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Dive into how Ohio accounting firms are leveraging unique cultures—from flexible work to employee ownership—to boost retention and redefine client success.
Discover how CPAs' financial expertise can transform state governance, driving transparency and smarter fiscal decisions in the General Assembly.
6 AI in accounting: How managing partners are leading the charge (or holding the line)
Explore how AI is transforming accounting firms, saving time on tasks like meeting notes and tax prep, while empowering leaders to focus on high-value client work. 8 Culture as an asset: Should it be measured
Uncover how a strong workplace culture drives financial success and why CPAs are key to measuring its impact as a strategic business asset.
Learn how ICHRAs empower small businesses with tax-free health benefits, slashing admin time and unlocking Ohio-specific incentives to attract top talent.
Forecasting accounting: Is it really recession-proof? Is that enough?
Firms must go beyond job security to attract young professionals with flexibility, innovation and opportunity. 14 Culture as a competitive advantage in public accounting
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CPA Voice is the official magazine of The Ohio Society of Certified Public Accountants. CPA Voice’s purpose is to serve as the primary news and information vehicle for more than 19,000 Ohio CPA members and related professionals. Articles are reviewed for technical accuracy. However, the materials and information contained within CPA Voice are offered as information only and not as practice, financial, accounting, legal or other professional advice. While we strive to present accurate and reliable information, The Ohio Society of CPAs makes no warranties regarding the accuracy of the information provided herein. Readers are strongly encouraged to conduct appropriate research to determine the accuracy of the information provided and to consult with an appropriate, competent professional adviser before acting on the information contained in this publication. The statements of fact, thoughts, advice and opinions expressed in CPA Voice are those of the authors alone and do not represent or imply the positions, opinions, nor endorsement of The Ohio Society of CPAs or of its publisher, editors, Board of Directors, or members. It is our policy not to knowingly accept advertising that discriminates on the basis of race, religion, gender, age or origin. The Ohio Society of CPAs reserves the right to reject paid advertising in its sole discretion. We do not necessarily endorse the resources, services or products unrelated to The Ohio Society of CPAs that may appear or be referenced within CPA Voice, and make no representation or warranties about those products or services or the accuracy and claims regarding those products and services. Advertisers and their agencies assume liability for all advertisement content and responsibility for all claims resulting from such advertisements made against The Ohio Society of CPAs.
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A WORD from our CEO
Culture: A strategic imperative for the CPA profession
More than two years ago, OSCPA’s Ohio Accounting Talent Coalition launched its Talent Action Plan to help the profession attract, retain and develop skilled accounting professionals. Among its five pillars—pathways, collaboration, messaging, curriculum, and experience—the experience and culture pillar is perhaps the most critical and the one that will require the most sustained attention. Meaningful experiences for employees, aligned with the profession’s story, are shaped by everyday interactions, leadership practices, and organizational cultures.
When we speak of experience, we are referring to the sense that one’s work is engaging, meaningful, and connected to a larger purpose. Accounting has a great story to tell—one of integrity, trust, and impact—and that story must be authentically lived within workplaces. Professionals today expect authenticity and transparency and will not tolerate a disconnect between an organization’s culture and the values the profession champions. Organizations that can create experiences reflecting this story are far more likely to attract and retain top talent.
The benefits of investing in culture are tangible. Employees who feel their work is meaningful and their contributions valued are more engaged, more resilient, and more likely to remain with their organizations. In a profession facing rapid technological change, evolving client needs, and a competitive labor market, a focus on experience is essential for sustaining high performance and preparing the next generation of CPAs.
Creating a strong culture requires thoughtful leadership. It begins with modeling organizational values, providing meaningful feedback, and supporting professional growth. It extends to fostering a sense of belonging, recognition, and an environment in which people understand how their work contributes to the organization’s goals. Every interaction, project, and team dynamic shapes whether our actions reflect the story we share.
As an association, we are committed to supporting firms and teams in this work. The plan includes sharing examples of effective practices, and convening discussions that explore how attention to culture strengthens organizations and the profession.
Culture is not peripheral—it is central to the sustainability and vitality of the CPA profession. By investing in it thoughtfully, we create workplaces where professionals thrive, employers and clients benefit, and talented individuals choose to remain in the profession, not only telling the story, but truly living it.
Laura Hay, CPA, CAE President & CEO
The Ohio Society of CPAs
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ADVOCACY in focus
The case for more CPAs in the General Assembly
By Molly Vincent, OSCPA manager of advocacy initiatives
In today’s environment of increasingly complex state budgets and far-reaching fiscal decisions, the expertise of Certified Public Accountants (CPAs) is more valuable than ever in legislative halls. CPAs bring a rare combination of financial acumen, analytical rigor and commitment to transparency.
