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Practice Profile: Daydreamers and envelope-pushers at accounting firm BPM

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To date, two different meetings with bosses have ended up defining Lindsay Stevenson’s career.

In the first, she was distraught and overworked in the office of the Arizona accounting firm where she was employed as a CPA about nine years ago.

“I sat in the managing partner’s office and cried that I didn’t think the profession was ready for me, that I wanted to change how I worked and served clients,” she shared.

Her husband was worried she was a workaholic (a condition she describes as mostly self-inflicted, not due to the particular firm) but she had started public speaking about change leadership at industry events and volunteering at the American Institute of CPAs, which gave her more satisfaction than her long hours of client-facing work.

So she left her public accounting job to work as a vice president of finance and tax at a bank, and then launched her own consulting firm that helped firms become more purpose-driven by aligning culture with strategic initiatives, and introducing equity and inclusion initiatives and training.

But then came her second pivotal meeting, this time with Jim Wallace, CEO of San Francisco-based Top 50 Firm BPM.

“He asked, ‘What would you do if you could create your perfect dream job?'” she recounted. “I wanted to work in transforming and helping firms, and the profession, to think differently. He said, ‘Let’s do that.’ I said, ‘Oh, really?'”

Lindsay Stevenson of BPM
Lindsay Stevenson of BPM

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While Stevenson had enjoyed her job at the bank and “really, really loved” the work her consultancy was doing to help firms innovate, her external role had some drawbacks.

“The bad part with consulting is that you never see the end results,” she said. “You’re designing what’s important and getting pumped up, but at the end of the day, they do the heavy lifting, they can celebrate, and they see how it is operating on a daily basis.”

But since Wallace gave her that opportunity to draw up her dream job, Stevenson has been able to do all of that, becoming BPM’s chief transformation officer three years ago. She has since built a transformation team of nine people to guide the firm’s wide-ranging innovation efforts.

Incremental changes

Among the recent initiatives that Stevenson’s team is undertaking is a firmwide project: building a “data lakehouse,” which improves business intelligence and machine learning by migrating data to a new management platform created to house both structured and unstructured data. From forming the committee to implementation launch, the project took 11 months.

“The process is essentially, we need this, and we submitted it to the PMO [project management office] and [said] ‘It will take this investment, this energy’ … and we got the greenlight,” she explained. “We created a separate steering committee of genius people that understand the data, internal and client-facing, and then had months of researching vendors. We went through demos before finally choosing vendors and a new product team and, with the IT group, identified the resources we needed from them to be successful.”

Large-scale projects like this require project managers, but BPM’s transformation team also oversees smaller initiatives that don’t require a full-time PM. Recently, the assurance team wanted to use artificial intelligence-assisted writing tool Grammarly to improve their internal and client communications, so BPM beta-tested it with a small group to great success before expanding the user base. And Stevenson’s team is also helping the firm try out and collect feedback on virtual-office software Kumospace for potential future implementation, while the IT team recently built the tax department a chatbot to provide quick, safe and relevant tax information within the firm’s internal, private environment.

The range of project sizes underscores Stevenson’s philosophy of gradual shifts being key to success.

“Any organization wishes they spent 100% of their time on innovation and cutting-edge, crazy ideas that could change the world,” Stevenson explained, “but in reality, most transformation is all incremental changes that bring you closer to the outcomes we are really passionate about.”

Of course, this runs the risk of instilling impatience — or even disillusionment.

“The challenge in the day-to-day environment is you can feel not as inspired by big ideas, the kind that trigger that excitement, when working on one step to make it possible,” she shared. “Those incremental shifts build a strong foundation for meaningful transformation — if you don’t spend time on that, there is failure on the big side. All of us are daydreamers by nature, envelope-pushers, but [change] needs to be realistic and impactful: the steps to get outcomes; the big, flashy things to report at the end are not the whole process. There’s always so much going on, so focus can be challenging.”

Transformation is inevitable

Daydreaming and envelope-pushing is not only what attracted Stevenson to her role but led her to create it, and with that, a new way of thinking throughout the firm.

