We are here to think differently, to be open and honest. Let’s be real.
Matthew Martin always asks, “How can we make the profession better for the future?” His reason for becoming involved with CalCPA has always been to evolve and change the profession. When asked about his vision, he said, “When I envision the future of CalCPA, I see a more deeply connected community. It is a world that goes beyond earning CPE. We call on each other to talk though technical issues. We feel safe to discuss our leadership challenges. We connect on a personal level and understand what it is like to balance family commitments and compliance deadlines. No matter which geography you are in, when you attend an event, you feel at home. You feel like you have your people, at all the levels.”
Matt has held various positions in his nearly 20-year career with firms of various sizes—small and local to top 25.
A thought-leader, he was at the forefront of cannabis services and eventually became a leader within the space providing advisory services to companies from startup to publicly traded. Matt has held numerous CalCPA leadership positions at both the state and local levels, including Los Angeles Chapter president.
Q: What or who inspired you to become a CPA, and when did you know that it was the right career for you?
Truthfully, becoming a CPA just happened. I had a background in business and a knack for math and accounting. I graduated from Indiana University in 2006, and the job market was tough. In Chicago, a recruiter wouldn’t look at you without having a permanent address in the city. My father is a CPA and my mother has a background in accounting and owned her own bookkeeping company. A close family friend in Los Angeles offered me a job. I returned to Los Angeles, went to UCLA for an accounting certificate and passed my CPA Exam. I realized I was good at accounting, and I enjoyed having close relationships with clients.
Q: What do you enjoy most about being a CPA?
At the beginning of my career, I loved that I was not tied to just one industry or business. I could go through a day working with a restaurant, a bar, talking real estate, and then working with a big touring band. It was hard to get bored because if you didn’t like what you were doing you could pick up something totally different. As I became more senior in my career, being a CPA allowed me to reinvent my niche. I started working with restaurants and bars, then the movie industry, then apparel and jewelry business, back to restaurants and eventually cannabis and other plant medicines industries.
Q: What attracted you to CalCPA and CalCPA leadership?
I remember my first introduction to CalCPA was when we had someone show up to our UCLA Extension class and offered free membership. The pitch that got me was
if you are a member of CalCPA you can save money on Mercury car insurance. I already had Mercury, so it was a no-brainer! I became more involved as soon as I passed my CPA Exam. I felt like I was going to be getting a lot of hours back in my life that had been dedicated to school and the exam. The experience of the accounting certificate followed immediately by the CPA Exam took a significant toll on me. But the silver lining was that I knew I wanted to get involved in the profession to make it better. With every position I have, my goal is to make better than when I started. I felt that being involved with CalCPA is my way to do just that.
Q: What has surprised you about being an active member of CalCPA?
I’ve been pleasantly surprised by the array of resources and support available. I had no idea about the various committees and the work they do to benefit the industry. For instance, I was unaware of the MAP Committee, which provides a platform for firm leaders to share their challenges and work together to improve the industry.
I was also unaware of the advocacy efforts of CalCPA on behalf of members. From providing everyday support to the Legislature to organizing CPA Day at the Capitol, CalCPA is at the forefront of the issues in California and nationwide. This has been a valuable resource as it allows me to stay informed and engaged on the issues that matter most to my practice.
Without being an active member of CalCPA, I may have continued to believe that the organization was solely focused on providing education. My experience has shown me that there is so much more to CalCPA than that. I’m grateful to be a part of it.
Q: What do you see as the most pressing issues facing the profession?
The difficulty of attracting the next generation of CPAs. According to recent data, enrollment in accounting majors is down by 15 percent over the past five years, and applications for the CPA Exam have decreased by 20 percent. To address this, we need to reimagine the employee experience and prioritize competitive starting salaries. Research shows that starting salaries play a critical role in recruitment and retention in the accounting industry, with 75 percent of professionals citing salary as a major factor in their job decisions.
Additionally, we need to provide a clearer picture of long-term compensation models, including bonuses, benefits and other forms of compensation that might be attractive to younger professionals. By addressing these challenges, we can work to attract and retain the next generation of CPAs and ensure the long-term success of our profession.
Q: What do you see as the priorities for CalCPA during your term?
Here are the key areas I believe we should focus on based on our strategic outcomes:
Create Super Fans: Community is at the heart of a successful professional association. To achieve this, I plan to prioritize member engagement and problem-solving. This means having an open-door policy, where members can reach out to us and we can help solve their problems or connect them with the right resources.
Transform the Career Experience: The pandemic has accelerated a shift in the way we work, with many firms recognizing the importance of work-life balance and human capital. To support this shift, I propose that CalCPA showcase and celebrate firms that are leading the way in creating a better work environment. By highlighting these examples, we can demonstrate that a life in accounting doesn’t have to mean a life of constant overtime. Given the keen interest in private equity—an exercise that has a firm to become hyper-focused on profitability—it will be paramount that we keep our eyes on the people.
Shift the Identity: Once we’ve made meaningful progress on transforming the career experience, I believe we can start to rebrand and reposition the identity of being a CPA. This means reframing the narrative around what it means to be a CPA and highlighting the value that being a CPA brings to one’s own life.
Operate with Excellence: Finally, I believe our board should continue to prioritize strategic planning and thinking about the future of the organization. This means staying focused on our goals and making data-driven decisions to ensure we’re achieving the greatest impact.
