4 From Audit Trail to Hollywood Tale: A CPA Turns His Dreams Into Reality Kendale King, CPA, founder and owner of KCK CPA in Los Angeles, is making a name for himself, not only for his skills in creating financing solutions for influencers and in the crypto space, but also because he’s bringing a fresh, honest perspective to the issues facing the profession he loves.
8 Accounting Meets AI: The ROI of Smart Investment
As artificial intelligence continues to reshape industries, accounting firms are increasingly exploring how to integrate this powerful technology into their operations and what it’s going to cost them.
14 The Compliance Puzzle: What Colorado’s Small Businesses Need to Know
Running a business in Colorado means more than managing employees and serving customers; it also means navigating a maze of state laws and regulations. From pay transparency to family leave, the rules are complex, ever changing, and often confusing – offering a clear opportunity for accounting firms.
22 Implementation Insights: What to Expect When You’re Going Cloud
As more organizations shift to cloud-based financial systems, the transition to a cloud enterprise resource planning (ERP) system can feel both exciting and overwhelming. Having led multiple implementations across industries, author Debbie Gilmore offers insights on what makes for a successful cloud ERP rollout.
A publication of the Colorado Society of Certified Public Accountants Vol. 71, No. 4 Fall 2025
Officers
Alexandra "Alexie" Tune, Chair
Alexandria "Alex" Romero, Vice Chair
Jim Gilbert, Treasurer
Tobias "Toby" Clary, Immediate Past Chair
Alicia Gelinas, Secretary
Directors
Paul Elggren, Tiffany Knight, Dana Lambert, Patrick Lytle, Kevin Gibson, Lisa Kutcher, Hannah Thaw
Editorial Board
Isaac Adamu, Ken Fichter, Laura Theiss, Michael West, Charlie Wright
Kelli Davis, Editor
Sarah Knight, Blue Ocean Ideas, Design
NewsAccount (ISSN #10899952) is published quarterly by the Colorado Society of Certified Public Accountants, 720 S. Colorado Blvd., Suite 500N, Glendale, CO 80246. NewsAccount is published in Winter, Spring, Summer, and Fall and reports information, news, and trends in the accounting profession. The Colorado Society of CPAs assumes no liability for readers’ business decisions in reference to advertisements or other information included in this publication. Links to external websites are provided for convenience and are not under the control of the COCPA. The inclusion of such links does not constitute an endorsement of the content or the views expressed therein.
Membership dues include a $2.00 one-year subscription to NewsAccount 303-773-2877 • 800-523-9082 Fax: 303-773-6344
The Power of Community
BY ALEXANDRA TUNE, CPA, MACC, CHAIR
In November, the COCPA will hold its newest signature event, PEAK: The Colorado Accounting and Finance Summit, a gathering designed to inspire, educate, and connect Colorado’s accounting and finance professionals.
If you haven’t yet registered for PEAK, consider doing so today. One of the exciting young voices you’ll hear is that of Kendale King, CPA, who is making a name for himself as he speaks to CPA audiences around the country about the future of the profession.
In his session, King will introduce us to fresh strategies for recruiting, retaining, and inspiring a multigenerational team. In the meantime, catch a preview of his unique story and professional insights in the article, “From Audit Trail to Hollywood Tale: A CPA Turns His Dreams into Reality,” on page 4.
The two-day Summit will culminate on Nov. 13 with the annual CPAs Make a Difference gala, where we will celebrate our Everyday Hero and Heroine Award and Women to Watch Award honorees, and in a favorite annual tradition, welcome to the profession Colorado’s newly licensed CPAs. Many attendees will tell you how meaningful it is to come together to honor and celebrate our profession and its members during this very special event. It highlights the very best of not only the COCPA, but also the wider CPA community.
One of my favorite memories from the annual CPAs Make a Difference gala came when a fellow attendee told me that the new CPA ceremony is what inspired him to pursue his CPA license. That’s powerful!
WHAT THE COCPA MEANS TO ME
The COCPA is more than a membership organization; it is a community. My COCPA journey began early in my career, driven by my desire to be part of a larger network. Over the years, I have come to appreciate the value of this community — how it enriches our professional lives through shared experiences, diverse perspectives, and collective growth.
What I have discovered, and come to value over these years, is the power of community that comes from being involved, meeting new people, and hearing different perspectives, along with the satisfaction of working together as a team for the profession’s greater good.
RAISE YOUR HAND AND YOUR VOICE
COCPA engagement offers opportunities to step beyond the routine, to immerse yourself in a network of ideas and voices that challenge and inspire. Whether through standing committees, member groups, community service projects, speaking opportunities, or content creation, there is a place for everyone to contribute and grow.
If there’s a group or support you need and it doesn’t exist, create it! What a great opportunity to grow your leadership skills by creating and owning something that will benefit others.
The COCPA is a platform for growth, innovation, and collaboration. As we gather in November to celebrate our shared passion for this profession, let us embrace the diversity of ideas and perspectives that make our community special.
This community has so much room for different ideas, perspectives, and voices. Now we want to hear yours! I hope you’ll get involved with the COCPA in whatever way speaks to you.
Alexandra Tune, CPA, MAcc, leads Deloitte’s Denver Office Audit & Assurance Technology and Emerging Growth Practices, specializing in the technology, healthcare, and health technology industries. Reach her at atune@deloitte.com.
Featuring Keynote Speakers
TERRELL DAVIS and AMY VETTER
Embassy Suites, Downtown Denver | November 12 – 13, 2025
From Audit Trail to Hollywood Tale: A CPA Turns His Dreams Into Reality
Kendale King, CPA, a speaker at the upcoming PEAK: Colorado Accounting and Finance Summit, didn’t know how his accounting degree was going to get him to Hollywood, but he made it happen on his own terms. Now, even while he’s busy achieving his own dreams, he wants to be a catalyst for change in the profession.
Kendale King, CPA, founder and owner of KCK CPA in Los Angeles, is making a name for himself, not only for his skills in creating financing solutions for influencers and in the crypto space, but also because he’s bringing a fresh, honest perspective to the issues facing the profession he loves.
Growing up in Cleveland, there were some early signs that King might have a knack for numbers. His mom pointed out that when he played games like Monopoly, he always wanted to be the banker. “But I didn’t think much of it at the time,” he recalls.
When it was time for King to choose which high school to attend, his mother encouraged him to consider his future career interests. Given his skills in math and love for all things money and business, she suggested schools that would offer preparation for future roles such as an actuary, an analyst, or even a doctor.
But King liked the idea of architecture and engineering, so he enrolled at Cleveland’s John Hay School of Architecture and Design. Things didn’t go exactly as planned.
“I quickly learned that I suck at drawing,” he laughs. “All of that
art? It drained me. I had to go to the next job on the list.”
The next job just happened to be accounting. It was a career that made sense.
“I have always had an interest in business,” King says. “Growing up, my brother and I were always looking for ways to make money. We didn’t receive an allowance, so we had to find ways to pay for things ourselves.”
While still in high school, King took classes at a community college, excelling in an introduction to business and accounting class. “I thought, ‘I can do this!” he says.
King convinced his high school program coordinators to let him take even more college-level classes – so many more that he earned his associate’s degree before he graduated from high school.
And that right there gives you a little insight into King’s drive and determination.
FROM COLLEGE TO CAREER
King’s next educational pitstop was Morehouse College. Thanks to his associate’s degree and a lot of dual enrollment credits, he
graduated from Morehouse after just 1 ½ years before continuing on to Cleveland State University to pursue his master’s degree.
A summer internship with Deloitte led to a job offer, and King seemed set on following a traditional accounting career path, which he did – for a while. He relocated to the firm’s Florida office, establishing a reputation for having a great rapport with clients. His performance reviews consistently had him at the top of the charts.
From the start, King was considering his options. He always had an interest in entertainment. He tried for assignments with the firm’s entertainment clients, but there wasn’t a big market for entertainment companies in Florida.
Knowing King’s interests, the engagement partner helped King get a position in New York City to work on the firm’s NBC account. “He sat me down because he wanted me to understand that the pace of work in New York is a different beast from what I was doing in Florida,” King says.
That partner also had a few suggestions for things he thought King needed to work on before heading to New York– things like enunciation and diction.
None of that sat right with King. “It rubbed me the wrong way,” he reflects. “And ultimately, I really wanted to be in LA.”
Hear his perspectives on redefining recruitment and retention in the accounting profession at PEAK: The Colorado Accounting and Finance Summit.
After considering his options, King decided the Big Four corporate structure just wasn’t for him. “Going through that process opened my mind,” he says. “I was ready for a change.”
King accepted a new position with the Siegfried Group, a consulting firm preparing to expand into the Los Angeles area. Within his first months, King was working with entertainment clients. It was exactly where he wanted to be for his next step.
There was an added bonus: “The weather in LA was going to be a lot better than it would have been in New York City,” he laughs.
BUILDING A REPUTATION
After settling on the West Coast, King worked to build his entertainment industry experience. His Siegfried Group client list looked like a who’s who in Hollywood: 21st Century Fox, Caesars Entertainment, and Snap Inc.
He went on to work on projects at Netflix and ITV Studios America, not only performing traditional accounting duties, but applying his skills to help the organizations integrate and manage new labels and companies.
By 2021, King was ready to strike out on his own. He and his wife started a business, ACCT by KJ, offering bookkeeping and tax preparation. In 2022, he launched KCK CPA to serve clients in the enter-
King frequently takes his message on the road, whether at Dream Con, CPAcon, or the 2025 Accounting Today Firm Growth Forum.
CONTINUED FROM PAGE 5
tainment and cryptocurrency sectors. It was an opportunity to not just work with clients in his dream industry but also lead his firm on his own terms.
