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CPA Trendlines Podcasts 7

CPA Trendlines Podcasts

Exclusive information. Extraordinary insight. CPA Trendlines is the world’s only research and advisory service focused solely on the tax, accounting, and finance professions. We use a time-tested, quality-proven, proprietary blend of data, analysis, community, experience, and imagination to produce extraordinary value for our clients. Elite decision-makers from all over the world look to CPA Trendlines for trusted advice, bold insights, and confidential access to exclusive intelligence and decision support. You’ll stay more focused, save time, grow revenue in a fast-changing global digital environment, and sleep better at night. Guaranteed. Facts. Figures. Insights. Implications. Here you'll find the data and analysis you can use for your practice and your career, plus exclusive research, insights, and commentary on the most pressing issues and fastest-changing trends. We are dedicated to delivering the actionable intelligence that tax, accounting, and finance professionals need in order to identify and act on emerging issues and opportunities. We specialize in high-quality, concise executive briefings designed to help busy professionals improve their organizations, advance their careers, and enhance their lives. Our reports are relevant, timely, and to-the-point, providing the most essential information, and are digestible often in under an hour. ...more
CPA Trendlines

All Episodes (97)

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    3. Episode 419: Why the Future of Audit Is in Risk Advisory

    Say Goodbye to Traditional Audit

    Innovation Insights
    With Donny Shimamoto
    CPA Trendlines presents a
    Center for Accounting Transformation production

    Because audit work is nonlinear and highly complex, disparate workflow systems in the audit are not only an IT risk, but they're also a project nightmare. Jin Chang, the founder of Fieldguide, explained to Donny Shimamoto that the end-to-end project has many workflows that need to be templatized and automated along the project life cycle.

    More here

    Jul 15,2022 24:24
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    4. Episode 418: How Auditors Can Improve Efficiency and the Budget

    Innovation Insights, with Donny Shimamoto.

    CPA Trendlines presents a
    Center for Accounting Transformation production

    Innovation Insights: Five clicks in five minutes? Sounds too good to be true – but automation can be simple and life-changing.

    With everyone going remote, it’s presenting auditors with new challenges. But technology can help, according to Colleen Knuff and Stefan Davis, in this interview with Donny Shimamoto.

    Part of Wolters Kluwer, which was recently accepted to the ASC X9 (American National Standards Institute or ANSI), the industry setting body for financial institutions, Knuff and Davis explain not only how some solutions allow real-time collaboration versus working in silos, but also how data-driven audits increase capacity and allow more profitability while reducing risk and maintaining high peer-review standards.

    (Recorded February 2022)

    More here

    Jul 15,2022 35:21
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    5. Episode 417: CPA Subscription Services: Is This Approach Here to Stay?

    Jamie Lopiccolo with Steven Sacks for CPA Trendlines


    Lopiccolo is the owner of a small Midwest firm that has been employing a subscription-based model to invoice clients for services rendered. The approach manages expectations by the client and ensures a normalized cash flow for the firm. Additional benefits include a more strategic approach to dealing with new clients because they are getting the full picture of their business’s needs.




    ·      One of the goals of the subscription pricing model (aka minimum level of service agreement) is to manage client expectations while managing the firm’s cash flow. 

    ·      CPAs can position themselves as the client’s partner for success.

    ·      CPAs are too fixated on getting as much money as possible from clients rather than providing real value in each client interaction.

    ·      Make sure the client onboarding process is consistent from one client to the next with certain necessary customization during the initial client meeting and CPA research.

    ·      There will be more competition for client accounting services and advisory services and more revenue opportunities, which is why firms should reduce the amount of time allocated to administrative functions.

    ·      The subscription model also helps to determine which clients are not profitable, potentially leading to the firing of clients.

    ·      More strategic planning can be offered to clients so they understand and better appreciate the services they are going to get.

    May 08,2022 18:13
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    6. Episode 416: The Disruptors: Why Doing Nothing Is Not an Option, with Rob Brown

    If we don’t change, we'll be irrelevant, says Rob Brown.

    The Disruptors
    With Liz Farr
    for CPA Trendlines

    It’s a changing world, and if we don’t change with it, we will cease to be relevant, U.K.-based accounting podcaster Rob Brown tells CPA Trendlines' Liz Farr.

    A host of the Accounting Influencers podcast, Brown says what got us here won’t get us there in the fight to be relevant in our practices, with our clients and in our careers. Brown's podcasting partner is Martin Bissett, a CPA Trendlines contributor and world-renowned growth advisor to accounting firms.

    The last two years demonstrated that accountants can make big changes very quickly. But those changes won’t be enough to assure our continued relevance as advisors and employers.

    Younger business owners are using their accountants in different ways and expect more advisory services. Younger employees also have different expectations from their employers.

    Firms that don’t address the needs of clients and employees will have a hard time attracting either.

    May 06,2022 51:33
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    7. Episode 415: The Seller's Guide to Getting the Best Price for Your Firm

    Featuring Ira Rosenbloom, CPA (LR), "The Merger Master," with Rick Telberg, CPA Trendlines.

    More here:


    • Five Steps for Maximizing Your Sale Price.
    • The ten signs your firm is headed for the exits.
    • The ten factors for getting the best price when you sell.
    • Calculate your firm's valuation strategy by considering:
      1. – Your strongest niches.
      2. – The metrics for the current and potential profits.
      3. – Recurring compliance fees.
      4. – High-margin consulting billings.
      5. – New and valuable synergies with a new firm.
      6. – Inherent potential in your staffing.
      7. – Demographics of clients, partners and referral sources.
      8. – Untapped potential in loyal contacts.
      9. –  Reputation and brand recognition.
      10. –  Flexibility in timing, titles and responsibilities.

    CPA Trendlines PRO Members can download the slide deck, including the bonus "12-Point Checklist for Seller Readiness," and read the transcript here: https://cpatrendlines.com/?p=97102
    (Login required.)

    Not yet a PRO Member? Go PRO with one of today's best offers here: GoProCPA.com.

    Apr 29,2022 52:45
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    8. Episode 414: Is it CAS or CAAS? Getting Clarity

    CPA Judy Trepeck tells Steve Sacks the idea of client accounting services (CAS) should really be called client accounting and advisory services (CAAS). 

    If providing value-added services is the motivating factor, then why not identify, define and structure it so CPAs understand what they can deliver and clients will understand what to expect from their CPA? 

    Key Takeaways:

    1.     Much of the profession cannot define what CAS is, although they do claim to provide this type of work to their clients.

    2.     Client accounting services are essentially what the profession has been doing for years, but promoting something the CPAs have been doing for years should at least include some new activities that actually provide value.

    3.     The small to larger-small firms are doing the bookkeeping part of it but have neglected the 360-degree view of the business. They're not talking to the client about KPIs. They're not talking about what those numbers mean. They are just providing financial statements.

    4.     If you don't have an engagement letter that specifies exactly what you're going to do in for the client you create a risky situation. If you're taking on the client, then that's your job. Be specific and clear about what you put into an engagement letter; specifically, what you will do and will not do so you can manage the client’s expectations. 

