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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

rMIRABELLA PHOTOGRAPHX

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

Tax Fraud Blotter: Crooks R Us

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The shadow knows; body of evidence; make a Note of it; and other highlights of recent tax cases.

Newark, New Jersey: Thomas Nicholas Salzano, a.k.a. Nicholas Salzano, of Secaucus, New Jersey, the shadow CEO of National Realty Investment Advisors, has been sentenced to 12 years in prison for orchestrating a $658 million Ponzi scheme and conspiring to evade millions in taxes.

Salzano previously pleaded guilty to securities fraud, conspiracy to commit wire fraud and conspiracy to defraud the U.S., admitting that he made numerous misrepresentations to investors while he secretly ran National Realty. From February 2018 through January 2022, Salzano and others defrauded investors and potential investors of NRIA Partners Portfolio Fund I, a real estate fund operated by National Realty, of $650 million.

Salzano and his conspirators executed their scheme through an aggressive multiyear, nationwide marketing campaign that involved thousands of emails to investors, advertisements, and meetings and presentations to investors. Salzano led and directed the marketing campaign that was intended to mislead investors into believing that NRIA generated significant profits. It in fact generated little to no profits and operated as a Ponzi scheme.

Salzano stole millions of dollars of investor money to support his lavish lifestyle, including expensive dinners, extravagant birthday parties, and payments to family and associates who did not work at NRIA. He also orchestrated a separate, related conspiracy to avoid paying taxes on his stolen funds.

He was also sentenced to three years of supervised release and agreed to a forfeiture money judgment of $8.52 million, full restitution of $507.4 million to the victims of his offenses and $6.46 million to the IRS.

Marina del Rey, California: Tax preparer Lidiya Gessese has been sentenced to 41 months in prison for preparing and filing false returns for her clients and for not reporting her income.

Gessese owned and operated Tax We R/Tax R Us and Insurance Services from 2013 through 2019 and charged clients $300 to $800. Gessese would then prepare returns that included claims to deductions and credits she knew her clients were not entitled to, including falsely claiming dependents, earned income credits, the American Opportunity Credit, Child Tax Credits, business deductions, education expenses or unreimbursed employee business expenses. The illegitimate claims led to some $1,135,554.64 issued by the IRS for 2010 through 2018.

She failed to report, or underreported, her own income for 2010 through 2018, some of which included improperly diverted funds from clients’ inflated or fraudulent refunds, causing a tax loss of $488,276.

Gessese, who pleaded guilty in April, was also ordered to pay $1,096,034.01 to the IRS and $53,526.95 to her other victims.

Fullerton, California: In Chun Jung of Anaheim, California, owner of an auto repair business, has pleaded guilty to filing false returns for 2015 to 2022, underreporting his income by at least $1,184,914.

He owned and operated JY JBMT INC., d.b.a. JY Auto Body, which was registered as a subchapter S corp. Jung was the 100% shareholder.

Jung accepted check payments from customers that he and his co-schemers then cashed at multiple area check cashing services; the cashed checks totaled some $1,157,462. Jung withheld the business receipts and income from his tax preparer and omitted them on his returns.

He will pay $300,145 in taxes due to the IRS and faces a $250,000 penalty and up to three years in prison. Sentencing is Jan. 31.

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Tucson, Arizona: Tax preparer Nour Abubakr Nour, 34, has been sentenced to 30 months in prison.

Nour, who pleaded guilty a year ago, operated the tax prep business Skyman Tax and for tax years 2016 through 2018 prepared and filed at least 27 false individual federal income tax returns for clients.

These returns included falsely claimed business income that inflated refunds so that he could pay himself large prep fees. Nour’s clients had no knowledge that he was filing false tax returns under their names.

Nour was also ordered to pay $150,154 in restitution to the United States for the false tax refunds.

Farmington, Connecticut: Tax preparer Mark Legowski, 60, has been sentenced to eight months in prison, to be followed by a year of supervised release, for filing false returns.

From January 2015 through December 2017, Legowski was a self-employed accountant and tax preparer doing business as Legowski & Co. Inc. He prepared income tax returns for some 400 to 500 individual clients and some 50 to 60 businesses.

To reduce his personal income tax liability for 2015 through 2017, Legowski underreported his practice’s gross receipts by excluding some client payment checks. He then filed false personal income tax returns that failed to report more than $1.4 million in business income, which resulted in a loss to the IRS of $499,289.

Legowski, who pleaded guilty earlier this year, has paid the IRS that amount in back taxes but must still pay penalties and interest. He has also been ordered to pay a $10,000 fine.

Wheeling, West Virginia: Dr. Nitesh Ratnakar, 48, has been convicted of failing to pay nearly $2.5 million in payroll taxes.

Ratnakar, who was found guilty of 41 counts of tax fraud, owned and operated a gastroenterology practice and a medical equipment manufacturer in Elkins, West Virginia. He withheld payroll taxes from employees’ paychecks and failed to make $2,419,560 in required payments to the IRS. Ratnakar also filed false tax returns in 2020, 2021 and 2022.

He faces up to five years in prison for each of the first 38 tax fraud counts and up to three years for the remaining counts.

Orlando, Florida: Two men have been sentenced for their involvement in the “Note Program,” a tax fraud.

Jasen Harvey, of Tampa, Florida, was sentenced to four years in prison and Christopher Johnson, of Orlando, was sentenced to 37 months for conspiring to defraud the U.S.

From 2015 to 2018, they promoted a scheme in which Harvey and others prepared returns for clients that claimed that large, nonexistent income tax withholdings had been paid to the IRS and sought large refunds based on those purported withholdings. The conspirators charged fees and required the clients to pay a share of the fraudulently obtained refunds to them.

Overall, the defendants claimed more than $3 million in fraudulent refunds on clients’ returns, of which the IRS paid about $1.5 million.

Both were also ordered to serve three years of supervised release. Johnson was also ordered to pay $864,117.42 in restitution to the United States; Harvey was ordered to pay $785,858.42 in restitution. Co-defendant Arthur Grimes will be sentenced on Jan. 13.

Ft. Lauderdale, Florida: Tax preparer Jean Volvick Moise, 39, has been sentenced to three years in prison for filing false income tax returns.

Moise prepared false returns for clients to inflate refunds. He prepared returns which included, among other things, false dependents, false 1099 withholdings, false educational credits and false Schedule C expenses, often for businesses which did not exist. Moise’s fee was larger than the typical one charged by a tax preparer.

Moise filed hundreds of false returns that caused the IRS to issue more than $574,000 in fraudulent refunds.

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Accounting

Accounting in 2025: The year ahead in numbers

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With 2025 almost upon us, it’s worth thinking about what the new year will bring, and what accounting firms expect their next 12 months to look like.

With that in mind, Accounting Today conducted its annual Year Ahead survey in the late fall to find out firms’ expectations for 2025, including their growth expectations, their hiring plans, their growth expectations, how they think tax season will play out and much more. The overall theme: Thing are going well, but there are elements of friction holding them back, particularly when it comes to moving to more of a focus on advisory services.

You can see the full report here; a selection of key data points are presented below.

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Accounting

On the move: Withum marks over a decade of Withum Week of Caring

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Citrin Cooperman appoints CIO; PKF O’Connor Davies opens new Fort Lauderdale office; and more news from across the profession.

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