King thought he knew what a busy season was after his years in public accounting, but now, working for himself, busy season has taken on a whole new meaning – and he absolutely loves it.
“People say they’re tired of working 9 to 5 and so they go to work for themselves,” he chuckles. “And then when you work for yourself, it’s a 24-hour day, but it doesn’t feel the same.”
King has irons in a lot of fires these days. In addition to running KCK CPA, he is the president of the National Association of Black Accountant’s (NABA) Los Angeles chapter, a past California Society of CPAs board member, and a research collaborator for FASB’s Accounting for and Disclosure of Digital Assets project. As well, he works with a team on two different conventions, one of which he founded: Dream Con and CPAcon.
“I do work a lot,” King says when his list of commitments is reeled off. “But I’m not working weekends. I work from home. I make my own schedule, and I decide what clients to take or not take.”
Most important to him are the simple things like picking up his son from school or calling his mom to chat between meetings. “You don’t have the same job security as working for a corporation, so achieving balance has been a big thing for me to work on,” he says. “I’m still trying to understand what that even means for me!”
King says he chooses projects that align with his interests, so that even when he’s working, he’s having fun.
“I’m working in the gaming and entertainment industry, putting together partnerships with companies like YouTube and Coca Cola. I’m talking to an influencer who didn’t pay taxes last year. This is all fun and cool to me,” he says.
As for all those extra commitments with FASB, NABA, and CalCPA, King says he leans heavily on his strategic partners to make it all happen.
All of this stems from a desire to push the profession forward. It makes for a crazy schedule, but he loves it. “Sometimes I’m on three meetings at once,” he says. “Several times I’m muted on one call while talking on another. It’s not a very eloquent process, and I don’t recommend it, but there are certain things I just have to do to set things up to be able to accomplish all of the things I want to do.
“Balance is hard, and I haven’t mastered it, but what I’ve learned is how important it is to align your values with what you want, focus on achieving it, and then build out the processes and teams to help you do it.”
PUSHING THE PROFESSION FORWARD
“When I went through the Big Four process, there was job security, but there was also this sense that employees should feel ‘lucky’ they got this job,” King explains, recounting how one partner even commented, ‘You should be paying us,’ in reference to the experience that new hires would be gaining.
That, says King, is a dangerous mindset. “As an employer, you’re getting value from your employees. You’re charging the client and making money. We’re working 120 hours a week and not getting paid extra for it. All of that didn’t sit right with me.”
King says that mindset can be traced back to how individuals found jobs in the days before the internet and social media. “People needed jobs, and they chose to do what they saw around them – what their mother, aunt, or other family members did. Now, you can go on social media and see all of the different opportunities. I can be a content creator. People make it seem cool and sexy. It makes you want to do that, too. It has opened up so many different avenues for young people.”
Unfortunately, King says, the accounting profession hasn’t updated itself to reflect this new generation.
“The days of guilting people into, ‘Here’s a good job, and now you owe me’ are gone,” King asserts. “Now, we have to consider how we can make it more attractive to future professionals.”
King has so many ideas on that front, and he studies other industries to learn what they’re doing to attract customers with things like loyalty programs. How can that be applied to attracting accounting talent?
“We have to incentivize people to come to us,” he says.
Take note: Effective loyalty programs are so much more than a pizza party after your team worked 500 hours during busy season. King says it’s a much bigger picture. He tosses out some ideas: Build engagement with job candidates by inviting them to events and offering “points” for engaging. If a candidate is hired, maybe they will receive an extra bonus that carries on into the workplace.
“The more you do to help the company improve earns additional points,” King suggests.
When it comes to money, it’s just one piece of the puzzle. Things like recognition and early promotions make people feel special. “Candidates today want to matter,” he says.
When King gets pushback on his concepts with responses such as, ‘That’s what the salary is for,’ he agrees, but he zeroes in on one point: “If you want to motivate people to stay and deepen their loyalty, why not do that? People don’t owe you. This is a mindset and a business decision. It’s telling someone, ‘I value you as an employee or customer. I want you to continue to come here and engage.’ Let’s get out of that old mindset and do whatever we can to make that happen.”
King would also like to see the profession continue to make itself more accessible and available. “Typically, you don’t know about accounting unless you’ve seen it,” he points out. “The reason why fewer than 3% of CPAs are Black is because they didn’t see people as accountants. They just didn’t know it was a pathway.”
And then there is that percentage of individuals who just don’t view the profession as cool, fun, or rewarding.
King wants all of these groups to know about and see accounting as a potential option, especially because his own story is one of combining the profession he loves with his passion for the entertainment industry.
“You align yourself with a field that doesn’t feel boring or stuffy,” he says. “It’s about opening up people’s minds to the access and the opportunities. This profession can always benefit from different perspectives. It would serve us well to go outside our comfort zone.”
SHAKING THINGS UP
King’s passion for the accounting profession runs deep – you can hear it in his voice and see it in his daily activities. He has been speaking around the country, leading conversations that bridge finance, technology, and culture. He’s also capturing people’s attention with his insight into the generational divide facing the profession and what that means for the future.
“I don’t track as a regular accountant,” King notes. “A lot of people my age have their heads down doing the work and are focused only on their careers and getting the job done. They’re not putting themselves out there to be in leadership.”
That can never be said of King. He’s out there – speaking, communicating, socializing, networking – and maybe even more importantly, challenging the status quo.
“Maybe something we’ve always done has worked in the past, but that’s not where it’s at right now,” he says. “Our profession is too focused on the conservative approach and looking at the past. We need to think differently.”
Is all of this something that maybe people aren’t used to hearing? Probably, but King’s friendly, relatable, and uncomplicated approach to seeking out new solutions is resonating with audiences as he speaks at events around the country, encouraging CPAs to think differently for a better future.
Kendale King will speak at PEAK: The Colorado Accounting and Finance Summit, Nov. 12-13 in Denver. In his session, King will share his ideas on the future of the profession, including fresh strategies for recruiting, retaining, and inspiring a multigenerational team.
Don’t miss the inaugural PEAK Summit, bringing together CPAs, financial leaders, and accounting professionals from across Colorado for an immersive experience of learning, networking, and collaboration. Register today!
HEAR KENDALE KING SPEAK
Accounting Meets AI: The ROI of Smart Investment
BY NATALIE ROONEY
As artificial intelligence continues to reshape industries, accounting firms are increasingly exploring how to integrate this powerful technology into their operations and what it’s going to cost them.
From automating routine tasks to generating advanced analytics, generative artificial intelligence (AI) is no longer just a buzzword — it’s becoming a foundational tool in modern accounting.
Findings from a Wolters Kluwer survey show:
Implementation grew from 1% (2023) to 35% (2024).
But while use is increasing, leaders are asking: How do we decide how much we should be investing in AI?
Firms are taking diverse approaches to answering this question. Some are starting small, experimenting with AI-powered tools for invoice processing or client data analysis. Others are making substantial investments in custom AI systems or partnering with technology providers to create tailored solutions.
Wes Luckock, senior director of Product Advisory Services at Grant Thornton Advisors LLC, notes that not every firm has the same resources, and the return on investment (ROI) for AI can vary widely depending on firm size, client base, and internal capabilities.
The key to AI use and budgets, Luckock says, is aligning spending with firm goals — whether that’s boosting efficiency, enhancing client service, or positioning the firm for future growth.
INTERTWINED: ACCOUNTING AND TECHNOLOGY
In a recent Reuters poll , 71% of respondents said they were concerned that AI will be “putting too many people out of work permanently.”
Luckock says from the beginning, the Grant Thornton team’s philosophy was that AI wasn’t going to replace the firm’s people, but rather it will scale existing teams and deliver additional value for clients.
“Right now, the practitioners who know how to make effective use of AI and weave it into their workflow are going to be the ones who stand out and have the opportunity to progress beyond those who don’t,” Luckock says.
But he’s also quick to point out that even in areas where agentic AI solutions are augmenting a large portion of business activities, there is still a human in the loop at almost every level, approving actions and spot-checking results.
Luckock says Grant Thornton’s goal –and likely the goal of other firms as well – is to equip team members with the technologies that will help them focus on higher-value client work.
“We want to lift them out of the mundane and administrative things that don’t drive value,” he explains. “It allows our professionals to come to the table with additional insights and recommendations than in previous years.”
As firms and companies consider using AI, Luckock recommends first taking a step back.
“Look at the landscape of your service offerings,” he says. “Pinpoint those that are going to be more impacted than others and invest in AI solutions for those services that you want to maintain or grow. Alternatively, if you don’t want to lean heavily into AI, focus on growing the areas that don’t lend themselves to it as naturally.”
AI BUDGETING 101
A recent Grant Thornton CFO survey revealed that 66% of finance leaders expect to increase their spending on IT and digital transformation in the next year. That’s a 15-quarter high in the survey, and this figure shows that companies are intent on keeping pace with the latest technology.
Grant Thornton recently announced a $1 billion investment to arm its multinational workforce across its platform with
powerful AI tools and technology. Over the past year, Grant Thornton Advisors has made notable progress implementing a phased AI maturity model across its platform.
In May, it launched CompliAITM, a proprietary AI solution that uses advanced capabilities and a custom-trained large language model, to help clients control and assess risks. This solution is already creating time savings of up to 18%, with further time savings to come as new AI agents are folded into the system later this year.
In a U.S. Bank survey, 68% of the small business owners surveyed who are using generative AI say they’re spending less than $50 a month for AI services.
So, there are budget options out there for every organization.
Luckock says creating an AI budget isn’t much different than any other technology investment. “You’re going to go through the same business case and ROI analysis that you would for anything else,” he explains. “Balance potential ROI, risk, and alignment with business goals.”
