes adopting new tools and software to improve efficiency and exploring emerging technologies like AI to transform business models. Consider an innovation budget of 2-3% in addition to your transactional technology budget of 6-7% of revenue.
6. Foster a culture of continuous improvement. Create a culture that values continuous improvement and innovation. Encourage employees to identify opportunities for transactional improvements and support them in exploring transformational ideas.

Balancing transactional and transformational growth is essential for CPA firms and their clients to thrive in a rapidly changing business environment. Firms can achieve sustained success by focusing on cash flow management, investing in the future and embracing technology disruption.

Transformational growth, while riskier, can help your firm stay ahead of the curve, especially in the face of AI and other disruptive technologies. The Transformation Triangle — leadership, project management and process management — provides a framework for navigating these growth paths effectively. By developing a balanced growth strategy and fostering a culture of continuous improvement, CPA firms and their clients can survive and thrive in the face of technological disruption and changing markets.

Think, plan, grow!

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Accounting

SEC subpoenas CSX over years of accounting errors

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A CSX locomotive

CSX Corp. received a subpoena from the U.S. Securities and Exchange Commission focused on previously disclosed accounting errors and certain non-financial performance metrics. 

The subpoena asked the railroad company to produce documents about accounting mistakes CSX disclosed in its previous quarterly report, according to a regulatory filing on Thursday. The company received the subpoena this month and is cooperating with the probe, CSX said in the filing.

“While the company believes its reporting complied with applicable requirements in all material respects, the company cannot anticipate the timing, scope, outcome or possible impact of the investigation, financial or otherwise,” CSX said. 

The filing didn’t include details about the non-financial performance metrics the SEC was scrutinizing. The Jacksonville, Florida-based company didn’t immediately respond to requests for comment. 

CSX in August disclosed that it had to correct accounting errors for several prior periods tied to engineering scrap and engineering support labor. Miscoding of engineering materials and labor resulted in the company understating purchased services and labor and overstating properties, the company said at the time.

The mistakes weren’t deemed material enough by CSX to trigger a formal restatement of previously published financial statements. It fixed the errors via revision, a correction that companies quietly tuck into their regulatory filings without the fanfare of a special SEC filing.

The concern extended as far back as 2021, and the revisions spilled over into how CSX made pension-related adjustments to other comprehensive income. They also required the company to reclassify certain balance sheet items, according to the August filing.

While the mistakes weren’t material to prior periods, CSX said they would have been significant to 2024’s full-year results if they were repeated in this year’s second quarter.

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Accounting

Tax Fraud Blotter: Party’s over

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Unaltered behavior; playing chicken; out on a rail; and other highlights of recent tax cases.

West Palm Beach, Florida: A federal district court has issued a permanent injunction against tax preparer Gregory Salgado, both individually and d.b.a. GMJ Real Investments Inc. and Cuba Salgado Tax & Real Estate.

Salgado is barred from preparing returns, working for or having any ownership stake in a tax prep business, assisting others to prepare returns or set up business as a preparer, and transferring or assigning customer lists to any other person or entity. The court also ordered him to pay $85,000 in gains from his tax prep business. Salgado agreed to both the injunction and the order to pay.

The complaint alleged that Salgado pleaded guilty in 2012 to filing a false personal return and filing a false return for another taxpayer and that the IRS assessed more than $500,000 in civil penalties against him for willfully underreporting tax on returns he prepared for clients.

According to the complaint, neither Salgado’s conviction, 33-month incarceration nor civil penalties altered his behavior. After his release from prison in 2015, Salgado continued to prepare thousands of returns for clients that either reduced their tax liability or inflated their refund claims. He did this largely by falsifying or overstating itemized deductions, fabricating or overstating business income and expenses and falsifying filing statuses and dependents.

Salgado must send notice of the recent injunction to each person for whom he or his business prepared federal returns, amended returns or claims for refund between Jan. 1, 2019, to the present. The court also ordered him to post a copy of the injunction at all locations where he conducts business and on his business’s website.

Cincinnati: Restaurateur Richard Bhoolai, 65, has been convicted of failing to pay taxes he withheld from employees’ wages.

He owned and operated Richie’s Fast Food Restaurants Inc., an S corp used to operate three area fried chicken restaurants since 1991. Bhoolai employed 22 to 34 employees between at least 2017 and 2018 and during that time withheld taxes from employees’ wages but did not pay them over to the IRS. Prior to that period, Bhoolai had not paid over such taxes from earlier years and the IRS had assessed a penalty against him.

Bhoolai instead used money from the businesses for his personal benefit, including gambling.

He faces up to five years in prison for each count of failure to pay taxes.

Bakersfield, California: Miguel Martinez, a Mexican national, has been sentenced to six years in prison for leading a $25 million fraud against the IRS.

