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Blog – Full Posts

How Growing Businesses Can Automate and Protect Payments

Earmark Team · July 29, 2025 ·

For finance teams, finding the right bill pay solution can feel like Goldilocks searching for the perfect porridge—many options are either too basic for complex operations or too sophisticated and expensive for mid-market needs. 

At a recent Earmark Expo webinar, hosts Blake Oliver and David Leary invited Omri Mor from Routable to demonstrate how their platform fills this critical gap in the accounts payable market.

“Either the bill pay app is too big for your client, or it’s too small for your client. Sometimes it’s just never the right size,” explained David when introducing the session. “That’s the struggle we have as accountants—getting the right bill pay app for clients.”

When It’s Time to Graduate from Basic Bill Pay

Routable positions itself as the logical next step for businesses that have outgrown basic bill pay solutions but aren’t ready for complex enterprise systems. According to Omri, the platform serves businesses processing anywhere from 100 to over 100,000 payments per month.

“We typically recommend considering a graduation from Bill.com at about 100 to 250 bill payments per month,”  explained. He outlined seven indications that it’s time to upgrade:

  1. Transaction volume exceeding 100 monthly payments
  2. Need for better ERP synchronization (Routable boasts a 99.8% sync success rate)
  3. Multi-entity support requirements (from 2 to 85+ entities)
  4. Complex approval rules based on different business dimensions
  5. Delegation requirements across growing finance teams
  6. Subsidiary management complexity
  7. Improved data integrity needs

Perhaps most importantly, Routable doesn’t require businesses to replace their existing accounting systems. As David highlighted during the demo, “If you’re on QuickBooks or Xero, that’s your GL, and you grow to a point, you can just add on Routable. You don’t have to go get a whole new ERP and replace your whole system.”

Powerful Features That Grow With Your Business

The demonstration showcased several standout features that address common pain points for growing businesses:

Seamless Vendor Management

Routable offers a branded vendor portal that doesn’t confuse vendors with third-party interfaces. “We don’t want to hijack your vendor. We don’t want to market to your vendor. We don’t want to confuse your vendor,” Omri emphasized.

The custom-branded portal allows vendors to self-onboard by providing contact information, completing tax forms electronically, and securely connecting bank accounts. The platform also includes built-in 1099 management, eliminating the need for separate tax filing software.

Deep ERP Integration

One of Routable’s most impressive capabilities is its real-time integration with accounting systems such as Oracle NetSuite and Sage Intacct. The platform automatically pulls all fields from your ERP—including custom fields—without additional setup.

“Let’s say you remove class, we’ll remove class. Let’s say you add a new field called ‘David’s favorite ice cream.’ we load ‘David’s favorite ice cream,'” Omri explained. This adaptability ensures the system always reflects your current accounting structure.

Flexible Approval Workflows

The platform allows highly customized, multi-level approval rules based on any field in your ERP system. You can nest rules within other rules for maximum flexibility, and approvers can respond directly via email without logging in.

“Choose your own adventure. It’s one of the most important things we’ve found in accounting and finance,” Omri noted.

Advanced Purchase Order Matching

For inventory-backed businesses, Routable offers sophisticated two-way and three-way matching capabilities. The system supports up to three million SKUs and can process thousands of invoices with detailed line items within seconds.

“This process would take 25 to 30 minutes for a human to do. We’re doing this within split seconds, and we’re coding it for you,” Omri highlighted.

Fighting Fraud with AI

Perhaps the most forward-thinking aspect of Routable’s platform is its upcoming AI-powered fraud detection system. This feature addresses a critical problem: mid-market companies lose an average of $280,000 annually to invoice fraud.

“Not only is faking invoices and receipts here, but faking phone calls is here,” Omri explained. “I can build an agent that sounds exactly like a human today and confirm [incorrect banking details]. So our old methods are not enough… we want to fight AI with AI.”

The system automatically flags suspicious elements in invoices, paired with confidence scoring, including:

  • Modified text in vendor names, dates, and amounts
  • Address changes from previous invoices
  • Duplicate invoice numbers
  • New or changed bank account details
  • Mismatches between stated banks and routing numbers

Omri shared a real-world example where Routable helped prevent a sophisticated $1 million fraud attempt: “Our customer said, ‘Hey, we think this is fake.’ We said, ‘You’re confirmed. Here’s the 17 things that were doctored on this invoice.'”

