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CPAmerica Advantage News From Your Accounting Association

A&A Conference and Technology Roundtable celebrates being back in person in the Mile High City More than 100 people were excited to be back in person in Denver at the brand new Four Seasons Hotel Denver in late June. Both the A&A Conference and Technology Roundtable brought influential speakers to the Mile High City, including Surgent CPE's Rich Daisley, Frazier & Deeter's Mike Cheng, CPAmerica's A&A Director Art Winstead, Sage Policy Group's Anirban Basu, NMGI's Randy Johnston and Brian Tankersley, Right Network's Roman Kepczyk, Crowe G lo b a l's David Chitty, and Dena Speaks' Dena Jansen. This year brought even more exciting changes with our very first hybrid event. Thanks to our sponsor and preferred provider, ACPEN, we were able to run a successful in-person and live stream Yellow Book Pre-Conference led by Galasso Learning Solutions' Melisa Gallasso, CPA, CPTD. We also held various hybrid sessions over the three-day conference, allowing our members to earn CPE and attend the conference virtually. We gave our members even more opportunity to earn CPE at our breakfast sessions presented by sponsors and pre-

ferred providers LeaseCrunch's Ane Ohm, and Dext's Kalliopi Vlastos.

July 2021

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CPAmerica's Board of Directors also met in person, a first for the group in the last 18 months. We saw nothing but smiling faces at our optional event held at Lucky Strike Denver. Our members are a competitive bunch when playing billiards and bowling. And our special event was enjoyed by all, where we toured the massive Great Divide Brewing Co., with plenty of craft beer and street tacos located in Denver's RiNo District. A very special thanks to our sponsors: alliantgroup, ACPEN, Dext, LeaseCrunch, Net work Management Group Inc., and Wolters Kluwer. We look forward to seeing everyone at the 2022 A&A Conference and Technology Roundtable in Charleston at Belmond Charleston Place Hotel, scheduled for June 21-24, 2022. (Visit our Facebook page for more event photos at https:// www.facebook.com/CPAmerica/photos)

Collaboration in the cloud will become mandatory

CPAmerica's Tech Corner with Randy Johnston, shareholder in K2 Enterprises LLC and co-founder of Network Management Group Inc.

When did collaboration become a “must have?” Most of our firms have portals for client interaction, but many are not easy for clients to use. We don’t want attachments or links in email based on the security risk alone and have commonly handled these files through portals. We need to improve the ease of use and convenience for clients and team members alike. A new, easier-to-use “Client Experience 2.0” is needed. The ability and desire to work simultaneously on the same file is an attitude. Collaboration has been enabled by Microsoft 365, Google Workspace, and Zoho One

for productivity software and is now occurring in more Software as a Service (SaaS) browser-based products. Also, there is a strong connection between collaboration and providing advisory services in a satisfactory way to all parties involved. So, how can collaboration improve the practice of accounting while enhancing the final work product and deliverable? How can collaboration save time, money, and effort? Do you have a proactive way of working collaboratively? You may do a lot of work on your own. But how do you know those who consume or assist with See Collaboration in the cloud, continued on page 2

Collaboration in the cloud, continued from front page

your work don’t have importantly, how do you interactions with you as you improve your client

to overcome challenges? Most work with clients to make their seamless as possible? How do and team member experience?

How Do We Collaborate on Information with Clients? Collaboration with meeting technologies erupted in 2020 with Microsoft Teams in particular. Teams’ popularity was not an overnight success after the March 2017 release. Still, Microsoft went from 0 to 115 million users in the same time Slack grew to 12.5 million users before being acquired by Salesforce for $27.7 billion on December 1, 2020. Based on the various meeting technologies required to effectively work together from anywhere, including Google Hangouts, Google Meet, GoToMeeting, WebEx, Zoho Meeting, and Zoom, the popularity of collaborative meetings during the pandemic was no surprise. From a leading partner perspective, you can learn to manage collaboration culturally among your team in the new book from Bart Barthelemy entitled Collaborative Innovation. What does it mean to collaborate? • • • • • • • •

