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Building a Successful International Tax Practice: Lessons from Japan

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Nearing his 30th birthday, California CPA and former English teacher Eric Azevedo found himself at a career crossroads. Having spent years in rural Japan teaching English, he longed for a profession with greater stability and higher earning potential. Rather than pursuing law school as he once planned—or even a career in software—Eric ultimately chose accounting. Little did he know that studying at California community colleges for the CPA Exam would pave the way for a thriving international tax practice serving American expatriates across Japan.

In a recent interview on the Earmark Podcast, Eric opened up about his unique journey from philosophy major to accounting professional, revealing the practical realities of working in a different culture and navigating complex dual-tax systems.

From Santa Monica College to Tokyo: A Career-Changer’s Leap

Eric’s decision to become a CPA began when he returned to California after several years in Japan. Enrolling at Santa Monica College and Irvine Valley College, he completed the accounting courses required to sit for the CPA Exam—often taking advantage of online classes to balance work and study. Within about four years of taking his very first accounting class, Eric earned his license.

Opportunity knocked almost immediately: a single Skype interview led to a job offer at a Tokyo-based firm. Eric moved back to Japan on short notice, eager to gain experience in both U.S. and Japanese tax systems.

Bridging Two Tax Systems—And Two Cultures

Once in Tokyo, Eric encountered very different tax structures. 

The United States is one of only two countries in the world—alongside Eritrea—with a citizenship-based tax system. Americans living in Japan must still file U.S. tax returns, including complex forms like 5471 (for owners of foreign companies) and FBAR (for foreign bank accounts over $10,000). Meanwhile, most Japanese rarely file returns at all—employers handle year-end payroll adjustments. 

Understanding these differences—and guiding clients through them—is now Eric’s specialty.

Cultivating Cultural Fluency

Eric says that in Japan, communication styles tend to be less direct. Understanding when and how to speak up can determine whether a meeting proceeds smoothly or grinds to a halt.

Audits tend to be less adversarial. Eric says, “If you push too hard, you risk prolonging the process. It’s about staying polite and finding a solution.” This contrasts with the more confrontational style some CPAs experience in U.S. audits.

“I’m basically the only American in the office,” Eric says. “We have staff from Korea, China, the Philippines—all with a focus on serving foreign residents. It’s important to adapt culturally to make clients comfortable.” (Since our interview, Eric’s firm has added another US accountant to the team.)

Regarding the work culture, Eric’s firm’s founder intentionally avoided “salaryman” traditions of endless overtime and obligatory after-work gatherings, making the environment more appealing to foreign hires. 

Life in Rural Japan: Remote Work, Bullet Trains, and Big Windows

After eight years in Tokyo, Eric relocated to the countryside. He now works as a contract employee for his old firm while also handling his own U.S. tax clients. Living among forests and mountains, he’s built a home office full of natural light—complete with high-speed internet that makes remote work seamless.

  • Commute: Eric travels to Tokyo twice a month, taking a 70-minute ride on the bullet train.
  • Daily Routine: A self-described “not super early riser,” Eric starts his workday around 9 or 10 a.m., relying on video calls and remote access to firm software.
  • Nature & Wildlife: Bears and wild boars roam nearby—quite a change from Eric’s Tokyo apartment.
  • Cultural Hobbies: Weekends are reserved for hobbies and relaxation; onsens (hot springs) are among Eric’s favorite escapes.

Fees, Growth, and Training the Next Generation

Eric’s firm charges fixed fees aligned with client revenue, reflecting typical local practice. For his U.S. expat services, he charges per form but keeps fees moderate—aware that many expats must file only because of America’s unique rules.

Word of mouth has fueled steady growth. He’s now training a colleague—a Chinese national finishing her U.S. CPA credentials—to handle returns for more straightforward clients. This arrangement frees Eric for higher-complexity cases while positioning the practice for further expansion.

“I don’t advertise,” Eric explains. “Clients tend to find me through referrals. My challenge is managing time and figuring out how to scale.”