Simplified Pricing for Growing Teams

Unlike many software solutions that use per-seat pricing models, Routable offers unlimited users with pricing based on payment volume. The platform starts at $599 per month and scales based on throughput rather than user count.

“Typically, you give two to five people access to your bank, and you give maybe five or seven people access to your ERP, but your operations team might need access to ‘did this get paid?'” Omri explained. “There’s essentially an onion: finance, then fin-ops, then ops, then maybe customer success.”

This approach allows businesses to distribute access across departments without additional costs, fostering collaboration between finance and operational teams.

A Strategic Investment in Financial Operations

For finance leaders and accounting professionals, Routable is more than just a bill pay solution; it’s a strategic investment that transforms accounts payable from a transaction-processing burden into a business advantage.

Blake summarized, “The way you’ve built the sync to the ERP system or QuickBooks is so rock solid. Being able to pull everything in… it’s a dream as an accountant.”

When considering the return on investment, Omri offered a compelling perspective: “I’ve never met a CFO or director of accounting, or a head of a CPA firm who has enough budget. What if you could say, ‘Hey, if we catch fraud, we get that budget back?’”

Whether you’re managing finance for a growing business or advising clients navigating these challenges, exploring modern accounts payable solutions like Routable could transform what has traditionally been a back-office function into a strategic enabler for business growth.

To learn more about how Routable can help your business or clients transform their accounts payable processes, watch the full Earmark Expo webinar.

When Two Accounting Apps Listen to Their Customers (And Actually Do Something About It)

Earmark Team · July 22, 2025 ·

Picture this: It’s 2021 at ‘Appy Camp, and Ben Stein from Keeper is standing at a bar, drink ticket in hand, ready to exchange it for a well-deserved cocktail after a long day of conference sessions. But when Alicia Katz Pollock rushes past—bass guitar case slung over her shoulder, racing to join the evening’s music circle around the fire—and tosses him her drink ticket with a hurried “Can you get me my drink?”, Ben doesn’t hesitate. He heads to the bar, discovers they’re not accepting drink tickets, and simply buys her a drink anyway.

That spirit of going above and beyond would prove fitting. Three years later, Ben’s company, Keeper, just launched an integration with Anchor that’s making accounting professionals everywhere take notice. When Katz Pollock brought together Stein and Tal Ben Bassat from Anchor for a special episode of The Unofficial QuickBooks Accountants Podcast, the conversation revealed how real software partnerships actually happen.

The story isn’t about corporate strategy meetings or market research. It’s about two companies that actually listened when their customers said, “We want these apps to work together.” And then they did something most software companies don’t: they made it happen…

…like chocolate and peanut butter…better together!

When Customers Become Your Product Team

Here’s what most software companies get wrong: they build features based on internal roadmaps instead of user requests. But when Stein’s team at Keeper and Ben Bassat’s team at Anchor started getting the same message from customers, both companies did something simple. They listened.

“Really, the idea came from our mutual customers,” Ben explains. “This is something that our customers asked for and Anchor’s customers asked for. We have a lot of overlapping customers and we want to keep them happy.”

Ben Bassat’s approach at Anchor takes this customer focus even further. “Everything we do on Anchor comes from our clients. Every feature, every development we have,” he says. “Our product team spends full days speaking to customers about what they need.”

The proof came after they launched. Stein admits it “caught my team off guard” with the response. “We go live with the integration, and all of a sudden, our support team was just inundated with dozens of tickets from Anchor customers and Keeper customers that were super excited about getting this up and running.”

This customer-driven approach creates a simple but powerful advantage: when your users tell you exactly what they need to work more efficiently, you don’t have to guess what to build next.

How the Integration Actually Works

For those not familiar with these tools, here’s what they do.

Anchor handles contracting and billing. Accountants can create proposals with multiple pricing tiers, get electronic signatures, and automatically invoice clients monthly. The invoices sync to QuickBooks Online. Keeper manages your bookkeeping workflows and checklists. It integrates with QBO so you can review transactions, ask client questions, and track your monthly procedures without jumping between systems.

