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Company Culture Is The #1 Defense Against Occupational Fraud

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In the cat-and-mouse game of occupational fraud, organizations often focus on implementing the latest anti-fraud controls. But the 2024 report from the Association of Certified Fraud Examiners reveals a surprising truth: the most effective defense against fraud may be hiding in plain sight – your company’s culture.

In Episode 58 of the Oh My Fraud podcast, hosts Greg Kyte and Caleb Newquist dive deep into the report’s findings. With their signature blend of humor and expertise, Greg and Caleb explore the key trends, surprising revelations, and actionable strategies organizations can leverage to fortify their defenses against occupational fraud.

Implementing Internal Controls Is Not Always Possible

While implementing technical anti-fraud controls is crucial, the report emphasizes that fostering a culture of integrity, led by management’s commitment to ethical behavior, is the cornerstone of effective fraud prevention in organizations of all sizes. This is especially important in small organizations.

Greg Kyte points out, “We have very minimal separation of duties at our company because we have four employees, and we’ve got one owner who fulfills an oversight role.”

In smaller businesses with limited staff, implementing a comprehensive system of internal controls can be daunting. The fundamental principle of separation of duties, which involves distributing key responsibilities among multiple individuals to prevent any single person from having excessive control over a process, becomes increasingly difficult to achieve when there are only a handful of employees.

Tips: The Most Common Fraud Detection Method

The ACFE report reveals a striking finding: tips are the most common method of detecting occupational fraud, accounting for 43% of all cases. This is nearly three times the rate of the next most effective methods, internal audits (14%) and management reviews (13%). Surprisingly, external audits and accidental discovery detected only 3% and 5% of frauds, respectively, highlighting employees’ critical role in uncovering wrongdoing.

These statistics underscore the importance of fostering a culture where employees feel empowered and motivated to speak up when they suspect unethical behavior. Organizations can encourage their staff to serve as the first line of defense against fraud by creating a work environment that values transparency, accountability, and open communication.

To maximize the impact of employee tips, organizations should consider implementing a comprehensive whistleblower program that includes:

  • Clear reporting channels: Provide multiple avenues for employees to report suspected fraud, such as a dedicated hotline, email address, or web-based form.
  • Anonymity and confidentiality: Ensure that employees can report their concerns without fear of retaliation by allowing anonymous reporting and protecting the confidentiality of whistleblowers.
  • Training and awareness: Educate employees on the signs of fraud, the importance of reporting suspicious activity, and the procedures for submitting a tip.
  • Timely investigation and response: Establish a protocol for promptly investigating tips and taking appropriate action when fraud is substantiated.

Profiling The Fraudsters: Challenging Stereotypes

One of the report’s most striking findings is the distribution of fraudsters across different organizational functions. While operations, accounting, and sales employees collectively committed the highest number of frauds, the report reveals that executive-level fraudsters caused the greatest financial damage, with a staggering median loss of nearly $800,000 per incident.

This disparity highlights the unique challenges of high-level fraud, as executives often have greater access to company resources, less oversight, and more sophisticated methods of concealing their activities. Organizations must remain vigilant against fraud at all levels, but the report’s findings underscore the critical importance of effective controls and oversight mechanisms for senior management.

Another surprising revelation is that the vast majority of perpetrators (86%) are first-time offenders with no prior history of fraud convictions. This finding challenges the assumption that fraudsters are career criminals who repeatedly engage in wrongdoing. In reality, many occupational fraudsters are trusted employees who succumb to financial pressures, opportunity, or rationalization – the three elements of the classic “fraud triangle.”

This insight has significant implications for organizations seeking to prevent fraud. Rather than focusing solely on background checks and criminal history, companies must adopt a more holistic approach that addresses the underlying factors that can lead employees to commit fraud.