These are all skills that can elevate the quality of debate and decision-making in the General Assembly. Their training allows them to dissect budget proposals, scrutinize fiscal notes, and ensure taxpayer dollars are used efficiently and responsibly.
Yet, despite the diversity of backgrounds among legislators, the representation of financial professionals in many assemblies remains low. This gap can lead to
well-intentioned policies that overlook long-term fiscal sustainability. CPAs are uniquely positioned to bridge that divide by providing a grounded, numbers-based perspective that complements the political, legal and social considerations already in play. Particularly in times of economic uncertainty, their ability to interpret complex data and forecast outcomes becomes a critical asset for both their constituents and the state at large.
But the role of CPAs in government goes far beyond balancing the books. They can champion legislation that improves financial literacy, strengthens accountability and supports ethical governance. Their daily work with business owners, nonprofits and individuals gives them an on-theground understanding of the economic challenges facing communities. When brought into the General Assembly, this perspective can help shape policies that foster growth, stability and equity.
Programs like the Ohio Society of CPAs’ Key Contact program show how this impact begins even before CPAs run for office. The initiative connects CPAs with their elected officials to serve as trusted resources on tax and business issues. By building these relationships, CPAs help legislators navigate complex financial questions while also demonstrating the profession’s unique value in shaping sound policy. The program highlights how CPAs’ expertise can strengthen state government, whether from inside the chamber or as engaged advocates working alongside lawmakers.
OSCPA is looking to expand this program and seeks to understand any personal or professional relationships our current members may have with Ohio elected officials with this survey
Encouraging more CPAs to serve in public office also builds public trust. Voters often see CPAs as nonpartisan problemsolvers, guided by principles of financial stewardship rather than political expediency. This credibility can foster bipartisan cooperation and encourage fact-driven policymaking at a time when skepticism of political motives runs high.
Ultimately, calling on more CPAs to run for office is about more than professional diversity, it’s about strengthening the foundation of state governance. Financial integrity is the backbone of effective public policy, and CPAs are trained to safeguard it. As budgetary pressures mount, their expertise is not just an advantage; it is a necessity. The General Assembly, and the citizens it serves, stand to gain enormously from more CPA voices at the table.
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.
OSCPA’s learning subscription o ers access to over 100 engaging, up-to-date, high-quality on-demand CPE courses vetted and approved by CPAs for CPAs—this isn’t the “check the box” stu you get other places. Take your CPE when and where you want from reputable learning providers—including OSCPA.
AI in accounting: How managing partners are leading the charge (or holding the line)
By Marc Staut, Boomer Consulting Inc.
Artificial intelligence isn’t a futuristic concept for accounting firms. It’s here, it’s practical and it’s already reshaping the way many of us work. The real question is how you choose to engage with it. Some firm leaders are experimenting aggressively, while others are standing back and observing. Either way, the pace of change is hard to ignore.
From strategic promise to tactical reality
Right now, most firms are still in the tactical phase with AI. The most common use case? Meeting notes.
AI applications are changing how we capture conversations. It’s logging to-dos, surfacing unresolved questions and producing summaries that are often more accurate and useful than what we get from a human note-taker. If your firm is already running on Microsoft Teams, Copilot is becoming the default solution because it integrates seamlessly into an environment you’re already using.
Other tactical applications gaining traction include:
• Internal knowledge access. Quickly pulling answers from past workpapers, policies or templates
• Tax preparation assistance. Guiding staff through complex steps or identifying relevant resources faster
• Client FAQs. Building prompt libraries so you don’t reinvent the wheel when clients ask common questions
• Data analysis and summaries. Dropping in financial statements or technical documents and generating an executive-ready summary (only for tools explicitly designed for handling sensitive data—not generalpurpose tools)
These use cases might feel small, but the time saved adds up. When firms capture these wins and share them in a Teams channel or through an AI steering committee, they spread quickly.
A leadership mindset shift
If you’re leading a firm, the conversation around AI adoption can feel daunting. But the mindset that makes the difference is one of augmentation rather than replacement.
The real opportunity isn’t in reducing headcount. It’s in giving your people the tools to spend less time on repetitive, administrative work and more time on strategic, high-value guidance. Done right, AI enhances accuracy, frees up capacity and makes room for deeper forecasting and client advisory work. That’s a win for your firm and your clients.
A simple framework for evaluating AI tools
With new AI tools launching weekly, it’s easy to get overwhelmed. Instead of chasing every shiny new solution, take a step back and evaluate tools through a firm-wide lens.
Average hourly rate × time saved × number of people saving that time = potential value
That’s it. You don’t need a 40-page ROI analysis. If a tool pays for itself in the next year by freeing up capacity, it’s worth considering. You may end up with a handful of different AI tools serving various purposes, and that’s okay. What matters is whether they generate measurable value and fit into your existing workflows.
