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A WORD from our CEO
Reflections on Women's History Month
As we celebrate Women’s History Month, I find myself reflecting on the many mentors, both women and men, who shaped my path and perspective throughout my career. Their guidance, encouragement, and example not only influenced the professional I became, but also reinforced something I recognized early on: accounting is, and continues to be, a profession of opportunity.
When I entered the profession in the 1980s, the landscape looked very different. There were fewer women in leadership roles, but there were real opportunities for women entering the profession, creating space to define success on our own terms. Even then, this profession conveyed a powerful message. Accounting offered flexibility in a way many careers did not. It provided multiple paths: public practice, corporate roles, education, entrepreneurship, and the ability to pivot over time as life and priorities evolved.
Looking back, I wouldn’t change a thing; every experience played a role in shaping my career and perspective, and the twists and turns are what make a journey meaningful. This profession has opened doors and possibilities I could not have imagined when I first began.
What made the difference for me were the people who helped me see those possibilities. Mentors who encouraged me to take on new challenges before I felt fully ready. Leaders who demonstrated that there is no single “right” way to build a career. Colleagues who modeled resilience, curiosity, and a willingness to adapt. They helped me understand that success in this profession isn’t about following a predetermined track, but that it’s about defining your own path and having the confidence to pursue it.
Today, that sense of opportunity remains as strong as ever. In many ways, it has expanded. The profession continues to evolve alongside technology, business needs, and societal expectations. With that evolution comes even greater flexibility in how we work, where we work, and the types of roles we can pursue. Whether someone is drawn to analytics, advisory services, leadership, or building something entirely new, accounting provides a foundation that can support a wide range of ambitions.
As we reflect during Women’s History Month, it’s important to recognize not only how far we’ve come, but also the role we each play in continuing that progress. Mentorship remains as critical as ever. Taking the time to support, encourage, and advocate for others, especially those early in their careers, helps ensure that the next generation sees the same, if not greater, possibilities.
I am deeply grateful for the mentors who invested in me and helped me see what was possible. Their impact is something I carry forward, and it’s a responsibility I take seriously. Because, at its best, our profession is not just about numbers; it’s about people, growth, and the opportunity to build a career that is both meaningful and uniquely your own.
Laura Hay, CPA, CAE President & CEO
The Ohio Society of CPAs
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ADVOCACY in focus
Advocacy update: Elections, grassroots action and CPA leadership
By Greg Saul, OSCPA vice president of government relations and Molly Vincent, OSCPA manager of advocacy initiatives
With 2026 shaping up to be a pivotal election year in Ohio, engagement from the CPA profession is more important than ever. Voters across the state will head to the polls for the primary election on May 5, helping determine the candidates who will appear on the Nov. 3 general election ballot.
Especially in an election year, the collective voice of Ohio CPAs can help shape policies that strengthen the state’s economy and the future of the profession.
As policy decisions continue to affect Ohio’s tax and business climate, the profession’s voice in the political process remains critical. Supporting the Ohio CPA/PAC is one way members can help ensure CPAs maintain a strong presence in policy conversations and make lawmakers understand the real-world implications of tax and financial legislation affecting businesses and individuals across the state.
The Ohio CPA Pathways legislation, House Bill 238, kicked off 2026 by becoming law on January 1. This landmark reform was designed to modernize the Certified Public Accountant licensure process and strengthen the state’s accounting workforce pipeline. The new law, strongly advocated by the Ohio Society of CPAs (OSCPA), positioned Ohio as a national leader in addressing the acute shortage of CPAs by offering more flexible routes to licensure while safeguarding the profession’s rigorous standards.
This year has already demonstrated how CPA engagement can make an impact. During debate on Ohio’s tax conformity legislation, Senate Bill 9, more than 100 OSCPA members participated in a coordinated grassroots effort after the emergency clause initially failed to secure enough votes on the Ohio House floor. Our members across the state responded to the Society’s call to take action, contacting legislators to highlight the importance of timely conformity with federal tax law. The outreach reinforced to
lawmakers the urgency of immediate implementation for taxpayers and practitioners alike, underscoring the influence CPAs can have when the profession speaks with a unified voice.
The Society is also working to strengthen the profession’s long-term presence in the legislature. Currently, only one CPA serves in the Ohio General Assembly, and Rep. Bill Roemer, CPA (R-Richfield) will be term-limited at the end of 2026. To help identify future candidates, OSCPA has launched a grassroots effort encouraging CPAs to consider public service, whether by running for office themselves or supporting colleagues who are interested.
As part of that effort, the Society has distributed a legislator interest survey to members to gauge who may be willing to serve as a state representative or state senator in the future. Having CPAs in the legislature ensures that policymakers benefit from the profession’s expertise on tax, business and fiscal issues.
Meanwhile, the tax policy work continues. Earlier this year, the Ohio House passed House Bill 503, legislation supported by OSCPA that would strengthen transparency and voter oversight in municipal income tax reciprocity credits. The proposal would require voter approval before municipalities reduce or repeal those credits and would prevent such changes from being combined with tax rate questions on the same ballot issue. The measure helps address concerns about double taxation and gives taxpayers a clearer voice in decisions that affect their paychecks.
