CPE Catalog & Events

An advanced guide to prompting techniques that maximize AI efficiency and precision in everyday business research, operational due diligence and accounting tasks. Designed for accountants with no prior AI knowledge, the session explores how simple language and strategic prompting can unlock powerful, layered responses from large language models (LLMs). Participants will learn to overcome the "lazy" defaults of AI, using specific techniques to enhance detail, accuracy, and contextual understanding in their queries. By understanding prompt engineering's role, attendees will discover how to guide AI to provide practical, relevant, and analytical insights suited to complex financial scenarios, without needing extensive technical expertise. This event may be a rebroadcast of a live event and the instructor will be available to answer your questions during the event.

Each event is a rebroadcast of the live Town Hall webcast from the previous week. The AICPA Town Hall Series delivers: Timely & Critical Information Interpretation & Analysis Firm and Business Strategies Practitioner Capabilities **Free for AICPA members Not an AICPA or CIMA member? Become one today.

In today's challenging talent market, accounting firms face unprecedented pressure to retain their best performers. This course provides actionable, research-backed strategies to help firms keep their top talent from leaving. Based on comprehensive surveys of both current accounting professionals and those who have recently left the profession, participants will learn the real reasons employees stay or go-and what firms can do about it. The course goes beyond simple solutions like "pay more, expect less" to explore comprehensive retention strategies including whole-person compensation, work-life balance improvements, career development pathways, and necessary business model transformations. Participants will discover why 73% of surveyed professionals want to stay with their current firm, yet many still leave-and how to bridge that gap. Key topics include understanding the true cost of turnover versus retention, implementing flexible work arrangements that actually work, creating meaningful career paths for non-partner track professionals, and transforming firm operations to support both profitability and employee satisfaction. Special attention is given to retaining diverse talent and adapting to the expectations of younger professionals who will comprise 27% of the workforce by 2025. Whether you're a firm leader, HR professional, or manager responsible for team retention, this course provides the insights and tools needed to build a sustainable talent strategy in an evolving profession. This event may be a rebroadcast of a live event and the instructor will be available to answer your questions during the event.

Managerial accounting provides economic and financial information for managers and other internal users. Managerial and Financial Accounting have similarities and differences. Each field of accounting deals with the economic events of a business. Both managerial and financial accounting require that a company’s economic events be quantified and communicated to interested parties. This another course in our series on the controller’s role. The controller’s role encompasses many traditional functions. Within this segment of our controllership series, we discuss the area of managerial accounting and the basic concepts that surround this discipline as it primarily relates to cost accounting issues.  

This course provides tools and insights into financial statement analysis - both quantitative and qualitative. We'll look not only at the three main financial statements but also dive into the MD&A and footnotes. We'll also discuss the affect of industry nuances on comparability of different analysis tools. This event may be a rebroadcast of a live event and the instructor will be available to answer your questions during the event.

A business conducted as a C corporation can be purchased through an asset acquisition or a stock acquisition. In an asset acquisition, the buyer purchases the business by purchasing the assets that make up the C corporation's ongoing business. In a stock acquisition, the buyer purchases the stock of the C corporation that owns all or a majority of the business assets. The seller and the buyer are usually at odds over how to structure the acquisition. Accounting and finance professionals advising their clients should be fully conversant in the tax rules that apply to stock and asset acquisitions. Discussing and explaining those rules is the focus of this course.

When putting together a financial plan, it is important to remember that the tax situation of the business and the individual are often intertwined. Therefore, decisions about entity type are vitally important. Practitioners need to understand not only how different entities are taxed, but also which taxes will have the greatest impact on the individual owner. In this course, we will explore when self-employment taxes apply to business income, as well as some of the lesser-known taxes that apply to flow-through entities. We will even explore when a PTE election could be helpful to a small business owner.

Many finance leaders are aware of the disruptive potential of AI and emerging technologies, but knowing how to take the first step can be a challenge. This highly practical session is designed to bridge that gap. You'll define a clear vision for your finance function, assess current capabilities, uncover key transformation opportunities, and build a tailored, actionable roadmap to drive meaningful progress within your organization.

Difficult conversations tend to be avoided because professionals shy away from the uncomfortable, and the fear of polarizing their relationships. Participants will learn strategies and tactics to engage in productive conversations which address challenges and deepen relationships. They will understand where and why they are avoiding having difficult conversations. This event may be a rebroadcast of a live event and the instructor will be available to answer your questions during the event.

Organizations of all sizes often fail to successfully install needed foundational components of an internal control system. Whether large or small, entities must view policies, procedures, and all controls in a wholistic manner in order to develop a system of controls that will keep the entity on its intended course. Moreover, those that design policies and procedures benefit by knowing why control measures are necessary. This session sets forth internal control concepts and explains the importance of strong internal control policies. It provides an understanding of the interrelated nature of all controls created by any organization. This event may be a rebroadcast of a live event and the instructor will be available to answer your questions during the event.

