CPE & Event Calendar

When auditors detect findings in Yellow Book and single audits, they do not just communicate them in some shabby little letter to management; they get reported! In this course, we will examine what types of findings get reported, how they get reported, and where they get reported! This course will take you from just checking a box and fulfilling a requirement to developing and delivering findings that make a meaningful difference to your clients.

All organizations are looking for ways to gain an advantage over the competition. This practical and interactive session will present a toolkit of ideas to help CFOs, controllers and finance professionals better position their organizations for the future. We know change is occurring at an exponential rate, and that has proven to be the case in all areas of finance, management, and leadership over the past year. The course deals with these new issues and will continue to be updated as necessary throughout the year. Become the "financial hero" of your organization and make a positive impact on the bottom-line.

All organizations are looking for ways to gain an advantage over the competition. This practical and interactive session will present a toolkit of ideas to help CFOs, controllers and finance professionals better position their organizations for the future. We know change is occurring at an exponential rate, and that has proven to be the case in all areas of finance, management, and leadership over the past year. The course deals with these new issues and will continue to be updated as necessary throughout the year. Become the "financial hero" of your organization and make a positive impact on the bottom-line.

This course will review the relevant considerations related to going concern, including assessing when substantial doubt concerning an entity's ability to continue as a going concern exists, management mitigation efforts, and required disclosures both when management, and the accountant, feel such efforts will be effective in mitigating the risk, as well as when they do not. Lastly, we'll consider the accountant's reporting responsibilities under various scopes of services in various scenarios and how to audit this often-contentious topic.

Of all the financial reporting impacts related to COVID-19, financial statement disclosure and accountants' reporting when substantial doubt about an entity's ability to continue as a going concern is likely to continue for several reporting cycles. In this course, we'll review the accounting disclosure guidance related to going concern considerations found in ASC 205-40, and provide actual client examples when substantial doubt exists and it has and has not been alleviated by management's plans. Further, the course will cover auditors' responsibilities related to going concern as well as those of the accountant in SSARS engagements. The course will cover standard audit procedures, which an accountant would likely perform regarding management's mitigation plans, as well as review when and how an accountant in a review engagement would assess management's plans to alleviate the going concern risk.

Over the past few years, the AICPA revamped the quality management standards by issuing Statement on Quality Management Standards 1, 2, and 3 (SQMS 1, SQMS 2, and SQMS 3, respectively), SSARS No. 26, and SAS 146, Quality Management for an Engagement Conducted in Accordance with Generally Accepted Auditing Standards (SAS 146). These standards, effective December 15, 2025, modernize quality management standards to reflect an increased focus on risk assessment, technology use, and the presence of outside experts on many engagements. With a risk-based approach, the standards enhance requirements for engagement quality reviews, encourage QMS monitoring, and focus on the entire system of quality control maintained by a firm. We will cover the key provisions of the standards, how to effectively implement them, and what you need to do today to prepare for the required implementation. The earlier your firm begins the transition, the better off you will be.

This professional development course equips you with practical strategies to manage challenging interactions in the workplace. Although difficult individuals may represent a small segment of the workforce, their impact can be significant, often leading to time lost and decreased productivity. In this course, you will gain essential skills to address and navigate these situations effectively. Additionally, you'll identify specific challenges and develop a personalized action plan for implementing the strategies learned back in your workplace.

This program provides an essential and engaging introduction to the internal audit profession, a primer on current, major internal audit guidance / standards for staff level personnel, and a value adding refresher and reinforcer for more seasoned personnel and management. Designed for internal audit professionals at all levels, consultants providing internal audit outsourcing or co-sourcing services, and external auditors (CPAs) who also provide such services and/ or place significant reliance on the work of internal auditors during the conduct of audit engagements. This course acts as a launching pad for Surgent's comprehensive internal audit curriculum, equipping participants with a critical internal audit reference foundation for ongoing growth! It is crucial for internal auditors to develop a balanced, big picture AND detail-oriented understanding, perspective, and approach to their work. This session is instrumental in helping internal audit professionals do just that!

The definition of Internal Auditing promulgated by The Institute of Internal Auditors (IIA) speaks to the critical areas of value adding coverage and services Internal Auditors can and must bring to their organizations. These include the key areas of: governance, risk management, and (internal) control (GRC). Internal auditors play vital assurance and consulting roles for organizations and their stakeholders. The significant reliance placed on internal auditors by organizational management teams, boards of directors/audit committees, external auditors, regulators, and other key stakeholders, cannot be overstated. An integral component in supporting these roles are the knowledge foundations that auditors bring to the fore in applying their technical and analytical skills when assessing core areas of organizational governance; risk management (including fraud related risk management); compliance; and (internal) control (GRC). This course lays the critical foundation for strengthening the knowledge base of auditors at all levels in these critical areas of organizational GRC processes and performance.

Proper planning and execution of an audit program at the overall activity and individual engagement level requires highly effective management and administration to promote, support, and ensure maximum value adding assurance for organizational stakeholders. This course helps Internal Auditors at all levels better understand the practical and required engagement managerial responsibilities involved with the IA function at both the department and engagement level. The course will also review the required detailed, ongoing administrative aspects of successfully managing each. From planning to resource allocation and management, supervision, review, communications and reporting, monitoring and follow up, this session provides the keys to highest level quality and impact IA administration and management.