Navigating the wild west of AI
Let’s be honest: this is still the wild west. Vendors haven’t consolidated, tools aren’t fully mature and locking yourself into one platform right now probably isn’t wise. The smarter play is to test short-term solutions, capture immediate value and build a foundation of internal knowledge.
We’ll see more integrations into everyday software as vendors roll out updates. By year-end, many firms will find that AI has quietly integrated itself into workflows, making tasks such as tax research, document review and analysis faster and easier.
The firms that win with AI will be the ones that create structure around experimentation, evaluate tools against real business value and adopt a mindset of augmentation over replacement.
If you’re not already experimenting with AI in at least one area of your firm, now is the time to start. The pace of change isn’t slowing down, and the sooner you capture real-world learnings, the better positioned you’ll be to lead your people and your clients through this next wave of transformation.
Marc Staut is the chief innovation and technology officer at Boomer Consulting, Inc., where he helps CPA firms build people-first technology strategies that fuel firm-wide innovation. Known for his widely followed “What’s in Your Bag?” series and a background that spans just about every role in an IT department, Marc brings empathy, humor and deep tech insight wherever he goes, from client engagements to national conferences.
FINANCIAL accounting
Culture as an asset: Should it be measured?
By Amber Epling-Skinner, OSCPA vice president of external affairs
Exploring how workplace culture impacts financial outcomes— and whether it belongs on the balance sheet.
In accounting, accurate measurement is essential. Yet, how often do we quantify intangible drivers—like culture—that shape results?
Across Ohio, firm leaders are navigating a profound "culture shift" driven by hybrid work, evolving generational expectations and an increased emphasis on well-being and belonging. Many are investing in culture as intentionally as they once did in technology or talent recruitment. This raises a compelling question: if culture influences retention, productivity and client satisfaction, should it be considered a true business asset—something to include in financial reporting?
A growing body of research suggests the answer might be yes. According to the Society for Human Resource Management (SHRM), the cost of replacing an employee can range from 50% to 200% of their annual salary, depending on factors such as the complexity of the role and other relevant considerations. The 2024-2025 SHRM State of the Workplace Report highlights that employee turnover is not only costly in terms of direct expenses but also in terms of the loss of knowledge and its impact on team dynamics. The report emphasizes the importance of fostering a positive workplace culture to mitigate these costs.
These dynamics underscore the financial implications of turnover and demonstrate why investing in workplace culture and employee retention is crucial. If a healthy culture supports productivity, client retention and stronger financial results, then why does it remain absent from accounting frameworks. Could this change? And, if so, how would we measure it?
The measurement challenge
Despite its critical role, culture is notoriously difficult to define in measurable, reportable terms.
Under current accounting standards, culture can be considered an intangible asset; however, unlike patents or trademarks, it typically doesn’t meet the criteria for recognition on the balance sheet. Culture isn’t purchased in a transaction; it doesn’t have a readily determinable fair value, so it can’t be amortized.
Even internally, culture is tough to measure. Two employees in the same office might describe the same exact culture very differently. External perceptions may not match internal realities. Without standardized metrics, comparisons across firms are subjective and unreliable. To address this, emerging approaches seek to bring structure to this measurement challenge.
Emerging approaches to quantifying culture
The Human Capital Management Coalition (HCMC), a group of institutional investors managing over $10 trillion in assets, has been a leading advocate for standardized human capital disclosures. In 2017, the HCMC petitioned the U.S. Securities and Exchange Commission (SEC) to enhance human capital reporting requirements, emphasizing the need for consistent and comparable data on workforce metrics. As a result, in August 2020, the SEC adopted a principlesbased disclosure rule requiring public companies to describe their “human capital resources,” including employee counts and any human capital measures or objectives that are material to understanding the business. Although the rule remains in place, recent shifts in federal policy have slowed momentum for expanding ESG and human capital disclosure requirements.
While private firms, including CPA firms, are not subject to these requirements, some in Ohio have adopted similar data-driven methods to track culture:
• Employee engagement surveys to measure satisfaction, trust in leadership and sense of belonging
• Retention and promotion patterns, especially among underrepresented groups, to track equity and career progression.
• Well-being metrics, such as PTO usage, burnout risk scores and participation in wellness programs, serve as indicators of a sustainable culture.
• Client feedback trends as a reflection of how culture influences service delivery and relationship management.
These efforts align with broader marketplace expectations of workforce transparency, suggesting that even private CPA firms see strategic value in treating culture and human capital data as assets worth measuring, regardless of shifting federal requirements.
Lessons learned from ESG reporting
The evolution of ESG (environmental, social, governance) reporting can offer a useful lesson in quantifying culture: voluntary practices can often become market expectations— especially when influential regions or major customers require comparable data. In the U.S., federal momentum may have slowed in 2025 as the SEC paused or rolled back several ESG initiatives, but that doesn’t mean it stopped.
