Making things simpler at work is often easier said than done, but it’s well worth the effort.
Free for members!
While OSCPA continues to work for the CPA profession at the Ohio Statehouse, there are several upcoming issues members should know about.
To be an effective leader, you must positively influence your team and the people around you.
In a dialogue, complex and difficult issues are explored from many points of view, with individuals suspending their assumptions and judgment.
New types of “comfort letter” requests have arisen as banks and governments authorities identify more types of information for which they would like CPAs to take responsibility.
From the smallest to the largest accounting firms, recruiting and retaining talent seems to bring about rough seas.
Since four Ohio casinos have opened they’ve generated a significant amount of revenue that has been redistributed to school districts and local governments in Ohio.
Jessica Salerno-Shumaker –jsalerno@ohiocpa.com
GRAPHIC DESIGN
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
For our display advertising rates or a copy of our media kit, contact us at sales@ohiocpa.com or by call 614.764.2727
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 the email address above. Please note that CPA Voice is not a peer-reviewed journal.
Members of The Ohio Society of CPAs receive CPA Voice as a member benefit. Nonmembers may subscribe for $39.95 annually. To update your mailing address or to subscribe to CPA Voice, contact your Member Service Center at 614.764.2727, option 2.
To order reprints of CPA Voice articles, or for reprint permission, contact the editor at the address above.
CPA Voice is the official magazine
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. Subscription price for non-members: $39.95.
Copyright © 2022 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. POSTMASTER: Send address changes to: CPA Voice, The Ohio Society of CPAs, 4249 Easton Way, Suite 150, Columbus OH 43219.
As we wrap up 2022, you might feel nostalgic, or you might be glad to put this year behind you. Every year has its ups and downs and there is always something to be learned.
When reflecting on this past year I encourage you to think about your experience holistically. Give yourself and others some grace as hindsight is always 20/20, and mistakes are part of the growth process for everyone. Think about the wins and losses, both personal and professional and why they stand out in your mind.
Think about when you asked for help, when you offered help to others, gave and received praise and when you surprised yourself. The lessons are waiting there for you to uncover, you simply must devote the time to think about what those lessons are.
As the accounting profession continues to evolve to keep up with the pace of business, more lessons will come. It can be daunting to consider, but in the spirit of reflection think about how far you and your business have come in just the past few years. Change and adaptation is possible, we just must be as open and prepared for it as we can be.
In our September/October issue I spoke of the value of us taking a #OneTeam approach in the accounting profession, and how we’re thrilled to advance the state of business for you every day. The year isn’t over yet, and there are still learning opportunities available for you on your growth journey. In December you can attend the Winter CPE Conference, MEGA Tax Conference, and the Fraud & Forensic Conference, among many other learning opportunities at my.ohiocpa.com
I’m looking forward to welcoming 2023 with you and taking what we’ve learned from 2022 into the New Year.
NOVEMBER | DECEMBER 2022
Product ID: #56343
1. Log in to my.ohiocpa.com
2. Search "CPA Voice" and then find the appropriate exam.
3. If you're a member, click "Enroll." If you're a nonmember, click "Add to cart" and purchase the exam.
Log in to my.ohiocpa.com, look up the exam using the product ID number above and answer the 12 required questions based on content in CPA Voice.
Cost Members Free Nonmembers $40
Exams remain available online – and may be completed for CPE – through the same month of the following calendar year.
4. On the Confirmation Page click “Go to your learning center.”
5. The exam will be available under the "Current" section. Turn off pop-up blockers, then click "Launch."
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.
While
“The most impending thing we have coming up is the lame duck period after the November 8 election,” said Greg Saul, Esq., CAE, OSCPA tax director. “That’s when the legislators will come back for that November to December time period.”
At an October OSCPA Town Hall, Mark Peterson, AICPA executive vice president of advocacy discussed issues impacting the profession in the upcoming midterms and insight into possible election results. During the discussion, Peterson mentioned the impact of lame duck sessions.
OSCPA continues to work for the CPA profession at the Ohio Statehouse, there are several upcoming issues members should know about.OSCPA staff report
“Lots of games are being played,” Peterson said. “During lame duck sessions you've got people that retired that are voting, you got people that lost their primary or lost their general election. And then you've got new leaders who are trying to figure out what's best for them at the beginning of next year and how to get stuff done.”
Saul will present a legislative update at the Dec. 8 Winter CPE Conference and the Dec. 13-14 MEGA Tax Conference. The sessions will cover election results, preview what might be included in the 2023 budget bill, House Bill 515 (BID sale of business) and Senate Bill 246 (SALT deduction cap parity) and more.
Saul hopes the Ohio Senate moves House Bill 519, which limits late fees municipalities can impose when taxpayers have received filing extensions – it passed the Ohio House in March. Another bill to watch for is House Bill 45 on tax amnesty, which passed the House in December 2021 and could pass in the lame duck session.
At the Ohio Supreme Court level, OSCPA filed an amicus brief in one of the municipal income tax withholding cases for 2020 refunds. And a sales and use tax case that the Ohio Supreme Court decided earlier this year deals with electronic information services that could impact clients.
“Municipal income tax reform is always at the top of our list of issues to work on,” Saul said. “We're always going to be trying to reform municipal income tax, it's something that every time we pass a bill, it doesn't mean we're done. It just means we accomplished something. But we still have more to do.”
Attending these CPE learning events gives members a chance to gain insights into timely state and federal legislative issues, regulatory reforms at the Ohio Department of Taxation and Accountancy Board of Ohio and state and federal judicial decisions impacting CPAs and the broader business community.
“I do want to let members know about the broader array of tax and business issues that we pursue at the Ohio Statehouse,” Saul said. “And it's really an opportunity for them to either ask questions or hopefully walk away with more information on a bill or guidance.”
Register for the Dec. 8 Winter CPE Conference and the Dec. 13-14 MEGA Tax Conference at my.ohiocpa.com Legislative updates on hot issues are also covered during OSCPA’s Town Halls.
By Marc Staut
You’ve probably worked with an influencer at some point in your career. They may not have had a big title or a lot of formal authority, but people naturally followed them due to how they communicated, their credibility and their reputation.
On the other hand, you’ve likely also worked with someone with a lot of authority but little (positive) influence. Others might follow directions to keep their jobs, but they rarely give their full commitment to the project or the firm.
