Accounting
Guide to TCJA extension for financial advisors and clients
The slim margins, trillions of dollars in tax cuts at stake and key missing details add up to great reasons for financial advisors and their clients to contact their members of Congress.
“Now’s the time to be doing it, because they’re starting to put together the legislation now,” said Mary Burke Baker, a government affairs counselor and the leader of the tax policy practice of law firm
That’s because every Republican member of Congress could exercise outsize influence on the process as President Donald Trump’s party extends the expiring provisions of the 2017 Tax Cuts and Jobs Act. Even though no one expects any steep tax increases as Congress confronts its year-end deadline, Burke Baker acknowledged that it “has to be difficult to advise clients to the extent that you can advise clients” on questions that may affect their payments to Uncle Sam — without any definitive answers until the passage of a bill that has yet to be written.
The elusive law appears far away from the finish line. Republicans are debating among themselves about how much they are willing to expand the federal budget deficit and whether they should pursue other priorities first. The intraparty squabbling could even provide an opening for Democrats to change the entire equation, if Trump, House Speaker Mike Johnson and Senate Majority Leader John Thune fail to align the GOP behind a way forward.
As they aim to prepare clients’ for the unknown possible impacts to say, estate taxes, deductions for state and local duties, Trump’s campaign promises or any number of other wish-list items among various constituencies, advisors could drive themselves crazy trying to stay abreast of every phase of an inevitably complicated political endeavor.
Instead, they should be counseling clients about “avoiding the temptation to act based on the news” of any particular day in the Beltway, said Ben Henry-Moreland, a former advisor who’s a senior
“It’s not necessarily, ‘Oh, here’s what X and Y congressmen are saying,’ but more, ‘Let’s take the big picture and figure out, is it really going to help you to act based on what you’re hearing on the news now, versus waiting until we’re going to know a little bit more?'” Henry-Moreland said. “Otherwise the documents can go in the shredder. It’s good to have some amount of flexibility, but you probably don’t want to make too many commitments yet.”
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Pressing numbers
At this point, Trump and Congressional GOP leaders are also looking for leeway as they search for common ground on the cost of the legislation, possible tax expenditures that add to it or potential spending cuts that take away from it. To pass the law, they must navigate any number of twists and turns in coming months, with detours to keep every faction aboard and moving on a budgetary path that hasn’t even been laid out. For advisors and clients wondering how they’ll get to the ultimate destination, Republicans have barely embarked on their journey.
House and Senate budget resolutions tabbed the cost of tax legislation at north of $4 trillion over the next decade, but Trump’s plans may come with a price tag between
To the toughest fiscal watchdogs, the mere $2 trillion in spending cuts over a decade in the House budget plan would only amount to a quarter of the necessary reductions, according to Maya MacGuineas, the president of the Committee for a Responsible Federal Budget, a bipartisan-led nonprofit policy research organization.
“For anyone who has made the case they support lower government spending, this is a pretty puny number, which is pretty darn close to a rounding error,” MacGuineas said in a statement. “It would be far better to use these savings as part of a larger debt reduction deal than to offset tax cuts. We have cut taxes and increased spending year after year since the last budget surplus in 2001, which is how our debt got so out of control. Lawmakers now need to face the reality that we should be adopting a debt deal rather than pursuing tax cuts or spending increases.”
But Republicans are not likely to abandon the main tax plank of their official campaign platform. In a speech on economic issues last fall, Speaker Johnson vowed to “keep those cuts in place to support job creation, along with the doubled guaranteed deduction and a strong child tax credit.” Last month, Majority Leader Thune
Trump pledged frequently on the campaign trail to
“Well, I like one big beautiful bill. I always have. I always will. But if two is more certain, it does go a little bit quicker, because you can do the immigration stuff early,” he
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Devil in details
Despite
“Congress tends to act at the last minute,” York said. “In an ideal world, we would get this taken care of very quickly, in a fiscally responsible way, so that people would have the certainty to make decisions. I think this will be a very long, drawn-out process, given the slim majority in the House.”