Tax year 2026 also marks Ohio becoming the 15th state to eliminate graduated income tax brackets in favor of the flat-rate model, moving from 3.5 percent to 2.75 percent on nonbusiness income phased in over two years, without any negative changes to the Business Income Deduction (BID). Those making above $100,000 paid 3.125 percent in tax year 2025, and everyone above $26,050 is paying 2.75 percent in tax year 2026. This makes Ohio’s flat tax the second lowest in the nation – behind only Arizona, which currently has a flat rate of 2.5 percent. This move also effectively eliminates the marriage tax penalty for many Ohio taxpayers.
Our approach since issuing our tax reform task force report, titled Improving Ohio’s Tax Climate, is moving Ohio toward a simpler, more competitive tax structure that maximizes the benefits for everyone while minimizing the effects on any particular segment. We will persistently champion legislative and regulatory reforms that contribute to a healthy and sustainable business environment, make government operations more efficient and help Ohio families build financially stable futures.
As 2026 continues to unfold, OSCPA will remain steadfast in advocating for sound tax policy while encouraging CPAs
to stay engaged in the legislative process. Whether it’s participating in grassroots action alerts, supporting the Ohio CPA/PAC, or even considering a run for office, the profession’s involvement is essential.
If you are interested in joining those efforts, we have several volunteer opportunities available for our members.
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 Vincent is the manager of advocacy initiatives for The Ohio Society of CPAs, supporting the organization’s legislative and regulatory advocacy efforts. She can be reached at mvincent@ohiocpa.com
Tax season can't be a "no innovation" season anymore
By Chris Rochford, Boomer Consulting
For years, accounting firms have operated with an unspoken rule that innovation stops during busy season. No new systems, major process changes or testing new tools.
The reasons are understandable. Team members are overloaded, and leaders don’t want to introduce disruption during the most intense production cycle of the year. But technology doesn’t slow down for busy season. If your firm pauses innovation for three or four months every year, you’re falling behind.
The roll-down effect of “no innovation”
When firms declare busy season a freeze period,
the impact is broader than many leaders realize. Tax professionals remain buried in repetitive work, IT teams can’t get meaningful input on new tools or enhancements, automation initiatives stall, AI capabilities go underutilized and frustrations accumulate without resolution. Over time, that stagnation compounds.
If your tax professionals are still doing the same manual tasks they did five years ago, you’ve trapped them.
Automation should free them from repetitive processes so they can spend time on higher-value work, testing improvements and contributing to firm development.
And if IT can’t collaborate with service line leaders during the busiest time of year, your innovation pipeline will always lag behind your production cycle.
Busy season may be the only time clients experience your technology and processes directly. If processes feel fragmented, communication is delayed or document exchange is clunky, they notice.
Innovating during busy season helps reduce friction. Sometimes, that starts with someone simply asking, “Where is this process breaking down under load?”
The stress of tax season exposes weaknesses. Instead of ignoring them until May, treat them like real-time diagnostic signals.
Discovering the “tech delta”
One of your most overlooked opportunities during busy season is what I call the tech delta. It’s the gap between what your current system can do and how your firm actually uses it.
Most firms have already invested in platforms with AI, workflow automation, analytics dashboards and integration capabilities. Yet many operate at a fraction of their systems’ full functionality.
You likely don’t want to replace your tax software in March, but you can:
• Identify underutilized features in existing tools
• Test automation on high-volume tasks
• Measure turnaround times and bottlenecks
• Capture frontline feedback
These initiatives require intentional observation and disciplined follow-up.
Automation as a release valve
The goal isn’t to overwhelm your team with change during peak workload. It’s to use automation as a release valve.
McKinsey estimates that current technology could, in theory, automate activities accounting for about 57% of US work hours today. In an accounting firm, that could include digesting client data, classifying documents, routing work, tracking the status of engagements and handling certain compliance review tasks.
When automation reduces competitive workload, you create capacity. And you can use that capacity to test new tools, refine workflows, develop AI use cases and improve client relationships and communication.
Innovation is a mindset
Technology adoption is a mindset. AI tools are evolving rapidly. Major releases can occur bi-monthly or even more frequently. The pace of development doesn’t slow down for your filing deadlines. If your firm waits until summer to think about AI agents, automation enhancements or integration improvements, you are perpetually reacting rather than leading.
But innovation has to be a two-way street. One barrier to innovation is the belief that technology initiatives belong solely to the IT department. They don’t.
If a tax professional encounters friction in their daily work, that insight is valuable. It should become a conversation around whether there’s a way to automate that step.
Innovation is a shared responsibility. IT can’t design effective solutions without real-world input from service line leaders. And client-facing professionals can’t expect improvements without constructively communicating pain points.
You don’t have to do everything in-house to move forward. Innovation initiatives can benefit from outsourced automation specialists, vendor implementation partners and peer communities. Conversations with other professionals can bring to light ideas you might not see internally. Learning from others shortens your learning curve.