Several state-level initiatives continue to move forward. California is beginning to enforce its climate-disclosure laws, with initial reports due by Jan. 1, 2026, although enforcement will be phased in to allow companies time to prepare. Other states, such as New York and Washington, are also developing climate and human capital disclosure
frameworks, signaling that companies with multi-state operations may face a patchwork of reporting expectations.
Globally, major jurisdictions continue to prioritize ESG reporting. The European Union’s Corporate Sustainability Reporting Directive (CSRD) and other European standards, along with the growing adoption of International Sustainability Standards Board (ISSB) guidelines, are requiring multinational companies and their supply chains to provide consistent and comparable sustainability and workforce data. Countries, including the UK, Australia, New Zealand, Singapore, China, Brazil, Germany and Canada, have also implemented or are phasing in mandatory ESG disclosures that cover climate risk, human rights, emissions and supply chain practices.
Some Ohio firms are responding voluntarily by including community impact, diversity and employee engagement highlights in annual reports—not because federal law requires it, but because major customers, state-level regulators and international stakeholders increasingly expect consistent, decision-useful information.
If culture reporting follows a similar trajectory, CPAs could play a pivotal role in developing, assuring and communicating these metrics—especially where clients
face state-level or international obligations, or investor due diligence requests—even as federal policy ebbs and flows.
Risks and considerations
While measuring culture can provide valuable insights, it comes with inherent challenges and potential pitfalls:
• Oversimplification: Reducing culture to a single number or score can obscure the nuances and complexities of employee experiences. Important differences in team dynamics, leadership styles or departmental climates may be overlooked.
• Perverse incentives: Linking bonuses or other rewards to culture metrics can create pressure to manipulate results, rather than foster genuine improvement.
• Authenticity risk: Publicizing “culture scores” without meaningful follow-through may backfire, eroding trust with employees, clients and other stakeholders.
The takeaway: treat culture metrics as directional guides, not absolute truths. Yet in a profession built on credibility, ignoring culture altogether may be the bigger risk.
Why this matters for CPAs as advisors
For CPAs, the discussion around culture is also a client advisory opportunity. The same skills used to track financial metrics, assess risk, and provide assurance can also be applied to helping clients think more strategically about their culture.
• Advisory Differentiation – Many clients don’t yet connect culture with financial outcomes. By drawing the link between turnover costs, productivity gains and client satisfaction, CPAs can deliver insights that go beyond the ledger.
• Risk Mitigation – As ESG and human capital reporting frameworks expand globally, clients with operations in multiple states or abroad may face new disclosure demands. CPAs can help by creating reliable culture metrics.
• Value Creation – Culture data, when measured credibly, can strengthen valuations, support financing and reassure investors or stakeholders. CPAs are uniquely positioned to translate “soft” culture indicators into language that resonates in boardrooms and with financial decisionmakers.
• Trust & Credibility – In a marketplace where employees and clients increasingly demand transparency, CPAs can help ensure that culture reporting is authentic, accurate and supported by evidence—not just marketing.
Put simply: measuring culture isn’t just about keeping people happy at work, it’s about protecting and growing enterprise value. CPAs who guide their clients through this shift can reinforce their role as trusted advisors and open doors to new, higher-value engagements.
Closing thoughts
While it’s unlikely that culture will be formally mandated on a balance sheet anytime soon, one cannot ignore the global forces at play. Because accounting is grounded in precision and transparency, CPAs are well-positioned to bring structure and leadership to this developing conversation. In today’s tight talent market, approaching culture as a measurable, strategic asset—one to be nurtured, evaluated and reinforced—may be among the most effective ways to invest in the future.
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.
5 METRICS TO START MEASURING CULTURE TODAY
1. Annual Employee Engagement
Score: Use anonymous surveys to track changes year-over-year.
2. Average Employee Tenure: A healthy culture tends to retain employees for longer periods.
3. Promotion Rates from Within: Indicates whether you’re growing your own leaders.
4. Diversity in Leadership Roles: Track representation among partners, managers, and department heads.
5. Client Retention Rate: Often a byproduct of employee stability and morale.
Unlock access to important topics covering:
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• State and local tax developments including a legislative update
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• The economy and what’s ahead in 2025
December 4, 2025 8:30 a.m. – 4:30 p.m. | Virtual | 8 credits MULTIPLE Do more than check the compliance box! Strengthen core financial accounting, audit and assurance, tax and ethics competencies at CoreCon CPE Day, where you’ll engage in nextlevel learning with national, state and local thought leaders.
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BUSINESS management &
CULTURE as
a competitive advantage in public accounting
By Dr. Tiffany Crosby, PhD, CPA, CGMA, MBA, OSCPA senior vice president
In today’s accounting landscape, technical expertise may open the door, but culture is what keeps people—and clients— invested for the long term. The profession is evolving, and firms that intentionally cultivate environments where people can thrive are seeing the benefits in engagement, retention and client relationships.
