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The Accounting Profession at a Crossroads: Adapting to Stay Relevant in a Changing Business Landscape

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The accounting profession is at a critical juncture. Technology is rapidly transforming the business landscape. As client needs evolve and new skill sets become essential, CPAs must ask themselves: Are we keeping pace with change, or are we at risk of becoming irrelevant?

In this thought-provoking Earmark Podcast episode, I explore the evolving role and relevance of the CPA license with Steven Sacks, a consultant who serves professional service firms and not-for-profit organizations, and David Bergstein, a seasoned innovator in the accounting software industry. Our discussion reveals that to remain relevant and valuable in today’s rapidly changing business landscape, the accounting profession must adapt its education, licensure, and skill development to align with the evolving needs of clients and employers.

Bridging the Gap Between Accounting Education and Real-world Skills

There’s a growing disconnect between traditional accounting education and job market demands. David Bergstein points out, “Accounting education focuses heavily on debits, credits, and accounting standards but does not adequately prepare students with technology skills and business advisory knowledge needed in the real world.”

For example, many young professionals struggle to apply their classroom knowledge to real-world situations. They may have learned how to do t-accounts and journal entries but never touched modern accounting software like QuickBooks or Xero during their education.

Bridging the education-skills gap is crucial for the CPA profession to adapt to the changing needs of clients and employers and maintain its relevance in the business world. This may involve:

  • Incorporating more hands-on, technology-focused training into accounting curricula, such as working with modern accounting software like QuickBooks, Xero, or Sage
  • Partnering with businesses to provide internships and real-world experience for students
  • Encouraging faculty to stay up-to-date with the latest industry trends and tools
  • Emphasizing the development of soft skills, such as communication and critical thinking, alongside technical knowledge

By aligning accounting education with the realities of modern practice, the CPA profession can ensure its future members have the skills and knowledge they need to succeed in a rapidly evolving business landscape.

Reimagining CPA Licensure for a Diverse Profession

As the roles and expertise of CPAs become increasingly diverse, the profession must reevaluate its licensure model to ensure it reflects the realities of modern accounting practice.  

Steven Sacks emphasizes the need for greater clarity around the CPA’s role and definition: “If you really want to increase the pool of CPAs, define what the CPA is, what it means. Define the definition of the practice of public accounting. What is public accounting? What are accounting services? There are a lot of things that are really not clear.”

The disconnect between the CPA license and the day-to-day work of many accountants raises important questions about the credential’s relevance and value. As I point out in the episode, “What does the license actually give us a franchise on or a monopoly over? The only thing is the audit.”

Embracing Alternative Certifications and Career Paths

Our discussion reveals a growing trend of accounting professionals, particularly younger generations, pursuing non-traditional roles and credentials to build successful careers.

David Bergstein shares his observations: “I’m seeing the younger generation not become CPAs and become advisors or accountants. Non-CPAs have tremendous practices out there. They have very lucrative practices. They’re in their 30s and 40s. For the most part, they didn’t pursue an accounting career. They took very few accounting courses. Now, they’re quarterbacking firms and hiring some CPAs, but mainly accountants and non-accountants. They’re doing managerial reports and partial CFO services with a data analytics background.”

This shift in career trajectories reflects a growing recognition that the traditional CPA path may not fit everyone best. Instead, many aspiring accountants opt for alternative certifications, such as the Certified Management Accountant (CMA) or the Chartered Financial Analyst (CFA), which better align with their career goals and interests.

A Call to Action: Shaping the Future of the CPA Profession

Whether you’re a seasoned veteran or a new graduate just starting your career, you can shape the direction and impact of the CPA credential for generations to come.

So, what can you do to help drive positive change and ensure the profession’s continued success? Here are a few suggestions:

  • Advocate for educational reforms that prioritize real-world skills and hands-on learning experiences
  • Support efforts to modernize CPA licensure requirements and create new pathways for non-audit professionals
  • Explore alternative certifications and career paths that align with your unique interests and goals
  • Engage in meaningful continuing education that expands your knowledge and keeps you at the forefront of industry trends
  • Collaborate with colleagues and professional organizations to share ideas, best practices, and innovative solutions
  • Educate clients, employers, and the public about the diverse capabilities and expertise of CPAs beyond traditional audit services

By embracing change, innovation, and diversity, the CPA profession can chart a course toward a brighter future—one in which CPAs are recognized as trusted advisors, strategic partners, and indispensable experts in a wide range of financial and business disciplines.

