Going Concern

Marin County Accuses Deloitte of, Among Other Things, Using ‘Neophytes’ on SAP Project

Caleb Newquist
June 3, 2010

Deloitte is being sued by Marin County in California, who is alleging fraud by misrepresenting its “skills and experience.” In other words, the County says that D used their ERP project as more or less a training ground for its newbie consultants. And no client likes it when you bring the blades of grass on site. They can’t even turn on their laptops without causing some sort of scene, amiright?

Channel Web has some of the particulars:

The County in April 2005 hired Deloitte to implement its SAP ERP system. However, the County alleged in the court document, “rather than providing the County with SAP and public sector expd the County’s SAP project as a trial-and-error training ground to teach its consultants — many of them neophytes — about SAP for Public Sector software, all at the county’s expense.”

Plus! The County claims Deloitte promised their very best people. From the complaint: “Deloitte further represented that for the County’s SAP implementation, Deloitte had assembled a team of its ‘best resources’ who had ‘deep SAP and public sector knowledge.’ “

A Big 4 firm promising their best and brightest on the job in an RFP? There’s a shocker. “Best” being relative, as we all know but Marin County (obviously not familiar with a Big 4 sales pitch) must have been expecting a team to fly in from hyperspace that could slap this thing in lickity.

Thankfully, Michael Krigsman explains over at ZDNet that this isn’t exactly rare:

1. The court filing describes sales practices that are common through the consulting and systems integration industry.

For example, the complaint alleges that Deloitte committed to “dedicate our best resources and bring tailored implementation strategies to meet [Marin’s] long-term needs.” Many IT customers complain their system integrators do not follow through on such commitments and use inexperienced labor in attempts to reduce their own costs and increase profits.

We’d be so bold to say that this true of many Big 4 engagements, whatever the service line. Newbies have to get their teeth cut somewhere – why not on a public service job where money obviously grows on trees?

Deloitte isn’t impressed with this gnat of a lawsuit, claiming that they did exactly what they were supposed to do (not to mention to put up with the amateurs at MC that have zilch ERP experience) and the system was working just fine when they left:

As stated previously, we fulfilled each and every one of our obligations under the contract, as evidenced three years ago when all of our work was approved by the County officials responsible for the project. To be clear, the SAP (NYSE:SAP) software was working properly when we completed our work in November 2007. Not only is the complaint without merit, but we are filing our own claim against the County for breach of agreement and unpaid invoices. Although we are confident that we will prevail in court, it remains our belief that this dispute can and should be resolved in a more logical fashion that benefits the County and its taxpayers.

So Deloitte gets a little huffy basically saying, “Suck it, Marin County. MBAs love Deloitte. OH, and btw, you owe us some money,” but ultimately wants to keep things civilized for the sake of the taxpayers. Let’s hope it stays childish just for the sake of entertainment purposes. Taxpayers in California are f—ed anyway.

Marin County complaint against Deloitte Consulting on failed SAP project

California County Sues Deloitte For Fraud In SAP ERP Project [Channel Web]
Marin County sues Deloitte: Alleges fraud on SAP project [IT Project Failures/ZDNet]

Customer Relationship Management – Know Your Customer, Know Yourself

GoingConcern
June 3, 2010

The first rule of business is “know your customer.” So, how do you do that?

This is the question that brings you into the field of CRM (Customer Relationship Management). I remember working in a tax firm back in the early 2000s and all client correspondence was hardcopy in the file. Our “CRM system” was rows of filing cabinets.

A sales forecast? rked at a company where the sales forecast was an excel spreadsheet that physically gave me vertigo just looking at it. Updating that thing was like a game of Tetris.

A “real” CRM system consolidates all of your company’s customer interactions and sales activities into one database. It enables sales and marketing to detail the entire sales process from Lead to Close. And now it’s the difference between “knowing your customer” and living in the dark ages.

I only started seeing these systems spring up in mid-sized businesses a few years ago. How much are you guys seeing CRM out there now? Does your CRM system integrate with your other business systems? Or is it more of a Contact Manager?

For example, I have seen an instance where the CRM software operated as its own sphere of information. Then, we had the company financial information as its own separate sphere. To connect the sales pipeline info (from the CRM) to the financial results was a manual task.