    5.     In getting more involved in client accounting and advisory services (CAAS) you may discover you have a goldmine in your staff. However, if you are not talking to them about what their goals and interests are, and what they're interested in, and then train them, you're doing yourself a disservice. 

    Apr 27,2022 00:00
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    9. Episode 413: The Disruptors: Blake Oliver Sees a Ponzi Scheme Ready for Collapse

    The accounting firm's business model isn’t broken yet, but the pyramid is crumbling.

    With Liz Farr for CPA Trendlines

    Podcaster and enfant terrible Blake Oliver says the accounting firm is a pyramid scheme destined for collapse.

    The system is simple and simply devious: Bring in staff, work them a ton of hours, and the profits flow to the top, Blake says.

    But today, the model is being challenged by venture capital-backed tech startups delivering automated tax prep and bookkeeping, by CPA firms following the lead of Eisner Amper into non-CPA businesses, and by the booming growth of non-CPA startups like Acuity.

    Blake Oliver, CPA, is an accountant, entrepreneur, and podcaster specializing in technology. He is one of Accounting Today’s Top 100 Most Influential People and has been named a 40 Under 40 in the accounting profession by CPA Practice Advisor. Blake is the creator of Earmark CPE, an app that offers NASBA-approved CPE for listening to your favorite accounting and tax podcasts. He also co-hosts the Cloud Accounting Podcast, a Top 50 Business News show on the Apple charts and the most popular podcast for accountants and bookkeepers globally. He lives in Scottsdale, Ariz., where he likes to hike in the winter and swim in the summer.

    Apr 19,2022 39:13
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    10. Episode 412: The Disruptors: Martin Bissett Argues for the "Commercialization" of the Tax and Accounting Profession

    With Liz Farr for CPA Trendlines

    More here:


    To win the staffing wars, accountants must develop a talent pipeline, practice advisor Martin Bissett tells Liz Farr in this exclusive interview.


    The firms winning in recruiting and retention are using a portfolio approach to nurture prospects who might be ready to join the firm at some point in the future, a world-renowned sales and marketing consultant, a long-time contributor at CPA Trendlines, and, most recently the co-host of the UK-based Accounting Influencers podcast.


    More Take-Aways from Martin Bissett:


    • A growing trend in the UK is the “commercialization” of the profession, where private equity firms invest in accounting firms, especially at the mid-tier level. With a change in governance to boards and a CEO/COO/CFO/CMO structure, firms are changing from accounting practices into accounting businesses. 

    • A desired result of commercialization is that clients will be better served: more financially literate, fewer insolvencies, and more economic prosperity for all, developing young professionals into commercially minded people who create value rather than provide services. 

    • What’s never been in place at most firms is discipline around business development, marketing, and selling, which we have labeled as ‘soft skills.’ If accountants don’t have skills in selling and marketing, how can we expect our clients to regard us as trusted advisors who will help them generate more sales? 

    • If you want to win clients of a higher caliber, you need to communicate why they are better off with you than where they are now because they will have to break a loyalty barrier to leave their current accountant. 

    • Most accountants have never been taught, coached, or trained to run a commercial enterprise. Likewise, most clients have no experience with firms that offer any kind of value proposition. Then the deciding factors are how close they are, how much they are, and do you get on with them.  

    • When you are providing a commoditized service, price is your enemy. Providing the additional value that justifies higher prices has not been part of the training or the education for accountants and is therefore not known. 

    • When you chase deadlines for a living and hire people to chase deadlines, that doesn’t allow for innovation or value creation. Instead, be willing to think about whether what you are doing is what you want to do. At what level of pain is it better to tolerate the discomfort of change so you can create something better?

    Martin Bissett is the author of

    Shop the Martin Bissett Practice Growth Collection

    He is the founder of The Upward Spiral Partnership Ltd., the UK-based consulting firm that specializes in the implementation of professional selling and leadership skills in the next generation of accounting professionals.

    And he is co-founder of AddviserPlus, a training and consulting hub for accountants and bookkeepers who are read

    Apr 08,2022 46:47
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    11. Episode 411: The Disruptors: Brannon Poe Rejects the Status Quo

    The Disruptors: Brannon Poe
    A Special Series with Liz Farr for CPA Trendlines

    Brannon Poe is the founder of Poe Group Advisors and the creator of Accounting Practice Academy. He began facilitating successful accounting practice transitions in 2003. Today he is pioneering a consulting-based approach to transitioning accounting firms, culminating in Poe Group Advisors’ proprietary process for a “seamless “succession.”

    In this episode, Poe tells CPA Trendlines:

    • Firm culture is not just a lofty concept but also a key to attracting fantastic talent. 

    • Delegation is the cornerstone of firm culture. 

    • Value pricing requires a mindset shift before it can be implemented. Switch off the mindset that equates time with money and shift to a focus on what’s valuable to the client. Value pricing is not just a model for better profitability but a model for better client service.

    • Before growth can happen, several things must happen first. Focus on delivering value to the client, be intentional about the clients you serve and the kind of work you’re doing, have good relationships with clients, and you need capacity.

    • Accountants need a more entrepreneurial mindset. Try setting up a sandbox where you can experiment. Try rolling out changes to a subset of your clients before doing it for everyone.

    • Accountants should stop accepting the status quo. Test your assumptions. For example, does tax season have to be brutal? Some firms have proven otherwise.

    • Firms need a better foundation of the fundamentals of business. What in accounting is never going to change? Businesspeople will always want insights, tax planning advice, and good service. Those fundamentals won’t change, but they get forgotten and don’t get practiced.


    Apr 01,2022 34:02
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    14. Episode 408: How Private Equity Changes Everything

    Changing the way firms are structured, operated, and financially managed

    With Steven Sacks
    For CPA Trendlines

    The CPA profession is entering another period of shifts in how firms will attain growth levels – the main force being the influx of private capital entering the accounting profession, according to David Bergstein, CPA, CITP, CGMA.

    New, external investments will change the way firms are structured, operated, and financially managed, as well as granting them increased capabilities to make more strategic decisions, Bergstein tells Sacks for CPA Trendlines.

    Bergstein is a veteran technology executive at a number of tax and accounting software companies, including Intuit, Walters Kluwer, and Thomson, and is now an independent author, educator, and advisor.

    David Bergstein’s Takeaways:

    • Disruption is what smart business people see in a profession that is ripe for change because the traditional CPA series of audit and tax will move to the back burner. The real value of services will be in consulting services.

    • CPA firms will split in two – separating the traditional services from consulting to ensure that there will be avoidance of client/service conflicts, and to make the investment more attractive.

    • Baby Boomer partners who are a few years from retirement see the infusion of private equity as a way to reformulate partner agreement that were overdo for such a review.

    • Technology will continue to be a driver of how firms will change the way they operate and the greater efficiencies accrued will go for additional services that can be outsourced.