The accounting profession is at a crossroads, and our choices today will shape its future. By adapting our education, licensure, and skill development to align with the evolving needs of clients and employers, we can ensure that CPAs remain relevant, valuable, and indispensable in a rapidly changing business landscape. To dive deeper into this critical conversation about the future of the CPA profession, listen to the full Earmark Podcast episode.

The Two-Question Framework Every CPA Firm Owner Needs for Strategic Decision-Making

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CPA firm owners are constantly bombarded with new opportunities, from taking on new clients to investing in cutting-edge software. But how can they decide which opportunities are worth pursuing and which will only lead to headaches and wasted resources?

In this episode of the “Who’s Really the Boss?” podcast, hosts Marcus and Rachel Dillon dive into a powerful framework for making strategic business decisions. By consistently asking two key questions – “Does this simplify my life?” and “Does this increase the value of my business?” – CPA firm owners can cut through the noise and focus on opportunities that will truly move the needle for their firms and their lives.

Introducing the Two-Question Framework

Marcus introduces the two key questions that form the foundation of the decision-making framework: 

  1. Does this make my life easier? and 
  2. Does this increase the value of my business?

The questions are meant to be widely applicable to various life and business decisions. Rachel refines the first question from “Does this make my life easier?” to “Does this simplify my life?” to emphasize the importance of long-term simplicity over short-term ease.

Applying the Framework to New Client Prospects

Rachel and Marcus discuss how the two-question framework can guide the evaluation of new client opportunities.

First, ask, “Does this make my life easier?” In other words, can the work be delegated across the team, or does it rely solely on the owner?

“We would only bring on prospects as clients if they were going to be served by a team approach, where any one person isn’t the full service provider for that client,” Marcus emphasizes.

Then, ask, “Does this increase the value of my business?” When considering taking on a new client, that question could become, “Is the engagement a profitable long-term relationship or a one-off project?”

By applying the two-question framework, CPA firms can focus on clients that will simplify operations and contribute to long-term firm value.

Using the Framework for Software Investments

The two-question framework can also help cut through the hype around new software and determine if it will truly add value to the firm.

Marcus and Rachel discuss their experience of moving away from over-engineered reporting tools that clients didn’t value and focusing time on client conversations instead. They highlight the importance of considering the ongoing support and future team’s ability to use the software.

Regarding the latest trend, AI chatbots, Marcus says, “I am not on the forefront of use of AI. I am not an early adopter, but I’m an adopter somewhere in that cycle. The reason why is I just don’t have enough time in the day, or I don’t enjoy investigating the use of AI in multiple different ways. That doesn’t give me joy. That doesn’t simplify my life.”

The framework helps firms invest in technology to streamline operations and enhance client service rather than chasing shiny objects.

Evaluating Potential New Service Lines

In the episode, Rachel challenges Marcus to apply the two-question framework to adding wealth management as a new service line.

While adding a new service line could increase firm value, Marcus notes that it may not simplify operations in the short term due to the learning curve and client acquisition needs. He emphasizes assessing if a new service line aligns with the firm’s overall strategy and client base.

“If I’m going to add wealth management, does that make my life simpler? Probably not in the beginning because we would maybe have to go out and acquire a different type of client,” Marcus explains.

The two-question framework brings rigor and structure to evaluating any potential new service offering, ensuring strategic fit and long-term value.

Embracing the Power of “No”

Of course, using this framework also means being willing to say “no” to opportunities that don’t pass the test. This can be challenging, especially in the early stages of building a firm when every client and every dollar of revenue feels crucial.

However, as Marcus and Rachel’s experiences illustrate, learning to say “no” to the wrong opportunities is just as important as saying “yes” to the right ones. By being selective and strategic, you can free up time and resources to focus on the clients, projects, and initiatives that will truly move the needle for your firm and your life.

A Roadmap for Strategic Growth

At the end of the day, the two-question framework is a powerful tool for CPA firm owners who want to build businesses that not only thrive financially but also support the lifestyle and well-being of their leaders.

By consistently asking, “Does this simplify my life?” and “Does this increase the value of my business?” you can cut through the noise of endless opportunities and make strategic decisions with clarity and confidence.

So the next time you’re faced with a shiny new prospect, a cutting-edge software tool, or a potential new service line, take a step back and put it to the test. Your future self – and your future firm – will thank you.

For more insights on navigating the challenges of running a CPA firm, listen to the full episode of “Who’s Really the Boss?” and subscribe to the podcast for future valuable discussions.

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, DBA | FIRM, supports and guides accounting firm owners and leaders with free resources and education.