Across Ohio, several firms are demonstrating that there’s no one “right” way to build a great culture. From creative benefits to innovative ownership structures, these organizations show how values, leadership and intentionality translate into workplaces where both employees and clients feel at home.
Interviewee:
Leah Tekac, Marketing Manager
From an organizational culture perspective, there’s power in origin stories, especially if they speak to growth and overcoming limitations. HD Growth Partners, located in Youngstown, Ohio, has just that type of story. When Tim Petrey, the firm’s current CEO, started at the front desk during the 2007-2008 recession, the company was a small firm with fewer than 10 people. Harold Davis mentored him and handed him leadership of the company when Tim was in his mid-20s. Tim was intentional about creating a firm that was culture-first and supportive of work/life
integration. Achieving the desired culture required setting firm boundaries with clients, beginning with the vetting process. The organization determined that it would not work with people who didn’t “get who they were.” It also required investing in your people, embracing technology and operating differently. Employees were empowered by having a voice in the change process and receiving proper support throughout the organizational transformation. Universal acceptance of new procedures was a must.
While COVID was a catalyst for rethinking the work environment, it was not the only factor. Leadership strongly believes that being a person takes priority over your job. This core belief is reflected in the actions taken to help employees thrive. The company’s work anytime, anywhere approach provides access to talent in a market that comes with limitations. Office time is optional for most employees, but a lot of activity still occurs there. Employees can bring kids, including babies and office dogs into the office. Lunches are provided in the office three times a week during tax season. Team bonding events, cookouts,
baseball games and more round out the social aspects. Fully remote employees receive gift cards or expense allowances and have swag delivered to them. The company also provides a healthy lifestyle reimbursement. Today, HD Growth Partners has 59 employees and a culture that makes their organization stand out, all while being obsessed with finding solutions for their clients. Learn more about HD Growth Partners culture.
A Common Thread: Intentionality
While HD Growth Partners’ story is rooted in transformation and boundary-setting, other firms have taken a different— but equally intentional—path to culture-building. For some, culture has always been embedded in the business model, influencing how teams are developed and how services are delivered.
Interviewees: Adam Lesch, Partner; Meghan Needham, Partner; Kari Shoemaker, Director of People and Culture
Julian & Grube, led by one of the founding partners Steve
Julian, has built a distinctive business model dedicated exclusively to serving the public sector. Government accounting has its own dialect—one seldom taught in formal education—so the firm develops talent internally. This niche focus has made Julian & Grube a consistent source for cultivating the next generation of government leaders.
With a client list of more than 700 entities, the firm brings a depth of expertise that clients value, while remaining small enough to answer the phone when they call. This personalized touch resonates in a sector navigating significant change and facing staffing challenges from retirements and turnover.
The firm’s growth is rooted in a people-focused culture, recognized externally as a Best Places to Work in 2023 and 2024. Their philosophy—meeting people where they are— shapes both team life and staffing. The team includes fulland part-time staff, as well as retired professionals seeking a mission-driven second career. A career pathways guide sets clear expectations for progression, while daily partnerto-employee conversations encourage open dialogue and support professional growth.
Julian & Grube offers a hybrid work model, parental leave, a service day in partnership with Leadership Westerville and creative recognition tools—like a “snappy” gift-giving app for life milestones. Team bonding traditions include chili cookoffs, cornhole tournaments, food trucks, Christmas parties, community service events and annual meetings paired with school supply drives.
In 2025, the firm welcomed seven audit and consulting interns, providing a cohort experience complete with a dedicated “intern room” and capstone projects such as GASB standards research. These initiatives reflect the firm’s commitment to growing talent and strengthening the publicsector accounting pipeline.
Expanding the Definition of Ownership
For some firms, culture is also shaped by rethinking what it means to be an owner. Shared ownership can redefine how employees see their roles, invest in their work, and balance the needs of clients with their own professional growth.
Interviewees: Diane Glover, Director of People & Business Development; John Kirsch, Founder
Kirsch CPA Group, founded in 1991, has always taken a non-traditional approach to public accounting. Advisory
services have been central from the very beginning, and flexible work has been the norm for more than 30 years, with remote work being an option for the last 25. In 2024, the firm transitioned to an Employee Stock Ownership Plan (ESOP), shifting from two partners to 45 employee-owners. This change reflects a deeply held belief: taking care of clients starts with taking care of employees.
That commitment shows in their intentional approach to development, from comprehensive onboarding to a coaching program and ongoing feedback. Ten years ago, a Best Places to Work survey revealed room for improvement. Leadership listened, acted, and kept refining. Today, they’ve achieved a 95% engagement score—but remain committed to listening and improving. Their goal is simple yet ambitious: to create “a place where our clients and our team have a home for life.”