    • CPAs who break off and begin their own non-CPA-advertised consulting firms will be more apt to hire non-CPAs because of their broader educational experience.

    Mar 19,2022 12:53
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    16. Episode 406: Matt Wilkinson: Think Small to Think Big – The Disruptors with Liz Farr for CPA Trendlines

    The Disruptors with Liz Farr

    More here:

    Matt Wilkinson’s Take-Aways

    • Part of your marketing is attracting new talent. Make yourself look good talent as they do their due diligence. Update your website and make sure your social media is engaging.

    • Business owners like Matt have been asking accountants for predictable monthly billing and help with KPIs for their businesses since the early 2000’s. It’s only recently that accountants are beginning to provide that. Exclusively for PRO Members. 

    • Accounting firm owners tend to have limiting beliefs about how to run their firms – billing by the hour, working in the office, and the partnership structure. The partnership structure itself can be problematic for growing a coherent firm, where each partner acts almost like a freelancer with their own clients, and decisions require agreement between groups that oppose each other’s ideas.

    • Accounting firms don’t have scale issues that can be solved with technology and automation. Instead, they have quality issues or people issues. A better way to grow is to focus on doing a better job. Make small 1% improvements in areas like client communication or selling additional services to existing clients. Focus on being local or boutique – all the things that the biggest firms can’t do.

    • Times change, people don’t. People skills will always be essential.

    • Instead of trying to “make a dent in the universe” as Steve Jobs did, try to model being a good person and what a good company looks like. Those changes will ripple out and impact more than your clients and your team. Thinking smaller can be thinking bigger.

    About Matt Wilkinson

    Matt Wilkinson has been a marketer for over 20 years. He’s run campaigns promoting everything from a Paul McCartney concert to a skincare brand used by Madonna. Since 2010, he’s worked exclusively with accountants and bookkeepers. His goal is to help them become small business heroes.

    Matt is co-founder and CEO of New Zealand-based Bizink, which specializes in websites and online marketing for accountants throughout the English-speaking world. Bizink helps busy accountants and bookkeepers grow by improving their marketing. They do that with high-performance websites, engaging content and modern marketing tools. Everything Bizink does is built for accountants and bookkeepers and streamlined so they can run their practices in the knowledge their online marketing is in safe hands.

    Mar 09,2022 35:38
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    17. Episode 405: Corey Schmidt on Re-Inventing Your Firm – The Disruptors with Liz Farr for CPA Trendlines

    The Disruptors with Liz Farr

    See more here:

    Corey Schmidt's Take-Aways

    • Offer your staff different paths to being successful.

    • Pinpoint the talents you have on your staff, and nurture those special skills.

    • Carve out time for people to work on those skills, not just the backlog.

    • Challenge your people earlier in their careers so they have three years of experience rather than one year repeated three times.

    • Create roles for the kinds of skills your people have.

    • A forgotten metric is client happiness. If we provide a service that makes them feel good about what they’re getting, they’re going to be willing to pay more and will stick around much longer.

    • Firms should own who they are. A firm with a hard-driving culture that values working long hours should seek out team members who like that kind of work culture.

    • Think about where you want to be in five years, and start hiring people who fit that kind of work culture. Build in the people, processes and systems around that end goal.

    • Stop doing what you did last year. Start with a blank slate. Following SALY is easier than figuring out how to do things differently. This requires carving out the time for meaningful planning.

    • Challenge everyone on the audit team to come to the planning meeting with ideas for doing things differently, whether that’s using data or being efficient.

    • Start rewarding the behaviors that are in line with the vision of the firm you want five or ten years in the future.

    • Partners with high billable hours send the message to younger people that the way to get ahead in a firm is to do that, even if those same partners also talk about building a flexible data-driven culture.

    • Let people pick their own career paths that make sense for them and for the firm.

    • The need for a historical financial statement will be gone sooner rather than later.

    • Firms need to adapt to the needs of the stakeholders.

    • Banks only care about a few key metrics on the financials, so providing those on a real-time basis rather than an entire set of financials three or four months after year-end may be more useful.

    About Corey Schmidt

    Corey Schmidt, CPA, Manager of Audit Innovation, joined ACCOUNTability Plus, LLC with a decade of diverse public accounting experience, focused on providing audit and assurance services to clients in a variety of industries. He is dedicated to finding provocative and inventive ways to help move accounting firms and A&A practices into the future. Corey relies on his analytical abilities to assist his clients in gaining a thorough understanding of their financial situation and how certain decisions will impact their organization. He is passionate about working with all levels of the organization to provide accurate financial data and improve future results. Outside work, Corey likes to golf, fish, travel, and spend time with his family.


    Mar 05,2022 25:45
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    20. Episode 402: Closing the Sale, with Sarah Dobek and Ty Hendrickson

    With Sarah Dobek and Ty Hendrickson for CPA Trendlines

    Negotiating the terms of a new engagement can be intimidating and downright scary.

    However, it’s the most important – and last – step to securing new revenue.

    When you can learn what you need to have ready for the discussion, know what questions to anticipate, understand common pain points in any agreement so you can address them head-on, and how to show the value of what you’re proposing, closing the deal will become much easier – and lower your anxiety.

    Negotiating price and/or new business is something everyone seems to struggle with early on in selling. Why is that? (hint…talking money can be uncomfortable, but price is only negotiated when you haven’t built enough value in the sales process).

    What is ideal to know about your prospect once you make it to the proposal stage with a prospect? (Who is involved, decision making criteria, timeline, potential obstacles, budget)

    What are some tips to close more business at higher rates? (Hint…build value and take objections throughout the sales process, know who you are selling to and what they value, follow their buying timeline, not your selling timeline, and build trust.

    Key Take-Aways

    1. How to negotiate price and/or expanded service offerings.
    2. What you need to know about your prospect when you make it to the proposal stage.
    3. Tips to close more business at higher rates.

    Jan 19,2022 12:12
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    21. Episode 401: The Disruptors: New Padgett COO Amanda Aguillard Explains How to Scale

    “Process, process, process” and other lessons in scaling an accounting business.

    With Liz Farr

    More here:

    To beat the staffing shortage, tax and accounting firms will need to rank technology skills as important as accounting skills, Padgett COO Amanda Aguillard says in this episode of The Disruptors, a new CPA Trendlines series of conversations between special contributor Liz Farr and leading change-makers in the profession. This is the first of the series.

    “We will have to be creative about who we hire,” Aguillard says. “Knowledge of accounting is important, but it’s not the only thing… Being tech-curious is just as important.”


