Automation has brought significant changes to the accounting profession over the last decade. While some tools have made accountants’ lives easier, others have chipped away at their roles as startups seek to disrupt a legacy industry. The tech companies that developed these tools have also created and perpetuated a false debate about whether automation will overtake the industry completely and make accountants irrelevant.
It’s time to end that debate. A valued accountant is a holistic business advisor to clients, solving human problems that technology simply cannot — and will never be able to — solve on its own.
The question should not be whether automation will take over accounting, but where its real value lies. This technology has an important role in upleveling accounting, but there are clear limitations for its use. ScaleFactor offers an example of these limitations and a cautionary tale. The startup promised to replace human accountants with software and AI, but it was mostly smoke and mirrors, with people doing much of the work behind the scenes. The irony was palpable.
No software stack can match the financial acumen, critical thinking and trusted counsel that a human advisor offers. That’s particularly true today, as valued accountants have become business partners, not just number crunchers. Where software is limited to evaluating concrete inputs, accountants also leverage their financial acumen, understanding of clients’ business goals and observations of communication subtleties like the inflection in a client’s voice to make decisions. This allows them to serve as advisors to their clients, whether by adjusting business models in real time, building balanced and inclusive teams, or managing employee wellbeing.
The COVID-19 pandemic has underscored the importance of this advisory role in the face of high-stakes decisions. As many businesses have navigated changing unemployment laws, federal aid initiatives and revenue loss over the past several months, accountants have stepped up. The accountants I’ve spoken with emphasize that their clients increasingly rely on them for much more than “numbers” problems, like payroll. They are solving the “people” problems that can make or break a business and its employees’ livelihoods, like hiring or conducting layoffs in the midst of a crisis. Accountants need technology to solve the former so they can focus on the latter.
Sasha Leonhardt and Jon Langlois are partners and David McGee is a law clerk at Buckley LLP where they represent bank and nonbank mortgage originators, mortgage servicers, and secondary market purchasers in regulatory compliance, transactional, and enforcement matters.
Jeff is the Chief Innovation Officer at Transcarent, leading our efforts to design novel products and partnerships supporting our end-to-end Member support services. His interests span from furthering evidence-based health initiatives to innovative opportunities that deliver trusted, simple, seamless and connected solutions that drive value for our clients, Members and the providers themselves.
Prior to joining Transcarent, Jeff was the Health Strategy and Innovation Leader at Mercer Consulting. He was the Chief Medical Officer at One Medical, designing their innovative model of care and was responsible for the company’s B2B strategy. Jeff has also served as the Chief Medical Officer at RedBrick health where he was responsible for the company’s clinical programs (wellbeing, disease management, medication therapy management). Jeff led design, development and ongoing operations of the clinical and coaching programs as well as leading outcomes research for a range of population health programs.
Previously, he was a partner at Willis Towers Watson, where he was responsible for employer based health management programs, employer-provider contracting and onsite/near site clinics. He has operated a national group of 58 primary care medical practices, was Chief Medical Officer of an early ACO management firm and was an analyst at a hedge fund.
Jeff is a board-certified internist and rheumatologist and an Associate Professor at NYU School of Medicine.
Stephen Graziano is the director of channel sales at Flimp Communications. Prior to joining Flimp, Stephen spent most of his career working in the insurance consulting space, specifically in the voluntary insurance and benefits communication arenas. He is passionate about helping employees and employers have a better experience with their benefits through better understanding, higher engagement, and cost savings for both parties.
Empowering and supporting employees will become an increasingly important driver of business success, as studies continue to prove. Using software to automate repetitive processes gives accountants the freedom to focus on advising their clients through tough moments by leaning into their most human skills, like problem solving and relationship building.
Tech-driven tools and insights can’t replicate these skills, but they can enable them. As the transformation of industries like health care and manufacturing have shown, automation is most effective when used to save time, ensure compliance and improve accuracy by handling routine, tedious, time-intensive tasks. By using software to automate payroll, tax filings and payments, accountants can focus on their clients’ higher-level business challenges and opportunities. They can also more easily identify trends based on recent and historic data, then apply these insights to make recommendations informed by data.
This is tech at its best. At its worst, technology makes accountants’ jobs harder and can erode their clients’ trust. Software might generate recommendations based on broad generalizations, failing to account for a business’s nuanced situation or economic context. During the pandemic and ensuing recession, we’ve seen that much of the data and algorithms feeding into advanced business tools have been built for a world that no longer exists. They fall short of helping businesses solve the complex, intersectional problems they face in 2020 and beyond.
Accountants can add tremendous value in this new world by leaning into their advisory role. A strong accountant is pivotal to maintaining a client’s business, which in turn supports employees’ livelihoods and helps economic recovery. It’s good for accountants’ businesses, too: it’s estimated that practices providing advisory services can generate 50 percent more in monthly client revenue. Technology has a role to play, but only as a boost to the advising, problem-solving and business strategy accountants already do on a daily basis.
