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Audit Crisis: How Flawed Incentives and AI Are Reshaping the Accounting Profession

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In a recent episode of The Accounting Podcast, we explored alarming trends in audit quality shaking the foundations of our profession. The numbers are stark: the Public Company Accounting Oversight Board (PCAOB) found that Ernst & Young (EY), one of the Big Four firms, has a staggering 37% deficiency rate in its audits. Even PricewaterhouseCoopers (PwC), the “best” performer among the Big Four, has an 18% deficiency rate. These deficiencies are so significant that, according to the PCAOB, the auditors should not have issued their opinions.

As audit deficiency rates remain stubbornly high and scandals shake investor confidence, the accounting profession must confront systemic issues undermining audit quality—including misaligned incentives, inadequate staffing, and outdated practices—to restore trust in financial markets and secure their future relevance.

The Alarming State of Audit Quality

When we discuss a crisis in audit quality, we’re not exaggerating. The deficiency rates reported by the PCAOB paint a troubling picture of the state of auditing in the United States:

  • EY has a 37% deficiency rate—the highest among its peers.
  • PwC, despite performing “best” among the Big Four, still has an 18% deficiency rate.
  • BDO, a top 10 firm, has an alarming 86% deficiency rate.

But what do these numbers mean? A Part 1.A deficiency indicates that the auditor “had not obtained sufficient appropriate audit evidence to support its opinion(s) on the issuer’s financial statements and/or ICFR.” In other words, it means the auditor should not have issued their opinion, and potentially, investors should not rely on it.

This is not just a minor oversight—it’s a fundamental audit process failure. When nearly four out of ten audits at a Big Four firm like EY are deficient, or when 86% of BDO’s audits fail to meet standards, we’re looking at systemic issues that threaten the foundation of our financial markets.

The most common deficiencies relate to basic audit tasks:

  • Performing substantive testing.
  • Testing controls over data accuracy.
  • Evaluating the effectiveness of internal controls.

In essence, auditors are failing to perform the core responsibilities that investors rely on them to perform. These high deficiency rates directly erode investor confidence. When investors can’t trust the audited financial statements, the entire financial reporting and investment system becomes compromised.

Why are these deficiency rates so high? We need to examine the business models and incentives driving audit firms to answer that.

Misaligned Incentives and Flawed Business Models

At the heart of the audit quality crisis lies a troubling truth: audit firms’ business models are fundamentally misaligned with the goal of producing high-quality audits. Instead, they incentivize practices that prioritize profit over thoroughness and accuracy.

One primary strategy audit firms employ to maximize revenue is understaffing. Having the fewest people work on the audits leads to overworked staff and rushed audits, increasing the likelihood of errors and oversights.

EY provides a stark example of this strategy in action. The firm boasts the highest revenue per employee among the Big Four at $383,900. While impressive from a business perspective, it raises serious questions about the firm’s ability to allocate sufficient resources to each audit.

Another concerning practice is the lack of transparency around materiality thresholds. Auditors use these thresholds to determine what issues are significant enough to report. However, these standards are not publicly disclosed and can be manipulated. It’s possible to cover up something undesirable by deeming it “immaterial.” This lack of transparency allows auditors to ignore or downplay significant issues, further undermining the reliability of their opinions.

However, the biggest problem is that auditors lack the financial incentive to detect fraud or significant issues. They have every incentive to do the audit quickly, even if it means overlooking critical problems.

These misaligned incentives and flawed business models directly contribute to the high deficiency rates. They create an environment where cutting corners is rewarded, and thoroughness is penalized, contradicting the fundamental purpose of an audit.

The Supermicro Scandal: A Case Study in Audit Failure

The recent Supermicro scandal provides a vivid example of how systemic auditing issues can lead to significant market disruptions and erode investor confidence.

Supermicro Computing, a major player in the tech industry, recently announced an accounting delay that caused its stock to plummet 19% in a single day. This followed a report by Hindenburg Research, which alleged dubious accounting practices at the company.