Busy season will always be demanding, but it can’t be a freeze period. If you’re serious about sustaining growth, attracting talent and remaining competitive, innovation can’t take a quarter off.
Chris Rochford is a consultant, facilitator and speaker who connects business strategy to tech execution. At Boomer Consulting, he leads peer communities in transforming firm operations through benchmarking, systems evaluation and data-driven insights. Known for his deep technical knowledge and business fluency, Chris helps CPA firm leaders turn data into action. He’s also a hobbyist photographer, heavy reader and tech tinkerer, always exploring what’s next.
AUDIT & assurance
When an audit is not an audit: Clarifying AgreedUpon Procedures
By Yigal M. Rechtman, CPA, CFE, CITP, CISM
Understanding
the boundary between audits and
Agreed-Upon
Procedures. The terms “audit” and “agreed-upon procedures” are often used interchangeably in legal and other settings. Conflating the two obscures critical differences in purpose, authority and professional responsibility. Understanding those differences and how the level of service is communicated is critical to the profession, encompassing reliance, legal outcomes and professional risk.
How do Agreed-Upon Procedures differ from an audit?
The question is not trivial. In many cases, in contract disputes or even when one party wishes to seek compliance with an agreement with another party, many practitioners utilize Agreed-Upon Procedures, even when the contract, dispute or court order specifically directs the parties to perform an “audit.”
For example, in the case of U.S. ex rel. Wilson v. Graham County Soil & Water, the judge’s opinion stated that “in April 1996, those auditors formalized their findings in an “Agreed Upon Procedures Report” (“the Audit Report”) detailing several problems with the Graham County SWCD's handling of the EWP program.”
The case, having gone to an appeals process, continued to refer to the Agreed-Upon Procedures Report as an “audit.” Other commentary shows that even some accounting firms an Agreed-Upon Procedures Report as an “audit.”
The public’s perception of an “important-sounding” report often confuses them: the public, attorneys and judges who may not know what an audit is, and why an Agreed-Upon Procedures Report holds different weight, could arrive at incorrect decisions.
The standards
Auditing standards are clear about the objective of an audit: “The [audit] report shall contain either an expression of opinion regarding the financial statements, taken as a
whole, or an assertion to the effect that an opinion cannot be expressed” (AU 150, Generally Accepted Auditing Standard, Par. .3). By contrast, an Agreed-Upon Procedures is governed by the Attest standards (not the Auditing standards), and whose objective are to “Issue a written practitioner’s report that describes the procedures applied and the practitioner’s findings without providing an opinion or conclusion on the subject matter”(Statement on Standards for Attestation Engagements No. 19).
The difference between the two types of engagements is defined by the necessary expression of a required opinion versus specific instructions for the practitioner – not an auditor – to avoid expressing an opinion, or even a conclusion. But that difference encompasses the basis for the opinion (in an audit) or lack of such a basis in the report of the findings in an agreed upon procedure: that is, who is responsible for the procedures.
In an audit, the auditors must do whatever they feel necessary, based on risk and judgement, to arrive at an audit opinion about the fairness of the financial statements (or, in a “specified elements” audit, parts of the financial statements). For more detail, see Statement on Auditing Standards No. 139, AU-C Section 805, which covers audits of single financial statements and specific elements.
In an Agreed-Upon Procedures, the practitioner carries no such responsibility for the sufficiency of the procedures. If the “specified party” to whom the report is addressed (e.g., the client), feels that only a single procedure is sufficient to find, then the practitioner has no say on the matter.
An example of this might be if Accounts Receivable have been collected in a period of six months after the year-end. The practitioner in this example would only perform the single procedure, then report their findings, and not express any disclaims, any opinion or any conclusions.
By contrast, if an auditor is engaged in just Accounts Receivable, the auditor – not the client or the specified party – must perform whatever procedures they find necessary to arrive at an opinion.
The audit procedures vary based on the assessed risk, the auditor’s professional judgment, and the nature, timing, and extent of the procedures: from analytical procedures for small balances, to testing a sample subsequent receipts or confirmations.
This difference matters for several reasons:
First, by using Agreed-Upon Procedures and presenting them in any conclusionary way – opinion or even “conclusion” – the CPA may be misleading the public.
Second, if a CPA firm issues a report that conflates these concepts, the firm risks being sued by parties who relied on its advice. Such parties may argue that the engagement should have been conducted as an audit to provide the appropriate basis for a court to make its ruling.
Third, a CPA who is qualified as an expert in court, may find
their qualifications challenged by misapplying the relevant standards. The CPA expert may face a Daubert challenge as to their ability to testify at all, either by calling their Agreed-Upon Procedures an “audit,” or by stating an opinion based on these non-opinion engagements.
A practical conclusion
In practice, CPAs who are approached to perform an audit – as stipulated by a court or a contract – will be best served if the CPA is engaged to perform an audit of specified elements, which, even if it is only a partial audit of financial information, it carries the same weight and ability to express and opinion, whereas an Agreed-Upon Procedures does not.