He acknowledges it can sometimes be tricky to quantify the potential financial impact. Below are some steps to get started. Clarify your objectives.
• What is the organization trying to achieve with AI (for example, efficiency in audit prep, automating bookkeeping, better client insights, fraud detection, client service differentiation)?
• Are you seeking cost savings, new revenue streams, or competitive advantage? Spending should align with these goals.
• Are there high-impact areas that you attempted to automate in the past with RPA or other tools that fell short before but can now be tackled with large language models in the mix?
Assess current pain points.
• Where are staff hours being spent inefficiently?
• What repetitive tasks could be automated (data entry, reconciliations, document review)?
• What client-facing opportunities could AI enhance (dashboards, forecasting, tax planning tools)?
Start small.
• Instead of a large upfront investment, test AI with lower-cost off-the-shelf tools or pilots in one service line.
• For example, start with AI transcription for client meetings, or an AI-based document processing/summarization for audits.
• Build: Custom AI software likely makes more sense for larger firms with unique needs and budgets.
Consider ancillary costs.
• Spending isn’t just software licenses; it’s governance, too. Factor in expenses for data security, staff training, and policy development (AI ethics, client confidentiality, PCAOB/IRS/AICPA compliance).
Luckock says firms shouldn’t simply ask, “How much should we spend on AI?” but rather, “How much are we willing to invest to gain efficiency, reduce risk, or grow revenue — and what’s the measurable payoff?”
He also recommends considering the level of adoption that could potentially be driven through an AI solution. “If you push an AI option and people are risk averse and don’t use it, then you might not hit the returns you hoped for or expected.” Creating a culture of innovation and technology adoption is very important to realize the benefits.
Again, he suggests taking a step back. “Think about those elements that could impact ROI, the change management, the way it integrates with people and the way they deliver services today. It’s important to shop for AI
PRACTICE OPERATIONS
CONTINUED FROM PAGE 9
solutions that provide a delightful experience and meet our people where they work.”
AI: NOT JUST FOR THE BIG FIRMS
Here’s the important point: AI isn’t just something that large firms and organizations can afford. Luckock says although Grant Thornton is creating its own AI tools, there’s so much that can still be done with small budgets and a small team.
“Choosing something off the shelf is a great way to get started with AI,” he says. “There are a plethora of startups creating highvalue AI tools to help with different use cases at an affordable price.”
There are a lot of choices when you start looking to acquire something off the shelf, and Luckock says it’s easy to get bogged down by the number of shiny, new tools out there.
He suggests starting with the horizontal plays: What AI vendor tools could apply across many of the services you offer? Document intelligence solutions that touch many services – such as a platform that allows for a language model to extract data, compare documents, and route them through an automated workflow – and might generate a sizable ROI.
You might even already have simple AI tools in your existing subscriptions, for example, Copilot within your Microsoft subscription. “With those tools, you can design custom agents to integrate with your enterprise data,” Luckock says.
Luckock says every AI solution is going to be different in terms of the cost to acquire it and the resulting financial impact. “It really comes down to the way your business operates today, the adjustments in the operating model that you’re willing to make to realize the benefits, and the way you’re rolling out the AI solutions versus just throwing them in,” he adds.
As firms begin to drive AI innovation, it helps to anchor the approach in product-management principles. Begin by assembling a dedicated cross-functional
product-management team with clear roles — product managers, technologists, and business stakeholders — each bringing unique expertise to the table.
This team doesn’t have to be large to start, but its members should be tasked with systematically identifying, evaluating, prioritizing, and implementing AI solutions that align with the firm’s strategic objectives. Key recommendations for getting started include:
• Establish strategic alignment: Ensure that the team has a clear understanding of the firm’s business strategy, client needs, and regulatory environment. This alignment helps in selecting AI projects with meaningful impact and measurable business outcomes.
• Define a structured intake process: Develop a framework for gathering, vetting, and prioritizing AI use cases from across the organization. Use objective criteria such as ROI, feasibility, scalability, and risk mitigation to evaluate opportunities.
• Adopt a rapid prototyping methodology: Employ Agile practices to enable rapid prototyping, iterative testing, and continuous feedback from professionals and clients. This accelerates learning and ensures that solutions remain relevant and user-centric.
• Foster cross-disciplinary collaboration: Encourage collaboration among service line experts, IT, compliance, and end users. This breaks down silos and ensures that the AI products developed are both practical and compliant with industry standards.
• Implement strong governance: Define roles, responsibilities, and decision rights within the AI product lifecycle. Establish checkpoints for ethical review, data governance, and risk assessment – especially important for compliance-heavy environments.
• Measure success and iterate: Use clear KPIs and feedback loops to monitor
adoption, efficiency gains, and client satisfaction. Use these insights for continuous improvement and to inform future AI investments.
Getting started requires executive sponsorship to empower the product team and ensure resource allocation. Begin with a pilot initiative — select a high-impact, manageable AI use case — and guide it through the product management lifecycle. Use lessons learned to refine processes, then scale to additional projects as the team matures.
Luckock says, “The ultimate goal is to foster AI-driven innovation that is strategically aligned, operationally disciplined, and adaptable to change.”
DEMOCRACTIZE, TINKER, TEST
Luckock has one final tip: having true democratization of any technology is important. What does that mean? It means empowering your people with broader, albeit safe, use of the technology instead of limiting its use to prescribed use cases.
“We are in an era of the citizen developer. There are individuals in every organization who have the propensity to learn technology, and the ability to build AI and software solutions is more accessible than ever before,” he says. “If you don’t have the means to identify those people and give them an avenue to maximize their interest, you’re missing out on the talent you have.” Luckock says find a way to pinpoint your “tinkerers,” and give them more remit than you give others to create and test solutions. “When your people are more engaged and able to foster their desire to create, you will likely be surprised by the opportunities that arise,” he says.
“Success with AI isn’t just about having an engineering shop behind the scenes. Take advantage of the citizen developers you already have who have the knowledge of the business, how you go to market, your network, and your clients. They’ll likely understand how to use the technology to bridge the gap."
American Like Me Offers Unique Perspectives on the Multicultural Experience in the United States
IBY KAITLIN HEINZ, CPA, MBA
What does it mean to be American? American Like Me: Reflections on Life Between Cultures, by actress, director, and producer America Ferrera, explores this question in a collection of 32 first-person essays from prominent figures about their unique experiences holding multiple cultural identities.
n the book’s introduction, Ferrera notes that while growing up, she did not see Latina stories like hers portrayed in books and movies, but those that she did encounter meant the world to her.
In framing what led her to gather this collection of essays, she says that she “[hears] from all kinds of people that they gain confidence and self esteem when they see themselves in the culture … simple portrayals that say in resounding ways, you are here, you are seen, your experience matters.”
WIDE-RANGING EXPERIENCES AND CIRCUMSTANCES
The stories in this book range from heartfelt coming-of-age stories to hilarious anecdotes about vacations gone awry, and everything in between, with the throughline of what being American means to each author. The authors include actors, athletes, politicians, and artists who are first-generation, second-generation, and indigenous Americans, each with their own unique intersectional identities and their own take on what it means to be American.
Not every story is momentous or earth shattering in nature; some are understated, quiet anecdotes, some sharing tales of inner turmoil and resilience. Some contributors are enthusiastic about their pride in being American while others struggle to find their way and see themselves in the American Dream.
The stories are largely those of belonging. There are stories of authors’ names being mispronounced, being overlooked or overly scrutinized, finding peace in their bodies, and finding connection with their heritage.
FAMILY SACRIFICES FOR BRIGHTER FUTURES
Many stories describe the sacrifices that the author’s parents made so that their children could have opportunities that they did not have.
In her story, Olympic figure skater Michelle Kwan details her parents’ sacrifices that made it possible for her to become a decorated athlete. Kwan’s parents immigrated from Hong Kong and Guangzhou, and used all of their money to buy plane tickets to America. They knew very little English when they arrived, but they knew that there would be greater opportunity for their family in America.
Not only did Kwan’s parents work several jobs to earn as much as they could to support their children’s dreams, they would often rise at 3:45 am to take Kwan to skating practice. She recounts how “for my family, the American dream wasn’t just a fairy-tale notion or a meaningless phrase. It has always been real and extremely motivating. It was the idea that if you work hard and take big risks for what you believe in, you can accomplish anything.”
In the story by Kal Penn, he reminisces about his self-described “comical and ridiculous life choices” that led him first to a successful career in Hollywood and then to one in public service. In the latter capacity, he had the opportunity to serve as a White House aide to President Barack Obama and fly aboard Air Force One. As he looks back on calling his parents from aboard the presidential aircraft, he reflects on how his parents moved to
America with $12 in their pockets and the dream of a better life for their children.
He states that “America is the kind of place where the impossible becomes possible. We can take our deepest insecurities, our communities’ worst fears, our neighbors’ greatest hesitations, and with a lot of work, a lot of hardship, a lot of turmoil, turn them into something incredible for each other. Let’s support each other. Let’s keep doing those beautiful, impossible things.”
With stories ranging from those of hope to those of feeling like an outsider, this book is a compelling read for those who are interested in better understanding their neighbors, friends, and colleagues who have intersectional identities.
In a time when being American has been highly politicized, this book affirms that it is not a singular identity, but a layered collection of joys and tensions. This heartfelt book humanizes the immigrant experience through storytelling that helps explore the nuance of identity and shows how America is built upon diverse perspectives – and how we are collectively better for it.
Kaitlin Heinz, CPA, MBA, is the senior accounting manager at the Colorado Health Foundation, and serves on the COCPA Diversity, Equity, and Inclusion (DE&I) Committee. Click here to learn more about the DE&I Committee’s activities.