Based on a three-month investigation, the Hindenburg report uncovered glaring accounting red flags, including:

  • Undisclosed related-party transactions involving nearly $1 billion were paid over three years to suppliers partly owned by the CEO’s brothers.
  • Rehiring executives involved in previous accounting scandals less than three months after paying a $17.5 million SEC settlement for widespread accounting violations.

But where was Deloitte, Supermicro’s auditor, in all of this? Despite charging $4.5 million annually for their services, Deloitte failed to identify or report these significant issues. Their audit letters for 2022 and 2023 were nearly identical, focusing only on inventory valuation as a critical audit matter.

Adding to the concern, an AI system developed by Hudson Rock had identified potential accounting risks at Supermicro two years before these issues came to light. As my co-host, David Leary, points out, “If AI can surface these audit problems before companies can, people aren’t going to want to pay $4.5 million for an audit.”

The emergence of AI challenges the traditional audit model and demands a reevaluation of how we approach financial oversight.

A Call for Reform

The audit profession stands at a crossroads. The alarming PCAOB deficiency rates, misaligned incentives driving audit firm business models, and high-profile failures like the Supermicro scandal all point to a systemic crisis in audit quality.

This isn’t just an issue for accountants and auditors—it’s a threat to the integrity of our entire financial system. Investors rely on audited financial statements to make informed decisions, and when those audits fail, the consequences can be catastrophic.

The emergence of AI as a potentially more effective tool for detecting accounting irregularities further challenges the traditional audit model. Significant changes are needed—from realigning incentives to embracing new technologies—to restore trust in the audit process and secure the future relevance of the profession.

But change won’t happen without a concerted effort from all of us in the accounting world. We must confront these challenges head-on, push for meaningful reforms, and reimagine what high-quality auditing looks like in the 21st century.

To hear our full analysis, including potential solutions and ways you can make a difference, listen to this episode of The Accounting Podcast.

Is Your Accounting Firm Missing Out on the Power of Community-Driven Growth?

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What if the future success of CPA firms depends not just on financial expertise but on building a supportive, purpose-driven community? Rachel and Marcus Dillon, owners of Dillon Business Advisors and co-hosts of the Who’s Really the BOSS? podcast, believe community is the key. With their innovative platform, newly rebranded as Collective by DBA, they’re transforming how accounting firms operate by fostering a community that empowers entire teams—not just the owners.

Addressing Gaps in Accounting Firm Support

Accounting firms today face numerous challenges—from managing remote teams to staying updated with ever-changing regulations. Rachel highlights the struggle:

“We were looking for a community that could serve our team. We wanted accountability and ongoing support solution for the real-life, day-in and day-out challenges our team members were facing—not just the owner but the entire team.”

Existing peer communities in the accounting profession fell short, often focusing solely on firm owners or offering fragmented support. Marcus adds:

“We wanted to support the whole team, from leadership to admin. We wanted to ensure everyone was supported in one place with similar teams.”

Recognizing a gap in comprehensive, team-wide support, Rachel and Marcus, along with Amy McCarty, created Collective by DBA. Their goal was to address the technical aspects of running an accounting firm and the human element—fostering collaboration, facilitating professional development, and cultivating a sense of community across all levels.

Creating a Holistic Support Ecosystem

Collective by DBA is more than a professional network; it’s a carefully crafted ecosystem designed to support accounting firms at every level. At its core, it is a community platform where members, called “Insiders,” can share resources, communicate, and collaborate on topics ranging from client management strategies to the latest tax regulations.

Rachel explains:

“When you join the Collective, you become an Insider. It’s for the firm—not just one person or the owner or a partner. It’s for the whole team.”

The platform offers:

  • Webinars on current topics: Providing insights into industry trends and challenges.
  • Live streams for real-time problem solving: Allowing members to tackle issues collaboratively as they arise.
  • In-person events: Facilitating deeper networking and learning opportunities.
  • Discussion boards: Providing a place for members to share and receive feedback on potential initiatives and current challenges.
  • Resources: Offering guides and templates related to accounting firm operations and management.

The community is structured around three main pillars:

  1. Strategy: Helping firms define their vision, target the right clients, and plan for growth.
  2. Structure: Guiding firms in organizing their teams, roles, and workflows for maximum efficiency.
  3. Systems: Assisting in selecting and implementing tools and processes to streamline operations.

