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What is your professional background? I have had a couple of jobs before Vault. I started in the not-for-profit world in a variety of different types of nonprofits. I started out at a very philanthropic nonprofit that did development in South and Central America, and that is where I first got my feet wet in government grants. And then, I moved into a trade association, which is on the opposite spectrum in the nonprofit arena. My job before Vault was at a trade association and research institute for hospitals that also received government grants. Before Vault, I had eight years of experience. I did a little bit of everything including 501(c)(3), 501(c)(6), and PAC accounting. I came to Vault as a senior consultant in July 2017, a little over two years go. In July of 2018, I was promoted to manager on the accounting side. I had gotten my CPA shortly before I was promoted to manager. What is one outlandish, quirky, or fun thing about you that you do or occurs outside of Vault? I think I’m one of the few people in the U.S. who follows international rugby. I played rugby in college. I just really fell in love with the sport. While I found my sanity when I turned 25 and stopped playing, I still follow the sport quite a bit. The U.S. has a team, but we’re not very good. The women’s team is ranked highly and does better than the men’s team, but, hey, it’s going to be an Olympic sport the next summer events, so maybe more people in the U.S. will take an interest. Describe your role. Do you work for the research or accounting side of Vault Consulting? I do a lot as a manager. I’m in charge of a couple of engagements right now. I just got a brand-new client that is pretty big for us. Most of my time is spent making sure their books are closed and getting them ready for their audit. I’m supervising a team of four working on this client right now. When I’m not getting clients’ audits ready, I prepare for board meeting presentations and make sure the day runs smoothly. I’m also really involved on a couple of committees at Vault. I’m on the People Team for strategic planning. The strategic planning teams were put together to ensure that the firm’s leadership is all on the same page when it comes to the strategic goals of the organization and that we are working together to drive the company forward to meet those goals. Additionally, I head the Volunteer Committee. I also have two mentees; they’re both consultants. One has been with Vault a little under a year and the other has been with Vault almost one year-and-a-half. I spend a lot of time coordinating them. What is one memorable moment about your interview process or about your first week/day at Vault Consulting? The first person I met was one of our managing directors, Wes Tomer. I didn’t realize we were on a pretty strict time schedule. It was supposed to be only forty-five minutes, and we ended up talking for an hour-and-a-half. It was the first time I had told an accounting joke to someone who understood it and laughed at it. Before, when I was only in accounting departments, other people in the organizations didn’t understand accounting much less understand my accounting jokes. What do you enjoy most about the Vaulters’ culture? There are a lot of things I like. I really enjoy that we can joke around, but we know when to get serious. We have a stereotypical “work hard play hard culture”. It’s a culture of where we have high expectations from our employees, but the level of support we get because of those expectations is also high. We also recognize that we have to take some time to recharge at the annual retreat or happy hours. We try to have that balance. Really, it’s the culture of caring about your coworkers. You don’t realize that this type of culture isn’t in the workplace until you get to a place where it is there. What are two valuable things you’ve learned or been taught by your mentor/mentee? One of the things Catherine and I are still working on is saying “no.” I love to be busy; it’s one of those things where she is coaching me about being realistic about my schedule and the number of hours in a workday and how long things actually take to do. That is my biggest lesson learned from Catherine: either saying ‘no’, ‘not right now’, or some variation of that in order to not get overwhelmed. Sara taught me a lot. When Sara was my mentor, we were on a pretty big client together. We talked a lot about soft skills, such as dealing with difficult people. If there were one thing you could say to future or current Vaulters, what would it be? There’s a lot of things I would say. Listen to the people who came before you—the tenured Vaulters–the people who have been with the organization for a while and get to know how they got to be where they are. Learn from their experiences. Also, enjoy where you are now but always look for ways to grow.

