Uncategorized

How a “secret menu” tax service protects capacity and creates value

Earmark Team · August 28, 2026 ·

One of Rachel and Marcus Dillon’s tax services is missing from their firm’s website. That is not an oversight. It is a capacity strategy.

In a summer 2026 episode of Who’s Really the BOSS?, Rachel and Marcus explain how they built the Tax Advisory Plan (TAP). Their firm stopped accepting annual-only individual and business tax clients around 2018. But strong referrals kept coming from financial advisors, professional partners, and existing clients.

Their first monthly solution, Advice with the Intent to Minimize (AIM) taxes, proved that clients would pay for ongoing access. But at $150 per month, AIM created a new version of the 1040 practice the firm had tried to leave behind.

TAP became the better model, offering higher-value planning, clear service boundaries, and a hard limit on growth.

Better pricing starts with a better definition of value

A monthly engagement doesn’t become advisory work simply by dividing an annual tax fee by 12. Marcus says AIM clients often viewed the service that way: a tax return paid in installments, with team access included.

“What we’re doing is creating a whole new 1040 practice,” he says.

TAP changed the price and the value. The base fee is $500 per month and includes:

Preparing and filing the client’s individual tax return
Two tax projections, generally in early June and late October
Recorded commentary explaining each projection
An invitation to a planning meeting after each projection
Year-round access for questions about financial and tax decisions

That access matters. When a friend suggests using the Augusta rule or another tax strategy, clients can ask the DBA team before acting instead of relying on a web search or an AI tool.

Trust returns and other complexities may increase the monthly fee. Clients with investment or real estate entities can also add quarterly QuickBooks Online support for about $250 to $500 per month.

The best-fit clients are high-income earners, high-net-worth households, K-1 recipients, investors, and people with Schedule C or Schedule E activity. The common thread is meaningful planning opportunities.

That distinction also shapes how the firm brings clients onboard.

Clients usually arrive with life questions

New TAP clients generally pay a one-time onboarding fee starting at $750. Existing client accounting and advisory services (CAS) clients who transition into TAP usually don’t pay the onboarding fee, because the firm already knows their history.

The onboarding fee covers a review of the most recently filed return and a kickoff call with the service team. New or amended returns are priced separately when needed.

Marcus notes that accountants often assume a prospect’s main problem is missing compliance work. Compliance is familiar and comfortable for us. But clients are often worried about a life event, a financial decision, or an uncertain future.

A former client named Jerry illustrates the difference. Jerry left the firm around 2017 or 2018 after winding down his consulting business. His tax return became simple enough to prepare himself. Years later, he contacted the firm after his brother-in-law died in California.

Marcus first assumed Jerry needed a referral for a California trust matter. Rachel took the call and learned that Jerry already had a California attorney and CPA. His real questions involved inherited property, investment accounts, retirement income, his wife’s retirement, and future required minimum distributions.

Within minutes, Rachel explained that moving from a self-prepared return to TAP would cost $500 per month. Jerry continued the conversation and signed a $500-per-month engagement with a $750 onboarding fee within 48 hours.

His last return was a simple Form 1040-SR. Pricing based only on that return would have missed the point. The value was helping him make decisions early.

Once a client signs, the next safeguard is a team-based service model.

A team of 3 prevents partner dependency

Each TAP client works with a tax administrator, tax controller, and director of tax and financial planning. Before the client kickoff, the team holds an internal Sales-Onboard-Service (SOS) meeting to transfer notes and identify unanswered questions.

The client then joins a 30-minute virtual kickoff call. Rachel attends to ensure the service team’s expectations match what she promised during the sales process.

The roles are clear:

Tax administrator: Manages Canopy setup, document requests, engagement letters, organizers, e-signatures, return delivery, and filing notices
Tax controller: Prepares returns when needed, performs much of the review, and helps manage the client relationship
Director of tax and financial planning: Provides higher-level review, technical support, tax updates, and team education

Although the titles may suggest a hierarchy, the administrator and controller often have the most client contact. Clients receive help from the people closest to the work instead of waiting for a partner.

Pricing, payment, and engagement changes go back to Rachel. This allows the service team to focus on serving clients while one gatekeeper protects scope and capacity.

That structure also gives TAP room to support clients through major transitions.

TAP can be an off-ramp or an on-ramp

One longtime CAS client moved into TAP after selling his business. He continued consulting for the buyer as a 1099 contractor, so the firm added quarterly QBO support for his entity.

