Connect with us

Accounting

From intern to CEO | Accounting Today

Published

on

Complimentary Access Pill

Enjoy complimentary access to top ideas and insights — selected by our editors.

These days, not many people stay at the same organization for their entire career. But, my good friend Nathen McEown, CEO of Texas-based Whitley Penn, has parlayed a wide variety of roles, responsibilities and experiences into the top job at the 850-employee firm with $240 million in revenue. 

Starting as an intern 21 years ago, McEown joined the firm full-time directly out of college and hasn’t looked back since. At the time, Whitley Penn had only 60 employees and $10 million in revenue. But that was part of the attraction for McEown, who was attracted to the collegial nature and scrappy startup feel. Unlike many of his undergraduate classmates, McEown didn’t feel the pressure to join a Big Four firm. He told me he was more attracted to firms like Whitley Penn that were small, but growing aggressively. “I thought I could make a bigger impact there,” he recalled.

If McEown seems young to be a CEO of such a large firm, that’s not a coincidence. The firm’s average partner age is about 44 to 45, and it has 15 partners under the age of 35. “That’s a testament to how quickly we’re growing and developing talent,” McEown related. “It boils down to passion. If you have a passion for what you are doing, it’s easier to put in the long hours and hard work. There was never a point in my career when I did anything just for the money. It was always about the opportunity to learn something new, implement something new, or enhance my growth.” Many of McEown’s fast-rising peers feel the same.

Four core principles have guided McEown throughout his career.

1. Culture of growth (firmwide and personal);
2. Willingness to step into difficult situations and always say yes;
3. Focus on relationships;
4. Recruiting, retaining and developing talent.

Culture of growth

Early in his career, McEown said he gravitated to partners who were excelling at business development. “They  seemed to have a lot more control over their careers,” he recalled. “At a young age, I told myself: ‘I’m going to be the one who goes out and helps grow the business by finding new clients, by getting involved in the community, by networking with folks in the local business community, and by establishing my circle of influence.” McEown brought in his first client when he was just a senior, and he said that enabled him to carve out his niche much faster.

“Our firm has a passion for growth,” he said. “We know if we’re not growing, we’re not going to be able to create new partners and promote more people from within. There is nothing more satisfying than seeing those below you achieve success and further their careers.”

Professional growth

Like McEown, I’ve found growth isn’t just about enhancing firm revenue; it’s about enhancing personal development. According to McEown, when you’re early in your career — staff to mid-manager — you need the proverbial 10,000 hours of experience to really learn the craft and the trade. Then as you progress, he said you need to start focusing on the other side of the business that often gives accountants trouble — soft skills, mentoring and developing additional ways to help clients beyond the pure service line that you’re working in. 

McEown said Whitley Penn’s NextGen program takes high-performing seniors and teaches them how to learn next level soft skills, client development skills, mentoring and training skills. The firm’s Growth Champions program is for experienced senior managers or managing directors who are on the path to partner. He said that’s where participants learn how to do a deep dive into the business of public accounting and a prospective client’s business. It’s also where they learn to describe succinctly how Whitley Penn can help a client not just through the service line they’re currently in (i.e., audit or tax), but through its wealth management, client accounting and advisory services (CAAS), digital, deal advisory group, or any of its other advisory service lines. 

Willingness to step into tough situations

From the earliest age, McEown said he always played the role of “fixer” — the person who would take on the jobs (or clients) that no one else wanted. For example, in the early days of his career, Whitley Penn was doing a lot of energy work but wasn’t getting a lot of private equity energy work. So, he took on the challenge of getting to know the folks in the PE energy space and bring them in as clients.

“In 2016, I moved to our Houston office which wasn’t growing as quickly as Whitley Penn is used to,” recalled McEown. “I took it upon myself to convince the firm’s executive committee that there was a huge opportunity in Houston where the massive energy market is based. I told them I would move my family to Houston if they let me have the role of the Houston office managing partner to see if I could change things.” 

At the time, McEown said the Houston office was only doing about $10 million in business. In 2025, Whitley Penn expects the Houston office to hit $50 million. “You can’t be afraid to fail,” said McEown. “When you swing for the fences, you’re going to strike out sometimes, but that’s the only way to learn and get better.” 

Building relationships

Whether it’s navigating your own firm, handling existing clients or breaking into new markets, McEown said you can never stop building relationships. He recalled having more strikeouts than home runs in his first two years in Houston, and it entailed a lot of cold-calling and reaching out to energy leaders for breakfast, lunch, dinner or drinks…anything to develop new relationships and opportunities.

