Blake Oliver

PCAOB Board Member Reveals Why 46% Audit Deficiency Rate Is Misleading

Blake Oliver · April 1, 2025 ·

When Senator Elizabeth Warren publicly accused PCAOB Board Member Christina Ho of “downplaying atrocious findings” about audit quality, it got me thinking: Do these alarming statistics about audit deficiencies really tell the full story?

The numbers definitely grab attention: Audit deficiency rates rose from 29% in 2020 to 46% in 2023. These figures from the Public Company Accounting Oversight Board (PCAOB) suggest that nearly half of all audits reviewed contained deficiencies so severe that “the audit firm had not obtained sufficient appropriate audit evidence to support its opinion.” At face value, these statistics paint a troubling picture of the accounting profession.

In a conversation on the Earmark Podcast, I asked Christina to help me understand these numbers. Christina explained the gap between headline statistics and meaningful measures of audit quality.

Understanding the PCAOB’s Role

Before getting into deficiency rates, it’s essential to understand what the PCAOB does. Christina explains, “The PCAOB is responsible for making sure auditors who check the publicly traded companies’ financial disclosures are doing their job well.”

The PCAOB fulfills this mission by registering audit firms, inspecting their work, and enforcing standards through sanctions when necessary. The inspection program represents the largest part of the PCAOB’s operations, with different firms facing different inspection frequencies:

The “Global Network Firms” (Big Four plus Grant Thornton and BDO) are inspected annually, with about 50 audits reviewed for each of the largest firms.
Firms with more than 100 public company clients are inspected annually, with about 10% of their audits reviewed.
Firms with fewer than 100 public company clients are inspected every three years.

The Misleading Mathematics of Deficiency Rates

When the PCAOB announced that 46% of audits reviewed in 2023 contained significant deficiencies, it received considerable attention. In our discussion, Christina pointed out several critical issues with how these numbers are presented and interpreted.

First, these audits aren’t randomly selected. The PCAOB uses a “risk-based approach” that deliberately targets audits they believe are likely to have problems.

This selection bias fundamentally changes how the statistics should be interpreted. Christina pointed out, “We really can’t extrapolate the deficiency rate to the entire population of all audits because we did not take a statistical sample.”

Even more revealing is what these deficiencies actually mean. Despite the alarming definition, the PCAOB’s own reports include a critical disclaimer that Christina highlighted: “It does not necessarily mean that the issuer’s financial statements are materially misstated.”

In fact, less than 5% of these so-called deficient audits resulted in incorrect audit opinions—the outcome that would truly matter to investors. This stark contrast between the headline figure (46%) and the rate of consequential errors (under 5%) reveals how statistics without proper context can give the wrong impression.

Another significant issue is the PCAOB’s failure to differentiate between levels of deficiency severity. “Our deficiencies… we put everything in the same bucket,” Ho explained. “And in reality, not everything is the same in terms of impact and materiality.”

Unlike internal control evaluations, which distinguish between material weaknesses, significant deficiencies, and minor deficiencies, the PCAOB’s inspection reports do not make such distinctions. This makes it nearly impossible for investors to understand which deficiencies truly matter.

The Disproportionate Burden on Smaller Firms

Christina argued that the current inspection approach unfairly burdens mid-sized audit firms. While the largest firms have a smaller percentage of their audits inspected, firms just above the 100-client threshold face much more scrutiny.

“I personally think that our inspection program is disproportionately burdensome on these firms,” Christina said. This burden is so significant that some firms are intentionally reducing their client base: “They are trying to get rid of their audit clients to get under 100” to qualify for inspections every three years instead of annually.

This creates a troubling situation where firms avoid growth to escape regulatory burden. “I just don’t think it’s good for a very important part of an ecosystem to try to not grow,” Christina said. “We need to make sure we have resilience in the audit marketplace.”

The impact extends beyond individual firms to affect market competition and, ultimately, the capital markets themselves. When mid-sized firms deliberately avoid growth, it concentrates the market among the largest firms—limiting options, especially for smaller public companies.

