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The Privacy Excuse for Not Using AI in Accounting Just Lost Its Last Leg

Earmark Team · March 31, 2026 ·

Blake Oliver needed to file a City of Los Angeles business tax return for his last remaining bookkeeping client. Instead of spending 30 minutes clicking through websites and copying numbers, he gave Claude Cowork a single instruction: “Search my email for info about the account and help me file it on the city website.”

What happened next, documented on a recent episode of The Accounting Podcast, shows exactly where the accounting profession stands with AI adoption. The AI agent searched Blake’s email, found the tax notice, extracted the business details from a PDF, logged into the city website, navigated to Xero to pull gross receipts, filled out the return, and drafted the client confirmation email. Total human involvement: one correction when it pulled accrual instead of cash basis numbers.

“This is a task that might take 15 to 30 minutes if you filled out a time sheet. Claude just did it,” Blake told co-host David Leary during their weekly news roundup.

The Numbers Show AI Closing In Fast

OpenAI didn’t just release another model update with ChatGPT 5.4. It specifically targeted the kind of work that fills an accountant’s day. As David read from OpenAI’s announcement, the company “put a particular focus on improving GPT 5.4’s ability to create and edit spreadsheets, presentations, and documents.”

The benchmarks back up that focus. Using something called GDPval—which measures performance on real-world knowledge tasks across 44 occupations—ChatGPT 5.4 now beats or ties industry professionals 83% of the time. On spreadsheet tasks specifically, it jumped from 68% accuracy to 87% in a single generation.

“It’s getting close to that 90% success now on everything,” David observed. For context, that means if you give an accountant and this AI the same spreadsheet task, the AI will match or beat the human’s performance nearly nine times out of ten.

Real Accountants, Real Work, Zero Software Costs

While Blake was experimenting with Claude for business tax returns, a developer went further. Fed up with TurboTax, he used Claude to complete a 42-page federal return plus two trust returns, all at zero software cost beyond his AI subscription.

His approach was surprisingly low-tech: Downloaded blank PDFs from the IRS, have Claude fill them out, then print and mail. The biggest challenge wasn’t getting the AI to do the calculations or understand the tax code. It was trying to make it work with the IRS’s online fillable forms. So he skipped that part entirely.

“The comments were like, ‘Can I quit doing my returns tomorrow? I’ve been waiting for this my whole life,'” David said, describing the reaction from tax professionals who saw the developer’s work on social media.

The timing is notable. These experiments happened during tax season, when practitioners are supposedly too busy to explore new tools. Yet here’s a developer replacing TurboTax with Claude, and Blake casually using an AI agent for client work.

The Privacy Excuse Just Disappeared

Most firms claim they can’t use AI because client data is too sensitive. This week, Zapier offered a solution to the privacy problem.

Its new AI Guardrails can detect over 30 categories of personally identifiable information, redact sensitive data before it reaches AI systems, block workflows when it detects problems, and identify attempts to manipulate the AI. You insert it as a step in any workflow, and it sanitizes the data before AI ever sees it.

“If you have client data being passed through Zapier into any AI tool, go add this step to your workflows,” David advised listeners.

Blake was even more direct about the implications. “I totally see this being a huge tool for accounting firms, because we have all this information we want to use with AI. But a lot of it is too sensitive. That’s the main reason most firms aren’t doing anything with it.”

Beyond AI: The Week’s Other Bombshells

While AI dominated the discussion, Blake and David covered several other major stories that accounting professionals need to know about, including:

The Botkeeper Collapse Gets Messier

In an interview with Accounting Today, CEO Enrico Palmerino claimed the company went from healthy to dead in eight days. But Blake uncovered how Botkeeper engineered its financials by selling their bookkeeping clients to a firm called Benchmark Cloud Accounting. It then had that firm buy a multi-million dollar Botkeeper license. “That is how you turn service revenue into SaaS recurring revenue,” Blake explained.

Iran’s Drone Economics

The cost disparity between Iran’s drones and America’s million Interceptor missiles raises questions about the financial sustainability of current military strategies. “We’re spending $3 million to shoot down something that costs $20,000 to $50,000,” Blake pointed out.

KPMG and Polymarket

Anonymous accounts on the prediction market Polymarket have been suspiciously successful at betting on earnings for companies audited by KPMG- (and only KPMG) audited companies. The amounts are small so far, but as David noted, “Are they doing it on the real derivative markets as well?”

Record 401(k) Withdrawals

Vanguard reports hardship withdrawals have tripled since 2020, jumping from under 2% to 6% of participants. Despite positive business sentiment, individual financial stress is climbing.

What This Means for Your Firm

General-purpose AI agents can complete multi-step workflows across email, accounting systems, and government websites. The privacy barriers that kept firms on the sidelines now have concrete, deployable solutions. The capability exists. The safety tools are live. The only question is timing.

Blake’s Claude experience offers a preview of the emerging division of labor. AI handles the execution, humans provide the judgment. The AI pulled the wrong basis for the numbers. Blake caught it. That’s where professional value lives now, not in the clicking and copying, but in knowing what the AI doesn’t know to check.

The message might seem poorly timed to practitioners overwhelmed by tax season. But accountants are eager for tools that eliminate the drudgery, even in the thick of deadline pressure.