The ESOP model fits seamlessly into Kirsch CPA’s culture, aligning ownership incentives with the firm’s business advisory focus. To grow the ownership mindset while remaining committed, their long-standing emphasis on work-life balance, they’ve established a Culture Team, the OwnIt Ambassadors. This group will help sustain a workplace where employees feel both empowered and supported.
Kirsch CPA’s message to the profession is clear: there are different ways to thrive in public accounting. By joining a firm
committed to doing business differently, professionals can find the right fit to grow their skills, contribute meaningfully and shape the future of their career.
Interviewee: Nathan Musgrove, Founder
Excelsior Accounting Services was founded in Cincinnati in 2018 by Nathan, who brought years of experience from a large national accounting firm and a vision to build something different. His motivation was simple but powerful: create a model where employee satisfaction comes first, knowing that “happy employees make happy clients.” The first hires came in 2019, and today the firm has grown to a 26-person team.
From the beginning, Excelsior set out to be a “For All Company.” Employees must be not only technically skilled but also genuinely good people, and the same standard applies to clients. The firm has declined—and even parted ways with—clients who no longer fit their values, even when those relationships were profitable. The result is an environment where attrition is almost unheard of; only one voluntary employee departure has occurred to date, and client turnover is equally low.
Excelsior also reimagines work-life balance by tailoring roles to each employee. Team members choose how many hours they want to work, anywhere from 16 to 40 per week, and are guaranteed compensation at that level. There is no overtime—if incoming work would push the firm past capacity, it is simply declined. Benefits reflect this philosophy of balance and equity: all employees, including part-time staff, receive PTO, holidays, 401(k) participation with employer match and 14 weeks of paid parental leave. Beginning with their fifth work anniversary, employees are eligible for an eight-week paid sabbatical, with the time
increasing by two weeks every five years. Profit-sharing is also a hallmark, with 60% of profits paid back to employees. The target is 10% of base compensation, though it may fluctuate. This model serves as a practical alternative to formal employee ownership for now, but an employeeowned structure remains part of the firm’s long-term vision.
Excelsior’s culture extends beyond the workplace into the community. Inspired by Patagonia, the firm dedicates 1% of gross revenues to community investment. Each year on the company’s birthday, this amount is divided among employees, who select nonprofits to support. By embedding values into daily practice, Excelsior demonstrates a commitment to long-term sustainability—even when it means short-term sacrifice. The ultimate goal is to provide employees with the security and culture that make a career with Excelsior truly built to last.
The Takeaway
While each of these firms has taken its own path—whether through transformation, niche expertise, shared ownership, or a “For All” philosophy—they share a belief that culture is not an afterthought. It is built intentionally, reinforced daily, and adapted as the firm grows. For professionals exploring career opportunities, these stories are a reminder that there are many ways to thrive in public accounting—and that finding the right cultural fit can be just as important as the work itself.
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. People-First Leadership: Each firm emphasizes that taking care of clients begins with taking care of employees— whether through flexible work, coaching, sabbaticals, or daily conversations that encourage growth.
2. Values Drive Decisions: From client selection to ownership structures, these firms make business choices based on cultural alignment, even when it means short-term sacrifice. Staying true to core values creates trust and long-term sustainability.
3. Redefining the Firm Model: Whether through ESOPs, profit-sharing, remote-first flexibility, or sector-specific focus, these organizations are challenging the traditional public accounting model and proving there are many ways to build meaningful careers.
Unlocking tax advantages for small businesses: ICHRAs simplified
For small businesses, health benefits have always been a headache. Traditional group health insurance plans were built for large corporations with HR teams and leverage at the negotiating table.
For the small business owner with five, ten or even 20 employees, these plans often prove too costly, too complex and ultimately unsustainable.
Enter the Individual Coverage Health Reimbursement Arrangement (ICHRA). Authorized by Congress in 2020, ICHRAs allow employers to give their employees tax-free money to purchase their own individual health insurance plans. It’s a shift that has the potential to reframe how small businesses compete for talent, while also opening up new advisory opportunities for CPAs.
To explore the impact, The Ohio Society of CPAs sat down with Marshall Darr, co-founder of StretchDollar—a startup helping small businesses offer benefits through ICHRAs—to discuss how small businesses are replacing 100 hours of paperwork with a 10-minute setup and why its founder ultimately hopes the company won’t exist a decade from now.
Editor’s note: This interview has been edited and condensed for clarity.
Q: What makes ICHRAs such a good fit for small businesses?
Darr: Most people in the U.S. receive their health care through their employer, and small businesses often don’t
have access to the same resources, the same scale, the same number of options. But that expectation is still there… asking people to sacrifice that access to work at a small business often doesn’t work.
Q: What makes StretchDollar’s approach different?
Darr: Ten minutes to get set up and saves employers about 100 hours a year in admin work. And those are 100 bad hours. No one’s favorite 100 hours are the time they spend on their health plan.