Recognizing Red Flags: The Human Element of Fraud Detection

The report identifies several key red flags that are most commonly associated with occupational fraud, including:

  • Living beyond means: Employees who suddenly exhibit a lavish lifestyle that seems inconsistent with their salary may use ill-gotten gains to fund their spending.
  • Financial difficulties: Individuals facing financial pressures, such as excessive debt or gambling losses, may be more likely to rationalize fraudulent behavior.
  • Close vendor/customer ties: Unusually close relationships with third parties can indicate conflicts of interest or collusion.
  • Unwillingness to share duties: Employees resistant to sharing tasks or taking time off may be trying to conceal fraudulent activities.
  • Irritability, suspiciousness, or defensiveness: Individuals who become unusually irritable or defensive when questioned about their work may be trying to deflect attention from their wrongdoing.

Greg humorously notes, “If I still had a Tinder profile and I tried to describe myself in three words, it would be irritable, suspicious, and defensive.” While Greg’s quip is meant to be lighthearted, it underscores the real challenge of distinguishing between normal human behavior and potential fraud indicators.

Indeed, the report reveals that a surprising 16% of fraudsters exhibit no behavioral red flags, highlighting the limitations of relying solely on observing employee behavior to detect wrongdoing. This finding underscores the importance of implementing a multi-faceted fraud prevention approach that combines human intuition and technical controls.

Fortifying Your Fraud Defenses

The 2024 ACFE Report to the Nations highlights the critical interplay between technical anti-fraud controls and organizational culture in preventing occupational fraud. While proactive measures like tips, internal audits, and data monitoring are effective detection methods, fostering a culture of integrity is the foundation of a comprehensive fraud prevention strategy.

To gain deeper insights into the latest fraud trends, detection methods, and prevention strategies, listen to the Oh My Fraud podcast episode and discover how to strengthen your organization’s resilience against this pervasive threat. By understanding the human element behind fraud and implementing a multi-faceted approach to prevention, you can safeguard your organization’s assets and reputation in the face of an ever-evolving fraud landscape.

Unlocking Premium Valuations: How Proactive Planning Transforms Accounting Firms

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Imagine two accounting firms with similar headcounts and client bases. One sells for a fraction of revenue, while the other achieves a premium valuation and goes for many times that. What sets them apart? The answer lies in proactive exit planning.

In a recent episode of The Accounting Podcast, Charles Bedard, an M&A corporate development advisor, shared how firms often leave money on the table by failing to plan for an optimized exit. We learned that accounting firm owners who proactively plan for their exit can position themselves to achieve premium valuations in an increasingly competitive market.

Keep reading to learn why some firms command high valuations while others struggle to attract buyers. You’ll learn specific strategies accounting firm owners can use to increase the value of their firms and how proactive planning can create optionality and improve the overall exit experience.

The Widening Gap in Accounting Firm Valuations

The disparity in valuations between traditional and modern, digitally-enabled firms is becoming increasingly apparent. As Charles points out, “The range of value depends on the buyer. Each buyer has a different set of metrics that they look at. The valuation ranges depend on whether you are perceived as a traditional services model or perceived as a modern digital model.”

The numbers starkly illustrate this widening gap:

  • Traditional firms may struggle to command valuations beyond 0.3 to 0.4x their annual revenue.
  • In contrast, modern digital firms can achieve multiples ranging from 1.5x to 3x revenue.
  • The difference is even more pronounced in EBITDA multiples, with modern firms commanding anywhere from 3x to 10x or higher.

Interestingly, the same firm can find itself on the receiving end of vastly different offers, depending on the buyer’s profile and perception of the firm’s positioning in the market.

Defining the Modern, Digital Firm

In the quest for premium valuations, it’s crucial for accounting firm owners to understand the key characteristics that set modern digital firms apart from their traditional counterparts. Charles explains, “You have your traditional hourly billing services based firm. You’ve got tech-enabled firms that are more profitable, digital, standardized, and probably specialized in some practice areas and niches.”