And the cost could balloon well above $7 trillion, if lawmakers include Trump’s other priorities such as ending taxes on tips and Social Security benefits or creating a deduction for the interest on auto loans for American-made cars, according to Jonathan Traub, a managing principal and the leader of the Tax Policy Group at consulting and professional services firm
Take the deduction for state and local taxes, which, conveniently, is often referred to as SALT. Currently, taxpayers may deduct up to $10,000 — a level that Republicans from high-tax states such as New York and California say is too low. Trump, Johnson and Thune will need nearly all of those votes to pass the bill if they are going to do so without any Democrats’ support.
Using figures and policy options from guidance document compiled in January by Republicans on the House Ways and Means Committee, lawmakers could: double that limit for married couples at a cost of $100 to $200 billion over a decade; boost it to $15,000 for individuals and $30,000 for married couples ($500 billion); make only property taxes deductible but eliminate deductibility for income and sales taxes ($300 billion); get rid of the deduction for corporations to create $310 billion in savings against the cost; or eliminate the SALT deduction entirely to raise $1 trillion in revenue over a decade.
The issue “breaks down on regional lines” rather than ideological ones, which explains why the SALT discussion has been so hard for leaders of both major parties, Traub said.
“I don’t envy anybody in that process,” he said. “It’s a really difficult challenge. It has vexed leaders for years, and it will keep vexing them this year, as well.”
The idea of repealing the tax credits for green energy investments that President Joe Biden and the Democrats put in place through the Inflation Reduction Act could deliver savings of $800 billion and fit nicely into the Trump administration’s stated goal of slashing government spending for climate change. However, that may threaten manufacturing jobs and other economic benefits connected to projects in many Republican districts, according to Joe Hughes, a
“It would only pay for maybe about a third of the tax cuts to the wealthy,” Hughes said. “That issue is going to be awkward for Republican lawmakers, but I would highlight that as the biggest pay-for that they can come up with.”
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What to watch in coming months
For policy experts, the next important step will come with the requirement that Congress must agree to “identical budget resolutions” in both chambers, with instructions about whether the Senate will take up one or two bills subject to so-called reconciliation bills, Burke Baker said. That’s a Senate procedure enabling the passage of a bill with only a majority of 51 votes, rather than the 60 necessary to overcome a filibuster.
With Trump’s
“It’s going to be difficult, even if both chambers were really rowing in the same direction,” she said. “It’s just a terribly complicated topic, and, if any of these issues were easier, they would have been taken care of earlier, and we wouldn’t even be talking about them right now.”
The procedural and policy topics could morph the debate into something altogether different if they stretch longer into the year. Otherwise, any tax changes are likely to fall “mostly on the corporate side” rather than on provisions affecting individual retail wealth management clients, Traub said. To him, repeal of green energy credits and deductions for corporate SALT and highly paid executives or an excise tax on stock buybacks would be more probable than any shifts in policies for municipal bond investments or mortgage interest.
If the Republican talks fall apart completely and lawmakers face the prospect of raising taxes in the year of a midterm election, the deduction for qualified business income for pass-through entities or even higher rates for some taxpayers could come up for debate if any Democrats’ votes are required for passage, Traub said.
“There’s a variety of things they could demand,” he said. “The universe of what is possible becomes quite a bit more dramatic.”
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The bottom line
That scenario would represent a shocking outcome, though, for advisors and clients who don’t have much reason to expect a big tax hit from the legislation. Wealthier households will get
“There are plenty of options out there, and those are the sort of things that Republicans would be looking at and discussing if they were remotely serious about some sort of deficit-neutral tax reform,” he said. “There’s no goal of actual tax reform or of really helping the middle class here. The main goal here is to provide tax cuts to very wealthy individuals.”
Regardless, the complexities signal that there is “a good chance at this point” that passage of any bill waits until December, according to Henry-Moreland. Republicans won the trifecta with control of both houses of Congress and the White House, but passing a law entails much more than a simple agreement to push back the sunset date of the current rules under the Tax Cuts and Jobs Act or make them all permanent, he noted.
“I still don’t think that this bill is going to be a straight-up extension of TCJA. We have a different group of legislators, and we have different political and economic environments right now,” Henry-Moreland said. “There are so many moving pieces and so many different priorities right now. It’s going to be more of a TCJA replacement than an extension, per se.”
The debate currently revolves around factions among Republicans that are “pulling in the opposite direction,” with one seeking higher itemized deductions and the other trying to reduce the deficit, York said. The push-pull between them and Trump’s influence could leave advisors and their clients guessing until the end of the year.