Coaching Collaborative COCPA
The COCPA Coaching Collaborative (CCC) offers targeted, small-group experiences led by expert coaches who understand the accounting profession inside and out.
Whether you’re transitioning into a new chapter in your life (or career), building your firm, looking to regain your energy/focus, or working on leveling up your leadership, the CCC gives you a trusted space to grow with guidance and accountability.
MEET YOUR COACHES
With the COCPA Coaching Collaborative, you’ll be guided by a team of CPAs and experienced professional coaches who understand both the challenges of the accounting profession and the deeper personal journeys behind professional growth. With backgrounds spanning public accounting, to holistic wellness, our coaches bring a powerful blend of empathy and real-world insight to ignite your potential, and build lifelong skills.
3 Focus Areas: Retirement Practice Strategy Work-Life Plan
6 Interactive Sessions: per cohort
Just 5-10 Members: Per Group
Special Member Rate: $997
Cohorts Launch September 2025
Let’s create a career – and life – that truly fits you.
Michelle Kooi Doug Slaybaugh Jenn Todling
The Compliance Puzzle: What Colorado’s Small Businesses Need to Know
BY STEVE GRIMES, CPA
Running a business in Colorado means more than managing employees and serving customers; it also means navigating a maze of state laws and regulations. From pay transparency to family leave, the rules are complex, ever changing, and often confusing.
Imagine trying to put together a jigsaw puzzle without having all the pieces. That’s what legal compliance feels like for many Colorado business owners, and state laws can have obscure elements that are often layered and complex.
“Most small businesses have a hard time dealing with any kind of legal complexity. Their owners aren’t typically accountants or lawyers and they think they’re keeping track of what’s going on at the statehouse,” says Rick Whipple, CEO of WhippleWood CPAs, a Littleton-based accounting and consulting firm. “But new legislation comes out all the time. It’s easy to not be informed.”
If laws prohibited using blue ink to sign restaurant checks on the second Tuesday of odd-numbered months, or required notifying the city before trimming hedges taller than 3.5 feet between 2 and 4 pm on school holidays, we’d be asking why. Yet the real question is how anyone is supposed to know about these laws and understand their unintended consequences in the first place.
In business, ignorance isn’t bliss – it’s a liability. The danger lies in the fact that you don’t know what you don’t know.
THE PAY TRANSPARENCY LAW
One of the most controversial and deceptively complex laws to come out of the legislature in recent years is Colorado’s Pay Transparency Law, formally known as the Transparency in Pay and Opportunities for Promotion and Advancement Act. This law took effect on Jan. 1, 2024, amending and expanding the Equal Pay for Equal Work Act of 2021.
Among its many requirements is that businesses must post all available jobs internally, even if the intention is to hire from within, and the postings must include a pay range and list of benefits.
This requirement also applies to promotions, so before an existing employee can be promoted into a new position, the law requires that the position be advertised to all current employees with a salary range included.
“This can create some complex discrimination issues and internal conflicts. People don’t necessarily want their coworkers knowing how much their salary is,” Whipple says. And, some employees may be upset when they find out a similar position to theirs has a higher pay scale.
In response to this concern, it may be tempting to artificially broaden the pay range in job postings. Whipple cautions against that strategy.
“It puts your business at risk when you try to bend the rules like that. The penalty for noncompliance is up to a $10,000 fine per violation. Small businesses can’t afford that. The most important thing at the end of the day as an employer is how you manage that risk,” he adds.
BEST PRACTICES
Cyndi Stewart, Ph.D., owner of Transforming Elements Group, a Denver-area human resources (HR) consulting firm, has developed some strategies for businesses to manage that risk.
She recommends creating more progressive job titles to help more accurately reflect pay ranges in postings and respond to employee wage fairness concerns.
For example, an accounting firm may create positions titled Tax Staff Accountant I, Tax Staff Accountant II, Tax Staff Accountant III, etc., with clearly defined skills and qualifications for each position. The skills and qualifications lists are vital; otherwise employees will wonder not only why their peers make more money but also why they have more advanced titles.
Clearly defined skills and qualifications for each position provide employees with an explanation for pay ranges and with clear goals to which they can aspire.
However, this scenario demonstrates how the pay transparency law and others like it can introduce costly, unintended consequences for businesses. Small businesses in particular often lack the resources necessary to craft new detailed organizational charts and job descriptions, whether that is time for internal HR staff to do it or the money to pay consultants to do it for them.
For larger businesses, Stewart advocates viewing this exercise as an investment, not just for legal compliance. “Even if a business has just 10 employees, it would still want to offer employees career progression guidelines because retaining young talent is more difficult than ever before. They are looking for employers that offer this,” she says.
Another unintended consequence is simply the volume of job postings, especially in larger companies. Many businesses have a “promotion season,” which is often around the beginning of the year. Before these promotions, each and every job into which an existing employee is being promoted must be posted internally.
For larger companies, this can result in the expense of crafting dozens or more job postings. It also may cue employees to impending promotions. More impactfully, it can increase the risk that a business must manage, as Whipple mentioned before.
“If you promote six or seven people, you forget this rule, and an employee you didn’t promote gets upset and reports you to the state, you may be subject to a $60,000 or $70,000 fine,” he explains.
There is relief in the form of an exception. If the position requires a highly specific skill set, it does not need to be posted internally.
“For example, you’re looking for a CPA with 20 years’ experience in merger and acquisition deals who teaches college classes in tax compliance. It needs to be a specific and obvious skill set,” Stewart says.
OTHER CONSIDERATIONS
The pay transparency law also poses some issues for businesses in the interviewing and record-keeping stages.
For example, an employer can no longer ask a candidate for their exact salary in their current position. An interviewer may ask for a salary range or the candidate’s salary requirements. The employer remains in compliance if the candidate provides an exact salary amount in response. What is important is the question the interviewer asks, not the answer provided.
Other off-limits questions include any information that may potentially disclose the candidate’s age, such as high school or college graduation dates.
Businesses without knowledgeable and dedicated HR staff may need to consider training their employees who perform interviews. Businesses must also keep all resumes, interview notes, and any other documents related to the job posting and the hiring process for the chosen candidate’s length of employment plus two years.
“You can still hire who you want at the end of the day,” Stewart says. However, this introduces more complexity to record keeping. Some files may need to be retained for less than three years if an employee stays for a short time, and other files for decades if the employee ends up being a lifer.
Risk, of course, increases with employee count. Stewart recommends that businesses consider putting in place an HR information system. Though prices for these software systems have come down in recent years, they still represent an additional expense that businesses may incur due to Colorado’s legislative landscape.
Other examples abound that demonstrate the complexity of Colorado’s regulatory environment. The Colorado Family and Medical Leave Insurance (FAMLI) program is a minefield of complicated rules and procedures. Permitting, differing minimum wage laws across jurisdictions, new regulations regarding non-compete clauses and non-disclosure agreements, and the Colorado SecureSavings Program are others.
AN OPPORTUNITY FOR CPA FIRMS
Colorado has almost 200,000 state regulations. How can business leaders navigate this environment?
“Well, if they’ve been to law school, that would help,” Whipple quips. “But seriously, it takes work — time and effort. These bills are complex and difficult to follow to the letter. You have to accept that you’re probably in violation of something and you just need to take steps to improve.”
Hiring consultants — lawyers, accountants, and outsourced HR experts like Stewart — is the answer for some small businesses. Whipple notes that this landscape offers a clear opportunity for accounting firms. “I think adding HR consulting to an accounting firm is a natural fit. Especially if you have a firm that serves smalland medium-sized businesses, clients go to you for a variety of business issues — tax, legal, HR, marketing,” he says.
While a CPA must be careful not to practice in an area in which they are not an expert, having those experts on staff is a way for firms to better serve clients and add profitability.
Most businesses don’t purposefully break laws or act carelessly. Yet that’s the peril of complexity: you don’t know what you don’t know. In Colorado, putting the legal jigsaw puzzle together is not nearly as difficult as gathering all the pieces to begin with.
Steve Grimes, CPA, is the founder and partner of Paradigm Shift Solutions in Littleton, offering organizational consulting, leadership and management training, and talent assessment and development. Reach him at steve@paradigmshiftsolutions.net.
The COCPA Educational Foundation Board of Trustees thanks the following faculty and academic staff, who have supported these scholarship recipients in their studies and served as scholarship referrals:
Kristine Brands, University of Colorado – Colorado Springs Don Bush, Regis University
Jason E. Call, Colorado State University – Pueblo
Laurie Corradino, Colorado State University – Pueblo
David L. Dassler, University of Denver
Kathleen (KED) Davisson, University of Denver
Adam J. Greiner, University of Denver
Tom Hall, University of Denver
Andrew Holt, Metropolitan State University of Denver
Gary Hypes, Colorado Mesa University
Derek Johnston, Colorado State University – Fort Collins
Cindy Kennedy, University of Colorado – Denver
Sharon S. Lassar, University of Denver
Eric Lohwasser, Colorado State University – Fort Collins
Suzette Loving, University of Denver
Brian McAllister, University of Colorado – Colorado Springs
Christine Noel, Colorado Mesa University
Rosey Reidl Smith, University of Colorado – Colorado Springs
Steven Rock, University of Colorado – Boulder
George W. Ruch, University of Denver
Foundation Awards $91,500 in Scholarships
The Educational Foundation of the COCPA awarded 35 scholarships to accounting students throughout the state of Colorado this summer. The scholarships provided by the Educational Foundation are not just financial support, they are investments in the future of the accounting profession. Each scholarship helps to relieve the financial burden on students, allowing them to focus more on their studies, professional development, and the path to CPA licensure.