“When I was first brought on, we were building innovation and transformation into the culture, to be woven in and directed in more intentional ways,” she said. “Quickly after that, we brought in our transformation manager and worked to build out change in our leadership strategy, and what that looks like as we progress and weave it into projects … . At the same time, our director of business intelligence and data governance has a team focused on transformation, how we are leveraging data, do we have a data roadmap, how do we position ourselves to have access to business intelligence. We have two teams inside the transformation [department], and since then we have built out our project management office where we manage and filter products, and the PMO helps with resource management and allocation.”

Stevenson oversees weekly team meetings that are structured to give every direct report four minutes to address their top three priorities, then list any barriers or “asks” of the team or firm.

“It’s really effective for us as a team, to collaborate with each other; it works really well,” she said, explaining that as none of the team members are in the same location, meetings are conducted remotely over Microsoft Teams.

Stevenson credits BPM’s being “really great around strategic planning” for helping work these ideas up the leadership chain: “There is a lot of connection to strategic priorities. We make time for ideation, because you never know when something really great is going to strike. With our strategic ideas and outcomes, we keep each other in check. It’s so fun to work on that … . Sometimes it isn’t as fun to be accountable, to [ask], ‘Is this something we want to be five years from now?’ If the answer is unclear or no, we don’t focus on that.”

Having to shoot down ideas is a continual, but necessary, hurdle for Stevenson and her team.

“There is so much talent in the organization, from the interns up to the CEO, really smart, engaged, incredibly bright people who have ideas all the time,” she shared. “The hardest thing, in the beginning, is saying no to something. There are a lot of really good ideas, but only some are really great.”

It is Stevenson and her team’s job to help the firm discern the difference, and to inspire staff to tap into the kind of ideal­ism that has guided her career, and led her into this role of guiding others.

The transformation team was created “so people don’t feel so discouraged, so they keep thinking, keep dreaming, keep considering,” she said. “You don’t know when a good idea is going to become a great idea … . We want the firm to transform, for people to share ideas, to continue to grow, and we have to lead by example.”

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Accounting

Massachusetts CPAs see clients moving for lower taxes

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Clients are relocating from Massachusetts to lower-tax states, according to a new report from the Massachusetts Society of CPAs.

For the report, MassCPAs surveyed nearly 200 CPAs representing around 4,600 high-income clients earning over $1 million and found 70% of the respondents reported that clients changed their tax domicile in 2024. The main reasons cited were lower taxes (47%) and cost of living (17%). States including Florida, New Hampshire, Texas and South Carolina are the main ones attracting these clients due to their tax-friendly policies.

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Business clients who have remained in the state for now are contemplating a move, with 27% of CPAs’ business clients reconsidering their presence in Massachusetts, up from 22% in 2023 in the annual survey. The top barriers to growth include the “sting tax” (30%), the individual income tax rate (27%) and the estate tax threshold (23%). The sting tax is an entity-level tax of approximately 2% on S corporations with gross receipts between $6 million and $9 million, with an additional 2.9% tax on S corps with gross receipts over $9 million. MassCPAs has been advocating for eliminating or at least reforming the sting tax, which dates back to the 1980s, viewing it as a deterrent to business growth and investment in the Commonwealth.

The survey found that 49% of the respondents believe Massachusetts is becoming less competitive than other states, while only 6% believe it is more competitive. 

To deal with the talent shortage, 42% of the CPA respondents’ clients have increased their focus on retention of talent to maintain a competitive edge in a tight labor market, while 21% of those surveyed are also turning to contractors and gig workers, reflecting a growing preference for flexible staffing models. However, economic uncertainty has led only 5% of them to implement hiring freezes or layoffs as they navigate financial pressures. Massachusetts’ own efforts, such as the Internship Tax Credit, aim to strengthen the talent pipeline but need to be expanded to counter ongoing workforce shortages, according to the report.

In terms of their overall economic outlook, 33% of respondents remain neutral or cautiously optimistic, while 18% express a pessimistic economic outlook due to inflation, interest rates and market uncertainty. However, nearly half (49%) of the CPAs surveyed believe Massachusetts is becoming less competitive than other states, and only 6% see the state as significantly more competitive.

“This year’s survey echoes what we hear regularly from firms and financial leaders across the state: Massachusetts is losing its competitive edge,” said MassCPAs president and CEO Zach Donah in a statement Wednesday. “While the findings in this report are concerning, what’s even more troubling is what’s not captured, the individuals and businesses who won’t ever consider Massachusetts because of policies that make us an outlier. State leaders have a real opportunity to build on the momentum from the 2023 tax reform initiative to position Massachusetts for long-term success.”    

