2027 Accounting Degree Career Mobility Report: Which Paths Create the Best Promotion and Leadership Potential
Co-Founder and Chief Data Scientist
Choosing an accounting career path is really a mobility decision: which first job gives you the best shot at senior roles, management, and eventually executive influence? The stakes are meaningful. The U. S. Bureau of Labor Statistics reported a May 2024 median pay of $81,680 for accountants and auditors, while financial managers had a median pay of $161,700. This guide is for accounting students, graduates, and early-career professionals who want to compare public accounting, corporate finance, tax, audit, advisory, government, and nonprofit paths by promotion speed, leadership potential, and long-term flexibility.
Key Things You Should Know
- Strongest promotion pipeline: public accounting audit, corporate accounting-to-FP&A, internal audit, and controllership tracks usually create the clearest steps from staff roles to senior, manager, director, controller, or CFO-adjacent leadership.
- Best leadership upside: accounting paths tied to business decisions, controls, risk, systems, revenue, cash flow, and strategic planning tend to offer more management visibility than narrow transaction-processing roles.
- Pay-growth signal: BLS May 2024 data shows a wide leadership premium, with accountants and auditors at a median of $81,680 and financial managers at $161,700, making management-track mobility a major long-term factor.
- What Does Career Mobility Look Like for Accounting Degree Graduates?
- Which Entry-Level Accounting Degree Jobs Create the Strongest Promotion Pipeline?
What Does Career Mobility Look Like for Accounting Degree Graduates?
Career mobility means the ability to move into higher responsibility, better pay, broader decision-making authority, or a more desirable specialty over time. For accounting degree graduates, mobility can be vertical, such as staff accountant to accounting manager, or lateral, such as audit associate to internal controls analyst to risk manager. Promotion potential refers to how clearly a role leads to the next level, while leadership pathways describe the route into people management, department ownership, or executive-level finance roles.
Accounting is unusually mobile because the degree teaches a business language used across every industry: revenue, expenses, taxes, compliance, cash flow, controls, and reporting. That does not mean every accounting job has equal advancement power. Roles that expose graduates to financial statements, systems, budgets, risk, and executive reporting usually create better long-term options than roles limited to repetitive data entry or invoice processing.
The table below summarizes how common accounting career tracks differ in mobility. Use it as a quick way to compare not only the first job, but also the leadership route it can create.
| Career track | Common starting role | Typical mobility pattern | Leadership potential | Best fit |
| Public accounting audit | Audit associate | Associate to senior to manager, then partner track or exit to corporate accounting, SEC reporting, or internal audit | High | Graduates who want structured promotion cycles and broad client exposure |
| Corporate accounting | Staff accountant | Staff to senior to accounting manager, assistant controller, controller, or finance operations leader | High | Graduates who want stability, close knowledge of one business, and controllership options |
| Tax | Tax associate | Associate to senior to manager, then tax director, advisory specialist, or private practice owner | Moderate to high | Graduates who like technical rules, planning, and client advisory work |
| Internal audit and risk | Internal audit analyst | Analyst to senior auditor to audit manager, risk manager, compliance leader, or chief audit executive track | High | Graduates who like controls, governance, systems, and cross-functional work |
| FP&A and corporate finance | Financial analyst | Analyst to senior analyst to FP&A manager, finance director, or strategic finance leader | High | Graduates who want budgeting, forecasting, and business-partner leadership |
| Bookkeeping or transaction accounting | Accounts payable, accounts receivable, payroll, or bookkeeping clerk | Clerk to specialist or supervisor, with mobility improving if the role expands into month-end close, reconciliations, or systems | Low to moderate | Graduates seeking entry access, but who need a plan to avoid being boxed into routine processing |
| Government accounting | Budget analyst, auditor, or accountant | Analyst to senior analyst to supervisor, program finance manager, or audit leadership role | Moderate to high | Graduates who value stability, public accountability, and structured advancement rules |
| Nonprofit accounting | Staff accountant or grants accountant | Staff to senior to finance manager, controller, or CFO in mission-driven organizations | Moderate | Graduates who want mission impact and broad responsibility earlier in smaller teams |
One important trend is that employers increasingly expect accounting professionals to be technology-fluent. AI, automation, and cloud accounting tools are reducing the value of purely manual tasks, but they are increasing demand for accountants who can interpret results, improve controls, manage systems, and explain financial risk to decision-makers.