Now here’s where the integration gets useful. When a client receives a proposal in Anchor, they can choose from different service packages and even agree to automatic annual price increases. Once they sign and connect payment information, the integration takes over automatically.

Based on your Anchor settings, the system auto-configures a client in Keeper, applying templates, creating tasks, and setting properties—all without manual work. “Once the client signs the agreement, Anchor will take the upfront payments. So you’re already clear on that. And then your team gets a notification and they start to work on Keeper immediately,” Ben Bassat explains.

This eliminates what Ben Bassat calls the traditional approach: “someone in your back office who starts organizing the onboarding process.” No more Excel spreadsheets tracking tasks. No more manual emails. No more wondering where each client stands in the pipeline.

Future updates will include amendment management. When you add services in Anchor, it will automatically trigger new workflows in Keeper. The integration keeps evolving based on what users really need.

Why Specialized Tools Beat All-in-One Platforms

Both companies made a conscious choice to focus on what they do best rather than trying to build everything. “No one can do everything perfectly. It’s not possible,” Ben Bassat explains.

His philosophy is clear: master your core function, then integrate with others who’ve mastered theirs. “Our approach on Anchor is not to give people a half-baked CRM experience or half-baked project management or practice management experience because it will not be as good. Keeper spent years developing their product.”

Stein agrees, recognizing that building billing software is “enormously complex.” Meanwhile, Keeper has spent years perfecting practice management and client communications that are “so deeply coupled to each other” that splitting them across multiple systems would create problems.

As Katz Pollock puts it, QuickBooks Online is like “a multifunction printer where it can print and it can copy and it can fax, but it doesn’t do any of them really, really well.” That’s why we have an entire ecosystem of specialized apps that excel at their one thing, and then connect to create something more powerful than any single platform.

Building the Integration Right

This wasn’t just two companies slapping together a quick connection. It was Keeper’s first major integration, and both teams approached it with their full attention.

“It surprised me how involved it was,” Stein reflects. “Anchor sort of took the whole process very seriously.” Keeper had to modify their API and release new endpoints specifically to support what Anchor needed.

Ben Bassat’s team matched that commitment. “Our approach is to deliver the best we can.” The development included extensive customer research, with Anchor’s product team speaking directly to Keeper users to understand their expectations.

The mutual respect between companies is evident in how they talk about each other. Stein praises Anchor’s authentic customer approach, while Ben Bassat marvels at Keeper’s user loyalty: “Clients are in love with the company, with the product. It’s something you don’t see a lot.”

When both companies share the same standards for quality, the collaboration works better.

The Bigger Picture

The Keeper-Anchor integration is a model for how accounting technology should evolve. When specialized companies listen to their customers and collaborate instead of competing, they create something more powerful than bloated platforms trying to do everything poorly.

The overwhelming user response—support teams flooded with excited customers wanting immediate access—shows that accountants recognize good tools that work together seamlessly. You don’t need another platform that does everything adequately. You need best-in-class solutions that communicate perfectly.

As these founders envision a future with universal bank APIs and seamless connectivity between all accounting apps, they’re describing an ecosystem where your software works as hard as you do. Where signing a proposal automatically sets up workflows, amendments in one system update tasks in another, and tools anticipate needs instead of creating more work.

When software companies prioritize partnership over competition and specialization over generalization, everyone wins. Your clients get better service. Your team gets better tools. And you get back to what you do best: serving clients instead of wrestling with software.

Want to hear the full conversation? Listen to this episode to discover how customer feedback drove this integration, what’s coming next, and why the future of accounting technology is specialized, connected, and customer-driven.


Alicia Katz Pollock’s Royalwise OWLS (On-Demand Web-based Learning Solutions) is the industry’s premier portal for top-notch QuickBooks Online training with CPE for accounting firms, bookkeepers, and small business owners. Visit Royalwise OWLS, where learning QBO is a HOOT! Click on the following links if you want to learn more about Keeper and Anchor.

Construction’s Tech Revolution: How Generational Change is Driving Digital Transformation

Earmark Team · July 14, 2025 ·

For decades, construction businesses have balanced hammers in one hand and paper ledgers in the other. However, a significant shift is underway, according to Angela Nelson, a 15-year Sage veteran and three-time Platinum Club member.