Yigal M. Rechtman, CPA, CFE, CITP, CISM is a forensic accountant and consultant with extensive experience in litigation support, financial investigations, and professional education. He serves as a resource in matters involving accounting, auditing, and forensic analysis. He can be reached at Yigal@rechtman2c.com or 212-202-2548
THREE THINGS
1. Agreed-Upon Procedures (AUP) are often miscalled “audits,” especially in legal and contract disputes.
2. An audit issues an opinion under auditing standards; an AUP reports procedures and findings only under attestation standards.
3. Mislabeling AUP work can mislead users and raise legal risk, so use an audit of specified elements when an “audit” is required.
THE NEW FACE of accounting in industry series: Advanced manufacturing
By Dr. Tiffany Crosby, PhD, CPA, CGMA, MBA, OSCPA senior vice president
As we raise awareness of the accounting profession, a common question is whether artificial intelligence will replace accountants. The best way to answer that question is to explore how accounting is changing across different industry sectors. Hence, our new Accounting in Industry Series.
We will start our look at the new face of accounting, exploring the Advanced Manufacturing Sector. Advanced manufacturing, with its extensive use of technology, is making accountants more strategic, impactful and relevant. Accounting professionals willing to develop new skills and embrace change have the rare opportunity to help build the future rather than just adapt to it.
Advanced manufacturing, or the way companies make products using smart machines, digital tools and data, combines technology with skilled people. In an advanced manufacturing environment, machines communicate and adjust in real time, products can be customized and materials can be reused to reduce waste. Advanced manufacturing results in the production of goods more efficiently, more flexibly and with less waste than traditional factories. Advanced manufacturing is not just changing “how things are made,” but also shifting underlying business models, cost structures and risk.
This reshaping of the manufacturing sector changes the work that accountants do and requires new knowledge and skill sets. Advancements such as robotics, additive manufacturing (3D printing), IoT-enabled “smart factories” and AI-driven design require accountants to rethink accounting processes, valuation techniques, risk practices,
management reporting and more. For accountants serving advanced manufacturing companies, the implications are clear: continual learning is essential.
Here’s a quick glimpse at how the new manufacturing environment is changing what accountants need to think about:
Costing and inventory valuation
• DYNAMIC COST STRUCTURES: Traditional job costing may not capture the rapid changes in inputs, machine time or design iterations. Accountants need new models to capture real-time production costs.
• ADDITIVE MANUFACTURING CHALLENGES: Raw materials (powders, filaments, resins) may be more expensive but reduce waste. Accountants must track both material efficiency and production yield differently from traditional manufacturing.
• DIGITAL INVENTORY: Designs and prototypes often exist as digital files. Accounting must determine how to value and control these intangible “production assets.”
Revenue recognition and business models
• MASS CUSTOMIZATION: Advanced manufacturing allows customized products at scale. Accountants must
adapt revenue recognition rules for smaller batch sizes, subscription models or on-demand production.
• SERVITIZATION: Manufacturers may shift from selling products to selling “manufacturing capacity as a service” (e.g., leasing 3D printer time). This requires different accounting treatment for leases, contracts and deferred revenue.
Capital investment and asset management
• HIGH-TECH EQUIPMENT: Robotics, sensors and additive machines are high-cost assets with uncertain useful lives. Depreciation, impairment testing and maintenance capitalization require new judgment.
• R&D CAPITALIZATION: Continuous prototyping blurs the line between R&D expense and production. Accountants must carefully assess when costs should be expensed versus capitalized.
Data and cybersecurity
• DATA AS AN ASSET: IoT-enabled manufacturing produces massive amounts of operational data. Decisions must be made about whether (and how) this data has measurable value.
• CYBER RISKS: Digital design files and production instructions are highly valuable but vulnerable. Accountants must consider control environment impacts especially within cybersecurity.
Sustainability reporting
• WASTE REDUCTION TRACKING: Advanced manufacturing often reduces waste, but accountants must measure and report environmental impacts credibly.
• CARBON ACCOUNTING: With regulators and stakeholders requiring emissions disclosures, advanced manufacturing firms need precise tracking of energyintensive processes like 3D printing.
Internal controls and audit
• AUTOMATED ENVIRONMENTS: As machines make autonomous decisions, internal controls shift from peopledriven to algorithm-driven. Auditors must evaluate controls over AI systems, IoT networks and robotics.
• DIGITAL AUDIT TRAILS: Accountants need to ensure that machine and system logs provide reliable evidence for financial reporting and compliance.
Changing skillsets
As the work changes, so do the skills accountants require. To transition from static cost accounting to more real-time, data-driven costing, accountants will need to upgrade their data analytics and visualization skills, as well as their technology literacy. Accountants don’t need to be engineers, but they do need to collaborate with them, along with data scientists, sustainability leaders, and operational and supply-chain teams. Advanced manufacturing
accountants will need to understand the basics of additive manufacturing, robotics, IoT workflows, ERP integration and digital twin concepts. They also need to grasp the basics of cybersecurity, including data governance and risk management frameworks.