Q: You launched in 2023. How has the company grown since then?
Darr: We came into 2024 with I think 14 [companies] and we’re up around 400 right now.
Q: How do ICHRAs create financial advantages for small businesses?
Darr: The employer side contributions [are] all tax free. If you’re evaluating should I give my people a raise or should I offer the health benefit… your money goes about 50% further if you offer it through an ICHRA versus a raise.
Q: What role do CPAs play in this conversation?
Darr: CPAs can have a frank and honest discussion with their clients about what the business reasonably can
afford to do — in a way that will not just take care of the employees but take care of the business too.
Q: How do you describe the healthcare landscape for small businesses today?
Darr: The healthcare and health insurance industries in America are pretty messed up. We kind of went like 70% of the way towards universal healthcare and then we stopped. Which is a really expensive and complicated place to stop.
Q: What role do you see StretchDollar playing in that environment?
Darr: We’re a bridge. We make it possible for a two-person firm to offer something that feels like a real benefit. But long term? I’d be thrilled if we became obsolete in a decade. The best-case scenario is that the healthcare system evolves enough that small businesses don’t need a third-party solution like us.
Q: It’s not very often that you hear a CEO saying he wanted to go out of business!
Darr: Honestly, I’d love for us to be nonexistent in five to ten years. That would mean the system has finally caught up— that affordable, flexible benefits are accessible to everyone, without needing a workaround like ours. Until then, our role is to bridge that gap for small businesses.
Q: Why should small business owners and CPAs pay attention now?
Darr: I think you should pay attention to this wherever you are nationally, but particularly in Ohio just given some of the local dynamics. From a broader standpoint, it enables some of the businesses who haven't really been able to offer anything in the past to look at just from a pure financial standpoint what they can afford to offer, and then we can
see what that does to employees. Historically, you used to always have to receive your quote and that was the price, and if you couldn't pay the price, you couldn't offer the plan. This offers a way to sort of baby step into offering benefits.
Q: Are there any Ohio-specific developments CPAs should know?
Darr: Ohio has one of the best individual markets in the country. And there is a bill working its way towards the governor’s desk for signature which would give a tax credit of $400 per employee per year for anyone offering an ICHRA for the first time. Then I think year two it goes to 200. I think this is going to make this way of offering benefits even more appealing in Ohio.
Closing thoughts
For Ohio’s small businesses and the CPAs who advise them, ICHRAs offer a practical, tax-smart way to provide meaningful benefits without breaking the bank. As Darr explains, this approach lets employers “baby step into offering benefits” while giving employees choice and control.
With Ohio’s strong individual market and incentives like the $400-per-employee tax credit under House Bill 133, CPAs are uniquely positioned to guide clients toward solutions that protect both employees and the business. StretchDollar’s streamlined platform makes setup simple, saving small employers time and stress, while giving CPAs a clear path to add strategic value in an evolving benefits landscape.
1. ICHRAs allow small businesses to provide tax-free funds for employees to purchase individual health insurance, offering a cost-effective alternative to traditional group plans that can save employers significant administrative time and costs.
THREE THINGS
2. CPAs can guide small business clients in leveraging ICHRAs to offer affordable health benefits, utilizing Ohio’s strong individual market and potential tax credits, such as the proposed $400 per employee per year under House Bill 133.
3. Platforms like StretchDollar streamline ICHRA setup to just 10 minutes, saving small businesses approximately 100 hours annually in administrative work, making it easier to offer competitive benefits.
Forecasting accounting: Is it really recessionproof? Is that enough?
By Jessica Barboza, OSCPA content specialist
Recession indicators are everywhere—or at least, to
Gen
Z they are.
From TikTok tutorials on how to spot “recession-proof grocery items” to memes about the price of iced coffee as an economic warning sign, younger generations are hyperattuned to instability in the market.
They may have reason to be. Although the National Bureau of Economic Research (NBER) has yet to declare a recession, a NerdWallet article from February 2025 indicates that we may feel a recession before we know we’re in one.
"There's no official definition of recession,” Kenny Malone, a cohost for NPR's Planet Money podcast, said in How economists (and TikTok) know if a recession is coming. “Generally speaking, you'll hear that a recession is when the US economy contracts for two straight quarters. But the reality is an official group of economists get to make the recession call.”
Accounting has long been considered “recession-proof,” since businesses will always need accountants, regardless of the state of the economy. But is that enough to attract new talent?
Gen Z’s attitude
Regardless of whether the economy is in a recession or not, Gen Z’s heightened awareness toward recent economic shifts means that job stability matters to them. In July, the unemployment rate for 20-to-24-year-olds measured at 7.9%, over double the average unemployment rate of adults over the age of 25 (3.4%), according to The U.S. Bureau of Labor Statistics.