I’m throwing it out there because my own experience with CRM in the SMB/SME space is limited to using Salesforce.com. I spoke about them briefly when I introduced Saas and Cloud Computing a few weeks ago. I must sound like a Salesforce salesperson but I’m not. I just found that Salesforce 1) put CRM on the radar for the SME I was working for at the time and 2) was inexpensive and easy to deploy.

The other main Saas CRM play is Sugar CRM. Both Salesforce and Sugar CRM have free versions. A very small business could probably operate on the free version for ever. Most mid-sized businesses could use the free version to test the fit of the product’s process flows before committing to rolling it out throughout the business.

In large enterprise, the CRM is probably big enough to just be called “the system”. Let’s say you are working for a bank or an insurance company. “The system” knows things. Next time you are speaking to a call center representative, ask for a summary of your own history. You might be surprised what details are lurking within the system. These can be simply contact histories or can also incorporate decision-making capabilities (i.e. loan or credit card approvals).

Retailers capitalize on this technology through the use of Loyalty Programs.

The real power behind CRM, for those not currently using this type of software, is the ability to clarify the sales pipeline and to consolidate customer interaction. You can detail right from Cold Call to Close and you can get the analytics to visualize the process too.

We’re right on the cusp of even bigger innovations in this field. Just look at some of the things Google is doing right now with respect to data and data visualizations (Google Trends – Google public data – Google Analytics). Sentiment analysis is appearing to gain traction as well. To blow all that out into the CRM realm means really powerful insight into customer behavior.

The success or failure of the CRM is linked directly to the quality of data in the system. This is where the “know yourself” bit comes into play. Where you can automate, do so. Trusting a salesperson to voluntarily do data entry is like trusting your road-trip navigation to a poet. Not good. Again, great strides continue to be made here. Between the increasing migration of transactions and activities online, and the tools allowing for Salesforce Automation (SFA), the direct maintenance on this type of system can be minimized.

For those of you unfamiliar with CRM technology, maybe you’re working in smaller companies or companies with a legacy of paper-based CRM, Saas solutions like Salesforce and Sugar CRM are worth checking out. It’s a place to start. And it’s free to start.

We would really like to hear from you on this issue as well. What has your experience been with CRM?

Geoff Devereux as been active in Vancouver’s technology start-up community for the past 5 years. Prior to getting lured into tech start-ups, Geoff worked in various fields including a 5 year stint in a tax accounting firm. You can see more of his posts for GC here.

Career Center

Job of the Day: Asset Management Company Needs a Controller

GoingConcern
June 3, 2010

An asset management company is looking for an experienced accountant to fill a controller position that will oversee its accounting department and report directly to the CFO.

The position requires a CPA with a minimum of seven years experience, including partnerships and foreign currency. This position is located in Kirkland, Washington.

Title: Controller

Compensation: $140,000

Location: Kirkland, WA

Description: The firm manages $1.8 billion of long-only funds invested in Japanese publicly-traded companies through three separate funds each having a focus area of large-cap, mid-cap or small-cap companies in Japan. The firm is planning expansion into other Asian markets in the near-term for which substantive discussions are underway. Currently located in Monterey, CA, the firm is relocating to Kirkland, Washington in July 2010. The firm is seeking a Controller based in their Washington Offices. The position will report to the CFO and work closely with the CFO on all matters.

Responsibilities: Responsible for the integrity and accuracy of the general ledgers of each fund and the fund management companies; Directly manage the Fund Accountant position, reviewing all work performed by the Fund Accountant; Oversee certain aspects of the Accounting Manager’s work with regards to payables and other general accounting matters; Manage the month-end closing and reporting for each fund, reviewing all journal entries prepared by the Fund Accountant ensuring that fund financials are prepared and submitted timely to CFO; Review all journal entries prepared by Accounting Manager for the fund management companies; Review and help prepare the computation of partner allocations; Oversee the Fund Accountant’s daily computation of NAV and daily trade reconciliation process, including the internal reporting of daily performance for all funds; Step in as a back-up for the Fund Accountant to complete Fund Accountant responsibilities as required; Prepare the annual financial statements and all supporting documentation for the auditors; Prepare tax supporting documentation for the fund tax returns; Monitor tax filing deadlines and FBAR filings and coordinate with tax firm; Coordinate and interface with auditors on year-end audits SAS 70 Type I (and possibly Type II in the future) engagement, and annual GIPS verification; Assist on special projects for internal or external reporting, as requested by the CFO.