But what exactly does it mean to be a modern, digital firm? At its core, it’s about embracing and leveraging technology to transform every aspect of the firm’s operations and client experience. Here are some of the defining features:

1. Tech-Enabled: Modern firms don’t just use technology; they are built around it. From cloud-based accounting platforms to automated workflow tools, these firms harness the power of digital solutions to streamline processes, enhance efficiency, and deliver real-time insights to clients.

2. Profitable: By leveraging technology to automate routine tasks and optimize operations, modern firms can achieve higher levels of profitability than their traditional peers. This enhanced profitability not only benefits the firm’s bottom line but also makes it more attractive to potential buyers.

3. Standardized: Modern firms understand the value of standardization. By implementing consistent processes and workflows across the organization, they can deliver a more predictable and reliable client experience while also reducing the risk of errors and inefficiencies.

4. Specialized: Clients are increasingly seeking out firms with deep expertise in specific industries or service areas. Modern firms recognize this trend and often choose to specialize in particular niches, allowing them to differentiate themselves in the market and command premium fees for their expertise.

5. Innovative: At the cutting edge of the modern firm spectrum are those that have developed their proprietary technology solutions. These “3.0” firms, as Charles calls them, are not just adopting existing tools but are actively innovating and creating new solutions to meet the evolving needs of their clients.

The spectrum of accounting firms is wide, with an estimated 40,000 traditional firms at one end, a few thousand tech-enabled firms in the middle, and just 100-200 leading “3.0” firms at the other. For firm owners looking to position themselves for premium valuations, the path forward is clear: assess where you currently fall on this spectrum and take proactive steps to move towards the modern, digital end.

Actionable Strategies for Enhancing Firm Value

Proactive exit planning is not just about having a vague notion of selling your firm someday; it’s about taking concrete, actionable steps to enhance your firm’s value well in advance of any potential sale. As Charles Bedard emphasizes, “I think there’s so many things you can do to increase the value without having to spend a lot of money.”

So, what are these value-enhancing strategies that firm owners should be implementing? Here are four key areas to focus on:

1. Develop a Clear Corporate Development Plan: The first step in any proactive exit planning process is to develop a clear, multi-year corporate development plan. This plan should outline your firm’s strategic objectives, growth targets, and operational priorities over the next 2-3 years. By aligning your business decisions with your desired exit timeline, you can ensure that every action you take is moving you closer to your ultimate goal.

2. Implement Value-Enhancing Changes: One of the most effective ways to boost your firm’s value is to implement changes that directly impact your bottom line. This could include things like:

  • Shifting to upfront annual billing to improve cash flow and reduce collection risk
  • Implementing strategic price increases to reflect the value of your services better
  • Offering multi-year contracts to lock in client relationships and provide predictable revenue streams

These changes may seem small in isolation, but when implemented consistently over time, they can have a significant cumulative impact on your firm’s value.

3. Benchmark Your Performance: To attract premium valuations, you need to be able to demonstrate that your firm is performing at or above industry standards. This means regularly benchmarking your financial and operational metrics against your peers and identifying areas for improvement. By understanding how your financials look to a third-party buyer and taking steps to optimize your performance, you can make your firm more attractive to potential acquirers.

4. Protect Your Intellectual Property: In today’s knowledge-based economy, your firm’s intellectual property (IP) can be one of its most valuable assets. This could include things like proprietary software, unique methodologies, or even your brand reputation. By taking steps to formally protect your IP through trademarks, copyrights, or patents, you can not only safeguard your competitive advantage but also enhance your firm’s value in the eyes of potential buyers.

Implementing these value-enhancing strategies is not a one-time event; it’s an ongoing process that requires consistent effort and attention. But the payoff can be significant. The key is to start now. Don’t wait until you’re ready to retire to start thinking about exit planning.

Metrics That Matter: Tracking Progress Towards Premium Valuations

In the journey towards achieving premium valuations, it’s not enough to simply implement value-enhancing strategies; you also need to be able to track your progress and demonstrate your firm’s worth to potential buyers. As Charles Bedard explains, “The most common metric used in the investment banking and investor world today is the ‘Rule of 40.’”