In a recent episode of The Unofficial Sage Intacct Podcast, Nelson shared insights into how the construction industry is embracing technology after years of resistance.

From Support to Sales: Angela’s Construction Journey

Nelson brings a unique perspective to construction technology. Beyond her professional experience, she has personal ties to the industry—her father worked in construction, and her brother-in-law owned a concrete company.

“I’ve been with Sage for 15 years, always in construction and real estate,” explains Nelson. “I started my career at Sage in support, so I got to know the customer base very well. Then I moved to sales and have held almost every position in sales.”

For the past four years, Nelson has been a Partner Account Manager (PAM), supporting Sage’s network of partners selling to construction businesses. While most PAMs in her division manage 4-5 partners, Nelson handles 14—a testament to her expertise with legacy products and newer cloud solutions.

“I am more of a facilitator than a manager,” she says of her role. “What can I do to help you sell? What can I do to facilitate between what Sage’s goals are and what your goals are?”

Why Construction Has Resisted Technology

Construction companies have traditionally been slow to adopt new technology. This resistance has deep roots in the industry’s practical, hands-on culture. 

“A lot of these guys start these businesses and they just go and they do it,” Nelson explains. “They’re not worried about reporting and all this other kind of thing until they get to a certain point.”

Many construction business owners begin with trade skills rather than technological expertise. Their focus centers on completing projects and managing crews, not implementing sophisticated financial systems. Paper-based processes and basic spreadsheets have dominated simply because they are functional enough for immediate needs.

The Generational Shift Changing Everything

A profound change is happening as aging business owners pass their companies to the next generation.

“All the people that are my age that are now like, ‘You know what, I’m getting tired of swinging a hammer. I’m getting tired of getting shocked when I’m installing an electrical outlet.’ These guys are now like, ‘I’m going to give this to my kids. I want my kids to take over the business,'” Nelson says.

This succession planning has become a catalyst for digital transformation. “These kids have grown up with technology,” she continues. “So now what we’re seeing is all of a sudden, it feels like a rush to get these companies that were using pencil and paper and Excel to do everything. Now they’re all like, ‘Nope, that’s not what we want to do. We need all these guys to be using iPads in the field and iPhones. And we want a cloud-based system.'”

The impact can be transformative. Podcast co-host Matt Lescault shared his experience working with a steel fabricator in 2005 that was still handwriting every invoice. By implementing proper systems over two years, the company grew from roughly $600,000 in revenue to $3.6 million—a six-fold increase enabled mainly through technology.

Sage’s Journey in Construction Technology

Sage’s position in construction technology has evolved significantly over time. The company entered the market in 2003 by acquiring Timberline, a construction software company that has served the industry since the early 1970s. This product, now known as Sage 300 CRE, remains popular today.

“Timberline is an amazing product,” Nelson reflects. “It may not be pretty, but it’s an amazing product. It works very well and people are very loyal to that.”

Sage expanded its construction offerings around 2008 by acquiring Master Builder (now Sage 100 Contractor), which catered to smaller construction companies. The fundamental transformation began after acquiring Intacct in 2017, followed by the launch of Sage Intacct Construction in 2020.

Recent years have seen Sage double down on construction through strategic acquisitions:

“In 2021, we acquired Corecon, now Sage Construction Management. And then last year, we acquired BidMatrix,” Nelson explains. “The thought process behind this is we want to have a product for every stage of a job, from bidding to winning that bid to handling that project to overseeing the project to doing all of the financial statements.”

This focus marks a significant shift in Sage’s corporate strategy. “This is the vertical that Sage as a whole is focusing on right now because we are the fastest growing vertical there is,” says Nelson.

What makes this evolution particularly remarkable is how the construction division earned this attention. “Up until about 4 or 5 years ago, we were kind of ignored,” Nelson remembers. “Other than the fact that we performed to our goals every year with very, very little support from anything.”

Connecting the Field to the Back Office

Sage’s construction technology is powerful because it integrates field operations with financial management, creating a seamless flow of information.

“The construction module ties in with the financial portion of it very closely,” Nelson explains. Meanwhile, “Sage Construction Management enables project managers and field techs to be able to do their jobs with information. They can record their job costs, the equipment they’re using, and do field reports.”