Understanding your 1099 preparation obligations is crucial for any organization working with contractors or vendors. If you've paid an independent contractor, freelancer, consultant, or legal entity more than $600 in business-related expenses this year, you may need to prepare IRS Form 1099-Misc for that vendor. Understanding 1099 Requirements A 1099 form documents non-employee income and helps the IRS track payments to contractors and vendors. This form serves two essential purposes: it notifies the IRS how much you paid contractors throughout the year and informs contractors what they should report on their tax returns. The IRS uses this information to match vendor payments with reported income. Organizations must issue these forms when they've paid: More than $600 to independent contractors $10 or more in royalties Any amount for legal services (even to corporations) Payments for prizes and awards Services to small businesses Medical and health payments Key Filing Deadlines Timely filing is essential to avoid penalties. The IRS maintains strict deadlines for 1099 preparation: January 31 : Forms must be sent to recipients February 28 : Paper filing deadline with IRS March 31 : Electronic filing deadline with IRS Who Needs a 1099? The scope of 1099 reporting is broader than many organizations realize. While standard business payments often require reporting, certain exceptions exist. Understanding these distinctions helps ensure compliance while avoiding unnecessary filings. Required Recipients: Independent contractors Legal service providers Prize and award recipients Partnerships and LLCs Rental payment recipients Non-corporate entities Organizations should note several important exceptions. You don't need to send 1099s to most corporations or property management companies for rent payments. Additionally, employee business expense reimbursements should not be reported on 1099s. Best Practices for 1099 Preparation Starting your preparation early helps ensure accurate and timely filing. In early October, begin reviewing your vendor payment records and identifying qualifying recipients. This early start allows time to collect missing information and resolve any discrepancies. Essential preparation steps include: Reviewing vendor payment records Identifying qualifying recipients Verifying W-9 information Requesting missing W-9 forms By January, focus on finalizing your preparations. This includes conducting a final vendor review, verifying payment totals, and preparing the required forms. Remember to maintain copies of all documentation for your records. Maintaining Good Records Throughout the year, implement practices that will simplify your 1099 preparation process. When adding new vendors to your accounting system, immediately request a completed W-9 form. These forms can be found on the IRS website and should be kept on file for future reference. Key documentation includes: Completed W-9 forms Accurate payment records Vendor tax information Filing status verification Professional Support While these guidelines simplify 1099 preparation, many organizations benefit from professional assistance. Expert support ensures accuracy and compliance while reducing administrative burden. Working with experienced professionals can help you avoid common pitfalls and ensure all deadlines are met. Ready to streamline your 1099 preparation process? Contact us for professional guidance and support.

In today's fast-paced business environment, traditional hundred-page PDF reports no longer meet the needs of modern professionals. Over the past five years, interactive dashboards have revolutionized how associations present and analyze research data, offering members unprecedented access to valuable insights. Beyond Traditional Reporting While PDF reports traditionally begin with executive summaries and key performance indicators, interactive dashboards allow users to access specific data points with just a few clicks. This efficiency proves particularly valuable in benchmarking studies, where participants can instantly visualize their position within industry aggregates. Understanding Implementation Value The transition to interactive reporting proves especially beneficial for associations whose members work in small to mid-sized companies. While larger corporations often have sophisticated internal systems, smaller organizations gain significant value from interactive tools that make complex data accessible and actionable. Driving Member Engagement Experience shows that interactive reporting can significantly impact member engagement and value. Organizations that have transitioned from traditional printed reports to interactive dashboards often see increased member participation and retention. This enhanced engagement can lead to both membership growth and non-dues revenue opportunities. Customization and Control Interactive reporting platforms offer considerable flexibility in design and functionality. Associations can collaborate with development teams to create interfaces that match their specific needs and preferences. This customization ensures the final product aligns perfectly with member expectations and association goals. Ensuring Data Security and Compliance Modern interactive platforms incorporate robust security features to maintain antitrust compliance and protect participant confidentiality. For example, viewing restrictions automatically activate when fewer than three companies contribute to a specific data point, making these tools particularly valuable for trade associations conducting market share analysis or detailed sales reporting. Streamlining Regular Research For associations conducting regular studies - whether quarterly, annually, or biennially - interactive platforms offer significant efficiency advantages. Rather than creating new reports each cycle, fresh data can be seamlessly integrated into existing dashboards, saving time and resources while maintaining consistency. Uncovering Hidden Insights Perhaps the most powerful feature of interactive reporting lies in its context-aware capabilities. These sophisticated tools can: Identify patterns that might escape human observation Suggest correlations between different data points Guide users toward unexpected insights Make complex analysis accessible to casual users The Future of Research Reporting While not every association has made the transition to interactive reporting, the trend continues to grow as organizations recognize its potential to deliver enhanced member value. Whether due to budget constraints or organizational readiness, the shift to interactive platforms represents a significant opportunity for associations to modernize their research delivery. Making the Transition When considering the move to interactive reporting, associations should evaluate: Current member needs and technical capabilities Available resources and budget Desired level of data accessibility Potential impact on member engagement Long-term research goals Ready to explore how interactive reporting can transform your association's research program? Contact us to discuss your organization's unique needs and opportunities.

