Rene Estrada, CFP®, EA

@taxpreptech @jasononfirms Agreed, Im in the process of updating my engagement letter and WISP to make the proper disclosures. Its a challenge when the tech moves so quickly that you will have to constantly be updating the disclosures every time a new use case or application rolls out.

@jasononfirms The most neglected hurdle in all the talk about what’s possible with AI agents is client authorization. It’s hard to see how their use with taxpayer data wouldn’t constitute a §7216 disclosure.

1️⃣ Accounting software companies will have to open up their data to user AI agents over the next 12 mos If they don't, we'll simply use agents to log in like a human user, and bang around in the app (wildly inefficient way to access the data) 2️⃣ Agents that can work across apps greatly decrease the switching costs of changing apps Think back to your last PM migration. Now consider how helpful Claude could have been I see people using 2️⃣ as an excuse for why 1️⃣ will never happen, but software co's would rather agents use their MCP than the app itself So a Claude that can see into your entire tech stack feels inevitable 🙏🫶

@RDriscollCPA Submitted

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@HaileyLennonBTC I created a QR code that links to my website where my contact and calendly is. I just share it from my phone when people want to connect. I hate LinkedIn, too!

No one carries business cards anymore and people always suggest we connect by LinkedIn and I HATE LinkedIn. Someone needs to solve for this

@picotop @EvanWhitten10 4/15

does anyone know when the tax deadline for girls is?

@Bquittem @carlabitcoin I second Parasite

@carlabitcoin Gone girl Children of men Coherence There will be blood Parasite Hail Mary (theaters still I think) Entire denis villeueve catalog

I need a beautiful movie. Just like an excellent, no notes, well executed, left you feeling impressed type of movie, any genre.

@carlabitcoin A Beautiful Mind

@AB84 Hiking

what's a beginner hobby for someone just getting into being happy

@signulll These nutz

rent seeking is likely the world’s second oldest profession. what’s third?

@gilgamesh1961 @jacksonhinkle This makes way more sense

It’s a little bit more complicated than that. He went into a cave and died and then was resurrected in another cave on the other side of the mountain from where he single-handedly rescued lots of US Soldiers who were stuck in quicksand or something after getting lost while on a visit to a beach. Source: Barron told me

🚨🇮🇷🇺🇸 BREAKING: Time Magazine claims the F-15E airman shot down over Iran suffered a concussion & was unconscious upon landing They claim he then scaled a 2km high mountain and effectively ran for 24 hours straight with a sprained ankle, over 200 km towards the site in Esfahan from which he was rescued... 🤣🤣🤣

@TheBTCTherapist It depends

How much money do you need to retire?

@bestplayeratlas Only an anonymous crypto account would say this.

Trump is playing 3d chess. The plan is simple. OIL → $200. This will knock Crypto and Stocks down 40%. Send gas prices to $10. Cut Real Estate in half. And while everyone is panicking, we get generational entries. Then he ends the war, we begin the greatest bull market in history, and he takes credit for all of it. Trust the process.

@BillAckman @X Sounds like your nephew isn't ready for the big leagues.