The Political Fallout

Christina experienced firsthand how deficiency statistics can become political weapons when Senators Elizabeth Warren and Sheldon Whitehouse publicly accused her of “downplaying atrocious findings” after she questioned these metrics in a speech.

“I was very upset about being accused of lying,” Christina told me. “I thought it was very hypocritical of the senators, especially Senator Warren, to essentially bully me because I had a different view from her.”

Rather than reaching out for discussion, the senators sent a letter to the PCAOB Chair, which Christina said left her without “a proper avenue to respond.” This prompted Christina to respond via LinkedIn, where she received significant support from accounting professionals.

This incident highlights how statistics without context can be weaponized in ways far beyond academic disagreements about methodology.

The Search for Better Measures of Audit Quality

Given the problems with the PCAOB’s deficiency rate figures, how should audit quality be measured? Christina suggested several approaches that might be more meaningful:

Look at trends rather than isolated annual statistics. Christina said, “The best way to look at the deficiency rate is not by each year. The best way to look at that data is to be looking at a trend.”
Focus on restatements. Christina said, “Restatements is a much better metric…because that really measures the true impact to investors.” Restatement rates have declined over the past decade, suggesting improvement rather than deterioration in audit quality.
Consider greater transparency. When asked if revealing the names of companies whose audits contained deficiencies would be beneficial, Christina was open to the idea, though she acknowledged the need for broader stakeholder input.
Develop severity ratings. Creating a framework distinguishing between technical violations and substantive errors would provide context for interpreting deficiency findings.

Christina noted that measuring audit quality has been challenging because “audit quality is not quantitatively easily measurable.” And yet, the PCAOB’s approach to deficiencies is to treat all issues identically—regardless of severity or impact.

The PCAOB has been exploring “audit quality indicators” for approximately 15 years but has yet to develop more meaningful metrics. This lack of meaningful data makes it difficult to evaluate the effectiveness of the PCAOB’s oversight or the true state of audit quality.

Has Audit Quality Improved?

Christina believes the PCAOB has helped improve audit quality over the past two decades despite the challenges in measurement. When asked about evidence for improvement, she pointed to declining restatement rates and feedback from audit committee chairs and controllers who report improvements in audit and financial reporting quality.

“If you look at the data on the number of restatements and you look at the last ten, twenty years… restatement has been on the decline,” Christina said. “If you look at the AICPA/CAQ study that they released last year… if you talk to [audit committees], they feel that the audit quality has been improving.”

This more nuanced perspective indicates that, despite the worrying headlines about deficiency rates, the overall reliability of financial reporting might be improving.

Looking Ahead: The Future of Audit Oversight

As artificial intelligence and other technologies transform audits, Christina argues for “a more agile approach” to quality measurement—one that can adapt to technological change and focus on outcomes rather than inputs.

After talking with Christina, it’s clear to me that to move forward, we need to find a balance between regulatory oversight, an understanding of how audits work, and what affects the reliability of financial statements. If we don’t, the profession will get bogged down by misleading metrics that only check compliance boxes rather than enhancing what counts: protecting investors through trustworthy financial reporting.

Want to hear the entire conversation with Christina Ho about PCAOB deficiency rates, audit quality measurements, and her experience with political criticism? Listen to the complete episode of the Earmark Podcast.

Streamlining Sales Tax Compliance: Exploring Avalara’s Managed Returns for Accountants

Blake Oliver · March 21, 2025 ·

Managing sales tax is one of the most challenging services to offer clients as an accounting firm.

Collecting sales information and filing tax returns traditionally involves a lot of work. It means logging in to multiple state portals, keying in sales data, and filing returns one at a time. With multiple clients filing in multiple jurisdictions each month, this quickly becomes unmanageable.

There’s also a big risk of making mistakes—if you slip up in one small way, it can lead to extensive notice correspondence and mounting penalties.

During an Earmark Expo webinar, hosts Blake Oliver and David Leary explored how modern compliance platforms such as Avalara’s Managed Returns for Accountants (MRA) allow you to expand your services without substantially increasing staff, risk, or costs.