    1. We will have to be creative about who we hire. Knowledge of accounting is important, but it’s not the only thing. Being tech-curious is just as important.
    2. Specialization isn’t just vertical niches, but we can gate a practice around particular services. Building practices around services like outsourced controllership, tax resolution, or monthly accounting can make hiring easier because the candidates don’t have to be good at all of the different things.
    3. Process is the key to scale. Build and document processes around the idea that you will scale, even when the firm is just one person. Don’t be the bottleneck. Add technology on top of the process so that when the technology changes, you can find another one to take its place.
    4. A key skill for the future will be tracking data flow. Understanding where the data is coming in, and where the data will end up will help with developing processes and choosing technology.
    5. Ask for what you’re worth. Clients engage you in a business relationship, so they anticipate having to pay you. This is not charity.
    6. What firms are doing now is working well enough, but the people coming behind us aren’t interested in good enough. They want to work to live. They want to work just enough to do the things they love.
    7. The next big thing will be high-touch client relationships. We need to stop using technology as a shield, and use it to provide value to our clients. How can we help our clients, shoulder to shoulder?

    About Aguillard


    Amanda Aguillard was only 16 years old when she realized she wanted to become a CPA, and she’s used that passion ever since to encourage innovation in the industry she loves. That commitment lives on through her work as the Chief Operating Officer of Padgett Business Services, one of North America’s largest accounting service and business consulting providers.

    Amanda is responsible for providing operational and logistical guidance for the company’s network of franchisees. This includes identifying and incorporating the latest cloud technologies into the Padgett firm operating model. She also is focused on developing and facilitating the necessary training to ensure these platforms and tools are successfully implemented by Padgett firms.

    Amanda, who was named one of the Top 50 Women in Accounting in 2018 and 2019, is the author of Xero: A Comprehensive Guide for Accountants and Bookkeepers. She was the Xero Evangelist of the Year in 2016 and used her experience as a Xero Certification instructor to co-found Elefant, a continuing education company for accountants and bookkeepers.

    Prior to joining the executive team at Padgett, she ran Aguillard Accounting LLC, focusing her efforts on providing unparalleled client support service through a cloud-based practice that could be done anywhere in the world. Amanda also is the founder of

    Jan 13,2022 29:31
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    31. Episode 44: Growing Revenue Through Client Service, with Sarah Dobek and Ty Hendrickson

    With Sarah Johnson Dobek and Ty Hendrickson
    Inovautus Consulting

    Sales is sometimes presented as this abstract notion of convincing someone to buy your product, but it actually follows a simple framework.

    It may seem like an obvious answer, but there’s some science behind the why.

    Key Takeaways:

    1. What makes a good business developer.
    2. The skills professionals need for business development.
    3. The professional’s role in growth.

    More here

    Nov 30,2021 14:29
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    37. Episode 29: Jill Cagliostro on When Cyber-Crime Hits Close to Home, with Steven Sacks

    With cyber-crime growing by leaps and bounds, accountants are caught in the cross-hairs, cyber-security professional Jill Cagliostro tells Steven Sacks for CPA Trendlines.

    Cagliostro, senior product manager with Splunk, a data management and security company, says “cybercriminals are getting more advanced. They’re finding new avenues and new ways to get in every single day.”

    “And beyond that,” she says, “they’re also communicating with each other. So they’re able to share these new tactics and techniques amongst each other to become more proficient together.”

    Key Takeaways

    -- Bad actors are communicating in places like the dark web and in forums to share their ideas and to plan to breach private and government entities.

    -- Third-party vendors must go through security questionnaires before they are onboarded as a partner with a private entity.

    -- The questionnaires are employed to ensure that the third-party vendor has the necessary security mechanisms in place, such as two-factor authentication, encryption, and comprehensive policies that must be followed.

    -- There are key metrics to use to assess the risk of cyberattacks. KPIs that indicate how secure something is or how good the security team is doing at protecting the organization can be difficult.

    -- Clients are looking for different KPIs that they can show the level of success that they’ve had with identifying threats in their environment.

    -- Companies that experience security breaches will find it more difficult to attract future security talent because security professionals will not want to have on their resume companies that were victimized by a security breach as it will imply that they allowed a breach to occur.

    -- The most common way that companies get hacked is through phishing emails, which doesn’t always go to the executives. Security should really not just inform technology decisions, but business decisions as well.

    -- One of the best ways the IT team and security teams monitor for behaviors is by tracking activity on employees’ work computers. By connecting to a corporate VPN allows the IT and security teams to see what is going on internally.

    -- In addition to external threats, there are internal threats that could be very costly. Company employees can have access to trade secrets, confidential information, and insider trading information.

    -- There are a couple of different ways to monitor this behavior using data-loss prevention tools that can monitor files going in and out of a company’s network.

    Full transcript and video here: https://cpatrendlines.com/2021/04/11/fighting-cyber-crime-starts-close-to-home/
    Apr 12,2021 21:13
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    38. Episode 28: James Lopiccolo on Selling Service, Not Hours, with Steven Sacks

    With Steven Sacks for CPA Trendlines. The accounting profession is "stuck in a rut," says James N. Lopiccolo, founder and managing member of Capocore Professional Advisors, in Lake Orion, Mich. He says CPAs can't see "the challenges that are coming by from other non-CPA firms." Lopiccolo's answer is offering service agreements, instead of billing by the hour. Risky? Sometimes. But clients love it. In more than 31 years of public accounting, Lopiccolo has worked in business advisory, tax, and accounting for a multitude of industries including contracting, manufacturing, medical, professional service companies, and real estate. He serves on the Michigan CPA Association executive committee and the finance committee, and he is a two-time chair of the AICPA Small Firm Practitioners Task Force.

    Key Takeaways:

    -- CPAs should employ a minimum level of service agreement with clients because it will help to manage expectations as well as professional fees.

    -- A proactive approach by CPAs is what clients desire.

    -- Clients want their CPA to be a partner in their success.

    -- CPAs are much too fixated on getting as much money as possible from clients rather than providing real value in each client interaction.

    -- Make sure the client onboarding process is consistent from one client to the next.

    -- Advisory services are practically the same with slight modifications for each client.

    -- There is a trust factor in identifying and hiring the right staff in order to provide a level of comfort for providing each client with advice.

    -- It is necessary to have confidence in your staff and let them know they have the opportunity to sink or swim.

    -- There will be more competition for client accounting services, so advisory services should be the leading service CPAs provide.

    -- CPAs need to leverage the CPA “brand.”
    In the next five years, new businesses will arise, but at the same time, there will be greater competition from non-CPAs.
    Apr 06,2021 27:33
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    39. Episode 27: David Bergstein on Leveraging Knowledsge, Not Just Process

    With Steven Sacks

    To be more competitive, CPAs need to shift their focus from compliance service to process-oriented, value-added work, veteran CPA David Bergstein tells CPA Trendlines. This means working with clients to understand their business operations, competition, and financial challenges, such as liquidity, solvency, and profitability.