This course is designed to provide accountants with a comprehensive understanding of the subscription pricing model. As the business world increasingly shifts toward subscription-based models, it's crucial for accountants to understand the financial implications and strategies associated with this pricing approach. This course will cover the basics of subscription pricing, how to set prices, and how to analyze the financial impacts of these decisions, as well as the specific impacts to your business. By the end of this course, participants will be equipped with the knowledge and skills to effectively manage the implementation of subscription pricing to their practice.

Part of one's duty as a CPA working in industry is to safeguard the assets of the organization. Cost cutting is one way to preserve assets and maintain a company's competitive position in the industry. However, what keeps us from ridding our organizations of unnecessary costs? In this course, we will look at the factors that prevent our companies from being as streamlined as they could be. By using statistics and survey data, we will attempt to show how to better negotiate and navigate budgeting and contracting decisions. We will also discuss financial statement analysis techniques, benchmarking, and cash flow management in an effort to better cut costs and maintain the long-run viability of an organization.

As finance professionals we often have dual responsibilities, to use our technical skills and also to exercise our leadership skills to lead a department. But we are often not sufficiently trained in the second, and sometimes most important, skill set. This short program takes an in-depth look at a proven model designed to help us understand both ourselves and other people. In so doing, we gain the skill to lead better, handle problem employees and coworkers, and significantly gain upward mobility within the organization.

There are only two things that any organization needs to accomplish for success: serve the customer well and do it efficiently. This short program will concentrate on the efficiency side, which is always near and dear to the heart of the financial professional. We will develop a well-proven program to increase efficiency in a way that is both embraced by employees and has been found to work. By following this simple formula, any organization can become more efficient.

Will we ever get used to the rapid pace of change? Is our organization changing as fast as society? These are just some of the questions that must be asked and will be discussed in this program. Forecasting and budgeting are two words that often draw an adverse reaction from many financial professionals; let us help you turn that upside down with our innovative approach to planning and budgeting. Recent changes in our economy have shown us that our planning process must be far nimbler and allow our organization to shift rapidly. We'll move beyond the traditional techniques and show you easier ways to complete the process while cutting out the political pitfalls that end up causing a lack of accountability and can be demotivating to the staff. During the seminar we will cover such topics as the sales/income plan, capital equipment planning, the "one-year operating plan" (formerly referred to as a budget), the "monthly operating plan," cash planning, risk planning, and much more! Join us for this seminar as we help you streamline your forecasting and budgeting processes, which turns into a win-win for the employees and the organization.

Planning may be one of the most important assignments of the finance professional; however, it is often accomplished in a way that can harm the organization. In many cases, huge sums are spent only to have a planning document developed that does not serve to bring the company together, but rather causes internal division. In some situations the budget can actually harm both productivity and alignment. This course is designed to bring planning, budgeting, and forecasting together into one fully aligned process that is easier, more efficient, and fully engages all parts of the organization. Rather than the plan being owned by the finance department, it is owned and followed by everyone from the CEO to the entry-level employee.

Planning may be one of the most important assignments of the finance professional; however, it is often accomplished in a way that can harm the organization. In many cases, huge sums are spent only to have a planning document developed that does not serve to bring the company together, but rather causes internal division. In some situations the budget can actually harm both productivity and alignment. This course is designed to bring planning, budgeting, and forecasting together into one fully aligned process that is easier, more efficient, and fully engages all parts of the organization. Rather than the plan being owned by the finance department, it is owned and followed by everyone from the CEO to the entry-level employee.

Why do some companies fail while others grow and succeed for generations? Common perceptions often attribute organizational success to great leadership, timing, or unique ideas. Although these traits certainly play a role in helping companies grow, research shows that corporate success often hinges on whether a company is value driven. Such companies have core ideologies that drive almost every major decision. In this course, we look at empirical data on why some companies succeed while others fail. By looking at companies that were created prior to 1950 (e.g., Disney, Marriott, or 3M), we can understand why certain organizations have been able to grow and achieve exceptional success through many different eras in the American economy. The lessons learned from these visionary companies can be broadly applied to organizations of all sizes, including accounting and financial service firms.

As you advance in your public accounting careers, your responsibilities significantly increase. The skills required for continued success go beyond your technical skills but also include others that you may not have had a chance to develop earlier in your careers. Several of these new responsibilities involve engagement management and managing your team. Mastering these skills is key to your long-term success in public accounting. In this session, we'll review the keys to successful management, including ways to best develop your team, how to successfully engage your team and build their trust and how best to present information for retention. Lastly, we'll review the critically important skill of delegation, focusing on what the best tasks are to delegate and how to empower your team without micromanaging them. (Please Note: This module is part of Surgent's Audit Skills Training: Level 4.)

This course provides an overview of the rules and regulations with respect to the management's discussion and analysis (MD&A) section of an entity's consolidated financial statements filed with the U.S. Securities and Exchange Commission (SEC). MD&A has been, and continues to be, a primary focus area of the SEC when reviewing public company filings. In fact, it has consistently ranked in the top 10 of the most frequent comment letters issued by the SEC.