The “Rule of 40” is a powerful metric that combines two key indicators of a firm’s health: revenue growth rate and EBITDA margin. These two percentages should add up to at least 40%. So, if your firm is growing at 20% year-over-year and has an EBITDA margin of 20%, you’re hitting the Rule of 40 target.

But why is this metric so important? In short, it’s a way of demonstrating that your firm is not just growing but growing profitably. Many firms can achieve high growth rates by sacrificing margins, but this is not sustainable in the long run. By focusing on the Rule of 40, you’re showing potential buyers that your firm has a healthy balance of growth and profitability, which is much more attractive than one or the other in isolation.

Of course, the Rule of 40 is not the only metric that matters. Here are a few other key indicators to track:

1. Revenue per Employee: This metric is a good way to gauge your firm’s efficiency and productivity. In today’s competitive landscape, top-performing firms are achieving $250,000 or more in annual revenue per employee. If your firm is falling short of this benchmark, it may be a sign that you need to optimize your processes or invest in technology to boost efficiency.

2. EBITDA: While the Rule of 40 looks at EBITDA margin, the absolute value of your EBITDA is also important, particularly if you’re looking to attract private equity investment. In general, firms need to be generating at least $2-3 million in annual EBITDA to be considered an attractive platform investment for private equity firms.

3. Client Retention Rate: Your firm’s ability to retain clients over the long term is a key indicator of the value you’re providing. High client retention rates not only provide a stable base of recurring revenue but also demonstrate to potential buyers that your firm has strong, loyal relationships with its clients.

4. Billable Utilization: This metric measures the percentage of your staff’s time that is being billed to clients. While 100% utilization is not realistic or desirable, firms should aim for a healthy billable utilization rate of 60-80%. This ensures that your team is being productive while still leaving room for training, business development, and other non-billable activities.

The path to premium valuations is not a short one, but by tracking the right metrics and making data-driven decisions, you can methodically build your firm’s value over time. And when the time comes to sell, you’ll have a clear, compelling story to tell potential buyers about why your firm is worth a premium price.

Balancing Exit Value and Personal Goals

When it comes to exit planning, it’s easy to get caught up in the numbers game. After all, the goal is to achieve the highest possible valuation for your firm, right? But as Charles wisely points out, “I think having that plan creates optionality. Increasing the valuation is good. But increasing the overall exit experience is more important.”

This insight cuts to the heart of what truly matters in the exit planning process. Yes, achieving a premium valuation is important, but it’s not the only factor to consider. Equally important is ensuring that the exit aligns with your personal and professional goals.

For many firm owners, the idea of selling their business and riding off into the sunset is appealing. But the reality is often more complex. After pouring years of blood, sweat, and tears into building a successful firm, many owners find themselves grappling with a range of emotions and considerations beyond just the financial aspects of the deal.

This is where proactive exit planning can be incredibly valuable. By starting the planning process early and thinking holistically about your goals, you can create optionality for yourself and design an exit that balances your financial objectives with your personal and professional aspirations.

One approach that can be particularly effective is to structure the exit in a way that allows you to maintain a role in the firm post-sale. As Charles explains, “Owners can maximize exit value by offloading management responsibilities while continuing as a subject matter expert servicing clients.”

This type of arrangement can be a win-win for everyone involved. The owner gets to step back from the firm’s day-to-day management while still maintaining a level of involvement and revenue stream. The buyer gets to acquire a successful firm with a built-in succession plan and continuity of client relationships. Clients also get to continue working with the experts they know and trust.

Of course, this is just one example of how proactive exit planning can create optionality and help balance competing goals. The key is to start the planning process early and be intentional about designing an exit that aligns with your unique circumstances and aspirations.

