If you’ve made the decision to upgrade from QuickBooks or another legacy accounting system to NetSuite. It’s a smart move, one that promises unified financial management, real-time visibility, and the scalability your growing business needs. The NetSuite license is purchased, your team is motivated, and you’re ready to transform your financial operations. 

Then comes the question: should you implement NetSuite on your own or bring in a consulting partner? 

On the surface, DIY implementation seems like the cost-effective choice. After all, your team knows the business better than anyone. Why pay for outside help when you can handle it internally? 

The reality isn’t as simple as it may appear. 

The True Price of Learning on the Fly 

NetSuite is a comprehensive enterprise resource planning system that touches every corner of your business. The platform’s flexibility is one of its greatest strengths, but it also creates complexity that DIY implementers often underestimate. 

Consider the opportunity cost: if your controller and two senior accountants spend 20 hours per week on implementation tasks for six months, you’re looking at over 1,500 hours of diverted attention. At a fully loaded cost of $75 per hour, that’s more than $112,000 in internal resources. And that’s before accounting for the productivity lost in their regular roles. 

Configuration Mistakes That Compound Over Time 

When you implement NetSuite without experienced guidance, you’re making foundational decisions without understanding their long-term implications. And these aren’t decisions you can easily reverse. Reconfiguring a live NetSuite instance after you’ve been using it for months means data migration, historical adjustments, and potential disruption to your financial close process. 

Common configuration mistakes in DIY implementations include: 

• Overly complex chart of accounts that creates reporting headaches 
• Inadequate subsidiary and department structures that limit financial visibility 
• Missing or incorrect tax configurations that create compliance risks 

Each of these mistakes carries a price tag in time, money, and missed opportunities for strategic financial management. 

The Data Migration Minefield 

Moving your financial data from QuickBooks or another legacy system into NetSuite is where many DIY implementations run into serious trouble. 

Without a structured data migration methodology, you’ll face: 

Data integrity issues: Customer names that don’t match between systems, duplicate vendor records, and inventory items with inconsistent naming conventions all create problems that multiply once they’re in NetSuite. 

Historical reporting gaps: If your data migration doesn’t maintain the integrity of period-over-period comparisons, you lose the ability to analyze trends and make informed decisions based on historical performance. 

Extended timelines: Teams that underestimate data migration complexity often find themselves stuck in implementation limbo, unable to go live with NetSuite but no longer confident in their old system. 

The Change Management Challenge 

Technology implementation succeeds or fails based on user adoption. Without a structured change management approach, you’ll face resistance, workarounds, and ultimately a system that isn’t delivering the value you expected. 

Professional implementation partners bring proven change management methodologies that include: 

• Role-based training programs that focus on how each user will work in NetSuite 
• Progressive rollout strategies that build confidence before expanding functionality 
• Executive communication that reinforces the strategic importance of the change 
• Ongoing support during the critical first months after go-live 

DIY implementations often shortchange change management because internal teams are too focused on technical configuration. The result? Finance staff who are unsure of your new system, operations teams that resist using the new inventory module, and executives who don’t yet trust the reports NetSuite generates. 

Learn more about how to Switch and Upgrade to NetSuite

Best Practices You Don’t Know You’re Missing 

NetSuite has evolved over two decades, and the platform includes hundreds of features and configuration options. Implementation partners who work with NetSuite daily across multiple industries bring accumulated wisdom about what works, what doesn’t, and what to avoid. 

They’ve seen the mistakes other companies have made and learned how to prevent them. They know which features solve specific business problems and which ones add complexity without commensurate value. They understand how growing businesses evolve and can configure your system to accommodate future needs without overcomplicating your initial implementation. 

This institutional knowledge isn’t available in NetSuite’s documentation or community forums. It’s derived from experience. 

The Timeline Reality Check 

Most businesses underestimate how long DIY NetSuite implementation takes. What starts as a “90-day project” stretches to six months, then nine, then a year. During this extended timeline, you’re operating in a state of uncertainty—not fully confident in your old system but not yet able to rely on NetSuite. 

This implementation limbo creates its own hidden costs: 

• Delayed strategic initiatives that depend on better financial visibility 
• Deferred hiring or expansion plans because you’re waiting for the new system 
• Mounting frustration among team members who see the project dragging on 
• Opportunity costs from competitors who moved faster with their digital transformation 

Professional implementation partners work with defined methodologies and realistic timelines. A phased approach to NetSuite deployment can have your core financial management live in six weeks, with additional functionality rolling out in subsequent phases. This gets you to value faster while minimizing disruption to ongoing operations. 

Calculating the Real Cost Difference 

Let’s be honest about the numbers.  

Professional NetSuite implementation requires investment. But when you calculate the total cost of ownership, the equation changes dramatically. DIY implementations carry hidden costs in diverted internal labor, extended timelines that delay business benefits, configuration mistakes requiring expensive rework, data integrity issues, integration gaps, change management failures, and ongoing support challenges. Partner-led implementations involve transparent professional services fees but deliver accelerated timelines, proven best practices, clean data migration, reliable integrations, structured change management, and continuous optimization. When you account for all the hidden costs, DIY implementation often costs as much or more than working with an experienced partner. 

A Smarter Path Forward 

The decision to implement NetSuite represents a strategic investment in your company’s financial infrastructure. You’re not just buying software; you’re transforming how your business manages operations, makes decisions, and scales for growth. 

You technically can implement NetSuite yourself. With enough time and perseverance, many companies eventually get a basic system running. But the real question is whether that’s the best use of your resources and whether the result will truly support your business objectives. 

Ready to Make Your NetSuite Implementation a Success? 

At BPM, our certified NetSuite professionals have helped dozens of growing businesses successfully transition from legacy accounting systems to fully optimized ERP environments. Our NetSuite Accelerator Program provides a structured, phased approach that minimizes risk while accelerating your time to value. 

We’ll work with you to understand your specific business processes and requirements, then deliver a NetSuite implementation configured to your needs. 

Contact BPM today to discuss how our NetSuite implementation services can help you avoid the hidden costs of DIY and get to value faster. 

Your company just closed its best quarter yet. Revenue is climbing, you’re adding headcount, and new opportunities keep coming.  

But behind the scenes, you’re finances are either falling behind or barely keeping pace.  

You know you need help, but you’re not sure what kind. Should you hire a bookkeeper? Bring on an accountant? Start looking for a CFO? The terminology alone is confusing, and making the wrong choice could cost you months of momentum and thousands of dollars in missteps. 

Here’s what we’ll clarify today: 

• The fundamental differences between bookkeepers, accountants, and CFOs 
• How to assess which financial functions your business actually needs right now 
• Why outsourced accounting solutions often provide better results for companies in growth mode 

What Bookkeepers, Accountants, and CFOs Actually Do 

The easiest way to understand these three roles is to think about them as different levels of financial engagement. Each builds on the previous one, moving from recording transactions to analyzing them to using that analysis for strategic decisions. 

Bookkeeping  

Bookkeepers handle the foundational work.  

They record daily transactions, reconcile bank statements, manage accounts payable and receivable, and process payroll. Think of bookkeeping as maintaining an accurate, up-to-date record of all money moving in and out of your business. It’s essential work, but it’s primarily backward-looking and transactional. 

Accounting 

Accountants take the data from the bookkeeping work and make sense of it.  

They prepare financial statements, help to ensure compliance with accounting standards, manage tax preparation, and provide analysis of your financial position.  

Accountants don’t just record what happened—they interpret it, identify patterns, and help you understand what your numbers mean for your business’s health.  

CFO 

CFOs operate at the strategic level.  

They use financial insights to drive business decisions, create forecasts and budgets, develop growth strategies, manage relationships with investors or lenders, and guide executive leadership on financial risk and opportunity. A CFO doesn’t just tell you what your numbers say—they tell you what to do about it. 

The challenge for growing businesses is that you rarely need all three functions at full capacity simultaneously. A $5 million company doesn’t need the same financial infrastructure as a $50 million company, but it needs more sophistication than a startup. Understanding where your business falls on this spectrum is the first step toward building the right financial team. 