Advice for Prospective Expat CPAs

For aspiring accountants who are interested in working abroad, Eric’s journey serves as a valuable guide:

  1. Focus on Fundamentals First: Attaining a U.S. CPA license can be done flexibly through community college coursework and exam prep—even if you’re overseas.
  2. Leverage Your Language Skills: Fluency in the local language is invaluable. Eric’s Japanese helped him land work in Tokyo more easily.
  3. Adapt to Local Norms: Understand that professional etiquette, social expectations, and communication styles vary greatly. Listen first, then speak.
  4. Stay Open to Opportunity: Eric’s entire career launched from one Skype call and a willingness to move back to Japan on short notice.

Making the Most of Japan: Travel Tips

Whether you plan to work in Japan or just visit, Eric recommends:

  • Tokyo: An endless array of districts, restaurants, and cultural sites.
  • Historic Towns: Kurashiki in Okayama Prefecture offers a glimpse into samurai-era architecture.
  • Onsen Retreats: For a restorative experience, explore hot spring destinations off the beaten path.
  • Autumn Visits: Fall foliage in rural Japan rivals any scenic backdrop, and cooler weather makes the onsen even more inviting.

Conclusion: Merging Cultures, Mastering Tax

Eric Azevedo’s journey proves that building a successful international tax practice requires more than technical knowledge. Cultural competence, flexible communication, and a willingness to adapt to new ways of doing business are critical. In navigating both U.S. expat tax complexities and Japan’s distinct work culture, Eric shows how melding two worlds can create a uniquely rewarding career path.

To hear Eric’s full story listen to his interview on the Earmark Podcast.

The Bitcoin Debate: CPA Skeptic vs. CPA Believer

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When Bitcoin hit $100,000 in December, I knew it was time to explore this controversial asset further. So, I invited Noah Buxton, co-founder and CEO of The Network Firm LLP, onto the Earmark Podcast for a fascinating discussion about Bitcoin’s true value.

As a CPA who first learned about Bitcoin when it was worth just $1, I’ve always approached it with healthy skepticism. Call it a professional habit—we accountants are trained to question everything.

Why Should Bitcoin Be Worth Anything? 

Here’s what keeps nagging: Bitcoin produces no earnings, pays no dividends, and seems mainly useful for speculation (and sometimes less-than-legal activities). So why should it be worth $100,000, or $1,000, or even $1?

Noah acknowledged my concerns about speculation driving prices. But he made an interesting case for Bitcoin as “digital gold,” arguing that its fixed supply and independence from central control make it appealing in our inflation-prone world.

The Network Effect Is Real

One question I often hear is: “Why Bitcoin? Can’t anyone create a cryptocurrency?”

Noah pointed out something I hadn’t fully appreciated – the massive infrastructure built around Bitcoin. We’re talking thousands of businesses facilitating payments and billions invested in mining equipment. That’s not easily replicated.

But here’s the thing: being first doesn’t guarantee staying first. (Remember Myspace?) While Bitcoin has a strong lead, its dominance isn’t guaranteed forever.

The Government Bitcoin Play

Here’s where things get interesting. Crypto lobbyists are pushing for the U.S. government to start buying Bitcoin as a national reserve—billions of dollars worth annually.

As a skeptical CPA, this makes me nervous. It’s like early Bitcoin hold are pushing for taxpayers to become their exit liquidity. When you consider that roughly 10,000 wallets control a huge portion of Bitcoin, this starts looking like a massive wealth transfer waiting to happen.

The Real Promise: Blockchain

Despite my Bitcoin skepticism, I’m bullish on blockchain technology. Noah called it “the biggest accounting innovation since double-entry bookkeeping,” and I think he’s onto something there.

His firm, The Network Firm LLP, is doing fascinating work in digital asset auditing. They’ve even built their own software called Ledger Lens to tackle the unique challenges of verifying blockchain transactions.

What This Means for Accountants

As CPAs, we’re in an interesting position. While we need to maintain our professional skepticism about Bitcoin’s value proposition, we can’t ignore the growing importance of blockchain technology in our field.

The skills needed to audit and verify blockchain transactions will only become more valuable. Whether Bitcoin remains the dominant digital asset or not, the underlying technology is here to stay.