Three months later, he wanted help tracking sale proceeds, investment accounts, personal spending, and several large purchases. He moved back into a CAS-style engagement, this time for his family group.

TAP can serve several purposes:

An off-ramp after a client sells or closes a business
An on-ramp when personal finances grow into family-group CAS work
A source of continuity during a major life transition
A respectful exit when a client doesn’t want to pay $6,000 per year for planning

However, the model only works if the firm controls how quickly it grows.

A 10-client cap keeps TAP off the website

The firm doesn’t have a TAP growth target. In fact, they accept no more than 10 new TAP clients per year. At the time of the episode, it had accepted two for 2026.

These clients still have individual returns with fixed deadlines. Too many new engagements create seasonal pressure, even if the work is priced well. The cap protects service quality and supports a steady year-round workload.

That is also why they don’t advertise TAP. “I don’t want to have all my calendar filled up with the wrong-fit prospects,” Rachel says. “I need room on my calendar for right-fit prospects.”

The website promotes services the firm wants to scale. TAP remains a “secret menu” option for trusted referrals and existing clients in transition.

Build the guardrails before accepting the work

TAP offers several practical lessons for firm leaders:

Define the planning, access, and outcomes before setting the price
Qualify clients by their planning needs, not just their tax forms
Use a team so the relationship does not depend on one partner
Give one person authority over pricing and scope
Cap deadline-driven work before it strains the team
Advertise only the services you truly want to scale

Growth doesn’t always mean serving more clients. A deliberately limited service can create stronger relationships, more meaningful work, and better use of team capacity.

To hear Rachel and Marcus explain TAP’s pricing, onboarding, staffing, client stories, and secret-menu strategy, listen to the full episode of Who’s Really the BOSS?.

Rachel and Marcus Dillon, CPA, own a national, remote client accounting and advisory services firm, Dillon Business Advisors, with a team of 28 professionals. Their latest organization, Collective by DBA, supports and guides accounting firm owners and teamss with firm resources, education, and operational strategy through Streamlined OS , groups, and one-on-one advisory.

From Burned Out to Built Up: How Workflow Systems Transform Average Accountants into A-Players

Earmark Team · December 22, 2025 ·

“This is the first year where we didn’t have any crazy day during tax season,” a firm owner told Mary Delaney after 25 years in practice. The secret? They had finally mastered workflow automation, transforming their firm from a chaotic fire-fighting operation into a well-oiled machine where even tax season runs smoothly.

In this episode of the Earmark Podcast, recorded live at the Advisory Amplified conference in Chicago, host Blake Oliver sits down with two workflow transformation experts: Mary Delaney, CEO of Karbon, and Kenji Kuramoto, co-founder of Acuity and a pioneer in remote operations and client accounting services.

The trio discussed how accounting firms can break free from the exhausting cycle of individual heroics and constant firefighting. Forward-thinking practitioners realize documented workflows are the foundation for scaling beyond founder dependence and actually delivering the advisory services clients need.

From Chaos to Control: The Science of Accounting

The accounting profession has long operated as a craft, where success depended on individual practitioners juggling multiple responsibilities. But as Delaney explains, the real revolution comes from “turning it into a science” through systematic documentation and automation.

Oliver knows the old way’s exhausting reality firsthand. “In order to be an A player, you had to be really good at putting out fires, juggling a bunch of things,” he reflects. “You had to be so organized yourself. There was no support system underneath you.” He admits candidly, “I wasn’t an A player. That’s the thing. That’s why I didn’t last.”

Workflows change this equation. Instead of requiring heroic individual effort, firms create systems that support everyone on the team. Delaney’s approach starts with observation, or what she calls “time studies.”

“I’ll take a team of two or three people to our customer’s location and do an on-site for a day, literally sitting and watching our customers work,” she explains. “I’ll watch three people do their tax work for 20 minutes, or three people do advisory. You’ll see they pull up a report. You’ll see they write something down. Why are you writing that down? What are you doing with that?”

These observations reveal areas of waste, automation possibilities, training gaps, and process inconsistencies that might otherwise stay hidden.

From Struggling CFO to Workflow Champion

Kuramoto’s experience demonstrates how workflow can transform careers. Coming from Big Four audit, he founded Acuity but admits he wasn’t naturally gifted at the work. “I was a moderately technical CFO and accountant,” he says with characteristic humor. “Luckily, I have a little bit of a quirky personality and I’m pretty outgoing, so clients liked me. But I was not the most technical.”

