CECL Adoption Is Just Around the Corner – Is Your Business Ready?

Jammile Ferrer

Jammile Ferrer

Manager, Technical Accounting

CECL Adoption Is Just Around the Corner – Is Your Business Ready?
Properly recognizing impairments and losses on your loans, debt securities, and other financial assets is critical to ensuring you can develop and share accurate financial statements for all your stakeholders. But in the past, the methodology most commonly used to recognize those impairments wasn’t ideal. 
With the Financial Accounting Standards Board (FASB) now requiring the use of a new Current Expected Credit Loss (CECL) model, it’s important to understand what this model involves, how it differs from past methodologies, and how to get ready to adopt the new standard.

The Need For An Improved Model

In the wake of the financial crisis that began in 2008, regulators took a closer look at how financial institutions and other businesses were recognizing credit loss impairments and determined it was not being done in a sufficiently timely way. 
US GAAP has historically used the incurred loss methodology, in which an organization didn’t recognize a credit loss impairment until it was probable that an asset was impaired and the organization could estimate the loss amount based on past events and current conditions. However, this methodology primarily focuses on the past—rather than taking future anticipated conditions into account—and it delays impairment recognition. In addition, companies could use various credit impairment models under the incurred loss methodology, creating disparities and inconsistencies.
These limitations spurred the development of the CECL model, intended to provide financial statement users with more timely and relevant financial information that is not just based on past events and current conditions but also forward-looking information. The new model also aims to minimize the complexity of measuring expected credit losses and allows companies to determine the most appropriate methodology based on their specific business and the nature of their financial instruments.
FASB introduced the CECL model by issuing Accounting Standards Update (ASU) 2016-13, Financial Instruments – Credit Losses (Topic 326). 

CECL is Now Going into Effect

The ASU requires organizations to measure credit losses mainly on financial assets at amortized cost and other instruments using a CECL model. This new model requires you to measure lifetime expected credit losses at the reporting date based on a combination of historical loss experience, available and relevant current conditions, and reasonable and supportable forecasts of future conditions. 
Your effective date for implementing the new model depends on the type of entity you operate.
  • For public business entities that meet the definition of a Securities & Exchange Commission (SEC) filer, excluding smaller reporting companies, CECL was implemented at the beginning of 2020 and is currently effective. 
  • All other entities, including all other public business entities (including SEC filers that are smaller reporting companies), private companies, not-for-profit organizations, and certain employee benefit plans, should adopt CECL beginning in 2023. 

To meet this fast-nearing deadline, you need to understand the challenges and requirements of adopting CECL and make sure your organization is prepared to comply. 

Does CECL Affect Your Company?

Of course, financial institutions like banks, credit unions, and others in the financial services industry will be heavily affected by the new impairment model since most of the financial instruments these companies hold are within the scope of ASU 2016-13. However, the new standard isn’t just for financial institutions. 
CECL applies to any entity that holds financial assets such as trade receivables, loans and loan commitments, held-to-maturity debt securities, net investments in leases, off-balance-sheet credit exposures, reinsurance receivables, and other financial assets carried at amortized cost.
For financial assets like these, you’ll need to recognize and present an allowance for credit losses or a contra-asset account in your financial statements, rather than as a direct write-down of a financial asset’s amortized cost basis. There is no specific threshold for recognizing an impairment allowance under the new model. You should recognize impairment that reflects a current estimate of all your expected credit losses for your financial assets as of the reporting period. For assets previously assessed with a low loss risk, such as current trade receivables, you must also measure expected credit losses, which is a significant change from the current US GAAP.
CECL adoption is likely to affect your financial reporting significantly. By requiring you to recognize expected credit losses on a timelier basis, CECL will result in recognizing higher allowances for credit losses that reduce the current ratio. In addition, because you’ll need to recognize provision expenses upfront, you may experience higher expenses affecting several key profit-and-loss metrics, such as operating profit, net income before and after taxes, EBITDA (earnings before interest, taxes, depreciation, and amortization), and EPS (earnings per share), for example. With these financial metrics impacted by the new credit loss model, you’ll also see an impact on your overall financial position and performance, existing loan agreements, and even investors’ perceptions of your company. 

