Issuu

AUGUST | SEPTEMBER | OCTOBER 2026

Why AI alone won’t transform utility finance — And what must change The new face of accounting in industry series: Health care The business case for embracing different thinkers

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Rep. Chris Glassburn D-North Olmsted

Rep. David Thomas R-Jefferson

Rep. Bill Roemer, CPA R-Richfield

September 23, 2026 Cleveland Botanical Garden 2:00 p.m. - 6:00 p.m. 2.5 CPE credits (2 CLE approved)

Rep. Daniel Troy D-Willowick

CONTENTS feature

VOLUME 22 | ISSUE 4 EDITOR IN CHIEF Amber Epling-Skinner – AEpling-Skinner@ohiocpa.com GRAPHIC DESIGN Sam Kaiser – skaiser@ohiocpa.com Kyle Anderson – kanderson@ohiocpa.com EDITORIAL OFFICES CPA Voice 4249 Easton Way, Suite 150 Columbus, OH 43219 Tel: 614.764.2727 Email: CPAVoice@ohiocpa.com Website: www.ohiocpa.com ADVERTISING For our display advertising rates or a copy of our media kit, contact us at sales@ohiocpa.com or call 614.764.2727.

18 Why AI alone won’t transform utility finance — and what must change AI can improve visibility in utility finance, but lasting transformation requires redesigned decision-making processes, stronger governance and cleaner operational data.

ARTICLE SUBMISSIONS We welcome submissions of analytical articles on issues relevant to Ohio CPAs. Desired length is 800-1200 words. Send an electronic copy with a cover letter to the editor at AEpling-Skinner@ohiocpa.com. Please note that CPA Voice is not a peer-reviewed journal.

in depth 2 CEO letter

REPRINTS For reprint permission, contact the editor at the address above.

3 Self-assessment exam Free CPE for members!

4 The advocacy you never see OSCPA’s advocacy work often happens behind the scenes, building relationships, coalitions and member engagement to shape policy, protect the CPA profession and strengthen Ohio’s business community.

8 The return of the handshake: Why in-person connections matter more than ever Highlighting the renewed value of in-person professional connections and encourages CPAs to embrace live events as a meaningful way to build community, relationships and engagement.

10 The business case for embracing different thinkers Explaining how organizations can strengthen performance, retention and innovation by embracing different thinking styles, replacing assumptions with curiosity and creating inclusive conditions.

CPA Voice is the official magazine of The Ohio Society of Certified Public Accountants. CPA Voice’s purpose is to serve as the primary news and information vehicle for more than 19,000 Ohio CPA members and related professionals. Articles are reviewed for technical accuracy. However, the materials and information contained within CPA Voice are offered as information only and not as practice, financial, accounting, legal or other professional advice. While we strive to present accurate and reliable information, The Ohio Society of CPAs makes no warranties regarding the accuracy of the information provided herein. Readers are strongly encouraged to conduct appropriate research to determine the accuracy of the information provided and to consult with an appropriate, competent professional adviser before acting on the information contained in this publication. The statements of fact, thoughts, advice and opinions expressed in CPA Voice are those of the authors alone and do not represent or imply the positions, opinions, nor endorsement of The Ohio Society of CPAs or of its publisher, editors, Board of Directors, or members. It is our policy not to knowingly accept advertising that discriminates on the basis of race, religion, gender, age or origin. The Ohio Society of CPAs reserves the right to reject paid advertising in its sole discretion. We do not necessarily endorse the resources, services or products unrelated to The Ohio Society of CPAs that may appear or be referenced within CPA Voice, and make no representation or warranties about those products or services or the accuracy and claims regarding those products and services. Advertisers and their agencies assume liability for all advertisement content and responsibility for all claims resulting from such advertisements made against The Ohio Society of CPAs. The Ohio Society of CPAs does not guarantee delivery dates for CPA Voice and disclaims all warranties, express or implied, and assumes no responsibility whatsoever for damages incurred as a result of delivery delays. CPA Voice (ISSN 0749-8284) is published six times per year by The Ohio Society of CPAs, 4249 Easton Way, Suite 150, Columbus OH 43219, 614.764.2727.

14 Trump Accounts: What every CPA should know Trump Accounts offer families another tax-advantaged way to save for a child’s future, best used alongside existing planning strategies.

24 The new face of accounting in industry series: Health care Health care accounting is being reshaped by value-based care, consolidation, digital health, cybersecurity and AI, requiring accountants to develop broader strategic, analytical and technology-focused skills.

Copyright © 2026 by The Ohio Society of CPAs; all rights reserved. No part of the contents of CPA Voice may be reproduced by any means or in any form, or incorporated into any information retrieval system without the written consent of CPA Voice. Permission requests may be sent to the editor at the address above. While care will be given to all materials submitted for publication, we do not accept responsibility for unsolicited manuscripts, and they will not be returned unless accompanied by a self-addressed postage prepaid envelope. Periodicals postage paid at Columbus, OH and at additional mailing offices.

AUGUST | SEPTEMBER | OCTOBER 2026 | 1

A WORD from our CEO

Still a people profession

As artificial intelligence, automation, and advanced technologies transform the way we work, one thing hasn’t changed: this is still a people profession. Technology can process information in seconds. It can help us work more efficiently and uncover insights that might otherwise be missed. What it can't do is build trust, understand nuance, or replace the creativity that emerges when professionals gather to solve a complex problem together. CPAs do more than analyze financial information. We advise business owners through difficult decisions. We help families plan for their futures. We guide organizations through uncertainty and change. Those responsibilities require empathy, communication, and the ability to understand perspectives that require more than an algorithm. That's why soft skills continue to matter. The ability to listen, communicate clearly, collaborate effectively, and build relationships is every bit as important as technical competence. In many cases, those skills are what turn talented professionals into trusted advisors. Some of our best work happens when we engage with one another. A conversation with a colleague can challenge our thinking, sharpen an idea, or spark a solution that we wouldn't have developed on our own. Brainstorming, sharing experiences, and learning from peers remain incredibly valuable parts of professional growth. As our tools become more sophisticated, the human element of our profession becomes even more valuable. Clients, employers, and communities will continue to look to CPAs not just for technical expertise, but for judgment, perspective, and trust. That is why we continue to invest in opportunities to connect with one another. OSCPA is launching a new in-person event, The Exchange, that will bring CPAs and related professionals together to learn, share ideas, and strengthen the relationships that make our profession so strong. OSCPA’s Young CPA Advisory Boards are back in action, hosting local area events throughout the state to bring emerging professionals together to share ideas, learn from peers, and foster connections that can last throughout a career. We’re also expanding opportunities for emerging professionals to develop the leadership and relationship-building skills that complement technical expertise. Through in-person programs focused on communication, leadership, networking, 2 | CPA Voice

and business growth, participants will have the chance to learn alongside their peers, exchange perspectives, and build connections that can support them throughout their careers. These gatherings aren't simply networking opportunities. They create space for the conversations, mentorship, and exchange of ideas that help people grow throughout their careers. Whether you're seeking a fresh perspective on a challenge, looking to expand your professional network, or simply reconnecting with peers, there is real value in being in the room together. Many of the most important lessons in our profession are learned not from technology, but from one another. The future of accounting will undoubtedly be advanced by technology. But it will continue to be defined by people.