A standout feature of Collective by DBA is its vendor-free environment. Marcus emphasizes:

“There are no vendors in this group. Behind the paywall are other firm owners. There’s nobody with a vested interest in a software company trying to sell you something.”

This approach fosters open, honest discussions about software, best practices, and industry challenges without the pressure of sales pitches. Members can freely share their experiences with different tools or strategies, ensuring the focus remains on practical, peer-tested solutions.

Embedding Core Values into Operations

At the heart of Collective by DBA is a clear vision and core values guiding every operation. Rachel articulates this vision:

“We are creating a future where success is measured by the positive impact we make on individuals, businesses, and our communities by connecting and inspiring professionals focused on continual learning and leaving a legacy.”

Their core values, encapsulated in the acronym IMPACT, are:

  • Integrity. “When we say yes or no to the size of an event or the location of an event, we’re doing back to those values,” Rachel notes. “Does it align? If it doesn’t, then it’s an easy no.”
  • Meaningful work. “We want our Insiders to continually get better. So we want to see a change—a noticeable difference, a positive impact,” Rachel says.
  • People first. This value is evident in their commitment to supporting entire accounting teams, not just firm owners.
  • Appreciation. “This has always been on our heart and, really, a calling to serve others, to serve our peers in the industry,” Rachel explains.
  • Collaboration. Central to their community platform, encouraging knowledge sharing among peers.
  • Transparency. This influences their approach to events and vendor relationships. Marcus notes, “We’ve turned down some people for various reasons. These are hand-selected people that DBA uses, and they’re not there to sell.”

Looking ahead, Collective by DBA plans to expand its offerings. Marcus outlines:

“We will build out different types of accountability at different levels, all the way through to one-on-one support. At the end of the day, you’re either going to spend money or spend time.”

This tiered approach ensures firms of all sizes can find the right level of support to meet their needs and drive growth.

Conclusion

By addressing the need for comprehensive, team-wide support, creating a vendor-free community focused on practical solutions, and embedding core values into every aspect of their operations, the Collective by DBA community meets the holistic needs of high-achieving accounting firms.

Imagine an accounting profession where firms collaborate, share best practices freely, and support and value every team member. Collective by DBA is working to realize this vision.

This community offers an exciting opportunity for CPA firm owners and accounting professionals to transform how they operate, collaborate, and grow. Whether you’re grappling with team management, seeking innovative ways to serve clients, or looking for a supportive community of like-minded professionals, Collective by DBA provides a new path forward.

Ready to transform your accounting firm? Listen to the full Who’s Really the BOSS? podcast episode to learn more about how Collective by DBA can benefit your practice.

Rachel and Marcus Dillon, CPA, own a Texas-based, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 15 professionals. Their latest organization, Collective by DBA, supports and guides accounting firm owners and leaders with firm resources, education, and operational strategy through community, groups, and one-on-one advisory.

From Wall Street Darling to Financial Disgrace: Unraveling the Equity Funding Scandal

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In 1973, the financial world was rocked by a scandal that seemed almost too outrageous to be true: a respected insurance company had fabricated over 56,000 policies, amounting to a staggering $2 billion fraud. This wasn’t just a case of cooking the books; it was a masterclass in how innovation, technology, and unbridled ambition could combine to create one of history’s most audacious financial deceptions.

Welcome to the Equity Funding Corporation of America world, where the line between financial innovation and fraud is blurred beyond recognition. In this episode of the Oh My Fraud podcast, we dive deep into this fascinating case, which offers crucial lessons for modern finance and fraud prevention.

Join us as we explore the birth of Equity Funding’s innovative insurance-mutual fund product, its evolution into a complex fraudulent scheme, and its ultimate unraveling. Along the way, we’ll uncover valuable insights that resonate in today’s world of high-speed trading, complex financial instruments, and ever-present market pressures. The Equity Funding scandal may be a story from the past, but its lessons are more relevant than ever in our ongoing battle against financial fraud.