From November 2019 through June 2023, Martinez, who previously pleaded guilty, led a scheme to file hundreds of fraudulent returns that claimed millions of dollars in refunds. He used stolen IDs to create fake businesses and report phony wage and withholding information for the businesses to the IRS. He then submitted hundreds of individual federal income tax returns in the names of still other individuals whose identities he had also stolen, claiming that those individuals worked for the fake businesses and were owed refunds based on the phony wage and withholding information.

Martinez used several people to allegedly help carry out the scheme, including a local tax preparer and a former IRS tax examiner who advised Martinez. In exchange, Martinez paid them thousands of dollars and took them out to lavish dinners.

The IRS paid out $2.3 million in refunds. When federal agents arrested Martinez and searched his three homes, he was found with $750,000 in fraudulent refund checks, ID cards for more than 200 individuals and multiple firearms that he could not lawfully possess due to his illegal status in the United States.

He also lied to government agents in the beginning of the investigation, initially saying that he had no knowledge of or involvement in tax prep for others and that he just sold gold and ran a party rental business. He also said that he did not know others who were involved in the scheme and had no relevant evidence.

Hands-in-jail-Blotter

Kansas City, Missouri: Tax preparer Ebens Louis-Loradin has been sentenced to 20 months in prison and ordered to pay $722,121 in restitution for a fraud in which he filed clients’ federal income tax returns that contained false information.

Louis-Loradin, a tax preparer since 2012 and who pleaded guilty earlier this year, prepared and filed 154 fraudulent returns that inflated his clients’ refunds by a total of nearly $1 million and boosted the fees he charged them.

He admitted that he engaged in the scheme from 2013 to 2020. Phony claims on the returns included dependents, inflated withholding amounts, credits for child and dependent care expenses, American Opportunity Credits and the Earned Income Tax Credit, itemized deductions and business losses.

The fraud caused a total federal tax loss of $953,873. Many of his clients, who told investigators they weren’t aware of the false items he placed on their tax returns, have been paying back the IRS for the refund overpayments.

Louis-Loradin also failed to file personal federal income tax returns for 2016 to 2018 and fraudulently used multiple IDs, including those of children, in his scheme.

Springbrook, Wisconsin: Gregory Vreeland, who owns and operates Wisconsin Great Northern Railroad of Spooner, Wisconsin, which provides recreational train rides and rail car storage and rail switching services, has been sentenced to a year and a day in prison for failure to pay employment taxes.

Vreeland, who previously pleaded guilty and who also co-owned and operated the Country House Motel and RV Park, was Great Northern’s president and the motel’s managing partner and was responsible for the companies’ financial matters, including the filing of employment returns. He failed to file employment tax forms for Great Northern from the end of 2017 through all of 2021 and failed to pay over the associated employee withholdings for that same period. Vreeland also failed to file employment tax forms for the motel from the third quarter of 2015 through the third quarter of 2020 and failed to pay over the associated employee withholdings for that same time. He used the withholdings to instead expand Great Northern’s operations and to buy a personal residence.

Vreeland received civil notices from the IRS for non-payment, which he initially ignored and made no attempt to cooperate with the service until it began levying his bank accounts.

Raleigh, North Carolina: Tax preparer Fwala Serge Muyamuna, 55, of Wake Forest, North Carolina, has pleaded guilty to 24 counts of aiding or assisting in the preparation of fraudulent returns and one felony count of obstructing justice.

Muyamuna was sentenced to 16 to 29 months in prison; the sentence was suspended and Muyamuna was placed on supervised probation for two years. Muyamuna was also ordered to serve four days in custody, pay $34,257.10 in restitution, perform 150 hours of community service and no longer prepare North Carolina tax returns.

Muyamuna, the manager, operator and tax preparer of Tax Experts/D & V Taxes and Accounting/DV Taxes, aided or assisted in the preparation of 24 false North Carolina individual income tax returns for clients for 2018 to 2021. Muyamuna also told a client to not cooperate with the investigation or speak with IRS agents.

Hanson, Massachusetts: Business owner Kenneth Marston has pleaded guilty to failing to pay employment taxes.

From 2015 through 2018, Marston owned and operated Bowmar Steel Industries, which engaged in steel fabrication, and Teleconstructors Inc., which provided installation services on cellular phone towers. During that time, Marston falsely treated his employees as independent contractors and failed to withhold employment taxes on more than $3.8 million in combined wages. Marston avoided reporting and paying $1 million in employment taxes owed to the IRS.

Failure to pay over taxes provides for up to five years in prison, three years of supervised release and a fine of $250,000 or twice the gross gain or loss, whichever is greater. Sentencing is Jan. 3.

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Accounting

Key business tax moves to consider, whoever wins on Nov. 5

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With the November election mere weeks away, there is still time for tax pros to ponder the strategies available to meet the proposals of each candidate.

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