As strategic business partners, accountants will need to possess business acumen to advise on new business models, engage in scenario planning and financial modeling, collaborate cross-functionally, lead change and communicate insights effectively to non-financial leaders. They will need to leverage their existing technical knowledge of valuation techniques and tax policies to apply them to digital design files, proprietary algorithms and manufacturing data.
Depending on the organization’s sustainability governance structures and reporting mandates, accountants may need to quantify environmental impacts and connect these impacts to cost, efficiency and brand value. Accountants may need to learn about carbon accounting frameworks, circular economies, supply chain transparency measures and integrating ESG metrics into financial dashboards.
Internal auditors will also need to develop competencies in information technology controls for IoT-enabled production, including controls over sensor data integrity, systems access and automated decision rules embedded in machines. Beyond the factory floor, auditors will be asked to evaluate the reliability of blockchain-enabled supply chains and digital ledgers, assessing whether transactions are completed, accurate and traceable across multiple parties. This evaluation will require an understanding of how smart contracts execute, how exceptions are handled and where traditional controls intersect with distributed technologies. Shifting to artificial intelligence will require auditors to evaluate algorithms for bias, accuracy and explainability.
Ultimately, advanced manufacturing is expanding the role of accounting rather than narrowing it. As production becomes more automated, data-rich and sustainabilitydriven, accountants are increasingly called upon to interpret complexity, manage risk and inform strategic decisions. Financial information is no longer just a record of what happened; it is a critical input into decisions about technology investment, business models, supply chains and environmental impact. In this environment, accounting judgment, professional skepticism and ethical leadership become even more valuable.
For accountants and students considering careers in industry, advanced manufacturing offers a uniquely compelling opportunity. It is a space where accounting intersects with innovation, sustainability and technology in tangible ways. Accountants are not working on the margins of these changes. Rather, they are embedded in them, helping organizations understand whether new ideas are financially viable, scalable and responsible. The profession’s foundational skills in measurement, assurance and trust are exactly what advanced manufacturing organizations need as they adopt new technologies and rethink how value is created. Accounting professionals who are curious, adaptive and willing to learn continuously will thrive in an industry sector characterized by technological advancement.
Tiffany Crosby, PhD, CPA, CGMA, MBA, 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 614.321.2255.
THREE THINGS
1. Advanced manufacturing (smart factories, robotics, IoT, 3D printing and AI) is reshaping business models, cost structures and risk—so accounting work must evolve alongside operations.
2. Core accounting areas are changing: costing and inventory valuation become more realtime and include digital assets; revenue recognition must fit customization/servitization models; and judgments around capital investment, data/cyber risk, sustainability and internal controls become more complex.
3. Accountants’ role is expanding from record-keeping to strategic partnership— requiring continuous learning (analytics, tech literacy, cybersecurity/ESG basics) and stronger cross-functional collaboration to inform decisions and manage risk.
ETHICS & professional standards
250 years later:
Accountancy remains an economic cornerstone
By Jessica Barboza, OSCPA content specialist
This year marks the 250th anniversary of An Inquiry into the Nature and Causes of the Wealth of Nations , the influential work by Adam Smith credited for helping lay the foundation for modern economic thought.
Even as the world has changed dramatically since his era, Smith’s insights into the nature of commerce, the role of self-interest and the mechanisms by which societies generate wealth remain central to discussions of economics and continue to shape how scholars, policymakers and business leaders understand markets, trade and wealth creation.
While Smith is remembered as the “father of economics,” many of the systems that allow his ideas to function in practice depend on accounting. The Wealth of Nations explains the theory behind how markets should work, but it’s accounting that puts it into practice, providing the information infrastructure that makes them work.
A system built on reliable data
Smith believed markets operate most effectively when participants conducting transactions, investments or economic decisions have access to reliable data. That’s where accounting enters the picture.
Trusted financial reporting is a cornerstone of economic integrity, fundamental to maintaining a level playing field, ensuring fair competition and supporting economic growth.
Without it, the market signals Smith described would be far less reliable. Inaccurate or opaque information can distort prices, mislead stakeholders and ultimately undermine confidence in markets. Buyers and sellers wouldn’t be able to make decisions based on price signals, costs and expected returns; investors wouldn’t be able to allocate capital where they believe it would be most productive.
As economies have become more complex, financial recordkeeping has evolved from a basic administrative function into a specialized profession with its own standards, ethics and expertise, reflecting another concept Smith popularized: the division of labor.
Division of labordividing work into specialized tasks to increase productivity and quality
In preparing and interpreting financial statements, conducting audits and upholding reporting standards, accountants provide essential information for businesses, investors and regulators to rely on to evaluate performance and allocate resources. They are the stewards of credible data, ensuring that the financial health of organizations and economies can be properly measured, compared and understood.
The invisible hand needs measurement
One of Smith’s most famous ideas is the concept of the “invisible hand.”