“Receiving the Educational Foundation scholarship provides me with the opportunity to continue my coursework with greater focus and less financial stress,” says Logan Grout, who attends the University of Colorado – Boulder. “This support strengthens my commitment to completing my degree and helps me prepare to enter the profession with the necessary skills and confidence. I’m grateful for the support.”
Congratulations to all of those who were awarded an Educational Foundation scholarship:
Community College Accounting Transfer Scholarship
• Kyle Cope, University of Colorado –Denver
• Carla Correa, Metropolitan State University of Denver
• Mike Vrlenich, University of Colorado – Boulder
Angela Roberts – Aclivity, LLC, and Mindset of Leadership, David Loucks, Ron and Lynette Goodrich Scholarship: Evan Valdes-Halterman, University of Denver
BDO LLP Scholarship: Joseph Cooper, University of Colorado – Denver
Crowe Scholarship: Sara Francisco, Metropolitan State University of Denver
David Dirks Memorial Scholarship: Hailey Wong, University of Colorado – Denver
Deloitte LLP Scholarship:
• Brenda Astorga, Regis University
• Tanner Rozek, Colorado Mesa University
Eide Bailly LLP Scholarship: Grayson Daley, Colorado Mesa University
EY LLP Scholarship: Konrad Hong-Vu, University of Colorado – Boulder
Gordon Scheer Scholarship: Rodrigo Granillo Ibanez, University of Denver
Hugh C. Braly Scholarship: Juan Garcia, Colorado Mesa University
KPMG LLP Scholarship: Karen Lucero De La O, University of Denver
Mark and Victoria Smith Family Foundation Scholarship:
• Andine Archibald, University of Colorado – Colorado Springs
• Holly Bacon, Colorado State University – Pueblo
Mira J. Finé, CPA, and Mary E. Medley, IOM Scholarship: Brigit Goetsch, Regis University
Moss Adams LLP Scholarship: Makayla Nash, Colorado State University – Global Campus
Otto and Betty Butterly Scholarship: Aidan Perez, University of Denver
Past Presidents Scholarship: Nicole Garcia, Colorado Mesa University
Plante Moran Scholarship:
• Luke Ferrante, Colorado Mesa University
• Logan Grout, University of Colorado – Boulder
• Christie Tran, University of Denver
• Garrett Yackey, Colorado State University – Fort Collins
PwC LLP Scholarship: Taliyah Murphy, University of Colorado – Colorado Springs
The Teresa Christensen Memorial Scholarship, Funded by the Davisson Family: Sarah Kidd, Colorado State University – Fort Collins
General scholarships:
• Derik Castillo, University of Denver
• Tate DePaepe, University of Denver
• Chris Fisher, University of Colorado – Boulder
• Jackson Grace, University of Colorado – Boulder
• Ryan Harvey, University of Denver
• Sami Hicks, University of Denver
• Thomas Kononov, University of Denver
SUPPORT THE FUTURE OF THE ACCOUNTING PROFESSION
In addition to providing scholarships, the Educational Foundation of COCPA promotes accounting education in Colorado through several programs, including awards, mentorship opportunities, and outreach.
Support the future of accounting and donate to the Educational Foundation today
Keep Your Cool Amidst Workplace Frustrations
BY A. TOM HALL, CPA, CFA
Several years ago, when I worked at a large asset-management firm in southern California, I hired a promising young man to be on my team. He was smart, eager, and held great potential. However, he struggled with one important thing: he would easily become frustrated at the slow pace of change in such a large organization, the behaviors of others, or with what I call “corporate nonsense” – which unfortunately exists in most companies.
While the frustrations themselves are normal, this employee failed to manage them in a calm and professional way. He would say inappropriate things in meetings and verbally attack others whom he deemed to be the “problem” – often getting himself noticed by all the right people but for all the wrong reasons. We counseled him several times in order to elicit a change, but the problems persisted.
IMAGINE A COOKIE
Eventually I took him to lunch and asked him, “Do you like chocolate chip cookies?” He said that he did, so I asked him to imagine a fresh, hot, chocolate chip cookie. It looks and smells wonderful, but just as he’s about to take a bite, he notices that on one part of the cookie is a small piece of poop.
I know, I know, don’t worry about how it got there in this scenario, but it’s clear that’s exactly what it is! However, it appears to be on only one tiny edge of the cookie. Will he break it off and eat the rest? I suspect
he won’t. Even though it appears to be only affecting a small part of the cookie, that one defect will ruin the entire thing.
Likewise, I told him, his inability to properly express his frustrations would ruin and overshadow all the other good things that he offered the firm and his colleagues.
I explained that it’s normal and natural to get frustrated in the workplace. It happens to everyone, including me. In my role, I sometimes became frustrated with other people, at situations, or at the company itself for some of its seemingly silly decisions. So, in those respects, he and I were the same.
The difference was that I had learned to either let certain things go as part of living and working in an imperfect world, or to express my more significant frustrations in the right ways, with the right people, and at the right times.
Sometimes I would vent privately to either a co-worker or to my boss, and oftentimes that venting
was just enough to ease the stress and make me feel better, or to help me think through a solution to the problem. I counseled my young friend that he needed to learn to do the same.
THE STORY DOESN’T END THERE
One early morning, shortly after our conversation, this employee showed up at work and began to shout, “Dollars and cents, baby! Dollars and cents!” while simultaneously flipping $1, $10, and $20 bills into the air.
Fortunately – because this behavior was quite unnerving – there were few other people on the floor at that early hour. It appeared that my colleague had lost it, though thankfully not in a violent way, and this outburst was completely inappropriate. I pulled him into a small conference room and asked him, “What are you doing? Are you trying to make some sort of statement?” He said, “Yes, that corporations are just out to make money, and that’s all they care about.” Beyond the inappropriate and concerning nature of this scene, his claims surprised me, as our firm had an excellent reputation for not only taking care of its employees but also contributing significantly to the community.
I couldn’t help but lecture him on the profit motive for a minute or two (I’m a father of four, so lecturing came naturally to me!), and then I asked him if he was looking for another job. He bowed his head and said, “Yes,” to which I replied, “Good, because this one doesn’t seem to be working out for you.”
I calmly told him to return to the scene of his outburst, pick up the money he’d thrown, go home and get some rest, and we’d call him. Before we could call him, he
called the human resources department, apologized profusely (“Please tell Tom I’m so sorry”), and resigned.
I was happy to hear that the firm offered him counseling and any other professional help that he needed (disproving his claim that all the firm cared about was money). I genuinely liked this employee and still do, and I believe he subsequently found something else that is a better fit for him.
LESSONS LEARNED
The point of this story is that we will all experience frustrations in most aspects of our lives, including in every job, no matter what career path we choose.
Here are a few things you can try to help manage such frustrations when they come:
• Before doing anything, ask yourself if you are perhaps overreacting. We often feel more frustrated when we are tired, hungry, or stressed about other unrelated issues.
• To avoid saying or doing something you’ll regret later, simply step away for a few minutes. Head to the restroom to splash water on your face or take a short walk outside around the building. Even a few minutes away can have a calming effect.
• Sleep on it. Try to get a good night’s sleep and then revisit things in the morning. I find that when I wake up, my concerns are sometimes no longer so concerning.
• If the frustrations are still lingering, discussing them privately with your boss, a trusted colleague, or a friend can do wonders. Sometimes, those with more rational perspectives can get you off the ledge with a good pep talk. Just remember that this approach is meant to help
you find solutions, not to validate your frustrations, so make sure you’re having these discussions with the right people and for the right reasons. Learning how to successfully cope with, express, and work through your frustrations in a positive and professional way is a basic skill that we must all learn to master. Otherwise, like the poop on the cookie, it will spoil the whole thing.
With substantial experience in both public accounting and industry, Tom Hall, CPA, CFA, is a Professor of the Practice with the University of Denver School of Accountancy, and a regular contributor to NewsAccount. Reach him at tom.hall@du.edu
The COCPA Emerging Professionals Initiative Committee (EPIC) unites students and emerging professionals through events, resources, and programs to support your professional growth.
For more information, visit COCPA's EPIC web page .
SSARS 27: A Changing Risk Landscape for Client Advisory Services
BY SUZANNE M. HOLL, CPA
The role of CPA firms that perform “outsourced accounting services” for their clients has greatly expanded over the years into what many today refer to as “client advisory services” and/or “client accounting services” (CAS).
With the evolution of CAS, many CPAs have questioned the appropriateness of applying the “preparation standards” (AR-C 70) set forth in the Statements on Standards for Accounting and Review Services (SSARS) for financial statements prepared as part of CAS engagements, when all other client advisory services – including controllership or CFO services – are performed under the consulting standards.
On April 7, 2025, the AICPA’s Accounting and Review Services Committee issued Statement on Standards for Accounting and Review Services No. 27 (SSARS 27), Applicability of AR-C Section 70 to Financial Statements Prepared as Part of a Consulting Services Engagement
The new SSARS amends AR-C section 70, Preparation of Financial Statements, explicitly excluding financial statements prepared as part of a consulting services engagement performed in accordance with CS section 100, Consulting Services, (CS 100) from engagements in which AR-C 70 must be applied.
The scope paragraphs of AR-C 70 were amended to clarify that accountants are not required to apply AR-C 70, but application is not precluded when accountants are preparing financial statements or prospective financial information as part of a consulting services engagement performed in accordance with CS 100 when the preparation of financial statements is not the primary objective of the engagement.
The SSARS 27 exception to AR-C 70 preparation engagements is effective for the preparation of interim or annual financial statements for periods ending after Dec. 14, 2026. Early implementation is permitted.
For many CPA firms, SSARS 27 is welcome relief, as performing financial statement engagements under the consulting standards may better align with the evolving needs of clients and the CAS being provided.