“For each provision, you have a set of constituents who are vested in that provision existing, so it makes it politically difficult to say, ‘We’re going to cut it,” said York. “A dollar for something means a dollar less for something else.”
Few puzzles are more complex that running a wealth management practice, which combines all the usual challenges of an accounting firm — from staff shortages and succession issues to the introduction of disruptive technologies like artificial intelligence — with volatile markets, skittish clients whose expectations change at the drop of a hat, an uncertain regulatory environment and an ever-fluctuating economy, and a constant flow of new and confusing investment options.
What’s more, it’s a puzzle that even CPA financial planners as successful as this year’s Wealth Magnets can never hope to fully solve, since the factors impacting it are always changing — as is the practice area itself.
“I’ve had a front-row seat to the rapid evolution of wealth management, and it’s clear we’re at a critical crossroads,” explained Matthew Delaney, managing partner of his eponymous firm in Santa Rosa, California. “One of the biggest challenges we face today is meeting the rising expectations of a new generation of investors … [who] want transparency, accessibility, and personalized guidance that fits seamlessly into their digital lifestyles. At the same time, increasing regulatory complexity and the ever-present threat of cybersecurity breaches add new layers of difficulty for firms trying to stay agile and responsive.”
(See this year’s ranking of the Top Firms by AUM here.)
Making the puzzle even more complicated is that it needs to be constantly worked out over time, handling the immediate crush of work while also laying the groundwork for the future.
“We’re focused on balancing long-term goals with daily responsibilities,” said John Valleau, president of Skokie, Illinois-based ShankerValleau Wealth Advisors. “When clients need us, they come first. But it’s easy to lose sight of the bigger picture amid day-to-day demands. To stay aligned, we now hold weekly team meetings to share ideas, discuss trends, and review our goals.”
And all that has to be managed while firms themselves are changing, metamorphosizing as a result of their own success.
A good problem to have
In fact, the most common challenge that 2025’s Wealth Magnets are puzzling over is how to handle being so good at what they do.
This year, the 150 top CPA financial planners in the country reported $311 billion in assets under management, up from last year’s $295 billion, and 60 reported more than $1 billion in AUM, up from 53 in 2024.
Put simply, many of them are expanding rapidly, and that can strain an accounting firm in multiple ways.
At Steel Tower Investments in Pittsburgh, “Our greatest challenge is managing growth effectively,” according to its president, Elizabeth Urish. “As we continue to scale, we remain focused on delivering meaningful value to our clients by strategically adding key talent and enhancing our infrastructure and processes. Staying disciplined and focused on the fundamentals is essential to sustaining long-term success.”
Maintaining a personal touch as a practice grows is a concern for many of this year’s Wealth Magnets, including Braintree, Massachusetts-based Napier Financial.
“One of the biggest challenges we’re currently facing is scaling and growing the practice while maintaining the same high level of personalized client service,” said business operations manager Prescott Busk. “As we expand, managing bandwidth effectively becomes critical. To address this, we’re streamlining internal processes, leveraging technology for greater efficiency, and being strategic about team growth to ensure we continue elevating the quality of service our clients receive.”
It’s rare that expansion only strains one aspect of a firm; usually it brings pressure in multiple areas.
“Our firm is experiencing extreme growth, which is both exciting and demanding,” explained Trevor Hodges, chief operating officer of Parsippany, New Jersey-based Sax Wealth Advisors. “With that comes the need to scale everything: systems, processes, communication, and most importantly, our people. Scaling the business intelligently is a top focus. We’re investing heavily in infrastructure-tech, workflows, and operational support, to make sure the client experience remains seamless as we grow. We’re also being intentional about who we hire, making sure every addition to the team adds both talent and cultural alignment. … In short, we’re growing fast in a volatile environment, so staying client-centered, people-focused, and process-driven is what’s keeping us on track.”
“The biggest issue our wealth management practice is currently facing is finding internal efficiencies to better serve our clients,” added Steve Neher, managing member of Wenatchee, Washington-based Cordell, Neher & Co. “As our practice continues to grow, we recognize the importance of sustaining our service quality and adapting to evolving demands. By leveraging technology, we strive to streamline daily tasks for our staff, allowing them to focus on meaningful client interactions and provide personalized solutions where they are most needed.”