Share accounting software or financials Cooperate on Business Development and CRM to nurture relationships Coordinate workflow between team members Share documents internally and with clients Co-authoring so multiple people can work on data at the same time Meet virtually online Work any time, any place, any device And do all these things with appropriate security

As I reflect on each tool for the profession where I was fortunate enough to help the designers, developers, marketers, and executive management teams, we have been building collaboration for a new digital world. While assisting designers of QuickBooks Online, Xero, Zoho Books, Sage Intacct, NetSuite, and SAP Business by Design in financials, I promoted the idea of collaboration in financials. The evolution of products that assisted in the workflow in public practice firms evolved with XCM, FirmFlow, Jetpack Workflow, and others. Each of these products developed in silos, and now they are starting to connect effectively. You’ll see more announcements in 2021 about technical connection improvements. What Are We Trying to Accomplish Using Collaboration with Clients? Business process management (BPM) and document flow should interact with portals and document exchange. Technology products like Liscio, Suralink, Karbon, Canopy, Clarity Practice Management, and SmartVault all aid in the portals, document exchange, and workflow. Rarely is there enough capability in a Practice Management system to handle all the collaboration needed in a professional firm. Consider the needs in Tax, Audit, CAS, Business Development, Workflow, and specialty niche areas like wealth management. What is required for each practice area? Clients were much more patient before the collaborative Digital Revolution because it was apparent to all concerned that delivering the basics of accounting, tax, and audit, took a lot of time and personal expertise, and education. Clients today are tech-savvy and understand much more than they used to about financial management and even tax. It’s a different world!

Let’s further reflect and remind ourselves of the critical ingredients of the business model of accounting firms. These were, or in many cases, still are: • Primarily a client ‘needs’ driven model - with a provision of services that clients need because they have only one choice: which accountant? • An efficiency model - people costs against recovered chargeable hours equals profitability • A traditional services model - tax returns, audit, and accounting services, delivered to the market as compulsory purchases These three scenarios represent what was traditionally delivered by professional accountants: accounting, tax, and auditing. But the previously listed tasks can be truly advisory or consulting services rather than compliance delivery services. It’s subtle but will become a decisive shift in client perspectives if your firm handles Advisory services correctly. And collaboration enables Advisory Services. Digital solutions will merely place extra emphasis on these needs and clients’ wants for Advisory positioned services. Unlike the demise of accountants predicted in the past, computer software can’t wholly replace people, and let’s hope they never will. The biggest threats are not future changes driven by technology because they will occur anyway. It’s that while firms are still doing well, accountants will wait too long to strategically plan forward and start to refine their business models to reflect what’s coming in this new collaborative digital world. It’s easy to get left behind when you are doing well and are comfortable with the status quo. So, What Can We Do Today? We must enable collaborative work. While in the past, working together was enabled because of hosting, in the collaborative digital world, this can be accomplished with SaaS applications, running in silos, connected with digital plumbing. The connections have become more reliable, robust, and secure, and more are promised this year. You’ll see that throughout 2021 and beyond, we’ll discuss client and team member experience because it supports both Advisory Services and remote work capabilities. Now is a time of improved collaboration, where we can leverage technology to create a Client Experience 2.0. What type of experience are you going to create for you, your team, and your clients? Randy Johnston is a shareholder in K2 Enterprises LLC, and co-founder of Network Management Group Inc. Concepts for this article came from Johnston’s consulting experience at firms and sessions written for the K2 Technology Conferences. His NMGI operation has been the preferred Technology Provider for CPAmerica for 15 years. Contact him at 620-664-6000 or randyj@nmgi.com.

Member News

THF congratulates Taylor Harmon on his acceptance into Leadership Tallahassee Class 39 Headquartered in Tallahassee, Fla., Thomas Howell Ferguson P.A. CPAs, congratulates Taylor Harmon on his acceptance into Leadership Tallahassee Class 39. Leadership Tallahassee, a division of the Greater Tallahassee Chamber of Commerce, is a year-long program that educates and encourages participants to Taylor Harmon actively seek positive and constructive changes in the community through leadership roles. Taylor received his bachelor’s degrees in accounting and finance from Florida State University. He is involved in both the Tallahassee community and the accounting profession. Taylor is a member of the American Institute of Certified Public Accountants (AICPA) and the Florida Institute of Certified Public Accountants (FICPA). Within the FICPA, he is a graduate of the second class of the emerging leaders’ summit, has served on various committees, and is currently serving on the FICPA’s committees for State Legislative Affairs and State and Local Governments.