Introducing a New Approach with Avalara

Avalara’s solutions aim to eliminate much of the repetitive manual work by consolidating data and automating return filings. John Sallese, Director of Strategic Accountant Solutions & Partnerships from Avalara showcased how Managed Returns for Accountants offloads the filing burden onto Avalara after the firm has reconciled the data.

Here’s how it works:

Data Collection and Review: Firms import or sync sales data from QuickBooks, Shopify, Amazon, or other systems into Avalara. The platform can also recalculate sales tax liability if needed.
Approval by the Firm: After confirming the monthly numbers are correct, the firm marks each return “Approved to File.”
Automated Filing and Payment: Once approved, Avalara files and remits payment on time, assuming responsibility for meeting deadlines, sending confirmations, and handling notices.

John noted that if the firm misses the approval deadline—usually around the 10th of each month—Avalara auto-approves to avoid late filings.

As an added safeguard, if any Avalara-caused delay results in penalties or interest, Avalara covers those costs under the terms of service.

Two Distinct Service Models: MRA vs. Returns for Accountants

Avalara offers two different models for accounting professionals:

Managed Returns for Accountants (MRA)

Firm’s Role: Gather and reconcile monthly data, approve liabilities.
Avalara’s Role: File returns, handle payments, and manage notices.
Key Benefit: Reduced risk for late filings and penalties, as Avalara takes over once data is approved.
Typical Cost: Ranges around $25–$30 per filed return (volume discounts may apply).

Avalara Returns for Accountants (sometimes referred to as “ARA”)

Firm’s Role: Owns the full process—import data, finalize calculations, file, pay, and manage notices.
Avalara’s Role: Provides the software platform, automation tools, and supports advanced e-filing flows.
Key Benefit: Complete control and flexibility over the entire return process.
Typical Cost: Generally lower per return because the firm does more of the work.

Many firms adopt both solutions.

Straightforward filings can go on the MRA model, where the firm approves data and lets Avalara handle the rest.

Complex cases, such as back-filing multiple years, voluntary disclosures, or clients with inconsistent monthly data, might be better served with the RA model, which grants the firm end-to-end control.

Notice Management and Advisory Opportunities

In addition to filing returns, MRA includes comprehensive notice management. This means Avalara addresses notices from tax authorities and resolves them directly, relieving firms of much of the back-and-forth associated with sales tax inquiries.

Firms also gain better visibility into potential advisory projects. “You’re not just filing returns,” John emphasized. “If you see clients calculating tax in states where they’re not registered, you can help them register or do a voluntary disclosure.”

Using these platforms can elevate the firm’s role from simple compliance processing to a strategic advisor, offering value-added services around taxability research, nexus studies, registrations, and more.

Implementation Considerations

John shared what to consider when you’re implementing Avalara MRA:

Data Integration: Ensure you can connect client systems (eCommerce, accounting, POS) to flow data automatically. This reduces manual entry and ensures more accurate filings.
Monthly Workflow: Clearly define who imports data, who reviews it, and when approval is due. MRA’s auto-approval protects against accidental late filing.
Client Onboarding: When setting up each client’s “filing calendar,” you’ll specify which returns need filing, the frequency, and any special state requirements. Avalara’s team verifies each setup to confirm accuracy.
Pricing Your Services: Whether you pass the per-return fees directly to clients or bundle them into a flat monthly charge, clarify the difference between MRA’s delegated model and RA’s self-service approach.

Elevate Your Sales Tax Practice

Sales tax compliance no longer has to be a necessary evil fraught with manual effort and risk. By choosing the right workflow model—either delegating filings to Avalara (MRA) or keeping them in-house (RA)—firms can scale sales tax services while maintaining appropriate oversight. The key is matching each client’s needs to the best approach.

Want to See a Live Demo?
Catch the full Earmark Expo session featuring Avalara, hosted by Blake Oliver and David Leary. You’ll see a real-time walkthrough of the platform and learn how to seamlessly integrate advanced compliance solutions into your firm’s existing workflow.

Earn Free CPE

Visit earmark.app to watch the webinar and earn free NASBA-approved continuing professional education credit.