Which Entry-Level Accounting Degree Jobs Create the Strongest Promotion Pipeline?
The strongest entry-level accounting jobs are not always the highest-paying first jobs. A better question is whether the role teaches skills that employers use to decide promotions: close ownership, reconciliations, audit evidence, client communication, variance analysis, tax research, internal controls, and systems judgment.
The table below compares entry-level roles by the kind of promotion pipeline they tend to create. This can help students and new graduates avoid choosing a role that sounds safe but has limited upward movement.
| Entry-level role | Why it can create mobility | Promotion risk | Stronger next move |
| Audit associate | Builds financial statement knowledge, documentation habits, client communication, and deadline discipline | Heavy workloads and burnout can push people out before manager level | Senior auditor, internal audit, SEC reporting, accounting advisory, controller track |
| Staff accountant | Builds month-end close, journal entry, reconciliation, and reporting experience | Can become narrow if the role only owns one repetitive task | Senior accountant, accounting manager, assistant controller |
| Tax associate | Builds technical research, compliance, planning, and client advisory skills | Specialization can limit mobility if experience is too narrow | Senior tax associate, tax manager, tax planning, private client advisory |
| Internal audit analyst | Builds risk, controls, process improvement, and executive-facing reporting skills | May be misunderstood as purely compliance-focused unless tied to business operations | Senior internal auditor, risk manager, compliance manager, finance transformation |
| Financial analyst | Builds budgeting, forecasting, variance analysis, business partnering, and presentation skills | May require stronger modeling and communication skills than some accounting programs emphasize | Senior analyst, FP&A manager, finance manager, strategic finance |
| Accounts payable, receivable, or payroll specialist | Can provide entry access and process knowledge | May stall if the role does not expand beyond processing volume | General ledger accountant, payroll manager, accounting systems analyst, shared services supervisor |
For many graduates, public accounting audit and corporate staff accounting are the clearest launch points because they create recognizable promotion ladders. Audit can be especially powerful because employers outside public accounting understand what busy-season deadlines, client files, and financial statement testing require. Corporate accounting can be equally strong when the role includes month-end close, balance sheet reconciliations, and exposure to managers outside the accounting department.
When comparing entry-level offers, ask targeted questions rather than relying on job titles. The most useful questions are practical and reveal whether the employer actually develops people:
- What does a successful first-year employee need to demonstrate to be considered for senior-level work?
- How often do staff accountants or associates move into senior roles, and what skills separate those who advance from those who do not?
- Will the role include month-end close, financial statement support, audit workpapers, tax research, variance analysis, or system improvement projects?
- Does the employer promote internally for senior accountant, audit senior, tax senior, or analyst roles, or does it usually hire those positions from outside?
- Who will review my work, and will I receive feedback from managers who can sponsor future promotions?
A common mistake is choosing the role with the best starting salary but the narrowest responsibility. Early in an accounting career, a slightly lower starting salary may be worth it if the role offers structured review cycles, exposure to decision-makers, and skills that transfer across employers.
The best route to management depends on whether you want to lead accounting operations, advise clients, manage risk, guide strategy, or run finance for an organization. Accounting leadership is not one ladder; it is a set of connected pathways that can lead to controller, finance director, tax director, audit partner, chief audit executive, chief financial officer, or operations leadership.
BLS data shows why leadership pathways matter financially. The May 2024 median pay for financial managers was $161,700, far above the median for accountants and auditors. That gap does not mean every accountant should chase management, but it does show that roles connected to budgeting, investment decisions, cash flow, risk, and executive reporting can carry a substantial pay premium.