Listen to the full episode to hear Blake walk through his Claude workflow step by step, get David’s take on what ChatGPT 5.4’s benchmarks really mean, and understand why the Botkeeper story matters for anyone considering AI-powered bookkeeping solutions. The episode reflects a profession at an inflection point—not in some distant future, but this week.

Why the Biggest Financial Scandals in America Are Perfectly Legal

Earmark Team · March 24, 2026 ·

Before a recent episode of Oh My Fraud discussed how America legalized corruption over the past 50 years, it started with something simpler: Olympic-level credit card fraud.

French biathlete Julia Simon won gold at the 2026 Winter Olympics while carrying some interesting baggage. Last October, she received a three-month suspended sentence and a €15,000 fine for spending €2,000 on her teammate’s credit card. The teammate she scammed finished 80th at the same Olympics. Simon also used the team physiotherapist’s credit card in 2021 and 2022.

The best part is, Simon denied the crime for three years, claiming identity theft until investigators found photos of the credit cards on her phone. “I confess the accusations, but I don’t remember committing them. It’s like a blackout,” Julia told the court.

That’s the kind of corruption we can all understand: straightforward, prosecutable, and absurd. But the most effective heists in American history aren’t happening with stolen credit cards but with Supreme Court rulings, secret contracts, and fee structures so boring that nobody bothers to read them.

That’s the world investigative journalist David Sirota has spent decades mapping. Recently, David sat down with host Caleb Newquist for what he calls “not a political episode in the tribal sense,” although he admits upfront that two self-described lefties are about to discuss how money corrupts democracy.

Who Is David Sirota?

David isn’t your typical political commentator. He’s written four books, most recently Master Plan: The Hidden Plot to Legalize Corruption in America. He founded The Lever, an investigative news outlet focused on how money manipulates power. He co-wrote the Oscar-nominated film Don’t Look Up with Adam McKay. It’s the fourth most-watched Netflix original movie ever. And he created award-winning podcasts on everything from the 2008 financial crisis to, well, legalized corruption.

David has a bachelor’s degree in journalism from Northwestern University. But his real education came from sitting in on politicians begging donors for money.

The Windowless Room Where Democracy Goes to Die

Fresh out of college, David landed a job running the fundraising call room for a congressional candidate in the Philadelphia suburbs. The candidate was on his fourth run for the same seat, having lost the previous race by just 40 votes.

For eight hours a day, David sat with the candidate as he worked the phones, begging for money. Then David handled the follow-up calls to ensure those commitments actually materialized.

“If you’re not willing to take fundraising seriously, to raise enough resources to communicate with voters, there’s no point in running a campaign,” David told Caleb. “Mr. Smith Goes to Washington? That’s not real. That’s not a real thing.”

What struck David wasn’t the grind; it was the distortion. The candidate spent all day talking to people who could write thousand-dollar checks, not knocking on doors in neighborhoods where people couldn’t spare ten bucks. The donors’ concerns inevitably became the candidate’s concerns. Not through explicit bribery, but through simple repetition. Eight hours a day, every day, he listened to what wealthy donors care about.

“You can see how what the candidate worries about and what they’re thinking about is distorted,” David explained. “They’re not necessarily spending eight hours a day knocking on doors and talking to people who can’t even write a $10 check.”

Bernie Sanders and the Bill That Died on Christmas

Later, David went to Washington as press secretary for “this obscure, independent weirdo named Bernie Sanders.” It was the late 1990s, and Sanders was considered fringe. He was a self-described socialist in an era when that word was political poison.

Working for Sanders meant seeing Congress from the outside looking in. One of his first experiences came when setting up a camera to beam Sanders questioning Alan Greenspan to local TV stations via satellite. While other congressmen fawned over the Fed chair, Sanders “ripped his face off.”

“The whole room is quiet,” David recalled. “And I was like, oh, this is a way different job than any other press secretary for any other member of Congress.”

But the moment that crystallized how corruption really works came later. Sanders championed a bill allowing Americans to buy cheaper prescription drugs from Canada. These were the exact same drugs, but at Canadian prices. After massive effort, they got it through the Republican House, the Republican Senate, and Bill Clinton signed it.

But three weeks before Clinton left office, during Christmas week when nobody was paying attention, HHS Secretary Donna Shalala killed the program using a poison pill provision someone had slipped into the final bill.

“We defeated money, and money still won,” David said.

When Fighting Corruption Gets You in Trouble

The final lesson in David’s corruption education came at the Center for American Progress, the Clinton machine’s think tank in exile. David published a report showing how much money 30 key House Democrats had taken from the credit card industry, right before they helped pass President Biden’s bankruptcy bill, legislation that made it dramatically harder for Americans to escape predatory debt.

House Democrats went ballistic. They dragged John Podesta to Capitol Hill and demanded David be fired or muzzled.

“I thought we were doing the right thing, even if it pissed off some Democrats,” David recalled. “You’re supposed to be against corruption as long as being against corruption helps the party that you’re affiliated with. You can combat corruption, but only up to a point.”

That’s when David left for what Caleb called “the literal wilderness” of Montana.

What Corruption Actually Is (And Why We’ve Legalized It)

When Caleb asked David to define corruption, David had a ready answer.

“It’s something that interferes with how a system is supposed to work,” he said. “Specifically, how a democratic institution is supposed to work.”