How to Know Which Financial Capabilities Your Business Needs Right Now 

The question isn’t really “do I need a bookkeeper or an accountant?”—it’s “what financial capabilities does my business require to operate effectively and grow strategically?” Job titles matter less than functions. 

Start by assessing where your current financial operations are breaking down.  

Are invoices getting paid late because nobody’s tracking accounts receivable? That’s a bookkeeping gap. Are you making pricing decisions without understanding your actual unit economics? That’s an accounting gap. Are you turning down growth opportunities because you can’t articulate your financial capacity to investors or lenders? That’s a strategic finance gap. 

Bookkeeping vs Accounting 

Here are the clearest signs you’ve outgrown basic bookkeeping and need accounting-level support: 

• You can’t produce accurate financial statements within two weeks of month-end 
• You’re making major business decisions without understanding their financial implications 
• Tax season creates chaos because your books aren’t organized for tax preparation 
• You’re spending more time fixing data errors than analyzing business performance 
• You need financial reporting for investors, lenders, or board members but can’t generate it reliably 

Accounting vs CFO 

The move from accounting to CFO-level strategy is equally distinct. You know you need strategic financial leadership when you’re facing questions like:  

Should we raise capital or bootstrap? Which product lines actually drive profitability? How do we price for a new market? What does our cash runway look like if we accelerate hiring?  

These aren’t accounting questions—they’re business strategy questions that require financial skills to answer. 

When to Hire an Outsourced Accountant vs Building an In-house Team 

Let’s address the assumption most business leaders make: that hiring an in-house accountant is the default solution. It’s not, and for rapidly scaling mid-market companies, it’s often the wrong move. 

That single hire gives you one person’s experience, one person’s availability, and one person’s capacity. When they’re on vacation, sick, or leave for another opportunity, your financial operations stop or scramble. When you encounter a complex tax situation or need experience in revenue recognition standards, you hope that person has the right background. 

Outsourced accounting services provide a fundamentally different model. You get a team with diverse skillsets, scalable capacity, and proven processes. You’re not paying for downtime, training, or benefits—you’re paying for outcomes. 

The case for outsourcing becomes even stronger during rapid growth. When your business is scaling quickly, your financial operations need to scale with you. Hiring takes months. Training takes more months. Building processes from scratch takes even longer. Outsourced accounting teams bring established systems, technology infrastructure, and immediate capacity that grows with your business needs. 

This doesn’t mean in-house finance roles never make sense. Companies with highly specialized industry requirements or complex international operations benefit from dedicated internal finance leadership.  

But for most mid-market businesses in growth mode, outsourced accounting provides faster implementation, lower risk, and better results than building from scratch. 

Get the Financial Clarity Your Growing Business Deserves 

Scaling a mid-market business is challenging enough without worrying whether your financial operations can keep pace.  

BPM’s outsourced accounting services provide the comprehensive financial capabilities you need—from accurate bookkeeping to strategic insights—without the cost and complexity of building an entire finance department. 

Ready to build a financial function that scales with your ambitions?  

Contact BPM to explore how outsourced accounting can give your business the clarity and confidence to grow. 

The Wine and Agriculture sector stands at a pivotal juncture as producers confront unprecedented challenges and evolving market dynamics. After three decades of sustained growth, the wine industry faces its first prolonged period of demand contraction, driven by fundamental demographic shifts, trade disruptions, and intensifying climate pressures. Organizations that embrace innovation, optimize operations, and adapt their business models will emerge stronger in this transformative period. 

Five Wine and Agriculture Trends Shaping the Industry in the Coming Year 

1. Generational Shift Reshapes Consumption Patterns 

The wine industry is experiencing a fundamental demographic transition as Baby Boomers age out of their peak consumption years while younger generations demonstrate markedly different drinking behaviors. The number of wine drinkers in key global markets has fallen by 5 million people between 2021 and 2024, with over-55s now accounting for almost 50% of wine drinkers in many mature markets. However, Millennials and Generation Z consumers are willing to pay more per bottle for perceived quality and authenticity, challenging the traditional low-priced “starter wine” model. 

This evolution demands a recalibration of marketing strategies and product positioning. Wine producers must move beyond volume-based approaches to cultivate meaningful connections with younger consumers who value transparency, sustainability credentials, and experiential engagement over traditional brand loyalty. 

2. Tariff Turbulence Creates Operational Uncertainty 

Trade policy volatility has created divergent trajectories for domestic wine producers and importers, forcing strategic recalculations across the three-tier distribution system. Tariffs ranging from 10 to 30 percent on imported wines, depending on country of origin, have fundamentally altered competitive positioning and margin structures throughout the supply chain. 

For domestic wineries, these tariffs present a double-edged opportunity. While imported wines—which represent approximately 30% of U.S. wine volume—face price disadvantages that could drive consumers toward domestic alternatives, many U.S. producers rely heavily on export markets where retaliatory tariffs and diplomatic tensions threaten access to critical international revenue streams. California wine exports alone exceeded $1.5 billion annually in recent years, making trade relationships material to producer profitability. Complicating matters further, approximately 80% of the world’s cork supply originates from Portugal and Spain, while many premium wineries import French oak barrels and Italian bottles now subject to tariff exposure—compressing margins from multiple directions simultaneously. 

Importers and distributors face particularly acute challenges as tariff uncertainty forces reassessment of inventory strategies and portfolio composition, with many pausing shipments pending tariff clarity and creating cash flow disruptions throughout the distribution network. Successfully managing this environment requires scenario planning that accounts for multiple trade policy outcomes, strategic evaluation of export market dependencies versus domestic focus, and careful monitoring of how competitors adjust their international positioning in response to shifting trade winds. 

3. Climate Change Threatens Vineyard Viability and Typicity 

Climate change has moved from abstract concern to existential threat, with extreme weather events including wildfires, unprecedented frost damage, prolonged droughts, and heat waves fundamentally altering growing conditions. Research indicates that 70% of the world’s winemaking regions could become unsuitable for growing wine grapes if global temperatures exceed 2°C above preindustrial averages. 

Beyond production losses, rising temperatures are impacting ripening patterns, acidity levels, and phenolic maturity, threatening the “typicity” that defines region-specific wines and underpins traditional classification systems. 

Producers must invest in adaptation strategies including irrigation infrastructure, frost protection systems, vineyard relocation to higher elevations, and exploration of climate-resilient grape varieties while balancing these changes against established regional identities and appellations. 

4. Premiumization and Sustainability Drive Product Innovation 

Despite volume declines, consumers increasingly demonstrate willingness to spend more on wines with compelling provenance stories, focusing on natural, organic, low-intervention, and artisanal characteristics. The organic wine market is projected to grow at a compound annual growth rate of 10.3% between 2024 and 2030, while low-alcohol still wines grew at a 22% compound annual growth rate between 2018 and 2023. 

This premiumization trend reflects broader consumer priorities around health consciousness, environmental stewardship, and authenticity. Wineries that successfully communicate their sustainability practices—from regenerative agriculture to carbon footprint reduction—while maintaining quality standards will capture greater share of wallet from discerning younger consumers. 

5. Direct-to-Consumer Models Face Tasting Room Headwinds 

• Diversify Revenue Streams: Develop multiple channels for customer acquisition and retention, balancing traditional distribution with direct-to-consumer and digital commerce models 
• Strengthen Financial Resilience: Model multiple tariff and climate scenarios to stress-test cash flow projections and identify vulnerabilities in supply chains and pricing structures 
• Invest in Climate Adaptation: Implement vineyard management practices that build resilience against extreme weather, including water conservation infrastructure and heat mitigation strategies 
• Refine Marketing to Younger Demographics: Create occasion-based campaigns and authentic storytelling that resonates with Millennial and Generation Z values around sustainability, transparency, and experiential engagement 
• Optimize Cost Structures: Scrutinize operating expenses and identify efficiency opportunities as margin pressures intensify from both input cost inflation and competitive dynamics

Learn more about our Wine and Agribusiness Tax Advisory Consulting Services

How BPM Can Help 

BPM provides comprehensive accounting, tax, audit, and advisory services designed specifically for the wine and agriculture sectors. Our professionals understand the unique challenges facing wineries and agricultural producers, from inventory accounting and compliance requirements to estate planning and succession strategies.   