Qualifications/Skills: CPA with 7-10 years of experience in investment management industry with strong preference for experience in public equities (including Asian public equities).; Experience in all aspects of partnership accounting for funds, including foreign currency experience; Strong experience in various financial reporting systems required. The firm currently uses Axys (Advent), Moxy and Peachtree. The firm is evaluating the potential for a technology platform for its accounting area which would integrate general ledger, investments, trade recording under a single solution. To this end, strong knowledge of financial reporting systems is a requirement; Experience in budgeting, payroll, general HR and accounting matters as they relate to fund management company; Experience supervising accounting team staff; Working knowledge of Advent Axys and Moxy software systems preferred.

See the entire description over at the GC Career Center and visit the main page for all your job search needs.

(UPDATE 3) McGladrey’s Giant Putting Green Cake Will Ensure That Everyone Gets to Celebrate Their Rebranding

Caleb Newquist
June 3, 2010

Webcam chat at Ustream

In the best example that we’ve seen of accounting firm make-up sex, today the RSM McGladrey and McGladrey & Pullen announced that they will now be branded under one name…McGladrey. Since the deciders on the name checked imagination at the door, the firms make it up to all of us with the best possible solution – building a giant putting green cake.

One of the duffers sponsored by McGladrey, Chris DiMarco, will attempt to chip in on the green later today and with any luck you’ll be able to watch it above as it happens.

As exciting as that is, it isn’t entirely clear whether or not this also serves as a tasty distraction from the layoffs and restructuring that is going on McGladrey. Kick that around if you like but also consider the fact that Natalie Gulbis doesn’t seem to be jumping out of this thing at any point in time, and that is a travesty that cannot go unnoticed.

UPDATE: We’ve been assured that the cake’s tastiness or lack thereof will be communicated to us later today. Whether or not there will be pre-cake jays, gallons of Vitamin D milk to wash it down or couches to pass out on has not been determined. Discuss and keep us updated. Spare no details – flavor, frosting, texture, etc.

UPDATE 2: Okay you guys – who witnessed this sorry-ass display? Natalie wouldn’t have disappointed the crowd like these losers. And then someone skulls one right into the camera? Video is completely gone right now. Unbelievable. Get back to us on this cake.

UPDATE 3: The report on the cake is in:

1) The cake is, actually, pretty big. And, it’s all cake, except for the part of the logo, which is made of rice krispie treats.
2) As for a slice of that cake…quite good, actually. The cake part is marble, and very soft and tasty. I nabbed what might be a corner piece with the “rough” frosting. It’s a lot of frosting. A lot.

I’d give the cake a solid A-. There will be a lot to save in the next few days!

Two minutes later we got his follow-up:

I had to stop eating it halfway through — I think I’d go into diabetic shock if I ate any more of it. The grade gets downgraded to a B+.

RSM McGladrey and McGladrey & Pullen, LLP, Launch New “McGladrey” Brand [McGladrey]

Mary Schapiro Isn’t Too Concerned About the Convergence Delay

Caleb Newquist
June 3, 2010

Earlier in the week we heard the devastating news that the FASB and IASB’s convergence efforts, despite a good hustle, would not meet the G20’s deadline of June 2011.

FASB Chairman Bob Herz indicated that this was a serious case of the Boards having bigger eyeshades than their double-entry stomachs could handle but he tried to squelch the disappointment by assuring everyone that the mission is not a failure and the Boards would “get most if not all of [the accounting standard proposals] done by the end of 2011.”

Roberto and IASB Chair Sir David Tweedie, feeling bad about how the whole thing turned out, decided to send a letter to the G20, presumably to keep them from getting their panties in knot:

It is expected that this action by the FASB and IASB will not negatively impact the Securities and Exchange Commission’s work plan, announced in February, to consider in 2011 whether and how to incorporate IFRS into the US financial system.

We appreciate the support of the G20 for the development of a single set of high quality global accounting standards. The two boards remain committed to achieving that objective. We shall continue to provide timely updates regarding our progress.