Beat Spreadsheet Chaos and Improve Audit Efficiency

Blake Oliver · February 18, 2025 ·

If you’re running an accounting firm, one statistic should be on your radar: 30% of audit engagements fail to stay on time and within budget. In an era of talent shortages and rising client expectations, this isn’t just a scheduling issue—it threatens profitability and long-term client relationships.

The Frustrations of Manual Approaches

Anyone who has worked in public accounting knows how messy things can get trying to manage work with Excel spreadsheets, SharePoint folders, and long email threads. You may try to keep everything in one email, but it often becomes too cluttered. If you create several threads for each request, you can easily lose track of them. This confusion can lead to clients forgetting which documents they have sent, and the audit team spends too much time trying to find out what is still missing.

Many firms face challenges with low realization rates and delayed projects, largely due to cumbersome manual workflows. As a result, client experience can also suffer. Keep in mind that your client contact has a full-time job, and sifting through emails to locate the correct request only adds to their frustration.

Enter Suralink: Reinventing the PBC Process

In a recent Earmark Expo, Ryan Smith showcased Suralink, describing it as the industry’s leading “Provided by Client” (PBC) solution, serving over 1,100 CPA firms and 6,500 client users, including 60% of the top 200 CPA firms. Suralink was born from a CPA’s firsthand frustration with spreadsheets and email threads. The goal? Streamline client collaboration so that everything—document requests, file uploads, comments, and status updates—happens in one secure portal.

Key Features for Modern Audit Workflows

Here’s how Suralink helps to address the challenges of manual processes and reimagine client engagement for faster and more profitable audits:

Single Source of Truth

All request items are tracked within one platform—no more scouring inboxes, no more juggling Excel checklists.
Color-coded statuses (Outstanding, Fulfilled, Returned, Accepted) make it easy for clients to see what’s pending. Turning “boxes” yellow or green creates a sense of progress and gamification.

Assignment and Permissions

Each request can be assigned to a firm user or a specific client contact. Users see only the items relevant to them, reducing confusion.
Sensitive requests (e.g., payroll data) can be “locked,” so only designated individuals see those documents. Clients appreciate the added confidentiality.

Consolidated Communication

Instead of cluttered email threads, each request includes its own dedicated comment section. Conversations stay in context; everyone can refer to them as needed.
Daily digest notifications keep the engagement team updated on new uploads or comments, while an “escalate” feature sends real-time alerts for mission-critical deadlines.

Roll-Forward Simplicity

For recurring engagements—like annual audits—Suralink’s roll-forward function saves last year’s request structure and assignments. When the new cycle begins, your client can see what was provided before, drastically reducing guesswork and set-up time.

Secure File Sharing and eSignature

Documents are uploaded directly into a secure portal, eliminating the need for unencrypted email attachments.
A built-in eSignature feature allows firms to send engagement letters, Form 8879, or other documents for electronic signatures. Clients receive an automated prompt and can sign right into the platform.

Dashboard and Visibility

Partners and managers get an at-a-glance view of every active engagement. They can filter by department, office, or individual staff member to see where bottlenecks occur.
A complete audit trail logs every upload, download, comment, and status change, ensuring full transparency.

Efficiency, ROI, and Client Satisfaction

When CPA firms switch to Suralink they see up to 40% time savings in managing document requests alone. Instead of struggling through manual checklists and email clutter, engagement teams focus on higher-value tasks—like analyzing data and advising clients.

Clients also notice a major improvement in service quality. Everything is in one place, and they can easily upload or view what’s needed. Ryan Smith mentioned that some clients have explicitly told their CPA firms, “If you ever leave Suralink, I’ll find another firm that uses it.” That’s a telling endorsement for any technology investment.

Laying the Groundwork for an AI-Driven Future

The future of audit and assurance services will undoubtedly involve artificial intelligence. Suralink is already preparing to add document preview and AI-driven checks—so the platform can verify whether clients have uploaded the correct file or automatically flag mismatched data.

Behind the scenes, an extensive API allows firms to integrate Suralink with other core systems, from CRM platforms that create new engagements automatically to document storage solutions for archiving. This open architecture paves the way for AI tools that handle basic document verification, sampling, and initial quality checks. Think of it as building a modern foundation that supports the next wave of innovation in accounting tech.