This integration creates significant time and labor savings compared to traditional methods. Nelson contrasts the old way—”handwriting invoices, doing an Excel spreadsheet and then transferring to another Excel spreadsheet”—with the streamlined approach where “somebody can just enter the information and it flows through easily, and then you push a button and it creates the invoice.”

Cloud-based systems also enhance disaster preparedness. Nelson has seen clients lose everything when storing data on-premise: “When everything is stored in your office, and you experience a disaster… they lost everything.” This vulnerability becomes particularly acute in construction, where project data represents historical knowledge and future revenue potential.

When Is It Time to Upgrade?

Companies typically outgrow basic systems at specific growth milestones. Nelson identifies these triggers: “Once they’re hitting about that 5 million a year mark… Sage Intacct customers average at least 5 million in revenue and about 20 employees.”

Beyond size, she points to three key factors that signal it’s time to move to a cloud solution:

  1. Annual revenue approaching $5 million
  2. Growing to around 20 employees
  3. Increasing job complexity
  4. Understanding the vulnerabilities of on-premise systems

The construction industry’s embrace of technology is evident in Sage Intacct Construction’s rapidly growing user base. “We have over 1,600 companies on Sage Intacct Construction,” Nelson reveals.

Building for Tomorrow

The construction industry has reached a pivotal moment in its technological evolution. The convergence of generational change with Sage’s strategic focus on construction has created perfect conditions for digital transformation in an industry that has historically approached technology with caution.

As founding contractors step away from daily operations, they’re handing leadership to digital natives who understand how integrated, cloud-based systems drive efficiency and growth. This generational handover is accelerating what would otherwise be a much slower technology adoption curve.

The industry’s future belongs to those who can seamlessly connect field operations with financial management through integrated, cloud-based systems. As younger leaders continue to take the reins of established construction businesses, this digital transformation will accelerate, widening the gap between technology adopters and those clinging to traditional methods.

Listen to the full conversation with Angela Nelson on The Unofficial Sage Intacct Podcast to hear more insights about construction’s technological revolution and how Sage’s solutions are transforming the industry.

From Mob Graves to Corporate Fraud: A Prosecutor’s Journey Through America’s Most Notorious Cases

Earmark Team · July 14, 2025 ·

When former federal prosecutor Sam Buell received an unexpected phone call asking if he wanted to join the Enron Task Force, he had zero background in accounting or corporate finance. “I just got the Enron case. Do you want to come work with me?” asked his former supervisor Leslie Caldwell. Just like that, Buell found himself thrust into what would become one of the most significant corporate fraud cases in American history.

In a fascinating episode of “Oh My Fraud” podcast, Caleb Newquist and Greg Kyte interview Buell about his remarkable journey from prosecuting mob bosses to untangling Enron’s complex accounting schemes. Now the Bernard M. Fishman Distinguished Professor of Law at Duke University, Buell offers rare insider perspective on how major fraud cases are built and why corporate criminals are so difficult to prosecute.

From Organized Crime to Corporate Fraud

Before tackling Enron’s financial mysteries, Buell cut his teeth on cases straight out of a crime drama. After graduating from NYU Law School, he clerked for a federal judge in Brooklyn’s Eastern District of New York during the early 1990s.

“That courthouse was the most interesting place I had ever been in my life,” Buell explains. “At that time, in the early 90s, there was more crime than anybody knew what to do with. The murder rate in New York City was around 2,000 murders a year at its peak.”

The district was a hotbed of criminal organizations – not just the Italian Mafia, but diverse groups organized around various ethnic communities. These enterprises ran everything from drug trafficking to extortion, illegal gambling, and even human smuggling operations.

“These guys aren’t doing fraud,” Buell notes. “What they’re doing is real… it’s black markets. The question is simply what’s getting detected and caught and what isn’t. It’s a pure cat and mouse game.”

After moving to Boston, Buell joined the infamous Whitey Bulger investigation. Though Bulger himself was a fugitive, his lieutenant, Kevin Weeks eventually cooperated with authorities.

“Weeks took us to some locations where we recovered a total of five bodies,” Buell recounts. “The bodies were exactly where he said they were going to be. After 20 years, vegetation changes, everything changes. But I don’t think you forget that.”