When the public overwhelmingly wants lower prescription drug prices but money ensures it doesn’t happen, that gap between public will and policy outcome is corruption. Legal or not.

And the kicker is, America has legalized most of it.

If you hand a congressperson $5,000 cash with a specific legislative ask, you can go to prison. But funneling $50 million through dark money groups to elect 25 congresspeople who write every bill you want is perfectly legal.

“We have created this patina of ‘that’s just politics, that’s just the way it works, it’s all legal, so there’s nothing dirty,'” David explained. “This is a deeply, deeply corrupt system. We’ve just put a nice fresh coat of paint on it.”

The 50-Year Master Plan

How did we get here? David traces it to a deliberate campaign that began after Watergate, ironically, right when real anti-corruption reforms were passed.

In 1971, Lewis F. Powell (then head of the American Bar Association and Philip Morris board member) wrote his now-famous memo arguing that corporations needed to start buying American politics because the government was too responsive to ordinary people. Shortly after, Powell landed on the Supreme Court.

There, he engineered the Buckley v. Valeo ruling, which established a radical idea as constitutional doctrine: money isn’t corruption, money is free speech. The legal argument was crafted by, among others, John Bolton. Yes, that John Bolton.

That ruling became the foundation for corporate spending rights, then Citizens United, transforming elections from democratic contests into auctions.

Meanwhile, courts were narrowing what counts as prosecutable bribery. The culmination came recently when an Indiana mayor awarded a municipal contract to a company that then gave him $10,000. The mayor was prosecuted and convicted, but the Supreme Court overturned it, ruling it wasn’t a bribe but a “gratuity,” and thus, perfectly legal.

“That’s where we are,” David said. “That is literally where we are right now.”

The $5 Trillion Heist Nobody’s Watching

While everyone’s distracted by culture wars and political theater, there’s $4-5 trillion sitting in public pension funds across America. That’s money from teachers, firefighters, and first responders, invested for their retirements.

Increasingly, it’s flowing into private equity, hedge funds, and venture capital, despite these “alternative investments” often underperforming simple index funds over the long term while charging astronomical fees.

A Vanguard fund charges almost nothing. Private equity charges the classic “two and twenty:” 2% management fee plus 20% of profits.

“Even Warren Buffett would say nobody can beat the market,” David noted. So why pour billions into high-fee, high-risk investments? Maybe because the people running those firms donate heavily to the politicians who appoint pension board members.

When David’s team obtained leaked contracts, they discovered investment funds charge different fees to different investors in the same fund. The billionaire investing his own money negotiates a better rate than the pension fund managed by political appointees without skin in the game.

“The pensioners subsidize the free ride of the billionaire who’s investing alongside,” David explained.

The old cliché about the mafia looting pension funds “is happening every day in every state and city in America,” David said. “And it’s not a story.”

When David exposed these connections in New Jersey’s $100 billion pension fund, Governor Chris Christie attacked him by name at multiple press conferences. “You’re talking about a $100 billion pension fund,” his editor explained. “There are a lot of really powerful people that want things from that, and you’re getting in their way.”

If Humans Built It, Humans Can Unbuild It

Despite everything, David strikes a surprisingly hopeful note. The corruption is no longer hidden. Trump, if nothing else, made the transactional nature of politics explicit. “You don’t have to explain that there is a problem anymore,” David said. “Everybody understands there is a problem.”

David offers practical advice for fighting corruption:

  • Run for local office where elections are small enough that money doesn’t determine everything
  • Support ballot initiatives for dark money disclosure and limits on corporate spending
  • Push for publicly financed elections so candidates can run without relying on donors who demand favors

“Back in the 1970s, the people who legalized corruption worked at it for 50 years,” David said. “Those dreamers made their dream happen. And now we’re all living in their nightmare.”

But if they could dream their corrupt system into existence, we can dream something better. The work starts now.

The pension fund story should hit particularly close to home for accounting professionals. This is about fiduciary duty, fee transparency, and what happens when the people guarding the money answer to the wrong stakeholders. You’re trained to see what others miss in the numbers. The people benefiting from this system count on complexity and boredom to keep everyone else looking away.

Don’t let them be right about that.

Listen to the full episode of Oh My Fraud for more, including David’s Bernie Sanders rental car bus story and his Oscar night encounter with Harvey Keitel. Because sometimes understanding corruption requires understanding the people fighting it, and they’re more human than you might think.

A Private Equity Insider Explains What Happens After Your Firm Gets Acquired

Earmark Team · March 24, 2026 ·

Devin Mathews has a 14-year-old dog that had never been sedated for a dental cleaning—not once in 14 and a half years. Then a private equity firm bought his veterinary office. Suddenly, the dog needed his teeth cleaned twice a year, at $1,000 a pop.

“I never knew my dog needed so many dental services,” Devin tells Blake Oliver on the latest episode of the Earmark Podcast. “It’s the upsell opportunity.”

This small anecdote captures the anxiety spreading through the accounting profession as private equity floods in. What really changes when PE takes over? Who benefits? Who gets hurt? And what about artificial intelligence? Is it going to make all these PE investments obsolete?

Devin brings an insider’s perspective with an outsider’s freedom to speak plainly. As a partner at ParkerGale Capital with 30 years in private equity, he knows the playbook. But since his firm invests in software companies, not accounting firms, he can share what really happens without affecting any deals. He regularly fields calls from employees at freshly acquired firms trying to figure out what just happened to their careers.