The Financial Accounting Standards Board's ASU 2014-09 (Topic 606) represents a significant shift in how nonprofits and associations record revenue from contracts with customers. This update streamlines revenue recognition across all business entities, creating more transparent and consistent financial reporting. Understanding the Impact The new standards provide organizations with clearer guidelines for telling their financial story. Leaders can now better identify contract obligations, assign transaction prices, and determine estimated selling prices through structured approaches. This brings unprecedented clarity to membership contract pricing and benefits valuation. Key Considerations for Implementation Organizations must evaluate several critical areas when implementing these new standards: Membership Structure Review The new guidelines require careful examination of membership renewal processes and dues cycles. Organizations must clearly define and standardize benefits across different member types. Benefits Valuation Each membership benefit must now carry a specific monetary value. This includes traditionally difficult-to-price elements such as advocacy services, publication access, and advisory council participation. Performance Obligation Timing Organizations must carefully consider the duration and delivery timing of all member benefits, ensuring revenue recognition aligns with service delivery. Five Steps to Compliance 1. Contract Identification Review all membership agreements, focusing on: Agreement terms and duration Payment requirements and structures Member obligations and rights 2. Performance Obligation Definition Clearly identify distinct benefits members receive, including: Advocacy services Registration fee discounts Publication subscriptions Advisory board access 3. Transaction Price Determination Establish clear pricing structures that consider: Expected revenue per service Service delivery timeframes Applicable discounts or incentives 4. Price Allocation Assign specific values to each benefit as if sold separately, creating transparent pricing structures for all services. 5. Revenue Recognition Timing Implement systems to recognize revenue when: Services are delivered to members Benefits are accessed Performance obligations are fulfilled Long-Term Benefits While implementation requires significant effort, these new standards offer important advantages: Improved financial transparency Consistent revenue recognition practices Better membership value communication Enhanced decision-making capability Moving Forward The transition to ASU 2014-09 provides organizations an opportunity to reassess their membership structures and benefit offerings. While implementation may seem daunting, professional guidance can help ensure a smooth transition while maximizing the benefits of these new standards. Ready to align your organization with the new revenue recognition standards? Contact us to discuss your implementation strategy.

Trade associations occupy a unique position to deliver authoritative market insights for their sectors. Through carefully designed data collection and analysis programs, associations can provide members with crucial business intelligence while maintaining strict confidentiality standards. The Power of Association Market Research When properly implemented, association-sponsored data programs offer invaluable insights into industry trends and competitive movements. This intelligence serves multiple stakeholders, from individual members to association leadership and industry decision-makers. Building a Framework for Confidential Data Sharing Confidentiality stands as the cornerstone of successful association data programs. Working within Department of Justice (DOJ) antitrust regulations, associations must develop robust frameworks that protect member data while delivering meaningful insights. Customizing Disclosure Protocols Every industry faces different regulatory scrutiny and competitive concerns. While baseline policies ensure fundamental compliance, successful programs require customized disclosure rules that reflect: Industry-specific DOJ scrutiny levels Member confidentiality needs Market structure considerations Competitive sensitivity Ensuring Data Security Through Multiple Safeguards Protecting member data requires rigorous evaluation processes. Multiple rounds of disclosure analysis ensure no single company's information faces compromise. This careful review determines what information can be published while maintaining confidentiality. Managing Disclosure Challenges When data analysis reveals potential confidentiality concerns, a structured approach helps maintain program integrity. Organizations receive options to: Publish data within established guidelines Remove sensitive information Combine data categories to protect specifics While combining categories may reduce granularity, it often provides the optimal balance between insight and protection. Creating Sustainable Data Programs Effective disclosure rules serve dual purposes: encouraging member participation and ensuring antitrust compliance. This balance creates sustainable programs that deliver ongoing value to association members while protecting individual organizations. Ready to enhance your association's market research capabilities? Contact us to explore compliant, secure data sharing solutions.