    The Key Takeaways:

    Accountants need to switch their focus to look to the future and real-time accounting, which means that the right way of doing things these days is to take advantage of all technology and automation.
    It’s a small and mid-size business that doesn’t have a bookkeeper, that doesn’t have an accountant, that doesn’t have a controller, that doesn’t have a CFO that looks to CPAs to help them. CPAs’ advantage is to use that technology to automate all those processes and then spend time selling value-added services.
    Today, to be successful as an accountant, you must identify what platform or platforms you’re going to use to capture your clients’ data at the source to move it through the system.
    Payroll tax processing services can be expanded by setting up the human resource tools that go with it. Beyond processing payroll, CPAs can find ways to get lower workman’s compensation; automate the onboarding of employees, and provide various benefit options.
    As part of the de-emphasis on process, younger staff members don’t want to do vouchering anymore, which will be supplanted anyway by automation. So, it’s great for firms to offer more training opportunities to their younger staff regarding analytical thinking, selling, and how to consult with clients to find out what their needs are.
    Mar 28,2021 14:39
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    40. Episode 25: Gary Cokins: Mythbusting Performance Management

    CPAs and finance leaders have to start asking some really painful questions like, according to Gary Cokins, an internationally recognized expert in performance management, in this interview with Steven Sacks for CPA Trendlines.

    Questions like:

    • Do we know where we make or lose money, reasonably accurately?
    • Do our managers understand the strategy? The executives?
    • Are we measuring the right things?

     There is confusion, a lack of consensus about what Enterprise Performance Management and Corporate Performance Management is. Many think both are a process and a system. They are actually the integration of multiple methods.
     An effective EPM and CPM method depends on good high-quality source data that needs to produce facts and cannot just depend on opinion.
     EPM is much broader than a CFO initiative. It's all about giving CFOs better information so they can have the insights to make better decisions. It is for any type of organization in any type of industry.
     Three major issues in operations: strategy, execution, failure, flawed measures of costs and profit of products, service lines and customers. It's all about aligning the behavior of the employees and managers with the strategy of the executives.
     Activity-based costing is just standard that is basically full absorption costing done correctly. This is management accounting information. With external reporting, if the numbers are wrong, you go to jail. Management accounting, you get the numbers wrong, you don't go to jail.
     When people are defining key performance indicators, they need to use a technique called correlation. You can look at a KPI and how it goes up or down and its impact on the next KPI that it influences. If it's poor correlation, it means that is it not a particularly good KPI.
     EPM and CPM can be applied to customer or client profitability. Consider high maintenance customers; always changing schedule; never buying standard, always special. Always calling the help desk. Always returning goods. Low maintenance customers are preferable because they only buy standard. Never changed schedule. Never call help desk. Never return goods. If those two customers bought the same volume, same mix, same price, they're not equally profitable. Because the high maintenance one is really, really eroding a lot of work.
     For CPA firms, they have to look at their clients, their revenues, and their billable hours. And basically, if they use activity-based costing principles, they're all based on work activities. It differentiates what causes high client profit high, very profitable client from low profit clients.
     Activity-based costing is necessary to get the true cost of products, service lines, etc. When it comes to strategy, execution, leaders have to understand the strategy. It is important to get measures. That's where the KPIs come into play. You get what you measure. If you can't measure it, you can't manage it. If you can't manage it, you can't improve it.
     The impact on robotic process automation and artificial intelligence on the CPA profession, will eliminate a lot of jobs, and not just in the area of audit, but also transactional areas like payroll clerks, invoicing and purchase orders.
     Everyone should go to the YouTube video: “Humans Need Not Apply." The audit is not just sampling, because through AI, it’s going to be 100%.

    Gary Cokins is an internationally recognized expert, speaker, and author in enterprise and corporate performance management improvement methods and business analytics. He is the founder of Analytics-Based Performance Management, an advisory firm located in Cary, North Carolina at www.garycokins.com . Gary received a BS degree with honors in Industrial Engineering/Operations Research from Cornell University in 1971. He received his MBA with honors from Northwestern University’s Kellogg School of Management in 1974.

    Feb 01,2021 28:25
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    41. Episode 4: IRS Notice 2021-29 “drops a bomb” on the Employee Retention Credit.

    The “Uncle Billy” Problem with the ERC

    With Bradley Burnett, JD LLM

    With 18 months of water under the bridge, we’re three-fourths of the way through the Employee Retention Program, the IRS changed their mind on an extremely important issue that changes many, many tax situations.

    The question is: Who’s eligible? And who’s not?

    The IRS did a complete about-face, now saying if you’re a 50-percent-plus owner and you have a living relative, or half relative, or an ancestor, or a descendant, or a multi-level marketing sponsor, or even an Uncle Billy you haven’t heard from in years… They say you’re not eligible.

    It’s crazy! It’s just plain wonky.

    So what do we do now?

    Many practitioners in good faith have claimed the ERC. Now, do we have to amend? Or, can you let this ride? Congress is already asking IRS to change its position. Will the IRS reverse itself? Hard to say.

    You’ll need to break out Form 827 for uncertain positions with your next filing.

    There’s a lot to out sort out here.

    RELATED: The “Ludicrously Lucrative” Employee Retention Credit | “Brand Spanking New!” IRS Notice on Employee Retention Credit. | Answered! Your Top 11 Questions about the Employee Retention Credit. |

    Aug 27,2021 05:39
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    46. Episode 1: Gary Cokins on Predictive Accounting with Steven Sacks

    With Steven Sacks
    The NEW Fundamentals

    The main problem with the annual budget process as a fiscal exercise done by the accountants is that it is disconnected from the executive team strategy.

    Corporate finance expert Gary Cokins says that allows too much room for bad habits, such as the use-it-or-lose-it mindset of allocated resources, as well as incorporating last year's inefficiencies in processes into the current year.

    Five Key Take-Aways:

    1. There is interest now in corporate performance management because executives are frustrated with strategy failure. They are good at formulating strategy, but meeting expected goals is a real problem.
    2. The way to get rid of spreadsheet budgeting is to view the amount of spending of any organization as the result of the confluence of two streams. The first is going to be repeatable work. It tends to be operational. The second is non-repeatable because it involves capital, risk management, and strategy projects.
    3. Accounting must carefully identify and construct key performance indicators. But not every type of measurement is key.
    4. Activity-based costing is just full absorption costing done correctly, without the “butter spreading” on spreadsheets of labor hours or units produced or sales dollars or full-time equivalent headcount or square feet. None of those reflect the unique consumption that the products or service lines actually consume.
    5. Many people have heard about the balanced scorecard, but it's just a feedback mechanism. The real intelligence is in the strategy map.

    Jul 02,2021 23:01
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    54. Donny Shimamoto: Future Firm Growth Requires a Mindset Shift

    The Disruptors
    With Liz Farr

    Donny C. Shimamoto, CPA.CITP, CGMA, is the founder and managing director of
    IntrapriseTechKnowlogies LLC, a specialized CPA firm dedicated to helping small businesses and middle market organizations leverage strategic technologies, proactively manage their business and technical risks, and enable balanced organizational growth and development.  Donny also works with larger organizations as a trusted business advisor, facilitating organizational strategic planning and execution, IT governance and planning, enterprise architecture, information architecture and assurance, business process improvement, and business intelligence initiatives.

    Click here for more Donny Shimamoto

    As the founder of The Center for Accounting Transformation, Shimamoto is leading a movement to improve the world by empowering and equipping accountants with leading-edge tools and techniques.