Which leader would you rather be? The good news is that even if you don’t recognize yourself as an influencer, it’s a skill you can develop over time.
Influence is the power to change or affect someone or something without directly forcing the changes to happen, and there’s always a need to influence others regardless of your role. When you need to rally people to work toward a common goal, get people to adopt a new technology or follow a new process, you can’t just have authority— you need influence.
Building relationships is key to becoming an influencer. You must be likable, approachable and trustworthy—not only among your immediate team members but across the organization.
Leverage that access by building your internal network and leaving a positive impression on anyone you work with.
Showing initiative demonstrates that you’re intentional about your work. Don’t try to keep your head down and stay out of the way. Work to make a positive impact.
3.
Ask others for their input on your work—even people who are more junior than you. If you’re working with a group on a project, ask people to air issues that they believe will stand in the way of success. This gives you a better understanding of other people’s perspectives and allows you to be proactive about overcoming those issues.
4. Celebrate small wins
Celebrate milestones along the way and small victories in every project. People crave recognition, so celebrating wins helps build confidence, leading to great things.
5. Build trust
Influence without trust is manipulation. If you want to grow your influence, be respectful and honest in every interaction. Honor your responsibilities and meet deadlines. This will create goodwill and make it easier to exert influence in the future.
Leadership is more than just having authority over others. To be an effective leader, you must positively influence your team and the people around you.
Our current environment is marked by increasingly dynamic, complex, integrated systems in which cause and effect are not as easily determined. Deciding which levers to pull is an ongoing leadership challenge. In this challenging landscape, tapping into your best thinking is paramount. Now is not the time for silencing voices that challenge assumptions and shed light on harmful mental models. As a leader, how do you remove the barriers to productive dialogue and discussion so that all voices are heard, collective team learning occurs and better solutions emerge?
First, it's important to distinguish between dialogue and discussion. In a dialogue, teams explore complex and difficult issues from many points of view, with individuals suspending
their assumptions and judgment. Dialogue requires a freeflowing exchange of ideas and perspectives with the intent of helping individuals become more sensitive to incoherencies in mental models and thought patterns. In discussion, different views are presented and defended with the intent of making a decision. Dialogue is divergent, seeking to expand perspective and develop new views, while discussion is convergent, seeking to create consensus around a course of action. In leadership, both are necessary. Collective thinking, shared visions, and refined assumptions emerge from the interchange of dialogue and discussion. However, workplace conversations are more heavily skewed toward discussion versus dialogue, resulting in silenced voices that rob leadership of innovative solutions to pressing issues.
What do you do when learning from experience is too costly an option? Although we learn best from experience, in reality, the most critical decisions made in organizations have systemwide consequences that stretch out over decades and make learning from them difficult, if not impossible.
Creating space for diverse and dissenting perspectives requires inclusive leadership skills. Regarding conversation, inclusion is the art of creating an environment where authentic conversations can occur without the risk of ridicule, rejection or retaliation. Dialogue requires what is often referred to as psychological safety. Conceptually, psychological safety is easy to describe. However, defining the steps leading to a psychologically safe environment is harder. Team dynamics— the quality of relationships team members have with team leaders and each other—are hard to manage and yet strongly influence psychological safety. Training staff in conflict resolution, communication, and emotional intelligence skills contributes to the development of positive team dynamics and is the most practical step organizations can take toward establishing the right environment for dialogue.
Dialogue also requires leaders with strong facilitation skills. There is an art to facilitating a conversation that helps people maintain ownership of the process and the outcomes, holds people accountable to treating fellow conversationalists as respected colleagues, and encourages the exploration of divergent perspectives. Good facilitators promote reflection and inquiry as part of the dialogue process, often gently provoking participants with probing questions that challenge
assumptions. They are also self- and other-aware, understand how to redirect and diffuse emotionally-charged situations, and regularly practice the art of facilitating dialogue within their teams. Any person willing to commit to suspending assumptions, acting as a colleague, and engaging in inquiry can become a dialogue facilitator with time and practice.
The business issues facing our organizations are many. The issues are dynamic and complex and require the best thinking available to us. In today's evolving workplace, we cannot afford to silence voices. Instead, it is time for us to embrace the art of dialogue, encourage dissenting perspectives, and harness the collective intelligence of our teams. It is time for inclusive leaders and inclusive teams to champion inclusive dialogue around pressing issues. Developing the necessary skillset within all staff is a good first step toward creating the right environment for productive dialogue and discussion.
Tiffany Crosby, CPA, CGMA, MBA is the OSCPA chief learning officer.
CPAs need to be wary of these requests, which could result in a level of assurance being provided or types of information being reported that are not permitted under professional standards. “The prior CPA signed it,” “My client wants me to sign it,” “My client won’t get the loan without it” or “The government entity requires this specific language” do not relieve the professional from the requirements of the law or standards.
Third-party verification requests typically occur when a CPA is asked to provide a letter stating that information provided by a client is correct. Two initial concerns in signing such a letter include (1) that the CPA has not typically been engaged to provide an assurance service to the lender or regulator to whom the report will be provided, and (2) that the CPA has confidentiality requirements of professional standards, the Internal Revenue Code or other federal or state regulations.
While a CPA is not prohibited from following attestation standards in response to a third-party verification request, the client is unlikely to want to incur the cost of a formal attestation engagement.
Be wary of:
Questions for which CPAs have been asked to provide written assurances for clients include variations of the following:
• Will the client be in business for the life of the loan?
• Will the client continue to be employed for the life of the loan?
• Will self-employment earnings continue at the same level?
• Will the business generate enough profits to cover the loan?
• Will the client be able to maintain the ratios in the loan covenants?
• Will a client’s move/project/endeavor adversely affect their business?
These types of questions don’t meet the requirements for any type of service that CPAs can provide, and the CPA should also be concerned about professional liability if the lender would rely upon this information.
Responding to a request regarding the client’s solvency –the ability for a client to service its debt and meet future obligations — is specifically prohibited by attestation standards. An example might include, “Does the client have sufficient personal assets to cover this loan?” or “Would withdrawing these funds place an undue strain on the client’s business?” Asking the CPA to step into the role of an assessment that is part of the financing decision is a shifting of responsibility that should belong to the lender.
CPAs are often asked to provide lenders and regulators with a third-party verification, or “comfort letter” on behalf of a client. New types of requests have arisen as banks and governments authorities identify more types of information for which they would like CPAs to take responsibility.