His firm’s workflow evolution started with simply moving from paper to Excel spreadsheets. They progressed to digital task management tools, with Kuramoto initially dreaming that someday systems might automatically check off completed tasks.

“I thought for a long time that the epitome of what an ideal workflow would look like would be when you completed some task, somehow the tool just knew it and it checked it off,” he recalls. Today’s reality exceeds even that vision. “Now the workflow tool is actually doing the work. I don’t think I ever even imagined it taking that leap forward.”

Kuramoto found that workflow helped him overcome his limitations. When senior CFOs in his firm documented their processes, he learned from them quickly. “Can I please take a look at your process for how you run a board meeting or raise capital, or how you build a proforma model?” he would ask. “I could learn so much quicker by just looking at a playbook for how they got there.”

This knowledge-sharing transformed Acuity’s recruiting. They began targeting controllers and VPs of finance who aspired to become CFOs.

Making Workflow Empowering, Not Controlling

The biggest obstacle to workflow implementation isn’t technology; it’s people. Senior professionals, especially in advisory roles, often resist standardization. Kuramoto learned this firsthand when implementing workflows with senior CFOs at Acuity.

“They are sometimes the least receptive to change,” Kuramoto admits. Despite being the founder, when he suggested creating standardized processes, the reception was cool. “To them, initially, it felt like more of an accountability tool. Like I was telling them how to work versus letting them feel like they had ownership of the work.”

Delaney’s solution centers on showing the “what’s in it for me” factor. “If we map it out, we can automate some of it. And the part we automate is the energy-draining low value work,” she explains. “All of a sudden they get to do more of what they love.”

The transformation happens when workflow becomes a knowledge-sharing tool rather than a constraint. With better visibility into how people work, firms can identify real problems. “We could identify where someone was a B or C player, but it started understanding why,” Kuramoto explains. “Were we missing out on training? Were we overwhelming their schedule? Were they stuck on tough clients?”

Delaney emphasizes that workflow reveals patterns. “You can see some people are rock stars, but instead of saying they’re just incredible, you start to study what they do and you can train that to others. All of a sudden you’re lifting your C players to be in your B to A players.”

The 30-Day Transformation Plan

Delaney offers a rapid transformation plan for firms drowning in chaos. If dropped into a small firm as CEO with 30 days to free up capacity, here’s what she’d do:

First, “I would make sure I understood what their job is, how we measure performance, and how they will be compensated and recognized.” This clarity alone can unlock 20-30% more capacity because “if people understand clearly their job and expectations and they have something they’re chasing, you will get 20, 30% more out of them.”

Second, “Look at our customers and see if there’s any we should let go or just increase the price.”

Third, conduct time studies. “Sitting there and watching people work, you can see all the areas of waste. What can we automate? You also see where there are training gaps.”

The results can be dramatic. Remember that firm with their first stress-free tax season in 25 years? “They have the process down, they have capacity planning down, they work ahead,” Delaney explains. “They have all the insights to manage every minute wisely. So it’s not putting out fires.”

Workflow as the Foundation for Growth

This workflow discipline is critical during mergers and acquisitions. Kuramoto’s first acquisition taught him this lesson painfully. “The first firm we acquired was kind of a disaster,” he admits. “We had incredibly dissimilar ways of working. Even though on paper we delivered some of the same services, the way we did it was so different.”

They waited too long to integrate workflows. “We didn’t want to disrupt things, so we waited a long time. It was an awful transaction for us, largely because we didn’t get workflow on the same page.”

This experience changed how Acuity approached their eventual merger with 14 firms. “When we went through due diligence, they looked heavily at our workflow. What were we doing? How are we putting it together? Most acquisitions don’t fail because the deal isn’t good. It’s because the integration doesn’t work.”

For firms ready to transform, Delaney emphasizes investing in dedicated operations resources. “The one thing they never regretted was hiring a non-billable person to start really moving on quality and scaling and operations,” she notes, recommending this when firms reach 10-20 people. “The gift you give yourself is having someone who spends 100% of their time looking at how to make the firm better, versus how to bill dollars today.”

The AI-Powered Future

Looking ahead, AI promises to accelerate this workflow revolution. The Karbon-Aider acquisition, announced that very morning, exemplifies this vision. “Aider is all about automating month end and getting you to insights that you can immediately share back with your customers,” Delaney explains.

But she cautions that AI requires careful implementation. “The challenge with AI is it’s highly imperfect. We’re building agents to do the work, but you have to show all the agent’s work, and give it a step for a human to check it and sign off. Because in accounting, you have to be perfect.”