Here are a few key considerations to keep in mind as you navigate this process:

1. Define Your Personal and Professional Goals: What do you want your life to look like post-exit? Do you want to retire completely, or do you want to maintain a level of involvement in the firm? Do you have other business ventures or personal projects you want to pursue? Clarity on these goals is essential to designing an exit that aligns with your aspirations.

2. Consider Your Legacy: For many firm owners, their business is more than just a financial asset; it’s a reflection of their life’s work and values. As you plan your exit, think about how you want your legacy to be carried forward. What values and culture do you want to see maintained? How can you ensure that your clients and employees are well taken care of?

3. Plan for the Transition: Exiting a firm is not an event; it’s a process. To ensure a smooth transition, it’s important to plan and put the right structures and processes in place. This could include grooming a successor, documenting key processes and relationships, and communicating proactively with clients and employees.

4. Seek Professional Guidance: Navigating the exit planning process can be complex, both financially and emotionally. Don’t be afraid to seek out professional guidance from experienced advisors who can help you think through the various considerations and design a plan that aligns with your goals.

Ultimately, achieving a premium valuation is just one piece of the puzzle when it comes to exit planning. By taking a holistic approach and balancing your financial goals with your personal and professional aspirations, you can design an exit that not only maximizes your financial returns but also sets you up for a fulfilling and meaningful next chapter.

Embracing the Future of Accounting Firm Ownership

Proactive exit planning is the key to unlocking premium valuations for accounting firms in an increasingly competitive market. Firms must implement value-enhancing strategies, track key metrics, and align their decisions with their desired exit timeline to position themselves for success. Proactive planning creates optionality and allows owners to balance their financial goals with their personal and professional aspirations.

As the gap between traditional and modern firms continues to widen, proactive exit planning will become increasingly critical for accounting firm owners looking to maximize their value. The shift towards proactive planning reflects a broader evolution in the role of accounting firm owners, who must now balance operational management with strategic, long-term thinking.

To learn more about the strategies and insights discussed in this article, listen to the full episode of The Accounting Podcast with Charles Bedard. Take the first step towards proactive exit planning by assessing where your firm falls on the spectrum of traditional to modern and identifying opportunities to enhance your value and positioning in the market. The future is in your hands.

Why Accounting Professionals Must Champion Instant Payments

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In a world where time is money, businesses can no longer afford to rely on outdated payment methods that hinder growth and competitiveness. The current payment landscape in the US, dominated by checks, ACH, and credit cards, presents significant challenges for businesses, particularly small and medium-sized enterprises (SMEs). As the global economy rapidly adopts instant payment systems, the US lags, creating significant obstacles for SMEs to compete effectively.

This article delves into the urgent need for US businesses to embrace instant payment solutions, drawing insights from a recent webinar, Understanding FedNow’s Impact on Your Clients, featuring Nick Chandi, CEO and co-founder of Forwardly. Chandi argued in the webinar, “As the global economy rapidly shifts towards real-time payments, US businesses, particularly SMEs, risk falling behind their international counterparts unless they embrace instant payment solutions that offer improved cash flow, reduced costs, and enhanced security.”

The Global Shift Towards Instant Payments

Instant payment systems have been gaining traction worldwide, with many countries already implementing or working on real-time payment solutions. Chandi says, “Currently, more than 70 countries have a real-time payment solution available: instant payments. Either they already have it, are working on it, or will have it this year or next year, including Canada.”

The rapid global adoption of instant payments puts pressure on the US to catch up and remain competitive in the international business landscape. This global shift underscores the urgent need for the US to modernize its payment infrastructure to support the growth and competitiveness of its businesses.

The Challenges of the Current US Payment Landscape

The current payment landscape in the US presents significant challenges for businesses, particularly SMEs. Slow payment methods lead to cash flow issues, hindering business growth and stability. Chandi highlights the severity of this issue, stating, “82% of businesses fail due to cash flow problems. Many of these businesses might have been profitable, but they didn’t have the money in the bank account when they needed to do payroll or pay their rent.”