Working on these cases taught Buell to “follow the money” – a skill that would prove invaluable when he later tackled corporate crime.

The Call That Changed Everything

In late 2001, while still working on the Bulger case, Buell received the call that would redirect his career. Leslie Caldwell, his former supervisor from New York who was now heading the Enron Task Force, invited him to join the investigation of America’s most spectacular corporate collapse.

Despite having a young child and a new house, Buell’s wife encouraged him to take the opportunity. “This is the one shot to do something,” she told him.

The learning curve was steep. “I needed a high-speed education,” Buell admits. “I didn’t even know what LIBOR was. People would say ‘LIBOR plus basis points,’ and I’d be like, ‘what is LIBOR?'”

Fortunately, prosecutors worked closely with SEC experts who could explain the complex accounting issues. “You’re talking to a lot of people who are experts, including lots of the witnesses who were CPAs. You’re like, ‘explain it to me like I’m your mother.'”

Despite the technical complexity, Buell found the fundamental challenge familiar: follow the money and identify the deception. “The people you’re dealing with speak a different language, but that doesn’t mean they’re smarter than you or capable of understanding things you’re not capable of understanding.”

The Slippery Slope of Corporate Fraud

Unlike TV crime dramas where villains set out to commit fraud from day one, Buell explains that most corporate fraud cases follow a pattern of gradual escalation.

“Once you tell the first lie, once you mess with the first number, it’s like… you read about what happened in Worldcom,” he says. What eventually became a billion-dollar accounting scandal often begins with small manipulations that executives might consider minor stretches of the rules.

Buell calls this “the creep effect” – a series of increasingly problematic decisions driven by pressure to maintain appearances and stock prices.

“These companies are being lauded as great success stories. And no CEO wants to say, ‘actually, we’re not succeeding,'” Buell explains. This reluctance creates enormous pressure, especially when executive compensation is tied directly to stock performance.

At Enron, “the tail was wagging the dog,” as Buell puts it. “Everything was designed not to have the stock price be a reflection of fundamental value, but a reflection of excitement about all the things they were going to do.”

Personal financial entanglements made this pressure even more intense. Many executives had borrowed against their company stock to finance lavish lifestyles.

“Ken Lay at Enron was being told to buy things like yachts and horses and cars and real estate—not very liquid stuff,” Buell explains. “So when the stock price starts coming down, there’s margin calls coming from the personal bankers, and they can’t be satisfied with selling other assets because you’ve put all your money into illiquid things.”

This creates a powerful motivation to keep the stock price up at all costs.

The Arthur Andersen Controversy

One of the most controversial aspects of the Enron case was the prosecution of Arthur Andersen, Enron’s accounting firm, for obstruction of justice. When Andersen employees shredded Enron-related documents as the SEC investigation began, prosecutors saw a clear case of obstruction.

“To have a big five accounting firm that was already in trouble with the SEC…suddenly have the relationship partner and somebody in the in-house counsel’s office telling all the junior people in Houston to shred everything other than the official working papers…because the SEC is looking at Enron – this was shocking,” Buell explains.

The Justice Department offered Andersen a settlement, but the firm refused to admit wrongdoing, fearing this would destroy them in civil litigation. When prosecutors proceeded with an indictment, Andersen launched a massive PR campaign with “full page ads in the Wall Street Journal about how the Justice Department is trying to put 10,000 people out of work.”

Though a jury convicted Andersen, the Supreme Court later overturned the conviction on a technical point regarding jury instructions. By then, however, Andersen had already collapsed.

The case had lasting repercussions for corporate prosecutions. “It explains a lot about why the settlement market in corporate criminal prosecutions has boomed over the last 20 years,” Buell notes. Defense attorneys now routinely argue, “You don’t want to have another Arthur Andersen,” to secure deferred prosecution agreements for corporate clients.

“Boeing got a deferred prosecution agreement and hundreds of people died,” Buell points out. “General Motors got a deferred prosecution agreement. The argument was being made, ‘Hey, you can’t slam GM. You know, you want to win Michigan.'”

Proving Criminal Intent in Corporate Settings

The central challenge in prosecuting corporate fraud isn’t just finding misleading statements – it’s establishing criminal intent in environments where some level of deception is normalized.