Whether you’re managing complex direct-to-consumer sales tax obligations, optimizing entity structures, navigating tariff implications, or developing long-term financial plans to weather industry volatility, BPM delivers practical solutions grounded in deep sector knowledge. Contact us today to discuss how we can support your organization through this period of transformation and position you for sustainable success. 

If you’re planning to retire at 65, you’re approaching what’s traditionally been considered “full” retirement age—the milestone when Social Security, Medicare, and all the systems you’ve been paying into for decades finally align to support your retirement lifestyle. 

At 65, your retirement planning landscape expands to include new opportunities and systems that weren’t available before. You’re asking both “How do I continue building wealth strategically?” and “How do I make this wealth work most effectively to accomplish everything I want to do with it?” 

Your financial planning focus naturally centers on managing portfolio distributions efficiently, coordinating multiple benefit systems, and implementing sophisticated wealth transfer strategies while you’re still healthy and able to make these decisions. 

How much do you need in your portfolio to retire at 65? 

Retiring at 65 allows for more traditional withdrawal rates since you have immediate Medicare cost savings and full Social Security benefits.  

However, high earners have some unique considerations, including Medicare premium surcharges and the opportunity to optimize substantial Required Minimum Distributions in just a few years. 

Here’s what you may need based on different spending levels, assuming a 4% withdrawal rate.  

Annual Expenses	Portfolio Needed (No Bridge Income)	Portfolio with $100K Bridge Income
$100,000	$2.5 million	$1.0 million
$150,000	$3.8 million	$2.3 million
$200,000	$5.0 million	$3.5 million
$300,000	$7.5 million	$6.0 million
$500,000	$12.5 million	$10.0 million

The 15-20x expense rule becomes much more accurate at 65 when you factor in Medicare cost advantages. Someone spending $200,000 annually might need $4 million+ when accounting for Social Security supplementation and the significant savings from Medicare versus private insurance. 

Keep in mind that, depending on your date of birth, large Required Minimum Distributions may begin at age 73, creating opportunities for strategic tax planning. If you have portfolios exceeding approximately $2.6 million in tax-deferred accounts, you’ll be managing RMDs exceeding $100,000 annually, which creates both tax planning considerations and opportunities for continued wealth optimization. 

New financial roadblocks to plan for when retiring at 65 

At 65, retirement planning evolves to include strategic optimization and purposeful distribution alongside continued growth opportunities. 

IRMAA 

Medicare eligibility eliminates the uncertainty of healthcare coverage, but it introduces some new considerations you’ll want to understand.  

Medicare includes income-related premium surcharges, called IRMAA (Income-Related Monthly Adjustment Amount), which can significantly impact your healthcare costs. These surcharges apply to individuals with 2023 income above $106,000 or married couples above $212,000. 

For 2025, Part B surcharges range from $74 to $443.90 monthly, while Part D surcharges range from $13.70 to $85.80 monthly. This means high-earning retirees could pay an additional $530 per month ($6,360 annually) on top of standard Medicare premiums. 

What makes IRMAA particularly challenging for retirement planning is the two-year lag time. Your 2025 Medicare premiums are based on your 2023 income, which creates timing complications for strategies like Roth conversions and large withdrawals.  

Additionally, you’ll need to make decisions about Medicare supplement insurance (Medigap) versus Medicare Advantage plans that will affect your coverage for years to come. Supplement premiums provide predictable costs and broader provider networks, while Advantage plans offer lower premiums but typically have more restricted networks. 

You’ll want to coordinate your choices with HSA usage strategies. HSAs become particularly powerful accounts after 65, allowing tax-free withdrawals for qualified medical expenses or taxable withdrawals for any purpose without penalties. 

Required Minimum Distributions  

Substantial retirement account balances create RMD requirements beginning at age 73. Portfolios exceeding $1 million in tax-deferred accounts will generate RMDs exceeding $40,000 annually, increasing each year based on life expectancy tables. 

The key is planning now, while you still have eight years to implement strategies that can optimize the tax impact of these distributions. This creates opportunities for continued wealth optimization rather than just tax minimization. Large RMDs can also trigger or increase IRMAA surcharges, making coordination between RMD planning and Medicare premium management essential. 

Qualified longevity annuity contracts (QLACs) offer one strategic approach worth considering. QLACs allow up to $200,000 of retirement account assets to be invested in deferred annuities that begin payments at age 85. This creates opportunities for managing Required Minimum Distribution calculations while providing a source of income later in life.  

Qualified charitable distribution planning becomes available at age 70½, allowing up to $105,000 annually to be donated directly from IRAs to qualified charities without generating taxable income. This satisfies RMD requirements while avoiding tax consequences—a powerful strategy for charitably inclined retirees. 

Tips to keep optimizing your wealth  

At 65, your financial strategies focus on optimizing wealth growth, managing tax-efficient distributions, and implementing sophisticated planning techniques while you have the health and time to maximize these opportunities. 

Keep making retirement contributions 

If you’re still working, you have valuable opportunities to maximize your tax-advantaged savings: 

• 401(k) contributions: $23,500 plus $7,500 catch-up in 2025 
• IRA contributions: $7,000 plus $1,000 catch-up 
• HSA maximization: $4,300 individual or $8,550 family coverage 

These provide opportunities for continued tax-advantaged wealth building while potentially reducing your current-year income for IRMAA calculation purposes—a valuable double benefit that becomes particularly strategic at this stage. 

Refresh your investment approach 

Asset allocation becomes particularly strategic at 65. You’ll want to maintain growth potential for long-term wealth building while having adequate liquidity for distributions.  

Consider a glide path approach that maintains meaningful equity exposure that gradually adjusts your asset allocation over time. Many retirees keep 60-70% of their portfolio in equities to combat inflation and have potential market growth.  

Tax-loss harvesting in taxable accounts can provide ongoing benefits, generating losses to offset gains while maintaining your desired asset allocation. 

Claim Social Security at the right time 

At 65, your Social Security claiming options depend on when you were born. 

If you were born before 1960, you may have already reached or passed full retirement age (which ranges from 65 to 66 years and 10 months). If you were born in 1960 or later, your full retirement age is 67, meaning at 65, you’re still two years away from receiving your full benefit amount. 

You can claim Social Security as early as 62, but benefits are permanently reduced by approximately 25-30% compared to full retirement age benefits. If you’re 65 and born in 1960 or later, claiming now would still be considered “early” with reduced benefits. 

For every year you delay claiming past full retirement age, your benefits increase by approximately 8% annually. This can result in benefits that are 24-32% higher than your full retirement age amount, depending on your birth year—a significant boost that lasts for life. 

If you’re married, coordinating claiming strategies between spouses becomes particularly valuable when you consider different birth years and full retirement ages. Spousal benefits and survivor benefits are based on the higher earner’s benefit amount and can last for decades. 

The key is understanding where you stand relative to your specific full retirement age and viewing Social Security as one component of your overall retirement income strategy, coordinating it with portfolio withdrawals, RMD planning, and IRMAA management. 

Look into legacy planning opportunities 

At 65, you have valuable opportunities to implement wealth transfer strategies that may have been in the planning stages for years. Whether it’s grandchildren’s education funding, family business succession, or charitable legacy planning, you can coordinate active wealth transfer while continuing to build wealth for your own goals. 

Many families at this stage find themselves balancing immediate family support with long-term wealth transfer objectives. Generation-skipping transfer tax exemptions allow substantial wealth transfers to grandchildren, while charitable giving strategies like donor-advised funds provide immediate tax deductions with flexible distribution timing.  