With that said, SSARS 27 does present a changing risk landscape, and COCPA Platinum Partner CAMICO cautions firms not to rush into early adoption without first having in place appropriate risk-mitigating tools and solutions.
Firms should seek to establish clear guidelines and a timeline for implementation, and not short change the efforts needed to educate themselves and their clients about the implications of this change. This includes the fine distinctions of when financial statements may be deemed a mere by-product of the services that the firm is rendering versus the primary objective of the services.
PROACTIVE DOCUMENTATION IS KEY
Proactive documentation will be critical in managing the changing risk landscape for those firms that seek to embrace the flexibility afforded by preparing financial statements under the consulting standards. New written understandings with the clients should be executed, delineating the revised scope and applicable standards of the services being provided. Firms should also consider the appropriateness of including revised indemnification language in these agreements, especially in situations where they may be perceived as, or in fact are performing, management responsibilities as part of the CAS engagement.
Suzanne M. Holl, CPA, is an executive vice president with CAMICO, a COCPA Platinum Partner. With more than 30 years of accounting experience, she draws on her Big Four public accounting and private industry background to provide insights on a wide variety of loss-prevention and accounting topics.
CAMICO
In addition to comprehensive policy coverage, CAMICO offers policyholders practice- and risk-management services, expertise, and tools, such as unlimited access to in-house experts, subpoena and consultation services, assistance with potential claims and reported claims, and more. Learn more at camico.com
WE WALK THE TALK.
CAMICO knows CPAs, because we are CPAs.
Created by CPAs, for CPAs, CAMICO’s guiding principle since 1986 has been to protect our policyholders through thick and thin. We are the program of choice for more than 8,700 accounting firms nationwide. Why?
CAMICO’s Professional Liability Insurance policy addresses the scope of services that CPAs provide.
Includes unlimited, no-cost access to specialists and risk management resources to help address the concerns and issues you face as a CPA.
Provides potential claim counseling and expert claim assistance from internal specialists who will help you navigate the situation with tact, knowledge and expertise.
Does your insurance program go the extra mile? Visit www.camico.com to learn more.
Implementation Insights: What to Expect When You’re Going Cloud
ABY DEBBIE GILMORE, CPA
Are you frustrated with a system that no longer serves your organization’s growing needs? Do you still have systems in place that tie you to a physical server? Is it difficult to pull all of your data together for clear, concise, and timely reporting? Are you still tied down printing and signing vendor checks? It might be time to embrace automation and what is now available to cloud users.
s more organizations shift to cloud-based financial systems, the transition to a cloud enterprise resource planning (ERP) system can feel both exciting and overwhelming. Having led multiple implementations across industries — from nonprofits to professional services, and everything in between — I’ve seen firsthand what makes a cloud ERP rollout successful.
Whether you’re upgrading from starter systems like QuickBooks, MIP, or from sunsetting systems like Great Plains, or migrating from a legacy on-premise system, here’s what to expect and how you can prepare both your team and your data for success.
I also asked one of my clients, Jenny, a financial services director of a media company in Alabama, what lessons she learned and would share with someone just starting down this path. I’ll share Jenny’s feedback throughout this article.
PRE-IMPLEMENTATION PLANNING: SET THE FOUNDATION
Every successful implementation starts with establishing a clearly defined scope and aligning stakeholders. Before diving into configuration, take time to define your goals and seek answers to the following questions:
• What are the must-haves for today and things that can wait for a later phase?
• Are you looking to streamline reporting? Improve multi-entity consolidation? Automate approvals? Integrate your tech stack?
• Is your team on board, and do its members see the eventual gains of the implementation?
My client, Jenny, suggests that those who are transitioning to a cloud system “look into implementation partners [who are] very experienced with the software but can also be your advocate if something is not working quite right.”
Because there is so much information being shared during product demonstrations, discovery sessions, and implementation calls, she also recommends recording these interactions, using meeting recording tools like Fathom, so that you can later reference important details.
Be prepared and open to making changes. An implementation is a fantastic opportunity to fix items you’ve been meaning to address. Re-work that chart of accounts to be more useful to your reporting, group together similar accounts, and get rid of old and inactive accounts that are no longer used.
The same holds true with vendors and customers. If you haven’t worked with them in two or three years, scrub them out. It’s easy to add them back in the future if needed.
Be open minded, as well, when it comes to hearing suggestions from your implementation team on how you can improve processes and add efficiencies. The idea is not to simply mirror what you do today, just in a new system.
Once you’ve selected a system and a team, you can expect a kickoff meeting to get things started. A strong kickoff meeting is essential and should address the following considerations:
• Introductions and role alignment
• Project methodology and timeline
• Project-management tools
• Data migration strategy (e.g., opening balances, trial balances, general ledger detail, reporting dimensions)
IMPLEMENTATION IN ACTION: TOOLS, TEAMS, AND TRAINING
System implementations are collaborative by nature. You can expect your implementer to provide subject matter knowledge and project management. On the client side, we look for a finance lead, IT liaison (if needed), and a few power users.
It is ideal to start with a core group of lead stakeholders. This helps keep meetings moving and allows for collaboration on decisions without bringing every cook into the kitchen.
We use a structured methodology that includes:
• Weekly status calls
• Milestone-based deliverables
• Sandbox testing and feedback loops
Training is a major focus of a successful implementation. We encourage clients to take advantage of learning provided by their software vendor of choice and their implementation team, and to participate in training workshops. These resources help teams build confidence and reduce post-go-live support needs.
Thorough testing of your real-world transactions and scenarios is paramount to a successful implementation. Any ERP solution knows how to process accounts payable (AP), but did you test the nuance of your transaction allocations and approval workflows? Is your procure-to-pay process running as intended? Those are the keys to a successful go-live.
COMMON CHALLENGES – AND HOW TO OVERCOME THEM
No implementation is without its bumps. Below are a few common hurdles and how your implementation team might address them.
Data Complexity
Migrating clean, structured data is critical. We often recommend a phased approach — starting with summary balances and layering in detail over time. Make sure the volume of data you migrate adds value; “garbage in, garbage out” adds no value to the new system.
Well-Planned Dimensions
Clients love the flexibility of dimensions, but over-customization can backfire. Implement a system that your transactional users can understand and determine during data entry.
Third-Party Integrations
Many clients rely on external systems for payroll, budgeting, or payments. We help clarify integration types — whether CSV imports or pre-built connections — so that they’re enabled correctly. These could be payroll providers, third-party expense/AP solutions, or a customer relationship management (CRM) system like SalesForce. Most cloud-based systems offer an open application programming interface (API) and the ability to integrate with a wide array of other tools, but also provide the ability to create a custom integration.
My client, Jenny, offers, “When syncing platforms, be sure to ask lots of questions, request a plan/timeline with detailed steps and milestones. Be sure they can sync the objects you need before you invest too much time and realize they can’t.”
POST GO-LIVE SUCCESS: SUPPORT AND STRATEGY
Going live is just the beginning. A good implementation team will stay engaged for a smooth transition and to help clients get the most from their investment.
Key post-go-live activities include:
• First month-end close: This includes confirming that subledger balances tie to the general ledger, bank feeds are connected where applicable, bank reconciliations are completed for the first month, and financial statements are validated and released.
• Hypercare support: This phase includes troubleshooting, additional training, and minor configuration tweaks. It’s especially valuable when pre-launch testing was limited.
• Change management: A strong implementation team can provide documentation, training refreshers, and regular check-ins to help users adapt to the new system.
• Digital assessments: Additional assessments can help clients align their tech stack with strategic goals. These reviews often uncover opportunities for automation, reporting enhancements, or additional modules now that you have completed the big undertaking of rolling out a new ERP.
• Feedback loops: Surveys, follow-up sessions, and other opportunities to share feedback with your implementation team can help refine future implementations for your organization and assist the vendor in continuously improving and tailoring its approach to each client’s needs.
LESSONS FROM THE FIELD: REAL-WORLD WINS
One of the most rewarding aspects of implementation is seeing clients thrive after the launch. We see clients make significant improvements as a result of a system implementation. Some examples of real wins include:
• A monthly close process was shortened from 15 days to five.
• Check printing was eliminated, with all AP payments now triggered via automated clearing house (ACH) from the system.
• Approvals that were previously all signed, with printed copies and emails at play, were brought entirely into the system.
• Consolidations of multiple entities with multiple base currencies now take minutes instead of days of manual preparation in a spreadsheet program.
• Revenue recognition moved from a spreadsheet program and was instead automated by the system.
Implementing a cloud ERP is a strategic move that can transform an organization’s finance function. With the right planning, tools, and team, the journey can be smooth — and even energizing.
Debbie Gilmore, CPA, is a consulting manager and a Sage Intacct implementation specialist with CliftonLarsonAllen LLP (CLA) in Denver. Reach her at debbie.gilmore@claconnect.com
The information contained herein is general in nature and is not intended, and should not be construed, as legal, accounting, investment, or tax advice or opinion provided by CliftonLarsonAllen LLP (CLA) to the reader. For more information, visit CLAconnect.com. CLA exists to create opportunities for our clients, our people, and our communities through our industry-focused advisory, digital, audit, tax, and outsourcing services.
TECHNOLOGY USERS GROUP
Looking for an opportunity to connect with your COCPA colleagues to discuss technology, its impact on the accounting profession, and future trends? Click here or contact Stacy Svendsen at stacy@cocpa.org to learn more about the COCPA Technology Users Group.
Member Benefit Provider
CPACharge has made it easy and inexpensive to accept payments via credit card. I’m getting paid faster, and clients are able to pay their bills with no hassles.