My Take

After my conversation with Noah, I’m still skeptical about Bitcoin’s current valuation. But I’m also more appreciative of the complexity of the debate.

As accounting professionals, we need to tread a careful line: maintaining healthy skepticism while remaining open to genuine innovation. The future of our profession might depend on achieving this balance.

Want to hear my complete discussion with Noah? Check out Episode 83 of the Earmark Podcast.

How Sikich Is Transforming the Accounting Firm Model—And Putting Employees First

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Private equity is flowing into CPA firms at a record pace. That’s great for partners, but what does it mean for everyone else?

To find out, I spoke with Ryan Spohn, CFO of Sikich, a professional services firm headquartered in Chicago. Sikich ranks 27th on Accounting Today’s Top 100, employs more than 1,900 people worldwide, and posts $364 million in annual revenue. 

Ryan told me how Sikich departed from the traditional partnership model, opening the door to outside investment, expanding employee ownership, and creating a culture where wellness and flexibility matter as much as the bottom line.

Why the Traditional Partnership Model Is Losing Appeal

Many CPA firms are still structured as partnerships, with all the profits distributed among the partners each year. Unfortunately, this model often leaves little to no funds for investing in new technology, acquiring other companies, or hiring new talent.

“Firms pass the hat around to fund any major initiative,” Ryan told me. “If someone is close to retirement, they may not see a reason to reinvest in the business. That becomes a big obstacle for growth and innovation.”

Alternative Practice Structure: Splitting Assurance from Advisory

Sikich addressed these challenges by implementing an alternative practice structure. This arrangement separates the firm’s attestation work, conducted under Sikich CPA, from its consulting and advisory services offered through Sikich LLC. The CPA side complies with state ownership regulations, while Sikich LLC can secure outside funding.

“An alternative practice structure solves the financing problem for CPA firms,” Ryan said. “It lets us bring in outside capital for our consulting and advisory lines without the usual regulatory hurdles on the assurance side.”

$250 Million from Bain—But Retaining Control

With its new structure, Sikich secured a $250 million minority investment from Bain Capital’s Special Situations Group. Unlike some private equity deals that grant majority control to investors, Sikich maintained control.

“A majority investment was a nonstarter,” Ryan explained. “We want this to be a place where people can build long-term careers, and we need to preserve our culture and client relationships.”

The result? Sikich has the cash to “supercharge” growth, including larger acquisitions, tech investments, and employee development. They’ve averaged 20% annual growth over the past five years and aim to accelerate.

Expanding Equity from 5% to 30%

One of the boldest moves was expanding equity ownership in the firm. Traditionally, only partners who made a sizable buy-in received a share, often waiting decades for any payout. Sikich changed that approach.

“Before, maybe 5% of employees were partners with K-1s,” Ryan said. “We eliminated the complex buy-in, automated the reinvestment of net income into the firm, and now around 30% of our people have units. There’s also a discretionary bucket for rising stars. It’s a big shift in how we reward and retain top talent.”

Since the firm operates outside a strict partnership model, employees don’t struggle with K-1 distributions. They also aren’t required to borrow money to gain ownership—equity is granted based on performance and potential.

Putting People First: Wellness and Work-Life Integration

Sikich’s equity strategy is just one piece of its employee-first philosophy. The firm also invests heavily in mental health, flexible schedules, and a results-driven environment:

  • Mental Health Coverage: Every employee automatically receives coverage for mental health support at no extra cost.
  • No Office Mandates: Sikich embraces “work-life integration.” Employees come into the office only if it makes sense for them or their teams.
  • Trust Over Timesheets: Rather than counting total hours or nonbillable time, Sikich focuses on client satisfaction, deliverables, and meeting deadlines. “Happy employees lead to happy customers,” Ryan said, “and we see that play out again and again.”

Beyond “Book of Business”: Measuring Contribution Margin

Instead of organizing around individual partner “books,” Sikich divides the firm into business units—such as transaction advisory, forensic accounting, marketing services, ERP implementations, and more. Each unit is measured by contribution margin rather than hours:

“We don’t waste time allocating partial overhead or micromanaging nonbillable hours,” Ryan said. “Leaders know who their top performers are based on outcomes, not on how many hours they clock. That fosters collaboration and innovation.”