With the advance consent of the client, the CPA can verify matters of fact simply and clearly.
• This entity has been my client for X years.
• The scope and limitations of professional services provided for the client.
• The attached is a copy of the client’s (tax return, financial report) prepared by my firm, provided with the client’s permission.
• Limited responses to factual questions, stating that these are based upon answers provided by the client that were not subject to audit or other procedures.
• Stating that it is the responsibility of the financial institution/broker/regulator to exercise its own due diligence and to perform procedures and tests the lender deems appropriate for the decision in question.
• That this letter is not intended to establish a client relationship with the requesting party.
If a verbal request is made, suggest that the request be posed in writing, to which you will respond after obtaining client consent. Take care to be attuned to client confidentiality requirements, stick to known facts, and don’t give into pressure to provide any kind of guarantees or opinion. The CPA may also wish to check with their professional liability insurance carrier regarding a specific ask.
The CPA will likely need to explain that professional standards prohibit them from providing assurance regarding the client’s
financial position when the required scope of services hasn’t been performed.
In some cases, a comfort letter request can be an opportunity. The CPA may be able to suggest a type of agreed-upon procedures engagement, or a financial forecast or projection under professional standards that will meet the requestor’s needs.
The AICPA has several resources for CPAs to reference in responding to comfort letter requests.
The “Concerns Regarding Comfort Letters/Third Party Verification” page of the AICPA website, at www.us.aicpa. org/interestareas/frc/concernsregardingcomfortletters, links to technical resources and a tool kit with sample letters for various circumstances.
A resource issued by the AICPA Financial Reporting Center, “What to Know About Third Party Verification Letters,” provides a matrix with examples of phrases to avoid and factual information that can be provided in response to differing types of asks.
An article about third party verification letters, including a sample letter and alternatives provided by the AICPA Professional Liability Insurance Program: www.cpai.com/ Education-Resources/my-firm/Tax-Services/Third-PartyVerification-Letters
client solvency. THREE THINGS
Under1. 3.2.
Keep client confidentiality in mind and check with your professional liability insurance carrier about what is permitted. Stick to known facts and do not cave to pressure to provide guarantees or opinions.
By Jessica-Salerno Shumaker, OSCPA senior content manager
“Simplicity is so powerful because it's not about being more productive or efficient,” said Lisa Bodell, CEO of FutureThink. “It's so people can spend their time on work that matters.”
Bodell was the keynote speaker at the Fall Accounting Shows and presented “Why Simplicity Wins,” a session covering how organizations can rid themselves of unnecessary complexity and focus on simplifying their work.
Leaders must be an example to staff and start questioning rules or saying no to attending irrelevant meetings. She said she’s seen organizations in the past get stuck at this point, because the leaders have not changed their behavior. Once they begin to set the example, the rest of the staff feel comfortable doing the same. Removing pointless rules is an important step in the simplification process, Bodell said.
“Some of the biggest companies can't get out of their own way,” she said. “Speed is important. Simplicity gives you that, and if you're operating with complexity, you can't move fast enough.”
For businesses interested in simplification, Bodell suggested first asking staff what they spend the most time on that isn’t
central to their role, sometimes referred to as “time sucks.” This could be emails or unnecessary meetings. She said many businesses have held a “kill a stupid rule” session.
“What are the rules and unnecessary crap people deal with that they would love to get rid of?” she said. “What you'll find is most of the things they come up with are not rules. They're cultural norms, annoyances, assumptions and things that aren't written in stone. And people are empowered to get rid of them if they just took the time.”
When staff don’t take the time to question rules or framework, it could be they haven’t been encouraged to do so by leaders or are shut down when they do ask, she said. There are rules that might have outlived their time and it would make work more efficient to have them removed.
Questioning rules can seem scary, Bodell said, but staff at all levels should be empowered to do this. Sometimes all it takes is one person pointing out an unnecessary rule to inspire others to speak up.
Making things simpler at work is often easier said than done, but it’s well worth the effort, said one CEO and thought leader.
Bodell said what drives complexity is fear, mostly fear of making the wrong decision or looking stupid. She said there’s an opportunity for leaders to create a culture to minimize fear and exemplify the behaviors they would like staff to model, such as saying no to useless meetings and pushing back on unnecessary rules.
“Whether you're in a small, medium, or large organization, the principles still apply,” she said. “There are things that are in your sphere of control that you can be spearheading.”
If you bring up removing complexity and experience pushback from your team and leadership, Bodell said it’s helpful to frame this an efficiency and culture improvement. Cutting costs and saving hours of work is valuable, Bodell said, and “… I can't think of a leader that wouldn't be on board with that.”
When going through the process of eliminating roadblocks and unnecessary hurdles, remember to give yourself and your colleagues grace. Some of these rules or processes might seem untouchable, only to explore it further and realize something can be improved or even eliminated. Keep an open mind and remember to work together as a team.
“It's human behavior. We want to move faster," said Bodell. “And so rather than stopping and really thinking through a problem, we just add on top of it.”
Bodell said human behavior is a “big challenge” when companies seek to make their processes simpler. People go with the flow and trust their leaders to decide on what rules to make, but if a business wants to keep up with the current environment, then leaders have to encourage their people to ask questions and make suggestions.
One of the most common mistakes businesses make is confusing organization for simplification, said Bodell, who also joined The State of Business podcast. But if unnecessary tasks and assignments are organized, it’s still preventing you from creating meaningful work.
“Simplicity is an advantage for you,” Bodell said. “Simplification allows people to focus on meaningful work, not mundane work. It gives you better morale and a better culture. And if you're simplified, you're focused on a culture where meaningful work is the norm.”
To remove complexity from work consider killing “stupid rules” that are outdated and slow down workflow.
Talk to leadership about how efficiency could be improved, knowing it will be an ongoing process that won’t be solved immediately.
Being organized is not the same as removing complexity.
Did you know that hackers attack every 39 seconds,?
The most recent 2021 PCPS CPA Firm Top Issues Survey, published biennially by the AICPA, confirmed once again that “finding qualified staff” was a significant concern for all firms with two or more professionals, and retaining and developing talent consistently ranked as one of the top five issues among the largest firms.