Ohhh, right. The SEC. What do they think about all this? Judging by Mary Schapiro’s attitude of “assuming completion of the convergence projects” as a precursor to IFRS, she’s totally cool with it, making her thoughts known in a statement yesterday:

The boards believe that the modified plan will contribute to increased quality in the standards because it provides additional time for stakeholders to thoroughly consider the proposals and give both boards quality feedback. I view this as time that is well invested.

Quality financial reporting standards established through an independent process are threshold criteria against which the Commission’s future consideration of the role of IFRS in the U.S. reporting system will be based. I foresee no reason that the adjustment to the targeted timeline for certain joint projects should impact the staff’s analyses under the Work Plan issued in February 2010, particularly when that adjustment is designed to enhance the quality of the standards. Indeed, focused efforts on those standards the boards consider highest priority for the improvement of U.S. GAAP and IFRS will facilitate the staff’s analyses.

Accordingly, I am confident that we continue to be on schedule for a Commission determination in 2011 about whether to incorporate IFRS into the financial reporting system for U.S. issuers.

In other words, no rush guys. Take it from Mary, this happens all the time.

IASB and FASB update to G20 Leaders [IASB]
Chairman Schapiro Statement on FASB-IASB Decision to Modify Timing of Certain Convergence Projects [SEC]

Career Center

Credentials for Accountants: Certified Valuation Analyst

Adrienne Gonzalez
June 3, 2010

Need help deciding what you want to be when you grow up? Check out the rest of our posts on credentials for accountants.

The CVA isn’t like other certifications in that if you’re going for one, you’re probably trying to add to your arsenal of professional credentials and have a few days to spare for the intensive training.

What’s it take?
This is directly from the National Association of Certified Valuation Analysts (NACVA):

The Business Valuation Certification and Training Center’s compact five-day intermediate level curriculum is comprehensive and substantive, providing value from beginning to end. A good understanding of accounting, taxes, economics, finance, and a basic understanding of business valuation fundamentals are prerequisites. The BVTC’s primary goal is to provide you with information that will serve as a solid foundation for your professional valuation endeavors, whether or not you plan to pursue a designation.

The five-hour CVA exam is administered in a rotating yearly schedule in 13 U.S. cities (twice yearly in Chicago) following the five-day training.

The NACVA is a NASBA-recognized CPE provider, meaning the training and certification can satisfy CPE requirements for CPAs. State boards have the final say on what counts for CPE purposes so check with yours if you are interested in completing this program to satisfy CPE requirements. The NACVA has trained 15,000 CVAs since its inception in 1990 and its members are subject to the same sort of ethical standards as CPAs.

The entire program – not counting the exams and any study materials – runs about $3,555 (by comparison, the CPA exam costs around $1000 – $1500 just to sit, excluding CPA review fees or retakes) and the exam itself is $595.

Who would want a CVA?
Tax professionals, for one, but also M&A consultants, investment professionals, financial analysts, financial officers and of course accountants interested in valuation and providing this service to their clients.

Why would you want a CVA?
Businesses need to be valued for all sorts of reasons. Mergers and acquisitions make up a large part of this but the CVA also comes in handy for estate taxes, employee stock ownership plans, divorce, and partner break-ups. This makes it an always-in-demand credential in a constantly-evolving marketplace.

Compensation
Salary is impacted according to one’s position or other credentials. For example, a CFO with a CVA can expect to make a median salary of $125,000 according to PayScale. On the other side of the spectrum, a senior tax accountant with a CVA weighs in at an average of $60,000. But we knew tax was a thankless gig to begin with, didn’t we?

Since CVAs can also unravel bankruptcies and liquidations, the career options may be just about endless moving forward. Better start saving your pennies for that 5-day excursion.

Adrienne Gonzalez is the founder of Jr. Deputy Accountant, a former CPA wrangler and a Going Concern contributor . You can see more of her posts for GC here.

Accounting News Roundup: AICPA vs. IRS on Uncertain Tax Positions; Accountants Involved in Haiti Recovery; Taxing Pot Could Yield $400k for D.C. | 06.02.10

Caleb Newquist
June 3, 2010

AICPA Protests Disclosures of Uncertain Tax Positions [Web CPA]
The AICPA has come out against the IRS’ uncertain tax positions proposal, saying “it should withdraw its proposed rule that would require companies with more than $10 million in total assets to disclose uncertain tax positions on a new schedule.”