The Satisfaction Gap: Partners vs. Everyone Else

Blake starts with data that sets the tone for the entire conversation. An Accounting Today survey found that over two-thirds of partners at PE-backed accounting firms say they’re satisfied with their experience. But only about 15% of non-partner employees feel the same way.

“Let me get this straight. The partners who got paid in the transaction are ecstatic because they have terminal value,” Devin says. “And the rank and file who probably didn’t even know the business was for sale, their lives have completely changed, and expectations have gone through the roof.”

That’s the core issue. When PE acquires an accounting firm, the capital is there to buy out the existing owners, not fund operations. Partners cash out. Staff wake up to a Zoom call announcing new ownership and dramatically different expectations.

Most employees don’t realize how much analysis has already happened before that announcement. “Some 26-year-old in New York has run all that math,” Devin explains, “and they literally know you and your business better than you know it.” PE firms have sorted every employee by bill rate and utilization. They’ve hired McKinsey or Bain to benchmark everything against industry standards. They know exactly where they can push harder.

The first target is the person who gets paid a lot but doesn’t bill many hours. “This guy has been around for a long time,” Devin describes. “Maybe they’re great at business development, but they’re just not billing the hours anymore.”

How PE Actually Makes Money in Accounting

The mechanics are straightforward: bill more hours, raise bill rates, get more efficient, and make acquisitions. When revenue equals people times hours times rates, those are your main levers.

But Devin acknowledges the challenge with professional services. “The assets walk out the door every night.” Push too hard, and those assets can walk across the street to one of the 44,600 CPA firms in North America that aren’t owned by private equity.

Blake raises a critical point based on his own experience as a manager at a top-25 firm. The traditional path of working your way up, becoming a partner, and receiving ownership and profit distributions disappears under PE ownership. Instead, you get RSUs or phantom equity that only pay out if there’s an exit event.

“You drive home after that speech,” Devin imagines, “and you say to your spouse, ‘Remember that path I had to be a partner? That’s gone. Now I only get paid if there’s an exit.'”

Good PE firms try to address this through transparency and communication. Devin describes his ideal post-acquisition speech: acknowledge the surprise, address the fear directly, and promise that resources will match the higher expectations. “Expectations of ten out of ten, resources of ten out of ten. That’s a great combination.”

But the reality hits later on. “I walk you through the PowerPoint and it sounds really great,” Devin says. “Then six months later you’d be like, ‘Where’s Devin? What happened?'” The speech is easy. Delivering on it is where most PE firms struggle.

AI Changes Everything, But Not How You Think

The conversation takes an unexpected turn when they start talking about artificial intelligence. AI is threatening the entire economic model PE investments depend on.

Devin’s firm is all-in on AI. Every Friday is “DIY Friday,” and everyone spends two hours experimenting with AI tools, trying to replicate workflows, and testing what works. They pay for all the major models. They’re true believers.

But the results aren’t quite what they’re hoping for. “A lot of times it takes me twice as long to review and audit what the AI built than it would have taken me to build it on my own,” Devin admits. The tools hallucinate. It’s “wildly confident about things it knows nothing about.”

The key insight is that AI is a “ceiling raiser, not a floor raiser.” It makes experienced professionals amazing. It makes entry-level people only slightly better because of domain knowledge. An experienced accountant can spot what the AI got wrong and fix it. An entry-level accountant doesn’t know enough to catch the mistakes.

“An entry-level developer, like an entry-level accountant, doesn’t have enough domain knowledge or experience to see what the AI did wrong,” Devin explains.

“It’s a great time to be mid-level or experienced. It’s a bad time to be entry-level,” Blake observes, noting the cruel paradox. The routine tasks that used to train new accountants, like sampling, confirmations, and rolling forward work papers, are being automated first.

The legal profession offers a preview. Harvey, an AI platform for law firms, raised about half a billion dollars. It claims to work at the level of a fifth-year Harvard Law associate. Every major firm supposedly uses it. “But Kirkland and Ellis isn’t charging me any less than they used to,” Devin notes. The efficiency gains aren’t reaching clients. Firms capture them as profit.

Your Options Are Better Than They Appear

So what should accounting professionals actually do? Devin has specific advice.

First, if you’re at a PE-backed firm, demand transparency. “Show me Bain Capital’s value creation plan,” he suggests. “How did they underwrite this, and how are they going to get there?” Understanding the plan helps you align your work and see your compensation trajectory. If they won’t share it, that tells you something, too.

Devin identifies three problems that plague most firms before PE arrives. There’s no clear plan (or too many plans), no communication about why leaders make decisions, and nobody understands how compensation works. Good PE ownership can fix these issues. Bad PE ownership makes them worse.

The good news is, PE has bought only about 400 of the 45,000 CPA firms in the US. “There are 44,600 CPA firms in North America that aren’t owned by private equity,” Devin points out. “And you can leave.”

Devin has advice for early-career accountants facing pressure from private equity and AI automation: Start your own firm.

“Get really good with the AI. Way better than the 35-year-old or the 45-year-old. And start your own firm. Be an AI-first accounting firm, and you own all of it.”