It’s no surprise then that firms crewed with human resources experts advocate for structured onboarding processes to both familiarize young professionals and new hires with a firm’s internal operations and to engage and immerse them in the organization’s culture. But what of the firms that don’t yet have such onboarding steps charted out? While welcoming new hires with some company swag, maybe a team lunch, or a social media post are common go-to moves of today’s busy business leaders, a bit more empathy and effort on their part can go a long way in ensuring the fresh faces joining their firms keep their heads above water.
“While many, if not most, public accounting new hires have had an internship, they’re still going to be somewhat unsure of whether their education has truly prepared them for the profession,” says Kimi Ellen, CPA, managing partner at Benford Brown & Associates.
For new recruits with minimal workplace experience, it can be intimidating to simultaneously adapt to a new environment, a new role, and new coworkers. This triple threat can fuel apprehension to even dip a toe into the water, let alone fully immerse oneself into the happenings of the firm.
Ellen encourages firm leaders to understand that they’re going to need to toss their new recruits a lifeline and help them navigate the waves of uncertainty associated with joining a new workplace.
To help ride out these initial impediments, Ellen personally checks in regularly with her new hires to assess how they’re acclimating. “I like to ask my new hires at least once or twice a week if there’s something that I can do to help them feel more comfortable in their work environment. I ask if there’s
something the firm can do to help them understand our performance expectations,” she notes.
In similar fashion, David Bitton, co-founder and CMO of DoorLoop, a property management platform, stresses the importance of getting new hires started off on the right foot: “Don’t leave them hanging or unaware of what to do, especially on their first day!”
His steps for initial onboarding success include ensuring all new hires are promptly introduced to everyone with whom they’ll be working closely with and that these individuals are available for clarifications and questions. Bitton also suggests managers map out clear plans for new hires that provide essential directions and outlines the expectations of them and their tasks. “Be specific, so that your new hire won’t have to tiptoe around,” he emphasizes.
Of course, the explosion of remote and hybrid work environments has added new complexity to the onboarding process. James Shalhoub launched Finn, an e-commerce company, in early 2020 that coincidentally coincided with COVID-19’s initial surge here in the United States, requiring a new approach to onboarding—video.
As part of his video onboarding process, employees are provided with a training schedule that clearly outlines each day’s itinerary, mapping out exactly what new hires will learn and focus on during each training.
While clarity throughout the onboarding process is decidedly crucial, firms also need to be cognizant of the possibility of overdoing it—information overload is a fast-track to overwhelming your new hires.
“Some firms simply go overboard with onboarding,” says Daniel Cook, director of human resources for the Texas-based law firm of Mullen and Mullen. In fact, he argues that there are some benefits to letting new hires swim a little.
From the smallest to the largest accounting firms, recruiting and retaining talent seems to bring about rough seas.
“I believe that giving young professionals some autonomy in their projects encourages them to learn new skills, while also learning from their mistakes and failures. It also teaches them how to be effective leaders, and helps them build self-confidence,” Cook advises.
The need to address and quickly start building new recruits’ self-confidence is a requisite of any effective onboarding strategy.
One way to do this is to implement “shadow days,” where new hires are partnered with seasoned peers, subject matter experts, and even the most experienced employees for a day at a time to help them acclimate to the culture and workflow of the organization.
“Being able to watch work be performed is the number one way to ensure that someone will be more comfortable performing the task appropriately,” says Joanna Zambas, a career expert at CareerAddict.com, an online career development resource.
Taking this a step further, establishing a formal mentorship program could help ensure smooth sailing throughout the course of the onboarding process. Bitton says that providing dedicated mentors is a proven key to both employee success and creating a stronger sense of belonging, as mentors can guide new hires through the initial uncertainty, providing direction and reassurance, and then serve as go-to resources and advocates as the mentees navigate through their careers with the firm.
That last bit about giving feedback is critical, according to Zambas. “The most important component is the follow-up,” she
emphasizes. “This will tell you whether or not the new hire has benefited from the mentorship program and can help determine any adjustments that might be needed moving forward.”
As important as all the structured, formal processes and programs are, sometimes the informal opportunities lead to even more meaningful connections and development.
“If you really care about the success of your employees, it’s important to not only provide them with opportunities to grow but to also support what works for them,” Zambas says.
In this sense, firms should be clear about their willingness to invest in sending their young professionals to relevant conferences and industry events of interest to them, and to support their desired memberships and participation in industry associations, to encourage both learning and networking.
Firms can further facilitate informal mentorships internally by creating physical and virtual spaces where employees can socialize freely. “In these spaces, employees can be transparent and have ‘watercooler’ talk,” Shalhoub says. For instance, his organization has a dedicated Slack channel where employees can chat virtually. “It’s something we implemented for fun, but it really gets people talking and sharing life experiences—all good things for creating that sense of belonging and purpose,” he says.
“When your new hires and young professionals understand they’re valued as people, when they see the firm is investing in them, they feel supported and appreciated. The result is growth, effectiveness, motivation, performance, collaboration, and loyalty,” says Lisa Nichols, CEO of Love Your Niche.
However, even with defined onboarding processes, formal and informal mentorships, group projects, networking spaces, and more, there’s only so much an organization can do to onboard their new hires and keep their heads above water in a demanding profession—eventually they need to learn to tread water and then swim on their own.
Nichols points out that “there are many aspects of professional development where skills and knowledge are ‘caught’ rather than ‘taught.’ As such, firm leaders need to remember that their
new hires are more than just employees, they’re people, and we’re all just doing our best to stay afloat.”
Carolyn Tang Kmet is a senior lecturer at the Quinlan School of Business at Loyola University Chicago. Reprinted courtesy of Insight, the magazine of the Illinois CPA Society. For the latest issue, visit www.icpas.org/insight.
Six racinos, which allow betting on horse races and video lottery terminals but not table games, also opened in Ohio. Starting Jan. 1, 2023, sports gaming will be permitted at certain establishments. Sports gaming includes betting on college and professional sports (i.e., sports betting). Ohio will offer more sports gaming resources than other states and, as a result, the regulation, licensing, and taxing regime will also be more complicated.
The Ohio Casino Control Commission is responsible for licensing and regulating casino operators, their employees, and gaming-related vendors and will also regulate the sports gaming proprietors. The Ohio State Racing Commission regulates the horse racing operations at the racinos in Ohio. The Ohio Lottery Commission is responsible for the administration and enforcement of Ohio’s Video Lottery Terminals at the Ohio racinos and will regulate sports gaming on those kiosks.