The AICPA is not so hot on the idea of the IRS wading into the financial reporting waters, “We understand that the UTP proposal does not change the underlying rules for financial reporting, but believe overlaying a tax disclosure construct on the financial reporting system introduces a dynamic which could work at cross purposes with the original and fundamental purpose of the financial reporting rules.”

Haitian recovery needs accountants [Accountancy Age]
Nearly five months after the Earthquake in Haiti things are recovering slowly. Financial records for the government and private business have had two considerably different experiences:

[T]he finance ministry’s financial controls and systems are now being restored after its headquarters were destroyed. The World Bank has helped this critical process, placing accounting experts with the ministry.

As for the private sector, Laforest said many companies’ financial systems had survived thanks to accounting software packages, whose data had been uploaded to cloud computing remote data sumps on the internet. But bills, receipts and other paper records vital for making tax returns had been lost where offices collapsed.

And creating proper controls around the donations process has been crucial for organizing those funds. According to one volunteer, “[W]ithout proper controls, the money that you and your friends and your government have given might as well be left in a big bucket in the middle of the market with a sign saying ‘biggest at the front, smallest at the back.’”

Pot could bring in $400K for D.C. [Post Now/WaPo]
The District’s Council is expected to vote on June 15th on a provision that would levy a 6% sales tax on ganj sold there. At an approximate price of $350 an ounce, each bag would yield $21 for DC and would be expected to raise $400k in the next 5 years.

Tweedie replacement must juggle dual roles [Accountancy Age]
The candidates for the IASB chair are dwindling but most people seem to agree that having the role split into “Chair” and “CEO” roles might benefit the Board. “Richard Sexton, head of audit at PwC, suggested the role should be split.” And BDO’s sometime blogger and International CEO Jeremy Newman chimes in, “It’s unrealistic to expect one person to cover both.”

Also, whoever fills the big chair can’t be a über double-entry geek or just a crafty political type to heavy one way or the other. Most think that it needs to be a balance of both, although the preference of which is more important is debatable, including one Deloitte partner’s point of view, “If you don’t understand the accounting, you won’t be able to do the diplomacy around the debate,” versus Grant Thornton, “At this stage in the IASB’s life, we would place political awareness ahead of technical [knowledge] for the chair, but of course the chair must be technically astute.”

Quote of the Day

Accounting Rules Were Just Fine Until You Came Along

Caleb Newquist
June 3, 2010

“The primary result of the convergence project has been to take a set of perfectly mediocre accounting standards (U.S. GAAP) and messed them all up.”

~ Professor David Albrecht, who isn’t quite ready to dance on the grave of accounting convergence.

SEC: Diebold Financial Execs Would Step Over Their Own Mothers to Meet Earnings Forecasts

Caleb Newquist
June 3, 2010

The Diebold CFO, controller and Director of Corporate Accounting had a fairly standard routine back from 2002 to 2007 – 1) get daily “flash reports” 2) look at BS estimates that analysts came up with 3) cook up some ideas for meeting those estimates 4) make up the numbers.

Pretty standard stuff, especially if you buy the idea that “legally cooking the books is a critical skill for attracting investors.”

The SEC presented the accounting hocus-pocus earlier today:

The SEC alleges that Diebold’s financial management received “flash reports” — sometimes on a daily basis — comparing the company’s actual earnings to analyst earnings forecasts. Diebold’s financial management prepared “opportunity lists” of ways to close the gap between the company’s actual financial results and analyst forecasts. Many of the opportunities on these lists were fraudulent accounting transactions designed to improperly recognize revenue or otherwise inflate Diebold’s financial performance.
…
Among the fraudulent accounting practices used to inflate earnings and meet forecasts were:

• Improper use of “bill and hold” accounting.
• Recognition of revenue on a lease agreement subject to a side buy-back agreement.
• Manipulating reserves and accruals.
• Improperly delaying and capitalizing expenses.
• Writing up the value of used inventory.

Gotta give yourself some options, amiright? Can’t just simply rely on channel stuffing!