Laura Hay, CPA, CAE President & CEO The Ohio Society of CPAs

Self-Assessment Exam

AUGUST | SEPTEMBER | OCTOBER 2026 Product ID: #74331

Online Instructions 1. Log in to ohiocpa.com/myoscpa 2. Search "CPA Voice" and hit enter. Then select "On-Demand Courses" to see the available exams. 3. Click "Add to cart" and purchase the exam. 4. Now click "Return to Dashboard." Log in to ohiocpa.com/myoscpa, look up the exam using the product ID number above and answer the 18 required questions based on content in CPA Voice. Cost Members Non-members

Free $40

Exams remain available online – and may be completed for CPE – through the same month of the following calendar year.

5. Go to "My Learning Center" and the exam will be located under the "Current" tab. Turn off pop-up blockers then click "Launch." Self-Assessment Exam Results Respondents taking the exam online receive their results immediately. Respondents who pass with a grade of 70% or better receive one hour of CPE credit in specialized knowledge, as approved by the Accountancy Board of Ohio. AUGUST | SEPTEMBER | OCTOBER 2026 | 3

ADVOCACY in focus

The advocacy you never see By Greg Saul, OSCPA vice president of government relations, and Molly Neal, OSCPA manager of advocacy initiatives

Most members notice when legislation passes. The real story is everything that happens before it gets there. When House Bill 238 became law in Ohio, many members

the most attention are often the ones that become law. Yet

saw the outcome. The legislation modernized CPA licensure

some of the most important work happens long before a

pathways, addressed workforce challenges facing the

committee hearing is held or a vote is cast. Advocacy is

profession and positioned Ohio as a leader on one of

often measured by what passes, but its true value is just

the most important issues confronting accounting today.

as often found in what never happens at all. A problematic

What most members did not see were the years

proposal is revised before it advances. A regulatory change

of conversations, coalition-building, relationship

is improved before implementation. Policymakers gain

development and grassroots engagement that made

a better understanding of an issue before unintended

that success possible.

consequences become reality. These quiet victories rarely

That is the nature of advocacy. The victories that receive 4 | CPA Voice

generate headlines, but they can have a lasting impact on CPAs, their clients and the broader business community.

For decades, The Ohio Society of CPAs has worked

policymakers, educators, employers and national accounting

to ensure the profession has a voice in public policy

leaders to advance initiatives that strengthen the profession

discussions. Sometimes that work results in highly visible

and Ohio's business climate. One example is the Ohio

victories. Other times, it means protecting the profession

Alliance for Civil Justice (OACJ), a coalition of business

from policies that would create unnecessary burdens

and professional organizations that advocate for a fair and

on businesses and taxpayers. Historical successes

predictable legal climate in Ohio. Participation in coalitions

have included securing state and federal tax conformity,

such as OACJ allows OSCPA to amplify the profession's

advocating for changes to CPA exam eligibility requirements,

voice while collaborating with partners on issues that impact

supporting tax policy improvements and helping preserve

businesses throughout the state.

the integrity of CPA licensure. These efforts did not happen overnight. They were the result of sustained engagement and a long-term commitment to representing the profession's interests.

The CPA pathways legislation offers a recent example. Ohio's reforms were part of a broader national movement aimed at addressing accounting workforce challenges while preserving professional standards and interstate mobility.

What makes these successes possible is not simply a

Achieving that outcome required cooperation among state

legislative strategy. It’s the relationships that are

societies, national organizations, employers, educators and

fostered.

legislative leaders. It was a reminder that meaningful policy

Legislation is ultimately shaped by people, and effective advocacy depends on ensuring those people understand

changes often emerge from years of consensus-building rather than a single legislative debate.

the profession they are regulating. By the time a bill reaches

Some advocacy efforts, however, are focused not on current

a committee hearing, lawmakers have often spent months,

legislation but on the profession's future.

sometimes years, hearing from stakeholders on the issue. Organizations that establish trust and credibility long before a challenge arises are often the ones that have the greatest influence when decisions are being made.

Today, only one CPA serves in the Ohio General Assembly: Rep. Bill Roemer, CPA (R-Richfield). With Rep. Roemer scheduled to leave office at the end of 2026 due to term limits, Ohio is on track to enter the next General Assembly

That reality is one reason OSCPA places such a strong

without a CPA serving in either chamber. Recognizing the

emphasis on relationship development. Much of this work

importance of having accounting professionals involved in

occurs through the Ohio CPA/PAC Board of Trustees,

policymaking, OSCPA has begun encouraging members

whose members help foster relationships between the

to consider public service and legislative leadership

profession and policymakers across the state. In a recent

opportunities. The Society has distributed interest surveys

CPA Voice profile, longtime advocate and PAC trustee Ann

and launched conversations about identifying the next

Gabriel emphasized the importance of ensuring legislators

generation of CPA lawmakers. The goal is not political. It

understand the role CPAs play in the business community

is practical. Legislators regularly consider issues involving

and broader economy. As she noted, knowing legislators

taxation, budgeting, workforce development and economic

personally matters, especially when public officials need

policy. Having CPAs in those conversations helps ensure

insight from the profession. The PAC Board's work reflects

decisions are informed by real-world financial expertise.

that philosophy, creating opportunities for lawmakers to hear directly from CPAs and gain a deeper understanding of the issues affecting businesses, taxpayers and the accounting profession. These relationships create opportunities for CPAs to educate policymakers on complex issues involving taxation, financial reporting, workforce development and economic growth. Strong relationships also help make coalition building possible. Very few policy victories are achieved by a single organization acting alone. Successful advocacy frequently requires bringing together stakeholders who share common

This effort highlights an important reality about advocacy: it is not always reactive. The most effective advocacy programs invest in the future before a need becomes urgent. Recruiting future CPA legislators, cultivating relationships with emerging policymakers and educating elected officials on the profession's value may not produce immediate results, but those investments can shape public policy for years to come. Of course, none of this work happens without member engagement.

goals and finding areas of consensus. Throughout its

Advocacy is most effective when policymakers hear directly

history, OSCPA has worked with business organizations,

from the people affected by their decisions. While OSCPA's AUGUST | SEPTEMBER | OCTOBER 2026 | 5

advocacy team works year-round to monitor legislation and

the partnerships that quietly build consensus. They are the

build relationships, members remain the profession's most

relationships that ensure lawmakers know who to call when

powerful advocates. Legislators expect organizations to

they need expertise. And they are the members who choose

share their positions. What often leaves a lasting impression

to engage long before a challenge reaches the front page.

is hearing from a CPA in their district who can explain how a proposal will affect businesses, employees and taxpayers.

When advocacy works, most people never notice. That is precisely the point. Behind every legislative victory,

Members demonstrated that influence earlier this year when

every policy improvement and every challenge avoided is

they responded to OSCPA's call to action on tax conformity

a network of committed professionals working to ensure

legislation. In just over a week, more than 100 messages

the CPA profession continues to thrive. The work may be

were sent to lawmakers urging support for an emergency

invisible, but its impact is felt every day by Ohio CPAs, the

clause that would provide timely certainty for taxpayers.

businesses they serve and the communities that depend on

The strong grassroots response helped demonstrate the

sound financial leadership.

profession's engagement and reinforced the importance of the issue. The same principle applies beyond legislative alerts. Supporting Ohio CPA/PAC, participating in advocacy events, developing relationships with elected officials and sharing professional expertise all help strengthen the profession's voice. Advocacy is no longer optional. The regulatory and legislative environment continues to evolve, and the longterm strength of the profession depends on remaining engaged, informed and prepared to act.