Invisible handthe notion that individuals pursuing their own interests can unintentionally contribute to broader economic prosperity
This metaphor has shaped modern thinking about market dynamics, illustrating how decentralized decisions can lead to efficient outcomes. Yet even this self-regulating market dynamic depends on measurement. For the invisible hand to function, there must be a consistent means of tracking economic activity:
• Companies must monitor costs, revenue and profitability to assess their progress and strategize for the future.
• Investors must compare financial results across organizations to make informed decisions about where to place their capital.
• Governments must evaluate economic activity and tax revenue to guide policy and public investment.
Accounting makes these comparisons possible by providing standardized ways to record and report financial information, ensuring that financial statements are meaningful and comparable, facilitating transparency and accountability. It is through this shared language of numbers that markets can function efficiently and that Smith’s principles can be applied in the real world.
Why the anniversary matters
Two and a half centuries after its publication, The Wealth of Nations remains influential not because it predicted every modern economic development, but because it established principles that continue to guide how markets function.
For accountants, this anniversary should serve as a reminder that the profession sits at the center of that system. Their commitment to transparency and accountability remains as essential today as it was in Smith’s time, making them indispensable partners in the ongoing story of economic progress.
Jessica Barboza is a content specialist at The Ohio Society of CPAs, where she contributes to the development of the Society’s publications and digital communications. She can be reached at jbarboza@ohiocpa.com
THREE THINGS
1. 2026 marks the 250th anniversary of Adam Smith’s The Wealth of Nations, whose principles still shape how economists, policymakers, and business leaders understand markets and wealth creation.
2. Aaccounting turns economic theory into practice by supplying reliable, trusted financial data that supports fair competition, confident decision-making, and efficient allocation of capital.
3. The “invisible hand” depends on consistent measurement and comparable reporting, and that accountants uphold transparency and accountability to keep the economic system functioning today.
BUSINESS management & strategy TALENT management &
Rethinking work: Why family-friendly policies are critical to accounting’s talent pipeline
By Amber Epling-Skinner, OSCPA vice president of external affairs
In an intensely competitive labor market and a profession grappling with talent shortages, family-friendly workplaces are increasingly associated with productivity, retention and organizational resilience.
Recent research shows the payoff for employers who prioritize family-supportive policies. At companies recognized as the 2025 Fortune Best Workplaces for Parents, parents were significantly more engaged and innovative: 92 percent of parents reported going above and beyond at work (nearly 50 percentage points higher than at average workplaces) and 89 percent felt encouraged to achieve work–life balance, compared with 67 percent at typical employers. This increased engagement translated into stronger performance outcomes and organizational commitment.
Yet, many working parents report ongoing challenges balancing career and caregiving responsibilities. According to a 2025 KPMG survey of U.S. professionals, 76 percent of working parents say becoming a parent has made them more motivated at work, but 50 percent still desire greater flexibility, with many struggling with childcare arrangements and lacking employer-provided back-up care. These gaps reflect both a workforce that wants to stay engaged and an environment that still isn’t optimized to help them thrive.
The stakes are high in accounting. The U.S. CPA profession, employing an estimated 1.4 million professionals with a median age near 44, faces recruitment and retention pressures as older professionals approach retirement and firms strive to attract younger talent. Nearly half of CPA firms report difficulty hiring qualified staff, and burnout remains a concern, with many professionals considering career changes. At the same time, women, who make up a significant share of new entrants and current practitioners, still encounter structural hurdles, with representation declining at leadership levels in some firms despite overall workforce gains.
These challenges are not isolated to accounting: across the broader U.S. workforce, more than 450,000 women have left the labor force in the past year, according to data from the U.S. Bureau of Labor Statistics — underscoring the urgency for employers to address the barriers driving talent away.
Emerging research suggests this shift is less about declining ambition and more about workplace design. Many women report being pushed out by rigid schedules, limited flexibility and the disproportionate burden of caregiving responsibilities. At the same time, workplace culture plays
a decisive role: a lack of managerial empathy, inconsistent support and expectations that prioritize face time over outcomes can compound burnout and force difficult tradeoffs between career and family. These pressures often intersect with other life-stage realities, including midlife health transitions such as menopause, which can impact well-being and performance when workplaces lack awareness or flexibility. For many working parents, particularly mothers, the issue is not willingness to contribute, but whether workplaces are structured in ways that make sustained participation realistic.
For employers from small practices to large corporations, this combination of workforce dynamics and employee expectations creates both a challenge and an opportunity: family-friendly workplaces are not just retention tools but strategic levers for competitive advantage.
What “family-friendly” really means
Family-friendly workplaces extend beyond parental leave. They encompass a suite of policies and cultural practices that help employees balance family responsibilities with career growth and earning potential. Increasingly, leading organizations are taking a broader, life-stage approach— recognizing that employees may need support not only during early parenthood, but also while caring for aging family members or navigating midlife health needs. Employers that have embraced these practices often see tangible benefits in recruitment, retention and performance.
Research highlights that companies with robust family support — including flexible schedules, supportive leave policies and work–life balance practices — can cultivate greater employee innovation, productivity and loyalty. Employees who feel supported are more likely to go above and beyond and report higher satisfaction, which contributes directly to organizational outcomes. Just as importantly, leading organizations are recognizing that policies alone are not enough: day-to-day management practices — including trust, clear communication and empathy for employees’ lived experiences — are critical to ensuring those benefits are fully realized.