“When we say someone has the intent to defraud, what we really mean is that they have the intent to engage in a kind of deceit that is wrongful in the context. And they know it,” explains Buell.

He illustrates this through a comparison: “Think about the difference between poker and golf. In poker, it’s part of the game that everyone is trying to deceive each other… In golf, you’re supposed to apply the rules very strictly to yourself.”

This distinction extends to financial markets, where different sectors have different norms about acceptable negotiation versus fraudulent misrepresentation.

Applying this framework to Enron reveals why the case was so complex. “It wasn’t like there was no there there,” Buell explains. Unlike a pure Ponzi scheme, Enron had legitimate business operations. “The criminal case was a collection of pieces of the business and incidents over time where they stepped over the lines and told lies. That doesn’t mean that the whole company was a fraud.”

Buell describes Enron as “a Rube Goldberg device…cantilevered off of itself constantly.” This complexity made it challenging not only to identify fraud but also to explain it to juries.

Why Corporate Fraud Persists

Despite landmark prosecutions and regulatory reforms like Sarbanes-Oxley, corporate fraud continues to plague our financial system. When asked what continues to surprise him, Buell answers simply: “That the scandals never stop.”

He points to ineffective regulation as a key factor. “Every single one of these cases almost…you can see directly the story of taking advantage of ineffective regulators.” From Boeing’s relationship with the FAA to Volkswagen’s emissions cheating, companies exploit weak oversight.

Sarbanes-Oxley, passed after Enron, had limited impact on criminal enforcement. More troublingly, it “never took up the question of what kind of products are being traded, by whom, and what is the danger of that…the shadow banking problem.”

Buell sees Enron as “a canary in the coal mine” that foreshadowed the 2008 financial crisis. “Enron, even though it was an energy company, was basically trying to run itself like an investment bank, trading products that were not regulated by the banking system in ways that ended up being much riskier than people realized.”

Most disappointing is how little we seem to learn from these cases. “Every time one of these things blows up, there’s all this talk about lessons learned. But the lessons don’t actually seem to get learned.”

For a fascinating first-hand account of how major corporate fraud cases are built from the prosecutor’s perspective, listen to the full conversation with Sam Buell on the Oh My Fraud podcast. His experiences provide essential context for understanding why corporate fraud remains so persistent despite our best efforts to prevent it. 

You can also earn free CPE for listening with Earmark.

These Two Finance Teams Are Already Using AI While You’re Still Debating It

Blake Oliver · June 12, 2025 ·

Picture two finance teams: One is drowning in expense reports, manually checking every receipt, and spending hours on data entry. The other analyzes spending patterns, negotiates better vendor deals, and helps business units make smarter decisions. The difference isn’t budget or team size. It’s whether they’ve embraced artificial intelligence (AI) tools.

This became clear during a recent crossover episode of The Accounting Podcast and Beyond Spend, recorded live at Emburse in Motion in Nashville. Host Blake Oliver, CPA, spoke with Adriana Carpenter, CFO of Emburse, and Olga Pavlova-Grebliauske from PizzaExpress—two finance leaders who have moved beyond talking about AI’s potential to using it daily.

While much of the accounting profession continues to debate what AI might do someday, these teams already use smart automation to eliminate tedious tasks. They’re moving from being compliance enforcers to business enablers who guide spending decisions and drive real value through data insights.

Stop Looking at Things That Don’t Need Attention

The change starts with a mental shift: finance teams no longer need to review every transaction. 

For Olga at PizzaExpress, it’s not an option. She manages financial operations for a restaurant chain with over 350 locations across the UK, Ireland, Hong Kong, the UAE, and beyond. She deals with massive transaction volumes that would overwhelm any team doing manual reviews.

“Just stop looking at something that doesn’t need to be looked at,” Olga explains.

Consider PizzaExpress’s approach to VAT compliance. Previously, finance staff had to manually check every receipt to find and separate tips and service charges from product items. This is critical because VAT treatment differs for these components. Miss a service charge buried at the bottom of a long receipt, and the company risks over-reimbursing itself on VAT.