Thompson Greenspon named a Washington Post Top Workplace for 2021 Thompson Greenspon, headquartered in Fairfax, Va., was recognized as a DC metro area Top Workplace for 2021, and is thrilled to have received this Washington Post award for a seventh year. The firm believes that their outstanding customer service starts with an exceptional team. Thompson Greenspon strives to have a collaborative work environment and believes that work-life balance is essential for any thriving business. Selection as a Top Workplace is based solely on employee feedback gathered by a third-party survey which measures several aspects of workplace culture, including alignment, execution, and connection. When asked why they would recommend working at Thompson Greenspon, staff answered that they enjoyed the flexibility, work-life balance and genuine care of management. Staff also commented that they were motivated at Thompson Greenspon to achieve personal goals and value the ability to move upward in the firm.

TBC announces three new shareholders Teal, Becker & Chiaramonte, CPAs, P.C., headquartered in Albany, N.Y., recently named Sarah Robinson, CPA, Gretchen Guenther, J.D. M.S., CPA, and Ryan McEvoy, CPA as Shareholders The promotion for Robinson, Guenther, and McEvoy took place on April 1st. Robinson joined in 1999, while Guenther joined the TBC team for the first time in 2000, and McEvoy joined in 2009. Robinson with a Bachelor of Business Administration in Accounting, from The College of Saint Rose, manages all aspects of accounting for a diverse client base in several different industries. She is involved with training and education of staff through in-house seminars and mentorship programs. Robinson is actively involved with the TBC Employee Benefit Plan and Auto Committee. Outside of work, Sarah is on the Board of Directors for the Ronald McDonald House Charities. Sarah Robinson She resides in Cobleskill with her two sons. Guenther with a Bachelor and a Master of Science Degrees from the College of Saint Rose, along with a Juris Doctorate from Albany Law School, manages and oversees all aspects of corporate, pa r t nership, and individual tax compliance and planning. Guenther also finds herself being t he director of t he Firm’s Tax Department Gretchen Guenther and participates as an instructor in the Firm’s various educational seminars. Outside of work Gretchen is the Treasurer of the Board of Directors of the Albany Damien Center and a member of The College of Saint Rose Golden Knights Athletic Advisory Council. McEvoy with a Bachelor of Business Administration in Accounting from Siena College, manages accounting a nd t a x engagement s for a diverse client base, focused in manufacturing, construction, distribution, renewable energ y, and tech nolog y. McEvoy i s ac t i v e l y i n v ol v e d Ryan McEvoy in t he Firm’s internal manufacturing committee. McEvoy enjoys traveling with his family and is an avid follower of the Yankees and Knicks. He has a one-year-old son and a seven-year-old black lab mix that keep him happily busy at home.

Frazier & Deeter named as one of six eligible audit firms for the Georgia film tax credit Headquartered in Atlanta, Frazier & Deeter, LLC, announced the firm has been named a Film Tax Credit Certified Eligible Auditor by the Georgia Department of Revenue (GDOR). The Georgia legislature recently changed the rules for pursuing the Georgia Film Tax Credit. Among the changes was a requirement for an audit conducted either by the Georgia Department of Revenue or a Certified Auditor approved by the state. Frazier & Deeter was one of only six firms selected to attend the GDOR’s certification training, resulting in their eligibility to perform mandatory audits. "Frazier & Deeter is honored to be named an eligible auditor and looks forward to supporting our clients in the entertainment industry as they transition to the new program,” said Charli Traylor, a Tax Principal and the leader of Frazier & Deeter’s Entertainment practice. “The new audit requirement is a big change for film production companies, but the Georgia credit remains one of the most attractive film credits in the country.” "Achieving this milestone is an important step in Frazier & Deeter’s commitment to serving the needs of the film industry,” noted Audit Partner Monique Quindsland. “As an authorized firm in both Georgia and California we are able to help clients working in the largest production locations in the nation.” In addition to being recognized by the Georgia Department of Revenue as a Certified Auditor for the Georgia Film Tax Credit, Frazier & Deeter has also completed the California Film Commission training required to be eligible to issue Agreed Upon Procedures for California Tax Credit Program 3.0.