Internal Mobility and the Emerging Professionals Council

With dozens of specialized service lines, Sikich encourages employees to explore new roles across the firm. Ryan even credits their Emerging Professionals Council for pushing leadership to eliminate strict hour tracking.

“These younger professionals wanted more value-based billing,” he explained. “We want them to move from audit to transaction advisory—or marketing to consulting—if that’s what drives their passion. It keeps our people engaged, and clients get well-rounded expertise.”

Technology and AI as Tools for Growth

Sikich replaced outdated time-and-billing software with a robust, enterprise-level ERP system—one that it also implements for clients. Now, the firm is exploring AI for tasks like summarizing meetings, automating support queries, and analyzing data.

“AI is more evolutionary than revolutionary,” Ryan said. “It speeds up routine work so we can spend more time on strategic thinking and problem-solving. Human judgment remains essential, especially in regulated industries like accounting.”

Ryan Spohn’s Corporate Background

Unlike many firm leaders who rose through the partnership ranks, Ryan built his career in corporate finance—serving as Controller, CFO, and head of shared services in both public and private companies. That perspective helps shape Sikich’s approach today.

“When you’ve been the client, you understand the day-to-day challenges of closing the books or dealing with compliance,” he said. “It influences how we deliver solutions and organize our teams.”

Key Takeaways

1. Reinvesting for the Long Haul – Retaining net income, rather than distributing all profit to partners, ensures funds for talent, technology, and acquisitions.

2. Minority PE Deals Can Preserve Control—Getting outside capital doesn’t have to mean giving up majority ownership if the deal is structured carefully.

3. Broader Ownership Drives Retention – Eliminating massive buy-ins while awarding equity to high performers attracts ambitious talent.

4. Culture and Well-Being Matter – Flexible work, mental health support, and removing excessive time-tracking reduce burnout and raise morale.

5. Technology and AI Enhance—not Replace—Human Expertise. Automating routine tasks frees professionals to focus on complex, value-added services.

By separating assurance from advisory, securing a minority stake from Bain Capital, and making equity more accessible to employees, Sikich exemplifies how professional services firms can modernize without losing sight of people.

If you’d like the whole story, check out my interview with Ryan Spohn on the Earmark Podcast.

Mastering Prompt Chaining: Unlocking AI’s Full Potential in Content Creation

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As a CPA passionate about tech, I’m always looking for apps that simplify work and boost productivity. The arrival of AI tools like ChatGPT and Claude felt like stepping into a new era, especially for content creation. However, I quickly learned that to truly harness their power, it’s not about tossing out a prompt and crossing your fingers.

Recently, I had the opportunity to discuss this and more on the Amplify! podcast, where we delved into how AI is revolutionizing marketing strategies, particularly in the accounting profession. As I shared on the pod, the real game-changer when using AI for content creation is mastering prompt chaining—a method that’s transformed how I work.

The Limitations of One-Shot Prompts

Consider a common scenario. Suppose you need a 1,000-word blog post on a specific tax deduction for your firm’s website. The straightforward approach might be to type into ChatGPT: “Write a 1,000-word blog post about this tax deduction.” Seconds later, the AI generates an article. Convenient. But here’s the catch.

The content is likely to be generic, lacking depth, and similar to countless other articles online. It’s like expecting a gourmet meal but receiving fast food. The issue? One-shot prompts give the AI minimal direction, resulting in superficial content that fails to engage or inform readers effectively.