It’s never been easier, he argues. You can set up an LLC on LegalZoom. You can reach clients directly through LinkedIn or YouTube. The barriers that kept young professionals locked into traditional firm hierarchies are crumbling.

“It’s pretty obvious most adults have no idea what they’re doing, and they’re mostly full of BS,” Devin says with characteristic bluntness. “So don’t wait for your turn. Go get it.”

The Bottom Line

The traditional accounting career ladder is being dismantled. PE is removing the path to partnership, and AI is removing the entry-level work that trains new accountants.

But professionals who understand what’s actually happening have more options than they might think. There are still 44,600 independent firms. Starting your own practice has never been easier. And if you’re staying put, you can at least demand to see the plan and understand where you fit.

As Devin puts it, “Why do you need to wait in line and have some private equity firm tell you how you get to run your business? Go find some other people who believe in it the way you do, and go build the firm in your image.”

For the full conversation, including Devin’s stories about his own podcast journey and more details on how PE firms evaluate acquisition targets, listen to the complete episode of the Earmark Podcast.

These S Corp Election Mistakes Create Years of IRS Problems

Earmark Team · March 23, 2026 ·

A sole proprietor registers a brand-new LLC, reuses the EIN from their old payroll account, files Form 2553 with an effective date of January 1 (months before the entity even existed) and waits for the IRS to bless the election. What they get back instead is a mess: a new EIN they didn’t ask for, returns filed under the wrong number, and IRS notices piling up about unfiled 1120-S returns. It’s the kind of procedural train wreck that Jeremy Wells, EA, CPA, sees regularly in practice, and it’s entirely preventable.

In this episode of Tax in Action, Jeremy breaks down the S corporation election from start to finish, including the eligibility requirements, the precise mechanics of Form 2553, the framework for late election relief under Rev. Proc. 2013-30, and the analytical rigor required before recommending the election in the first place. The episode is a direct response to the flood of oversimplified S corp content circulating online, much of it from influencers who reduce a major business decision to a single rule of thumb about income thresholds.

In reality, the S corporation election decision is loaded with procedural traps and downstream implications that demand careful analysis. Tax professionals who understand the mechanics of making the election and the full range of factors that determine whether it’s actually beneficial serve their clients far better than those chasing shortcuts.

The episode walks through the procedural mechanics of making the election, the common mistakes that derail it, how late election relief actually works, and what practitioners consistently get wrong about it. Finally, Jeremy digs into why the decision to elect S demands analysis that goes well beyond self-employment tax savings, including ownership structure, balance sheet consequences, QBI deduction impacts, and state and local taxes that can wipe out any benefit entirely.

Getting the election right: The procedural traps that create lasting problems

Before evaluating whether the S election makes sense for a client, you need to know how to actually make it correctly. The requirements look straightforward on paper. In practice, several mistakes can cause problems that last years.

Eligibility

The entity must be a domestic corporation or domestic eligible entity under IRC §1361(b)(1). It can have no more than 100 shareholders, although Jeremy notes he’s never worked with an S corp that came anywhere close to that limit. The overwhelming majority have one, two, maybe three shareholders.

Shareholders must generally be individuals, though certain estates, trusts, and organizations can qualify. Jeremy warns that including an S corp interest in an estate plan can be tricky. There’s a serious risk of inadvertently terminating the election when a trust or estate steps into a deceased shareholder’s place. No shareholder can be a nonresident alien. Basically, shareholders need Social Security numbers.

The eligibility requirement that actually blows elections in practice is the single-class-of-stock rule. An S corporation cannot have shareholders with differential rights to distributions. Voting differences are fine—you can have voting and non-voting shares. However, you can’t have distribution waterfalls, preferred stock arrangements, or any structure in which some owners receive distributions before others. That’s partnership territory. Jeremy points out this issue has been litigated repeatedly in tax court and district courts, with businesses forced to choose between their own governing documents and tax law. The S election usually loses.

The check-the-box shortcut most practitioners still get wrong

Jeremy emphasizes this requirement because many practitioners misunderstand it. An LLC electing S does not file Form 8832 separately. When an LLC files Form 2553, it triggers two simultaneous deemed elections. First, classification as an association (which defaults to C corporation status), and then S corporation treatment. Both happen instantaneously. “Do not file Form 8832 to elect a C corporation first, and then file the 2553. Just file the 2553 to elect S,” Jeremy says. 

Filing both confuses the situation and makes a mess. The only time you file Form 8832 for an S corporation is when the entity is revoking its S election and wants to revert to its default classification as a disregarded entity or partnership. Jeremy covers that process in episode 15, Breaking Up with Your S Corp Part Two.

Timing matters, and there’s no extension

Taxpayers must file the election by the 15th day of the third month of the taxable year to be effective for the current year. That’s March 15 for calendar-year taxpayers. Miss that date, and the IRS treats the election as effective for the following year. An election effective January 1, 2026, must be filed by March 15, 2026. File it on March 16, and you’re looking at a January 1, 2027, effective date unless you file for late relief.