Greg Saul is the vice president of government relations for The Ohio Society of CPAs, supporting the organization’s legislative and regulatory advocacy efforts. He can be reached at gsaul@ohiocpa.com. Molly Neal is the manager of advocacy initiatives for The Ohio Society of CPAs, supporting the organization’s

The most successful advocacy efforts rarely receive public

legislative and regulatory advocacy

recognition. They are the conversations that prevent a

efforts. She can be reached at

misunderstanding before it becomes legislation. They are

mneal@ohiocpa.com.

6 | CPA Voice

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AUGUST | SEPTEMBER | OCTOBER 2026 | 7

CAREER center

The return of the handshake: Why in-person connections matter more than ever By Amber Epling-Skinner, OSCPA vice president of external affairs

Five years after March 2020 changed how CPAs work, learn and connect, the profession is still sorting out what belongs on a screen and what is better experienced in a room. The shift to virtual everything solved an immediate problem

We have been intentional about expanding in-person

and, in many ways, expanded access. But it also changed

engagement across the state because live events create

our habits in ways we are only now beginning to fully

something a virtual format rarely can: room for relationships

understand.

to grow naturally.

Virtual learning made it easier for busy professionals to

There is a different energy when professionals gather in

stay engaged. But in recent months, there has been a

person. A quick exchange after a panel may become a

noticeable shift. After years of defaulting to screens, many

future collaboration. A conversation over coffee may lead

professionals are now looking for something they have

someone to a mentor. An offhand comment from a peer may

missed: the chance to reconnect in person.

help reframe a problem that felt stuck.

At The Ohio Society of CPAs, we saw that shift reflected

Those moments are difficult to schedule and even harder to

clearly when we asked members whether they wanted

recreate online. They happen because people are present,

more opportunities to gather face-to-face. The answer was

paying attention and open to conversation.

unmistakable: yes. Members told us they value the flexibility of virtual learning, but they also miss the professional community that forms when people share the same room.

What screens still can’t replace That feedback is helping shape how OSCPA is evolving. 8 | CPA Voice

Putting connection back on the calendar One example is The Exchange, a new in-person professional development experience designed to bring OSCPA members, nonmembers, policymakers and community leaders together for substantive discussion on issues shaping Ohio’s future.

The inaugural program, focused on property tax reform, will take place Sept. 23 at the Cleveland Botanical Garden. It pairs timely policy conversation with CPE credit and a reception designed to give attendees time to keep the discussion going. That is the larger point. The value of an event is not limited to what appears on the agenda. Often, the lasting benefit comes from who you meet, what you hear in the room and how the experience changes the way you think about an issue.

Finding the right balance Virtual learning will continue to be an important part of OSCPA’s work. It offers flexibility and access that many members depend on, especially when schedules are full and travel is not realistic. But the future of professional engagement should not be virtual by default. It should be intentional. Some information can be delivered efficiently online. Some conversations are better when people are face-to-face.

The gamble behind every live event

The accounting profession has always been rooted in trust.

Of course, bringing people together in person requires a

replace the confidence built through conversation or the

different level of planning than opening a virtual meeting

sense of belonging created by a shared experience.

room. Venues need commitments. Catering counts matter. Speakers, staffing and room setup all depend on having a reasonable sense of attendance before the day arrives. That has become more complicated because registration habits have changed. Many professionals have grown accustomed to signing up for virtual programs close to the start time. For an online event, that may be manageable. For an in-person program, it can leave planners guessing whether the interest is really there.

Technology can support relationships, but it cannot fully

As OSCPA continues expanding in-person programming across Ohio, our goal is not simply to fill rooms. It is to create experiences that strengthen the professional community CPAs rely on throughout their careers. Because while webinars can share information, they cannot fully replace the energy of a handshake or the momentum that builds when people gather with a shared purpose. Save me a seat.

That uncertainty has consequences. Low early registration

Amber Epling-Skinner is the vice

can make an event look weaker than it is, causing organizers

president of external affairs of The Ohio

to sweat the numbers or, in the worst case, cancel too

Society of CPAs, responsible for telling

soon. Then the people who intended to register later lose an

our story to members, industry leaders,

opportunity they may have valued.

key stakeholders and the public, in

If we want more live programming, early registration matters.

addition to local and national media.

It helps organizations plan responsibly and gives worthwhile

She can be reached at

events the best chance to succeed.

aepling-skinner@ohiocpa.com.

AUGUST | SEPTEMBER | OCTOBER 2026 | 9

INCLUSION & Engagement

The business case for embracing different thinkers By: Natalie Rooney

10 | CPA Voice

Strong teams don't succeed because everyone thinks alike. They thrive by recognizing the different experiences, perspectives and thinking styles that allow every employee to contribute at their best. Historically, conversations about inclusion have centered on demographic characteristics such as race, ethnicity and gender. Those remain important, but organizations are increasingly recognizing that true inclusion runs more

They affect performance, retention and the ability to adapt.

Assembling inclusive teams As organizations have become more focused on building

broadly than that, encompassing the different ways people

inclusive teams, they're discovering that just because

think, communicate and solve problems.

people appear similar, they usually approach work in very

Increasingly, inclusion is shifting away from asking 'Who is on the team?' to 'How does every person on the team add value?' Success as a team means bringing together employees with distinct personalities, thinking styles and life experiences. When those differences are overlooked, it can

different ways. "You can share the same ethnicity or the same gender and still be very different," Crosby said. "Just because there are a lot of females or males on a team doesn't mean the team is lacking in diversity from a thought process, style or how decisions are made."

create misunderstandings and friction. If leaders create

Introversion versus extroversion offers a great example of

the conditions where people can contribute their strengths,

thought processes and decision making, Crosby said.

there’s an opportunity to produce stronger ideas, better decisions and more innovative solutions.

Extroverts often end up on teams because they actively seek out social interaction, speak up first in group settings

"We all have ways we filter information," said The Ohio

and draw energy from collaboration, making them highly

Society of CPAs Senior Vice President Tiffany Crosby, Ph.D.

visible in team-based environments.

"The more diversity of thought you receive, the more comes through that filter. When you adopt a broad definition of inclusion, one of the reasons it tends to result in better performance is that you're getting diverse perspectives." According to Tanya Menon, professor of management and human resources at The Ohio State University, the objective shouldn't be simply assembling a group of people who represent different categories.

“Your gender or ethnicity doesn't matter,” Crosby said. “It's about: am I an introvert or an extrovert? Am I being included? Am I being given time to think before brainstorming? Leaders need to consider how individuals think and process information." "You can have all the people in the room and not have better thinking or learning," Menon said. "This isn't about labels or superficial dimensions. It's about capturing the value that

"Inclusion isn't about creating lists of identities," she said.

comes from those differences. Different beliefs and different

"It's about making sure people are actually contributing and

ways of working allow us to think better."

asking what we can learn from them." Research reinforces the business value that comes from creating workplaces where people can thrive. Deloitte's 2024 Well-being at Work survey found that about seven in 10 workers believed a stronger organizational commitment to what Deloitte calls "human sustainability" would improve productivity and performance, increase engagement and job satisfaction and strengthen their desire to stay with the company. For accounting organizations navigating technological change, evolving client expectations and persistent talent challenges, those outcomes go beyond workplace culture.