The emergence of sports gaming opens the gambling area to a broader range of establishments. Sports bettors in Ohio will have the following options available to them:
25 Type A “Mobile” Proprietors: Includes existing casinos, racinos, professional sports teams and leagues. Up to 25 Type A proprietors who, depending on the type of business they operate, can license either one or two mobile management services providers (“MMSP”) to offer mobile apps for sports betting. Ohio may have up to 46 mobile operators in the state (although the number is more likely going to be closer to 30 mobile operators);
40 Type B Retail: Up to 40 Type B retail (bricks and mortar) proprietors or “management service providers” (“MSP”) who can open in-person locations in counties with a population of greater than 100,000 Ohioans (but there are caps by county) and;
Type C Retail Kiosks: Type C retail kiosks are in businesses with certain types of D liquor permits that operate Lottery games currently. As of today, more than 1,200 for-profits have applied for these licenses.
There are some nuances related to the various licenses. Type C kiosks will only have certain types of bets available to those using them and will have caps on the amount of money bet by customers per week. Type B retail facilities will also have caps on the amount of cash that can be bet anonymously by bettors. While casinos, racinos, and professional sports teams and professional sports organizations are given preference in their applications for Type A and B licenses, there are some licenses (four Type A and 19 Type B) that are not “tethered” and are available to Ohio businesses meeting the statutory criteria for the licenses. Finally, for those proprietors who are permitted to contract with more than one MMSP, the second provider will pay millions more in license fees for the first five years of operation than those providers who are considered the first provider with a proprietor.
The Ohio Department of Taxation is responsible for administering the gross casino revenue and sports gaming tax and for ensuring compliance with all pertinent state tax laws. The gross casino revenue tax is imposed on licensed casino operators at the rate of 33%. "Gross casino revenue" means the total amount of money exchanged for the purchase of chips, tokens, tickets, electronic cards, or similar objects by casino patrons, less winnings paid to wagerers. "Gross casino revenue" does not include either of the following: (1) The issuance to casino patrons or wagering by casino patrons of any promotional gaming credits; or (2) Sports gaming receipts.
In 2009 Ohio voters approved four casinos to be established in Cincinnati, Columbus, Cleveland and Toledo. The casinos, which opened in 2012 and later, have generated a significant amount of revenue that has been redistributed to school districts and local governments in Ohio.
The tax on sports gaming receipts is imposed in the same chapter as the gross revenue tax and is consistent with that tax in that both apply a tax on the gross receipts collected less amounts paid out and some promotional credits. The sports gaming operators (Type A and B) are required to file monthly tax returns. The sports gaming tax is levied at a rate of 10%. "Sports gaming receipts" means the total gross receipts received by a sports gaming proprietor from the operation of sports gaming in this state, less the total of the following: (1) All cash and cash equivalents paid as winnings to sports gaming patrons; or (2) The dollar amount of all voided wagers; or (3) Receipts received from the operation of lottery sports gaming on behalf of the state; or (4)(a) On and after Jan. 1, 2027, but before Jan. 1, 2032, 10% of the promotional gaming credits wagered by patrons; (b) On and after January 1, 2032, 20% of the promotional gaming credits wagered by patrons. Thus, the tax should be on the proprietor’s handle (or profit).
“Promotional gaming credit" means a credit, discount, or other similar item issued to a patron to enable the placement of, or increase in, a wager on a sporting event. When issuance of a promotional gaming credit requires money exchanged as a match from the patron, the deductible portion of the promotional gaming credit does not include the portion of the wager purchased by the patron. Thus, understanding the promotional gaming credits available will be important in determining the taxable gross receipts and tax required to be paid. Most other states exclude promotional credits from the tax base but the exclusion is phased out. The Ohio methodology includes the promotional credits initially but then excludes the credits in later periods.
ODT recently issued proposed Ohio Administrative Code (“Rule”) 5703-30-01, which includes a definition of “taxpayer” for purposes of sports gaming, which could include the
proprietor or a MMSP or a MSP acting on behalf of Type A or B proprietors. Most proprietors will have the MMSP or MSP serve as the taxpayer.
Amounts in excess of the taxpayer’s sports gaming receipts (as is gross casino revenue) are excluded from the Ohio Commercial Activity Tax (“CAT”). Thus, the taxpayer’s handle (or profit) is subject to CAT even though that same amount was also subject to the sports gaming tax (or gross casino tax).
Video Lottery Terminal Operators (Type C) are required to withhold 4% to the Department on any gross lottery proceeds to be paid out. Proceeds from the lottery sports gaming on the kiosks (Type 3 proprietors) will also be subject to the withholding on those proceeds. State and municipal withholding is also required on all gambling receipts consistent with federal income tax law (i.e., generally amounts more than $600).
Dan Dodd is the vice president of government affairs at Zaino, Hall & Farrin LLC.
If you would like to learn more or have questions about Ohio sports gaming regulation or taxing regime, please contact Dan at 614.782.1554 or any other ZHF professional at 614.325.1120.
Hear more on this topic from Zaino Hall & Farrin at our upcoming Mega Tax Conference on 12/13 - 12/14.
Starting Jan. 1, 2023, sports gaming will be permitted at certain establishments. Sports gaming includes betting on college and professional sports.
The tax on sports gaming receipts is imposed in the same chapter as the gross revenue tax and is consistent with that tax in that both apply a tax on the gross receipts collected less amounts paid out and some promotional credits.
Office: 866-260-2793 Kathy: 501-514-4928 Christy: 501-499-4357
Dear Donors and Friends,
This year marks the 20th Anniversary of our Student Ambassadors, a signature program of The Ohio CPA Foundation. We started with just three schools in 2002: Miami University, Ohio University and University of Toledo, adding schools every year. This year, we have 22 ambassadors on 21 campuses.
Building a healthy pipeline and attracting new talent to the profession is essential. Every year, the Student Ambassador program introduces thousands of business majors and future entrepreneurs to careers in accounting. Ambassadors connect us to faculty, to new talent at high schools in the community, and to their school’s alumni.
We have nearly 300 alumni ambassadors and we are reconnecting with them for this occasion. Listen to what they say:
“Being a Student Ambassador was one of the most impactful experiences I had as a student.”
“OSCPA does a great job of providing development opportunities for both students and young CPAs in our industry.”
“OSCPA’s student ambassador program was everything I hoped it would be! I would recommend the program to any student considering the CPA profession.”