In today's rapidly evolving business environment, standardization serves as the cornerstone of exceptional service delivery. At Vault, internal standards ensure consistent, efficient, and continuous service across all client engagements. These standardized practices create the foundation for delivering timely, accurate work that clients and their communities value. The Strategic Value of Standardization The core focus of standardization lies in developing consistent workflows for all projects, beginning with fundamental processes. While client needs vary significantly, identifying common elements in workflows, basic tasks, and supporting technology creates efficiencies across every engagement. This approach ensures that as projects grow in complexity, the established baseline reduces learning curves, simplifies staffing decisions, and strengthens quality control measures. Creating a Collaborative Environment Through Standardization Standardization in professional services extends beyond efficiency—it fosters a more collaborative, supportive, and dependable work environment. By establishing clear, repeatable, and scalable processes, team members can confidently step in when needed, ensuring continuous client service. This systematic approach allows staff to focus on specialized services and value-added activities rather than routine tasks that can be streamlined through standardization. Developing Standards Through Experience and Innovation Standards evolve from various sources, including professional development experiences, industry best practices, and team member innovations. The collaborative atmosphere encourages professionals to share knowledge and codify improved processes, fostering continuous improvement across the organization. Real-world application and peer learning drive the most effective standardization practices, ensuring they remain practical and relevant. Technology's Role in Standardization The transition to cloud-based systems represents one of the most impactful standardization initiatives. These integrated technology solutions: Efficiently archive and centralize project data securely Reduce processing time for routine tasks Enable seamless remote work capabilities Enhance data security and management Facilitate strategic decision-making Impact on Client Service Standardization in professional services particularly benefits clients through: Enhanced Security and Efficiency Cloud-based systems with enhanced security ensure protection of sensitive data while streamlining operations. As organizations adopt more efficient processes, they naturally align with industry best practices for data security and management. Integrated Financial Management Fully-integrated systems provide clients with comprehensive financial visibility, simplifying strategic decision-making, budgeting, and overall financial management. This integration ensures all financial data flows seamlessly between systems, creating a more complete picture of organizational health. Continuous Service Delivery Well-documented practices and cross-trained teams ensure seamless service continuation, regardless of individual staff changes or transitions. This approach reduces organizational risk and ensures consistent service quality. Building Future-Ready Operations The implementation of standardized processes has proven particularly valuable during unexpected challenges like the COVID-19 pandemic. Organizations with established digital workflows and secure cloud-based systems adapted more readily to remote operations, demonstrating the long-term value of standardization in professional services. Through consistent application of standards and continuous improvement of processes, professional service firms can deliver higher value to clients while building more resilient and efficient operations. Contact us today to get started.

Tax-exempt organizations, including associations and professional societies, come in various forms with distinct needs and resources. However, accounting remains a critical function across all these entities, connecting mission-driven strategies to day-to-day financial operations. This essential role demands skilled professionals who can manage everything from multi-tiered budgets to basic accounts receivable and payable processes. For the tax-exempt community, working with an outsourced accounting team provides numerous advantages. Here are the top four reasons organizations should consider this strategic approach to financial management. 1. Scalable Solutions for Every Need Organizations seek accounting support for diverse reasons, often starting with specific needs that evolve into broader partnerships. Some require assistance with special projects lasting just a few months, while others need help implementing new strategies over extended periods. Many organizations initially seek support during leadership transitions or organizational changes. Even organizations with established financial teams may need additional expertise. Some have capable AP/AR teams but require higher-level insight for financial planning. Others might have a chief financial officer who needs support from an accounting manager to maintain internal controls, produce financial statements, and ensure smooth departmental operations. What often starts as a focused engagement, such as streamlining payroll processing or preparing for an audit, frequently develops into a comprehensive financial management partnership. This organic growth stems from organizations recognizing the value of having access to executive-level financial expertise. 