The future Kuramoto envisioned is becoming reality in ways he never imagined. What started as digitized checklists has evolved into tools that actually perform the work itself.

Your Firm’s Revolution Starts Now

The conversation between Oliver, Delaney, and Kuramoto at Advisory Amplified shows the firms thriving today aren’t necessarily those with the most talented individuals. They’re the ones who’ve systematically documented and optimized how work gets done.

This transformation is about democratizing expertise across teams, creating sustainable careers that don’t require heroic effort, and delivering consistent advisory services that clients need. The stakes keep rising as AI tools mature. Firms with strong workflow foundations will leverage these technologies effectively while others risk being left behind.

The good news? You don’t need years to see results. Delaney’s 30-day plan shows that simple steps can unlock 20-30% more capacity almost immediately. And unlike the old model where success required exceptional individual talent, the workflow revolution means firms can build operations that elevate everyone.

Want to learn more about transforming your firm from chaos to capacity? Listen to the full conversation with Delaney and Kuramoto on the Earmark Podcast, where they share additional insights, implementation strategies, and discuss how AI is reshaping accounting practice. The revolution isn’t coming; it’s already here.

How Trump’s Pick to Run Medicare Paid No Medicare Taxes in 2023

Earmark Team · April 10, 2025 ·

Dr. Mehmet Oz—President Trump’s nominee to lead the Centers for Medicare and Medicaid Services (CMS)—paid no Medicare taxes in 2023 and only negligible amounts in 2022, according to recent reports.

This revelation from a recent episode of The Accounting Podcast spotlights tax strategies used by wealthy individuals and raises questions about who funds our social programs.

The Limited Partner Exemption: Dr. Oz’s Tax Strategy

At the center of this controversy is a tax strategy known as the “limited partner exemption” to self-employment taxes. Here’s how it works:

Self-employed individuals typically must pay 15.3% in self-employment taxes, which includes 12.4% for Social Security (applied only to the first $168,600 of income in 2024) and 2.9-3.8% for Medicare. Unlike Social Security taxes, Medicare taxes have no income cap, making them a significant consideration for high-income earners like Dr. Oz, whose net worth is estimated between $100 and 300 million.

The limited partner exemption, found in Internal Revenue Code section 1402(a)(13), allows certain individuals to avoid these taxes. As Blake explained, “The provision excludes the distributive share of any item of income or loss of a limited partner as such, other than guaranteed payments from net earnings from self-employment.”

Dr. Oz employed this strategy through his limited liability company, Oz Property Holdings LLC. By classifying himself as a limited partner, he reportedly avoided approximately $440,000 in Social Security and Medicare taxes over the examined period.

“What is a limited partner? It’s ambiguous because the IRS and the Treasury regulations do not provide a clear definition of what a limited partner is,” noted Oliver. This ambiguity creates a significant gray area that can be exploited, especially since these rules were created before LLCs became common in the 1990s.

Democratic staff on the Senate Finance Committee have questioned Dr. Oz’s classification, arguing he couldn’t truly be a limited partner because he was actively involved in his business operations. A recent Tax Court case (Soroban Capital Partners L.P. v. Commissioner, November 2023) rejected the argument that limited partners can never be subject to self-employment tax, instead calling for a “functional analysis” of involvement. However, the court didn’t establish specific criteria for making this determination.

“The court didn’t make this easy and they didn’t establish any test on what a limited partner is, whether you’re actively involved in the business,” Blake observed. “So there you have that gray area that you can exploit like Dr. Oz, to not pay Medicare taxes.”

IRS Enforcement Challenges Amid Workforce Reductions

The Dr. Oz tax strategy story emerges as the IRS faces significant challenges. The Department of Government Efficiency (DOGE), led by Elon Musk, has proposed cutting the IRS workforce by 20% by May 15th—a reduction from earlier rumors of 50% cuts among the agency’s 90,000 employees.

These cuts would eliminate nearly 6,800 additional employees, in addition to the 6,700 probationary employees already let go and 4,700 employees who took voluntary buyouts under the “fork in the road” program.

“We know from years of covering this that every dollar you put into the IRS gets you back $12 in taxes that are going uncollected right now,” explained Blake. “And the tax gap is in the hundreds of billions of dollars a year. So if we actually want to solve the budget crisis, if we want to solve the debt problem in this country, we need to collect revenue.”

Without sufficient revenue agents to pursue complex cases involving high-income taxpayers, questionable tax strategies may continue unchecked. The legal battle over these cuts has already begun, with a federal judge ordering six federal agencies, including the Treasury Department, to rehire probationary employees who were fired last month.