By prioritizing these areas, I believe we can make a meaningful difference in the lives of our members and the accounting profession as a whole.
Q: What do you see as the most pressing issues facing CalCPA?
CalCPA needs to show the value of membership. The generation coming up is not one that will join an association just because it is the right thing do to. They want action. They want purpose. CalCPA needs to better tell our valuation proposition and develop the community to showcase the talent across the state.
Q: What advice do you have for younger professionals or those thinking of entering the CPA profession?
Right now is the best time to enter the profession. There is a sea of change coming and young professionals have an opportunity to greatly influence the direction of the profession and how public accounting firms will look and feel in the future. Because there is so much work to be done, people are no longer afraid to share their secrets, so we see a lot more information. This is uplifting everyone.
Q: What advice do you have for seasoned professionals trying to attract or retain younger professionals?
Attracting and retaining younger professionals requires a fundamental shift in how we approach our work. First, we need to treat them like humans—pay them a fair wage, provide opportunities for growth and development, and create a positive work environment. It’s about recognizing the value that younger professionals bring. Fair compensation is critical, including overtime pay and benefits that are commensurate with their experience and qualifications. And beyond just a paycheck, younger professionals want to feel like their work has purpose and meaning.
We also need to find ways to reduce the workload and create a more sustainable work environment. This might involve flexible work arrangements, leveraging AI, providing resources for employee well-being or offering development opportunities to help employees manage their workload. Ultimately, it’s about recognizing that our industry is reliant on human capital and we need to reinvest in our people to ensure a bright future for our firms.
Q: What do you consider to be your greatest accomplishment or proudest moment as a CPA?
Thus far my proudest moment has been when I was on the cover of California CPA magazine in 2018 with an article working with the cannabis industry. It took courage to be the face of an industry that was not yet widely accepted, yet needed CPAs and strong advisory services. I feel my greatest accomplishment so far is when my client, a successful business owner, recently said I was “the best strategic financial specialist she has worked with.” Being good at what I do and having a client appreciate that is a great feeling of accomplishment and purpose.
Q: Who have been the strongest influences in your life?
My mother, Michele Silverstein, and my late grandparents, Mary and Jack Jacobs have shaped who I am and my value system. They taught me how to be a good human. In my career, the late Dee Steine (Jennings Steine Co.) who was my first mentor and I had known all my life. She gave me my first job in accounting. Donald Levy (Fineman West) was an incredible mentor as well. I learned so much from him. He is retired now, but we stay in touch. Some people just stick with you.
Q: What was COVID like for you? How did it shift your life?
COVID-19 was a challenging time for many of us, but for me, it was a turning point in my life. As a father and husband, I struggled to balance work and family life, and I found myself feeling trapped and miserable. I vividly remember having my daughter, Madison, in my office every single day, and my wife, Laura, working downstairs. It was a surreal experience, and I often felt like I was stuck in a never-ending cycle of work and stress.
I was not OK. I was miserable, and I didn’t know how to make it stop. But my wife suggested I try therapy, and I’m so glad she did. Through therapy, I learned that it’s OK to not be OK, and that seeking help is a sign of strength, not weakness. I also started working with a professional coach, who helped me set boundaries and prioritize my own needs. It was a game-changer. I learned that I didn’t have to sacrifice my own well-being to be a good father and husband.
One of the most significant changes I made was prioritizing my physical health. I started a food plan and lost 50 pounds. It was an incredible feeling, and it gave me the energy and confidence to tackle other challenges. I also discovered a new hobby—cycling. My wife bought me an adult learn-to-ride class in Santa Monica, and now it’s one of my favorite things to do. It’s a great way to clear my head and relieve stress.
COVID-19 was a difficult time, but it was also a time of growth and transformation for me. I learned the importance of prioritizing my own needs and finding healthy ways to manage stress. If you’re struggling, I encourage you to seek help and find ways to prioritize your own well-being.
Closing Thoughts: An Open Invitation
As we move forward, I want to emphasize my open-door policy. True to our commitment to think differently and be real, I invite you to reach out with your ideas, concerns or just to chat about our profession’s future. Your voice matters, and I’m here to listen. Let’s continue to challenge the status quo and shape accounting in California together. Feel free to contact me directly at mmartin@tapout2taxes.com. Remember, we’re in this together, thinking differently and keeping it real.
Fun Facts
If you weren’t a CPA, what career would you see yourself in?
Owning a bike shop or a bar on an island.
Favorite subject in school:
Recess … PE??? OK, math.
You control the accounting profession. What’s your first move?
Remove the concept of a busy season.
Most used emoji? 
First job?
Cashier at a fast casual restaurant.
What can we find you doing in your spare time?Riding my bike near the beach or spending time with my family.
Best leadership advice you’ve received?
Early in my career I was told that you cannot get promoted or ahead unless you train a person to fill your spot. This led me to adopt a true open-door policy. I truly believe the only stupid question is the one that is not asked.
What’s your secret talent?
I can juggle. I taught myself when I was young to enhance my skills as a goalie in hockey.
What superpower would you like to possess and why?
I would love the ability to fly. I feel like much of my day is wasted sitting in traffic, so it would be amazing to carry what I need and fly there. No waiting!