Trusted by accounting industry professionals nationwide, CPACharge is a simple, web-based solution that allows you to securely accept client credit and eCheck payments from anywhere. – Cantor Forensic Accounting, PLLC
22% increase in cash flow with online payments
65% of consumers prefer to pay electronically
62% of bills sent online are paid in 24 hours
Welcome, New COCPA Members
The COCPA welcomes the following new members, who joined between June and August 2025.
FELLOW MEMBERS
Kimberly Arnold
Robin Arwood
Kim Bailon
Katherine Bearup
Parker Bluth
Grant Bohling
Maryssa Bradley
Tobias Breer
Hope Cahoon
Amber Calvino
Noel Dalzell
Jennifer DeNardo
Crispin "Jake" Dippel
Nicholas Dumford
Ellen Dunn
Lauren Feeney
Andrew Glushko
Seth Goldstein
Laura Gonzalez
Megan Grimes
Heather Holliday
Benjamin Kim
Parker King
Brandon Lockhart
Ann Maertins
Kelly McCarty
Sylvia McGrath
Casey McPeek
Jennifer Miller
Sabina Miroshnikov
Melissa Nakagama
Grant Nelson
Marissa Nowicki
Brody Olson
Vanya Pashaliyska
Alexander Pfeiffer
Megan Poole
Connor Quinn
Gordon Roland
Kaylie Rossi
Madeline Sanford
Mike Schmansky
Brianna Schultz
Zachary Schwarz
Kyle Seery
Ricky Sharp
Hunter Short
Nicholas Smith
Margarita Sobolev
Kristina Stephens-Oakes
Mary Carol Sullivan
Jack Van Tuyle
Melissa "Misty" Walker
Natasha Wehner
Sheryl Westbrook
Rawls (Retired)
Justin Williams
Lauren Williams
Know any of these members? Reach out and welcome them to our community!
Visit the COCPA Member Directory at cocpa.org/member-directory.
ASSOCIATE MEMBERS
Kennan Dusek
Anjali Garud
Marni Horan
Robin Lyons
Priscilla Orozco-Garcia
Dan Pace
Brooklyn Petrillo
Lekshmy Sankar
Allison Spink
STUDENT MEMBERS
Boston Adams
Muhammad Ali
Hussain Agha
Charles Blanthorn
Kayla Buhlig
Kyle Cope
Carli Correa
Tate DePaepe
Tai Dieudonne
Stephanie Dressen
Armando Encinias
John "Luke" Ferrante
Burke Fielder
Christopher Fisher
Vanessa Franco
Erica Goins
Jonathan Kindorf
Avery Kuyper
Clint Ledbetter
Karen "Karina" Lucero
De La O
Richard Ludwig
Brandon Murray
Aidan Perez
Fernando Perez Nevarez
Sarah Pham
Taylor Rinehart
Alexander Ruddy
Luke Salazar
Casey "Samuel"
Schulenberg
Christie Tran
Evan Valdes-Halterman
Max Wyss
Updates and Opportunities Related to COCPA Committees, Working Groups, and Boards
DIVERSITY, EQUITY, AND INCLUSION COMMITTEE
For ME: Account for Your Health Don’t miss the fourth and final session of the Diversity, Equity, and Inclusion Committee’s highly rated series, For ME: Account for Your Health, with COCPA member Kaitlin Borncamp. Coming Dec. 4, this session is free to COCPA members and eligible for one CPE credit.
The session, “Sleep Smarter, Perform Better: The CPA’s Competitive Advantage for Energy and Productivity” will break down the science of high-quality sleep and how it impacts cognitive performance, and offer simple strategies to improve sleep –even during high-stress work seasons.
Register today! One attendee of an earlier session in the series calls it “one of the most practical courses I’ve taken.”
Click here to hear more from Kaitlin on what the Account for Your Health series offers. Hear more from her via her COCPA blog post, “Beyond the Balance Sheet: How Daily Nutrition Impacts Your Bottom Line as CPA.”
COCPA ON THE WESTERN SLOPE
Western Slope members, join your colleagues on Oct. 30 for a lunch and CPE meeting, Ethical Culture and Corporate Governance: Preventing Fraud and Sustaining Long-Term Value, featuring Michael Philipp. Philipp is a Colorado Mesa University accounting instructor and founder of Valuation Consulting Group LLC.
Later that evening, stop by for the Fall Mix and Mingle , 5:30 to 7 pm at Moody’s, 546 Main St. in Grand Junction. Reconnect with familiar faces, meet new ones, and enjoy a relaxing evening.
Thanks to Lacie Lochard, Esq., and Nicholas Gower, Esq., both with Hoskin, Farina & Kampf, P.C., who presented at the August meeting. Thanks as well to COCPA members Michael Brooks and Gary Hypes, who continue to plan the Western Slope-area events.
Available On Demand: The Ethic of DE&I
Join popular CPE instructor Robbie Glantz for the on-demand ethics course, “The Ethic of Diversity, Equity, and Inclusion,” eligible for two CPE credits. The course explores ethical values and principles related to DE&I initiatives and examines individual and collective workplace behaviors that foster and promote organizational well being.
See page 12 for DE&I Committee member Kaitlin Heitz’s article, “American Like Me Offers Unique Perspectives on the Multicultural Experience in the United States,” which explores a collection of 32 first-person essays from prominent figures about their unique experiences holding multiple cultural identities.
Visit the DE&I Committee web page for more information on this group’s activities
EMERGING PROFESSIONALS INITIATIVE COMMITTEE
The Emerging Professionals Initiative Committee (EPIC) unites students and other emerging professionals through special events, resources, and programs to support your professional growth.
In August, EPIC brought together young professionals both in person and online to hear from Melissa Armstrong, founder of SteadyHand Accounting and Advisory, on strategies for building a strong virtual network.
Visit the EPIC web page to learn more and get involved .
INDEPENDENT ACCOUNTANTS ALLIANCE
The Independent Accountants Alliance (IAA) supports the journey of those professionals who choose an entrepreneurial accounting path. The IAA hosts monthly calls for COCPA members, along with quarterly meet-ups.
In July, IAA members met at the COCPA’s new office to network and discuss how to build one’s practice with the ideal clients. IAA co-chair Tiffany Davis led a hands-on workshop, demonstrating to attendees how she achieves the ideal client mix in her practice.
Visit the IAA web page for more information on this group, along with a list of recommended resources for independent accountants .
MEMBER CONNECTIONS COMMITTEE
The Member Connections Committee (MCC) has wrapped up another fantastic Summer of Fun! From a Rockies game at Coors Field to bowling in Cherry Creek and golf at TopGolf in Centennial, members and their colleagues gathered to celebrate summer and connect with one another.
And new this year, Summer of Fun for Everyone! took the party beyond the Denver metro area, with events happening in Colorado Springs, the Four Corners area, Boulder/Longmont, and on the Western Slope.
Visit the MCC web page to learn more about this group and how to get involved
TECHNOLOGY USERS GROUP
In August, the Technology Users Group (TUG) presented the third of four free one-hour CPE webcast events, “Driving Better Decisions with Microsoft Fabric & Power BI: Eliminate Data Drudgery to Get from Excel to AI,” featuring speaker Khaled Chowdhury, principal at Data Crafters.
If you missed this live webcast event, access it on the Technology Users Group page under “Previous Presentations.”
Register today to attend “Hands On, Dive In: From Zero to Daily Use with Generative AI,” Nov. 11, 1 to 4 pm. Join instructor Wesley Hartman, founder of Automata Practice Development, to roll up
NONPROFIT WORKING GROUP
CPAs GIve Back: Ronald McDonald House – Meals from Scratch
We had a great time volunteering at Ronald McDonald House Charities in Denver. A huge thanks to Nicole Moore, Astride Lilian Mukabagula, Morgan Crabtree, Blaise Wabo, Mikey Gumataotao, Stephanie L. Simon, and Cristin Browne, all of whom joined together to create a delicious meal for Ronald McDonald House families.
The Nonprofit Working Group continues its partnership with the Colorado Nonprofit Association, hosting the quarterly virtual program, “Office Hours: Ask a CPA.” Many thanks to members Hannah DeAlto, Patrick Lewis, and Nathan Oberle, who gave a brief presentation on budgeting, followed by a Q&A session.
Visit the Nonprofit Working Group web page to learn how to get involved
your sleeves, fire up your laptop, and dive in during this immersive session, eligible for three hours of CPE credit.
TUG has been providing brief, high-level members-only technology presentations during its online monthly meetings. Thanks to recent meeting presenters, representing Coordona, Intuit, RightTool, ERP Advisors, Incisive, Data Crafters, Juno Tax, TaxDome, A-LIGN, and Acounta.
Join TUG today and be a part of this insiders group, led by COCPA Board Treasurer Jim Gilbert.
Office Hours: Ask a CPA
MOVERS & SHAKERS
Diego Baca, CPA, was appointed to the Colorado State Board of Accountancy, effective Aug. 1, 2025, for a three-year term.
Jim Brendel, CPA, a retired Moss Adams LLP partner, was named to the Colorado State University Foundation Board of Directors.
Sarah Flischel, CPA, is among five CPAs nationally whom the AICPA honored with its 2025 Emerging Leaders Award. The award recognizes extraordinary leadership, innovation, and commitment to supporting the next generation in the accounting profession. Based in Denver, Flischel is AAFCPAs’ Director of Audit Transformation and Training.
Steve Grimes, CPA, has opened Paradigm Shift Solutions in Littleton. Reach him at steve@paradigmshiftsolutions.net.
As part of Colorado State University’s Distinguished Alumni Awards, Lisa Hackard, CPA, was named the College of Business Honor Alumna. Hackard, who is a global lead partner in KPMG’s Denver office, serves on the CSU College of Business Leadership Council and was previously KPMG’s lead recruiting partner for CSU.