Fast Implementation and Transparent Pricing

Beyond the technology itself, Suralink stands out for its rapid onboarding:

Implementation: Firms with hundreds of users have gone live in about a week or two.
Training: Options range from weekly webinar sessions to dedicated Customer Success Managers under the Professional plan.
Pricing: Typically per firm user (around $29 per month under the Standard plan). All clients, engagements, and storage are included, so there’s no added cost per client or per project.

Why Now Is the Time to Innovate

With talent shortages squeezing firms, rising client demands for better digital experiences, and a 30% risk of engagements blowing past budgets, now is the moment to rethink your PBC process. Modern collaboration tools like Suralink eliminate inefficient back-and-forth, keep data secure, and free your team to focus on what really matters—delivering high-quality audit and advisory services.

And this is just the beginning. As AI capabilities expand, the right platform will let you tap into automated reviews, faster document verification, and other efficiencies we’re only starting to imagine. By choosing a solution designed for the future, you’ll protect the investment you make today and position your firm for years of innovation and growth.

To learn more about how Suralink can transform your engagements and improve client collaboration, check out the Earmark Expo. Whether you’re a solo practitioner or part of a top 25 firm, it’s time to break free from the old way of doing things—and close the door on that 30% problem for good.

Accounting Firms Boost Profits by 10% Without Losing Clients—Here’s How

Blake Oliver · February 7, 2025 ·

Are outdated billing practices holding your accounting firm back?

While many firms see proposal and payment systems as necessary yet purely administrative, forward-thinking practitioners are discovering their immense potential to reshape client relationships—and boost profitability.

In a recent Earmark Expo webinar, Tom Maxwell of Ignition showed how modern engagement systems do more than simply streamline operations. They fundamentally change how clients perceive and value accounting services. Forward-thinking CPAs are eliminating accounts receivable, implementing annual price increases, and shifting from after-the-fact billing to genuine value-based partnerships.

The results are striking: Firms report implementing 10% annual price increases with no negative impact on client acceptance rates. More importantly, they’re building stronger relationships rooted in transparency, clarity, and mutual respect.

Below, we explore how these systems turn traditional billing bottlenecks into opportunities for transformation.

The Billing Bottleneck: More Than Just a Payment Problem

For many accounting firms, getting paid feels like an administrative hassle. However, according to Tom Maxwell, this challenge runs deeper—right to the heart of client relationships and firm profitability.

After talking to thousands of firms, Tom identified three main reasons clients struggle to see the true value of accounting services:

Mandatory compliance work: Clients often see compliance as a “must-do” rather than a “value-add.”
Expertise gap: Clients rarely grasp the depth of expertise required for high-quality work.
Value disconnect: When billing happens long after services begin, clients lose sight of the direct benefit.

The result is a vicious cycle of payment delays and weaker client relationships. But forward-thinking firms find that modern engagement systems address both the practical and psychological barriers head-on—starting with the first client interaction.

Transforming Client Engagement from Day One

Modern engagement systems reshape the client experience right from the start, setting clear expectations and articulating value. Gone are outdated PDF proposals, manual credit card processing, and clunky engagement letters—all of which can subtly lower the perceived value of your services.

Instead, clients receive a digital, professional proposal that:

Clearly lays out services and value
Offers up to three package options with different billing frequencies
Guarantees payment authorization before work begins

“My favorite feature,” Tom says, “is that clients must enter payment information before accepting the proposal. That ensures you get paid for your services before you even get started.”

This process is also more secure—no more mishandling of credit card details. Once clients accept a proposal, they receive a signed engagement letter, and their payment information is securely stored for future billing. This streamlined approach does more than save time; it also signals professionalism and shifts the conversation from awkward payment requests to demonstrating tangible client value.

From Reactive to Proactive: Managing Dynamic Client Relationships

With a rock-solid foundation in place, modern systems empower firms to become more proactive. They not only enable systematic price increases but also enhance client relationships.