The Seeds of Fraud: Financial Innovation Gone Awry

At the heart of the Equity Funding scandal lay an innovative financial product that seemed too good to be true—and ultimately proved to be just that. In the late 1950s, Gordon C. McCormick devised a clever combination of mutual funds and term life insurance that would become the cornerstone of Equity Funding’s success.

The product was revolutionary for its time. As Caleb Newquist explains, “Customers could borrow against their mutual fund holdings to pay for a ten-year term life insurance policy.” The genius was in the timing: “The idea was that at the end of the ten years, the value appreciation in the mutual funds would outpace the total amount of the loan.”

This approach offered customers a win-win scenario: they could invest for the future while securing life insurance protection, all without significant upfront costs. For Equity Funding, it was a ticket to rapid growth. The company quickly became one of Wall Street’s favorite financial insurance stocks.

However, this innovative product also laid the groundwork for fraud. Its complexity made it difficult for regulators and auditors to scrutinize, while its success created immense pressure to maintain growth. The stage was set. What began as financial innovation would soon evolve into one of the most elaborate deceptions in corporate history.

The Anatomy of Deception: Crafting a Fraudulent Empire

As Equity Funding’s success grew, so did the pressure to maintain its meteoric rise. At the helm of this growing empire were Stan Goldblum, Fred Levin, and Sam Lowell—a trio whose backgrounds ironically included insurance regulation and embezzlement detection. Goldblum’s approach to leadership was summed up in a chilling statement to Levin: “publicly held companies do not lose money.”

This pressure to always show growth led to the perversion of their innovative product into an elaborate fraud. The company began creating fake insurance policies, manipulating their original concept of combining mutual funds and life insurance into a vehicle for deception.

Technology played a crucial role in this fraud. Greg explains, “Equity funding’s Electronic Data processing department had designed a computer program that would recognize categories of insurance by a code number. Code 99 indicated a business that involved no direct billing. These blocks of policies, Code 99, were then sold to the reinsurers.”

The fraud’s complexity was mind-boggling. A group known as the “Maple Drive Gang” created physical policy files to fool auditors. In a macabre touch of realism, the company even simulated policyholder deaths at a rate comparable to actual mortality rates.

The scale of the deception was staggering. By the time the fraud was uncovered, Equity Funding had created over 56,000 fake policies worth approximately $2 billion. Of the $117 million in loan receivables booked to finance these bogus policies, $62 million was completely non-existent.

The Unraveling: Detection, Exposure, and Consequences

The elaborate fraud at Equity Funding began to unravel in February 1973 when Ronald Secrist, a recently fired vice president, made two pivotal phone calls—one to the New York Insurance Department and another to Raymond Dirks, a securities analyst.

Dirks’ investigation quickly gained momentum. He interviewed former employees, met with current executives, and compiled extensive notes. As word spread, the company’s stock plummeted. On March 27th, the stock hit a low price of $14, and trading was suspended. Desperate attempts by Goldblum and his associates to maintain the facade, including bugging their own offices, proved futile.

The legal consequences were swift and severe. As Caleb details, “On November 1st, 1973, indictments against 22 defendants on 105 counts ranging from securities fraud, mail fraud, bank fraud, filing false documents with the SEC, interstate and transportation of counterfeit securities were filed.” Goldblum, Levin, and Lowell received prison sentences of eight, seven, and five years respectively.

The Equity Funding scandal exposed significant weaknesses in auditing and regulatory oversight, particularly in the face of emerging technologies. Greg’s observation is telling: “I was surprised during the story how much they relied on computers to help perpetrate the fraud.”

This case offers enduring lessons for modern fraud prevention. It underscores the need for robust checks and balances, the importance of whistleblower protections, and the need to adapt auditing practices to keep pace with technological advancements in finance.

Lessons from a Financial Scandal

While rooted in the 1970s, the Equity Funding scandal offers timeless lessons for our modern financial landscape. This case vividly illustrates how innovation can spiral into massive fraud when warped by greed and enabled by technology.