    Donny was the first Certified Information Technology Professional (CPA.CITP) in Hawaii and is one of only four in the state. The CITP credential is a specialty designation of the American Institute of Certified Public Accountants (AICPA), that identifies Certified Public Accountants (CPAs) with the unique ability to bridge between business and technology, meeting the strict requirements for a CPA license as well as additional training and experience in technology strategic planning, IT architecture, business process enablement, system development and acquisition, IT audit and control, and IT governance. 

    The immediate past chairman of the AICPA’s IMTA Executive Committee, Donny has been both influential and critical in several AICPA initiatives, including the development of an IT Competency Model for CPAs and redesign of the CITP Credential. Donny previously co-chaired the AICPA’s Business Intelligence Working Group, researching and creating practice aids in the area of Evidence-based Management, Application & Data Integration, and Information Assurance.  Donny has also been involved in the authoring of guidance published by the AICPA on IT Considerations for Risk-Based Auditing and Enterprise Business Intelligence. As a subject matter expert, Donny is often invited at national and international webinars and is a familiar keynote speaker at national-level conferences.

    Donny obtained invaluable knowledge and exposure to a wide range of industries and sectors (retail, hospitality, state government, defense, and higher education) while earning his CPA license as a member of PricewaterhouseCoopers LLP's Business Assurance Services, Operational & Systems Risk Management Services, and Management Consulting Services lines of business.  With ITK he has expanded his industry expertise to include not-for-profit (social services, foundations, and membership organizations), professional services, small businesses, technology, and mobile professionals.

    Dec 01,2022 47:05
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    67. Innovation Insights: Early Adopters Gain the Edge in Audit

    Innovation Insights: Paving the way for ESG reporting.

     Innovation Insights
    With Donny Shimamoto, CPA, CITP, CGMA
    Center for Accounting Transformation

    Those who hesitate to adopt mature technologies could find themselves too far behind to easily catch up, according to tech experts Pete Myers, CEO of Auvenir, and Donny Shimamoto, founder and managing partner of IntrapriseTechKnowlogies.

    More here: cpatrendlines.com/?p=100196

    Sep 03,2022 26:56
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    69. The Disruptors: Penny Breslin on Facing Your Staffing Challenges Head-On

    With Liz Farr

    CPA Trendlines

    The accounting profession has faced staffing issues for years now and, especially post-pandemic, the problem has compounded.

    Penny Breslin, CPA Trendlines contributor and the founder of MoneyPenny, talks about how firms are facing the hiring challenges and popular solutions that seem to be working, including using predominantly cloud-based apps for collaboration and engagement and taking a true evaluation of the talents and skills needed for each position.

    More here: https://cpatrendlines.com/?p=98359

    Aug 15,2022 01:02:07
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    70. Nancy Fox: Winning the Mind Game of Success

    How to overcome the mind-blocks holding you back from total success.

    With Steven Sacks, author of "The NEW Fundamentals: Thriving in Disruption"

    Professionals need to use a blend of psychology and strategy to guide them with both mental fitness and tactics to produce career breakthroughs, executive coach Nancy Fox tells Steven Sacks.

    In business, the mind is 95% of the game, according to Fox, so it’s essential to recognize the causes of mindset blocks that are encountered, such as competition and business development, and what their impact can be.


    Leaders may not understand the nuances or fundamentals of mentoring and cultivating talent. As such, they find the biggest impediments to be themselves.

    The conscious mind is where our thoughts are directed in such areas as logic, strategy, memory, learning, data analysis.

    However, 95% of our thoughts are directed by the subconscious mind, and only 5% by our conscious minds.

    The subconscious mind is where the inner game of work, career, and life is really won — or lost.
    There are some strategies you can use to train your mind to prepare yourself to experience an outcome and imagine ways to achieve that outcome.

    In addition to training your mind to block negative thoughts and experience only positive thoughts, there are physical techniques that can be used.

    Nancy Fox is the founder and President of The Business Fox, a business consulting and training company specializing in guiding law, accounting, and service business firms grow through smarter networking and business development and niche marketing strategies.

    Apr 29,2021 26:35
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    71. Gary Cokins on The Truth about Activity-Based Costing with Steven Sacks for CPA Trendlines

    Profitability Analysis & Reporting

    Management finance expert Gary Cokins says there's nothing wrong with activity-based costing, in this conversation with Steven Sacks for CPA Trendlines. Except that you're probably doing it all wrong.


    – The deficiencies with product and service line costing have to do with overhead allocations. The problem is, it's convenient for the accountants to allocate the overhead based on allocation factors, like labor hours, number of units produced in a manufacturer, headcount, number of employees, and square feet, even though none of them reflect the unique consumption relationship between how the outputs products and services consumed.

    – Rapid prototyping is really meant as really to get buy-in and displace misconceptions. The accountants can build a model that replaces percentage estimates with data that can be extracted from ERP or production systems.

    – The analyses must go below the gross profit margin line, including distribution channel expenses, marketing expenses, selling expenses, customer service expenses, to basically get a P&L almost by the customer to determine whether the largest customer is also the most profitable.

    – EPM and CPM tools will enable young professionals to move away from vouchering and more toward problem-solving. Their jobs will become more meaningful and fulfilling.

    – Accountants and financial executives really need to create a culture of discovery and investigation. And this is where analytics come into place. Because analytics creates questions. It creates better questions and even more questions. And they also need to have tolerance for making mistakes, as long as they learn from the mistakes.
    Apr 19,2021 20:01
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    72. Steven Braunstein: Learning How to Lunch Online

    Staffing, Recruiting and Retention for the COVID Age.

    With Richard Rothstein

    Click here for more by Richard Rothstein

    Steven Braunstein, managing partner of Snyder Cohn in North Bethesda, Md., talks about the impact of COVID on staff recruiting and retention -- including virtual "Lunch with Steve" sessions.


    Braunstein describes the culture at the 100-year-old, 80-person firm and how that makes a difference in recruiting.


    Snyder Cohn has also implemented some interesting ideas to promote retention during the pandemic that go beyond work life like “Lunch with Steve” and having more virtual time together through shared lunches.





    Richard Rothstein 0:10

    Hi, there, this is Richard Rothstein and I am talking to Steven Steen of Snyder Cohn, in Bethesda, Maryland. And we're gonna be talking again a little bit about how his firm has handled recruiting this year and this crazy year, both before and after COVID. So, Steven, how you doing?


    I'm doing great. Thanks for having me, Richard.


    So if you could start out by telling, how were you handling recruiting accounts pre COVID?


    Steven Braunstein 0:46

    Sure, pre COVID there were multiple different avenues where we would recruit accountants. We work with agencies, I mean, that's always been something that we always talk to them, sometimes they can get some candidates that we're not getting, we would talk with different referral sources that we work with lawyers, bankers, investment advisors, and always just ask them, we're always looking for good people if you know someone. So we did a little bit of that. We did some work on LinkedIn with our HR person. And we had a handful of college campuses where we recruited entry level accountants from so all of those things were done in the pre COVID world.