Breaking It Down: The Power of Prompt Chaining

To achieve high-quality content, you have to interact with the AI more deliberately. Enter prompt chaining—guiding the AI through a series of targeted prompts to produce superior results. Here’s my step-by-step approach:

  1. Start with Rich Source Material: I kick things off with a transcript from a podcast, an interview, or even a voice memo where I explore the topic in depth. This provides the AI with substantial, authentic content to draw from.
  2. Analyze the Content: I ask the AI to examine the transcript and identify key themes, insights, and potential angles. For example: “Analyze this transcript and summarize the main points discussed.”
  3. Develop a Thesis and Outline: Based on the analysis, we craft a strong thesis statement (the key point or takeaway). Then, I prompt the AI: “Create a detailed outline for an article based on this thesis, including an introduction, key sections, and a conclusion.”
  4. Draft Section by Section: Instead of having the AI write the entire article in one go, I focus on one section at a time. I might say: “Write an engaging introduction based on this outline,” and then proceed through each section individually.
  5. Review and Refine: After each section is drafted, I review it, make edits, and ensure it aligns with my voice and the message I want to convey.

Why Prompt Chaining Works

By collaborating with the AI step by step, prompt chaining offers several benefits:

  • Enhanced Depth and Clarity: The content becomes more nuanced and informative.
  • Authentic Voice Capture: The AI better reflects my tone and style.
  • Improved Efficiency: It saves time by minimizing the need for extensive revisions.

Making AI Your Collaborative Partner

The key is to view the AI as a collaborator, not just a tool. By guiding it through the process—much like mentoring a junior colleague—you tap into its full potential. It’s about providing context, setting clear expectations, and engaging in an iterative process to refine the output.

Ready to Transform Your Content Creation?

Next time you sit down to create content, don’t settle for surface-level results. Break down your prompts, guide the AI through each step, and experience firsthand how prompt chaining can revolutionize your workflow. Not only will you produce higher-quality content, but you might also find the process more rewarding.

For a comprehensive look at how I use prompt chaining and other AI strategies to enhance productivity, tune into the full podcast episode here. We delve into the nuances of prompt chaining, discuss practical applications, and explore how AI can transform your work and personal life.

Blake Oliver, CPA, is the founder and CEO of Earmark, a platform transforming how professionals earn their CPE credits. Passionate about accounting and technology, Blake is dedicated to helping others leverage AI to work smarter, not harder.

The Human Element: The Key to Successful Accounting Firm Mergers

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When Craig and Lynnette Connell decided to merge their boutique accounting practice with Sweeney Conrad, they weren’t just selling a business—they were navigating a complex web of relationships, emotions, and expectations. In an industry where mergers and acquisitions are increasingly common, the human element often gets lost amid balance sheets and valuations. Yet, as Craig and Lynnette’s story reveals, this human element can make or break a transition.

On a recent Earmark Podcast episode, Craig and Lynnette shared their journey of merging their boutique Client Accounting Services (CAS) practice with Sweeney Conrad, a larger regional firm. Their experience offers a masterclass in the oft-overlooked aspects of accounting firm transitions. Despite merging during busy season and managing parallel systems, they achieved 150% revenue growth post-acquisition. How? By prioritizing the human side of the equation.

The key to a smooth accounting firm transition lies in maintaining strong relationships, fostering open communication, and addressing the emotional aspects of change for both clients and staff. These human elements determine whether clients stay, staff thrive, and the new entity flourishes.

The Power of Relationships in Finding the Right Buyer

Your network is your net worth in accounting, especially when finding the right buyer for your firm. Craig and Lynnette’s story is a testament to the power of nurturing professional relationships over time.

Craig and Lynnette had both previously worked at Sweeney Conrad, the firm that would eventually acquire their practice. Despite moving on to start their own boutique firm, they maintained good relationships with their former colleagues. As Craig explained, “Throughout our careers, they actually became a source of clients for us because they didn’t have a CAS department. We just made sure to keep good relations with everybody and not burn bridges.”

This relationship maintenance paid off. When Craig was exploring options for the future of their firm, he reached out to his contacts at Sweeney Conrad. He learned that a director at the firm was retiring. Seeing an opportunity, Craig boldly proposed himself as a replacement.

Craig recalled, “I said, ‘Let me throw my name in the hat.'” This moment, born from years of relationship building, set the wheels in motion for the acquisition. Their existing reputation and relationships made the process smoother, as Craig already knew about three-quarters of the partners at the firm.

Communication: The Linchpin of Successful Transitions

Once the deal is struck, the real work begins. For the Connells, this meant navigating a complex transition during the busiest time of the year for accountants. Their experience underscores a crucial lesson: in times of change, there’s no such thing as overcommunication.

