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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

Lawmakers reintroduce R&D expensing bill in Congress

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A bipartisan group of lawmakers has reintroduced legislation to allow immediate expensing of research and development costs, all the way back to 2022 when the tax break expired.

The bill, known as the American Innovation and R&D Competitiveness Act, would eliminate the five-year amortization requirement for research and experimental expenditures, allowing continued expensing of them in the taxable years in which the expenditures are incurred. 

The Tax Cuts and Jobs Act of 2017 ended immediate expensing of R&D costs and required the costs to be amortized over five years, starting in 2022. Congress has made efforts in the past to repeal or delay the requirement, and it will have a chance again as Republicans put together a reconciliation bill to extend the expiring provisions of the TCJA while adding new tax breaks. Last year, Congress came close to extending the tax break through 2025 after the House passed the bipartisan Tax Relief for American Families and Workers Act, but the bill stalled in the Senate

Estes and Larson introduced previous versions of their bill (when it was known as the American Innovation and R&D Competitiveness Act) in 2019 and 2023. 

“Research and development play an integral role in creating good-paying jobs across the country, especially as we work to strengthen our economic competitiveness,” Larson said in a statement Monday. “The 2017 tax law’s elimination of immediate R&D expensing has made it more difficult for businesses to invest in developing the technologies of the future, including small business owners and engineers in my district.”

The bill has received support from industry groups such as the National Association of Manufacturers and the Association of Equipment Manufacturers.

“Research and development in the United States does more than just advance innovation, it provides good-paying jobs for Americans across the country and strengthens our nation,” Estes stated. “There is bipartisan support for immediate expensing of R&D costs because it’s good for the workforce and the economy, brings new products and services to the marketplace, and ensures that our country remains the leader in innovation around the world. For the past several years, U.S. job creators and innovators have been unable to immediately expense R&D costs in the year they occur, and as a result we’ve seen domestic research and development slow while other countries incentivize and benefit from expanded R&D. A significant number of workers, community leaders, businesses and lawmakers on both sides of the aisle agree that we must address R&D expensing this year.”

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Accounting

SEC hits the brakes on accounting and auditing enforcement

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The Securities and Exchange Commission dramatically pulled back on accounting and auditing enforcement last year after two years in a row of increases under former SEC chair Gary Gensler, according to a new report.

The report, released Wednesday by Cornerstone Research, found that enforcement activity plummeted during Gensler’s final year leading the SEC before he stepped down on President Trump’s Inauguration Day. The report found that the SEC initiated 45 accounting and auditing enforcement actions in fiscal year 2024, a 46% decrease from FY 2023 and the lowest number since 2021. Approximately half of all the actions (22) were initiated in the fourth quarter of the fiscal year, and more than one-third were initiated in September, the last month of the SEC fiscal year. On the other hand, monetary penalties reached their highest levels since 2021.

The report echoes the findings of a report released last week by the Brattle Group that found a dropoff in enforcement activity against auditors by both the SEC and the Public Company Accounting Oversight Board in the second half of last year. The Supreme Court ruled in June against the SEC in the case of SEC v. Jarkesy, giving defendants the right to a jury trial rather than a hearing before the SEC’s in-house administrative law judges. The Cornerstone report noted that the SEC dismissed six administrative proceedings after the Jarkesy decision.

“In addition to a decrease in enforcement activity, the SEC dismissed six administrative proceedings in FY 2024 after the U.S. Supreme Court’s decision in SEC v. Jarkesy on June 27, 2024,” said Jean-Philippe Poissant, a report coauthor and cohead of Cornerstone Research’s accounting practice, in a statement Wednesday. “In contrast, the SEC imposed more than $770 million in monetary penalties in FY 2024, a 32% increase from FY 2023 and the highest total since 2021.”

The report also found that the number of actions initiated against U.S. respondents declined 56% in FY 2024, while those initiated against non-U.S. respondents increased 18%. The number of actions referring to an announced restatement and/or material weakness in internal control in FY 2024 was only nine, a whopping 78% decline from the 41 such actions in the prior two fiscal years.

The number of actions alleging violations of internal accounting controls decreased to its lowest level since FY 2021. Nonmonetary sanctions were imposed against 67% of the 33 individual respondents who settled their cases with the SEC in FY 2024. The SEC acknowledged that 25% (15 firms and two individuals) of the 67 respondents who settled with the commission in FY 2024 offered cooperation, undertook remedial efforts, and/or self-reported to the SEC, slightly down from 26% in FY 2023.