Form 2553 details that trip people up

Jeremy identifies several issues drawn directly from situations his firm has handled:

  • EIN confusion. Electing S does not require a new EIN for an existing entity. That’s Treasury Regulation §301.6109-1(h)(1). But when a sole proprietor forms a new LLC to elect S, that new entity needs its own EIN. You cannot reuse the sole proprietor’s old payroll EIN. Jeremy describes exactly what happens when practitioners try. The IRS accepts the election but assigns a new EIN. The practitioner then files 1120-S returns under the old number. A couple of years later, the IRS sends notices about unfiled returns because nothing was filed under the EIN the IRS actually assigned.
  • Effective date before the entity exists. The S election effective date cannot precede the entity’s incorporation or registration date. If they formed the LLC in June, the effective date cannot be January 1. Jeremy notes that so many people made this mistake that the IRS printed a caution directly on Form 2553 itself.
  • Wet ink signatures only. Every signature on Form 2553, including the officer’s on page one and each shareholder’s consent on page two, must be wet ink. No e-signatures. Jeremy acknowledges it’s annoying, but his firm has a workaround: provide the form through a secure portal, instruct the client to print, sign, and scan it back using the portal’s smartphone scanner.
  • The shareholder consent grid. Page two requires each shareholder’s name, address, tax ID, shares owned, acquisition date, tax year end, and signature, all under a statement that reads “under penalties of perjury.” That language matters, especially for late elections, where shareholders also declare they’ve reported income consistently with S corp status for all affected years.

Even when practitioners know these rules, sometimes the deadline slips. The question then becomes whether late relief is available and whether practitioners should even pursue it.

Late election relief

Late election relief is one of the most discussed (and most misunderstood) aspects of S corp elections. Jeremy sees widespread misconceptions about the process of making a late election, and about whether practitioners should make it in the first place. Before you file anything late, you need to understand the legal framework and the IRS requirements.

The statutory authority starts with IRC §1362(b)(5), which allows the Secretary of the Treasury to treat a late election as timely when the entity has reasonable cause for missing the deadline. Treasury Regulation §301.9100-1 lets the Commissioner grant reasonable extensions for regulatory and statutory elections, and §301.9100-3 extends that to entity classification elections provided the taxpayer shows they acted reasonably and in good faith, and that granting relief won’t prejudice the government’s interests.

Over the years, the IRS issued various revenue procedures for different types of late elections. Rev. Proc. 2013-30 consolidated them into a single document that now governs late S elections, along with electing small business trusts (ESBTs), qualified subchapter S trusts (QSSTs), qualified subchapter S subsidiaries (QSubs), and late corporate classification elections.

The four requirements you must satisfy

Section 4.02 of Rev. Proc. 2013-30 lays out four criteria, and Jeremy stresses taxpayers must meet all four:

  1. The entity intended to be classified as an S corporation as of the effective date. Jeremy calls this “the most important to really nail down.”You can prove intent through board meeting minutes, corporate resolutions, communications with a tax advisor—anything that demonstrates the entity wanted S corp status even though it didn’t file the paperwork on time. The problem is most small business owners don’t keep these records. If your client doesn’t have formal documentation, look for email exchanges with advisors, meeting notes, or other evidence that the intent existed before the deadline passed.
  2. Request relief within three years and 75 days of the effective date. That gives you roughly three years, one month, and 15 days. This is the general window, although there is one exception, which Jeremy covers later.
  3. The only reason the entity doesn’t qualify as an S corporation is the untimely filing. Everything else, including eligibility, ownership structure, and a single class of stock, must be in order. If there’s an underlying eligibility problem, late relief won’t fix it.
  4. Reasonable cause for the failure, plus diligent action to correct the mistake. Jeremy notes the most common explanation is straightforward: owners simply didn’t understand the paperwork or deadlines until a tax professional advised them. There are no strict criteria for what constitutes reasonable cause, and Jeremy has seen various approaches, some successful, some not. The key is being honest and specific about what happened.

The procedural mechanics

You still use Form 2553 to request relief, but with modifications. Print “FILED PURSUANT TO REV. PROC. 2013-30” in all caps at the top of page one. Most tax software has a checkbox that handles this automatically. Include a reasonable cause statement either on the form itself (there’s blank space on the bottom half of page one) or on an attached separate sheet.

If the S corporation has filed all its 1120-S returns for tax years between the effective date and the current year, attach the completed Form 2553 to the current year’s 1120-S, as long as the taxpayer files that return within the three-year-and-75-day window. If there are delinquent 1120-S returns, file them all simultaneously. Jeremy admits this makes him uncomfortable. “I don’t feel good doing that. I don’t like filing that many returns on top of one another.” But he’s done it, and it can work.

His firm’s practice is to fax Form 2553 directly to the applicable IRS service center and attach a PDF to the e-filed return. “It can’t hurt to do it both ways,” he says. Just remember, filing Form 7004 to extend the 1120-S does not extend the deadline for the election itself. There is no mechanism to extend Form 2553.

The exception to the time limit

The three-year-and-75-day window doesn’t apply if all of the following are true:

  • The entity and all shareholders reported income consistent with S corp status for the year the election should have been made and every year after
  • At least six months have elapsed since the entity filed its return for the first year it intended to be an S corp
  • The IRS never notified the corporation or any shareholder of a problem within those six months.

Jeremy stresses this last point. Always make sure clients check their physical mailboxes regularly, because the IRS corresponds about S elections exclusively by mail.

If the entity can’t satisfy Rev. Proc. 2013-30’s requirements, the only remaining option is requesting a private letter ruling from the IRS. PLRs can get expensive, and they’re the last resort rather than a routine tool.