The key is coordinating these strategies with your other retirement income sources and upcoming Required Minimum Distributions to optimize the timing and tax benefits. 

Create your comprehensive wealth plan 

Your retirement at 65 represents an exciting new chapter where decades of planning and saving create opportunities for both enjoying your wealth and continuing to build it strategically. It’s about optimizing all the systems and benefits you’ve earned while creating a legacy that reflects your values and supports the people and causes you care about. 

If you’re ready to explore how to optimize your wealth strategies and distribution approaches at this important milestone, contact BPM’s wealth management team to develop comprehensive strategies that coordinate Medicare benefits, tax optimization, RMD planning, and legacy implementation tailored to your specific situation. 

This material is for informational purposes only and is not intended to provide specific advice or recommendations for any individual. This information is not intended for use as tax advice. The examples given are hypothetical and are for illustrative purposes only. Actual results may vary from those illustrated. Guarantees are based on the claims-paying ability of the issuing company. 

Securities offered through Valmark Securities, Inc. Member FINRA, SIPC | Investment Advisory services offered through BPM Wealth Advisors, LLC and/or Valmark Advisers, Inc. each an SEC Registered Investment Advisor | BPM LLP and BPM Wealth Advisors, LLC are entities separate from Valmark Securities, Inc. and Valmark Advisers, Inc.  

The Nevada Employee Savings Trust (NEST) Program officially launched on July 1, 2025, marking a pivotal moment for Nevada employers and their workforce. For business owners in the Silver State, this new requirement could significantly impact operations and employee benefits strategy. 

Understanding the challenges of running a business while caring for employees’ future, this guide aims to help navigate the transition smoothly. Here’s what business owners need to know about NEST and how it might affect their operations. 

What is the Nevada Employee Savings Trust Program? 

The NEST Program represents Nevada’s commitment to addressing the retirement savings gap that affects an estimated 500,000 Nevadans who currently lack access to employer-sponsored retirement plans. This state-facilitated program allows employees to save post-tax dollars directly from their paychecks through state-administered individual retirement accounts (IRAs). 

Here’s how it works: If a business has six or more employees, has operated for at least 36 months, and doesn’t currently offer a tax-favored workplace retirement plan, it’s required to either enroll workers in NEST or provide an alternative retirement savings option through a chamber of commerce or trade association. 

The program features automatic enrollment for eligible employees at a default contribution rate of 5%, though workers can opt out if they choose or elect their own contribution rate. Employees maintain control over their accounts and can withdraw contributions at any time to meet financial emergencies, consistent with federal law. 

Understanding obligations as a Nevada employer 

Who must comply with NEST? 

A business falls under the NEST mandate if it meets these criteria: 

• Employs six or more workers 
• Has been in business for at least 36 months 
• Doesn’t currently offer a tax-favored workplace retirement plan 
• Operates within Nevada 

Which employees are covered? 

The program covers employees who: 

• Have been employed for 120 days or more 
• Are at least 18 years of age 
• Receive wages or other compensation 

Employee exemptions 

Certain employees are not covered by NEST, including those who: 

• Work for federal, state, or other government entities (counties, municipal corporations) 
• Make contributions to a Taft-Hartley multiemployer pension trust fund 
• Are covered under the federal Railway Labor Act 

Compliance options 

Employers have two primary paths to meet the NEST requirement: 

Option 1: Participate in NEST Automatically enroll eligible employees in the state-run program, which handles investment management and account administration. 

Option 2: Offer an alternative Implement a tax-favored workplace retirement plan or join a program offered through a trade association or chamber of commerce. 

Frequently asked questions about NEST 

What are employers’ responsibilities? 

Covered employers must automatically enroll eligible employees and share program information with their workforce. They can choose to use payroll providers or manage contributions directly through the NEST employer portal via ACH transfer or Excel file uploads. 

What is the default contribution rate? 

The NEST Program sets a default contribution rate of 5% of employee compensation, though employees can choose different rates or opt out entirely. 

What investment options are available? 

Employees can choose from several investment options based on their risk preferences, though specific details about the number and types of investments are determined by the Board of Trustees. 

Are employee records confidential? 

Yes, participant information is deemed confidential and not subject to public records requests. 

How is the program governed? 

A six-member Board of Trustees serves as fiduciary to the Trust, including the State Treasurer (Chair), Lieutenant Governor, and appointees representing employers, investment experience, retirees, and small business. The Nevada State Treasurer’s Office provides administrative support. 

Do employers need payroll providers? 

No, while many companies use payroll providers for NEST contributions, it’s not required. Employers can manage contributions directly through the NEST employer portal or by uploading Excel files. 

Why consider an employer-sponsored plan instead 

While NEST provides a valuable service for employees without retirement benefits, establishing an employer-sponsored plan offers several compelling advantages: 

Greater control and customization 

With their own plan, employers can tailor the program to match company culture and employee needs. This includes selecting investment options, setting contribution parameters, and designing features that align with business goals. 

Higher contribution limits 

Employer-sponsored 401(k) plans allow significantly higher contribution limits than IRA-based programs. For 2025, employees can contribute up to $23,500 to a 401(k), with additional catch-up contributions for those 50 and older. For 2026, employees can contribute up to $24,500 to a 401(k), with an additional $8,000 catch-up contribution available for those aged 50 and older. 

Enhanced employee benefits 

Employers can offer matching contributions, profit-sharing arrangements, and other features that boost employee engagement and retention. These benefits often serve as powerful recruitment and retention tools. 

Tax advantages for businesses 

Employer contributions to qualified retirement plans are typically tax-deductible business expenses, providing immediate tax benefits for companies. 

Pre-tax contribution options 

Unlike NEST’s post-tax contribution structure, employer-sponsored plans typically offer pre-tax contribution options, which can provide immediate tax benefits for employees. 

Making the right choice for businesses 

Deciding between NEST participation and implementing a retirement plan requires careful consideration of several factors: 

• Budget for employee benefits 
• Complexity willing to manage 
• Long-term business and workforce goals 
• The competitive landscape in the industry 

Some businesses find NEST’s simplicity appealing, especially if they’re not ready for the administrative responsibilities of their own plan. Others view a comprehensive retirement benefit as a strategic investment in their workforce. 

Implementation considerations and next steps 

Regardless of which path employers choose, taking action now is crucial. Here are key steps to consider: 

Assess current situation 

Review employee count, business tenure, and existing benefits to determine compliance status under the six-employee threshold. 

Evaluate options 

Consider the costs, benefits, and administrative requirements of both NEST participation and alternative retirement plans. 

Plan timeline 

Factor in the 120-day employee tenure requirement, implementation time, employee communication needs, and any payroll system changes required. 

Communicate with employees 

Workers deserve to understand how these changes will affect them. Clear, timely communication helps build trust and participation, especially regarding the automatic enrollment feature and 5% default contribution rate. 

How BPM can support retirement benefits strategy 

Navigating Nevada’s new retirement savings landscape doesn’t have to be overwhelming. BPM helps businesses understand the NEST requirements and evaluate all available options. 

Whether employers are leaning toward NEST participation or considering an employer-sponsored plan, BPM’s team can guide them through the decision-making process. The firm helps businesses understand the financial implications, administrative requirements, and strategic considerations for each option. 

If businesses decide to implement their own retirement plan, BPM provides comprehensive support from initial design through ongoing administration. The goal is to maximize the value of the investment while minimizing the administrative burden on teams. 

Employees’ financial security matters, and the decisions made today will impact their retirement readiness for decades to come. The complexity of compliance shouldn’t prevent businesses from making the best choice for their company and their team. 

Ready to explore options? Contact BPM today to discuss how the firm can help navigate Nevada’s retirement savings requirements and create a benefits strategy that works. BPM can help turn this mandate into an opportunity for companies and their employees. 

The Life Sciences sector continues to confront a dynamic landscape marked by technological innovation, evolving regulatory frameworks, and shifting capital dynamics. While venture funding has moderated from peak levels, strategic M&A activity and selective public market transactions signal continued confidence in high-quality assets.  