According to Deloitte’s 2025 Gen Z and Millennial Survey, 60% of financially secure Gen Z’s say they are happy, compared to 28% of those who are financially insecure— and nearly half of Gen Z and millennials report not feeling financially secure, up by roughly 20% in 2025 compared to 2024.
According to the same report, Gen Z and millennials have been “rethinking higher education and the best paths to prepare them for their careers.” Fortunately, for those considering accounting in Ohio, the demand for new talent has never been higher, with 65% of the state’s CPAs approaching retirement.
Ohio’s pathways law
As of January 2025, Ohio has spearheaded the nationwide change to create more opportunities for accounting professionals to earn their CPA credential by passing House Bill 238. Taking effect in January 2026, the law will offer two new pathways to the CPA credential:
• A master’s degree, completing the required accounting concentration of coursework, one year of experience and passing the CPA Exam
• A bachelor’s degree, completing the required accounting concentration of coursework, two years of experience and passing the CPA Exam
Gen Z’s views on higher education are shifting, with many rethinking grad school altogether. Ohio’s new law will open up opportunities to CPA licensure for students who may not have been able to afford the traditional 150-credit-hour requirement.
At the same time, the state’s first pathway gives young professionals the option to return to school later, making accounting an appealing second-chance career. Deloitte reports that 21% of Gen Z and 28% of Millennials are no longer working in the industry they originally planned to enter.
Artificial intelligence during economic decline
While the U.S. has experienced 14 official recessions since the Great Depression, the nation has yet to experience a recession in the age of artificial intelligence, which brings in new factors and case studies not previously considered.
Although accounting is widely considered an economically stable career path, many young people worry accountants may become obsolete due to the rise of new AI technologies. However, a recent joint study by the Massachusetts Institute of Technology Sloan School of Management and Stanford University Business School finds that Generative AI is not likely to take over the accounting industry entirely. Instead, their findings forecast AI’s role in augmenting, rather than replacing, professional accounting expertise.
“The accountant who can use [AI] well might replace the accountant who can’t use it well, but it’s not going to replace the value that we add,” Laura Hay, president and CEO of the Ohio Society of CPAs said during the August Town Hall.
Accountants using generative AI have already shown measurable results, including a 12% boost in financial report detail and a 7.5-day reduction in monthly close time, according to the study.
The accountant who can use [AI] well might replace the accountant who can’t use it well, but it’s not going to replace the value that we add.
Laura Hay, CPA, CAE
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AI isn’t erasing the profession; it’s allowing for a greater focus on analysis, ensuring accuracy and strengthening client communication. But, for the future of the profession to truly prosper, it’s crucial that younger generations understand that AI is being used as a tool, not a replacement.
Changing the tide
While accounting’s resilience has always been an advantage, Gen Z is looking for more than job security. They want careers that also offer flexibility, balance and meaning.
To attract and retain the next generation of CPAs, firms must move beyond relying on stability alone and instead showcase how the profession can deliver both long-term security and personal fulfillment.
THREE THINGS
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.
1. Accounting’s reputation as a recession-proof career is not sufficient to attract Gen Z, who prioritize job stability but also seek flexibility, balance, and meaningful work, requiring firms to adapt to these expectations.
2. Ohio’s House Bill 238, effective January 2026, introduces flexible CPA licensure pathways, reducing barriers with options for a bachelor’s degree and two years of experience or a master’s degree with one year, appealing to Gen Z’s shifting views on higher education.
3. Generative AI enhances accounting by improving report detail by 12% and reducing monthly close time by 7.5 days, acting as a tool to augment expertise rather than replace accountants, a critical message to reassure young professionals.
October 22-23, 2025
November 12-13, 2025
8:30 a.m. — 4:45 p.m. 16 credits
OSCPA presents
Where Standards and Strategies Intersect in Accounting Evolution.
Virtually join thousands of your peers. Select a track or mix it up at the largest, most comprehensive learning opportunity of the year!
Unlock access to 40+ sessions, including:
The future of automation in accounting
Using analytics to refine your strategy
Essentials in cybersecurity
Financial components of a law enforcement investigation
Ohio professional standards and responsibilities
To learn more or register, go to: or call 614.764.2727 , option 2.
LEARNING events at a glance
MEMBERS in motion
CANFIELD
SSB CPAs
Alicia M. Mansky has been promoted to the position of Administrative Supervisor
Bryant J. Croach, CPA has been promoted to the position of Manager.
Emilee R. Dwyer has been promoted to the position of Supervisor.
CLASSIFIED
Janet L. Smith has been promoted to the position of Senior Administrative Specialist.
Kayla A. Emanuelson, CPA has been promoted to the position of Principal.
Luke C. Durbin, CPA has been promoted to the Senior Team Accountant on SSB CPAs' tax team.
Zachary J. Hall has been promoted to the position of Supervisor.
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