There is no limit to the career opportunities open to these young accounting majors, and the OSCPA student members they recruit. Your generous backing of The Ohio CPA Foundation makes it possible.
We have donors who give $10 as a Thank You for a scholarship they received in college, donors who give $25,000 to endow a college scholarship in memory of a family member, and donors who give everything in between. To each of you I say, we could not do our work without your partnership.
This report is an overview of our 2021 programs from Student Ambassadors and beyond. Your support is attracting and training the young people who will follow in our footsteps, and we can’t thank you enough. 2022 has been an even better year and we can't wait to tell you about it.
Sincerely,
Jay Moeller, CPA Chair of the Board of Trustees The Ohio CPA Foundation
The work of The Ohio CPA Foundation has taken on increased importance and urgency in light of the continuing demand for highly skilled accounting and nance professionals. The decrease in overall college enrollments paired with fewer students majoring in accounting has underscored the growing need for nancial support of impactful Foundation-funded programs.
The Ohio CPA Foundation has a rich history of producing and funding impactful programs geared toward attracting Ohio’s top students to the profession. Nationally known for its efforts, the Foundation is working to secure a diverse and robust pipeline of future CPAs to ensure the sustainability of the profession.
From its scholarship program to its funding of programs such as Accounting Career Days, CPA Camp and ACLA, the Foundation is making a measurable difference in the lives of countless Ohio students.
There are many in uencers in a student’s choice of major, including teachers, family members, peers, college alumni, and those working in the profession. The Ohio CPA Foundation works to harness those touchpoints and use them to encourage students to consider accounting as a career option.
That is also why Ohio’s colleges and universities are at the heart of our efforts to attract and develop Ohio’s best and
brightest students. In collaboration with faculty, alumni, advisory committees, and Ohio’s leading employers, we have leveraged our considerable network to build a diverse and robust pipeline of future CPAs.
The Ohio CPA Foundation's pipeline strategy includes a full suite of programs that follow students from high school through graduation and rst jobs. Thanks to generous gifts from organizations and donors like you, the Foundation has been able to invest in the programs that generate awareness of the lucrative career opportunities available in this opportunity profession.
For nearly 15 years, The Ohio CPA Foundation has funded efforts to engage Ohio’s high school students in exploring the limitless career possibilities in the accounting and nance profession. Recognizing that there is signi cant opportunity to in uence career choices and tap into the non-traditional student market, the Foundation made the strategic decision to change the name of the program to re ect the broadening of focus that now includes community colleges.
Cullins, CPA Executive Director & Talent Acquisition Strategy Business Manager & PMO JPMorgan ChaseFor more than a quarter century, The Ohio CPA Foundation has supported this weeklong program designed to expose racially and ethnically diverse high school students to careers in accounting, nance, and business. In partnership with the National Association of Black Accountants, The Ohio Society of CPAs, and The Ohio State University Fisher College of Business, the Foundation has typically presented this program on campus. During the last year, the ongoing pandemic required that the program be offered in a virtual setting.
When Libby Cullins, CPA, discusses the accounting profession with high school students, she begins by dispelling some myths.
“One of the things that is most important is to level set what an accountant is and what it isn’t,” says Cullins.
Unless students are familiar with the profession, many might have a narrow view of what accountants do, she says. She has been sharing her love and knowledge of the profession with students for about ve years. Cullins says it’s a passion of hers.
“I think everyone should know—regardless of background, regardless of your nancial situation, regardless of your race or gender identity—this career is for you,” Cullins says.
The Careers in Professional Accounting program (CPA Camp) began in Northeast Ohio more than four years ago. Since then, the program has grown to two locations with a third added in 2022 and more growth planned for 2023.
As part of the program, students from underrepresented populations are typically invited to a participating college campus for a day of learning about the profession and hearing from CPAs about what life is like in the work world.
“I learned more about accounting as a profession and how it didn't fit into many of the stereotypes I initially associated with it. Being an accountant wasn't even an option on my list, but now I'm considering it in the future.”
This unique program, now in its seventh year, is geared toward college accounting majors from underrepresented backgrounds with a goal of preparing them for a successful future in accounting and nance.
Because of the pandemic, the program remains virtual.
Offered as a four-part series, ACLA saw increased attendance among students as well as university participation.
ACLA scholarship winner & program participant Miami Universitybene ts they offer, their staff size, of ce culture, industry specialization, internship opportunities, perks, and more.
LAUNCH! now has more than 40 participating rms and organizations and has more than 4,000 unique student users.
Anthony is one such college student who took full advantage of the ACLA program. He rst became interested in accounting after attending a high school business program. And then his participation in ACAP-Ohio sealed the deal.
Now an accounting major at Miami University, Anthony has participated in other Ohio CPA Foundation programs, including ACAP-Ohio, CPA Camp and ACLA. The Foundation recognized Anthony's commitment to learning and appreciation for the profession and awarded him the 2021 ACLA College Scholarship.
Anthony says attending the various Ohio CPA Foundationfunded programs has had a signi cant impact on him, as it helps bridge the divide between classroom and real world. “The more that I’ve gotten professional experience, the more and more that I come to appreciate programming like ACLA, because I feel a more interconnected understanding of my major and the impact that I can have.”
The cost of obtaining an accounting degree has been steadily rising, forcing many students to rethink their options. Providing nancial assistance to Ohio’s best and brightest accounting students is more important than ever. For nearly 70 years, The Ohio CPA Foundation has been awarding scholarships to deserving Ohio accounting majors who plan to become CPAs.
Through the generosity of organizations and individual members, The Ohio CPA Foundation was able to award $60,000 in scholarships over the past year. Our many donors have discovered that any gift, regardless of size, helps to build a thrive and inclusive accounting profession now and for the future.
The Ohio CPA Foundation introduced LAUNCH!—an online employment guide for future CPAs. The guide allows rms and organizations to get in front of students who are seeking employment in the accounting and nance space. Students can learn more about potential employers, such as the
J. Clarke Price was committed to promoting and protecting the CPA profession, and he furthered that commitment with his nancial support. The former President and CEO of OSCPA generously donated his time, talent, and treasure to The Ohio CPA Foundation during and after his tenure with the organization. Under his leadership, the Foundation helped countless Ohio students pursue an education in accounting and nance.
Sadly, Clarke passed away on April 7, 2022. His passing brought tributes from around Ohio and the nation, many in the form of donations to The Ohio CPA Foundation in his name. We thank Clarke for his nancial stewardship and visionary leadership of The Ohio CPA Foundation and all who honored him with a nancial contribution.