Since the Houston office was small, McEown and his team not only had to find the work themselves, but then do the work, too. “It was a lot of late nights, but it was fun and some of the most rewarding times I’ve had at the firm because I was able to cause change quickly,” stated McEown.

Another valuable lesson McEown learned was, “If you don’t ask, you don’t get.” He said you must be willing to reach out to people and say, “Hey can you introduce me to friends who may need our services.” Or, “Who are you using? Are you happy with their service? If not, how about letting Whitley Penn bid on your work?” 

“Don’t wait for things to happen; make them happen,” he said.

McEown added, “When it comes to client service, I tell our team all the time: ‘If you get a client call in the morning, you need to return that call by the afternoon. If you get a call in the afternoon, you need to return it by the following morning.'” 

McEown believes clients must always feel they’re a priority for his firm because “so many of our competitors don’t treat them that way.” He frequently reminds his staff: “Don’t just be the auditor. Go into the client’s office and ask about their family. Find out what’s going on in their life beyond the workplace.” McEown believes that once you build a client relationship and earn their trust, you can afford to make a few mistakes. “However, if you’re just an email or an invoice, that’s when you become a commodity and they’re going to jump to the next firm,” he said.

Recruiting and retaining talent

Long before COVID and the great talent shortage, McEown said his firm has always taken recruiting very seriously and done well at it. “We get our partners involved at all levels, including on-campus recruiting. It’s not just our staff or paid recruiters. The partners give presentations, get to know people and shake hands. Even during busy season, our partners know they need to roll up their sleeves and get on campus and engage with the students. Our talent is the lifeblood of the firm and we view it as a critical part of our secret sauce.”

Like McEown I’ve found that ultimately we’re responsible for our own career path. Find what you’re passionate about and let others at the firm move you along. What is your firm doing to recruit and develop talent and keep growing? I’d like to hear more.

Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

Accounting

Lutnick’s tax comments give cruise operators case of deja vu

Published

on

Cruise operators may yet avoid paying more U.S. corporate taxes despite threats from U.S. Commerce Secretary Howard Lutnick to close favorable loopholes. 

Lutnick’s comments on Fox News Wednesday that U.S.-based cruise companies should be paying taxes even on ships registered abroad sent shares lower, though analysts indicated the worry may be overblown.

“We would note this is probably the 10th time in the last 15 years we have seen a politician (or other DC bureaucrat) talk about changing the tax structure of the cruise industry,” Stifel Managing Director Steven Wieczynski wrote in a note to clients. “Each time it was presented, it didn’t get very far.”

Industry shares fell sharply Thursday. Royal Caribbean Cruises Ltd. closed 7.6% lower, the largest drop since September 2022. Peers Carnival Corp. and Norwegian Cruise Line Holdings dropped by at least 4.9%.

All three continued slumping Friday, trading lower by around 1% each.

Cruise companies often operate their ships in international waters and can register those vessels in tax haven countries to avoid some U.S. corporate levies. It’s exactly those sorts of practices with which Lutnick has taken issue. 

“You ever see a cruise ship with an American flag on the back?,” Lutnick said during the interview which aired Wednesday evening. “They have flags like Liberia or Panama. None of them pay taxes.”

“This is going to end under Donald Trump and those taxes are going to be paid.” He also called out foreign alcohol producers and the wider cargo shipping industry. 

The vessels are embedded in international laws and treaties governing the wider maritime trades, including cargo shipping. Targeting cruise ships would require significant changes to those rule books to collect dues from the pleasure crafts, analysts noted. The cruise industry represents less than 1% of the global commercial fleet, according to Cruise Lines International Association, an industry trade group.

They also pay significant port fees and could relocate abroad to avoid new additional taxes, according to Wieczynski, who sees the selloff as a buying opportunity. 

“Cruise lines pay substantial taxes and fees in the U.S. — to the tune of nearly $2.5 billion, which represents 65% of the total taxes cruise lines pay worldwide, even though only a very small percentage of operations occur in U.S. waters,” CLIA said in an emailed statement. 

Should increased taxes come to pass, the maximum impact to profits would be 21% on US earnings, Bernstein senior analyst Richard Clarke wrote in a note. That hit wouldn’t be enough to change their product offerings, though it may discourage future investment. Recently, U.S. cruise companies have spent billions beefing up their operations in the U.S. and Caribbean. 

Cruise lines already employ tax mitigation teams that would work to counteract attempts by the U.S. to collect taxes on revenue generated in international waters, wrote Sharon Zackfia, a partner with William Blair.

Royal Caribbean did not respond to requests to comment. Carnival and Norwegian directed Bloomberg News to CLIA’s statement. 