The IRS also faces significant technological challenges. Jeff Johnson, a former IRS employee interviewed by Blake, described an antiquated system in which employees must use green-screen interfaces to access tax information—a tedious process that limits efficiency.

“IRS systems are extremely antiquated,” Oliver explained. “Jeff described having to log into a green screen system where you pull tax information, and it’s extremely tedious. You can print to PDF. That’s about all you can do.”

Blake argued that the solution isn’t simply more personnel: “This is a problem that actually can’t be solved with more people. It can only be solved with modern technology.” More efficient technology could potentially allow fewer agents to conduct more audits effectively.

In another sign of internal conflict, William Paul, the IRS acting chief counsel, was demoted after reportedly clashing with DOGE over sharing tax information with multiple agencies.

Implications for Tax Professionals and Policy

Dr. Oz’s tax strategy raises important questions for accounting professionals and tax policy. The case illustrates how ambiguity in tax law creates opportunities for sophisticated planning that often benefits wealthy individuals.

“Just think about this,” Blake remarked. “How many people are doing this, classifying themselves as limited partners when they’re actually actively involved in the business? Probably lots, because it seems like it’s a fairly easy thing to do because of the gray area involved.”

This ambiguity persists despite the IRS proposing regulations in 1997 that would have formalized the definition of a “limited partner.” These rules were never finalized, leaving a persistent gray area.

The strategy bears similarities to S Corporation compensation planning, where owners must determine a “reasonable salary” to pay themselves, with the remainder potentially exempt from self-employment taxes. Both areas involve significant professional judgment.

Proper documentation is crucial for accounting professionals when employing such strategies. Blake recalled an interview with Jasmine DiLucci in which she pointed out that it doesn’t matter how clever your tax strategy is if you don’t execute it properly. This means having documentation to back up your tax position in case of an audit.

However, the likelihood of IRS challenges to such strategies is directly tied to enforcement capacity. “If you are helping really high net worth individuals avoid taxes, it’s actually great if you have all this ambiguity, and it’s great if you don’t have a lot of revenue agents going after you,” Blake noted.

Perhaps most significantly, Dr. Oz’s case only came to light because of his political nomination. As Blake observed, “I bet you this would never have come to light, and Dr. Oz would never have been audited and asked to pay this Medicare tax, Social Security tax, unless he had become political.”

Unfortunately, scrutiny of tax strategies often depends more on public visibility than systematic enforcement. For every high-profile case that receives attention, countless others likely remain unexposed.

The Tax Strategy Paradox

The irony is striking—someone who avoided Medicare taxes is now nominated to lead the Medicare system. While the strategy appears legal under current tax law, it raises questions about fairness in our tax system.

“I mean, we should be doing this, David. Nobody’s ever going to audit us,” Blake remarked half-jokingly—highlighting how enforcement gaps create opportunities for aggressive tax planning.

For accounting professionals, Dr. Oz’s case offers important lessons about documentation, enforcement realities, and ethical considerations when advising clients on tax strategies. As enforcement resources diminish, professional judgment and ethics become increasingly important safeguards for tax system integrity.

To hear the complete analysis of Dr. Oz’s tax strategy and its implications, listen to the full episode of The Accounting Podcast using the player above or listen here.

Peloton Co-Founder Sets Out to Create a Cost-Effective Alternative to ERP Systems for Startups

Blake Oliver · February 10, 2023 ·

Up until now, rapidly scaling mid- to large-size companies had no choice but to invest in enterprise resource planning (ERP) systems (think NetSuite, SAP, Oracle) in order to go public (IPO). But what if there was another option? One that doesn’t cost a fortune, doesn’t require a lengthy implementation process, doesn’t require time-consuming data migrations, and most of all has a simple, user-friendly interface.

That’s where Graham Stanton comes in. Graham is a co-founder of Peloton, a company that has become a household name for its technology-enabled fitness equipment and global subscription-based interactive fitness platform. He is also the co-founder and CEO of Avise, a software company that offers up a modern, cost-effective, and innovative alternative to ERPs.

You might be asking yourself, why would a Peloton co-founder with no formal accounting or finance background choose to create GL software? Let’s start from the beginning.

Peloton’s QuickBooks Journey

“It started with my co-founder, the CEO, sending me a spreadsheet of all the expenses the company incurred to date and saying we should probably do something with this,” said Graham on a recent episode of the Earmark Podcast. “It was pretty straightforward. There’s no revenue. There’s no accrual accounting. There’s minimal short-term liability. It really was just the cash we spent.”