    Richard Rothstein 1:48

    Are there any referral sources in particular that you found to be helpful?


    Steven Braunstein 1:53

    Over time, I would say, No, but because I think it just kind of depends, you know, does somebody know someone who's looking? So we were doing that. The other thing we did, but we didn't have great results, is offering an incentive for employees if they knew someone, we we did some of that over the years, and but not as much as I would have liked.


    Richard Rothstein 2:26

    The next step to that is once you find the people is, how you how you make competitive offers. So, what what were you doing to make sure that Snyder Cohn was as a competitive opportunity for people to consider?


    Steven Braunstein 2:45

    So I think we're always looking at different salary surveys to make sure that we're aligned on salary trends. But we also like, we feel strongly about our culture. And we think we have a good culture we had, for years, we've had a flexible work environment where we allow some people to work remotely, work remotely part of the time work, remotely all of the time. So we have always had that, and we think that's important. We always had a number of people who were part time, because some people with small children may not have that the full time 40 hours a week available. So that was a cultural thing. I think that the family friendly environment that we had, is people felt that when they would interview with us, that coupled with what we felt was a a competitive starting salary with, the traditional benefits health insurance 401k match. We felt that we were able to stay competitive, although I think that over the last couple of years that they're ther

    Mar 12,2021 14:10
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    75. Bill Carroll on The Art & Science of Hiring, with Matt Solomon for CPA Trendlines

    With Matt Solomon for CPA Trendlines

    Bill Carroll, CEO of Hoops HR, reveals the three keys to smart hiring for accounting firms, in this conversation with Matt Solomon.

    "We look at retention in really three key areas," Carroll says. "It's security for that person. A lot of that has to do with income, but a lot of that has to do with how they're treated internally as a person. How does the organization engage in conflict? How do they solve a conflict? Is there ultimately a resolution? There's a security aspect to that, and pay is just a portion of that."

    "Care is another," Carroll adds. "Security plus care. We look at care as benefits packages or access to benefit packages. Then there's retirement and perks, which should really be aligned with your core values."

    The third element is appreciation. "Appreciation will ultimately lead to retention. We all know that experiences drive beliefs, beliefs drive behaviors, and behaviors drive results."





    Matt Solomon: Hello, everybody. Matt Solomon here, CEO of the Center for Enlightened Business. It is my honor, my deep pleasure and privilege to introduce everybody to Bill Carroll, the founder and CEO of Hoops HR. Bill and his team are on a mission to revolutionize the way that companies hire, and I can attest to the fact that they are absolutely doing that. Bill, welcome, man. Great to have you here and thanks for spending time with us today.


    Bill Carroll: Hey, thanks for having, Matt. Excited to be here and spend a few minutes with you.


    Matt: Me too, it's a privilege. I know you have a lot of knowledge and information, especially as it comes to hiring. Here's the deal. I want to start off with the question, for most people hiring, it's an art and a science that they just can't seem to manage, that they can't seem to get right. What do you see as the common pitfalls, the common mistakes or challenges that people are doing in the hiring process? What are they missing, Bill?


    Bill: I think what we see the most, and it makes sense, we work with a lot of organizations that are sub 200 employees, typically entrepreneur-led, and hiring is a second thought as opposed to a more proactive. I would say one of the biggest pitfalls we see is moving too fast through the process and not taking their time to really understand the kind of candidate they're looking for, how does that candidate align with their culture? Not only just the job responsibilities, but all of the other intangibles that that candidate needs to bring and then really be thoughtful through that process to determine the right fit.


    Matt: I love that. We've made some mishires in our past and it's amazing. Sometimes, there's top performers that are just totally the wrong cultural fit. It's so hard to make a move like that, but the cultural side of it is so important. The other side of it is we've had people who were great cultural fits that just couldn't do the job and finding the balance of those two things is always a challenge. Certainly, the business can't move forward when those things are not perfectly in alignment, so I love that. Could you tell me, Bill, what are the great misconceptions around hiring? What do you see people are coming to the table with that maybe information that's not accurate or practices that are not accurate for hiring top-down?


    Bill: The one that we see the most is that the person with the skill is the person I should hire when really, we need to look at it in a more holistic view. Skill is absolutely important. Even intelligence, IQ is the other piece of it, but then there's this whole other side of the

    Dec 18,2020 13:57
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    76. Blockchain 101 for Business, featuring Jack Shaw

    Steve Sacks interviews Jack Shaw about the 101 of Blockchain for Business for CPA Trendlines. The Blockchain Basics for Business podcast discusses the elements of the technology, its early beginnings, the industries impacted, and the practical business applications. It is part one of a two-part series. The second part will cover the applicability of blockchain as it relates to accounting and finance.




     Bitcoin is only an application of Blockchain which is the platform


     Decentralized nodes eliminate the possibility of hacking


     Blockchain has many business uses in the financial, insurance, media, medical, consumer and supply chain


     Industries impacted by blockchain include energy, entertainment, manufacturing and transportation


     Blockchain stores records such as identities, ownership of assets, business transactions and contractual commitments Jack Shaw is an innovation and change management consultant, who has been voted one of the world’s top 25 speakers and one of the top 5 technology futurists.


    Jack integrates his executive experience in Industry, technology, and consulting to speak on Innovation, Change Management, and Transformational Leadership. And, he has decades of experience designing, developing, and implementing emerging technologies and how these will impact business and society. Jack has advised key decision-makers at such Fortune 500 organizations as Mercedes Benz, Bosch, GE, Coca-Cola, Johnson & Johnson, IBM, Oracle, and SAP.


    Jack has delivered over 1,000 keynote presentations and executive forums in 26 countries and every state across the U.S. He is a Yale University graduate, and holds a Kellogg MBA degree specializing in Finance and Marketing. Jack’s expertise is in the strategic impact of leading-edge technologies, including Blockchain technology, 5G, the Internet of Things and Artificial Intelligence. He can be reached at https://jackshaw.io/jacks-story/

    Dec 04,2020 30:55
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    83. Stephen Nelson on Three Hidden Surprises in PPP Loan Forgiveness

    And you only have one chance to get it right.



    Rick Telberg: Hi, I'm here today with Steve Nelson, CPA of Nelson CPA, managing member. You probably know him best because he's sold five million or more copies of QuickBooks For Dummies. Steve, thanks for joining us today.


    Steve Nelson: Thanks, Rick.


    Rick Telberg: The first question is, let's talk about PPP loan forgiveness. What are the surprises?


    Steve Nelson: One of the big surprises is that as compared to the way we help our clients do the tax accounting for a return, PPP is going to be much more working and require much more precision. A lot of the things that we, and our clients, have gotten used to, and some of the imprecision, that's just not going to be there for the PPP loan application. There's a single accounting period, not multiple accounting periods. It's going to be one application, not something you can amend. 100% of any mistakes you make are going to impact forgiveness, so that's a very, very different type of accounting that we're going to need to do.