Lights, Camera, Deception: How CPAs Protect Entertainment Clients

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Imagine a blockbuster film that grosses hundreds of millions of dollars at the box office, yet the actors and creators are told they won’t receive any profits because the film didn’t make a profit. Sounds unbelievable, right? This scenario is all too common in the entertainment industry thanks to a practice called “Hollywood accounting.”

Kendale King is a CPA who specializes in entertainment accounting. In a recent episode of the Earmark podcast, Kendale shared his insights and experiences navigating the accounting tricks of Hollywood and highlighted strategies CPAs can use to protect their entertainment clients’ financial interests.

What is “Hollywood Accounting?”

At its core, Hollywood accounting refers to the accounting practices used by studios to manipulate financial statements and make it appear that a successful film or TV show has not generated a profit. This is done to avoid paying profit shares to actors, writers, directors, and other participants entitled to a share of the net profits.

As Kendale explained in the podcast, “Hollywood accounting is a term that is generally used in a deceptive light, where studio accountants or studio execs are trying to make a successful film look like it’s not profitable on paper, so they don’t have to pay out certain participations or residuals to individuals, which are all based on the accounting.”

When actors, writers, and directors are deprived of their fair share of profits, it can take a significant emotional and financial toll. Many high-profile cases and lawsuits have been filed by individuals who feel cheated of their rightful earnings.

Harry Potter and the Questionable Cost

One of the most famous examples of Hollywood accounting in action is the case of Harry Potter films. Despite the franchise’s enormous success, many actors have claimed they never received their fair share of the profits. Kendale noted, “It was a huge success, but the actors were left wondering where their piece of the pie was.”

So, how do studios get away with this? A big part of the problem lies in the complex contract language and how profits are calculated.

“The profit calculations can be complex, and it depends on who’s in charge of determining what’s included in those calculations. The actors weren’t getting their fair share because the executives and accountants were including costs that were borderline questionable.” Kendale explained.

These questionable costs include overhead, marketing expenses, distribution fees, or even interest charges that might not directly relate to the production. This practice can lead to a significant reduction in net profits, which affects the amount of money available for distribution to the talent and creators entitled to a share of those profits.

Best Practices for Protecting Clients’ Financial Interests

As CPAs, we promote transparency and protect our clients’ financial interests. This means being vigilant in identifying and addressing potential Hollywood accounting issues and collaborating with legal teams to ensure fair profit participation.

So, what can CPAs do to protect their clients from falling victim to Hollywood accounting? Here are some best practices to keep in mind:

Thorough contract review and negotiation: I suggested that actors negotiate their share based on top-line revenue rather than profit participation to avoid the impact of studios inflating expenses to reduce profits. However, Kendale cautioned that this is easier said than done: “Negotiating for top-line revenue is unlikely, as it’s not standard practice. Depending on the deal, you might not have much negotiating power.”

Defining clear terms for revenue sharing and profit calculation: Because most industry participants will have no choice but to take a share of the profits, Kendale advised that it’s critical to have clear, unambiguous language in contracts that spell out precisely how profits are calculated.

Ongoing monitoring and auditing of financial statements: CPAs should regularly review and audit their clients’ financial statements to identify potential issues. Kendale advises, “The main thing I advise is to get another accountant or financial manager to audit the financials because they’re open for audits. More often than not, you can have your representative, your own ‘creative accountant,’ go in there and question why certain things are included and push to remove them if they don’t fit the definition.”

For a Deeper Dive, Listen to the Full Episode

This is just the tip of the iceberg regarding the fascinating world of entertainment accounting. We dive deeper into various topics in the full podcast episode with Kendale King.

From Big Four to Entertainment: For example, Kendale shares his journey from working at a Big Four accounting firm to launching his practice specializing in entertainment accounting. He discusses the unique challenges and opportunities of serving clients in the entertainment industry and offers valuable advice for CPAs looking to make a similar transition.

How Netflix Changed the Game: We also explore the evolving landscape of entertainment accounting in the era of streaming services like Netflix and how these platforms have changed how content is produced, distributed, and accounted for. Kendale provides insights into the complexities of revenue recognition and cost amortization in this new environment and discusses the potential implications for talent compensation.

How Blockchain Could Revolutionize Royalties: We visit the intersection of entertainment and emerging technologies like blockchain and cryptocurrency. Kendale shares his experiences working with clients in this space and discusses how these technologies can revolutionize tracking and distributing royalties and residuals.

If you’re a CPA looking to expand your knowledge and stay ahead of the curve in the rapidly changing world of entertainment accounting, listen to the full Earmark Podcast episode.

And if you like what you hear, subscribe to Kendale’s podcast, Hollywood Accounting, for a wild ride through the finances of film, music, gaming, and sports.