Key insights from this scandal resonate powerfully today:

  1. Complex financial products require equally sophisticated auditing practices
  2. Technology can be a double-edged sword – both a tool for fraud and its detection
  3. Robust whistleblower protections are crucial in exposing corporate malfeasance
  4. Regulatory oversight must evolve as quickly as the financial instruments it governs

As we navigate an era of AI-driven finance, blockchain technologies, and ever-more complex derivatives, the fundamental challenges highlighted by Equity Funding persist. The methods may change, but the potential for fraud remains.

To truly appreciate the intricacies of this landmark case and its relevance to modern fraud prevention, we invite you to listen to the full episode of Oh My Fraud. Whether you’re a finance professional or simply fascinated by white-collar crime, this deep dive into the anatomy of corporate fraud offers valuable insights.

From Zero to CPA in 18 Months

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Consider this: Kenyth Holdefer, who once worked in the mortgage industry, obtained both his bachelor’s and master’s degrees and successfully passed all four CPA exams, all within just 18 months. His extraordinary journey challenges traditional pathways to CPA certification and offers a potential solution to the accounting industry’s talent shortage.

Ken shared his story on The Accounting Podcast, revealing how he started his accounting journey with just 12 college credits. “I googled ‘quick bachelor’s degree,'” he said, highlighting his unconventional approach.

Fast-Tracking Degrees Through Competency-Based Education

Ken needed a swift career change. With its competency-based education model, Western Governors University (WGU) offered a solution.

“They have a different education model,” Ken explained. “If you know the material, there’s no reason to do a bunch of assignments and papers on stuff you already know. If you can prove you know the material by passing the test—basically, there’s a final exam—and if you pass it, you pass the class.”

This model allowed Ken to complete his bachelor’s degree in just three months—a process that usually takes four years. After a short break, he completed his master’s degree in 30 to 35 days.

Balancing this intense study schedule with a full-time job and family responsibilities, Ken often studied from 7 p.m. to midnight after putting his kids to bed. Remarkably, the total cost for both degrees was under $10,000—a fraction of what students typically spend on a single degree.

But can such an accelerated program prepare someone for the CPA exam and the accounting profession? Ken’s success suggests that it can, but it requires tremendous self-discipline and motivation. “You have to be very self-motivated to do this,” he emphasized.

Ken’s Intensive CPA Exam Preparation

With his degrees completed, Ken faced the CPA exams. He approached this challenge with the same intensity as his education.

Ken quit his job in January and dedicated six months to full-time study before starting at an accounting firm in June. He scheduled all four CPA exams at one-month intervals, aiming to take them all before receiving any scores.

“I took it extremely seriously,” Ken said. “I documented everything I was doing, how many hours I was studying because I wanted to pass them all on the first try.” His routine was grueling: studying 8 a.m. to 5 p.m., Monday through Friday, treating preparation like a full-time job.

He explained, “I glanced over all the material, learned a little about everything, and then really focused on the multiple-choice questions and task-based simulations within two weeks of taking the exam.”

Compared to traditional CPA exam preparation over 12–18 months of part-time study, Ken’s method was revolutionary but challenging. “It was a lot of four-hour nights of sleep,” he admitted.

However, the benefits are clear: a dramatically shortened timeline and total focus on exam preparation. Ken’s success proves this approach can yield impressive results for highly motivated individuals.

Implications for the Accounting Profession

Ken’s rapid journey to CPA challenges the accounting industry. With 75% of CPAs nearing retirement, the profession faces a talent shortage. Could accelerated pathways be the solution?

Faster, more affordable routes could attract a diverse pool, including career changers like Ken. However, the profession must ensure that speed doesn’t compromise quality. The CPA license carries weight due to its rigorous standards. Any changes must maintain the high level of expertise expected from CPAs.

Ken’s success suggests it’s time to think creatively about educating and certifying CPAs. By embracing innovation while maintaining excellence, we can ensure a bright future for the profession.

Want to dive deeper into Ken’s extraordinary journey and join the conversation about revolutionizing the path to CPA certification? Listen to the full The Accounting Podcast episode.