2. Specialized Expertise in the Tax-Exempt Sector Experience in the tax-exempt sector brings unique value to accounting partnerships. Understanding the specific challenges and requirements of nonprofit organizations allows accounting teams to provide more relevant and effective solutions. This specialized knowledge proves particularly valuable when dealing with restricted contributions and federal funds. Precise tracking and accounting of these resources ensure appropriate use and compliance with all requirements. Expert partners help organizations budget, project, and account for funds in ways that support their missions while maintaining regulatory compliance. 3. Mission-Focused Support Professional accounting partnerships help organizations communicate financial information effectively to their boards and stakeholders. This includes preparing clear financial presentations and helping organizational leaders understand complex financial concepts and projections. The ability to present financial information confidently to boards of directors becomes particularly important during strategic planning and major organizational decisions. Professional accounting partners can either support organizations in these presentations or deliver them directly to boards. 4. Technology-Driven Solutions Modern accounting demands modern solutions, and leading accounting partners stay current with technological advances that streamline processes. This includes implementing integrated systems that can house information previously stored across multiple platforms. Cloud-based solutions enable more efficient operations for both accounting teams and their clients. From budgeting tools to online disbursement systems, these technological solutions improve accuracy, efficiency, and accessibility of financial information. Building Strong Financial Foundations As organizations evolve, their accounting needs often become more complex. Having a flexible, knowledgeable accounting partner allows organizations to adapt and grow while maintaining strong financial management practices. The implementation of modern accounting technologies, combined with expert guidance, creates an efficient operating environment that supports both current needs and future growth. This forward-thinking approach helps organizations stay focused on their missions while maintaining financial excellence. Ready to explore how professional accounting services can support your organization's mission? Contact us to discuss your specific needs and goals.

What is your professional background? I graduated from University of Richmond in 2017 and started with Vault in September of 2017. During school, I majored in Accounting with a concentration in Finance. My internships were all finance related, so coming into my first job in an accounting role was very new to me, but I’m currently working on getting my CPA. What is one outlandish, quirky, or fun thing about you that you do or occurs outside of Vault? I play professional lacrosse. I played with the Charlotte Hounds the summers of 2017 and 2018, but this past summer I had to take off to study for the CPA Exam. Though, I hope to play again this summer and look forward to getting back on the field. Most people at Vault are very competitive and like sports, so they are very supportive of me. Describe your role. Do you work for the research or accounting side of Vault Consulting? I don’t have one specific client. I have about five or six. Normally, every Monday, I’ll go to a certain client, and every Tuesday I’ll go to a different client. I love that about this job. You get to go to different offices. You could even have a different view every single day. Some people like their own desks, where they can put stuff, but, for me, personally, I like switching up the scenery. Usually, when I go to client sites, as a senior consultant, I mainly deal with the month-end close process. At the beginning of the month, I go through all prior month’s transactions and do reconciliations for the major accounts and then I do the financials once we’ve reconciled everything and made sure everything in our accounting system is correct. After that, we run our reports out of that system. I am also part of the intramural club. We are tasked with running things like fantasy football, March Madness, and intramural volleyball for the staff. Each year, we try to squeeze in a few corn hole tournaments to start the summer around Memorial Day—basically, fun things that can be a little competitive but mainly just to get people together. How did you discover Vault Consulting? I was going through job posting on University of Richmond website and happened to come across Vault’s posting. I looked into them a little bit more, and it seemed like they would be a very good fit for me. I went in and applied and had a few interviews. How long have you been with Vault Consulting? At first, I was a consultant. I was more involved with day-to-day transactional stuff. I kind of dealt more with Accounts Receivable and Accounts Payable. I would sometimes charge credit cards, deposit checks, or cut checks to pay vendors. It was daily and weekly transactional stuff; whereas, now I still do that but I also look at all the things that have come in and go out in the month to make sure everything is accountable and nothing is in there that shouldn’t be in there and that there isn’t anything that’s missing. Any job where you start moving up, you gain more responsibility and accountability. Working in an accounting job means being responsible for a company’s financials. We have a hierarchy system, so there are many people who look at things to make sure nothing is overlooked. Luckily, I’m the first set of eyes, so I have one or two people that look at it after me. What is one memorable moment about your interview process or about your first week/day at Vault Consulting? I didn’t have anything memorable during the interview process. The first project I was assigned to during the first week was definitely memorable. This being my first project, I didn’t know exactly what to do and was staring at it. I’d come to it and stop so many times, not knowing what the next step should