Within the Office of the CFO, the demands on today’s corporate tax function continue to increase at a rapid pace. Tax department leaders and corporate tax professionals face constant changes in domestic and global tax legislation, increased compliance obligations, and additional SEC scrutiny. Some of the regulatory changes that are top of mind for tax professionals include: navigating the new Pillar Two global minimum tax requirements (for many companies with a multinational presence); considering tax impacts during a business combination such as an acquisition; managing compliance related to the complexities around capitalized research and development costs under Section 174; and more. Plus, tax teams are often constrained in keeping up with the latest regulatory expertise while tackling their day-to-day responsibilities because of ever-changing workforce trends.
Now more than ever, in response to these heightened challenges, corporate tax functions are working to identify and implement efficiencies across their processes.
For tax department leaders, there are many advantages of optimizing the tax function. An effective tax optimization involves finding the right equilibrium between insourcing, outsourcing, and automation. These improvements to the tax function can drive efficiency, compliance, and strategic decision-making within a company.
Combining a focused internal team with specialized external support as needed is a well-rounded approach that helps mitigate the risk of non-compliance.
Here are a few key examples of tax-related tasks that are helpful for companies to outsource:
By outsourcing these repetitive tasks, corporate tax departments can empower their professionals to focus on what they do best – strategic tax planning, analysis, and providing impactful advice that supports the overall financial objectives of the company. This, in turn, strengthens the Office of the CFO’s position when making critical financial decisions.
With the right outsourcing mechanisms in place, retaining strategic and decision-making functions in-house allows for better control over costs associated with sensitive financial matters. By balancing routine work through outsourcing and redirecting in-house tax professionals’ focus on more strategic initiatives, companies will enjoy greater flexibility to address changing business needs and ability to monitor and adapt to the evolving regulatory environment.
When transforming a company’s data analytics capabilities (whether the data is tax-related other otherwise), the initiative is usually a cross-functional effort that extends beyond the tax department, pulling in financial planning and analysis (FP&A) experts, technology specialists, and other professionals within the office of the CFO.
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