But as time went on, Graham quickly realized that the company needed real accounting software. So they hired a CPA firm that set up Peloton on QuickBooks desktop.

“I didn’t end up having a close relationship with this accounting firm to actually talk through how the business works and collaboratively figure out how to shape the accounting to represent the business as it was,” said Graham.

The accounting firm could file taxes, deliver GAAP compliance financials to investors and lenders, produce financial statements, and provide some degree of review, “but we couldn’t run the business off any of that,” remarked Graham. “And so that meant we ended up maintaining parallel systems; spreadsheets and databases that gave us more insight into the business but didn’t necessarily foot to the official financials.”

Graham and his team at Peloton were laser-focused on operational data, things like customer acquisition cost (CAC), monthly recurring revenue (MRR), and lifetime value (LTV), none of which could be tracked in Quickbooks.

“We had a homegrown e-commerce system for better or for worse,” explained Graham. “And we had an AWS Redshift data warehouse that could ingest all the data and various other external systems that would be aggregated via spreadsheets, but it would always go in different directions. The data would be pulled together by different groups of analysts, maybe by an FP&A, maybe by business intelligence. And then it would go to the accountants who were sort of at the end of the queue. That meant no decisions were really made based on what the accountants did.”

Moving Off QuickBooks Was “A Painful Experience”

That’s when Graham had the idea to move off of QuickBooks to NetSuite. The hope was to be able to bring in all of this operational data from disparate systems as well as the historical accounting data from QuickBooks into one centralized system that also had all the necessary internal controls to be Sarbanes-Oxley (SOX) compliant to eventually take Peloton public.

“It was a lengthy process and the business was complicated,” said Graham. “And so the NetSuite team rightly told us that we’re going to need to work with some good implementation consultants. And then that got complicated, and we realized we now needed people to manage the implementation consultants. So we hired enterprise IT, and then enterprise IT said this was fairly complicated and we were going to need other consultants as well. And it very quickly turned into this big hairy operation just to get us onto NetSuite. Meanwhile, none of this really addressed the core underlying problems of clarity, of getting the books closed in a timely manner.”

Although he noted that many other companies have found success using NetSuite, Graham confessed that it was a mismatch for the complexity, newness, and exponential growth of the business. And ultimately, after a multi-year migration effort, the team at Peloton ended up scaling down the scope of the ERP to just the financial reporting side of the business.

Reflecting on what he calls a ‘painful experience with a less-than-ideal end result’, Graham started to ask the question: What if there was a better approach entirely?

Staying on QuickBooks Regardless of Future Business Growth

“What if there was an easy system that could check the box for Sarbanes-Oxley requirements, that could help get the close process wrangled, that could be a grown-up real repository that has data, that could support better reporting to actually support the business coming out of the GL, but didn’t try to be the end all operational system?” thought Graham. “And ultimately, what if that software wouldn’t require a migration and could sort of handle that automatically?”

And that brings us to Avise. It’s common knowledge that QuickBooks or Xero (or whatever GL software you use) has its limitations and that once you get to a certain size your only real option is to switch to an ERP system. But Avise solves the issues that QuickBooks simply can’t.

Avise plugs directly into QuickBooks via the API to consolidate data across multiple entities within the General Ledger. It allows companies to get OpEx reports and speed up month-end close with task management, collaboration, and the ability to automate accrual, deferred revenue and fixed asset schedules. It also does flux analysis to assist in forecasting, budgeting, and maintaining corporate integrity.

This allows fast-growing companies to spend less time on accounting busy work and more time on meaningful business growth, stay SOX compliant, and go public without spending time and resources on a large and costly ERP migration.

To learn more about how Avise can help you extend the life of your GL software, head over to earmarkcpe.promo/avise.

You can check out more episodes of the Earmark Podcast here. And if you’d like to find out how you can earn free CPE credits for listening to this episode and others, visit earmarkcpe.com to download the app today.

Welcome ACPEN to Earmark CPE

Blake Oliver · February 3, 2023 ·

We’re pleased to partner with Accounting CPE Network (ACPEN) to bring select premium courses to the Earmark CPE app! ACPEN is the largest provider of streaming video webinars for continuing education for CPAs in the United States.

The first course is “Single Audit Nuts and Bolts,” by Frank Crawford and Drummond Kahn. You can earn 1 governmental auditing credit for this premium course (available for an additional fee) on Earmark CPE.

GET THE APP