I am reaching out to the @X community for advice with the likely risk of sharing TMI. I have been sufficiently upset about the whole matter that I have lost sleep thinking about it and I am hoping that this post will enable me to get this matter off my chest. By way of background, I started a family office called TABLE about 15 years ago and hired a friend who had previously managed a family office, and years earlier, had been my personal accountant. She is someone that I trusted implicitly and consider to be a good person. The office started small, but over the last decade, the number of personnel and the cost of the office grew massively. The growth was entirely on the operational side as the investment team has remained tiny. While my investment portfolio grew substantially, the investments I had made were almost entirely passive and TABLE simply needed to account for them and meet capital calls as they came in. While TABLE purchased additional software and other systems that were supposed to improve productivity, the team kept increasing in size at a rapid rate, and the expenses continued to grow even faster. While I would periodically question the growing expenses and high staff turnover, I stayed uninvolved with the office other than a once-a-year meeting when I briefly reviewed the operations and the financials and determined bonus compensation for the President and the CFO. I spent no time with any of the other employees or the operations. The whole idea behind TABLE was that it would handle everything other than my day job so that I would have more time for my job and my family. Over the last six years, expenses ballooned even further, employee turnover accelerated, and I became concerned that all was not well at TABLE. It was time for me to take a look at what was going on. Nearly four years ago, I recruited my nephew who had recently graduated from Harvard and put him to work at Bremont, a British watchmaker, one of my only active personal investments to figure out the issues at the company and ultimately assist in executing a turnaround. He did a superb job. When he returned from the UK late last year after a few years at Bremont, I asked him to help me figure out what was going on with TABLE. When I explained to TABLE’s president what he would be doing, she became incredibly defensive, which naturally made me more concerned. My nephew went to work by first meeting with each employee to understand their roles at the company and to learn from them what ideas they had on how things could be improved. He got an earful. Our first step in helping to turn around TABLE was a reduction in force including the president and about a third of the team, retaining excellent talent that had been desperate for new leadership. Now here is where I need your advice. All but one of the employees who were terminated acted professionally and were gracious on the way out (excluding the president who had a notice period in her contract, is currently still being paid, and with whom I have not yet had a discussion). The highest compensated terminated employee other than the president, an in-house lawyer (let’s call her Ronda), told us that three months of severance was not enough and demanded two years’ severance despite having worked at the company for only two and one half years. When I learned of Ronda's request for severance, I offered to speak with her to understand what she was thinking, but she refused to do so. A few days ago, we received a threatening letter from a Silicon Valley law firm. In the letter, Ronda’s counsel suggests that her termination is part of longstanding issues of ‘harassment and gender discrimination’ – an interesting claim in light of the fact that Ronda was in charge of workplace compliance – and that her termination was due to: “unlawful, retaliatory, and harmful conduct directed towards her. Both [Ronda] and I [Ronda’s lawyer] have spoken with you about [Ronda’s] view of what a reasonable resolution would include given the circumstances. Thus far, TABLE has refused to provide any substantive response. This letter provides the last opportunity to reach a satisfactory agreement. If we cannot do so, [Ronda] will seek all appropriate relief in a court of competent jurisdiction.” The letter goes on to explain the basis for the “unsafe work environment” claim at TABLE: “In early 2026, Pershing Square’s founder Bill Ackman installed his nephew in an unidentified role at TABLE, Ackman’s family office. [His nephew]—whose only work experience had been for TABLE where he was seconded abroad for the last four years to a UK watch company held by Ackman—began appearing at TABLE’s offices and conducting interviews of employees without a clear explanation of his role or the purposes of these interviews. During this period, he made a series of inappropriate and genderbased [sic] comments to multiple employees that created an unsafe work environment. Among other things, [his nephew] made remarks about female employees’ ages (“Tell me you are nowhere near 40”), physical appearance (“Your body does not look like you have kids”), as well as intrusive questions about family planning and sexual orientation (“Who carried your son? Who will carry your next child?”). These incidents were reported to senior leadership at TABLE and Pershing Square. Rather than being addressed appropriately, the response from senior management reflected, at best, willful blindness to the inappropriateness of [his nephew]’s remarks and, at worst, tacit endorsement.” The above allegations about my nephew had previously been brought to my attention by TABLE’s president when they occurred. When I learned of them, I told the president that I would speak to him directly and encouraged her to arrange for him to get workplace sensitivity training. The president assured me that she would do so. When I spoke to my nephew, he explained what he actually had said and how his actual remarks had been received, not at all as alleged in the legal letter from Ronda’s counsel. I have also spoken to others at the lunch table who confirmed his description of the facts. In any case, he meant no harm, was simply trying to build rapport with other employees, and no one, as far as I understand, was offended. Ironically, Ronda claims in her legal letter that TABLE didn’t take HR compliance seriously, yet Ronda was in charge of HR compliance at TABLE and the person who gave my nephew his workplace sensitivity training after the alleged incidents. In any case, Ronda, as head of compliance, should have kept a record or raised an alarm if indeed there was pervasive harassment or other such problems at the company, and there is no evidence whatsoever that this is true. So why does Ronda believe she can get me to pay her nearly $2 million, i.e., two years of severance, nearly one year of severance for each of her years at the company? Well, here is where some more background would be helpful. Over the last two months, I have been consumed with a major family medical