Looking beyond labels Labels have become problematic in today's multigenerational workforce, where four, and sometimes even five, generations work side by side. These generations entered the workplace during different eras, learned different technologies and developed different expectations about communication, career advancement and work itself. It's easy to let those differences become stereotypes, such as that older professionals are resistant to new technology, or that younger employees prefer texting over conversation and have unrealistic expectations about career progression and work-life balance. AUGUST | SEPTEMBER | OCTOBER 2026 | 11

"People think generational labels explain much more

More leaders are now recognizing that different brains bring

than they actually do," Menon said. "The real question

distinct, valuable capabilities.

is: Who are they? What's motivating them? How do they like to communicate? Thinking about those questions is much better than bucketing someone with a generational stereotype."

"People with neurodiverse experiences bring different types of strengths," Menon said. "Focus, pattern recognition, analytical reasoning and divergent thinking are things others aren't going to bring up. The question for leadership is: How

She has seen Baby Boomers enthusiastically embrace new

do we design organizations so those strengths are captured

technology and younger professionals choose face-to-face

and rewarded?"

conversations over text messages. "We have to move beyond the labels," she said.

Designing work around strengths

The same principle applies to circumstances outside the office. Many professionals are building careers while raising children, caring for aging parents or supporting relatives with health challenges. Those responsibilities may affect where

In the past, many organizations unconsciously rewarded

or when work gets done, but they don't diminish the value

people who communicated, interacted and processed

someone brings to the organization.

information in similar ways. "What we've been innately doing is homogenizing people so

Rather than using time at a desk as a measure of commitment, Menon encourages leaders to identify the

they all start thinking alike," Menon said. "It's a wonderful

outcome the organization needs and determine how much

thing when you can celebrate people when they're

flexibility is possible in achieving it.

disagreeing and bringing different perspectives."

"Managers need to consider what they need physical

Menon's point isn't that leaders should chase comfort or

presence for," she said. "Are we just parking someone in a

stamp out disagreement. Teams simply perform better when

seat? Can we achieve these outcomes and give flexibility?

employees can contribute rather than feel pressured to

People shouldn't be seen as lacking commitment because

conform.

of their life circumstances."

12 | CPA Voice

Replacing assumptions with curiosity Assumptions not only influence how people are perceived, but they also determine who receives mentoring, who is trusted with challenging assignments and who is considered for advancement. "Our assumptions can filter people out of opportunities that would be great for them," Crosby said. "We can also filter

Creating a more inclusive team doesn't always require a sweeping change. Crosby said it can begin by simply asking employees to explain how they prefer to receive information, communicate and make decisions. "People begin to recognize there needs to be some give and take because no one style is better or worse," she said. "They're just different."

people into opportunities that don't align with their skill set

Consider something as ordinary as email. One employee

and don't provide enough support for them to succeed just

appreciates a lot of background information and the

because of what we assume about them."

reasoning behind a recommendation. Another individual

Being curious offers leaders an alternative. Rather than deciding what an employee wants or is capable of based on

would rather receive three bullet points, a directive and the deadline.

age, personality or background, leaders can ask questions

Neither person is communicating incorrectly. Recognizing

and learn how an individual works best.

those preferences helps teams spend less time becoming

This same approach can prevent everyday differences from developing into workplace conflict. "The work of inclusion is recognizing there are all of these different styles," Crosby said. "Without a concerted effort, you'll have frustrations, tensions and conflicts that go unaddressed."

frustrated with one another and more time solving problems. "The biggest mindset shift is recognizing that different isn't wrong," Crosby said. "Different is just different. Leaders need to step back and say, 'Yes, their style is different, but how can that be an advantage to us?' Different equals opportunity. We just have to figure out how to leverage it.” AUGUST | SEPTEMBER | OCTOBER 2026 | 13

These seemingly small leadership choices can have

solution. Nothing said during the discussion is treated as a

measurable organizational consequences.

personal attack.

Gallup data adds to the business case for workplace

When the debate ends, everyone moves into the "Peace

conditions that allow employees to feel valued and

Room." Any disagreements stay behind while team

contribute their strengths. Gallup examined more than

members share food, reconnect and concentrate on moving

183,000 teams involving approximately 3.35 million

forward together.

employees. Compared with bottom-quartile teams, those in the top quartile for engagement had 23% higher profitability, 18% higher sales productivity and substantially less turnover and absenteeism.

"The process says, 'I want to learn from you,'" Menon said. "Including my different perspective and yours allow us to do that. But if we're not going to do that, it tells people you don't even need them here. This shows we're here to debate

Productive disagreement

and learn."

Menon said employees need to feel comfortable contributing

Building the best teams

ideas, asking questions and respectfully challenging one another, including when their perspectives differ from those of senior leaders.

Both Crosby and Menon believe building teams that benefit from differences requires something that doesn’t get as much attention as strategy, technology or communication:

Drawing on the work of Harvard Business School professor

humility – admitting mistakes, being open to feedback,

Amy Edmondson, Menon described psychological safety

valuing others and listening.

as an environment where employees can take interpersonal risks, admit mistakes, raise concerns, ask for help and offer a different point of view without fearing embarrassment or

For leaders who have spent years building expertise, that can mean the most challenging shift of all. "It can be hard to step back, especially when you've been

retaliation. That doesn't mean lowering the bar. Accountability still matters.

the expert because being the expert feels good for the ego," Crosby said. "But this isn't about trying to create a minime. We want to help people become the best versions of

"The goal isn't lowered standards," she said. "It's about

themselves."

creating a culture where people are willing to learn together. It's feeling free to disagree, take risks and fail. Leaders need to normalize that. Rather than becoming defensive, they

Natalie Rooney is a freelance writer

should ask, 'What can I learn?'"

based in Eagle, Colorado. A former vice

Menon described one organization that has reinforced the

Ohio Society of CPAs, she has been

learning mindset through the use of two conference rooms located side by side.

president of communications for The writing for state CPA societies for more than 20 years. You can reach her at

The first is labeled the "War Room." Employees use it

natalie.g.rooney@gmail.com

to debate ideas, question assumptions and respectfully disagree. The objective: arrive at the strongest possible

THREE THINGS nclusion is about recognizing 1. Ihow people think, communicate

eaders can improve 2. Lperformance by replacing

safety, humility 3. Pandsychological productive disagreement

and solve problems—not just

assumptions with curiosity and

help teams turn different

who is represented on a team.

designing work so employees

perspectives into better

can contribute their strengths.

decisions and stronger outcomes.

14 | CPA Voice

Celebrating Inspirational Women of Achievement The Power of Change award salutes individuals who are advocates for women’s initiatives in the workplace and business community, serve as mentors or role models, make a significant impact on their communities and break barriers for other women. This in-person event includes a keynote presentation, learning sessions, Power of Change awards ceremony, Student Scholarship presentation, lunch, and a networking social hour.

ohiocpa.com/POC

November 17, 2026 Water’s Edge Event Center | Hilliard, OH 10:30 a.m. - 2:00 p.m. | 2 CPE (PD)

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TAX

Trump Accounts: What every CPA should know By Jamie Menges, CFP®, CPA, president & shareholder, PDS Planning

16 | CPA Voice

Recent tax legislation enacted in 2026 introduced a new savings vehicle that has generated significant interest among parents, grandparents, financial advisors and employers: the Trump Account. Although headlines have focused on political branding, we should look beyond the name. The more important question is whether these accounts create meaningful planning opportunities for clients and how they fit alongside existing tools such as 529 plans,

Contributions may include: •

Roth IRAs and custodial accounts. The intended concept is

contribution of $1,000

straightforward: begin investing as early as possible, allow decades of tax-favored growth, and provide young adults

•

Employers may contribute on a tax-deductible basis up to $2,500 per year per employee (not per employee

with a financial foundation.

child)

For many families, the answer will not be that Trump Accounts replace existing strategies. Rather, they become

For children born between Jan. 1, 2025, and December 31, 2028, they are eligible to receive a federal seed

•

Individuals may contribute up to the $5,000 annual

another planning option: one with unique tax characteristics,

limit (which includes any employer dollars) for any

eligibility rules and long-term implications.

beneficiary

What Is a Trump Account? A Trump Account is a tax-advantaged investment account

•

Charitable organizations may also contribute to these accounts, within statutory boundaries

established for an eligible child beginning at birth. The

Planning tip: Business owners often ask whether they can

account is designed to encourage long-term saving and

contribute to employees' children. This is an opportunity,

investing over multiple decades. Unlike education-focused

but be mindful of deductibility, nondiscrimination rules,

accounts such as 529 plans, Trump Accounts are not

payroll implications, reporting requirements and employee

limited to educational expenses. Instead, they are intended

benefit considerations.

to provide capital that may eventually be used for a variety

Investments

of purposes specified under the law, including wealth accumulation during early adulthood.