    Rick Telberg: You said people should stop worrying about the forgiveness. Why is that?


    Steve Nelson: Yes, that's been a real surprise in this program, I think. With the PPP Flexibility Act, Congress created some safe harbors that let people probably wriggle out of losing forgiveness. The other thing is, is that this program was, originally, set up and suited to deal with eight weeks of payroll and a little bit extra for some other things like rent and utilities.


    When they changed the rules and allow a 24-week window, it means that you might not need to worry about forgiveness due to something like a reduction in headcount. It would be not uncommon to cut half of your employees and yet still have more than enough payroll cost to receive almost total forgiveness. That's going to be a surprise, but it's an important thing for businesses is to stay alert to, and our clients to stay alert to, so that people make it through this pandemic.


    Boy, I think this is going to be much more like applying for a mortgage application when you're a self-employed person, and the bank maybe doesn't trust you, in terms of the substantiation, or it's going to be dealing with an IRS correspondence audit where you don't just give them a number, but you give them a number and then you back it up with lots and lots of documentation. That's going to be something that is going to surprise many small business PPP borrowers. And it's going to overwhelm a number of those folks, I'm afraid.


    Rick Telberg: Are we looking at a year-around busy season for the next two years?


    Steve Nelson: That's an interesting thought. This year we've had the first half of the year the tax season. We're going to have a PPP loan forgiveness application season this year, I think we're going to have an extension season this year. Definitely, this year feels that way. I think our revenues and billing have looked that way. We stalled briefly, when that first nursing home had all the infection, but other than that, we've been very, very solid. Gosh, it's easy to believe that if we have a lot of activity next year, it could look the same way. I hadn't thought of that, but that's a real possibility, I suppose.

    Aug 16,2020 03:49
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    85. Bill Reeb talks with Steven Sacks on Management in the COVID Era

    CPA firms are ill-prepared for the new era of virtual, work-from-home partners and staff, according to Bill Reeb, a leading CPA firm practice consultant, in this conversation with CPA Trendlines contributor Steven Sacks.

    Management at all levels will need to adapt, Reeb says, requiring new processes and procedures.  But more than anything, it requires new metrics of productivity. And, most of all, new habits.

    After a painful, wrenching re-positioning, Reeb says, firms will emerge stronger, more agile, and more profitable than they were before.

    Sacks covers a lot of ground with Reeb, including:

    We have a lot of fictitious mechanisms we use as tools to manage.

    You can’t get away with what you’ve been doing to manage people in a remote-work environment.
    We really don’t know how to manage output from our staff in normal times.

    And it will be more difficult in this era of remote working.
    Management at all levels will need to adapt.

    It requires new processes and procedures.

    But more than anything, it requires new metrics of productivity.

    And, most of all, new habits.

    To build the right habits, we'll need the right systems.

    Systems to create single accountability, with one partner designated as responsible for each staffer.

    Firms are trying to move toward a more corporate model.

    Leadership is not clear when it communicates expectations.

    Firms need to cut the marginal workers and focus on the clients that really matter.

    Firms and staff need to address the fundamentals of blocking and tackling and listen to what the different generations in the firm have to say.

    If you want to run a good organization, you have to do the basic stuff.

    This is an opportunity for firms to take the hard decisions they may have been putting off
    They’ll be jettisoning marginal clients.

    And they should be looking at picking up some good talent.

    The influx of new talent will allow firms the running room to eliminate some lagging personnel.

    The result will be a marked shift from the matrix-management model.

    To a more corporate, top-down, command-and-control management.
    With more accountability at every level.

    And firms will emerge stronger, more agile, and more profitable than they were before.
    Jul 27,2020 32:11
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    88. Zach Gordon, NYSSCPA Cannabis

    By Liz Gold


    A strong network in cannabis, staying up-to-date on all the moving parts of legislation and reading constantly keeps Zach Gordon, CPA well-informed as co-practice leader of Janover LLC’s Cannabis Industry Practice Group. He’s also the chair of the New York State Society of CPAs’ Cannabis Industry Committee and planning the upcoming NYSSCPA’s 2019 Cannabis Conference in conjunction with the Foundation for Accounting Education. He’s taken on these leadership roles as a senior manager in a firm that he’s been at for less than a year.

    Sep 12,2019 27:45
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    89. [The Cannabis CPA] Ben Curren of Green Bits

    Green Bits: Helping Cannabis Retailers Stay Compliant

    With Liz Gold

    cannabizcpa.pro at cpatrendlines.com

    After selling his former company, Outright, to GoDaddy in 2012, Ben Curren stayed at the company for a year and then started considering what he would do next. After listening to cannabis-related news and realizing the inventory problems that were emerging due to compliance, Curren got excited to tackle some of the issues plaguing many cannabis dispensaries. 

    As a result, he jumped into the cannabis industry, leveraging his skills and background as an engineer at QuickBooks to create a new technology to help legal cannabis retailers stay compliant.

    Founded in 2014, headquartered in San Jose, Calif., with another office in Portland, Ore., Green Bits serves more than 1,000 cannabis retailers across 13 states and processes more than $2.7 billion in sales annually through its point-of-sale platform.

    Jun 24,2019 28:17
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    93. [The Cannabis CPA] Laura Durham, Kind Accounting

    Required of clients: a legal bank account or detailed cash logs.

    With Liz Gold

    http://cannabizcpa.pro | https://cpatrendlines.com

    A proponent of marijuana since college, Laura Durham, CPA, went into private industry after a stint at Arthur Andersen. She worked at a beef company, a software company and later at a manufacturing company.

    It was during this time the course of her life changed. Recently divorced, with primary custody of two children, she found herself overwhelmed by the demands of full-time corporate life. So, when a consultant colleague asked her if she’d consider going out on her own to help cannabusinesses in need, Durham gave it some thought and decided to go for it, launching Kind Accounting out of her home in Loveland, Colorado.

    Read More -->

    Jun 21,2019 27:31
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CPA Trendlines Podcasts

Exclusive information. Extraordinary insight. CPA Trendlines is the world’s only research and advisory service focused solely on the tax, accounting, and finance professions. We use a time-tested, quality-proven, proprietary blend of data, analysis, community, experience, and imagination to produce extraordinary value for our clients. Elite decision-makers from all over the world look to CPA Trendlines for trusted advice, bold insights, and confidential access to exclusive intelligence and decision support. You’ll stay more focused, save time, grow revenue in a fast-changing global digital environment, and sleep better at night. Guaranteed. Facts. Figures. Insights. Implications. Here you'll find the data and analysis you can use for your practice and your career, plus exclusive research, insights, and commentary on the most pressing issues and fastest-changing trends. We are dedicated to delivering the actionable intelligence that tax, accounting, and finance professionals need in order to identify and act on emerging issues and opportunities. We specialize in high-quality, concise executive briefings designed to help busy professionals improve their organizations, advance their careers, and enhance their lives. Our reports are relevant, timely, and to-the-point, providing the most essential information, and are digestible often in under an hour. 

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