Divine Oversight? Lessons from the Vatican’s €350M Real Estate Debacle

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What happens when the guardians of morality become entangled in a web of financial deceit? The recent Vatican scandal, culminating in the prosecution of Cardinal Giovanni Angelo Becciu, offers a startling answer. Once the third most powerful figure in the Catholic Church, Becciu now faces a five-and-a-half-year prison sentence for embezzlement and fraud, sending shockwaves through one of the world’s oldest and most revered institutions.

This extraordinary case, meticulously dissected in an episode of the “Oh My Fraud” podcast, lays bare a troubling truth: no organization, regardless of its spiritual or moral standing, is immune to the temptations of financial misconduct. From a €350 million luxury real estate deal in London’s elite Chelsea district to suspicious transfers to a family member’s charity, the scandal reads like a Hollywood script – yet it unfolded at the very heart of the Vatican.

The Vatican’s Power Structure

In 2014, the Vatican’s leadership triumvirate comprised the Pope, the Vatican Secretary of State, and Archbishop Giovanni Angelo Becciu. Becciu’s position placed him in a unique position of influence over the Church’s financial affairs. This role, combined with the Vatican’s complex financial operations and limited oversight, created an environment ripe for potential abuse.

In Becciu’s case, his authority allowed him to greenlight questionable investments and transfers without sufficient checks and balances. The Vatican’s unique status as both a religious institution and a sovereign state further complicates matters, creating a complex web of authority that can be difficult to navigate and monitor effectively.

The 60 Sloane Investment

In 2014, under Cardinal Becciu’s guidance, the Vatican invested €160 million for a 45% stake in 60 Sloane, a luxury apartment development in London’s exclusive Chelsea area. Five years later, they doubled down, paying an additional €190 million to gain full control.

The controversial nature of this investment goes beyond its sheer size. The Vatican, an institution often associated with charity and spiritual matters, was deeply involved in high-end real estate speculation. Greg adds, “When I think about how any church should spend its money, I’m thinking homeless shelters and soup kitchens, not homes for the ultra rich.”

Moreover, the investment’s structure was a labyrinth of financial complexity. Rather than investing directly, the Vatican put money into a fund that owned 60 Sloane. This fund charged exorbitant fees: a 2% annual management fee plus a 20% incentive fee. This convoluted arrangement allowed paper profits to be booked, resulting in high fees even as the actual investment hemorrhaged value.

The financial impropriety extended beyond the investment itself. Cardinal Becciu authorized a transfer of €125,000 to a charity run by his brother in Sardinia—a clear conflict of interest that the court later ruled embezzlement. In another shocking instance, €575,000 earmarked for negotiating a kidnapped nun’s release was instead misused by an alleged geopolitical expert for luxury shopping and vacations.

Ultimately, the 60 Sloane investment resulted in a staggering loss of €140 million for the Vatican. This case study demonstrates how even seemingly sophisticated investors can fall prey to financial misconduct when proper oversight and ethical leadership are lacking and complex financial structures obscure the true nature of transactions.

Accountability in Action: The Trial and Its Implications

The Vatican financial scandal culminated in a historic two-and-a-half-year trial, marking the first time a Catholic cardinal was prosecuted in the Vatican’s criminal court. 

Cardinal Becciu, once considered a potential future pope, was found guilty of several counts of embezzlement and fraud, receiving a sentence of five and a half years in prison and a fine of €8,000. Other key players faced similar fates: Gianluigi Torzi, involved in the property deal, was sentenced to six years for extortion, while Cecilia Marogna received a three-year and nine-month sentence for embezzlement.

The case of Cardinal Becciu is particularly intriguing because he was convicted of crimes from which he did not directly benefit. This nuance underscores the complexity of financial misconduct in large institutions, where the lines between poor judgment, conflict of interest, and outright fraud can often blur.

Conclusion: A Universal Lesson in Accountability

The challenges of implementing effective financial controls, as revealed in this case, are not unique to religious organizations. The Vatican scandal is a cautionary tale, reminding us that in finance, reputation, and moral authority are no substitutes for rigorous oversight and ethical conduct.

Those intrigued by this fascinating intersection of faith, finance, and fraud should listen to the full “Oh My Fraud” podcast episode. It offers a detailed account of the scandal and valuable insights for anyone interested in understanding and preventing financial misconduct.