Eligibility and contribution rules

Accounts generally invest in a set menu of diversified investment options rather than allowing unrestricted investment choices, making them seem more like a

While Treasury guidance continues to evolve, several

401(k) than a traditional brokerage account. The Trump

core provisions are already established. Generally, any

Accounts website and app offer account holders nice visual

child under age 18 with a valid Social Security Number is

representations of the value of compounding in low-cost

eligible to establish an account (opened by a parent or legal

investment choices.

guardian).

AUGUST | SEPTEMBER | OCTOBER 2026 | 17

Tax treatment From a planning standpoint, tax treatment is where many client questions arise. Generally speaking: •

Planning tip: Consider Roth Conversions at age 18 while the beneficiary is likely to have lower income, possibly during college for example. Be mindful of Federal Financial Aid guidelines when generating taxable income. Because

dollars, but the contribution amount is deemed a gift

detailed regulations continue to develop, practitioners

Employer contributions are generally tax-deductible as an ordinary business expense and not treated as income to the employee

•

ordinary income.

Contributions by individuals are made with after-tax and should be accounted for in any other gift planning

•

employer contributions and earnings are all taxed as

Investment earnings accumulate on a tax-deferred basis

should be cautious about making assumptions regarding every distribution scenario until additional guidance is issued.

Comparing Trump Accounts to other planning tools

Control and distributions

One of the most common questions clients will ask is

These accounts are designed for long-term compounding.

cases, the answer is no.

Before the beneficiary’s age 18, no distributions are permitted, regardless of the reason. The only exceptions are:

whether Trump Accounts replace existing strategies. In most

529 PLANS

death of the beneficiary, an authorized rollover to an ABLE

529 plans remain the preferred vehicle when a family's

account in the year a beneficiary turns age 17, if they have

primary objective is funding education.

a disability, or to correct over-contributions. On January 1st of the year the child turns age 18, the Trump Account at that point becomes an IRA for the beneficiary. This could be considered a drawback relative to other savings vehicles for children. Distributions are taxed like any other traditional IRA – as ordinary income and follow the same timing rules around distributions prior to the attainment of age 59 ½. The only funds in the account not subject to income tax are the contributions from family members. Federal seed money, 18 | CPA Voice

Advantages of 529 plans include: •

Tax-free qualified education distributions

•

High contribution flexibility

•

State income tax deductions or credits in many states

•

Established planning rules familiar to practitioners

Trump Accounts offer greater flexibility outside education but generally do not provide the same education-specific tax benefits. For many families, both accounts may serve

complementary purposes.

planning. For example, a comprehensive strategy might include:

CUSTODIAL (UTMA/UGMA) ACCOUNTS

•

Annual gifts to a Trump Account

flexibility. However, they also create several planning issues:

•

Education funding through a 529 plan

•

Investment income may be taxable each year

•

Roth IRA contributions once earned income begins

•

Assets become the child's property upon reaching the

•

Trust planning for larger wealth transfers

Custodial accounts remain attractive because of their

applicable age of majority (18-25 in Ohio) •

Potential drawbacks

Assets may negatively affect financial aid calculations

No planning tool is universally appropriate. Practitioners

Trump Accounts avoid some of these concerns while

should discuss limitations. Investment flexibility may be

encouraging long-term investment discipline.

narrower than a taxable brokerage account. Distribution rules may reduce access to funds before qualifying events.

ROTH IRAS

In addition, future legislative changes remain possible.

Perhaps the most frequent comparison is to a Roth

Because these accounts are new, practitioners should

IRA. Both accounts feature tax-advantaged growth and

also expect continued regulatory guidance that may clarify

encourage long-term investing. However, an important

operational issues over time.

distinction exists: Roth IRA contributions require earned income. Once a child begins earning wages from legitimate

Conclusion

employment, Roth IRA planning may become an additional

Trump Accounts are unlikely to replace existing planning

strategy rather than a replacement.

strategies. However, practitioners should begin identifying

OTHER PLANNING OPPORTUNITIES

clients who may benefit, educate parents and grandparents

•

Grandparent gifting: Many grandparents already contribute to 529 plans. Trump Accounts create another opportunity for lifetime gifting that allows invested assets additional decades to compound.

•

on the rules, coordinate with financial advisors and estate planning attorneys where appropriate, and remain attentive as Treasury issues additional regulations. As with every new, tax-favored savings vehicle, the greatest opportunity often belongs to advisors who understand the rules early and help

Coordinating family wealth transfers: Rather than

clients integrate them thoughtfully into an overall planning

viewing Trump Accounts in isolation, CPAs should

strategy rather than viewing them as a standalone solution.

consider integrating them into broader family wealth

Jamie Menges is a Shareholder with PDS Planning, Inc., a privately owned registered investment advisor (RIA) in Columbus, Ohio. He holds the CERTIFIED FINANCIAL PLANNER™ and Certified Public Accountant designations. At PDS, in addition to working with clients, he leads the firm’s management, marketing, branding, and business development efforts. You can reach him at jmenges@pdsplanning.com

THREE THINGS rump Accounts are a new 1. Ttax-advantaged savings tool

contribution limits and 2. Etaxligibility, treatment are still evolving,

best planning approach 3. Tishecoordinated, using Trump

designed to help children build

so CPAs should help clients

Accounts alongside education

long-term wealth, but they are

understand the rules, including

savings, retirement savings

not intended to replace 529

federal seed money, employer

and broader family wealth-

plans, Roth IRAs or custodial

contributions, gift implications

transfer strategies.

accounts.

and future distribution taxes. AUGUST | SEPTEMBER | OCTOBER 2026 | 19

TECHNOLOGY

WHY AI ALONE WON'T TRANSFORM UTILITY FINANCE — And what must change By Devy Bajaj, Ernst & Young LLP

20 | CPA Voice

Utilities are not struggling to adopt artificial intelligence. Many have already invested in forecasting models, capital planning tools and advanced analytics. Insights are faster, and models are more sophisticated, yet outcomes remain largely unchanged: Capital allocation decisions look familiar, accounting interpretations are consistent, and regulatory friction persists. This raises a practical question: If analytics are

each must be restructured, not only in how decisions are

better, why aren’t decisions? The answer lies not in

made but also in how processes are executed, systems

the technology but in the underlying processes.

configured and data structured to embed accountability and

In regulated environments, outcomes depend not only on analytical rigor but also on whether decisions are accountable, aligned with prudence and affordability principles, and documented in ways that withstand scrutiny. Without redesigning how decisions and processes are structured and governed, improved insight cannot translate into different outcomes. AI simply optimizes within existing

governance before AI can deliver meaningful impact.