Both the officer signing Form 2553 and each consenting shareholder declare under penalties of perjury that the election is true, correct, and complete. For late elections, shareholders also declare they’ve reported income consistently with S corp status for all affected years. This is a sworn statement the IRS takes seriously.

When the S election is (and isn’t) the right call

This is where the internet’s favorite rule of thumb falls apart. The self-employment tax savings that dominate most S corp conversations are just one variable in a multi-factor analysis. Jeremy identifies several factors that can offset or even eliminate those savings.

Stop relying on rules of thumb

The typical logic goes that if you make more than a certain amount (usually some middle five-figure number), you should elect S corporation status. Jeremy calls these rules of thumb “very dangerous” because they omit critical nuance. Yes, the typical purpose of an S corporation is to replace a larger self-employment tax burden with a smaller payroll tax burden. But that single calculation ignores everything else that changes when you make the election.

Review the ownership structure and the operating agreement

S corporations don’t have the flexibility of partnerships. They don’t allow special allocations, differential distribution rights, or waterfalls. The practical problem is that LLC operating agreements are almost always written from a subchapter K (partnership) perspective, not subchapter S. The partnership language baked into those documents won’t translate well for an S corporation. It can set up owners to inadvertently terminate the election.

Jeremy taught a two-hour webinar for the New York State Society of Enrolled Agents on reviewing LLC operating agreements for non-attorneys. He strongly recommends that practitioners request and review operating agreements before recommending any S election. If you’re not already doing this, start.

Examine the balance sheet before you recommend anything

Unlike partnerships, S corporation shareholders don’t get basis for corporate debt, only for bona fide shareholder loans to the corporation. Personal guarantees don’t count. There are no recourse-versus-non-recourse debt considerations like you’d find in a partnership.

Transferring liabilities in excess of assets into the S corporation as part of the §351 exchange—the corporate transfer that happens when an LLC makes that deemed corporate election—can trigger a taxable event. Appreciated fixed assets, especially real estate, create built-in gains issues, and there’s no §754 inside basis step-up available. Jeremy published a detailed post that walks through corporate transfer accounting.

Don’t ignore what happens to the QBI deduction

Owner wages paid by an S corporation are deductible for the business, which reduces qualified business income. That reduction shrinks the §199A qualified business income deduction. Jeremy has seen cases where the QBI reduction offsets most and sometimes nearly all of the self-employment tax savings. “Essentially, it’s a wash.”

The Election Is Easy. The Decision Isn’t

The mechanics of filing Form 2553 may seem straightforward, but the decision to elect S corporation status rarely is. As Jeremy makes clear, the real work is understanding eligibility rules, avoiding procedural traps, and evaluating whether the election actually improves the client’s overall tax picture.

For a deeper walkthrough of the rules, real-world mistakes practitioners make, and the analytical framework Jeremy uses to evaluate S elections, listen to the full episode of Tax in Action.

A Startup Claims AI Can Do Partnership Tax Returns Autonomously, But Where’s the Proof?

Earmark Team · March 23, 2026 ·

Can an AI agent really complete a partnership tax return by itself? A two-year-old startup just raised $100 million claiming it can, but the hosts of The Accounting Podcast want to see the receipts.

In a recent episode, Blake Oliver and David Leary tackle the biggest AI claims hitting accounting right now. A startup called Basis says it built an AI that can prepare partnership tax returns autonomously. Intuit mentioned AI 150 times in one earnings call while announcing deals with both OpenAI and Anthropic. And new desktop tools let accountants automate recurring tasks without writing any code.

But that’s not all they covered. Trump’s tariffs were just ruled illegal, setting up a gold rush of refund claims. There’s finally a Senate bill to regulate tax preparers, because believe it or not, there are currently zero requirements. And one tax expert bet his life savings against DOGE and won.

A Billion-Dollar Claim (But Where Are the Receipts?)

The most jaw-dropping news comes from Basis, a startup founded in 2023 that just hit unicorn status. They raised $100 million at a $1.15 billion valuation, with money from Google Ventures and former Goldman Sachs CEO Lloyd Blankfein. The company claims it built an AI agent that can complete a partnership tax return autonomously.

Blake explained why this would be huge if true. “When you use TurboTax and you go through the wizard, it’s basically just taking your information and plugging that into the correct boxes on the forms. Partnership returns are much more complex because your balance sheet has to tie out, and you have to make all these adjustments and basis calculations. It gets really complex with the partners’ different shares of ownership.”

If Basis really pulled this off, accounting firms could skip having staff accountants prep these returns entirely. Everything would go straight to manager review. That’s a massive cost savings.

But David isn’t buying it without proof. “Their whole website’s optimized to raise money from investors,” he said. Until just before the fundraising announcement, Basis had no screenshots, videos, or demos anywhere. Its blog posts focus on the money they’ve raised and internal software development rather than showing how the accounting agents actually work.

“Where is this great blog post showing how they’re doing this return?” David asked.

Basis claims 30% of the top 25 accounting firms are “using” their software. But David, drawing from his Intuit days, knows better. “Using and using are not the same two words. A big accounting firm would buy 2,500 seat licenses for QuickBooks. A year later, they rolled out two to clients.”

Blake’s message to Basis was simple, “If you’re listening, we want to see it.”