The table below compares leadership routes by destination role and what usually makes candidates promotable. It is most useful for readers deciding whether to stay technical, move into management, or target executive finance roles.
| Leadership route | Possible destination | What builds promotion credibility | Trade-off |
| Public accounting partnership | Audit partner, tax partner, advisory partner | Technical excellence, client trust, team leadership, business development, risk management | High workload and pressure to generate revenue |
| Corporate controllership | Accounting manager, controller, chief accounting officer | Accurate close, controls, reporting, audit coordination, systems ownership | Less variety than consulting, but strong authority over financial operations |
| FP&A and strategic finance | FP&A manager, finance director, CFO-track roles | Forecasting, modeling, business partnering, executive presentations, performance analysis | Requires comfort with ambiguity and influencing non-accounting leaders |
| Internal audit and risk leadership | Audit manager, risk director, chief audit executive | Controls, governance, enterprise risk, process improvement, board-level communication | May require strong diplomacy because the role challenges existing processes |
| Tax leadership | Tax manager, tax director, partner, private practice owner | Technical tax knowledge, planning judgment, compliance management, client or executive advisory | Can become highly specialized, which is an advantage only if specialization matches market demand |
| Accounting systems and transformation | ERP finance lead, finance transformation manager, accounting systems director | Process design, automation, data quality, controls, cross-functional project leadership | Requires continuous technology learning and change-management skill |
People-management roles are not automatically better than specialist roles. A technical tax expert, SEC reporting specialist, forensic accountant, or accounting systems lead can have strong pay growth without managing a large team. The better choice depends on whether you enjoy coaching employees, resolving conflict, setting priorities, and being accountable for team performance.
For leadership potential, the strongest accounting paths share three traits: they create visibility beyond the accounting department, they require judgment rather than only rule-following, and they put professionals close to decisions about revenue, risk, cash, compliance, or strategy.
Accounting promotions rarely depend on technical accuracy alone. Accuracy gets you trusted; leadership skills get you promoted. The professionals who move fastest are usually those who can close the books correctly, explain what the numbers mean, improve processes, and communicate risk without overwhelming non-accountants.
The list below groups promotion skills by how they affect mobility. Use it to identify where your current role is helping you grow and where you may need stretch assignments.
- Core technical skills: financial reporting, journal entries, reconciliations, tax research, audit documentation, revenue recognition, cost accounting, and internal controls.
- Analytical skills: variance analysis, forecasting, budgeting, trend interpretation, root-cause analysis, and the ability to connect accounting results to business performance.
- Technology skills: advanced spreadsheet work, ERP systems, data visualization, workflow automation, accounting software, and responsible use of AI-enabled tools.
- Communication skills: writing clear memos, explaining accounting issues to non-finance teams, presenting findings, and escalating risks with evidence.
- Leadership skills: coaching junior staff, reviewing work, planning deadlines, managing stakeholders, and making decisions when information is incomplete.
AI and automation are changing which skills matter most. Routine matching, coding, invoice processing, and report generation are increasingly automated, but employers still need accountants who can validate outputs, investigate exceptions, design controls, and explain implications. This means technology is not eliminating mobility for accounting graduates; it is shifting mobility toward higher-judgment roles.
Promotion-ready accounting professionals usually document their impact. Instead of saying they "helped with month-end close," they can say they owned a close schedule, reduced recurring reconciling issues, improved audit support, trained a new employee, or built a dashboard that made variance explanations easier for managers. Even without attaching a statistic, that kind of evidence helps supervisors see leadership potential.
A practical way to build promotion skills is to seek one assignment each quarter that expands your scope. Examples include reviewing another employee's work, presenting a variance explanation, helping with an audit request, improving a reconciliation template, joining an ERP cleanup project, or leading a small process-improvement effort.
Advanced degrees and certifications can improve leadership potential, but they work best when matched to a specific career path. A credential is not a substitute for strong performance, but it can signal technical competence, open doors to regulated roles, and help candidates compete for manager-level jobs.
For accounting degree holders, the CPA license remains the most widely recognized credential for audit, public accounting, controllership, and many senior corporate accounting roles. Requirements vary by state, but candidates commonly need accounting coursework, additional education hours, examination success, and supervised experience. Because licensure rules vary, students should verify requirements with their state board before choosing a program.