Redesigning decision architecture in utility finance The primary limitation in current AI adoption is not tied to any single process; it is rooted in how decisions are made. AI generates dynamic insight: probabilities, ranges and

constraints rather than changing them.

evolving signals. In contrast, legacy finance processes are

This limitation is most apparent in operational domains,

Decisions are often shaped early, validated late and

such as the work order lifecycle. Here, performance is shaped not just by decisions but also by process flows, systems and data that define how work is executed and recorded. Fragmented workflows, inconsistent system

linear, committee-driven and anchored in fixed assumptions. documented after the fact, with accounting and regulatory considerations incorporated downstream. This creates a structural mismatch: AI produces

usage and poorly structured data limit both decision quality

dynamic insight, but decisions remain static.

and AI effectiveness. In this context, AI inherits weaknesses

Within this structure, analysis informs decisions but rarely

rather than overcoming them.

governs them. AI may generate multiple scenarios with

This paper reframes utility finance through a decision-

different risk and return profiles, but without defined

centric lens, treating decision architecture as a core process. It applies this lens to capitalization, depreciation governance and the work order lifecycle, illustrating why

decision frameworks, ownership and constraint weighting, those scenarios converge through traditional approval dynamics. Improved insight can increase complexity without improving outcomes.

AUGUST | SEPTEMBER | OCTOBER 2026 | 21

Addressing this gap requires redesigning decision architecture, not just enhancing analytics. A decision-centric model shifts the unit of design from analysis to the decision itself. It defines where decisions occur, who owns them, and how trade-offs are evaluated. Constraints such as affordability, credit implications,

In practice, capitalization is the point at which shortterm operational activity becomes a long-term financial commitment. Once capitalized, costs enter the balance sheet, establish depreciation trajectories and become part of the rate base, creating expectations of recovery and sustained regulatory exposure.

prudence and recoverability are incorporated directly into

Yet traditional processes rarely evaluate whether these

the decision rather than addressed after the fact. Within this

assumptions will hold. Considerations such as policy risk,

structure, AI becomes a targeted enabler:

durability of recovery and affordability pressures are often

•

Generating decision-bound scenarios constrained by financial, regulatory and operational inputs

•

Quantifying trade-offs across cost, timing, risk and recoverability

•

Highlighting deviations from precedent, policy or historical outcomes

•

Documenting assumptions and rationale at the point of decision

implicit or absent, and ownership of resulting risk is unclear. Utilities are highly precise in executing capitalization but not always in evaluating its long-term consequences. A decision-centric approach reframes capitalization as an evaluative decision point, introducing long-term financial and regulatory considerations when permanence is created. Within this structure, AI can: •

The value of a decision-centric architecture lies in its application. The section below demonstrates how it must be operationalized within core finance processes, such as

transition or policy risk •

Capitalization is typically treated as a compliance-driven activity focused on eligibility and auditability. While necessary, this framing understates its financial significance.

22 | CPA Voice

Surface inconsistencies in treatment across similar projects for evaluation

capitalization vs. expense determinations.

Reframing capitalization as a financial decision

Identify concentrations of capital investment exposed to

•

Compare projected recovery timelines against historical outcomes and emerging signals

•

Flag scenarios where capitalization creates asymmetric downside risk

AI does not determine what is capitalized, rather it

This enables gradual, managed adjustment rather

strengthens earlier, more disciplined evaluation while

than reactive correction under pressure. AI does not

preserving accounting judgment.

eliminate depreciation volatility; it enables earlier,

The same limitations that constrain decision-making at

more controlled decisions that help prevent it.

the point of capitalization persist in how utilities govern

While depreciation governance focuses on how financial

depreciation, where assumptions are set but rarely revisited.

assumptions are monitored and adjusted over time, its

This makes depreciation governance a natural extension of

effectiveness ultimately depends on the underlying

the decision-centric redesign required in capitalization.

operational and financial data. Without integrity in how work

Rethinking depreciation governance

is planned, executed and recorded, even well-structured decision frameworks cannot operate as intended. This shifts

Depreciation practices are built for stability. Useful lives are

the focus to the work order lifecycle, where process, system

established at the onset and rarely revisited unless external

and data constraints are most deeply embedded.

pressures force reassessment. While this establishes

Transforming the work order lifecycle

predictability, it can create disruption when assumptions change after exposure has accumulated. AI introduces the ability to continuously monitor asset performance and external signals. However, without process redesign, this results in awareness without action; signals accumulate, but ownership and thresholds for intervention remain unclear. A decision-centric approach introduces structure around when and how action is taken by defining triggers, assigning accountability and establishing formal review cycles. Within this model, AI functions as an early-warning mechanism by: •

•

the asset record. When fragmented, upstream issues within planning, engineering and construction, among others, compound downstream, creating misalignment with financial outcomes and records. Inconsistent estimation, incomplete documentation, delayed invoicing and prolonged closeout contribute to construction work in progress (CWIP) buildup, delayed depreciation, audit complexity and regulatory risk. It is critical to standardize and redesign the lifecycle end to end, eliminating process inefficiencies, strengthening system integration and improving data structures before

Detecting sustained deviations between expected and

embedding AI. It must also embed structured decision

actual asset utilization

points, continuous monitoring and clear accountability

Identifying external indicators, such as policy or demand shifts

•

The lifecycle connects planning, execution and closeout to

across each stage; without these, AI cannot deliver sustained value. Instead, it will amplify existing weaknesses, reinforcing inconsistent processes, propagating poor data

Prioritizing signals based on financial materiality and

quality and scaling flawed assumptions into more confident

regulatory impact

but unreliable outputs.

Triggering structured review workflows with defined

Once the lifecycle is transformed, AI can be embedded to

documentation requirements

support execution through real-time validation, predictive insights and automated decision support. AUGUST | SEPTEMBER | OCTOBER 2026 | 23

At planning, estimation serves as a critical control point. AI can:

•

Trigger closeout workflows when prerequisite conditions are met

•

Generate baseline estimates using historical actuals

•

Identify key drivers of estimate-to-actual variance

•

Flag outliers and scope inconsistencies before

not to replace processes but to continuously validate

authorization

that they are operating as intended.

During execution and in service, common breakdowns include incomplete documentation and inconsistent cost capture. AI can: •

• •

•

corrective action before they compound. Its role is

Conclusion Utilities often treat AI as an analytical challenge, but the real question is whether underlying processes are designed to use it. The constraint is not a lack of insight; it is how

accrual gaps

decisions are defined, governed and executed. AI has

Identify anomalies in material issuance or labor charging Detect misclassification between capital and operations

improved visibility, but without process redesign, that visibility does not change outcomes. This requires a shift from an analytical model to a decision-

Monitor alignment between field activity, financial

centric one, where decision-making itself is treated as a core process with clear ownership, accountability and trade-

postings and asset records

off evaluation. This principle extends across the financial

Identify missing in-service dates or incomplete asset

lifecycle: capitalization, where decisions create long-term

attributes

exposure; depreciation governance, where those decisions

At closeout, delays and misalignment increase adjustment risk. AI can: •

observer, identifying issues early and prompting

Detect late or missing contractor invoices and highlight

and maintenance (O&M) •

Across the lifecycle, AI acts as a cross-functional

require reassessment over time; and the work order lifecycle, where financial outcomes are impacted by upstream operational processes.