“We found that Ignition customers were increasing prices by about 10% on average in the past year,” Tom explains. “And when we added the feature enabling a standard price increase, there was no change to proposal acceptance rates.”

These tools also end stressful negotiations around scope creep or service changes. Firms can quickly update both service levels and pricing, and automated billing continues seamlessly. Every adjustment is tracked for full transparency, reducing tensions and letting both parties focus on a healthy working relationship.

Integrated workflows further enhance automation. For instance, if you integrate payroll data, your fees can automatically scale based on fluctuating employee counts—so you’re always fairly compensated as client needs evolve. By treating billing adjustments and scope changes as a routine, expected part of the engagement, firms solidify their value without appearing adversarial or inflexible.

Embracing Modern Engagement Systems: The Path to Business Transformation

This evolution—from billing bottleneck to strategic asset—goes beyond operational efficiency. It marks a foundational shift in how firms approach client relationships.

By tackling the practical and psychological pain points of billing, modern engagement systems let you focus on what truly matters: delivering measurable value. The evidence is clear:

Accounts receivable evaporates
Annual fee increases of 10% become standard—with minimal client pushback
Client relationships strengthen through transparency and respect

Watch the full Earmark Expo to see these tools in action. You’ll see how industry leaders implement automated billing, consistent price updates, and stronger client relationships—freeing them to concentrate on higher-value, growth-oriented services.

The future favors firms that view proposal and payment systems as strategic levers for better, more profitable client relationships. The question isn’t if you should upgrade your engagement systems—it’s how soon you can begin.

How a Red Chair is Transforming Client Relationships in Accounting

Blake Oliver · January 28, 2025 ·

In the conference room of a CPA firm, there’s a bright red chair—off-limits to employees. It’s reserved for clients, even if they’re not physically present. When the client can’t attend a meeting, the chair stays empty, yet serves as a vivid symbol: imagine the client is here, listening to every word. This approach to client-centric service cuts through the day-to-day grind and reminds everyone on the team that the client’s best interests must guide every decision.

On the Earmark Podcast, I spoke with Kyle Walters—Managing Director of Atlas Wealth Advisors and Partner at CPAs & Advisors—about the power of integrating wealth management with accounting services. Walters explained how his unique perspective as a longtime financial advisor, combined with the expertise of his CPA partners, opened the door to a more cohesive, future-focused experience for clients.

Why Integrate Wealth Management and Accounting?

Kyle Walters grew up in financial planning. For two decades, he helped families invest, save on taxes, and retire comfortably. But he noticed a common frustration: clients viewed their financial picture as disjointed. Their CPA was crunching past numbers and tax returns, while their financial advisor was projecting out into the future. Neither professional was fully aware of what the other was doing.

By bringing both wealth management and tax under one roof, Walters realized he could deliver a more seamless client experience. Rather than running in circles between two trusted advisors—one in the present and one in the future—the client can enjoy an integrated dialogue. In Kyle’s words: “If you can get your CPA, your financial advisor, and your client on the same call, you solve problems in five minutes that otherwise would drag on for weeks.”

Two Ongoing Relationships: CPA + Financial Advisor

When it comes to finances, most families or business owners consistently rely on two professionals:

A CPA or Tax Specialist – Focused on bookkeeping, tax returns, and making sure numbers are correct and on time.
A Financial Planner or Wealth Manager – Oriented toward helping people invest smarter, plan for retirement, and meet long-term goals.

Because these two experts often operate independently, the client must shuffle data and questions back and forth. Even little miscommunications can create confusion, missed deadlines, or unnecessary stress. The integrated model aims to remove the client from this “middleman” role. Whether it’s about a new business launch, a company sale, or an unexpected life event, a single cohesive team can handle both tax and wealth implications together.

A Fresh Perspective in the CPA Firm

Part of what makes Walters’s model so successful is that he’s not a CPA. Instead, he brings a financial advisor’s perspective to firm operations. CPAs traditionally focus on deadlines, precise data, and compliance. Financial advisors naturally explore client goals, family needs, and big-picture strategies. Together, these mindsets create a more robust decision-making process.