As biotech, medtech, diagnostics, and pharmaceutical companies position themselves for sustainable growth, several critical trends are reshaping how these organizations operate, compete, and create value. 

Six Areas Influencing the Industry Next Year 

1. Precision and Personalized Medicine Takes Center Stage

The expansion of precision and personalized medicine represents one of the most significant shifts in therapeutic development and patient care. Advances in genomics, companion diagnostics, and targeted therapies are enabling treatments tailored to individual patient profiles, moving away from the traditional one-size-fits-all approach. 

This trend is accelerating commercial opportunities but also raising operational complexity. Companies must invest in robust data infrastructure to capture and analyze patient-level information, while simultaneously building partnerships with diagnostic providers and genetic testing laboratories. The convergence of therapeutic development with diagnostic capabilities is no longer optional; it’s becoming a competitive necessity for organizations seeking to differentiate their pipelines and demonstrate clinical value. 

2. Digital and Decentralized Clinical Trials Alter Development Timelines 

Clinical trial design is undergoing fundamental transformation through digitalization and decentralization. Decentralized Clinical Trials (DCTs) leverage telemedicine, wearable devices, and home-based monitoring to expand patient access, improve retention, and accelerate enrollment timelines. 

The shift toward digital trials creates new operational and regulatory considerations. Organizations must: 

• Establish technology partnerships 
• Implement secure data collection systems 
• Ensure compliance with evolving guidance on remote monitoring and patient privacy 

While DCTs offer significant advantages in speed and reach, they require upfront investment in digital infrastructure and careful change management to ensure sites, investigators, and patients can effectively participate in these new models. 

3. Biomanufacturing Scaling and Supply Chain Resilience Are Priorities 

The proliferation of novel modalities (including cell and gene therapies, RNA-based treatments, and complex biologics) is placing unprecedented demands on manufacturing capabilities. These advanced therapies require specialized facilities, sophisticated quality systems, and highly trained personnel that are in limited supply. 

Companies are responding by: 

• Securing flexible manufacturing partnerships 
• Diversifying their contract manufacturing organization (CMO) relationships 
• In some cases, making strategic investments in internal capacity 

Supply chain resilience has moved from a back-office concern to a board-level priority, particularly as regulatory scrutiny and geopolitical trade dynamics introduce additional uncertainty into global manufacturing strategies. Organizations that can demonstrate agile, redundant, and compliant manufacturing capabilities will be better positioned to commercialize their pipelines successfully. 

4. Value-Based Contracting Pressure Intensifies Across Markets 

Payers worldwide are demanding greater evidence of real-world outcomes before committing to premium pricing for new therapies and devices. Value-based contracting (where reimbursement is tied to demonstrated patient outcomes rather than volume) is becoming the norm rather than the exception. 

This shift requires Life Sciences companies to rethink their commercial models, pricing strategies, and post-market evidence generation. Organizations must develop sophisticated outcomes-tracking systems, build capabilities in health economics and outcomes research (HEOR), and create flexible contracting structures that align with diverse payer requirements across geographies. The ability to demonstrate and capture value in real-world settings is increasingly determining market access and commercial success. 

5. Federal Research Funding Constraints Reshape Innovation Landscape 

Throughout 2025, the Trump administration has implemented significant changes to federal science funding that are fundamentally altering the research ecosystem for life sciences companies. The National Institutes of Health scaled back new grant awards by approximately $2.3 billion in the first nine months of the year—a roughly 28% contraction—with the biggest shortfalls hitting infectious disease research, cardiovascular and pulmonary studies, and basic biological research.  

Beyond direct funding cuts, the administration introduced a 15% cap on indirect costs for NIH grants, a dramatic reduction from the negotiated rates of 30-45% that research institutions typically receive to cover facilities, administration, and infrastructure expenses. While federal courts have temporarily blocked some aspects of these policies, the volatile funding climate has created widespread uncertainty across academic institutions and their commercial partners. 

The ripple effects extend directly into the biotech sector’s innovation pipeline. Venture investors warn that cutting federal support for basic science threatens the foundation of drug development, as early academic discoveries typically provide the basis for startup formation. Enrollments in PhD programs for life and biomedical sciences have flatlined, and early-career grant awards fell to their lowest levels since 2016—a trend that will constrain the scientific workforce for years to come.  

Biotech companies are responding to investor skittishness by reducing development programs and staff, with some industry leaders warning that these cuts could hand global biotech leadership to China. The administration’s stated goal of achieving better “geographic balance” in research funding adds another layer of uncertainty for established life sciences hubs. 

Life sciences companies should reassess their R&D strategies to account for diminished federal research partnerships. Organizations historically reliant on academic collaborations and NIH-funded talent pipelines may need to diversify their discovery engines through expanded industry partnerships, international research alliances, or increased internal basic research capabilities.  

Companies with strong cash positions should evaluate opportunities to acquire promising technologies from academic institutions facing funding pressure. Additionally, businesses should monitor how funding redistribution affects regional talent availability and consider how shifts in the academic research landscape might create new competitive advantages—or vulnerabilities—in specific therapeutic areas or technology platforms. 

6. Regulatory Focus on AI and Algorithms in Medical Devices Sharpens 

As artificial intelligence and machine learning become embedded in medical devices and diagnostic tools, regulatory agencies are developing more sophisticated frameworks to evaluate these technologies. The FDA and international counterparts are issuing guidance on algorithm validation, post-market surveillance of AI systems, and transparency requirements for machine learning models. 

Device manufacturers must prepare for heightened regulatory expectations around algorithm performance, bias testing, and ongoing monitoring of AI-enabled products. This includes investing in regulatory affairs talent with digital health fluency, establishing robust quality management systems for software-as-a-medical-device (SaMD), and building relationships with regulatory bodies early in the development process. Companies that proactively address these regulatory requirements will avoid costly delays and demonstrate commitment to patient safety. 

Learn more about our Life Science Industry

Strategic Imperatives for Life Sciences Leaders 

To capitalize on these trends and navigate industry headwinds, Life Sciences executives should consider the following actions: 

• Invest in Digital Therapeutics and Data Platforms – Build or acquire capabilities that enable patient-level data capture, analysis, and therapeutic personalization 
• Secure Flexible Manufacturing Partnerships – Diversify CMO relationships and ensure supply chain resilience for novel modalities with specialized production requirements 
• Adapt Pricing Models to Outcomes – Develop contracting frameworks that tie reimbursement to real-world performance and build HEOR capabilities to support value demonstrations 
• Prioritize Regulatory and Quality Talent – Hire professionals with digital health, AI/ML, and advanced therapy regulatory experience to navigate evolving compliance landscapes 
• Accelerate Genomics and Companion Diagnostics Programs – Integrate diagnostic capabilities into therapeutic development strategies to enable precision medicine approaches

How BPM Can Support Your Strategic Objectives 

BPM works alongside Life Sciences organizations to address the financial, operational, and strategic challenges created by these industry trends. Our integrated teams provide accounting, tax planning, audit assurance, and advisory services tailored to the unique needs of biotech, medtech, diagnostics, and pharmaceutical companies at every stage of growth.  

Whether you’re navigating complex M&A transactions, implementing value-based contracting models, scaling manufacturing operations, or preparing for regulatory milestones, BPM delivers practical guidance to help you achieve your objectives. Contact us to learn how we can support your organization’s success in this dynamic environment. 

As we enter 2026, the M&A landscape is poised for acceleration. After several years of deal activity constrained by elevated interest rates and economic uncertainty, market conditions are improving—but complexity is intensifying. Deal-makers face a paradox: more opportunities are emerging, yet the scrutiny required to execute successful transactions has never been higher. 

Exploring the Top 4 M&A Trends for 2026 

The coming year will reward those who approach M&A with strategic clarity, robust diligence processes, and the agility to navigate evolving market dynamics. Here are four defining trends shaping the M&A environment in 2026. 