The table below compares credentials and degrees by the leadership path they usually support. It can help readers avoid spending money on a credential that does not match their intended promotion route.
| Credential or degree | Best leadership use | When it helps most | When it may not be necessary |
| CPA | Public accounting, controllership, audit, financial reporting leadership | When targeting manager, controller, partner, or chief accounting officer tracks | Some FP&A, operations finance, or systems roles may value analytics experience more |
| CMA | Management accounting, corporate finance, cost accounting, FP&A | When targeting internal finance leadership and performance management roles | Less essential for public accounting audit paths |
| CIA | Internal audit, risk, governance, controls leadership | When targeting audit manager, risk director, or chief audit executive roles | Less relevant for tax or external reporting tracks |
| CFE | Forensic accounting, fraud examination, investigations | When moving into fraud, compliance, litigation support, or investigative roles | Not usually needed for general ledger or FP&A management |
| Master's in accounting | CPA preparation, advanced accounting, audit, tax, reporting | When coursework gaps or state education requirements need to be met | May overlap with undergraduate accounting preparation if CPA eligibility is already satisfied |
| MBA | Finance leadership, general management, strategy, executive communication | When moving from accounting into broader business leadership | May be less efficient than a CPA or CMA for technical accounting promotion |
An MBA can be useful for accountants who want to move beyond technical reporting into business-unit finance, strategy, operations, or executive leadership. For working adults comparing flexible options, reviewing easy online MBA programs can be a starting point, but candidates should still evaluate accreditation, curriculum rigor, employer recognition, and finance-related electives.
The best credential strategy starts with the job you want next. If the next step is audit senior or controller track, CPA preparation may matter more than an MBA. If the next step is FP&A manager or business-unit finance leader, modeling, forecasting, presentation skills, and possibly an MBA or CMA may be more relevant.
The best accounting career paths for pay growth and promotion potential combine three things: a clear ladder, a valuable skill set, and exposure to higher-level decisions. Starting pay matters, but long-term mobility depends more on whether the path leads to management, specialized expertise, or executive-facing work.
The table below ranks common accounting paths qualitatively by their balance of pay growth and promotion potential. Because outcomes vary by employer, region, industry, credentials, and performance, the ratings should be used as decision guidance rather than a promise.
| Career path | Pay-growth potential | Promotion potential | Why it can be strong | Best caution |
| Public accounting audit to corporate leadership | High | High | Recognized training, rapid responsibility growth, strong exit options | Workload can be intense, especially early |
| Corporate accounting to controller | High | High | Clear operational ownership, close process, controls, reporting authority | Needs exposure beyond routine reconciliations |
| FP&A and strategic finance | High | High | Close to budgeting, forecasting, strategy, and executive decisions | Requires stronger communication and modeling skills |
| Internal audit and risk | Moderate to high | High | Cross-functional visibility, governance, controls, and risk leadership | Must avoid being seen as only a compliance reviewer |
| Tax specialization | Moderate to high | Moderate to high | Technical specialization, advisory value, planning opportunities | Mobility is strongest when specialization matches employer demand |
| Forensic accounting | Moderate to high | Moderate | Specialized investigations, litigation support, fraud and compliance work | Fewer traditional management ladders in some markets |
| Government accounting and auditing | Moderate | Moderate to high | Structured grades, stability, audit and budget responsibility | Promotion speed may depend on vacancies and civil service rules |
| Bookkeeping or transaction processing | Low to moderate | Low to moderate | Accessible entry point and process knowledge | Needs deliberate movement into general ledger, systems, or supervisory work |
For most accounting graduates seeking the strongest overall mobility, the best options are audit, corporate accounting, FP&A, and internal audit. Audit is a powerful launchpad because it builds credibility across many employers. Corporate accounting is strong when it leads to controllership. FP&A is strong for those who want decision-making influence. Internal audit is strong for people who like risk, controls, and cross-functional leadership.
Specialist tracks can be excellent for people who prefer expertise over people management. Tax, forensic accounting, revenue accounting, SEC reporting, and accounting systems roles can offer strong compensation and influence, but they may require more deliberate planning if the goal is executive leadership rather than senior specialist status.