But in all seriousness, if you’re a top financial executive at a company and part of your daily routine is finding ways to increase profitability through accounting manipulation, at some point you’d have to think to yourself, “This is one shitty business we’re running.”

Dylan McKay Won’t Be Able to Save Brenda Walsh From Her Tax Problem

Caleb Newquist
June 3, 2010

Yesterday we may shared with you the unfortunate news about the dude from Reading Rainbow having a little tax problem which may have taken you back to the days of still whining about the lack of Cocoa Puffs in your house.

This time around celebrity tax problems take a little bit of a different path down memory lane (and a different theme song to get stuck in your head) to those days where your hormones were in control and the feeling of awkwardness was constant. For those of you too young to be familiar or give a rat’s ass about 90210, we’ll kindly enlighten you by stating unequivocally that Gossip Girl WOULD NOT EXIST without 90210.

Yes, Brenda Walsh, er, Shannen Doherty seems to have run across some tax trouble (just about $250k, NBD really) and as is our wont, we’ll present some possible solutions.

A) Another run at DWTS (nobody really gets it the first time).

B) 90210 movie – May we suggest that old wardrobe and hair styles be incorporated and that they should definitely go for the R rating? (seriously, how many times do you wish Dylan would have said “Fuck you Brandon, you momma’s boy” right in his smug face?)

C) Call ex-boyfriend Rick Salomon and see if he’s interested in making another movie.

D) Serious suggestions welcome.

‘Dancing’ star trips over tax bills [Tax Watchdog]

Layoff Watch ’10: McGladrey Makes Nationwide Cuts

Caleb Newquist
June 2, 2010

Over the past month, we have heard lots about layoffs at RSM McGladrey/McGladrey & Pullen but we didn’t have much for details.

Frankly, we still don’t know a lot but we’ll go with what we’ve got. So far we know about reductions in the New York, Chicago, Quad Cities, Florida and Seattle offices and everything we’ve been told indicates that they are occurring elsewhere.

First the Emerald City:

I was ample. There is a new geographic restructuring going on. Instead of multiple “economic units” there will be only three regions. Many HRs and CFOs from different offices are losing their jobs. Consulting people talk about 100 positions that will be eliminated across the country. 10 people were let go from Seattle Economic Unit which includes Seattle, Tacoma, and Olympia offices. We were informed about the reorganization somewhere around 04/12 and laid off at the end of the month. I think everybody received severance.

We’re not that familiar with past cuts in the RSM/M&P world but the big cuts in consulting seem to trail the Big 4’s by a year or two, although if some of these smaller clients are giving into the Big 4 lowballing then perhaps this is the natural progression.

Meanwhile:

Their Florida Private Club operations group closed the Club IT Consulting Group and layed off the staff. Some of the staff have been part of the firm for more than 20 years and were profitable.

Chicago just layed off the Operations Consulting Staff yesterday, [approximately] 10 people. This group was left to dangle in the wind, sink or swim on their own without marketing or sales assistance or access to the firm’s client-base Naturally it failed.

This firm’s actual layoff numbers are always reported low because they chase people out prior to layoffs in an attempt to camouflage the numbers. Their tactics to accomplish this include poor performance evaluations for staff, unreasonable margin requirements, constant peer pressure meetings regarding performance and head to head comparisons. This creates a dysfunctional relationship between groups and actually motivates groups within their own company to compete with one and other. Only so much people can take and then they leave. Just what the firm wanted.

Considering the economy in Florida, the demise of RSM’s private club operations in that corner of the over-leveraged world wouldn’t come as much of surprise. That being said, you might expect that veterans of the firm would be accommodated somehow with other internal opportunities.

As far as the “chasing” this is Jack Welch’s magical forced ranking method that the Big 4 has accepted like its own creation.

We reached out to both RSM’s corporate spokeswoman and their general counsel, both of whom have not responded to our request for comment. We also contacted an H&R Block spokesman to see if they could elaborate on these layoffs from the parent company level but again, our requests have gone unanswered. H&RB had their own layoffs last month however, there is no indication at this point whether cuts at H&RB would have anything to do with those at RSM/M&P.

We’re still accumulating details on these cuts, so get in touch with us about details on your office or discuss below. And don’t be shy, we know you McGladrey types been hesitant to call on us in the past.