Managing expenses is a key for business success, and overhead costs play a pivotal role in realizing favorable profit margins. Almost all companies have some form of overhead consisting of specific categories of indirect expenses. The better organizations are able to manage overhead costs, the more competitive they are in the marketplace. It is incumbent in the Controller’s role to effectively manage, monitor and perform ongoing assessment of overhead costs, allocations and rates. Overhead refers to the ongoing business expenses not directly attributed to creating a product or service. A company must pay overhead on an ongoing basis, regardless of how much or how little the company sells. It is important for budgeting purposes but also for determining how much a company must charge for its products or services to make a profit. Overhead can be fixed, variable, or a hybrid of both. There are different categories of overhead, such as administrative overhead, which includes costs related to managing a business. In short, overhead is any expense incurred to support the business while not being directly related to a specific product or service.      

Today’s economy and all of the digital enhancements have impacted the way companies engage with their customers as well as how the company manages their internal practices. The business control function needs to keep pace. The rising importance of analytical capability is critical when defining the role of the modern controller. Execution of analytics can vary but there are still key questions that must be asked. What are the options and what we need to understand to decide the best way forward? This course focuses on the value that can be brought by the Controller when becoming involved with data analytics powered by technology and also Big Data. The digitized world we live in has made it important for the Controller function to evolve and take on this advanced task.  

Sarbanes-Oxley legislation. Although there have not been any changes in the legislative concepts of the law since its release in 2002, some aspects of executing the work have evolved. Sarbanes-Oxley was passed in 2002 and year one of attestation for publicly traded companies was 2004. Years later the legislation continues to challenge companies, auditors and compliance professionals when evaluating a company's control structure. SOX 404, although the most prominent, is only one of the many requirements covered under the legislation. In addition, the impetus of COSO 2013 has re-focused companies' efforts on evaluating their key controls. Companies must continually evaluate whether they have designed and identified the proper controls and have adequate tests in place to determine control efficiency. With the evolution of technology solutions, the impact of information systems changes must be continually evaluated to ensure controls are adequately addressed. 

The new Global Internal Audit Standards were released on January 9, 2024, and will become effective January 9, 2025. The previous version, the International Standards for the Professional Practice of Internal Auditing, released in 2017, remains approved for use during a one-year transition period. The Global Internal Audit Standards guide the worldwide professional practice of internal audit. They serve as a basis for evaluating and elevating the quality of the internal audit function. The Standards use 15 guiding principles with five separate domains that enable effective internal audit implementation and examples of evidence of conformance. The Global Standards are organized into five domains. Domain I: Purpose of Internal Auditing Domain II: Ethics and Professionalism Domain III: Governing the Internal Audit Function Domain IV: Managing the Internal Audit Function Domain V: Performing Internal Audit Service

This course provides an in-depth exploration of Customer Relationship Management (CRM) systems as a critical tool for business automation. Designed for accounting professionals, it emphasizes CRM's role in streamlining workflows, organizing communications, enhancing client relationships, and improving efficiency. Participants will learn about key CRM features, integration with accounting software, and best practices for successful implementation. We will highlight practical applications with actionable insights to help attendees optimize their processes. This two-hour session ensures you walk away with a basic understanding of CRM's transformative potential for business and financial management.

Bears are intelligent and motivated to find food. When I left some fried chicken in my Jeep while in Gatlinburg, a bear tore a hole in the top and ate the chicken and part of my Jeep. He was just a bear being a bear. I'm responsible because I left the chicken in the Jeep and gave him the opportunity. Similarly, people are intelligent and motivated to survive. If we give them opportunity by not implementing good internal controls, they will take our assets. This session reviews the investigation and prosecution of the former director of a conference center who took advantage of lax internal controls of a joint-venture and stole thousands. She was just a fraudster being a fraudster.

This course focuses on the key federal tax issues affecting businesses from the internal accountant's point of view, with a focus on recent tax legislation and developments.  Planning alternatives and the potential risks associated with those strategies will also be discussed.    *Please Note:  If you need credit reported to the IRS for this IRS approved program, please download the IRS CE request form on the Course Materials Tab and submit to terri.storer@acpen.com  

It is easy for us to get caught up in our work, but it is better to examine the ‘big picture’ by studying the outside factors that impact our business beyond our internal processes and day to day responsibilities. We are sometimes so busy with our tasks that we miss new developments until the developments have a profound impact on us and the organization. This session is designed to review many of these current trends, while thinking and discussing how these trends can impact our organizations and us. This is a fun and lively session that is intended to be interactive with participants either live, virtual or both. Our ever-changing world is evolving more than many realize.

Organizations that execute a wise strategy succeed; others are executed in the market. Many organizations invest significant time in strategic planning but fall short when it comes to execution. According to McKinsey, most fail to properly execute their strategy. This session explores the critical transition from strategy to performance while challenging outdated planning models and myths. We often do not think of strategy in the same context of longer-term organizational projects like ERP transitions or risk management. Why should you consider “killing” your current plan and building a new plan centered around financial performance? We will dive into the reasons strategy fails, uncover the practical tools for bridging the planning-performance gap, and explore how strong financial integration enables strategy to succeed. We review insight into what works—and what must be stopped immediately. The author uses CocaCola as a baseline to communicate elements of strategy and incorporates funny videos to highlight key points.

Traditional budgets often consume significant time while delivering limited operational value. This session reframes budgeting as a tactical management tool rather than a once-a-year accounting exercise. Participants will explore how to redesign the budget process to improve communication, accountability, and decision-making across the organization. The session emphasizes output-based metrics, flexible budgeting approaches, benchmarking, and educating non-financial managers so budgets become a tool for managing performance, not just controlling spending.