Continue Reading

Accounting

AI in accounting and its growing role

Published

on

Artificial intelligence took the business world by storm in 2024. Content creation companies received powerful new AI-powered tools, allowing them to crank out high-quality images with simple prompts. AI also helped cybersecurity companies filter email for phishing attempts. Any company engaging in online meetings received an ever-ready assistant eager to show up, take notes and highlight the most important talking points.

These and countless other AI-driven tools that emerged during the past year are boosting efficiency in virtually every industry by automating the tasks that most often bog down business processes. Essentially, AI takes on the business world’s day-to-day dirty work, delivering with more accuracy and speed than human workers are capable of providing.

For accounting, AI couldn’t have come at a better time. Recent reports show that securing capable accounting staff is becoming more challenging due to a high number of retirees and a low number of new accounting graduates. At the same time, globalization, the rise of the gig economy, the shift to remote work and other recent developments in the business landscape have increased both the volume and complexity of accounting work.

As companies struggle to do more with less, AI offers solutions that promise to reshape the accounting world. However, putting AI to work also forces companies to accept some new risks.

“Bias” has become a huge buzzword in the AI arena, forcing companies to consider how the automation tools they bring in to help with processing data may introduce some questionable or even dangerous ideas. There are also ethical issues associated with next-level AI-powered data processing that have some concerned that achieving AI-assisted business efficiency also means risking consumer privacy.

To make AI worthwhile as an accounting tool, companies must find ways to balance gains in efficiency with the ethical risks it presents. The following explores the growing role AI can play in business accounting while also pointing out some of the downsides that should be carefully considered.

AI upside: Increased accuracy and efficiency

Accounting isn’t accounting if it isn’t accurate. Miskeyed amounts or misplaced decimal points aren’t acceptable, regardless of the company’s size or the business it is doing. When the numbers are wrong, the decision-making that relies on those numbers suffers.

Consequently, manual accounting typically moves slowly to avoid errors. Business leaders have learned to wait on financial reporting prepared by hand. They’ve also learned that because of processing delays, they may not have the numbers they need to take advantage of unexpected opportunities.

AI changes the equation by improving the speed and accuracy of reporting. AI-powered data entry automatically extracts numbers from invoices and other financial statements, eliminating the need for manual entry and the mistakes that can occur when an accountant is distracted, tired or just having an off day. AI can also detect errors or inconsistencies in incoming documents by comparing invoices and other documents to previous records, providing a second set of eyes for accounts as they ensure companies aren’t being overbilled or under-compensated.

When it comes to increasing the pace of accounting, AI’s capabilities are truly astonishing. As Accounting Today has reported, in the past, the type of robotic process automation AI empowers can be used to drive automated processes 745% faster than manual processes. And AI accounting programs never clock out or take a lunch break. They work 24/7, even on bank holidays, to keep the books up to date.

AI accounting gives business leaders accurate financial data in real time, meaning they have relevant and reliable accounting intel when they need it rather than requiring them to wait until the end of the month to have a report on where their cash flow stands. It also has the potential to give a glimpse into the future by drawing upon historical data to drive predictive analytics. AI can look at what has been unfolding in a business and its industry to plot the path forward that makes the most financial sense. It’s not exactly a crystal ball, but it’s as close as most businesses should expect to get.

AI upside: More time for high-level engagement

As AI began to make inroads in the business world, experts warned it would ultimately replace hundreds of millions of jobs. While the consensus seems to be that AI doesn’t have what it takes to replace an accountant, it certainly has the potential to reshape the profession in a positive way.

The manual work typical of conventional accounting is tedious, tiresome and time-consuming. Doing it well eats up much of the energy accountants could otherwise apply to higher-level activities. By using AI automation for those tasks, accountants gain the resources needed for high-level engagement.

Accountants who partner with AI gain the capacity to shift their role from bookkeeper to financial advisor. Rather than focusing all of their energy on preparing reports, they are freed up to interpret the reports. Delegating data entry and other day-to-day tasks to AI allows accountants to become strategic partners with the businesses they serve, whether as in-house employees or external advisors.

Financial forecasting becomes much more doable when AI is in play. Accountants can develop comprehensive financial models that forecast future revenue and expenses. They can also assess investment opportunities, such as determining the viability of mergers and acquisitions, and help with risk management and mitigation.

Tax planning and optimization will also become more manageable once AI automations have been added to the mix. Automating data extraction and categorization streamlines the process of classifying expenses for tax purposes and identifying expenses that are eligible for deductions. AI automation can also be used for tax form completion, adding speed and a higher level of accuracy to a process that very few accountants look forward to completing manually.