issue – one of my older daughters had a massive brain hemorrhage on February 5th and has since been making progress on her recovery – and I am in the midst of a major transaction for my company which I am executing from a hospital room office next to her . While the latter business matter is publicly known, the details of my daughter’s situation are only known to Ronda because of her role at our family office. Now, let’s get back to the subject at hand. Unfortunately, while New York and many other states have employment-at-will, there has emerged an industry of lawyers who make a living from bringing fake gender, race, LGBTQ and other discrimination employment claims in order to extract larger severance payments for terminated employees, and it needs to stop. The fake claim system succeeds because it costs little to have a lawyer send a threatening letter and nearly all of the lawyers in this field work on contingency so there is no or minimal cash cost to bring a claim. And inevitably, nearly 100% of these claims are settled because the public relations and legal costs of defending them exceed the dollar cost of the settlement. The claims are nearly always settled with a confidentiality agreement where the employee who asserts the fake claims remains anonymous and as a result, there is no reputational cost to bringing false claims. The consequences of this sleazy system (let’s call it ‘the System’) are the increased costs of doing business which is a tax on the economy and society. There are other more serious problems due to the System. Unfortunately, the existence of an industry of plaintiff firms and terminated employees willing to make these claims makes it riskier for companies to hire employees from a protected class, i.e., LGBTQ, seniors, women, people of color etc. because it is that much more reputationally damaging and expensive to be accused of racism, sexism, and/or intolerance for sexual diversity than for firing a white male as juries generally have less sympathy for white males. The System therefore increases the risk of discrimination rather than reducing it, and the people bringing these fake claims are thereby causing enormous harm to the other members of these protected classes. So what happened here? Ronda was vastly overpaid and overqualified for the job that she did at TABLE. She was paid $1.05 million plus benefits last year for her work which was largely comprised of filling out subscription agreements and overseeing an outside law firm on closing passive investments in funds and in private and venture stage companies, some compliance work, and managing the office move from one office to another. She had a very good gig as she was highly paid, only had to go into the office three days a week, and could work from anywhere during the summer. Once my nephew showed up and started to investigate what was going on, she likely concluded that there was a reasonable possibility she would be terminated, as her job was in the too-easy-and-to-good-to-be-true category. The problem was that she was not in a protected class due to her race, age or sexual identity so she had to construct the basis for a claim. While she is female and could in theory bring a gender-based discrimination claim, she reported to the president who is female and to whom she is very close, which makes it difficult for her to bring a harassment claim against her former boss. When my nephew complimented a TABLE employee at lunch about how young she looked – in response to saying she was going to her 40-year-old sister’s birthday party, he said ‘she must be your older sister’ – Ronda immediately reported it to our external HR lawyer. She thereby began building her case. The other problem for Ronda bringing a claim is that she was terminated alongside 30% of other TABLE employees as part of a restructuring so it is very difficult for her to say that she was targeted in her termination or was retaliated against. TABLE is now hiring an external fractional general counsel as that is all the company needs to process the relatively limited amount of legal work we do internally. In short, Ronda was eminently qualified and capable and did her job. She was just too much horsepower for what is largely an administrative legal role so she had to come up with something else to bring a claim. Now Ronda knew I was a good target and it was a good time to bring a claim against me. She also knew that I was under a lot of pressure because on March 4th when Ronda was terminated, my daughter had not yet emerged from consciousness, she was not yet breathing on her own, and my daughter and we were fighting for her life. I was and remain deeply engaged in her recovery while at the same time I was working on finishing the closing for the private placement round for my upcoming IPO. Ronda also knew that publicity about supposed gender discrimination and a “hostile and unsafe work environment” are not things that a CEO of a company about to go public wants to have released into the media. And she may have thought that the nearly $2 million she was asking for would be considered small in the context of the reputational damage a lawsuit could cause, regardless of the fact that two years of severance was an absurd amount for an employee who had only worked at TABLE for 30 months. She also likely considered that I wouldn’t want to embarrass my nephew by dragging him into the klieg lights when her claims emerged publicly. So, in summary, game theory would say that I would certainly settle this case, for why would I risk negative publicity at a time when I was preparing our company to go public and also risk embarrassing my nephew. Notably, she hired a Silicon Valley law firm, rather than a typical NY employment firm. This struck me as interesting as her husband works for one of the most prominent Silicon Valley venture firms whose CEO, I am sure, has no tolerance for these kinds of fake claims that sadly many venture-backed companies also have to deal with. I mention this as I suspect her husband likely has been working with her on the strategy for squeezing me as, in addition to being a computer scientist, he is a game theorist. My only advice for him is to understand more about your opponent before you launch your first move. All of the above said, gender, race, LGBTQ and other such discrimination is a real thing. Many people have been harmed and deserve compensation for this discrimination, and these companies and individuals should be punished for engaging in such behavior. Which brings me to the advice I am seeking from the X community. I am not planning to follow the typical path and settle this ‘claim.’ Rather, I am going to fight this nonsense to the end of the earth in the hope that it inspires other CEOs to do the same so we shut down this despicable behavior that is a large tax on society, employment, and the economy and contributes to workplace discrimination rather than reducing it. Do you agree or disagree that this is the right approach?