Currently celebrating its 20th year, the Student Ambassador Program is the cornerstone of OSCPA’s college recruitment strategy. Funded by The Ohio CPA Foundation, this program has helped OSCPA build one of the largest pipelines of future CPAs in the nation. There are more than 300 alumni of this program, many of whom have gone on to distinguished careers in accounting and nance. We will be showcasing many of these individuals over the coming year.
Recent AICPA research has shown that a student’s decision to major in accounting and related studies is often in uenced by family members, teachers, and peers. The peer-to-peer nature of the Student Ambassador Program is what makes it such a powerful and successful recruiting tool.
Like many other state CPA societies, the Ohio Society faced recruiting challenges during the pandemic. But as colleges emerged from the pandemic over the last year, Ohio’s Student Ambassador Program grew to 20 student ambassadors on 17 college campuses with plans for adding as many as four more over the next year.
Part of the expansion was driven by an intentional strategy to target non-traditional students. OSCPA added two community colleges, recognizing that it is a more affordable path for many students faced with the skyrocketing cost of obtaining a college degree. In addition, community colleges often attract students who are changing careers and nding community colleges to be more accessible from a scheduling standpoint than traditional 4-year institutions.
Accounting student Eboné has always made helping others a priority in her career.
Eboné is an example of someone who elected to make a career change after being in the workforce. During the pandemic, she enrolled in Sinclair Community College and one of her professors asked if she would be interested in becoming Sinclair’s rst Student Ambassador. True to her nature, Eboné seized the opportunity.
Her advice to other non-traditional students is to consider accounting. "Someone is always going to need help with their books or making business decisions. That's a valuable thing I learned in choosing accounting."
All it took was a suggestion from someone she met at a networking event to convince Emily to become a Student
Ambassador. It's just one of many in ection points that has in uenced her career path.
The Ohio University senior believes that the program has done a lot to help her prepare for a career in accounting. “My people skills and presentations have improved as a result of my participation in the Student Ambassador Program,” says Emily. “And I’m making valuable connections with professors.”
Emily is preparing to wrap up her undergraduate degree in only three years. Her goal is to sit for the CPA Exam and then move on to complete her Master’s in Accountancy.
“I feel fortunate to have attended a high school that offered accounting classes and to have had a teacher that suggested I pursue accounting in college,” says Emily. “There are many high schools that don’t offer accounting classes and that makes me sad for those students who are never introduced to accounting as a career option.”
him the chance to learn new skills, such as speaking in front of a class and networking with students and professors.
Despite moving out of state to Tennessee in 2007, Hurley has maintained his OSCPA membership. He says he developed a deep appreciation for state societies through his time as an ambassador and now enjoys watching students post to the @ohiocpas Instagram page to show a day in the life of an ambassador.
“I recognize the work OSCPA is doing is helping me now by bringing in very strong and capable people into the profession that are part of my teams,” he says. “And encouraging people to join and creating opportunity increases the diversity of the candidates that are coming into the profession.”
Hurley has been at Deloitte for 15 years and is currently in the controllership practice where his range of assignments has covered nance transformation to standards implementation, and he’s traveled around the world for work.
For CPA Matthew Hurley, being an OSCPA student ambassador nearly twenty years ago sparked a lifelong passion for the profession.
“At the time it just seemed like it was a fun opportunity to engage with the Society and also network with others in the profession,” says Hurley, senior manager at Deloitte.
When a professor encouraged him to apply to be a Student Ambassador, he decided to give it a try and served in the role for two years while attending Case Western Reserve University. He says the experience as an ambassador allowed
As our nation becomes increasingly multiracial and multicultural, the work of the Foundation and OSCPA is now more important than ever. The Ohio CPA Foundation has been a trailblazer in the effort to diversify the profession. Starting with ACAP-Ohio more than 25 years ago, the Foundation has a long history of working to attract Ohio’s best and brightest students from all walks of life to rewarding careers in accounting and nance. To supplement the ACAP-Ohio program, the Foundation developed several nationally recognized programs such as CPA Camp and ACLA that target students from underrepresented populations. Additionally, the Foundation has provided scholarships to female accounting majors as part of the Women, Wealth and Wellness Conference as a means of increasing the number of women in the profession.
“Through attending ACLA, I saw the possibilities, and not just because the program was designed for underrepresented minorities. I saw not just simply the future of accounting, but also the future of diverse accountants.”
– Anthony, Miami University accounting major and ACLA participant
Jay Moeller, CPA RSM US LLP
Chris J. Barrett, CPA Crowe LLP
Press C. Southworth III Jazz Arts Group
David A. Brockman, CPA Sikich LLP
Robert F. Fay, CPA
Sole Practitioner
Christopher O. Igodan, Jr., CPA Nationwide Insurance - PSP
Ebonie Z. Jackson, CPA Lucas County Children Services
Bill Miller, CPA KPMG Columbus
Clark Schaefer Hackett & Co.
Alison Strohm, CPA EY
Laura A. Hay, CPA, CAE
The Ohio Society of CPAs
Scott D. Wiley, CAE
The Ohio Society of CPAs
Years Ended April 30, 2022 and 2021
2022 2021 Total Total
As of April 30, 2022 and 2021
ASSETS
2022 2021
Cash and cash equivalents $81,000 $38,000
Accounts receivable, the Society - $9,000 Pledges receivable, net $172,000 $138,000 Investments $3,939,000 $4,228,000
Total assets $4,192,000 $4,413,000
AND NET ASSETS
Scholarship payable $58,000 $54,000
Accounts payable - the Society $12,000
Deferred revenue $21,000 $29,000
Total liabilities $91,000 $83,000
NET ASSETS
Without donor restrictions $457,000 $300,000
With donor restrictions $3,644,000 $4,030,000
Total net assets $4,101,000 $4,330,000
TOTAL LIABILITIES AND NET ASSETS $4,192,000 $4,413,000
Donated services $281,000 $299,000 Contributions $406,000 $368,000 Investment income (loss), net ($267,000) $1,142,000 Total revenue $420,000 $1,809,000
EXPENSES
Pipeline: Professional awareness $180,000 $181,000 Diversity and inclusion $72,000 $54,000 Workforce development $7,000 $7,000 Total Pipeline $259,000 $242,000
General and administrative $253,000 $254,000 Fundraising $137,000 $129,000
Total expenses $649,000 $625,000
CHANGE IN NET ASSETS ($229,000) $1,184,000
NET ASSETS - BEGINNING OF YEAR $4,330,000 $3,146,000
NET ASSETS - END OF YEAR $4,101,000 $4,330,000
The accompanying condensed financial statements are derived from the Foundation’s audited financial statements, which received an unqualified opinion from Schneider Downs & Co.,
A complete copy of these financial statements is available by contacting 614.764.2727
Support the future of the accounting profession. Learn more about our programs at www.ohiocpafoundation.org Make a gift of any amount online at www.ohiocpa.com/donate .