It’s Time To Get Ready

If your business falls within the category of entity types that must adopt CECL beginning in 2023, it’s time to start preparing if you haven’t already. Steps like the following can help you get ready to adopt this new accounting standard:
  • Be proactive. It’s worthwhile investing time and effort to understand the CECL requirements and changes, along with how it differs from US GAAP and how these differences will affect your current accounting policies and processes. Consulting with experts like the Scrubbed team can help you better understand how the new accounting standard will affect your business specifically.
  • Establish the right team. Adopting CECL requires a team effort. Ensure that your senior management and the right players within key departments, such as finance and accounting, credit, risk, and IT, are on board and well-trained to provide deep expertise on CECL
  • Evaluate the current situation. Start with your current credit loss information and processes to identify existing resources that could be used as leverage. For example, the new guidance doesn’t require a specific method for developing an estimate of expected credit losses. A company that currently uses discounted cash flows or loss rates to create estimates could use them as leverage in developing an expected credit loss model. 
  • Address the gaps. Once you’ve evaluated the currently available information and identified other missing resources or information, create a plan to address the gaps between these data. Your plan might include consulting with companies that have already completed a CECL implementation, along with auditors, regulators, and third-party resources that can provide information and resources to help you meet the new requirements.
  • Determine the inputs needed to calculate losses. Accumulating and determining the appropriate inputs needed to calculate expected credit losses is a significant step. These inputs may include your historical credit information; the complexity, size, and composition of your financial assets portfolio; industry operating results and forecasts; and relevant macro and micro economic factors, like inflation, unemployment, and gross domestic product. This exercise requires thorough analysis of relevant inputs and how they might indicate customer payment behaviors and credit ratings, as well as the professional judgment to ensure the data you’re considering are relevant and indicative of customers’ future credit risk.

How Scrubbed Can Help

CECL aims to provide companies and their stakeholders with more timely and reliable financial information on expected credit losses, so there are certainly advantages to look forward to. Yet, adopting the new model won’t be a simple undertaking since it will require substantive changes in how you handle certain financial transactions and your financial reporting.
The Scrubbed Technical accounting Group can assess your CECL readiness, consult with you on complex accounting transactions involving CECL, prepare related accounting memos, and provide audit support.
Are you ready to take on the new CECL model? Contact Scrubbed to learn how we can make the process efficient and effective.