be. I felt bad reaching out to others for help about what I should do, but everyone was very willing to stop what they were doing to help me. That was the first time I realized that everyone is willing to help you and that no one is alone at Vault. What do you enjoy most about the Vaulters’ culture? The culture is very welcoming and friendly. There are always very high expectations for everything that you do in all of your projects, but at the same time Vault does a great job of making sure they find times and events to appreciate all of our hard work, including the company picnic, holiday party, and annual retreat. What has been the most surprising/challenging thing about working at Vault? Probably just having and being on multiple clients–the client engagements, time management, and balancing the multiple deadlines for multiple clients. We always have our schedule that we set for the week, but a lot of the time that tends to change just based on talking to clients and learning that something has changed and they need whatever they’re asking for sooner than you’d expected. I would say it’s a juggling process. Where do you see your Vault career taking you? Vault has grown a lot since I’ve been here, and it looks like it’s going to continue to grow. I just hope I continue to grow with the company. They put me in a great position to be successful and have given me everything I need to do the job. I really just hope to continue that, and, as Vault continues to grow, I hope to gradually keep moving up the ladder and taking on more responsibilities. If there was one thing you could say to future or current Vaulters, what would it be? I would say there’s so much that you can learn from your coworkers since a lot of them have been in the position that you’re in. You should always listen to their experiences because most likely there will be a time where you’ll find yourself in a similar situation. It always helps to know what other people have done and understand how they handled it. You can always share your experiences with someone too, so that they can learn from your scenarios.

Understanding how research can benefit your association starts with one of its most powerful tools: benchmarking surveys. As associations seek to expand beyond traditional member benefits, strategic research programs have emerged as crucial drivers of member recruitment, retention, and non-dues revenue. Members consistently rank research and data programs among their top three most valued benefits, making benchmarking studies a clear pathway to enhanced member value. The Strategic Value of Association Research Benchmarking surveys represent one of the most impactful ways research can benefit your association. These comprehensive studies enable member organizations to assess their financial health against industry norms, compare operating costs with peers, and identify successful practices that drive growth. Through detailed analysis and comparison, organizations gain the insights needed to make data-driven decisions that improve their operational effectiveness and strategic positioning. Understanding Benchmarking Research Impact One compelling example of how research can benefit your association is through compensation and benefits benchmarking. These studies provide valuable insights into industry-standard salary ranges and benefits packages, helping organizations align their offerings with market expectations. Association leaders and hiring managers can use this data to develop competitive compensation strategies that attract and retain top talent while ensuring fiscal responsibility. Developing Member-Focused Research To maximize how research can benefit your association, start by listening to your members. What trends do they need more information about? What questions are they trying to answer? This understanding ensures your benchmarking research addresses real needs and provides actionable outcomes. Since successful benchmarking studies require active participation from industry members, this initial engagement helps gauge potential participation levels and determines which data points will provide the most value. Ensuring Research Success The success of benchmarking surveys depends on consistent implementation and regular updates. Annual or bi-annual studies strengthen participation rates and enhance the perceived value of the research. This consistency allows organizations to track trends over time and make more informed decisions based on historical data. Additionally, maintaining robust security measures and professional analysis methods ensures the integrity and reliability of your research program. Professional Partnership Value Many associations find that partnering with experienced research firms enhances how research can benefit their organization. These partnerships reduce internal resource demands while providing access to professional methodology and enhanced data security. An independent third party with expertise in handling confidential information can also reassure members about data privacy and integrity. Legal counsel should be consulted regarding the collection of sensitive information to ensure compliance with all relevant regulations. Transforming Member Value Through Research Understanding how research can benefit your association through benchmarking surveys opens new opportunities for member engagement and organizational growth. Whether examining compensation trends or operational metrics, well-designed research programs deliver tangible value to your member community. By investing in professional research capabilities, associations can provide their members with the insights needed to succeed in today's competitive environment. Ready to explore how research can benefit your association? Expert guidance can help you develop a benchmarking program that delivers meaningful insights for your members.