Internal promotion and changing employers can both improve accounting career mobility. The better choice depends on whether your current employer offers a real pathway, whether your manager supports development, and whether the next title will expand your responsibilities or simply change your business card.
Internal promotion is usually strongest when the organization has clear levels, documented promotion criteria, mentorship, cross-training, and a record of moving staff into senior or manager roles. It also lets you build reputation capital: people already know your work quality, reliability, and judgment. That can matter when managers choose who gets sensitive close duties, audit coordination, budget ownership, or team supervision.
Changing employers can be better when you have outgrown the role, the team is too small to create openings, or the organization repeatedly hires external candidates for the roles you want. External moves can also help accountants move from transaction processing to general ledger, from public accounting to industry, from accounting to FP&A, or from a narrow industry into a more scalable one.
The comparison below helps decide which move is more likely to improve promotion potential. It focuses on career mobility, not just immediate compensation.
| Decision factor | Internal promotion may be better when... | Changing employers may be better when... |
| Role scope | Your manager can add close ownership, review duties, or project leadership | Your duties are fixed and mostly repetitive |
| Promotion evidence | People in your role have recently moved into senior or manager positions | The company has no visible examples of internal advancement |
| Manager support | Your supervisor gives feedback, advocates for you, and explains promotion criteria | Your manager avoids development conversations or blocks stretch work |
| Skill growth | You are gaining technical, analytical, and leadership experience | You are repeating the same tasks without broader exposure |
| Timing | A promotion cycle, team growth, or project creates a realistic opening | The next role you want does not exist in the organization |
Before leaving, try to clarify whether the current employer can offer a stronger path. A useful conversation with a manager might include three requests: the skills needed for the next level, one stretch assignment that proves readiness, and a realistic timeline for review. If the answers remain vague after repeated conversations, an external move may be the more strategic option.
A common mistake is job-hopping without building a coherent story. Changing employers can accelerate advancement, but too many lateral moves with no new scope can make it harder to show readiness for leadership. The strongest moves usually add one of three things: broader ownership, a better-known employer, or a role closer to management decisions.
Accounting degree holders can stall even in a healthy job market if they choose roles with limited scope, avoid difficult skills, or misunderstand how promotions are awarded. Advancement is rarely based only on tenure. Employers usually promote people who can handle larger risk, communicate clearly, improve processes, and help others perform better.
The list below highlights common barriers and how to avoid them. These are especially important for early-career professionals deciding whether to stay in a role or change direction.
- Choosing a job without a promotion pathway: Ask how employees move from staff to senior, senior to manager, or analyst to finance leader before accepting the role.
- Focusing only on starting salary: Compare training, manager access, skill growth, and future exits, not just the first offer.
- Staying too long in transaction processing: Use accounts payable, accounts receivable, payroll, or bookkeeping roles as stepping stones into general ledger, close, controls, systems, or supervisory work.
- Avoiding communication-heavy work: Promotions often require presenting findings, explaining variances, and advising non-accounting colleagues.
- Assuming a certification automatically leads to leadership: Credentials help most when paired with work experience, performance evidence, and role-specific skills.
- Ignoring technology: Accountants who cannot work with ERP systems, data tools, automation, or AI-enabled workflows may lose ground to candidates who can improve processes.
- Confusing title inflation with real leadership: A manager title is less valuable if it does not include budget responsibility, people development, process ownership, or decision authority.
Another barrier is career fit. Some students choose accounting because it seems stable, then discover they are more motivated by counseling, legal advocacy, operations, or people-centered services. If your long-term interest points outside finance, exploring alternatives such as MFT online programs may be more productive than forcing a leadership path that does not match your strengths.
Promotion barriers can also be structural. Small organizations may offer broad experience but fewer titles. Large organizations may offer defined ladders but narrower duties. Public-sector employers may provide stability but slower vacancy-based movement. The best strategy is to identify the barrier early and decide whether it can be solved internally or requires a move.
