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Multi-entity complexity and family office clients

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For accountants who have clients with multiple entities, one of the biggest bottlenecks occurs in multi-entity consolidation. This challenge is especially pronounced in one sector in particular: family offices. Why is that, and how can you, as their trusted advisor, help combat the issue?

The Rise of Multi-Entity Organizations

To begin with, too many organizations wrestle with the issue of outdated software. Combine that with the fact that in today’s increasingly distributed world, organizations are frequently composed of multiple business entities. This may happen through acquisitions, expansions into different regions, or simply because the business model requires it. 

Each of these entities must maintain separate books, manage multiple bank accounts, file taxes appropriately, and track their own unique transactions. Yet at the same time, everyone—management, investors, and other stakeholders—needs a consolidated view of the organization’s overall financial health.

The question, of course, is how to get the big picture without losing the necessary granularity. In many legacy accounting systems, performing multi-entity consolidation is time-consuming, error-prone, and expensive. Many systems require manual data extracts into spreadsheets or unwieldy modules that are only partially integrated. In other words, you end up duplicating effort, with teams spending hours or days just to reconcile intercompany transactions and produce consolidated financial statements.

Why Family Offices Are Especially Affected

Family office clients, particularly single-family, are a prime example of why multi-entity accounting can become so burdensome. A single-family office is usually set up to manage the wealth, investments, and personal assets of a high-net-worth family. 

The complexity arises due to a variety of factors. First, family offices hold multiple properties, invest in a variety of traditional financial instruments, hold alternative investments (e.g. Bitcoin, artwork, wine, gold), manage trusts, own operating businesses, and perhaps even have philanthropic vehicles. This structure generally requires separate legal entities to reduce liability, improve reporting clarity, or meet regulatory requirements.

Although the scope of responsibility is significant, family offices typically operate with small, tight-knit teams. There might be an internal CFO, a few accountants, and some operational personnel. They are often stretched thin, managing everything from personal expenses to complex partnership structures.

Further, due to the variable nature of investment strategies and financial positions, family offices often need near real-time access to financial data. They want to see how each business entity contributes to the overall portfolio performance and have the ability to pivot quickly if needed.

Perhaps most importantly, family office staff value hands-on control and independence. They don’t want to rely on external consultants or overly complicated implementations for every single system tweak or entity change. By deploying modern software that is intuitive to configure, with built-in consolidation features, it allows them to manage day-to-day operations without ballooning consulting bills.

The Problem with Legacy Systems

In speaking with accounting teams in family offices, I frequently hear the same complaints. 

  • Their current solutions provide a poor user experience
  • They rely on manual data entry
  • They come with a hefty price tag
  • They lack the ability to handle alternative investments.  

In fact, this last item, the inability to handle all investment types, has been coming with increasing frequency. For younger generations, these alternative investments are largely weighted toward Bitcoin and other digital assets, but crypto isn’t the only area requiring purpose-built functionality. Many enterprising families now hold a significant portion of their wealth in artwork, wine, and private company investments. 
That investment purview is broad enough that families too often end up choosing an ERP designed for an institutional investment firm, or worse. Sometimes, to avoid the hefty price tag associated with an ERP, they create a hodgepodge of outdated systems and manual processes that hamper their ability to get timely, accurate insights.

Cost Savings and Efficiency Gains

For many family offices, the jump to a specialized multi-entity platform can be a turning point. Not only does it reduce manual work and the need for outside consultants, but it can also help prevent costly errors that arise from manual intercompany reconciliation. 

Over time, these efficiencies add up: instead of devoting resources to repetitive data entry, your staff can focus on higher-level tasks such as strategic planning, risk management, and scenario forecasting. In some cases, switching to a modern system can trim days or even weeks off the close process. 

This not only translates to lower labor costs but also means your family office can pivot more quickly when new investment opportunities arise. You’ll have a clear, consolidated view of your liquidity position, cash flow forecasts, and real asset valuation at a moment’s notice—capabilities that were previously only possible with a significantly larger staff or a suite of consultants.

A Path Forward for Family Offices

Family offices represent a growing segment of multi-entity organizations that are smart, nimble, and often eager for technology that can keep up with their complexity. Yet, despite strong demand, their accounting software options have historically been limited. 

They either had to hire expensive external accountants who specialized in consolidation or invest in large-scale ERP systems that were overkill for their small teams. As an industry, we’re finally seeing momentum toward cloud-based, API-driven accounting platforms that can handle everything from intercompany eliminations to automated real-time reporting. In my view, that’s not just a convenience—it’s a necessity. 

Organizations, including family offices, can no longer afford to wait until the end of the month to view their financial position and performance. They need the data as soon as possible, and they want it consolidated correctly, without a mountain of manual fixes.

Final Thoughts

Family offices are just one example of an entire wave of multi-entity organizations that depend on real-time data, integrated workflows, and accurate consolidations. My hope is that, by focusing on multi-entity functionality and by constantly innovating, we can equip these teams with the tools they deserve.

If you have family office or any multi-entity business clients, I encourage you to help re-examine the systems they rely on. Are they empowering teams with clarity and efficiency? Do they let them make strategic decisions quickly? Or are they stuck waiting on a laborious close process and endless intercompany reconciliations? If it’s the latter, there are solutions out there—and they’re built for the modern era.

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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 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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