CONTACT US
How Scrubbed Can Help

Related Content

Blogs

5 Financial Pillars That Can Help CFOs Drive Success

5 Financial Pillars That Can Help CFOs Drive Success

The accounting and finance functions and the role of the CFO are both changing dramatically, with the CFO now expected to help lead a company’s transformation alongside other C-suite executives. By leveraging these 5 financial pillars, CFOs can play an integral role strategically in driving their businesses to thrive and succeed.Pillar #1: A Sound Finance StrategyMost new businesses are born from an idea for an innovative product or service, so their initial strategic planning efforts tend to focus on developing a product or service strategy. As the company’s core offering takes shape, the strategy discussion shifts to the many functions needed to get the product into the market and to keep clients satisfied, like sales, marketing, and customer service.It’s rare for companies to develop a finance strategy at the onset. But that’s a big miss, because it takes significant financial resources to scale a business effectively. Without a well-developed finance strategy, the company runs the risk of being in reactive mode financially—always scrambling for the funds to invest in staff, equipment, or technology, or to expand into new geographic and vertical markets.It’s critical for the CFO to develop and execute on a sound finance strategy, perhaps now more than ever. While the exercise will likely involve cross-functional participation, it’s up to the CFO to take the lead, ensuring that strategy and funding are in place or readily available to fuel the company’s growth.Pillar #2: The Right ResourcesEven the best products are destined to fail unless they’re supported by the right resources, including people, processes, and technology. At every stage in a company’s life cycle, decisions about how and when to invest in those resources can make a major impact on the trajectory of the business.For example, the right technology platform is critical to gathering and disseminating the financial information that production, marketing, human resource (HR), and other functions need to make the most informed operational decisions. But while some early-stage companies are quick to invest in highly sophisticated financial technology, they don’t always maximize their use of the functionality, which greatly reduces return on investments (ROI). Or when it comes to building the right talent, they might staff up internally on functions that could be handled more cost-effectively in an outsourced mode, especially in the early stages or at times of rapid expansion.By identifying and investing in the optimal resources, aligned to the company’s needs based on its life cycle phase, the CFO can help position the business for profitable growth.  Pillar #3: A Cross-Functional Approach For decades, accounting and finance typically operated in a vacuum. Today, the CFO’s reach spans far beyond accounting and financial reporting, directly touching many operational decisions that are integral to the company’s ability to thrive.The most successful CFOs find ways to work effectively across departments and functional groups. When the CTO wants to invest in a new enterprise resource planning system or the head of HR wants to increase salaries to better compete for talent, the CFO is actively engaged—lending unique skills and capabilities to the decision-making process, conducting the necessary analyses, and ensuring the decision is on target strategically and viable financially.By building strong relationships across the organization and establishing processes to ensure finance is integral to operational decision-making, the CFO can play a central role in driving the business’s success.  Pillar #4: A Willingness to Embrace AnalyticsIn nearly every function in every organization, the tool that helps operational leaders measure performance today is analytics. While it could be easy to dismiss analytics as a buzzword, the right analytics provide businesses with information that is much more actionable and insightful than the static reports of the past.CFOs that take a lead role in driving their organizations’ success readily adopt analytics and help each functional group determine the most appropriate key performance measures (KPIs) for their needs. For instance, the CFO might collaborate with those responsible for risk management to develop KPIs for revenue and cash flow and use analytics to keep tabs on how those figures are trending. Sometimes those analytics translate directly to dollars; other times, they provide the data needed to guide more qualitative decisions.  By embracing analytics, the CFO can manage the day-to-day financial operations more effectively and help leaders across the enterprise use the most relevant metrics to guide operational decision-making and management.     Pillar #5: An Innovative Workforce StrategyDramatic changes in how and where we work, fueled recently by the Covid19 pandemic, have forever altered the way businesses approach staffing. Those that adopt an innovative workforce strategy place themselves in the strongest position to succeed, even despite a tight labor market.CFOs that take a modern view of staffing recognize that the current business environment opens the door to more flexible work arrangements that go far beyond providing convenience for employees; they can also prove more cost-effective for the company. Outsourcing certain business functions is a prime example. CFOs should have input into decisions about which functions might be outsourced effectively, as well as the processes and technologies needed to support this arrangement for a successful experience.By championing an innovative workforce strategy, the CFO can help the organization overcome staffing constraints, mitigate the risk of turnover, gain crucial capabilities that aren’t resident in-house, and flex in sync with customer demands and expectations.