Now, AI-powered keyword detection automatically flags receipts containing terms like “tips,” “service charges,” or specific alcohol brands. The system doesn’t skip human oversight. Instead, it surfaces just the transactions that need attention. A receipt with a clearly separated tip gets processed automatically, while one with a service charge in a long itemized bill gets flagged for review.

Finding Hidden Insights in Your Own Data

When finance teams don’t have to look at every transaction, they can use this time to discover insights hiding in their own data. Adriana’s experience at Emburse shows how AI-powered analytics transforms routine spend management into business intelligence that drives real improvements and cost savings.

The transformation began with unlocking insights in their data through the power of Emburse Analytics, which combines spending data to reveal patterns. Rather than just processing reimbursements, the platform analyzes spending across departments, vendors, and categories.

Adrianna shares an example where the system identified vendor spend flowing through the wrong channels. Employees were buying SaaS subscriptions and processing them through expense reports rather than the company’s preferred procure-to-pay process. This created multiple problems: lost visibility into software subscriptions, missed security assessments, no volume discounts, and risk of buying duplicate solutions.

The system found scattered Adobe and DocuSign subscriptions—twelve individual Adobe licenses buried in expense reports, plus one enterprise license in accounts payable. Similar patterns appeared across other software vendors.

Armed with this intelligence, the finance team took strategic action. They consolidated the scattered Adobe licenses into a single enterprise agreement, negotiated better per-seat pricing, eliminated redundant subscriptions, and established clearer procurement protocols. The result wasn’t just cost reduction—it was better software governance, improved security oversight, and stronger vendor relationships.

The Future: Finance as Business Enablers

Adriana’s vision for the future shows how smart automation can change the relationship between finance teams and the broader organization, shifting from gatekeepers to enablers.

This future isn’t theoretical—it’s “quarters away, not years away,” according to Adriana. She describes a comprehensive AI-powered system that integrates calendar data, location tracking, emails, and receipt capture to pre-populate expense reports with minimal employee effort.

Adriana envisions AI as a central agent for all travel spending decisions—a single interface where employees interact with compliant travel booking options through conversation rather than hunting through policy documents.

Let’s say you want to book a business trip. You’ll open the Emburse app, and the AI will ask, “Tell me where you want to go. Tell me what it’s for,” Adrianna describes. The system will present only policy-compliant options and handle approval routing automatically.

“You’re helping the employee be compliant,” Adriana explains. Rather than catching policy violations after they happen, the system prevents violations by making compliance the easiest path. Employees get what they need efficiently, while finance teams gain better visibility and control.

Emburse is already working on technology to make this vision a reality. Their upcoming AI-powered hotel and car rental folio capabilities will accurately extract detailed folio data and itemize everything automatically. “It’s basically going to be able to look at very detailed receipts and truly go in and read it all and itemize,” Adriana says. This detailed data layer becomes the foundation for more advanced AI that can make decisions automatically.

Getting Started: Don’t Wait for Perfect Conditions

For organizations hesitant about this transformation, both leaders stress starting now rather than waiting.

Adriana recommends education as the foundation. “Educate yourself, educate your team,” she says. “We have a CFO organization that I’m a part of, and I get ideas from that. I get ideas from others in the industry. I get ideas from my CTO.”

She also suggests finding partners actively investing in AI development. “Look for partners that are investing in leading in these areas because they can also make it easier as a finance org to adopt and then continue to iterate.”

Olga adds that organizations should identify their most repetitive tasks first and remember that automation systems need ongoing human oversight. It’s also critical to get input from the people actually doing the work.

The Time to Act is Now

While many in the profession continue debating AI’s theoretical implications, forward-thinking teams are already getting real benefits from smart automation. 

Finance professionals who embrace these tools are positioning themselves as strategic partners who guide spending decisions and enable business growth through data insights. The choice facing accounting professionals today isn’t whether to eventually adopt AI—it’s whether to lead this transformation or be dragged along by it.

For finance leaders ready to make this leap, the path forward is clear: identify your most repetitive tasks, educate yourself and your team, and partner with vendors actively investing in AI. Most importantly, don’t let fear of imperfection prevent progress.

Technology isn’t just changing how we work—it’s redefining what it means to be a finance professional. Those who seize this opportunity will discover that AI doesn’t threaten their careers; it elevates them to roles they never imagined possible.

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