Automotive Industries Association of Canada’s Post

Between takes on set, Eugene Amo-Dadzie shares what drove him to qualify as an ICAEW Chartered Accountant. Why did you choose this route? Share your driving force in the comments below. 💪 #icaewInsights #accounting

Harold Martin, a director at Keiter, was recently announced as a Top 200 CPA in America by Forbes. To learn more about Harold, his impact to Keiter and the Accounting Industry, click the article below:

🏎️ We believe that a treasury management solution should serve as the essential pit stop where finance teams recalibrate, refuel, and re-energise, ensuring the business stays in pole position. 🏆 #Embat #NumbersFlowEasy

The VAT Flat Rate Scheme allows businesses to pay VAT as a fixed percentage of their total turnover, which includes VAT. The applicable percentage varies based on the business type. This scheme is designed to simplify VAT accounting, thereby reducing the administrative burden associated with VAT compliance. #VATFlatRateScheme #SmallBusinessVAT

Monday Morning Accounting News Brief: GT Partners Eye Their Own Yachts; How EY Can Handle ‘Cheating' Better | 10.28.24: Hi! I heard you like news with your Monday morning coffee, here you go. People […] The post Monday Morning Accounting News Brief: GT Partners Eye Their Own Yachts; How EY Can Handle ‘Cheating' Better | 10.28.24 appeared first on Going Concern. https://bit.ly/4fk1wHp

Busy day yesterday, it was back to school for my son at Minerva's Virtual Academy and I had back to back meetings all day. Here is a little taster of my day: ⭐️ check in with one of the team to check they were ok and that a client’s VAT return was about to be sent ⭐️ work out why mini Larkin couldn’t get into biology class, fortunately only missed 4 mins ⭐️ signed up another business to be sole by Succession Planning Limited ⭐️ review latest correspondence from a client who is in a shareholder dispute that the Goringe Accountants business advisory team is working on ⭐️ check in with a group of the Goringe Accountants accountants to help them with their LinkedIn profiles and expectations from them on the forum ⭐️ Mgt accounts meeting with one of the new clients and their client manager to design a new Mgt accounts pack and KPIs for them ⭐️ met with one of the Succession Planning Limited clients whose sale completed a few weeks ago, to check up with them how they were post sale ⭐️ help a client who had some cash forecast decision making to do ⭐️ meet with a potential business advisory client for a buy side due diligence project along eitth their accountant and our Business Advisory team member Bethan Alsey ⭐️ check that mini Larkin’s self study work on canvas for the day was complete ⭐️ met with a Succession Planning Limited client to go through their due diligence list now that they had signed their heads of terms and are in exclusivity ⭐️catch up various team members in Goringe Accountants and Succession Planning Limited A very busy and productive day, just how I like them!! Today has a few less meetings, as one of the longer meetings I had in today has postponed due to illness. So if anyone would like to discuss Succession Planning options or any Business Advisory projects I have a couple spaces in the dairy today. Have a great day everyone. #growth #m&a #businessexit #kpis #managementaccounts

We are Kleer and we are here 🥳     Four years ago, I had the great privilege to assume the CEO role at PE Accounting. Already before starting I struggled with the category we were in. I learned from our founders that the struggle was not a new thing. In addition, the company name did not feel representative for all we were (and also quite difficult to say when mingling with some background noise…try yourself 😅).   PMs were written, workshops held but we didn’t crack it. Maybe we were not ready. Now we are!   It a great pleasure to share that as of this morning we are Kleer!   New name, new graphical identity and the category, Finance as a Service, that we are truly homey in. A category that represents what we really are. A complete package with leading cloud technology, financial services, process expertise and vertical industry focus. All consumed by customers at a fixed price.   Kleer is inspired by clarity and clear. After being the finance and payroll automation leader for over a decade our new name represents our ambition to spend our next phase providing unmatched financial clarity and insights to all customers. Automation and structured data still in our core, but as a mean, not as a goal.   All about Kleer – here (see comments) 👇 📸 från premiären av Kleer med mina grymma kollegor Linus Pekár och Maja Bergsten