Read More >
Blogs

The CPA Firm’s Roadmap to Meeting Tight Audit Deadlines

The CPA Firm’s Roadmap to Meeting Tight Audit Deadlines

Every CPA firm knows the rhythm of the busy audit season: the long hours, the constant pressure, and the impossible balance between speed and accuracy. But what used to be a seasonal challenge has become a deeper structural issue for the profession.With fewer accounting graduates entering the field, growing client demands, and increasing audit complexity, firms can no longer rely on sheer effort to meet deadlines. CPA firm turnover is averaging around 15% nationally and nearly 71% of Big 4 auditors reporting mental health worries due to work pressures. The old model, hire more people, work more hours, simply doesn’t scale.The firms finding success today are the ones rethinking their audit approach. They’re replacing reactive, deadline-driven habits with proactive systems built on planning, visibility, and smart capacity management.This roadmap provides five core, actionable strategies that move beyond wishful thinking and establish a disciplined, collaborative framework to ensure timely completion without sacrificing the integrity of the audit.Step 1: Strategic PlanningThe planning phase is where you negotiate reality, manage expectations, and build essential time buffers to protect your team. Here’s how this step usually goes:Setting Realistic TimelinesThe single most destructive action in deadline management is setting a one-sided, unrealistic deadline without client input. This only creates resentment and guarantees delays.Suggested Action: Schedule a dedicated meeting with key client stakeholders early in the process. Use this time to negotiate and agree on an achievable timeline for deliverables, fieldwork, and final sign-off. This collaborative approach manages expectations on both sides and sets a realistic, mutually accepted path forward. When the client agrees to the timeline, they inherently take ownership of meeting their own deliverables, dramatically improving their response time.Buffering for Client DelaysEven the most collaborative client will face unexpected internal hiccups. If your internal deadline is the same as the final delivery date, you have no recourse when issues arise. You need built-in protection.Suggested Action: The usual buffer to set is an internal deadline of two days before the official one. This two-day margin serves as your firm’s safety net. Furthermore, when communicating with the client, give them a one or two-day window to provide the necessary information before your internal deadline. This proactive strategy ensures that if the client misses their internal date by a day or two, your firm’s final schedule remains protected, insulating your team from external chaos.Step 2: Focused ExecutionOnce the timeline is set, execution must be focused on ensuring maximum audit efficiency and professional skepticism is applied where it matters most.Prioritizing High-Risk AuditsThe most efficient audit is not the one that finishes every section fastest but the one that allocates the most senior resources to the areas carrying the highest risk.Suggested Action: Accounts that carry the highest risk of material misstatement must be prioritized and tackled first in peak season. These are the areas that will receive the most extensive and/or detailed audit procedures and require the judgment of senior staff.Common priority areas include: revenue and related accounts (such as Accounts Receivable and Cash), Inventories, Complex accounts (like derivatives or specialized equity), and accounts flagged during planning due to weak internal controls. By front-loading the heavy, high-risk lifting, you surface critical issues early when there is still time to resolve them.Avoiding BottlenecksBottlenecks are inevitable, but their impact is manageable. Delays typically stem from a few common issues: a client’s slow response to requests, unexpected material events or errors, and the discovery of mistakes from previous audits. It’s common to encounter one, or even all, of these hurdles during an audit.Suggested Action: When an audit encounters one or more of these hurdles, do not proceed in silence. The moment the delay is quantified, you must immediately renegotiate a new, achievable timeline with the client. Trying to push through an unexpected week-long delay on the original schedule will only lead to rushed, sub-par work. Anticipating and communicating delays early is the hallmark of professional project management.Using Project TrackersWhile sophisticated audit software exists, the core need remains visibility and accountability for both the firm and the client.Suggested Action: Maintain a simple, centralized project tracker. Often, keeping an Excel file is the most effective low-tech solution. This tracker should monitor the progress of each audit area and, crucially, track what is still needed from the client (the Pending Client List, or PBC). Clear, shared tracking ensures everyone knows the exact status of the engagement and holds the client accountable for their outstanding items.Step 3: Expand Capacity Through Strategic PartnershipEven with great planning and process discipline, there’s one reality every CPA firm faces: capacity. This capacity constraint creates the unavoidable bottlenecks that these strategies are designed to mitigate, especially given that the unemployment rate for auditors sits at 2.0%. The talent shortage is the bottleneck.The most effective solution to this crisis is leveraging the dedicated, experienced offshore accounting professionals from Scrubbed. This will allow your firm to instantly scale capacity for high-volume tasks without the overhead or long lead time of permanent hiring, establishing the firm’s forward-looking strategy.Here’s how we make it possible:Audit Support. We handle all your testing, confirmations, and workpaper preparation so your team can focus on analysis and client relationships.Tax Preparation and Compliance. From 1040 and 1120 returns to nonprofit filings, we can help you ensure timely and compliant submissions even during the busy seasons.Accounting and Bookkeeping. We manage your daily bookkeeping, account reconciliations, and month-end close activities, so your team can dedicate more time to strategic initiatives.Transaction and Advisory Support. For firms providing M&A, valuation, or due diligence, we deliver the support you need to strengthen your advisory engagements.As a long-time partner to CPA firms of all sizes, Scrubbed provides access to highly trained accounting and audit professionals who work seamlessly as part of your extended team. We follow your firm’s methodology, align with your tools and standards, and deliver consistent, high-quality work.Beyond Just Meeting the DeadlineMeeting tight deadlines shouldn’t come at the expense of your team’s well-being or your firm’s reputation. With the right systems and the right partners in place, it’s possible to deliver every audit on time, with the quality and confidence your clients expect.The ultimate benefit is not just a timely report either, but a sustainable practice. Leveraging proactive steps and strategic partnerships like Scrubbed allows CPA firms to reduce staff stress and burnout, increase the efficiency of review cycles, and consistently deliver high-quality reports, solidifying trust with clients.Don’t let the next busy season dictate your schedule. Partner with Scrubbed to build a resource plan that helps your team meet deadlines without burnout, and deliver quality audits every time.