In addition to cash flow problems, the high costs associated with traditional payment methods, such as credit card fees, eat into profit margins. Fraud risks expose businesses to financial losses and security concerns, particularly with checks. These challenges highlight the urgent need for instant payment solutions to improve cash flow, reduce costs, and enhance security.

The Benefits of Instant Payment Solutions

Instant payment solutions offer a range of benefits that address the challenges businesses face in the current payment landscape. These include:

  • Improved cash flow: With funds available in real-time, businesses can better manage their finances and invest in growth opportunities.
  • Reduced costs: Instant payments eliminate the high fees associated with credit card transactions and the processing costs of checks and ACH.
  • Enhanced security: Real-time payment systems, like Fednow, incorporate robust security measures to mitigate fraud risks.

Chandi adds, “I believe eventually it will end up similar to how we handle ACH. There will be some responsibilities on the bank side to ensure both parties are real and there’s no fraud happening.” 

The benefits of instant payment solutions directly address the urgent need for US businesses to modernize their payment processes and remain competitive in the global economy.

The Path Forward

Adopting instant payments in the US is crucial for leveling the playing field for SMEs in the global economy. Accounting professionals and financial decision-makers are vital in advocating for and implementing instant payment systems in their organizations. By embracing instant payments, US businesses can contribute to a more resilient, efficient, and secure financial ecosystem.

To understand the urgent need for instant payments in the US, we encourage readers to watch the full webinar recording featuring Nick Chandi. As an accounting professional or financial decision-maker, now is the time to explore instant payment solutions for your organization and take proactive steps toward implementation. Doing so can help your business clients succeed in an increasingly competitive global market.

From Modifications to Abandonments: A Deep Dive into ASC 842’s Most Complex Scenarios

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Adopting ASC 842 has completely updated lease accounting, presenting CPAs with a brand new set of guidelines for accounting for the various changes made to a lease agreement over its term. In a recent webinar, Jaron Moss, a CPA and technical accounting consultant at FinQuery, and former auditor, delved into the intricacies of applying ASC 842 to various lease scenarios, highlighting the challenges CPAs face in ensuring accurate financial reporting and compliance.

This article explores how the new lease accounting standards impact the day-to-day work of accountants, some of the complex scenarios encountered, and the skills and knowledge needed to navigate these complexities effectively.

Lease Modifications and Reassessments: Adapting to Changes

Lease modifications and reassessments are common scenarios that require CPAs to apply their understanding of ASC 842 to ensure accurate financial reporting. As Jaron Moss explains, “A modification is a change in the terms and conditions of a contract that results in a change in the scope or consideration of a lease. Essentially, you go to the lessor, renegotiate the contract, and you get a new contract. That’s a modification or amendment.”

Modifications involve changes in lease terms, while reassessments occur when the lessee’s facts and assumptions change without renegotiating with the lessor. Accounting for modifications and reassessments differs in terms of:

  • Reallocating consideration
  • Reassessing lease classification
  • Updating discount rates

Navigating lease modifications and reassessments requires a deep understanding of ASC 842 and the ability to adapt to changes in lease contracts.

Partial Lease Terminations: Two Approaches to Consider

Partial lease terminations present another complex scenario CPAs must handle in accordance with ASC 842. These occur when a lessee reduces the leased assets to a lesser amount. Accountants must be aware of two approaches for accounting for partial terminations:

  1. Adjusting the right-of-use asset (ROU asset) proportionate to the change in the lease liability
  2. Adjusting the ROU asset proportionate to the change in the asset itself

Calculating adjustments to the lease liability and ROU asset, and a gain or loss on the partial termination requires a thorough understanding of the different approaches to ensure accurate accounting.

Lease Impairments and Abandonments: Identifying and Accounting for Complexities

Lease impairments and abandonments are complex scenarios that require CPAs to apply judgment and knowledge of ASC 842 and related guidance. “When a lease impairment is recognized, the carrying amount of the lease is adjusted downward to its recoverable amount, which is the higher of the fair value less the cost of disposal or its present value of future cash flows,” explains Jaron Moss.