The strain of rapid growth is felt not just with high-level concerns like quality control and maintaining strong client relationships; growth also means more daily tasks for everyone in the firm.
At Frisco, Texas-based Cain Watters & Associates, for instance, “Managing growth is an ongoing issue, especially with the numerous investment operational tasks like requests to open new accounts, move money, and perform other investment operations tasks,” said chief marketing officer Erin Jeffries. “To handle these issues, we are expanding our investment operations team and looking for a more efficient process.”
Efficiency is available to everyone, and in multiple ways; finding extra staff, on the other hand, is as much a problem for the Wealth Magnets as managing their growth.
The people problem
Staff shortages are plaguing every part of the accounting profession, of course, and CPA financial planners are feeling the pain as much as anyone.
“Acquiring talent and quality advisors to execute the business model of building high-performing teams inside our accounting firm office locations” is a major challenge for Dallas-based Level Four Advisory Services, according to chief executive officer Edmon “Jake” Tomes. “We are investing in a recruiting and sales team to identify and secure talent from banks, wirehouses and regional brokerage firms, while executing an aggressive strategy for RIA acquisitions.”
The solutions vary from firm to firm, from higher compensation and extra bonuses, to hiring more nonaccountants or taking advantage of opportunities in technology or outsourcing. Among those who are focusing on hiring, some are taking a long-term approach to talent attraction and retention, like Minneapolis’ Boulay.
“We have to stay focused on creating paths to ownership for our best people,” explained its president, Jay Brown. “We are committed to staying independently owned and operated — and we believe that will be a key differentiator for talent.”
That kind of long-term thinking can also uncover some long-term problems.
“We are good at developing staff into advisors, but the next hurdle is developing the next generation into people that can generate new business,” said Joe Pitzl, managing partner of St. Paul, Minnesota-based Pitzl Financial. “Our founding partners have grown organically from scratch to where we are today. The next wave of growth falls onto the next generation of the firm.”
At CRA Financial in Northfield, New Jersey, co-managing member Matthew Reynolds also noted the challenge of succession planning.
“Although it is more than a decade out, monetization for the founders is an issue because valuations make anything close to market value almost impossible for an internal transfer,” he said. “We’re still searching for a viable solution.”
Finding the talent — whether to handle immediate work or to shore up the long-term viability of the firm — is only the first step; making sure they’re up to the work is a perennial problem.
“One of the biggest challenges we are currently navigating is ensuring consistent training across our team, especially as we grow and onboard new talent,” said Ryan McEntire, a director and chief compliance officer with Brown Edwards Wealth Strategies in Lynchburg, Virginia. “With the evolving complexity of financial planning and increasing client expectations, it is critical that our advisors and support staff are not only technically proficient but also aligned in how we deliver value and service.”
“To address this,” he continued, “we are building a more structured internal training program that includes ongoing education, case study reviews, and mentorship. We also launched an internship program designed to create a pipeline of future talent. This initiative allows us to train individuals early in their careers, expose them to real-world client work, and assess their cultural fit before moving them into full-time roles. The combination of formalized training and the internship program is helping us ensure we are equipped to meet client needs.”
Problems and solutions
Challenges involving technology have the greatest potential upside for CPA financial planners: If they can solve the puzzles that come with new tech tools — from cybersecurity and data privacy issues to simply keeping up with the flood of new solutions — they stand to revolutionize their practices.
“The adoption of emerging technologies in wealth management has the potential to reshape our industry, and with it comes challenges and opportunities both internally and externally,” said Laurie Peer, president of RKL Wealth Management in Lancaster, Pennsylvania. “From the responsibility to safeguard sensitive information to helping our clients navigate the use of digital tools with confidence, nearly every aspect of our work involves a degree of change management and technology adoption that’s redefining the way we work.”
“We’re invested in fostering a culture of innovation, encouraging exploration of new technologies, and actively seeking feedback to refine our strategies,” she continued. “Through strategic investments and client-centric solutions, RKL Private Wealth is well-positioned to deliver an enhanced client experience that leverages the efficiencies of technology while capitalizing on our true differentiator — personal connection and alignment around our clients’ most significant aspirations.”