Generate as-builts using unit estimates and recorded actuals

AI does not create value by generating better answers; it does so when embedded in processes that define how

•

Flag work orders open after physical completion

•

Highlight unreversed accruals and aged CWIP balances

decisions are made and sustained. The path forward is sequential: define decision processes, redesign core financial processes and then apply AI within that structure.

Devy Bajaj, CPA, is a finance and technology transformation leader at Ernst & Young LLP with more than a decade of experience helping Fortune 500 companies power and utilities companies modernize and scale core finance operations. Her experience spans end-to-end finance processes, including the work order lifecycle, regulatory reporting, fixed asset accounting, capitalization and FERC compliance. Known for her process-first approach, Devy drives scalable, sustainable outcomes in complex and highly regulated utility environments. The views reflected in this article are the views of the author and do not necessarily reflect the views of Ernst & Young LLP or other members of the global EY organization.

THREE THINGS I alone won’t transform utility 1. Afinance unless decision-making

decision-centric approach 2. Ahelps utilities evaluate trade-

tronger process design, cleaner 3. Sdata and clearer ownership allow

processes, governance and

offs earlier across capitalization,

AI insights to drive more reliable,

accountability are redesigned

depreciation and work order

regulator-ready outcomes.

first.

processes.

24 | CPA Voice

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BUSINESS & strategy BUSINESSmanagement management & strategy The new face of accounting in industry series: Health care By Dr. Tiffany Crosby, PhD, CPA, CGMA, MBA, OSCPA senior vice president

I recently participated in a career-connected learning panel meant to increase K-12 educators’ awareness of talent needs in different career fields. When I mentioned that accounting has a talent pipeline problem, the audience snickered.Even educators could not imagine “selling” students on accounting as a career. Likewise, the general public does not understand what

do and requires new knowledge and skill sets. Value-based

accountants do. In reality, many business leaders don’t

care models, revenue recognition complexity under ASC

fully grasp the evolving role of accountants either. The Ohio

606, health care consolidation, electronic health record

Society of CPAs (OSCPA) has set out to change that through

integration, revenue cycle management and cybersecurity all

its Look Beyond campaign. As we raise awareness of who

demand that accountants rethink traditional approaches. For

accountants are, what accountants do and the opportunities

accountants serving health care organizations, adaptability

that exist, the No. 1 question we hear is about artificial

and continuous upskilling are essential. In that regard,

intelligence. Specifically, will AI replace accountants? The best way to answer that question is to explore how accounting is changing across different industry sectors. That’s the purpose of the Accounting in Industry Series. This edition turns its attention to the health care sector. Health care was also represented on the panel I participated in, and there was no need for those professionals to explain what they do, the need that exists or the opportunities that await. If you’ve ever received care from a hospital, visited a physician’s office, had diagnostic procedures completed or filled a prescription, you’ve engaged with the health care sector. But have you considered the accounting systems, processes and people that underpin strategic, operational and financial decisions in one of America’s most complex industries?

health care accountants share the same challenge found in manufacturing accounting and retail accounting discussed in previous articles. A brief glimpse of these major shifts will provide more context around this adaptation and upskilling challenge.

Revenue recognition and value-based care complexity When is revenue actually earned? Revenue recognition has become significantly more complex in a value-based care environment. Under traditional fee-for-service models, revenue recognition was more straightforward: Perform service, bill for it, receive payment. The complications were more related to determining the amount of payment, such as price concessions, variable reimbursements and retroactive adjustments, and any uncollectible debts. In

Healthcare, once defined primarily by fee-for-service

value-based arrangements, whether shared savings

reimbursement and traditional billing cycles, is rapidly

agreements with Medicare Accountable Care Organizations,

becoming a value-based, technology-enabled, data-driven

bundled payment contracts, capitated arrangements or

ecosystem. The shift from volume-based to value-based

quality-based contracts, revenue recognition depends on

care, the consolidation of health systems, digital health

outcomes and risk factors well beyond the organization’s

expansion and cybersecurity demands are reshaping

direct control. Did the organization meet quality metrics?

how health care organizations operate. The scale of this

Did it achieve projected savings? Did readmission rates stay

transformation is extraordinary: U.S. health care spending

within targets? These questions must be answered before

reached $5.3 trillion in 2024, representing 18% of gross

determining revenue. Additionally, health care revenue

domestic product, and the value-based care market has

now spans multiple payers with different contracts, terms,

grown from $288 billion in 2020 to more than $500 billion

coding requirements and compliance obligations. A single

today, with projections suggesting it could reach $1 trillion

health care transaction might involve Medicare, Medicaid,

by 2030. This isn’t marginal change. This is systemic

multiple commercial insurers and self-pay patients, each

transformation.

with different rules. Accountants must become fluent in the

The accounting professionals in these organizations are more strategic, analytically sophisticated and operationally

nuances of ASC 606 revenue recognition as applied to these increasingly complex health care arrangements.

integrated than ever before. This reshaping of the health care sector fundamentally changes the work accountants AUGUST | SEPTEMBER | OCTOBER 2026 | 27

Patient billing complexity and transparency What does the patient actually owe? Patient billing and collections have become one of the most complex and visible challenges in health care accounting. Health care organizations must now provide price transparency before service delivery, estimate patient cost-sharing obligations upfront, manage balance billing compliance and navigate shifting regulatory requirements. For the consumer, this makes sense. If you need an MRI or an ultrasound, it helps to know your financial responsibility in advance and whether there are options to lower that cost by using a different provider. But for the health care organization, the complexity is staggering: A single hospital stay might generate hundreds of line items with different billing codes, each subject to different contractual allowances, deductibles and patient cost-sharing arrangements. Claims denial rates from private payers average 15%, representing more than $100 billion annually across the health care system. This creates urgent demand for accountants who understand the entire revenue cycle: from preauthorization and medical necessity reviews through claims submission, adjudication, denial

28 | CPA Voice

management and appeals. Understanding billing operations is no longer peripheral to accounting. It’s central.

Health care consolidation and intercompany complexity How do you integrate financial and clinical systems across disparate organizations? Health care M&A activity reached $180 billion in 2024, yet many consolidated health systems struggle with financial integration. Different revenue recognition policies, fragmented billing systems, separate insurance product lines and complex intercompany transactions create integration challenges. Mayo Clinic operates 14 separate EHR instances. CVS Health’s $43 billion acquisition of Aetna created its own intricate integration complications. For accountants, this means designing integrated finance models across organizations with historically different operational models, navigating regulatory complexity in consolidation accounting and managing intercompany flows across entities with divergent systems and policies. Post-acquisition, health care consolidations typically result in 20% to 45% cost increases for patients, a dynamic accountants must understand and help manage.

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Revenue cycle management and data interoperability

operational costs and created patient care risks, revenue

Why are claims denied after preauthorization? The health

must understand the financial implications of cybersecurity

care revenue cycle has become increasingly complex. The

investments, the potential cost of breaches and the

CPT coding system adds hundreds of new and updated

governance frameworks required to protect both financial

codes annually: 230 new codes in 2024 and more than

and clinical data. Health care organizations must now invest

420 updates in 2025, including 270 new codes and 112

in security infrastructure, incident response plans and cyber

deletions. Electronic health records from Epic, Cerner,

insurance, all with financial implications that accountants

Athenahealth and others create data silos that complicate

must model and monitor.

financial reporting and revenue capture. Digital health

cycle disruptions have affected cash flow, and regulatory penalties for data breaches are substantial. Accountants

spending jumped from $172 billion in 2024 to $198 billion

Changing skill sets

in 2025, and each new digital health platform introduces

As the work changes, so do the skills accountants require.

billing complexity and integration challenges. Accountants must now understand preauthorization workflows, claims adjudication processes, denial prevention strategies and appeals management. They must extract reliable financial data from fragmented clinical systems while protecting sensitive patient information. They must also reconcile revenue posted to the general ledger with revenue evident in billing systems, a reconciliation that’s increasingly complex as payment models diversify.

