The knowledge you need

For many business owners, the company represents years of hard work and a significant portion of personal wealth. Selling it may provide the financial foundation for retirement, but getting the right price doesn't automatically mean the owner is financially prepared to retire. The two goals need to be considered together. 

According to a 2025 report from the American Medical Association, about one-third of physicians have an ownership stake in a medical practice or clinic. These physicians are part medical doctor and part business owner. They need to be skilled in both caring for patients and managing the financial side of the practice. That includes proactive tax planning. By identifying opportunities to reduce tax liability, physician-owners can improve cash flow and keep more of what they earn to reinvest into the practice or to support personal goals.

Nonprofits invest for many reasons. Some want to generate income to support annual programs. Others are building reserves or managing endowments that may support the organization for generations. Whatever the purpose, investing raises questions that go beyond which stocks or bonds to buy. How much risk can the organization afford? When will the money be needed? And who gets to make those decisions? 

Nonprofit organizations that receive federal funding often take on added financial and compliance responsibilities. For nonprofits, state and local governments, and other federal award recipients, those responsibilities may include undergoing a single audit. Being prepared for a single audit is a year-round process, and organizations that take a proactive approach are generally better positioned when the audit begins.

Employee benefit plans (EBP) are important tools for employee recruitment and retention. They also come with clear requirements and government regulations under ERISA. Many plans must undergo an annual independent audit that depends on information from human resources, finance, payroll, and several outside service providers. Plan sponsors can take a more proactive, year-round approach to these EBP audits. This can make it easier to respond to the auditor as well as allow more time for remediation when necessary.

The IRS has recently clarified that plan sponsors will have additional time to adopt certain required plan amendments under the SECURE Act and SECURE 2.0 Act. Although previous guidance established a general December 31, 2026, deadline for many SECURE-related amendments, some required changes. It is important to note; the clarification does not eliminate the 2026 deadline. Discretionary amendments for optional provisions a plan sponsor chose to implement generally remain due December 31, 2026. As year-end approaches, plan sponsors should understand which amendments require action now and which will have more time.

Nonprofits often manage several programs at the same time. Each may have its own funding sources, expenses, restrictions, and reporting requirements. Nonprofit leaders need to understand the financials of each program. What does each major program cost? How is it funded? Is spending consistent with the budget and funding requirements? And what does the organization accomplish with that investment?

The Treasury Department and IRS have proposed regulations that would limit access to the refundable portion of four federal tax credits for certain noncitizens. The rules would apply the eligibility requirements under the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 (PRWORA) to the Earned Income Tax Credit, Child Tax Credit, American Opportunity Tax Credit, and Adoption Tax Credit.

A thriving nonprofit can have grants awarded, pledges committed, and revenue reflected in its financial statements and still be short on cash. The issue is often not whether funding exists, but whether it is available when the organization needs it. Cash flow management helps nonprofit leaders understand what cash is available today and what cash flow looks like on the horizon. Several strategies can help nonprofits manage cash flow more effectively.

Real estate developers have some of the most complex accounting needs of any industry. Projects can span years. Investments are often held in separate entities. Each deal often comes with its own financing, investors, and reporting requirements. As a company grows, keeping track of all those moving pieces can put high demands on an internal accounting team. This combination makes real estate developers especially strong candidates for outsourced accounting