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Epstein’s accountant: ‘I never saw anything improper’

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Epstein accountant Richard Kahn

Epstein accountant Richard Kahn during his congressional testimony

In the decade-and-a-half that he worked for Jeffrey Epstein, accountant Richard Kahn never saw anything untoward — either in the child trafficker and sex offender’s financials, or in person.

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“In the years that I provided accounting and bookkeeping services for Jeffrey Epstein, I was not aware of the terrible and unforgivable things that he did to women and girls,” Kahn told members of the House Committee on Oversight and Government Reform in a nearly six-hour deposition on March 11 that was released last week. “My relationship with Epstein was strictly on a professional level. We did not interact socially, and I never attended any of his parties or his social functions.”

Kahn, who spent most of his tenure with Epstein tracking spending on the sex offender’s properties and other assets, and later looking after his investments and assets, said that he never saw any sexual abuse or trafficking himself, never saw Epstein in the company of a minor, and never received any complaints about Epstein’s behavior from victims or anyone else.

He was aware of Epstein’s 2006 plea deal on charges of soliciting sex with a minor, but believed Epstein’s claim that it was a one-time mistake that wouldn’t be repeated.

“Had I learned of any of his [ongoing] horrific behavior, I would have quit work immediately,” he told the committee.

A 10-minute interview

Kahn, who graduated from Syracuse University, started his accounting career at Coopers & Lybrand (now PricewaterhouseCoopers), before moving to Richard Eisner & Co. (a predecessor of Top 100 Firm EisnerAmper), and after that a small firm called KNHN.

He began working for Epstein in late 2005, after answering an ad and being contacted by a recruiter. His job interview with the then-little-known financier, he said, lasted all of 10 minutes.

Kahn described a relationship with Epstein that was conducted almost entirely via e-mail and phone calls, with a 30-90-minute meeting in person at Epstein’s Manhattan townhouse only once every three weeks. 

“Our conversations were 90% regarding questions I brought in looking to get answered regarding his accounting and financial situation,” he explained. “My role was reviewing checks from properties, bills that came in, dealing with property managers, dealing with his investments, dealing with insurance for himself and his employees.”

Kahn wasn’t the only accountant on Epstein’s team; another accountant, Bella Klein, “kept the QuickBooks files, paid bills, handled checks and credit cards and petty cash,” Kahn said.

There were also outside accountants who prepared Epstein’s tax returns, though Kahn worked on Epstein’s gift tax return.

“With homes in the Virgin Islands, New York, Palm Beach, Paris and New Mexico, and with several planes and a helicopter, Epstein had substantial yearly expenditures and a large staff,” he explained. “We tracked the expenditures as meticulously as possible, including gifts by Epstein to women and men. The gifts represent a very small fraction of Epstein’s spending. I did not see them as red flags for abuse or trafficking.”

Kahn testified that he has seen no evidence that Epstein was paid to traffick women or girls to any individuals, and when asked if any of Epstein’s income came from trafficking, he said, “No, not that I’m aware of. I walked through all his income here today, and I know where all of it was sourced from. … I have no reason to believe that any of his income was earned in an improper fashion.”

However, Kahn repeatedly reminded questioners on the committee that, due to the fragmented nature of his employer’s operations, he could not necessarily speak to all aspects of Epstein’s finances, or accurately describe the size of his estate at any given time before his death. As an example, Kahn noted that he began preparing liquid asset summaries for Epstein in 2014, but those specifically did not include all of the sex trafficker’s houses and real estate.

With the filing of an estate tax return after Epstein’s death, however, a clearer picture emerged: “When we filed his Form 706,” Kahn said, “he had somewhere between $550 and $600 million in assets.”

While acknowledging the complexity of Epstein’s finances, Kahn had a word of caution for those who believe that is a sign of ill-intent.

A protest group hold up signs of Jeffrey Epstein in front of the Federal courthouse in New York.
A protest group hold up signs of Jeffrey Epstein in front of a federal courthouse in New York on July 8, 2019.

Stephanie Keith/Photographer: Stephanie Keith/Ge

“There’s a general misconception about Epstein’s operating financial entities and setting up LLCs and bank accounts,” he said. “I believe that setting up LLCs and bank accounts are the ABCs of financial planning for wealthy individuals like Epstein and others.”

“I had no role in setting up any of Epstein’s companies, but did not view them as improper or suspicious,” he told the committee.

Though it was not part of his regular duties, Kahn also did some work for Epstein’s imprisoned accomplice, Ghislaine Maxwell — though not for long.

“I helped her organize her finances, sometimes during my work and sometimes after work,” he said. “I helped her organize her assets, her investments, her brokerage accounts, her cash, her insurances, her payroll, and I did that for a period of time. I was not paid by her, and I did not feel my work was appreciated, so I told Epstein that I no longer wanted to do work for Maxwell, and he said, ‘Great, don’t do work for Maxwell,’ and that was the end of my dealing with Maxwell.”

A new role

While Kahn wasn’t Epstein’s only accountant, he was named a co-executor of the estate after the sex offender’s mysterious death in prison in August 2019.