Lessons from around the globe and across sectors
Looking beyond U.S. norms offers inspiration. In many European countries, family policy is far more extensive than in the United States. For example, Sweden’s social policy provides up to 480 days of paid parental leave, which can be shared between parents to encourage equitable caregiving without career penalty. While not all aspects of these national systems are directly transferable to U.S. workplaces, they illustrate how structural supports can boost workforce participation and gender equity.
International and multinational companies have also pioneered family-centered benefits that extend beyond
statutory minimums. Many employers offer enhanced parental leave, shared leave options and flexible work arrangements that go beyond traditional models, signaling that workforce support can coexist with strong business performance. In the U.S., companies like Starbucks have expanded parental leave benefits to provide up to 18 weeks of fully paid leave, a significant enhancement over many standard offerings.
These examples underscore a crucial point: family-friendly policies do not need to be one-size-fits-all. When designed thoughtfully, they can support employees across a range of life stages — from early career and parenthood to mid-career transitions and beyond — while still delivering bottom-line benefits.
FAMILY-FRIENDLY WORKPLACE CHECKLIST
1. Flexbile work options
• Hybrid schedules and telecommuting choices
• Compressed or flexible workweeks
• Flexible start/end time
• Results-oriented performance expectations (flexibility in how and when work gets done)
3. Care support
• Back-up childcare partnerships
• Lactation facilities and break time
• Childcare subsidies or referrals
• Support for elder care and dependent adult care
• Access to employee assistance programs (EAPs) for caregiving and life-stage support
5. Career & culture supports
• Mentorship and career coaching for working parents and mid-career professionals
• Manager training in work–life support, caregiving awareness and midlife health considerations
• Clear pathways for advancement that account for non-linear career trajectories
• Medical and wellness leave that supports midlife and chronic health needs (including menstrual and menopause-related care)
4. Health & well-being support
• Comprehensive health benefits that include menopause-related care and treatment options
• Access to mental health resources and counseling
• Workplace accommodations for comfort (temperature control, flexible dress codes, access to rest areas)
• Wellness programs that address sleep, stress management and midlife health
6. Recognition & inclusion
• Inclusive policies for all family types and life stages
• Support for elder caregiving responsibilities
• Employee resource groups for caregivers
• Normalization of conversations around caregiving and midlife health in the workplace
The bottom line for employers
For many accounting and finance employers, especially those competing for early-career talent and striving to retain mid-career professionals, family-friendly workplaces are linked to concrete advantages. Offering meaningful flexibility, enhanced leave, caregiving support and pathways for career continuity can help firms:
• Attract in-demand talent in a tight labor market.
• Boost engagement and productivity, particularly among working parents.
• Strengthen employer brand among clients and recruits in a values-driven talent landscape.
As workforce expectations continue to evolve, employers
that lead with family-friendly practices may gain a strategic edge, not just in talent acquisition and retention, but in overall organizational health and performance.
In an upcoming issue of CPA Voice, we’ll spotlight mothers working in accounting and the policies, practices and cultures that help them thrive. If you have a story, perspective or example of how firms are supporting working moms — or where there’s room to do better — we want to hear from you. Submissions will be considered for a future issue.
THREE THINGS
Amber Epling-Skinner is the vice president of external affairs of The Ohio Society of CPAs, responsible for telling our story to members, industry leaders, key stakeholders and the public, in addition to local and national media. She can be reached at aepling-skinner@ohiocpa.com.
1. Family-friendly policies (flexibility, supportive leave, and a culture of trust and empathy) correlate with higher engagement and innovation — e.g., top “Best Workplaces for Parents” report markedly more parents going above and beyond and feeling supported in work–life balance.
2. Accounting’s talent pipeline is under strain as retirements, hiring difficulty, and burnout rise; working parents — especially mothers — often face rigid schedules, uneven manager support and caregiving pressures that can push them out despite strong motivation to contribute.
3. “Family-friendly” should be life-stage inclusive and can be a competitive advantage by attracting talent, retaining experienced professionals, and strengthening productivity and employer brand through practical support.
Women’s History Month: Celebrating leadership that empowers others
By: Jessica Barboza, OSCPA content specialist
Progress in the accounting profession is often measured in milestones — new leadership roles, shifting demographics or evolving workplace norms.
But behind those markers are quieter, more personal moments that shape careers and cultures alike.
Conversations with women leaders across the profession reveal that. Often, it doesn’t come from sweeping reforms or bold proclamations. It comes from people: moments of connection and one person intentionally choosing to support another person’s growth.
1. Progress starts with showing up for others
At the foundation of every leadership journey is a simple but powerful idea: being present matters.
“If someone encounters someone else, just once a week, who cares about them and wants to teach them, it’s worth it,” said Michelle Roseberry, CPA, a 2025 OSCPA Power of Change honoree. “I always ask, ‘How can I help you?”