Joseph Hamilton, CPA, co-founder and chief financial officer of FirmKey Solutions, Denver, was selected to attend the 2025 AICPA Leadership Academy, Dec. 8-11 in Durham, N.C.
Forvis Mazars, LLP assurance partner Rob MaCoy, CPA, Denver, was awarded the firm’s 2025 Partner Key Award, given annually to one partner who exemplifies the firm’s unique culture and values.
The Denver Business Journal honored Mike Pritchard, CPA, chief financial officer of ACE Scholarships, with its 2025 CFO Awards Lifetime Achievement.
Ronald Seigneur, CPA/ABV, MBA, CVA, ASA, was named to Forbes’ inaugural list of America’s Top CPAs in Valuation Services. Seigneur, a founding partner with Seigneur Gustafson LLP, Lakewood, is the firm’s Director of Valuation Services and leads its Business and Intellectual Property Appraisal discipline.
Jade Walle, CPA, was named vice president, finance with Ur-Energy Inc., in Littleton.
DWC CPAs and Advisors, with offices in Grand Junction, Glenwood Springs, and Montrose, announced the promotion of the following team members to tax senior: Kate A. Bruno, Collin T. Klinker, Chris R. Padilla-Romo, and Temry M. Rodriguez. Additionally, audit senior Ana Carbajal Barahona, CPA, tax supervisor Vennessa M. Distel, CPA, and staff accountant Angela C. Heuman, CPA, earned their certified public accountant designations and obtained Colorado licensure after successfully passing the Uniform CPA Examination.
Congratulations to the following Colorado-based firms, each named to Inside Public Accounting’s (IPA’s) national Top 500 Public Accounting Firms list:
• Brock & Co., CPAs, PC, Boulder
• DWC CPAs and Advisors, Grand Junction
• Reese Henry, Aspen
• Richey May and Co., Englewood
• Soukup Bush & Associates, CPAs, P.C., Fort Collins
• WhippleWood CPAs, Littleton
Rankings are based on U.S. net revenues and drawn from more than 625 firm responses to IPA’s Annual Survey and Analysis of Firms.
IN MEMORIAM
We extend our sympathies to the family and friends of the following COCPA members:
Carl D. Henderson Estes Park, member since 1969
Jerome J. Long III Colorado Springs, member since 2020
CLASSIFIEDS
D&R ASSOCIATES OF COLORADO
CPA Firms or Partners. We represent a number of quality CPA firms and sole practitioners who are looking to merge, acquire, or sell their practices to other CPA firms. Locations are in the Metro Denver, Boulder, Colorado Springs and Evergreen areas. This is an opportunity to ensure your future as well as help your clients by expanding your services to them.
WHY SETTLE WHEN YOU CAN SELECT?
Established in 1939. For further information, please contact Phil Rubeck at D&R Associates of Colorado: 720-446-7020, or email dandrassociatesofco@aol.com.
SELLING YOUR PRACTICE IN 2025 OR LOOKING TO PURCHASE A PRACTICE? LET’S TALK!
With 31 years of combined experience, we know how to simplify the sale of a CPA firm using our proven, personalized, and confidential processes to bring you the results you are seeking.
As Certified Business Intermediaries, we’re dedicated to providing a seamless experience, combining professional wisdom with a personal touch. Our brokers are the only Certified Business Intermediaries (CBI) specializing in the sale of CPA firms in the country. When you are ready to sell, we have the buyers, financing contacts and the experience to assist you with the successful sale of your firm.
Contact us TODAY to take the first step. Kathy Brents, CPA, CBI, at 866-260-2793 or Kathy@AccountingBizBrokers.com, or visit our website at www.AccountingBizBrokers.com.
CURRENT LISTINGS:
SW Colorado Gross $220k (NEW) Colorado Based Virtual Payroll Service Gross $703k Albuquerque, NM Virtual Gross $730k
Causey Demgen & Moore, PC Cherry, Ogle & Quinn, PC
Eide Bailly FORVIS, LLP
Grant Thornton LLP
Haynie & Company
Johnson and Associates, CPAs, PC
Kundinger, Corder & Montoya, PC
Marrs Sevier & Company LLC
MGPM, PC
Moss Adams LLP
Plante Moran LLP
Reese Henry & Company, Inc.
Rubin Brown, LLP
Soukup Bush & Associates CPAs, PC
WhippleWood CPAs, PC
Earn CPE Credit for Reading NewsAccount
The COCPA is pleased to offer CPE credit for NewsAccount readership. To take advantage of this free member benefit, simply read the fall issue and register for the NewsAccount CPE self-study opportunity . Once logged in, you’ll be asked to complete the following online quiz, which reflects the content of the issue. Please note, question language and sequence may vary slightly.
Participants must earn a score of 70% or higher in order to receive CPE credit. NewsAccount exams are worth one credit hour each, for a maximum of four credit hours annually. For more information, contact Tiffany Carson at tiffany@cocpa.org.
1. According to PEAK speaker Kendale King, CPA, why has the accounting profession struggled to attract younger generations?
a. It requires too much travel for new professionals
b. It has failed to modernize its image and incentives
c. It is less financially rewarding than other professions
d. It does not require advanced degrees
2. What type of strategy does Kendale King suggest the accounting profession could adapt from other industries to better attract and retain talent?
a. Stricter performance reviews
b. Increased reliance on unpaid overtime
c. Longer mandatory internships
d. Loyalty programs that reward engagement and contributions
3. Beyond salary, what does Kendale King emphasize as an important factor in motivating employees and making them feel valued?
a. Recognition and early promotions
b. Increased billable-hour targets
c. Delayed promotions to test loyalty
d. Limiting client interaction to reduce stress
4. What is one of the key requirements of Colorado’s Pay Transparency Law that took effect on Jan. 1, 2024?
a. Employers must post available jobs externally before hiring internally
b. Employers must include pay ranges and benefits in all internal job postings
c. Employers must report employee salaries to the state annually
d. Employers must increase wages each year to remain compliant
5. What is the penalty for noncompliance with Colorado’s Pay Transparency Law?
a. Suspension of business license
b. A $1,000 fine per violation
c. Up to a $10,000 fine per violation
d. Mandatory back pay to employees
6. According to HR consultant Cyndi Stewart, what is one strategy to help manage pay transparency concerns among employees?
a. Withholding salary ranges from postings
b. Hiring only external candidates
c. Using artificially broad salary ranges in postings
d. Creating progressive job titles with defined skills and qualifications
7. What is one of the biggest risks that firms face if they rush into early adoption of SSARS 27?
a. Losing the ability to provide CAS services
b. Misalignment with client expectations and inadequate risk-mitigation strategies
c. Violation of federal tax reporting requirements
d. Increased audit responsibilities under AR-C 90
8. When does the SSARS 27 exception to AR-C 70 preparation engagements become effective?
a. It took effect immediately upon issuance on April 7, 2025
b. For periods ending after Dec. 14, 2026
c. Only for fiscal years beginning after Jan. 1, 2027
d. Once adopted by state CPA societies
9. What proactive step does author Suzanne Holl recommend for firms to manage the risk associated with preparing financial statements under consulting standards?
a. Executing new written understandings with clients that clarify scope and applicable standards
b. Eliminating all CAS engagements until 2027
c. Relying on verbal agreements with clients
d. Delegating all financial statement preparation to external auditors
10. According to author Debbie Gilmore, what is the first step to ensuring a successful cloud ERP implementation?
a. Migrating all historical data immediately
b. Establishing a clearly defined scope and aligning stakeholders
c. Selecting the least expensive software option available
d. Eliminating all existing vendor and customer records
11. Which of the following does Debbie Gilmore identify as a critical factor in ensuring a successful “go-live” when implementing a cloud system?
a. Relying only on the vendor’s default settings
b. Postponing training until after the system is live
c. Migrating all data regardless of quality
d. Thorough testing of real-world transactions and workflows
12. What is “hypercare support” in the post-go-live phase of a cloud ERP implementation?
a. A one-time system audit by external consultants
b. The automatic syncing of all financial data from prior systems
c. A period of intensive support for troubleshooting, training, and configuration tweaks
d. A software upgrade required after three months of use
13. What was one of America Ferrera’s main motivations for compiling American Like Me: Reflections on Life Between Cultures?
a. To highlight only the struggles of immigrants in America
b. To provide a collection of Latina stories
c. To showcase diverse cultural experiences and affirm that representation matters
d. To compare American culture with European traditions
14. In her essay, what sacrifices does Michelle Kwan describe her parents making to support her skating career?
a. They moved back to Hong Kong to save money for training
b. They relied on government programs to cover her skating expenses
c. They invested in private tutors instead of sports training
d. They worked multiple jobs and woke up early to take her to practice
15. What is one action that Career Chronicles columnist Tom Hall recommends taking before reacting to workplace frustrations?
a. Send an immediate email expressing your concerns
b. Ask yourself if you might be overreacting due to stress, hunger, or fatigue
c. Hold a team meeting to discuss your frustrations
d. Ignore the issue and hope that it resolves itself
MEMBERS-ONLY
Online Discussion Platform
Find answers, ask questions, share knowledge, and connect with the entire COCPA community. COCPA Connect, our most valued member benefit, offers immediate topicspecific answers directly from your peers, so you can spend more time helping your clients and less time searching for information.
“Through CONNECT, I’ve been able to get in touch with local colleagues who have helped me answer some of the challenging accounting questions encountered while serving my clients.”
Joel Cowden, CPA, Owner of Fianza, LLC
COMMUNITIES AVAILABLE FOR: Tax Practitioners | Technology Users | Independent Accountants Alliance | EPIC formerly Young Professionals | Business and Industry | Nonprofit Volunteer Opportunities | Open Forum and more!