“That’s not a role that anyone would want,” Kahn told the committee. “Being co-executor has caused tremendous strife for me and my family. The anguish, anxiety and stress is unfathomable. My reputation has suffered what I believe to be irreparable damage that I don’t know if I ever will recover from.”

He took the role for a number of reasons, but the most important was that, “I thought that my knowledge of Epstein’s holdings would make me better prepared to alleviate some of the suffering of his victims.”

One of the first actions he and his co-executor — Epstein’s former lawyer, Darren Indyke — took was to establish the Epstein Victims Compensation Fund, with the goal of helping victims “in a discreet, kind and non-confrontational manner.”

Before being wound down, the fund resolved claims from 136 women, who were paid a total of $121 million — though many more claimants were deemed ineligible, according to Kahn, and he suspects the number of Epstein’s victims may total as many as 250 women.

Neither Kahn nor Indyke are paid for their roles as co-executors, but both are named as beneficiaries in Epstein’s will, for $25 million and $50 million, respectively — amounts Kahn said he believes were meant to compensate them for their work on the estate.

Whether those bequests will be made is an open question, given the estate’s condition.

“As of the last publicly filed quarterly accounting, the estate had approximately $120 million of assets,” Kahn reported. “Most recently, the estate settled a class-action lawsuit for $35 million, which leaves approximately $85 million. The estate still has, unfortunately, four to five remaining lawsuits, in addition to the fact that it is burning approximately $10-15 million a year in legal fees and other expenses.” 

Both Kahn and Indyke also told the committee that they had received multimillion-dollar loans from Epstein while he was still alive.

Kahn’s loans totaled something like $3 million, and he stopped paying interest on them after Epstein’s death, with the expectation that the estate will forgive the loans.

“Epstein treated these loans for me and probably 10 other employees as retention bonuses,” Kahn said. “He was giving loans to us similar to the way that a brokerage firm would sign on and bring an individual in, they would give a loan to a new employee.”

Interestingly, both Kahn and Indyke said that no federal investigators had ever spoken to them.

“I’ve never been questioned by any government authority,” Kahn said.

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SEC’s Semiannual Reporting Proposal Faces Investor Pushback: What CFOs Need to Know

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U.S. Securities and Exchange Commission (SEC)

A proposal from the U.S. Securities and Exchange Commission to potentially shift some public companies away from quarterly financial reporting toward a semiannual model is drawing significant pushback from investors, even as it continues moving through the regulatory process. The debate has direct implications for corporate finance teams, auditors, and the broader transparency of U.S. capital markets.

What the SEC Proposed

According to a summary published by accounting advisory firm Cohen & Co., the SEC issued a proposed rule on May 19, 2026, aimed at simplifying financial reporting requirements for many U.S. public companies. The proposal would potentially reduce the frequency of certain mandatory disclosures from quarterly to semiannual, a structural change that has not been made to core U.S. reporting requirements in decades.

The proposal follows an extended debate within U.S. policy circles, with proponents arguing that reduced reporting frequency could lower compliance costs and free up management time for longer-term strategic planning rather than quarter-to-quarter results management.

Why Investors Are Pushing Back

Comment letters submitted in response to the proposal have been extensive, and according to Cohen & Co.’s review of the public record, investors “appear to be largely opposed” to the shift, viewing frequent interim reporting as a core benefit of U.S. capital markets relative to other jurisdictions.

Accounting and law firms have taken a more measured position, generally urging any changes to remain aligned with the Financial Accounting Standards Board (FASB), whose existing disclosure requirements and guidance are built around a quarterly reporting cadence. A shift to semiannual reporting without corresponding changes to FASB guidance could create friction between SEC filing requirements and GAAP-based disclosure expectations.

Lessons From the U.K. Experience

The debate is not without precedent. The United Kingdom moved away from mandatory quarterly reporting for listed companies in 2014, returning to a semiannual disclosure requirement. According to Cohen & Co.’s analysis, that experience offers a cautionary data point: there was no measurable increase in capital expenditure or R&D investment following the change, while analyst coverage of affected companies declined as reliable interim information became less available — a particular risk for smaller and newly public companies that rely on analyst coverage to maintain investor visibility.

Practical Implications for Finance Teams

Beyond the debate over disclosure philosophy, the proposal carries practical complications. Many companies have debt covenants and credit agreements structured around quarterly financial delivery; a shift to semiannual reporting could require renegotiating those terms. Reduced reporting frequency would also extend the “window of market silence” between disclosures, a factor that governance and investor-relations teams would need to manage carefully to avoid information asymmetry.

Separately, and unrelated to the reporting-frequency debate, the SEC and FASB have continued finalizing more routine updates this year. New Accounting Standards Updates are taking effect for December 31, 2026, fiscal year-ends covering income tax disclosures, credit loss measurement, induced debt conversions, and stock compensation, according to Eide Bailly’s review of 2026 ASU activity. Additional guidance on paid-in-kind dividends and environmental credits is also on the near-term horizon.