Of course, no discussion of technology can avoid touching on artificial intelligence, which is still in its early days, but is taking up a lot of mindspace in the profession.
“As the development, availability and accessibility of AI-based applications has increased, we’ve had to evaluate the use case for said applications and devote time and resources to broadscale testing and deployment through to our end clients,” said John Lesser, group managing partner of Southfield, Michigan-based Plante Moran Financial Advisors. “While many of these applications can and will allow us to be more efficient as advisors, they also present unique challenges to a client-centric business, as ours is. First and foremost, we need to ensure we are doing everything we can to maintain client confidentiality and not expose our clients to unnecessary cybersecurity risks or data breaches. Second, we don’t want to lose our personal touch or have automation take away from our interpersonal relationships with our clients.”
The eternal puzzle
Of all the riddles CPA financial planners face, the one that truly can never be solved lies at the intersection of the volatility of markets and the economy, and the hopes and fears of clients.
Bryon Gragg, senior partner at Shelby, North Carolina-based Gragg Financial, shared a concern that keeps all of his fellow Wealth Magnets up at night, year in and year out: “Keeping clients focused on their long-term plan rather than current market conditions. We spend a lot of time educating clients upfront of the nature of investing; there are times that can be uncomfortable but it’s the price to get the long-term results.”
Sax Wealth Advisors’ Hodges echoed that: “One of the biggest challenges we’re facing right now is managing through market uncertainty while continuing to grow at an aggressive pace. Clients are understandably anxious, and staying ahead of their questions, while continuing to provide clarity and confidence, is a constant priority.”
This year, uncertainty in Washington, D.C., is playing a larger role than usual in challenging wealth managers, both in terms of client concerns and the tax and regulatory environment. This is making it harder to keep clients on track, and to help them manage change.
“The current political climate has resulted in some clients being very anxious about the market and others very optimistic,” said Kellie Masters, director of operations and chief compliance officer of Wealth Advisors of Iowa, in West Des Moines. “We try to temper expectations on both sides and are encouraging clients to stick to their long-term plans.”
“Our advisors have to balance investment advice with tax planning and tax filing deadlines,” added Morgan Tesoriero, chief compliance officer of Joel Isaacson & Co. in New York City. “With the current administration and the uncertainty in the market surrounding policy decisions, it was especially time-consuming and challenging to balance the tax work and client fears about the economy/market.”
Putting the pieces together
With so many pieces to keep track of, the puzzle of running a wealth management practice can seem insoluble — and as we’ve noted, in some ways it is; there are permanent challenges involved in helping clients achieve their financial goals (often coming from the clients themselves!).
But the search for solutions itself can yield benefits, according to California’s Delaney: “The good news? These challenges present real opportunities for innovation and growth. At our firm, we’re embracing technology not just to keep up, but to lead. … But technology alone isn’t enough — it’s the human insight behind it that makes the difference. That’s why we’re committed to a hybrid advisory model that blends digital efficiency with the deep, trusted relationships our clients value. The path ahead won’t be without its hurdles, but with the right strategy, we can turn today’s challenges into tomorrow’s strengths.”
Cherry Bekaert, a Top 25 Firm based in Raleigh, North Carolina, has acquired Spicer Jeffries LLP, a Denver-based firm with an extensive business in fund audits.
Spicer Jeffries’ clients include hedge funds, private equity firms, venture capital firms, commodity funds, mutual funds, registered broker dealers, investment advisors and other investment entities. The firm ranks among the
The deal, which closed in March but was announced Tuesday, marks a major expansion of Cherry Bekaert’s financial services footprint as part of its private equity-fueled growth strategy.
The acquisition expands Cherry Bekaert’s geographic coverage to the Rocky Mountain region, including Denver. It also provides Cherry Bekaert the ability to audit funds registered with the Cayman Islands Monetary Authority through Spicer Jeffries’ affiliated firm, Spicer Jeffries (Cayman) Ltd.
“This is a transaction that we’re super excited about,” said Scott Moss, leader of private equity advisory services at Cherry Bekaert. “It’s a little bit different than some of the other transactions we’ve done, but it very much fits within our overall growth strategy. What makes it different is this is a core audit and tax firm, but they have been almost exclusively focused on a single industry: the asset management or fund audit and tax world, which includes things like hedge funds, private equity funds, venture capital funds, credit funds, broker dealers, family offices and the like.”