His journey to integrate services involved finding two CPA firm owners who shared his vision. They pooled resources, formed an entirely new firm, and established a culture where neither side worked in isolation. Now, the CPAs ensure the numbers are accurate and deadlines met, while Walters and his advisory team look forward—helping clients see how today’s financial decisions ripple into tomorrow.

The Power of the Red Chair

Early on, Walters noticed language in internal meetings that sometimes cast the client as an “obstacle”: “The client isn’t getting us their documents fast enough” or “The client doesn’t understand what we need.” To change the tone, he placed a bright red chair at the table, designated it for the client, and instructed the team to speak as if the client were right there—listening, seeing how they’re spoken about.

This seemingly small gesture fosters empathy. Team members are reminded clients don’t speak accounting jargon all day—if they knew how to gather every document perfectly, they wouldn’t need a CPA. They’re juggling businesses, families, and complexities. By imagining them in the red chair, the firm reframed their role from “client is a problem” to “client needs our help.”

Overcoming the Usual Pain Points

Walters regularly hears client feedback from both sides—the CPA perspective and the wealth management perspective. Three major pain points come up time and again:

Slow or Nonexistent Communication
Clients want speedy responses, or at least acknowledgment that their questions matter. Even a brief courtesy check-in can help them feel valued.

Inflexible Processes & Crunch Deadlines
Traditional accounting often revolves around one or two deadlines. Firms endure a stressful “rush to the finish,” leaving little bandwidth for deeper client conversations. Scheduling tax return preparation into monthly or quarterly cohorts can solve this. When clients understand that being “extended” won’t lead to penalties—and that it can mean better guidance throughout the year—most are happy to follow a more strategic timetable.

Disjointed Advice
A business owner selling their company doesn’t just need a properly filed return—they need a plan to handle the influx of cash, tax implications, and possibly a shift in personal goals. When multiple advisors operate in silos, misalignment and confusion can cost a client time and money.

Interestingly, small tax mistakes rarely drive clients away. They understand honest errors can be corrected. What they won’t tolerate is feeling unappreciated, being ignored, or left in the dark.

Delivering True Integration

Under an integrated model, advisory conversations flow naturally. For example, a client might hop on a Zoom call with their CPA and financial advisor at the same time to discuss mid-year tax estimates, projected income, and potential investment shifts. Instead of playing telephone, the client watches their two experts coordinate in real-time.

Year-round scheduling also adds a proactive structure:

Early in the year – Identify high-complexity clients or those who prefer timely filing, and complete the first batch of returns. Extend any clients not filed by April 15.
Middle of the year – Perform “pulse checks” on tax projections and investment performance. Complete the second batch of returns.
Later in the year – Finish up any open client returns.
End of the year – Engage in tax planning and forward-looking financial decisions. This is prime time for capturing deductions or shifting money before year-end.

By spreading out the busy season, both CPAs and advisors can provide the attention that clients crave.

Looking Ahead: AI and the Evolving Role of the Advisor

As technology advances—particularly artificial intelligence—routine accounting tasks like sorting transactions or populating tax forms will become more automated. Rather than viewing this as competition, forward-thinking professionals see AI as a powerful ally: It handles rote tasks so humans can focus on relationships, nuanced conversations, and strategic planning. The CPA or financial advisor of the future will be less about data entry and more about empathetic counsel.

Walters believes clients ultimately pay for clarity, confidence, and guidance. In this new landscape, the “trusted advisor” is the one who integrates all the moving parts of someone’s finances and helps them make better decisions. AI can help gather data, but the human element—like making someone feel heard or reflecting on their family goals—still belongs to the professionals.

A Single Seat for Service

Across the table sits that red chair—occupied or not—representing the heartbeat of a firm that puts the client first. By merging wealth management and tax expertise, firms create a single seat where every financial question can land. The result? Less confusion, fewer missed opportunities, and a client who genuinely feels they have a team working together for their benefit.

Want to hear more? Listen to the full discussion on the Earmark Podcast, where Kyle Walters delves deeper into his integrated approach, shares the motivation behind the red chair, and explains how proactive scheduling can transform the busy season from a burden to a strategic advantage.