Lindsay Clark has always been interested in using her aptitude for logic and numbers to serve others. Though she attended the University of Virginia with plans to pursue a law degree, her experience creating a nonprofit during her college years and dipping her toes into the world of accounting opened new doors that excited her. She initially thought accounting might not be the right fit for her, but she quickly realized in her first job out of college that it could be a powerful path to helping others.  After graduating from the University of Virginia, the UVA Licensing and Ventures Group (UVALVG) hired Clark as an assistant to the business manager. Here, she was introduced to accounting basics and discovered that pursuing a CPA would be a much more rewarding career path. Though she did not have the requisite accounting credits under her belt yet, she began to pursue them during her time at UVALVG. It was the beginning of her 12-year journey toward being eligible for the CPA exam; she has just finished that journey, sitting for all of her CPA exams in the impressive span of ten months. She acknowledges that every accountant’s path toward a CPA is different and spacing out the exams or working through them in rapid succession depends on a person’s unique experiences, timeline, and preferences. When she finally was able to take the CPA exams, Clark wanted to complete them as soon as possible.  “My motivation was wanting it so badly because it took me a while to figure out what I wanted, and then it took me so long to sit for it,” she says. In her 10-year tenure at UVALVG, Clark capitalized on opportunities to learn as much as she could about the accounting world in an independent and trusting environment. She devoted herself to earning all the accounting credits she would need for her CPA and explored the many career possibilities along the way. In an intermediate accounting class, Clark stumbled across outsourced accounting as a possible career path.  “I was blown away by the idea that you could work for multiple nonprofits and help multiple clients at once who are all making a difference. It takes a lot of resources to have full-blown accounting in-house, so that’s when I started researching DC firms that offer outsourced accounting.” The opportunity to use her unique skills to support not-for-profit organizations reminded her of some of her proudest accomplishments in college, especially founding a field hockey nonprofit that mentored high school girls and provided them with great coaching and competitive experience. As a coach, Clark found the opportunity to mentor players tremendously rewarding. Though Clark played field hockey herself for many years, transitioning to a coaching role gave her a new love for the sport from a different perspective.  “Sometimes it’s more fun to watch and coach—even more fun than playing.” Clark’s talent for mentorship and management has become a central part of her work at Vault. She started as a Senior Consultant, where she worked onsite with multiple clients to support reconciliations and month-end closing. After a year and a half with the firm, Clark was given a new responsibility for overseeing the big picture of client relationships when she was promoted to Manager. She enjoys seeing the whole accounting process from start to finish. Clark recalls discovering Vault as a fairly new organization. When she was invited to interview, she was eager to travel from Charlottesville, VA to meet the team in person. In addition to conversations with Vault leadership, she had the opportunity to meet with a recent hire from Richmond, VA. Clark recalls how friendly and positive the people and environment were, and she immediately knew she wanted to work there. A few months later, that recent hire became Clark’s mentee. In describing what makes her a good fit for the Vault culture, Clark shares that she likes the focus on constant learning and improvement. Even when life and work unfold at a challenging pace, Clark appreciates her teammates’ dedication to one another. “I like that they have high expectations and push you to improve, but still have fun,” says Clark. “They work hard to have a great culture, but one of the things that makes it special is the people. Anytime I ask anyone a question, their stories, experience, and advice—I’m blown away by their skillsets and how genuine they are.”  Clark describes the most challenging part of working at Vault as finding balance—she is naturally driven to do her best work but also knows she needs to have boundaries.  As someone now responsible for managing client relationships at a higher level, COVID-19 has shifted the way her work gets done and how client interactions occur. Adapting to that new dynamic is an ongoing effort.  One bit of advice that she hopes all Vaulters will take to heart, though, is to absorb all the opportunities the firm offers. “Engage with coworkers at events and happy hours. Take Vault U courses. Be up for new client assignments and be open-minded about where that will take you,” says Clark. She’s proud of her time at Vault so far and eager to continue learning and growing.  “So far, I’ve just learned an incredible amount in the last two years. I want to continue growing here and there’s so much to learn and experience. We’ll see where it goes from there.”  In addition to completing that long-term CPA milestone, her goal is to continue gaining exposure to the nonprofit accounting world.