Get Ready for the Refund Rush as Trump Tariffs Ruled Illegal

While everyone’s debating AI, there’s real money on the table right now from Trump’s tariffs. The Supreme Court ruled them illegal, and companies are scrambling for refunds.

“Eighteen hundred companies have already filed refund lawsuits against the federal government,” Blake reported. Big names like Costco, Goodyear, Barnes and Noble, and FedEx are in the mix. Through December 10th, at least 301,000 importers were subject to these now-illegal tariffs.

The kicker is Trump immediately announced new 15% global tariffs under a different law. But Blake thinks these are probably illegal too. “We have trade deficits, but we don’t have balance of payments deficits,” he explained. Trump is using a law from the 1970s when the U.S. was on the gold standard. Those conditions don’t exist anymore.

The administration’s own lawyers previously argued companies could get refunds if the tariffs were ruled unlawful. Now they’re stuck with that position. As one viewer commented during the livestream, “Only the richest companies will get tariff refunds, and consumers will get hosed in the end.”

“Offer this as a service at your firm,” David says, offering accountants a business idea. “Spin up a service and help importers get their tariff refunds.”

Intuit’s Playing Every Side of the AI Game

Intuit CEO Sasan Goodarzi mentioned AI about once every 30 seconds during the company’s recent earnings call, a total of about 150 times. But the real story is its strategy of partnering with everyone.

They’re working with OpenAI and Anthropic’s Claude. Plus, they’re building their own AI. David compared it to Microsoft in the late ’80s. “Microsoft was working on Windows. At the same time, they were in bed with Apple working on Mac OS, and they were working with IBM on OS/2. Nobody knew which OS was going to win.”

Intuit’s betting that no matter which AI platform wins, it wins too.

Goodarzi made an interesting point about why AI companies want to partner rather than compete. “Frankly, in some ways, this addressable market is too small for them to even worry about.” Accounting AI is tiny compared to the trillion-dollar AI market. These companies would rather partner with Intuit than build their own accounting platform.

The company claims its AI saves customers 12 hours per month on accounting and 17 to 18 hours a week on financial statements. But David called BS. “I just can’t imagine any small business owner spending 18 hours a week building a P&L or a cash flow statement—maybe one week a year.”

But Blake sees why Intuit will survive. “They have the data. They are the trusted database for accounting, financial, and tax information. Somebody could build a QuickBooks clone, but you’re not going to get everyone to switch.”

The AI Tools You Can Actually Use Today

While companies make billion-dollar bets, there are tools available right now that work. Blake’s current obsession is Claude Cowork, which can access files on your computer and click around your desktop.

“You could say every time a new file is added to this folder, look at it and analyze it and figure out what to do with it,” Blake explained. “Maybe I want you to plug those numbers into some practice management system. Maybe I want you to take that file and create an invoice.”

Blake built his own automation that takes meeting notes from Google, extracts all the tasks he committed to, and automatically adds them to his task list with due dates. “I don’t have to wait around for somebody to have that bright idea. I can just build it myself right now.”

The workforce impact is already showing up. According to a Kantata survey, 87% of professional services firms plan to manage AI agents as part of their workforce. But it’s changing the nature of work. The study found that while AI makes workers faster, people end up taking on more tasks and working longer hours without being asked.

For accountants, you’re either a reviewer or you’re in trouble. “It’s hard to get an entry-level job or a job where you’re the doer,” Blake said. “But if you are a reviewer or manager, if you have experience and you know what you’re looking at, you are super in demand.”

Other Big Developments This Week

Other news Blake and David covered in this episode includes:

  • A Senate bill to regulate tax preparers. There are currently zero requirements to be a paid tax preparer in the US. A new bipartisan bill would let the IRS deny or revoke preparer ID numbers and crack down on ghost preparers who don’t sign returns.
  • SEC considers biannual reporting. Public companies might only have to report twice a year instead of quarterly. Blake likes the idea. “One of the problems in the US is that companies are expected to beat earnings estimates quarter after quarter. It incentivizes them to make short-term decisions.”
  • Washington’s CPA problem. Washington State issued a record 2,086 CPA licenses last year, but 60% went to international candidates. You don’t even need a Social Security number to get a CPA license in Washington. “Is the accounting shortage actually getting solved, or is Washington just becoming a gateway for outsourcing?” Blake asked.
  • The DOGE bet. Alan Cole, senior economist at the Tax Foundation, bet $342,000 of his life savings that the Department of Government Efficiency wouldn’t cut spending. He won $128,000 when the government spent more in 2025 than in 2024. “We were smart enough. We could have done this,” David observed.
  • IRS scam alert. A Michigan man lost over $1 million to scammers claiming they needed to move his money to a “federal IRS locker” for protection. “Send all your clients an email telling them that this doesn’t exist,” David advises accountants. “It’s a good story. Your clients will open it, and it looks like you’re providing value.”

The accounting profession is at a crossroads. AI agents might really be able to do complex tax returns. Legacy software companies are scrambling to stay relevant. And the tools available today are already changing how work gets done.

But as Aaron Harris from Sage pointed out, “Technology shifts faster than customer trust.” And David added, “It’s probably even worse with accountants.”

Want to hear the full discussion, including why IBM lost $31 billion in market cap when Claude learned COBOL programming? Listen to the complete episode of The Accounting Podcast.

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