Our Key Operating Principles

We take the time to talk about a client’s tax situation, their family, their business, and their interests. Only when we know them can we sufficiently prepare their tax returns and give them advice - “It’s a relationship, not a tax return” is not only a tagline but how we operate. We proactively reach out to clients to ensure they are satisfied with our services and if we lose a client, we should always try to understand why.

Providing high quality work is an expectation not an aspiration. To ensure quality, work should be reviewed prior to submission and client information should be protected.

The Golden Rule - We treat our clients and other associates with the same respect and dignity with which we want to be treated.

Associates should always be aspiring to stay current with changes in laws and standards and, as a firm, we encourage growth and developmental opportunities for associates. We share knowledge between associates and volunteer to help each other as needed.

If a client asks us to include a deduction that we are not comfortable defending, we will not file their return and recommend they consider different representation.

This means that we make the client whole to where they would have been if the mistake was not made. This usually involves amending the return and paying mistake related penalties and interest.

Rushing submissions could lead to mistakes. We make every effort to file submissions on time, but if a client does not provide information timely, we will recommend filing an extension.

We do not simply input numbers but proactively seek opportunities to minimize tax liabilities for our clients. Knowing our clients helps us help them identify deductions.

Integrity is paramount, and we should never violate integrity due to pressure or a desire for financial gain. Our accountability is to our families, our community, our country, and God.

We should not overcharge clients and we should not consistently lose money on clients. This is a business that must be profitable to survive, and our prices should reflect the time, effort, and risk we incur. If a client does not pay for our services, we stop providing services. We should reinvest a portion of the profits of the business to enhance employees and improve client experience while focusing on growing revenues and profits.