@BigGeorgeUSA @farzyness No, but I am also highly delusional

@FINCA_805 @farzyness You worried?

So my CPA just finished up my taxes for 2025 and I gave all the same documents to Claude Code Opus 4.6 1M thinking: MAX and... Claude Code came within $600 (under). I think CPAs are super cooked you guys.

@aurelius_787 @farzyness Agreed. Never was a stretch

@FINCA_805 @farzyness Never is strong word. Only makes sense for a specific generation that will not change their ways. GenZ and younger don’t even use their phone to make calls.

@signulll I just do shit

in dostoevsky's notes from underground, the "man of action" is characterized by decisive, often impulsive behavior, driven by simple, unquestioned beliefs, whereas the "man of thought" is trapped by excessive self consciousness & overthinking, rendering him incapable of action. the former is effectively retardmaxxing. how are you living life??

@Dhimahi11 I think we need to peel back the onion on this. Lets circle back.

The one thing which I have been observing lately is that Once you join the corporate world, 90% of your life indirectly starts revolving around it. I have seen friends who used to talk in a friendly manner; now they start using terminologies like, 'Oh, thanks for understanding.' Correct me if I am wrong. 'In daily life. I mean, there's nothing wrong with it, but people are losing their natural aura and own way of communicating.

@Codie_Sanchez Needed this

If you had a brutal week like me. Remind yourself: "You asked for all this. You could play small, you chose not to. You could stop growing, you asked for this priviledge of breaking through. You don't get to complain when you said you'd never settle for normal.”

@MathewP100 @LoganGrafTax Same experience. Its terrible at math.

@LoganGrafTax Started using this late last year and it’s really a game changer. Did some math wrong on a lease calculation though. But the concepts have always been spot on.

I recently did a demo of CoCounsel by Thomson Reuters and wow… AI for accountants is starting to look very different from generic AI. Paid partnership with Thomson Reuters. CoCounsel is agentic AI, meaning it doesn't just answer questions; it actually helps you work through complex accounting tasks. During the demo, I tested CoCounsel by: - Building custom templates for things like tax return video summaries and workpaper review checklists - Exploring templates, workspaces, and document-based workflows - Researching a nuanced rollover tax question involving after-tax 401(k) contributions, Roth accounts, and taxability of earnings - Asking follow-up questions to see whether it could handle changes in facts and still stay precise - Reviewing how it linked answers back to source material like Checkpoint and IRS guidance - Testing whether it could help explain UltraTax inputs and the reasoning behind them Everything is secure & not used for training inside CoCounsel, so you can feed it documents with sensitive information. What impressed me was that this kind of tool could help newer staff understand not just what to do in tax software, but why they are doing it… which could make it valuable as a training aid, not just a productivity tool. I see a ton of potential with this platform as they develop templates you can use. (video is sped up for y'all) If you're thinking about how AI fits into your firm, check out this checklist on how to build a modern AI strategy in your tax firm: tax.thomsonreuters.com/en/insights/in…

@LoganGrafTax Just renewed with them. I turn off web search and run the same prompt on other LLMs to compare the output.