Mentorship does not have to be complex or timeconsuming to be effective. Asking thoughtful questions, sharing lessons learned or offering encouragement during challenging moments can shape confidence and direction — particularly for those early in their careers. These small acts compound over time, reinforcing a culture where growth is supported rather than assumed.
2. Representation creates momentum
Visibility plays a critical role in shaping what professionals believe is possible. Many women leaders point to the profession’s current inflection point, where strong representation of women in accounting and finance roles has created a built-in support system that did not exist for prior generations.
Seeing women lead teams, manage clients and influence strategy helps normalize diverse leadership styles. It also sends a powerful signal to emerging professionals that success does not require fitting a single mold.
Representation does more than reflect progress; it accelerates it by making leadership feel attainable and inclusive.
3. Leadership is defined by what you choose not to repeat
For many women, early career experiences offered clear lessons in what leadership should not look like. Long hours, burnout and poor work-life boundaries were often presented as the cost of success, particularly in higher-level finance roles. Rather than discouraging ambition, these experiences prompted a more intentional approach to leadership.
Another 2025 Power of Change honoree, Megan Roberts, CPA, observed many examples of what she didn’t want to be as a manager. She noted there weren’t a lot of women in higher places, especially in finance, as her career grew.
“I realized I had to be the person I wanted to look up to,” she said.
That mindset shift reframes leadership as an opportunity to do better—for teams, for organizations and for oneself. By consciously rejecting outdated norms, today’s leaders are reshaping workplace expectations for the next generation.
4. There is more than one definition of success
A recurring theme across these conversations is the idea that success does not have to come at the expense of health, relationships or personal fulfillment. Women leaders are increasingly challenging the notion that professional impact requires constant sacrifice.
“There’s a different way to progress. You can be successful, serve yourself and still be impactful,” said Brittany Lawrence, CPA, a 2025 Power of Change nominee.
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Lawrence openly shares her own experience so that when women look up the organizational chart, they don’t see what the case has historically been: some not-so-great examples of people working long hours resulting in poor health and relationships.
Her perspective is particularly important in a profession known for its intensity. Leaders who model balance and transparency create environments where teams feel empowered to perform sustainably, not just efficiently.
5. Sometimes all it takes is a champion
While systems and structures matter, individual advocacy often makes the greatest difference. Several women emphasized the importance of having a champion— someone who believes in your potential and helps you see opportunities you may not yet recognize.
Champions are not always senior leaders. They are managers, peers and colleagues who ask, “How can I help
you?” and follow through. By creating space for others to grow, champions extend their impact beyond their own careers and contribute to a stronger, more resilient profession.
Closing
Together, these lessons paint a picture of leadership rooted in connection rather than hierarchy. As the accounting profession continues to evolve, the influence of women leaders demonstrates that progress is most powerful when it is shared. By showing up, leading with intention and advocating for others, today’s leaders are shaping a future that is both more inclusive and more sustainable.
Jessica Barboza is a content specialist at The Ohio Society of CPAs, where she contributes to the development of the Society’s publications and digital communications. She can be reached at jbarboza@ohiocpa.com
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MEMBERS in motion
Betty Collins, CPA, of Brady Ware & Co, was named the new board chair for the Better Business Bureau, Central & SE Ohio.
Plante Moran was recognized as the North American Channel Partner of the Year by Informatica.
Congrats to all of our members who recently passed the CPA exam!
Sydney Hossler, CPA
Erin McKinney, CPA, MAcc
Alaina Fullerman, CPA, MTax
Hannah Morehart, CPA
Michael Cooper, CPA
Mitchel Neidenthal, CPA, MTax
Xi Peng, CPA
Irina Andriyovska, CPA
ADVERTISER INDEX
Nicholas Cardella, CPA, MAcc
Matthew Piatt, CPA
Devon Heppert, CPA
Brandon Shafer, CPA
John Dirksen, CPA
Steven Ward, MSA, CPA
Sydney Hossler, CPA
Kayla O’Daniel, CPA
Dean Von Sossan, CPA
Haven Farson, CPA
THE OHIO SOCIETY OF CPAs 2025–2026 BOARD OF DIRECTORS
CHAIR OF THE BOARD
Courtney Clark, CPA Deloitte Columbus
PAST CHAIR
Rick Fedorovich, CPA Bober Markey Fedorovich Cleveland
Brandi Carson, CPA La-Z-Boy Inc. Toledo
Darci Congrove, CPA GBQ Columbus
Robert Fay, CPA
Robert F. Fay, CPA, PFS, CGMA Canton
CHAIR-ELECT
Angela Lewis, CPA Crowe LLP Columbus
VICE CHAIR, FINANCE
Gregory J. Jonovich, CPA, MBA Materion Mayfield Heights
DIRECTORS
Tracey Holecek, CPA Acclarity Columbus
Mark McKinley, CPA Rea Columbus
Jake Nix, CPA RISCPoint Cleveland
Dan Perschke, CPA Scripps Cincinnati
Kerry Roe, CPA Clark Schaeffer Hackett & Co. Cincinnati