The report also compares the Gensler period (FY 2021–FY 2024) to a comparable period under Jay Clayton (FY 2017–FY 2020), who chaired the SEC during the first Trump administration. During the Gensler period, the SEC initiated an average of 60 enforcement actions per year, compared to 74 during the Clayton period. Settled actions declined under Gensler, dropping nearly 20% to an average of 66 settled actions per year, compared to 80 under Clayton. Trump has nominated Paul Atkins, a former SEC commissioner, to be the next chair, succeeding Gensler. In the meantime, the SEC is now being led by acting commissioner Mark Uyeda.

“Looking back to the last eight years, our analysis shows that enforcement actions with accounting and auditing allegations were less of a priority than other emerging allegations under Chair Gensler,” said Simona Mola, a report coauthor and principal at Cornerstone Research, in a statement. “In the four fiscal years of the Gensler period, the SEC accounting and auditing enforcement activity overall declined relative to the Clayton period in terms of total number of actions initiated or settled. The average total settlement amount per year during the Gensler period also declined to $647 million, down from $796 million imposed during the Clayton period.”

There were 75 total respondents in accounting and auditing enforcement actions initiated in FY 2024, a major decline from 111 respondents in FY 2023 and below the four-year averages under both Clayton (122) and Gensler (90).

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Accounting

PCAOB sanctions former BF Borgers partner Jaslyn Sellers

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The Public Company Accounting Oversight Board sanctioned engagement partner Jaslyn Sellers for multiple audit failures in consecutive audits and for violating partner rotational limits.

Sellers was an audit director at BF Borgers, which was shut down for fraud by the Securities and Exchange Commission in May 2024. The PCAOB found that she failed, in consecutive audits of issuer NetSol Technologies Inc. for fiscal years 2021 and 2022, to obtain sufficient appropriate audit evidence in areas that she identified as significant risks, including revenue recognition and accounting estimates. 

In addition, the Board found that Sellers violated auditor independence requirements by serving as the NTI engagement partner for a sixth consecutive year.

“Engagement partners are the first line of defense for investors and the public relying on audited financial statements,” PCAOB Chair Erica Williams said in a statement. “Partners who shirk their obligations increase risk in the marketplace and will be held accountable.”

Sellers also authorized the issuance of audit reports for each of the NTI audits, which identified critical audit matters. Those CAMs included descriptions of audit procedures intended to address each CAM, but some of those procedures were not actually performed. 

“The engagement partner here abrogated her duties to appropriately audit the significant risk areas she identified, failed to abide by partner rotation requirements, and gave investors the impression certain CAMs were addressed when they were not,” Robert Rice, director of the PCAOB’s Division of Enforcement and Investigations, said in a statement. “Conduct like this puts investors at risk and will not be tolerated.”

Without admitting or denying the findings, Sellers consented to the PCAOB’s order, which:

  • Censures Sellers;
  • Bars her from associating with a PCAOB-registered firm, with a right to reapply after two years; and,
  • Imposes a $15,000 civil money penalty on her. Based on her conduct, the Board would have imposed a $75,000 penalty if it had not taken her financial resources into consideration.
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PCAOB sanctions PwC Singapore

Today the PCAOB also sanctioned PwC Singapore for violating PCAOB rules and quality control standards.

Over nearly two years, personnel in PwC Singapore’s Independence Office understated the rates at which firm personnel failed to properly or timely report their financial interests and relationships. The personnel developed and implemented methods, including misclassifying certain failures — known as Personal Independence Compliance Testing exceptions — as self-reported. As a result, on two separate occasions, the firm provided understated PICT exception rates to the PCAOB as part of its remediation of prior inspection findings.

The PCAOB found that the firm leadership’s focus on achieving a targeted PICT exception rate, in combination with a lack of appropriate PICT-related policies and procedures and controls, enabled the misconduct. The Board also found that the firm failed to give appropriate consideration to the assignment of quality control responsibilities when appointing its Partner Responsible for Independence. 

“It is imperative that firms maintain an appropriate ethical culture in all aspects of their system of quality control,” Rice said in a statement. “Firms must properly monitor and report on compliance with their independence-related policies and procedures to ensure the Board and investors have accurate information.”

Without admitting or denying the findings, PwC Singapore consented to the PCAOB’s order, which censured the firm, imposed a $1.5 million civil money penalty, and imposed remedial measures related to the firm’s independence processes.

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