1. Financing Conditions Improve, but Scrutiny Remains 

The interplay between economic conditions and M&A activity continues to drive deal flow. Forecasts show a clear uptick in both transaction volume and deal value as financing conditions improve and buyers look to consolidate market positions. Cost of capital and credit availability, however, remain critical determinants of deal structure and returns. 

As one recent analysis notes, “The interplay between economic conditions and M&A activity remains a critical area for businesses to monitor.” While private credit alternatives and bridge financing options have expanded, buyers can no longer rely on cheap debt to paper over valuation gaps. Instead, successful acquirers are taking a more disciplined approach—running multiple financing scenarios during deal modeling, locking in favorable terms earlier in the process, and stress-testing leverage assumptions against various rate environments. 

The financing landscape demands that deal teams revisit covenant tolerances and build in flexibility for both hawkish and easing rate scenarios. Organizations that proactively secure commitment letters and explore private credit alternatives position themselves to move quickly when the right opportunity emerges. 

2. Private Equity Activity Accelerates Integration Pressures 

Private equity activity and exits are rebounding, fueling significant deal flow through platform exits, add-on acquisitions, and industry rollups. This creates both heightened competition for quality assets and increased focus on post-deal integration to deliver promised synergies. 

PE firms are deploying substantial dry powder, particularly targeting companies with strong operating leverage and proven management teams. But as deal velocity increases, integration execution becomes the difference between value creation and value destruction. Talent retention emerges as a recurring integration risk, especially in acquisitions where intellectual capital drives business value. 

Forward-thinking acquirers are addressing these risks upfront by: 

• Building retention packages and key-person plans directly into term sheets for talent-dependent targets 
• Developing comprehensive integration playbooks covering finance, HR, sales, and technology functions with clear KPI milestones 
• Structuring earn-outs and governance provisions during deal negotiation to align stakeholder incentives from day one 

3. Strategic Buyers Chase AI and Technology Capabilities 

Industry focus continues shifting toward technology-enabled deals, with AI, data infrastructure, software, and cybersecurity leading transaction activity. Buyers increasingly pursue tuck-in acquisitions that add AI capabilities or meaningfully improve competitive positioning against emerging rivals. 

According to recent market analysis, PE-backed technology transactions have already exceeded last year’s total in deal value, with particular momentum in data centers, AI applications, and cloud infrastructure. The market opportunity extends across sectors as companies in traditional industries seek to acquire technical capabilities rather than build them organically. 

This trend requires acquirers to refine their evaluation frameworks. Rather than chasing one-off revenue lifts, successful deal-makers prioritize transactions that deliver durable strategic capabilities: proprietary data sets, machine learning models, scalable cloud infrastructure. Quick strategic teardown templates that assess target IP, data assets, and licensing risks become essential tools. Many buyers are adopting “buy and build” strategies to rapidly gain scale in high-demand technology subsectors. 

4. Cybersecurity Emerges as a Deal Showstopper 

Cyber risk has evolved from a diligence checklist item to a potential deal-breaker. Buyers now routinely include specific cybersecurity representations, warranties, and pricing adjustments in transaction agreements. Post-deal cyber incidents can materially erode value, making pre-transaction cyber health assessments non-negotiable. 

Leading practice now demands: 

• Formal pre-deal cyber assessments including penetration testing, controls inventories, incident histories, and data mapping 
• Clear remediation roadmaps with escrow or indemnity provisions for unresolved vulnerabilities 
• Integrated IT and cyber integration plans with defined timelines, ownership, and budgets established before deal signing 

Organizations that treat cybersecurity as a strategic priority rather than a compliance exercise protect deal value and position themselves for smoother post-close integration. 

Learn more about our M&A Tax Services

Strategic Imperatives for 2026 

To capitalize on the M&A opportunities ahead while managing heightened complexity, business leaders should focus on: 

• Financing preparedness: Model multiple rate scenarios, explore diverse financing sources, and move quickly to lock in favorable terms 
• Integration excellence: Build comprehensive playbooks before deals close, with particular attention to talent retention and technology integration 
• Strategic capability building: Prioritize acquisitions that deliver lasting competitive advantages in AI, data, and technology 
• Cyber vigilance: Make robust cybersecurity assessments mandatory and integrate cyber planning into deal timelines 

How BPM Can Help 

The 2026 M&A environment rewards preparation, discipline, and strategic clarity. BPM’s transaction advisory team provides comprehensive support across the deal lifecycle—from target evaluation and quality of earnings analysis through integration planning and post-close optimization. Our integrated approach combines financial due diligence, and cybersecurity assessment to help clients navigate complexity and maximize transaction value. 

“The uptick in clients working with us to prepare for a sale signals a promising 2026 for our buyer universe.” – Craig Hamm 

Whether you’re exploring strategic acquisitions, preparing for a liquidity event, or evaluating partnership opportunities, our team can help you make informed decisions with confidence. Contact us to discuss how we can support your M&A objectives in 2026. 

Tariff policies shift with political winds, leaving consumer businesses scrambling to protect their margins. One quarter, your import costs remain stable. The next, new trade restrictions threaten to upend your entire supply chain. This volatility has become the norm rather than the exception, and companies that wait to react often find themselves at a disadvantage.  

Smart businesses don’t just respond to tariff changes, they build resilience into their operations before disruptions hit.  

5 Strategies for Managing Tariff Uncertainty for Consumer Businesses 

This article explores practical strategies for managing tariff uncertainty, from supply chain diversification to pricing models that can withstand sudden cost fluctuations. 

1. Assess Your Exposure Before Crisis Hits 

You can’t protect your business from risks you haven’t identified. Start by mapping every product line to its country of origin and understanding which tariff codes apply to your imports. Many companies discover they’re more vulnerable than they realized once they complete this analysis.  

Calculate what a 10%, 25%, or even 50% tariff increase would mean for each product category. Run these scenarios against your current margin structure. This exercise reveals which products can absorb cost increases and which ones put your profitability at risk. 

Document your findings in a format your team can update regularly. Trade policies evolve constantly, and your risk assessment should evolve with them. 

2. Diversify Your Supply Chain Strategically 

Relying on a single country for your products leaves you exposed to that nation’s trade relationships. Companies that source from multiple regions can shift production when tariffs hit specific countries. 

This doesn’t mean you need to immediately establish relationships in five new countries. Start by identifying two or three alternative sourcing locations for your highest-risk products. Research the manufacturing capabilities, quality standards, and logistics infrastructure in these regions. 

Consider nearshoring options that might offer shorter lead times and reduced transportation costs alongside tariff benefits. Mexico, Central America, and other locations close to major markets have become increasingly attractive as companies rethink their supply chains. 

Remember that diversification takes time to implement. Begin building these relationships now, even if you don’t need them immediately. 

3. Build Flexibility into Your Contracts 

Long-term contracts with fixed pricing sound great until tariffs change overnight. Your agreements with both suppliers and customers should account for significant cost fluctuations beyond anyone’s control. 

Include tariff adjustment clauses in supplier contracts that outline how unexpected trade policy changes will be handled. These provisions should specify what triggers an adjustment, how you’ll calculate the impact, and what documentation you’ll require. 

On the customer side, consider moving away from rigid annual pricing agreements. Quarterly reviews or cost-adjustment mechanisms tied to tariff changes help you maintain margins without surprising your buyers with sudden price increases. 

4. Develop Dynamic Pricing Strategies 

Static pricing models crumble under tariff pressure. You need pricing strategies that can flex with changing costs while keeping your products competitive. 

Some companies implement tiered pricing based on order volume and timing. This approach rewards customers who commit to larger purchases while giving you room to adjust prices for smaller orders as costs change. 

Others use index-based pricing tied to specific cost inputs. When tariffs increase your landed costs by a measurable amount, your prices adjust accordingly based on a predetermined formula. This transparency helps maintain trust with customers during difficult conversations about price increases. 

Test your pricing models against various tariff scenarios to help ensure they’ll work when you need them most. 