• Welcomes the next generation to our profession
• Introduces students to the bene ts and values of becoming a CPA
• Contributes to leadership development programs that enable students to enter the workforce prepared for success
The Future Is in Their Hands. And Yours. Thank you. Your gift makes all the difference!
We gratefully acknowledge the following organizations whose generous nancial support makes our programs possible.
I didn’t realize that the accounting profession is so diverse and varies around the world!
ACAP-Ohio participant
Joseph W. Blaha, CPA
Bober Markey Fedorovich has made the following promotions:
• Joseph W. Blaha, CPA, Tyler A. Chaplin, CPA, Karyn R. Kail, Nathan A. Lieb, CPA, and Tina Puri, CPA, to senior manager
• Jonathan C. Abbotoy, CPA, Alex J. Irwin, CPA, Jonathan D. Palay, CPA, Kevin Patrick, CPA and Travis R. Werner, CPA to manager
• Kelly Harrington and Laura Lechko, CPA to supervisor
• Salvatore Rasicci, Lauren Ruane and Megan L. Troyer to senior.
Bober Markey Fedorovich has made the following hires:
• Stephen A. Mazza, CPA as a partner in the firm’s tax services group
• Kelly McCaffery, Andrew Pribonic, Orlando Scott, Nick Staser, Caitlin Stemple, Thomas Wangler and Nate Wile have as staff accountants
• Jennifer Bonds and Madelyn Braun as an administrative assistant and a recruitment coordinator, respectively
• David Campbell, Nick Hassinger, and Melissa Lieb, as senior accountants at Bober.
• Devon LaRiccia, CPA, as supervisor
• Thomas Lyons, CPA, and Michael Pond, as senior analysts at Bober Markey Fedorovich.
HW&Co. has gotten the Northcoast 99 award for the 18th time. Brandon Miller, HW&Co. President & CEO, has been named to the Ohio500 by Ohio Business Magazine.
ST. LOUIS, MISSOURI
Martin Kail, CPA, has joined e3 Consultants GROUP as a wealth & tax professional services specialist.
More than 90% of all Social Security recipients do not maximize their benefits. There is a demand for help and guidance when faced with making decisions about Social Security. We can help you be a resource to the millions of baby boomers becoming eligible for Social Security.
11/28-29 8:30 a.m. – 4:30 p.m. Individual Entity Tax Tune Up (Hybrid) 16 credits TX
12/08 8:30 a.m. – 4:30 p.m. Winter CPE Conference 8 credits MULTIPLE
12/10 8:30 a.m. – 11:15 a.m. Ohio Professional Standards and Responsibilities 3 credits RE
12/15 12:00 p.m. – 1:00 p.m. Town Halls 2022 1 credit MS
12/20 8:30 a.m. – 12:00 p.m. Annual FASB Update and Review 4 credits AC 12/21 8:30 a.m. – 12:00 p.m. Reviewing Individual Tax Returns: What are You Missing? 4 credits TX
1/05 8:30 a.m. – 4:30 p.m. The Best Individual Income Tax Update Course by Surgent 8 credits TX
1/13 8:30 a.m. – 12:00 p.m. Getting Ready for Busy Season: Key Changes Every Tax Practitioner Should Know 4 credits TX
1/26 12:00 p.m. – 1:00 p.m. Town Halls 2023 1 credit MS
3/15 8:30 a.m. – 4:30 p.m. Strategic Finance and Accounting Conference 8 credits MULTIPLE
Dec. 13-14 8:30 a.m. – 4:30 p.m. | 16 credits
Dec. 20 8:30 a.m. – 4:30 p.m. | 8 credits
Join them today and get the tools to grow your business!
Here’s how: Enroll 15 or more of your employees including all of your company’s Ohio CPAs and any related professionals. And if you’re on the cusp—we’ll work something out.
As a CPA Proud Organization, you’ll receive:
• An annual legislative update by our Government Relations team (1 hour of CPE)
• An annual presentation on the State of the Talent Pipeline by The Ohio CPA Foundation
• A pro le in LAUNCH , an online guide for students and recent graduates to Ohio’s employers
• A yearly meeting to review thought leadership opportunities
• One bill that allows for a seamless membership renewal process
• A link to your website from ours
CHAIR OF THE BOARD
Craig Marshall, CPA Ernst & Young Plain City
CHAIR-ELECT
Libby Cullins, CPA, MBA JPMorgan Chase Columbus
Keenan Cooper, CPA, CISA
Grant Thornton LLP Cincinnati
Rick Fedorovich, CPA Bober Markey Fedorovich Akron
Chris Igodan Jr., CPA Nationwide Financial Columbus
Gregory J. Jonovich, CPA, MBA The Lubrizol Corporation Wickliffe
PAST CHAIR
Lori Kaiser, CPA, MBA, CGMA Kaiser Consulting Columbus
VICE CHAIR, FINANCE
Jessie C. Wright, CPA, CGMA, CVA Schroedel, Scullin & Bestic, CPAs and Strategic Advisors, Canfield
Angela Lewis, CPA Crowe Columbus
A’Shira Nelson, CPA Wellspring Financial Advisors Cleveland
Carolyn Smith, CPA, MBA, CRMA Columbus City Schools Columbus
Aaron Swiggum, CPA/PFS William Vaughan Company Maumee
PRESIDENT AND CEO
Scott D. Wiley, CAE
The Ohio Society of CPAs Columbus
Amy Vetter, CPA, CGMA, CITP
The B3 Method Institute & Drishtiq Yoga Mason
Mark Welp, CPA, CFE Holbrook & Manter Columbus
Ellen Wisbar, CPA Mayer Hoffman McCann, P.C. Cleveland
Lee Frederikson, managing partner at Hinge, a firm for professional services