Cybersecurity and data governance How secure are your financial records and patient data? Cybersecurity threats to health care continue escalating. Ransomware attacks on health systems have increased 30 | CPA Voice

Health care accountants willing to develop new capabilities have a rare opportunity to become strategic partners in their organizations. Given all the complexities mentioned, the health care profession is evaluating the potential of AI to better connect systems, reduce errors and position accountants as more strategic advisers. AI is poised to play a role in each of these critical skill set areas: •

Financial modeling and value-based care expertise: Accountants must develop sophisticated financial modeling capabilities, particularly around capitated arrangements, shared savings calculations, qualitybased payment adjustments and risk-based contracts. Understanding the clinical variables that drive financial

outcomes — readmission rates, quality scores and patient satisfaction — is essential. •

Revenue cycle and regulatory compliance: Accountants must master health care revenue recognition under ASC 606, navigate evolving billing compliance requirements and optimize revenue cycle processes. Expertise in health insurance fundamentals, contract interpretation, coding and billing, and denial management is increasingly valuable.

•

Health care accounting is undergoing a profound transformation. The shift from fee-for-service to valuebased care, health care system consolidation, digital health expansion and cybersecurity demands are reshaping the profession. Accountants who understand these dynamics, embrace new technologies and develop broader business acumen will lead their organizations through this transition.

Data analytics and technology literacy: Health care accountants must develop strong data analytics skills. They don’t need to be data scientists, but they must extract data from multiple systems, build analytical models and translate clinical and operational data into financial insights.

•

A sector where accounting shapes outcomes

The accountants who thrive in health care will be those who see their role extending beyond generally accepted accounting principles (GAAP) compliance into strategic leadership. In a value-based world, financial acumen directly informs clinical decisions. When you present the financial case for a care pathway or analyze quality metrics

Health information technology fundamentals:

through a financial lens, you’re influencing which treatments

Accountants must understand how electronic health

are delivered and how resources are allocated. You’re

records (EHR) systems work, how clinical data flows

shaping outcomes. AI will help when applied with the right

to financial systems and the interoperability challenges

frameworks and oversight.

that complicate financial reporting. This knowledge Tiffany Crosby, PhD, CPA, CGMA, MBA,

bridges clinical and financial worlds. •

Strategic business acumen: Health care accountants must become strong business partners who understand clinical operations, payer relationships, market dynamics and regulatory changes. They must advise leadership on the financial implications of clinical decisions and policy changes.

•

is the senior vice president of The Ohio Society of CPAs and oversees culture and organizational development, thought leadership, workforce development and OSCPA’s B2B sales organization. She can be reached at tcrosby@ohiocpa.com or 614.321.2215.

Environmental, social and governance (ESG) and sustainability reporting: Health care organizations increasingly focus on sustainability, equity and governance. Accountants may lead or support ESG reporting initiatives, track sustainability metrics and report on community benefit.

THREE THINGS ealth care accounting is 1. Hshifting from traditional billing

ccountants need stronger 2. Askills in revenue recognition,

hose who adapt can become 3. Tstrategic partners who help

to value-based, data-driven

billing complexity, analytics,

shape both financial and

financial strategy.

technology and cybersecurity.

patient-care outcomes.

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Business BM Management & Organization

Regulatory Ethics

Business Law

Accounting (Government)

Behavioral Ethics

Information Technology

Auditing

Economics

Production

Management Services

Finance

Personnel/ Human Resources

Specialized Knowledge

Personal Development

MULTIPLE

Auditing (Government)

Computer Software & Applications

Communications & Marketing

Statistics

ohiocpa.com/Events Explore OSCPA competency framework at ohiocpa.com/CBL

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AUGUST | SEPTEMBER | OCTOBER 2026 | 33

MEMBERS in motion Congratulations to our 2026 Power of Change Honorees! Devyani Bajaj, Ernst & Young LLP Barbara Benton, The Ohio Society of CPAs, retired Brandi Carson, La-Z-Boy Inc. Fiona Chambers, Deloitte Lea George, Marathon Petroleum Sue Krantz, Zinner & Company Kari Maue, GBQ Partners Kate Matz, Rea Gwen Nichols, Nichols & Co. Linda Sheridan, Snyder & Co. Pamela Simmons, Cuyahoga Community College

Join The Ohio Society of CPAs in recognizing these impactful women at the Power of Change Luncheon on Nov. 17 from 10:30 a.m. to 2 p.m. at Water’s Edge Conference Center. Register today on our website.

IPA 200 list, ranking No. 108. Schneider Downs was recognized in the 2026 INSIDE Public Accounting's IPA Top 100 list, ranking No. 60 among the largest accounting firms in the United States.

ARCHBOLD Lindsy Wyse has been promoted to client advisory services manager at Shultz Huber & Associates, Inc.

MAUMEE BHM CPA Group has opened its eighth office in Maumee, Ohio.

CLEVELAND

STEUBENVILLE

Claire Maltman recently joined the Barnes Wendling CPAs as advanced staff.

Brendan M. Whalen, CPA, audit and assurance principal at S.R. Snodgrass has been appointed by The Public Company Accounting Oversight Board (PCAOB) as a member of the Inspections Modernization Council (IMC).

COLUMBUS Christopher Kerney, MAcc, senior associate at Rea passed all four parts of the CPA exam. Luke Roman joined DGPerry as an associate accountant. Meaden & Moore was recognized in the 2026 INSIDE Public Accounting's

WESTLAKE Alexis Urbansky was recently promoted to director at Corrigan Krause CPAs and Consultants.

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THE OHIO SOCIETY OF CPAs 2026– 2027 BOARD OF DIRECTORS CHAIR-ELECT

CHAIR OF THE BOARD Angela Lewis, CPA Crowe LLP Columbus

Greg Jonovich, CPA Materion Corp. Mayfield Heights

PAST CHAIR

VICE CHAIR, FINANCE

Courtney Clark, CPA Deloitte Columbus

PRESIDENT AND CEO

Laura Hay, CPA, CAE The Ohio Society of CPAs Columbus

Brandi Carson, CPA La-Z-Boy Inc. Toledo

DIRECTORS Emily Chaffee, CPA Packer Thomas Canfield

Tracey Holecek, CPA Acclarity Columbus

Dan Perschke, CPA Scripps Cincinnati

Darci Congrove, CPA GBQ Columbus

Mark McKinley, CPA Rea Columbus

Kerry Roe, CPA Clark Schaefer Hackett & Co. Cincinnati

Robert Fay, CPA Robert F. Fay, CPA, PFS, CGMA Canton

Jake Nix, CPA RISCPoint Cleveland

Jon Ruple, CPA Maloney + Novotny Cleveland

Carolyn Smith, CPA, MBA, CRMA Governmental Accounting Standards Board Columbus Mark Welp, CPA, CFE Holbrook & Manter Columbus

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CPA Voice - August/September/October 2026