5. Monitor Policy Changes Actively 

Trade policy doesn’t announce itself with months of warning. You need systems in place to catch changes quickly and assess their impact on your business. 

Subscribe to trade publications and government updates relevant to your industry. Assign someone on your team to monitor these sources regularly, not just when a crisis erupts. 

Join industry associations that track policy developments and advocate for their members. These groups often have advance insight into proposed changes and can help you understand the implications faster than you could working alone. 

Learn more about our Consumer Business Industry Solutions

Partner with Professionals Who Understand Your Challenges 

The strategies outlined here require significant analytical work, industry knowledge, and ongoing attention. BPM works with consumer businesses to develop tariff management strategies that protect profitability without sacrificing growth. Our team helps companies assess their exposure, model different scenarios, and implement the financial and operational changes needed to thrive despite trade uncertainty. 

We don’t just offer advice, we work alongside your team to execute these strategies and adjust them as conditions change. To discuss how we can help you build a more resilient operation, contact us. 

 

Most growing businesses can tell you their revenue and profit margins, but few can quantify the return on their finance function.  

Understanding the true ROI of a full-service outsourced accounting partner means looking beyond cost savings to measure the business outcomes that drive growth, reduce risk, and free up leadership to focus on what matters most. 

Why ROI Matters When Evaluating Your Finance Function 

For growing businesses, the finance function is more than a back-office necessity—it’s a strategic asset. Yet many companies still evaluate accounting services the same way they would a vendor: by price alone. This approach misses the bigger picture. 

Traditional ROI calculations focus on cost reduction, but the real value of a full-service accounting partner lies in measurable business impact. That includes: 

• Faster decision-making 
• Reduced compliance risk 
• Improved cash flow visibility 
• Access to senior-level financial talent without the overhead of a full-time hire 

When evaluating outsourced accounting ROI, the question isn’t just “How much does this cost?” It’s “What does this enable us to do that we couldn’t do before?” 

Find out more about the Benefits of Outsourced Accounting

What Full-Service Accounting Actually Delivers 

The term “full-service outsourced accounting” gets used often, but what does it actually mean in practice?  

It’s more than bookkeeping or tax preparation. A true full-service partner handles everything from daily transaction management and financial reporting to compliance, strategic advisory, and CFO-level guidance. 

This integrated approach creates compounding value.  

• Clean, accurate books lead to reliable financial reports  
• Reliable reports enable better forecasting 
• Better forecasting drives smarter capital allocation, hiring decisions, and growth strategies 

When these functions work together under one roof, businesses gain clarity and confidence that piecemeal solutions can’t provide. 

For growing companies, this matters even more. You’re not just maintaining the status quo—you’re building infrastructure that can scale with you. Outsourced accounting services offer access to senior-level experience without the cost and complexity of hiring, onboarding, and managing a full in-house team. You get the skill set of a finance department with the flexibility and efficiency of an external partner. 

The result? Leadership spends less time troubleshooting accounting issues and more time focusing on growth. Financial data becomes a tool for decision-making, not a source of stress. And as your business evolves, your finance function evolves with it—without the delays and disruptions that come with staff turnover or capacity limits. 

How to Measure Accounting Outsourcing ROI 

Measuring the ROI of outsourced accounting requires looking beyond simple cost comparisons. True ROI calculation means evaluating both quantifiable gains and strategic value that might not appear on a traditional balance sheet. 

Time Recaptured by Leadership 

Start by considering how many hours per week your leadership team spends on financial tasks. This includes reviewing reports, chasing down errors, preparing for tax season, managing bookkeepers, or simply trying to make sense of your numbers.  

A full-service accounting partner reduces this burden. You still review reports and make decisions, but you’re no longer troubleshooting, managing processes, or playing catch-up with your own financial data. That recaptured time can be redirected toward activities that actually grow your business. 

Risk Mitigation and Compliance Confidence 

Compliance errors, late filings, and inaccurate reporting carry real costs. State and federal penalties for missed deadlines can range from hundreds to thousands of dollars per incident.  

Audit issues can consume weeks of leadership attention and professional fees. Poor decisions based on unreliable data can cost far more—an ill-timed hire, a missed cash flow problem, or an inaccurate investor presentation. 

A full-service partner reduces these risks through deep skill, quality control processes, and proactive oversight. They stay current on regulatory changes, maintain documentation standards, and catch issues before they become problems.  

The value isn’t just in avoiding penalties—it’s in the confidence to make decisions quickly, knowing your numbers are accurate and your compliance position is solid. 

Operational Efficiency and Financial Clarity 

Faster monthly close cycles mean you have current data when you need it, not weeks after the period ends. This matters when you’re evaluating new opportunities, responding to market changes, or reporting to investors and lenders. Many growing businesses close their books 15-20 days into the following month. A strong accounting partner can often cut that to 5-10 days. 

Improved cash flow visibility helps you manage working capital more effectively. You can identify trends, anticipate shortfalls, and make informed decisions about when to invest, when to conserve, and when to pursue growth opportunities. Real-time reporting enables faster, more confident decision-making across your organization. 

These improvements don’t just save time—they create opportunities. Better data quality means better forecasting. Better forecasting means smarter resource allocation. Smarter allocation means higher returns on every dollar you invest in growth. 

Access to Senior-Level Talent Without Full-Time Overhead 

Building an in-house finance team means recruiting, onboarding, managing, and retaining specialized talent.  

Outsourced accounting gives you immediate access to experienced professionals across multiple disciplines—bookkeeping, accounting, tax, and strategic advisory—without the overhead of full-time employees. You scale services up or down as your needs change, and you benefit from a team structure that provides continuity even when individual team members are unavailable. 

This model also delivers skillsets you might not be able to attract or afford as a single hire. Controller-level strategic outsourced accounting guidance, industry-specific knowledge, and CFO-level advisory become accessible at a fraction of the cost of building that capability internally. 

Strategic Advisory That Drives Measurable Outcomes 

The best accounting partners don’t just report what happened—they help you understand what it means and what to do about it. They identify tax optimization opportunities, flag operational inefficiencies, and provide guidance on financial strategy. This advisory component often delivers ROI that far exceeds the base accounting services. 

For example, an outsourced accounting team might: 

• Identify R&D tax credits worth tens of thousands of dollars annually 
• Suggest a restructure of your entity to improve tax efficiency 
• Spot cash flow patterns that lead to better vendor payment terms or customer billing practices 

Each of these improvements delivers direct, measurable financial benefit. When evaluating potential partners, focus on outcomes, not just deliverables. Choosing an outsourced accountant means finding someone who can quantify and deliver measurable impact, not just check boxes on a service list. 

Build a Finance Function that Drives Growth 

The true ROI of a full-service accounting partner isn’t just about what you spend—it’s about what you gain.  

Time recaptured for strategic work. Risk is mitigated before it becomes costly. Operational efficiency that scales with your business. Access to talent that would be difficult or expensive to build in-house. And strategic guidance that identifies opportunities you might otherwise miss. 

For growing businesses, these outcomes directly influence your ability to scale, attract capital, and make confident decisions. 

Ready to quantify the impact of a strategic accounting partner? Contact BPM to explore how full-service accounting can fuel your next stage of growth. 

The spreadsheet-based financial planning that powered your early growth becomes a constraint when complexity arrives, creating blind spots that widen as operations scale and investor expectations intensify.  

“As your company matures, outdated tools begin slowing execution and weakening financial visibility at exactly the time stakeholders demand greater precision and speed.” Howie Lau – Director, Advisory 

What worked at $5 million in revenue often creates strategic vulnerabilities at $50 million. Let’s look at five telltale signs you’ve outgrown your company’s basic financial plan (and what to do now).  

Why basic financial planning stops working at scale 

Basic financial planning serves startups well during their formative years, providing monthly budget reviews, simple cash flow tracking, and historical reporting that meet the needs of smaller operations. 

But growth introduces complexity that quickly outpaces these foundational approaches, creating gaps between what your business needs and what your current financial planning can deliver. 