The report offers a number of recommendations, in addition to eliminating or reforming the sting tax on S corporations. Other suggestions include decoupling from the Section 163(j) business interest expense limitation to support capital investment and raising the estate tax threshold to $5 million. 

With federal tax policy changes on the horizon and signs of continued economic volatility, the report urges state leaders to act now to help Massachusetts avoid further outmigration, stabilize revenue and position itself as a leading destination for innovation and opportunity.

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Accounting

PCAOB posts videos on QC 1000

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The Public Company Accounting Oversight Board posted videos on its new quality control standard.

The staff presentation videos aim to help firms implement the four components of QC 1000, A Firm’s System of Quality Control. The four topics are acceptance and continuance, engagement performance, governance and leadership, and information and communication.

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The acceptance and continuance video addresses the processes when considering whether to accept or continue an engagement. Engagement performance includes firm personnel activities throughout all phases of the design and execution of an engagement. The governance and leadership video addresses the environment that enables the oversight and operation of the QC system and directs the firm’s culture, decision-making processes, organizational structure and leadership. Finally, the information and communication video addresses a firm’s processes for obtaining, generating and using information to enable the design, implementation and operation of the QC system and its engagements’ performance, and for communicating information within the firm and to external parties. 

More QC implementation-related videos, resources and tools can be found on the Implementation Resources for PCAOB Standards and Rules page.

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Accounting

SALT cap for high earners gets outsize attention in Congress

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The state and local tax deduction — the subject of one of the most contentious fiscal fights in Congress — is a write-off that most Americans will never claim, even in the districts of the lawmakers fighting hardest to increase the tax break, data analyzed by Bloomberg News shows. 

Congress will draft its multitrillion tax cut proposal in the coming weeks, and the priorities of a small minority of high-earning constituents in a handful of districts in New York, New Jersey and California will almost certainly be reflected in the final version.

Republicans led by President Donald Trump, who vowed to expand the SALT cap on the campaign trail, are on track to increase the $10,000 cap on the deduction. The president in his first term limited the deduction — which is claimed by roughly 10% of people who have itemized their taxes in recent years — as a way to pay for other tax cuts.

But SALT has become a politically important tax break in key areas, and it’s receiving such outsize attention because of legislative math. The House cannot pass a tax bill this year without placating a handful of swing districts, where the local taxes and property values are high enough that the SALT deduction is a big deal.

Six House Republicans — Mike Lawler, Nick LaLota, Nicole Malliotakis and Andrew Garbarino of New York, New Jersey’s Tom Kean Jr. and California’s Young Kim — have vowed to oppose any bill that doesn’t sufficiently raise the SALT cap, and that a proposal to raise it to $25,000 falls short. Lawler introduced a bill to hike the threshold to $100,000. 

The data shows that even in these SALT-heavy districts, the average person isn’t much affected by the cap. For all six Republicans who are members of the bipartisan SALT Caucus, the average amount of state, local and property taxes paid is far below $10,000 per year.

Most taxpayers don’t have enough deductions from $10,000 in SALT, mortgage interest write-offs and charitable donation tax breaks to itemize. Instead, about 90% of taxpayers opt for the standard deduction: $15,000 for individuals or twice that for joint filers in 2025. 

It’s only about the 10% of taxpayers who itemize who are even eligible to claim SALT — many of them with expensive homes, high incomes and large property tax bills. That means they can’t claim SALT, though advocates note that a higher cap would mean it would make financial sense for more people to itemize.

The need to include a SALT cap increase to benefit these taxpayers means that other tax breaks likely will have to be curtailed or spending cuts increased to keep within a maximum $5.8 trillion deficit increase target.

Support from the six core Republicans standing firm on the SALT issue are crucial to the success of the tax bill, which Republicans are looking to ram through Congress this summer without the help of any Democrats. The GOP’s razor-thin majority means they can only lose a handful of votes on any piece of legislation.

Republicans will also likely need to hold these seats in the New York City and southern California areas if they are to retain control of the House in the 2026 midterms, a reason Trump has cited for the necessity to raise the SALT deduction.

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