Financial terms of the latest deal were not disclosed. Cherry Bekaert ranked No. 20 on
“They’ve been around for roughly 30 years,” said Moss. “The original founder is still active in the firm, so we looked at it as a great opportunity to combine our talents and our practices in our broader financial services arena, which for us will include financial institutions, banks and credit unions, insurance entities, the asset management sector, and our private equity space.”
The two firms have been working on the transaction for the past 10 to 12 months. “Joining Cherry Bekaert is a significant step forward for us,” said Spicer Jeffries founder and managing partner Robert Yurglich in a statement Tuesday. “We are thrilled to bring our specialized industry knowledge to a firm that values growth and investor confidence. This partnership presents exciting growth opportunities for our people and enhances the value and services we provide to our clients.”
As is typical for private equity funded accounting firms that operate in alternative practice structures, the transaction consists of two acquisitions: Cherry Bekaert Advisory LLC acquired Spicer Jeffries LLP’s non-attest assets, which includes its tax team, while Cherry Bekaert LLP will acquire Spicer Jeffries LLP’s attest assets, which includes its audit team.
“This acquisition underscores our commitment to the financial services industry,” said Cherry Bekaert Advisory LLC CEO Michelle Thompson in a statement. “We value the relationships Spicer Jeffries has built with their clients, fund administrators, attorneys and other members in the investment community. We are excited to grow together.”
Moss sees it as an outgrowth of the PE-fueled growth strategy. “It’s really the culmination of some initiatives that we put in place about four years ago, when we looked around and said, we built a heck of a firm, very successful in serving private equity funds, but heavily focused on the advisory side,” he said. “We looked at our competition in the marketplace. A lot of the competition was trying to get into the advisory side, but they had built their success in the fund audit and tax arena. We look at this as a balancing out of the service lines within our overall fund and financial services sector.”
Artificial intelligence is actually boosting productivity and wages, a new report found.
PwC’s 2025 Global AI Jobs Barometer report, released today, analyzed nearly a billion job ads across six continents. It found that AI is making workers more productive, valuable and able to demand higher wage premiums.
“This research shows that the power of AI to deliver for businesses is already being realised. And we are only at the start of the transition,” Carol Stubbings, global chief commercial officer at PwC, said in a statement. “As we roll out Agentic AI at enterprise scale, we are seeing that the right combination of technology and culture can create dramatic new opportunities to reimagine how organisations work and create value.”
Surprisingly to some, the data does not show job or wage destruction from AI. Job availability actually grew 38% in roles that were more exposed to AI, although that figure remains below the growth rate in less exposed occupations (65%). And wages grew twice as fast in AI-exposed industries, reaching 56% growth in 2024 versus 25% the previous year. Jobs that require AI skills have also continued to grow faster than all jobs, rising 7.5% from last year while total job postings fell 11.3%.
“In contrast to worries that AI could cause sharp reductions in the number of jobs available — this year’s findings show jobs are growing in virtually every type of AI-exposed occupation, including highly automatable ones,” PwC’s global chief AI officer Joe Atkinson said in a statement. “AI is amplifying and democratizing expertise, enabling employees to multiply their impact and focus on higher-level responsibilities. With the right foundations, both companies and workers can re-define their roles and industries and emerge leaders in their field, particularly as the full gambit of applications becomes clearer.”
In addition, industries the most exposed to AI saw three times higher growth in revenue per employee (27%) versus those less exposed (9%). And skills sought by employers are changing 66% faster in the most exposed jobs.
“AI’s rapid advance is not just re-shaping industries, but fundamentally altering the workforce and the skills required,” PwC’s global workforce leader Pete Brown said in a statement. “This is not a situation that employers can easily buy their way out of. Even if they can pay the premium required to attract talent with AI skills, those skills can quickly become out of date without investment in the systems to help the workforce learn.”
In light of its findings, the report recommends five actions for businesses:
- Use AI for enterprise-wide transformation;
- Treat AI as a growth strategy, not just an efficiency strategy;
- Prioritise Agentic AI;
- Enable your workforce to have the skills to make the most of AI’s power; and,
- Unlock AI’s transformative potential by building trust.
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