Read More >
Blogs

Outsourced Accounting for Nonprofits: Choosing a Partner with the Right Expertise

Outsourced Accounting for Nonprofits: Choosing a Partner with the Right Expertise

Nonprofits have unique accounting needs. Meeting the financial requirements of donors, board members, regulators, and other stakeholders takes effective, precise accounting practices that demonstrate both fiscal integrity and compliance with governing tax laws.Like most organizations in the private sector, many nonprofits do not have the expertise or bandwidth in-house to manage the complexities of their accounting needs. Unlike for-profit firms, nonprofits are under heightened regulatory scrutiny to maintain their tax-exempt status, which means their accounting requirements can be much more extensive.Accordingly, an outsourced accounting model is a great option for many nonprofits. Selecting the right partner can be tricky, though, as not all accounting firms fully understand the breadth of financial pressures nonprofits face.So, what skills and expertise should nonprofits look for on an outsourced accounting partner – and what other attributes are essential to a successful relationship?Sector, Regulatory ExperienceThe accounting firm you select should have deep experience working with nonprofit organizations and have experts on staff who are well versed in all governing tax laws. Ultimately, the partner you choose must be able to help your organization:Maintain transparency with stakeholdersEnsure that funds are properly used to support the missionMeet all U.S. GAAP standardsStay compliant, check out our Nonprofit accounting page and see how Scrubbed can help your NPO.Reporting ExpertiseFinancial reporting is key to helping your nonprofit maintain compliance and communicate well with stakeholders. To that end, your outsourced accounting partner must have the expertise and staffing capacity to help you both keep complete, up-to-date financial records and create the many reports donors, board members, regulators, and other stakeholders require.Perhaps the most important financial statement a nonprofit must produce is the Form 990, which is filed annually with the IRS and must be accessible to the public as well. This form is used to demonstrate that the nonprofit qualifies for tax-exempt status, that its funding is, in fact, directed toward its underlying mission, and that the organization is not in any way abusing its tax-exempt status. Board members, donors, the media, and members of the general public may request a nonprofit’s Form 990 as well to see how funds are used and assess the organization’s overall financial health.Other key reports your accounting firm must be experienced at creating include:Statement of Activities[LW1]Statement of Financial PositionCash Flow StatementFunctional Expenses StatementBudget-to-actual reports are also recommended for nonprofits for both evaluating operating practices and future strategic planning.Beyond ReportingWhile reporting, planning, and regulatory compliance are critically important to your nonprofit’s success, the partner you select should also be there for the day-to-day financial tasks that keep your organization running smoothly, including:Building and managing your budgetTracking donor-restricted fundingManaging government grantsFiling invoices and reimbursementsProviding comprehensive audit supportAs a nonprofit, though, your organization is about much more than money management. Nonprofits are expected to operate with the utmost integrity and transparency, which is why the reputation of the accounting firm you select is so critical. So, be sure to check references and confirm that you are working with a partner that shares your values and that brings to your organization the ethical standards that define your mission and that your donors and communities deserve.

Read More >

Contact Information

SF Bay Area Headquarters
111 Anza Boulevard, Suite 320, Burlingame, CA 94010, United States

Phone: (800)837-5160
Email: [email protected]

"Scrubbed" is the brand name under which Scrubbed Advisory, LLC and Scrubbed Assurance LLP provide professional services. Scrubbed Advisory, LLC and Scrubbed Assurance LLP practice in an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable law, regulations, and professional standards. Scrubbed Assurance LLP is a licensed independent CPA firm that provides attest services to its clients, and Scrubbed Advisory, LLC provides tax, finance, and support services to its clients. Scrubbed Advisory, LLC is not a licensed CPA firm.

Copyright © Scrubbed. All rights reserved.