The timing of their transition was far from ideal. Lynnette recalled, “Craig started December 1st, 2022. I and our two employees started in January 2023, which in a CAS practice is throwing everybody into busy season—1099s.” This timing created additional stress and challenges for everyone involved.

Adding to the complexity, they had to manage parallel systems temporarily. As Lynnette explained, “We were operating parallel using different systems because they’re using a lot of tax software.” This meant juggling different workflows and technologies while ensuring client needs were met seamlessly.

In the face of these challenges, the Connells’ strategy was clear: communicate. They were transparent with their clients about the changes, explaining the benefits and addressing concerns proactively. This meant frequent check-ins, detailed explanations of new processes, and patiently guiding clients through necessary administrative changes like updating QuickBooks subscriptions.

They also prioritized clear communication with their staff, ensuring everyone understood their roles in the new structure and felt supported through the change. As Craig noted, “It was a testament to my employees, Lynnette, and our intentional relationship building with clients, and the high level of communication we had during the transition.”

This approach paid off—they retained all but one client in the first year. The lesson? Clear, frequent, and honest communication can be the difference between a smooth transition and a chaotic one. It helps manage expectations, allay fears, and build trust during uncertainty.

But communication alone isn’t enough. Successfully navigating a firm transition also requires addressing the emotional aspects of change for both clients and staff.

Addressing the Human Element: Emotions and Cultural Fit

While the numbers may drive the deal, it’s the human element that determines its success. The Connells’ experience highlights the critical importance of addressing emotions and ensuring cultural fit throughout the transition process.

For clients, a firm transition can be unsettling. They’ve built relationships with their accountants, trusting them with sensitive financial information. The prospect of change can trigger anxiety and uncertainty.

Staff face emotional challenges during transitions. The Connells supported their team by being transparent, addressing concerns promptly, and ensuring staff understood their roles in the new structure. This approach helped maintain team morale and productivity during a potentially turbulent time.

Lynnette offered advice: “Don’t take a deal out of fear. Be true to what’s best for you.”

This advice underscores the importance of finding the right cultural fit when choosing a buyer. While financial considerations are important, they shouldn’t be the only factor. Craig emphasized the need for autonomy and alignment of vision. He ensured the freedom to implement new technologies and processes, maintaining the innovative spirit of their boutique firm within a larger organization.

Craig stressed, “You don’t have to do it all yourself. You shouldn’t do it all by yourself. You should have partners in this conversation.”

By addressing the emotional aspects of the transition and ensuring a good cultural fit, the Connells were able to navigate the challenges successfully. Their story serves as a reminder that in the world of accounting, it’s not just about the numbers—it’s about the people behind them.

The Human Touch: Key to Successful Firm Transitions

The Connells’ journey from boutique firm owners to larger regional player offers valuable lessons for accounting professionals contemplating similar transitions. Their story underscores that successful firm transitions hinge on the human element.

Throughout their experience, three key themes emerged:

  1. The power of relationships in finding the right buyer and facilitating a smooth transition
  2. The critical role of clear, frequent communication in managing change
  3. The importance of addressing emotional aspects and ensuring cultural fit

Despite challenges like transitioning during busy season and managing parallel systems, their human-centric approach led to success. They retained all but one client and achieved 150% revenue growth post-acquisition.

These lessons have broader implications for the accounting industry. As consolidation continues to reshape the landscape, firms of all sizes must recognize that mergers and acquisitions are not just financial transactions—they’re complex human processes that require careful navigation.

For small firm owners, their experience offers hope and a roadmap. It shows that with the right approach, you can transition your practice while preserving the relationships and values you’ve built. For larger firms, it highlights the importance of considering the human element in integration strategies.

Ultimately, their story reminds us that accounting is a people business. Numbers are our tools, but relationships are our foundation. As you contemplate your firm’s future, remember: the key to a successful transition lies in the human connections you nurture along the way.

Want to dive deeper into Craig and Lynnette’s journey and gain more practical insights on navigating accounting firm transitions? Listen to the full Earmark Podcast episode here.