Companies moving through funding rounds face particularly acute pressure as Series B investors expect financial models demonstrating clear paths to profitability, while board members probe unit economics and customer acquisition costs with increasing scrutiny. 

Investor expectations increasingly treat FP&A maturity as a signal of leadership capability and operational discipline. 

The warning signs typically appear gradually, manifesting through subtle operational friction before crystallizing into obvious constraints: 

• Your team starts mentioning data gaps during strategic meetings.  
• Reports take progressively longer to produce each quarter.  

These symptoms signal that your business has definitively outgrown its basic financial plan and needs more robust FP&A capabilities to support the next phase of growth. 

Top Signs Your Company is Outgrowing the Current Financial Plan 

Sign 1: Your financial reports arrive too late 

Month-end close stretches into its third week, forcing the executive team to review October results in mid-November while making November decisions based on data reflecting conditions from 45 days prior. This temporal disconnect creates strategic problems because market shifts happen in real time, competitor moves require immediate responses, and customer behavior changes rapidly enough that 30-day-old insights feel like ancient history. 

Fast-growing companies operate in compressed timeframes where a software company launching a new product line needs daily revenue tracking rather than monthly summaries, and a manufacturing business scaling production requires real-time visibility into costs and margins to maintain profitability during expansion. The ripple effects extend far beyond the C-suite, creating operational challenges throughout the organization: 

• Department heads allocate resources without current financial context 
• Sales teams structure discounts without understanding margin implications 
• Operations teams approve expenditures that inadvertently exceed budgets 
• Strategic initiatives get delayed because nobody has confidence in outdated projections 

Financial planning and analysis services transform this dynamic by implementing systems that deliver timely insights through a combination of technology, process refinement, and analytical skills. 

“In many cases, companies that adopt mature FP&A practices reduce reporting timelines by 40–60%, enabling faster and more confident decision-making.” – Howie Lau 

Sign 2: You can’t answer “what-if” questions with confidence 

The board meeting question catches you unprepared despite its fundamental importance to strategy. “What happens to our runway if customer churn increases by 5%?” You promise to run the numbers and follow up within 48 hours. Three days later, you’re still building the model from scratch while pulling data from multiple disconnected sources. 

Scenario planning separates reactive businesses from strategic ones, and this capability becomes increasingly critical as growth-stage companies navigate constant uncertainty around customer concentrations, market conditions, and unexpected expansion opportunities.  

The business impact manifests in multiple ways: 

• Leadership delays major decisions while waiting for custom analysis 
• Strategic opportunities expire before financial modeling gets completed 
• Resource allocation happens through intuition rather than quantitative comparison 
• Risk assessment relies on gut feeling instead of probabilistic modeling 

Strong FP&A builds integrated financial models where revenue assumptions connect automatically to operational costs, sensitivity analyses reveal which variables matter most to outcomes, and dashboards visualize results across different scenarios so leadership teams can explore options before selecting strategies rather than discovering problems after implementation. 

This shift—from retroactive reporting to forward-looking decision support—is one of the most valuable outcomes of modern FP&A. 

Sign 3: Your team speaks different financial languages 

Sales reports 30% growth while operations shows flat performance and finance flags declining margins, creating a situation where three departments examine the same business and reach contradictory conclusions that make unified strategic planning nearly impossible.  

The absence of standardized KPIs prevents the organizational alignment necessary for executing complex strategies, turning meetings into debates about whose numbers tell the true story rather than collaborative problem-solving sessions focused on business outcomes.  

This fragmentation intensifies during annual strategic planning cycles when department heads build budgets in isolation, resource allocation becomes political rather than analytical, and cross-functional initiatives struggle because teams measure outcomes through incompatible frameworks. 

Key manifestations of this problem include: 

• Executive team members arriving at strategy meetings with conflicting performance assessments 
• Board presentations requiring extensive reconciliation between departmental reports 
• Strategic initiatives failing due to misaligned success metrics across functions 
• Resource allocation debates focusing on data interpretation rather than strategic priorities 

Robust financial planning and analysis creates shared financial language across the business through unified KPI frameworks that give everyone the same scorecard, integrated reporting that connects departmental metrics to company objectives, and regular financial reviews that build common understanding of business drivers. 

This alignment increases decision velocity and ensures teams execute against the same operational reality. 

Sign 4: Fundraising or M&A preparation reveals financial gaps 

Due diligence begins and the requests start flowing with intimidating velocity. Three-year projections with monthly granularity. Customer cohort analysis showing retention patterns and lifetime value evolution. Unit economics broken down by product line, customer segment, and acquisition channel. Your team scrambles to compile information that sophisticated investors expect to already exist in readily accessible formats. 

Investors and acquirers evaluate financial sophistication as a direct signal of management capability and business maturity, so incomplete forecasts raise questions about leadership while inability to explain variance between plan and actual performance suggests faulty operational control.  

The problem extends well beyond missing reports into deeper questions about business fundamentals, as investors probe the assumptions underlying your projections with forensic detail. 

M&A transactions apply even greater scrutiny through requirements that include: 

• Detailed working capital analyses showing seasonal patterns and operational efficiency 
• Normalized earnings calculations that remove one-time items and present sustainable profitability 
• Integration plans demonstrating cost synergies and revenue opportunities post-acquisition 
• Quality of earnings assessments that validate reported financial performance 

Building financial reporting frameworks positions you strategically for these inflection points by creating institutional knowledge that extends beyond individual spreadsheets maintained by specific team members.  

“Companies with strong FP&A discipline often experience smoother diligence processes, faster deal timelines, and stronger valuation narratives.” – Howie Lau 

Systematic forecasting processes document assumptions that make projections defensible under scrutiny, while regular variance analysis builds confidence in your numbers through demonstrated accuracy over time. 

Sign 5: Your accounting software can’t keep up with business complexity 

Your company operates across three states with different tax requirements, manages subscription revenue with complex recognition rules, and needs to consolidate financial results from two subsidiaries.  

Your accounting software crashes during month-end close because it wasn’t designed to handle this level of operational sophistication, and your finance team spends hours manually transferring data between systems to produce consolidated reports. 

Basic accounting software serves early-stage companies effectively, but growth introduces requirements that exceed foundational platform capabilities. You need multi-entity consolidation but your current system treats each legal entity as a separate island. Revenue recognition rules under ASC 606 require functionality your software simply doesn’t offer. Multiple currencies become necessary for international expansion, but your platform only handles domestic transactions effectively. 

The limitations create operational friction across multiple dimensions: 

• User access restrictions prevent department heads from viewing the financial data they need 
• Reporting capabilities can’t generate the board-level analyses investors expect 
• Integration limitations force manual data transfers between CRM, billing, and accounting systems 
• Audit trails and controls don’t meet the standards required for larger funding rounds or public company readiness 

Technology represents a critical component of mature financial planning infrastructure. Platforms like NetSuite provide the enterprise resource planning capabilities that scaling businesses require, offering multi-entity consolidation, sophisticated revenue recognition, and real-time reporting in integrated systems.  

The most effective approach combines the right technology with robust FP&A methodology and skilled talent. Your finance function needs systems that can scale, processes that drive consistency, and professionals who transform data into strategic insights. 

Technology alone doesn’t solve complexity— professional FP&A turns data into strategy. 

Learn more about our Financial Planning and Analysis Services

Turn financial complexity into a competitive advantage 

The transition from basic financial planning to mature FP&A capabilities represents a critical inflection point for growing businesses, and the investment consistently pays returns through better capital allocation, stronger investor confidence, and enhanced strategic agility that compounds across multiple growth phases.  

These improvements often generate multi-year benefits in profitability, decision speed, and operational alignment. 

Your financial planning should illuminate multiple paths forward with quantified trade-offs rather than simply measuring what happened behind you through historical reports that arrive too late to influence decisions. 

If you’re evaluating how to strengthen your financial planning foundation, BPM’s FP&A team can provide a complimentary readiness assessment to help you understand your current maturity level and identify the capabilities needed for your next stage of scale.