Picture this: You're on a flight, and the person beside you starts a conversation. They find out you're an accountant and ask, "Hey, don't you think an accountant should be running Boeing? Who better to whip that company into shape than someone who knows their way around a balance sheet?" You could be sitting next to Michael O'Leary, the CEO of Ryanair. O'Leary, a former KPMG accountant, says that Boeing's recent struggles can be traced back to a lack of focus on the nuts and bolts of running a business efficiently. In his view, the company needs a leader who understands the importance of delivering products on time and within budget - and that leader should be an accountant. O'Leary, whose airline is basically the Spirit Airlines of Europe, but even cheaper, thinks that Boeing's problems stem from a lack of focus on the day-to-day operations. He believes engineers get too bogged down in the details, while pilots want to buy more planes without considering the bottom line. As an accountant, I find the idea of more of us in leadership roles appealing. We're detail-oriented, understand the importance of financial discipline, and know how to keep things running smoothly. But here's the thing - and I hate to say it - I'm not sure that putting an accountant in charge is the best solution. Sometimes, focusing on financial results can come at the expense of long-term success. Look at what happened at Southwest when the bean counters started calling the shots. The failure to invest in updated technology came back to bite them when a massive winter storm overwhelmed their antiquated scheduling system. The problem with running a business solely from an accounting perspective is that many crucial aspects of a company are difficult, if not impossible, to quantify. Things like product quality, employee morale, customer satisfaction, and brand reputation don't show up on a balance sheet. Still, they can have a huge impact on a company's long-term success. If leaders only invest in what's easily measurable, they risk neglecting these intangible assets and creating hidden liabilities that can come back to haunt them. Just like Boeing. So, while I'm all for accountants taking on leadership roles and bringing our skills to the table, it's important to strike a balance. We need to be able to see the big picture and make decisions that prioritize long-term success, even if it means investing in things that don't have an immediate payoff. At the end of the day, the best leaders are the ones who can combine financial savvy with a deep understanding of their industry and a commitment to doing what's best for their customers and employees. And if that leader happens to be an accountant, great - but let's not assume that we're the only ones who can get the job done. I'd like to hear what you think. Should more accountants take the reins at major corporations, or are we better off sticking to what we know best? Let me know in the comments. 👇

Blake Oliver, CPA makes all sorts of fantastic points here... But I feel like the takeaway should not necessarily be whether more accountants should be in leadership positions, but rather: shouldn't our own education go a step further? Especially given that we're required to get 150 credit hours -- which I agree is a stupid rule, but for now let's set that aside -- what about taking those extra hours and studying the long-term impacts of investing in long-term intangible assets, marketing, HR, and leadership? When I think back to the difference my Masters made in the work that I do with my clients, a lot of it is related to forward-thinking strategy... and not closing my problem solving skills into the shape of a T-chart.

Quarterly Reviews 🎉 Love IWN Accountancy quarterly review day with the team! Where I trained as an accountant - the lack of effort that went into quarterly reviews was a shame. I remember feeling excited & nervous about how they would go… then disappointed & deflated because it felt like there was no prep or forethought that went into them - they felt rushed and seemed a burden on the management’s time. At the time, I thought - this is a meeting ONCE a quarter! Could you seriously not have put more effort into reviewing what went well / what could be improved?! Is there anything more important in your business than the performance of your team members??? It was a sure fire way to demoralise a team member - making them feel, simply, unimportant. As they say, however, one learns more from mistakes than successes - this is true in this context, as I vowed to do things differently if I ever set my own practice up. Hopefully, the team feel the opposite of the above, although after this post - it would be an amusing & ironic twist of fate if they didn’t 🤣 Thanks for a great day all! Stephanie Norian | Muhammad Junaid Iqbal | Harriet Goldsack | Jenny Shepherd | Kat Czarnota