Lease impairments occur when the recoverable amount of a leased asset falls below its carrying amount. Lease abandonments occur when the lessee stops using a leased asset before the lease term expires without the lessor’s consent. Accountants must be able to identify and account for lease impairments and abandonments appropriately. Leveraging technology allows CPAs to handle complex calculations more efficiently and focus on providing value-added insights.

As Jaron Moss states, “Keep in mind, using a tool is one of the best ways to handle these types of complex lease changes, so you don’t have to spend your time on these tedious, complex calculations. You can focus on the areas that add more value to your organization.” 

Those looking for a tool to assist with the complexities of lease accounting and compliance should consider the solutions offered by FinQuery.

Embracing the Future of Lease Accounting

The adoption of ASC 842 has significantly impacted the accounting profession, requiring CPAs to stay up-to-date with the latest guidance and best practices. Accountants who can effectively navigate lease accounting complexities will be better positioned to serve their clients and organizations in the post-ASC 842 landscape.

To gain a deeper understanding of the complexities of lease accounting under ASC 842 and learn how to navigate these challenges effectively, watch the webinar recording.

How QuickBooks Online’s Latest Features Streamline Workflows and Boost Efficiency

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In the latest Unofficial QuickBooks Accountants Podcast episode, hosts Hector Garcia and Alicia Katz Pollock dive deep into QuickBooks Online’s recent enhancements, driven by user feedback and the need to help professionals transitioning from QuickBooks Desktop. The discussion highlights new features, such as improved navigation between invoices and estimates, credit limit settings, batch import of customers and vendors, and internal customer notes – all designed to enhance user experience and workflows.

Let’s explore how QuickBooks Online actively listens to user feedback, what specific pain points these updates address, and how these changes empower professionals to serve their clients better and grow their practices.

Seamless Navigation and Streamlined Workflows

One of the most significant enhancements discussed in the episode is the improved navigation and workflow between invoices and estimates in QuickBooks Online.  Alicia highlights the importance of the “Manage” button, saying, “All the options that you’re trying to find are all in there.” 

The new “Manage” button and “Suggested Transactions” feature allow seamless navigation between related invoices and estimates. This update addresses a common pain point for users transitioning from QuickBooks Desktop accustomed to a more efficient workflow.

Enhanced Customer and Vendor Management

The new credit limit feature allows professionals to set credit limits for each customer, helping them manage risk and maintain financial control. This addition provides a valuable tool for professionals to ensure their clients remain within acceptable credit boundaries, fostering healthier financial relationships.

Furthermore, with its spreadsheet-like interface, the batch customer and vendor import feature streamlines the process of adding and updating customer and vendor information. Alicia praises this update, saying, “You’ve always been able to import a spreadsheet to add to customers and vendors. But seeing the grid in the software is a step forward.”

The Power of Collaborative Insights and Diverse Expertise

Throughout the episode, Hector and Alicia’s discussion highlights the value of collaborative insights and diverse expertise in navigating the evolving landscape of QuickBooks Online. Hector, as an ex-banker, provides unique perspectives on the implications of QuickBooks’ new financial offerings, such as the “Get Paid Up Front” feature becoming a line of credit.

Meanwhile, Alicia shares her hands-on experience with the software, offering suggestions for further improvements and highlighting the importance of staying current with the latest features and best practices. She mentions her updated book, “QuickBooks Online from Setup to Tax Time,” as a valuable resource for professionals looking to deepen their understanding of the platform and adapt to its ongoing changes.

Embracing Change and Thriving in the Digital Age

From improved navigation and workflow to enhanced customer and vendor management, these updates provide professionals with the tools and insights they need to streamline their work, better serve their clients, and grow their practices. To learn more about these exciting updates and discover how QuickBooks Online can revolutionize your practice, listen to the full episode of the Unofficial QuickBooks Accountants Podcast.

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!