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Fintech SaaS execs discover the enemy within, and it’s AI

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Imagine for a moment, you are the CEO or CRO of a growing fintech company when the news about how artificial intelligence can transform the accounting and finance industries first breaks.

The dollar signs start going off in your head, because you’re already perfectly positioned to be at the forefront of this upcoming boom.

You have the team, and you have the infrastructure, to capitalize on incorporating AI into your existing product offerings, which surely will excite the CFOs and controllers you sell to, making hitting your sales numbers automatic.

These controllers are desperate for technology to help their burnt out staff pick up the slack from the never-ending work that keeps piling onto their plates, and these CFOs are desperately trying to get it all done without incurring additional headcount costs, so they can report back to their board a decrease in cash burn.

Just when you think the opportunity can’t get any better, it does! The tech world announces AI agents, an iterative evolution of the original AI, which can quite literally do staff accounting work (and in some cases, one might argue it can even think at the same level of a staff – I kid! sorta). 

Your software engineers get to work implementing all of these new technologies and features into your product while you and leadership anxiously await the chance to inform the world of how you’re at the front edge of this time and cost-saving technological breakthrough!

Then, as you lay in bed the night before you’re about to make some major marketing campaign announcements, it hits you… as a fintech SaaS company, you sell seats. Your revenue numbers are tied to selling more seats of users on your application.

This dream very quickly became a nightmare.

Stuck between a rock and a hard place

If you missed it, the circular function resulting in a cell error in this situation (more accounting jokes), is that the technology being sold reduces the need for more people, and thus reduces cost… but in order for the company that is selling this technology to grow and report their exceeded sales benchmarks to the board, they need more purchased seats, which necessitates people to fill those seats!

The impasse is that the very thing which is going to help fintech products become better and more valuable to customers and users is also going to be the thing that reduces the number of customers and users.

Let’s also not forget about the optics.

Most accounting technology companies pride themselves on making life easier for the accountants whose work the technology is assisting with, but how much would these accountants want to buy the technology that could theoretically take their jobs?

You can see how this is a difficult situation, for fintech branding, yes; but also for us accountants to grapple with the idea that there is no winning either. We can either be left behind working inefficiently, or advance ourselves out of a job. 

That’s not to say there aren’t the lucky few who master the technology and get on top of it — because every system needs an operator — but why have a team of 10 when you can have a team of five?

To the CFO, this seems like a no brainer … and why wouldn’t the sales teams at fintech companies jump on the chance to appeal to the most critical part of this top level decision maker’s job: saving money.

It seems contradictory, since artificial intelligence is what has created the boom of B2B fintech SaaS companies over the last decade, starting with simple rules-based automations before AI was even a thing.

But as we all know, no opportunity is met without a challenge, and this one has been one brewing underneath all of the opportunities since technology first became the “LIFO the party” (OK, I seriously need to stop with these jokes).

So all doom, no boom?

It’s not all gray skies, as much as it sounds or appears like it may be.

The pivot point is clear and is part of a few other discussions that have been going around for years.

The first is the accounting profession rebrand, which I’ve written about before.

Technology offers us the chance to not just tell the next generation of accountants that their work won’t be as difficult and tedious because AI will help them, but rather that their work will be entirely different.

This may be met sorely by some ears who wish to preserve the traditional ways of working that accounting has been — trust me, I’ll always be a beautiful double entry purest — but we need to be comfortable understanding that beyond the technical theory, what it is that we as accountants do is going to be different.

When sprinklers were invented, gardeners and landscapers didn’t go out of business — they still needed to know where to place the sprinklers, at what interval they needed to turn on, and for how long — but they did need to give up trying to sell their traditional lawn-watering services.

We hate the word “change” in accounting because it sounds like more work, but sometimes change is necessary. Given we are referring to the talent pipeline as a “crisis” inherently means drastic times call for drastic changes.

The second has been the ongoing move to value-based pricing models.

This began when we started questioning if billable hours still made sense, with more work being outsourced and offshored for cheaper rates, and as technology made us more efficient with our work.

It left the room for a while, but the billable hours conversation is back up for discussion, and more importantly for action.

In the same way that fintech SaaS companies are struggling to find a solution to a seat-based pricing model, where AI reduces the number of seats needed; accounting firms are in need of finding a solution to billable hour-based charging, where AI reduces the number of hours needed.

As straightforward as it may sound to move to a “value-based” model, outcomes are not always necessarily the most quantifiable, and ROI has many more factors than the three words that make the acronym up.

Perhaps there’s an actuarial opportunity for roles that help provide clarity to how we place value on these types of activities, but that is a discussion for another day.

Within challenge comes opportunity

We can say that “accountants can do higher-level, more strategic work” all we want, but if accountants don’t view themselves as being more creative, innovative and strategic thinkers, it’ll be a tough service to sell. Plus, if the leadership at companies doesn’t view accountants beyond bookkeeping task rabbits, nor does the mainstream view accountants beyond their traditional number crunching stereotypes, it’ll be nearly impossible to swim against the tide.

What we, as accountants, have on our hands, is a need to show the world that we are capable of much more than what we’ve been pinned as, and most importantly to prove to ourselves that we can not only survive, but thrive in a different environment than SALY’s (OK, that was the last pun, I promise).

But that’s the rebrand hurdle that we’re up against. Not just among ourselves, but the entire business community, and most of society.

While each opportunity presents a new challenge, each challenge presents a new opportunity — so it’s time we start viewing them as such.

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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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