Jennifer Disharoon has been promoted to Chief Marketing Officer at GRF CPAs & Advisors GRF CPAs & Advisors, headquartered in Bethesda, Md., congratulates Jen n i fer Disharoon, MBA, on her promotion to Chief Marketing Officer. Ms. Disharoon has nearly 25 years of experience Jennifer Disharoon in professional services ma rket ing focused on building brand awareness, creating revenue-generating campaigns and leveraging digital platforms to improve results.

)URP 0HPEHU 6HUYLFHV The importance of participation My first day at CPAmerica took place in Boston at the 2011 Leading Partners Retreat. This was a big day for me, and also a big matter of business for the Council of Members Meeting to approve the Strategic Plan for 2012 Grace Horvath and Beyond. The plan is Vice President of revisited regularly and Services was completely updated in 2018. The underlying strength of the plan is its commitment to the four tenets of member expectations and how best to meet them: improving through sharing, being more profitable, building strong professional relationships, and gaining domestic and international prestige. The plan incorporates a Good Members Guide that espouses the objective of improving through sharing and defines what are consistently agreed upon to be the minimum requirements of participation. With the ongoing succession and retirement of managing partners, the growth of the New Leading Partners Group (we have 24 managing partners in the role three years or less), and the volume of new partners comprising leadership, I thought it would be timely to revisit participation. CPAmerica’s board of directors is in place to provide oversight of the association’s strategic objectives. The revolving board is made up of up of members that represent all regions and a scope of revenues to ensure fair representation and avoid institutional, static thinking. One thing the board does annually is takes a look at member participation to consider what the association can be doing

to foster engagement. The basis for this conversation begins in the Good Members Guide that states three core areas of participation essential to improving through sharing: participation in the annual Practice Management Survey, attending the Leading Partners Retreat, and hosting a Visitation Improvement Program (VIP) every four to five years. I have witnessed varying opinions on the topic of participation with some board members quoting “the country club” model where all members pay but do not use the club thus funding a well-endowed facility and programs for those that do use it. Others feel strongly that the strength of the organization is in the sharing as evidenced by the initial visit to a prospective member firm whereupon a prospect’s plan to participate and willingness to share are considered fundamental for a recommendation that they be invited to join. The board regularly evaluates firm participation with respect to these three areas and what impact a lack of participation will have on the association, especially in major market areas. I understand members’ love-hate relationship with the annual Practice Management Survey (PMS). Everyone loves the end product, but would nearly give an eye to avoid the work of getting it completed. Thankfully, our partnership with The Platt Group makes it about as painless as it’s going to get. Many firms live by this bible of metrics and will attest their annual growth is closely tied to using the comparisons in the PMS to set targets based on fellow member firms. Unlike a generic national survey, our proprietary piece allows members to seek out guidance from each other in their

targeted areas of growth and improvement. The Leading Partners Retreat has changed in my tenure with many firms bringing more than one partner and increasing integration with the concurrent Firm Management Roundtable (formerly Firm Administration Roundtable) as they increase in number of C-suite executives. While the retreat enjoys a formal agenda of nationally respected leaders, anyone will tell you that member sharing is the reason to go. The three days are designed to immerse attendees in premier thought leadership and maximize sharing of best practices. Sending more than one partner results in buy-in on actionable items to focus on over the next year. Of the three required areas, this is the easiest and some would say the most imperative to fulfill. VIP picks up where it left off in 2019 getting 2020 back on the board, plus 2021. The dues funded observations allow a firm to closely examine select areas of their practice through the eyes of trusted peers who share as much as they learn. It is continually held to be one of the most valuable programs of membership. Analyses of our strategic plan, Good Members Guide, and the importance of participation are ongoing. The strength of your association’s model is in the collective knowledge and expertise of its members, which can only be tapped into by the sharing of information and best practices. September is around the corner. We look forward to seeing everyone at Leading Partners Retreat!

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