AI downside: Higher data security risks

Accountants are well aware of the dangers of data breaches. Allowing financial data to fall into unauthorized hands can lead to financial loss, operational disruption, reputational damage and regulatory consequences. Shifting to AI accounting can potentially increase the risk of data breaches.

Changing to AI accounting often means concentrating financial and other sensitive data and moving it to interconnected networks. Concentrating data creates a target that is more desirable to bad actors. Shifting it to the cloud or other interconnected networks creates a larger attack surface. Both factors create situations in which higher levels of data security are definitely needed.

Addressing the heightened threat of cyberattacks requires a combination of tech tools and human sensibilities. To keep accounting data safe, encryption, multifactor authentication, and regular testing and update protocols should be used. Training should also help accounting teams understand what an attack looks like and how to respond if they sense one is being carried out.

AI downside: Less process customization

Developing the types of platforms that can safely and reliably drive AI automations is not an easy — nor cheap — undertaking. Consequently, many companies choose the economy of “off-the-shelf” platforms. However, opting for a standardized platform could mean closing the door on customized financial workflows a company has developed.

For example, an off-the-shelf platform may not have the option of accommodating the accounting rules of highly specialized industries. It may have a predefined chart of accounts structure that doesn’t fit the structure a company has traditionally used. It also may be limited in the formats that can be used for financial reporting, which could require business leaders to make peace with reports that don’t fit their personal tastes.

To avoid big problems that can surface after shifting to off-the-shelf solutions, companies should make sure to take their time and seek software that can scale with their plans for growth. Like any other technological innovation, AI is a tool meant to support and not supplant a company’s processes. The process of selecting an AI platform to improve accounting efficiency begins with mapping out a company’s unique process and identifying where AI can boost efficiency. If the platform you are considering can’t deliver, keep looking.

AI best practice: Take it slow and learn as you go

The biggest temptation for companies as they begin to embrace AI will likely be doing too much too fast and with too little oversight. Artificial intelligence is a remarkable tech tool, but still in its infancy. Taking advantage of its capabilities also requires managing some risks.

For example, AI has what some experts describe as an “explainability” problem. Developers know what AI can do but don’t always know how it does it. Companies that feel compelled to provide their clients or stakeholders with a solid explanation of the process behind their AI automations may be limited in how they can put AI to work.

Now is the time to begin integrating AI with your company’s accounting efforts, but take it slow and learn as you go. A solid best practice is to explore what is available, experiment with how it can help your business, and expect to make many adjustments before you arrive at an optimal process. Your accounting efforts will serve you best when they combine human and artificial intelligence.

Continue Reading

Accounting

Ascend adds VP of partnerships

Published

on

Ascend, a private-equity backed accounting firm, added a vice president of partnerships to its leadership team.

Maureen Churgovich Dillmore will oversee the expansion of Ascend’s growth platform for regional accounting firms into new U.S. markets, effective Feb. 17. She was previously executive director of the Americas at Prime Global. Prior, she was executive director at DFK International/USA.

“I have dedicated a large part of my career to supporting firms that want to remain independent. The dynamics of achieving success in this area are evolving rapidly, and the Ascend model was created so that firm identity would not be at odds with accessing the community and resources needed to prosper. I am genuinely impressed by Ascend’s ability to assist mid-sized firms in making the necessary strides to stay relevant, sustain growth, and provide their staff and clients with top-tier shared services—all while preserving their unique brand and culture,” Churgovich Dillmore said in a statement.

Ascend has added 14 partner firms across 11 states since the company launched in January 2023.

Maureen Churgovich Dillmore

Maureen Churgovich Dillmore

“So much of association work is theoretical, advising member firms on best practices, and you don’t get to see the end game. What excites me about being on the Ascend team is the opportunity to be a force behind the change, to help enact the change and see where and how it comes in,” Churgovich Dillmore added.

“Maureen’s decision to join Ascend is rooted in her desire to serve the profession in a way that maximizes her impact. We are all excited to welcome someone into our Company who has been an advisor and friend to mid-sized CPA firms for over a decade, and it is all the more rewarding when you realize that the community and resources we are bringing to life will allow Maureen to have conversations with firms that she’s never had before. Her curiosity, commitment, and deep care for others are going to stand out in this role,” Nishaad (Nish) Ruparel, president of Ascend, said in a statement.

Ascend is backed by private equity firm Alpine Investors and works with regional accounting firms with between $15 and $50 million in revenue. It ranked No. 59 on Accounting Today‘s 2024 Top 100 Firms list, with $126 million in revenue and over 600 employees. 

Continue Reading

Trending