What to Watch Next

The semiannual reporting proposal remains in the comment and review phase, and no final rule has been adopted as of this writing. Finance leaders should monitor the SEC’s regulatory agenda for further movement, while treating the current quarterly reporting requirement as the operative standard until any final rule is issued and an effective date is set.

Given the extent of investor opposition documented in the comment file, a full shift to mandatory semiannual reporting appears more likely to result in either a scaled-back compromise or continued study rather than swift adoption — though the SEC’s ultimate direction remains uncertain.

 

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AI-Driven Automation and Continuous Accounting Frameworks

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The accounting profession is undergoing a fundamental structural transition as enterprise finance departments shift from periodic month-end closes toward automated continuous accounting models. By integrating specialized machine learning algorithms directly into enterprise resource planning (ERP) platforms, chief accounting officers are transforming financial reporting from a retrospective exercise into a real-time operational asset.

The Shift from Periodic Close to Continuous Financial Reporting
Traditional accounting workflows heavily relied on manual data reconciliation, spreadsheet calculations, and multi-week closing cycles at the end of each fiscal period. In contrast, continuous accounting frameworks utilize automated software agents to process, validate, and post transactional data in real time as business activities occur.

Automated bank reconciliation tools cross-reference incoming bank feeds, invoice records, and purchase orders automatically. By resolving transactional variances instantly throughout the month, corporate accounting teams eliminate the traditional workload spikes associated with quarterly and annual closes.

Machine Learning in Audit Trails and Anomaly Detection
Advanced natural language processing (NLP) and machine learning tools are redefining internal audit and financial control environments. Automated systems analyze 100% of general ledger entries, identifying anomalous transactions, duplicate payments, and unauthorized journal entries in real time.

Rather than relying on random statistical sampling, corporate internal auditors can focus their attention on high-risk flags automatically surfaced by algorithmic monitoring platforms. This continuous risk assessment strengthens internal controls over financial reporting (ICFR) and significantly reduces fraud risk.

Evolving Roles for Accounting Professionals
As routine data entry and manual reconciliation tasks become fully automated, the skill set required for accounting professionals is shifting toward data analysis, system design, and strategic business advisory.
– Systems Governance: Accountants are increasingly responsible for monitoring algorithmic accuracy and managing data integration pipelines.
– Business Partnership: Finance professionals leverage real-time financial dashboards to advise operational leaders on margin management and working capital allocation.
– Regulatory Compliance Management: Accounting teams utilize automated platforms to ensure compliance with dynamic tax codes and international accounting standards.

Core Implementation Recommendations
1. Deploy Automated Reconciliation Tools: Integrate continuous transaction processing modules into existing enterprise ERP architectures.
2. Establish Algorithmic Governance Controls: Implement strict internal testing protocols to ensure automated accounting rules comply with GAAP/IFRS standards.
3. Reskill Accounting Teams: Invest in training finance staff on data analytics, workflow automation, and predictive financial modeling.

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Accounting

Global ESG Reporting Standards and Double Materiality Compliance

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Corporate accounting departments face expanding reporting expectations as international sustainability disclosure standards achieve regulatory enforcement across major global jurisdictions. Chief Accounting Officers (CAOs) and corporate controllers are establishing rigorous internal accounting controls to treat Environmental, Social, and Governance (ESG) metrics with the same data precision, auditability, and governance as traditional financial statements.

Regulatory Harmonization Under Global Sustainability Frameworks
The implementation of standardized sustainability reporting frameworks—notably rules established by international sustainability accounting boards—has created unified expectations for public and large private enterprises. Corporations must report standardized metrics covering greenhouse gas emissions (Scope 1, 2, and material Scope 3), energy utilization, workforce demographics, and supply chain governance.

In Europe and other participating international jurisdictions, double materiality principles are mandatory. Under double materiality, organizations must report both how external sustainability risks impact corporate financial performance, and how internal corporate operations affect surrounding environmental and social structures.

Integrating Sustainability Metrics into Core ERP Systems
To provide auditable non-financial data, enterprise organizations are integrating specialized carbon accounting and ESG management platforms directly into core ERP systems. Automated data collectors capture energy utility invoices, logistics fuel consumption metrics, and vendor compliance records in real time.

Establishing automated, traceable data pipelines ensures that non-financial reporting is supported by clear audit trails. This structured approach allows external financial auditors to provide reasonable assurance on sustainability disclosures during annual corporate reporting cycles.

Financial Impacts and Capital Market Disclosure
Accurate ESG reporting directly influences corporate cost of capital and institutional credit ratings. Commercial lenders and institutional asset managers systematically incorporate sustainability metrics into risk pricing models. Companies that demonstrate transparent, verifiable progress in operational energy efficiency and climate risk mitigation benefit from expanded access to green bond markets and lower debt pricing.

Action Steps for Accounting Leadership
1. Implement Double Materiality Frameworks: Conduct comprehensive assessments to identify material financial and operational sustainability metrics.
2. Build Auditable Non-Financial Data Pipelines: Automate ESG data collection within core accounting software to ensure data integrity.
3. Align Sustainability with Annual Financial Filings: Prepare non-financial disclosures concurrently with financial statements to satisfy regulatory audit expectations.

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