A five-year promotion plan helps accounting degree holders turn a first job into a leadership pathway. The goal is not to predict every promotion, but to make sure each year adds evidence of higher responsibility, stronger skills, and better marketability.
The steps below give accounting graduates a practical way to build momentum. Adjust the timeline based on employer size, performance cycles, credential requirements, and personal goals.
- Year 1: Build technical trust. Master deadlines, reconciliations, workpapers, journal entries, tax research, audit documentation, or variance explanations; ask for feedback early and document recurring strengths and gaps.
- Year 2: Expand scope. Request ownership of a close area, audit section, tax workstream, budget file, reporting package, or process-improvement task that exposes you to senior reviewers.
- Year 3: Prove senior-level judgment. Train interns or junior staff, review lower-risk work, present findings, lead a small project, or coordinate with non-accounting teams.
- Year 4: Choose a leadership direction. Decide whether to pursue controllership, FP&A, public accounting management, tax leadership, internal audit, risk, systems, or a specialist route.
- Year 5: Position for manager-level responsibility. Build a promotion case using evidence of ownership, coaching, process improvement, communication, and measurable business impact where available.
Your plan should include deliberate conversations. At least twice a year, ask your manager what separates employees who advance from those who remain in place. Ask whether the next promotion requires certification, stronger technical skills, client management, system knowledge, or evidence that you can review other people's work.
If you are considering longer-term academic leadership, research, or teaching rather than corporate promotion, doctoral study may be relevant. Some working professionals compare flexible options such as 1 year PhD programs online free, but it is important to verify accreditation, funding claims, program length, and whether the degree actually supports your intended accounting, business, or academic career path.
The final step is to build a promotion portfolio. Keep a private record of projects, systems learned, review responsibilities, process improvements, presentations, credential progress, and positive feedback. When promotion time comes, this record makes your case clearer and helps you compare internal advancement with external opportunities.
Industry choice can change accounting career mobility as much as job title does. A staff accountant in a high-growth company, a public company, or a regulated industry may see more promotion opportunities than someone with the same title in a flat organization with little turnover and no formal development path.
The table below compares common employer types by advancement potential. The goal is to help readers evaluate the environment around the role, not just the role itself.
| Employer or industry type | Mobility advantages | Mobility limitations | Best accounting path |
| Public accounting firms | Structured levels, frequent feedback, broad client exposure, recognized training model | Demanding hours and high turnover | Audit, tax, advisory, transaction services |
| Publicly traded companies | Strong reporting, compliance, controls, investor-facing finance needs | Specialized teams may limit broad ownership early | SEC reporting, corporate accounting, internal audit, FP&A |
| High-growth private companies | Fast responsibility growth and exposure to systems, fundraising, cash flow, and process building | Less structure and more ambiguity | Controller track, accounting operations, finance transformation |
| Financial services and insurance | Complex regulation, risk, controls, and data-heavy finance functions | May require industry-specific knowledge | Internal audit, regulatory reporting, risk, financial reporting |
| Healthcare | Complex reimbursement, compliance, cost management, and budgeting needs | Regulatory complexity can slow decision-making | Revenue cycle accounting, cost accounting, internal audit, FP&A |
| Government | Clear grades, stability, public audit and budget experience | Promotion timing may depend on civil service rules and vacancies | Auditing, budgeting, grants accounting, program finance |
| Nonprofit organizations | Earlier broad responsibility in smaller teams, grants, restricted funds, board reporting | Smaller budgets may limit pay progression | Grants accounting, finance manager, controller, CFO in mission-driven organizations |
Regulated industries often provide strong leadership potential because controls, compliance, documentation, and risk reporting are central to the business. Public companies can also be excellent for advancement if the accounting team offers rotation through general ledger, consolidations, revenue accounting, SEC reporting, and internal controls.
Some accounting graduates also build mobility by combining finance knowledge with adjacent fields such as legal operations, compliance, or contract administration. If that path becomes more appealing than traditional accounting, comparing options such as the cheapest ABA-approved paralegal programs can help clarify whether a legal-support credential is a better fit than another accounting role.
The biggest red flag is an employer that cannot explain how people advance. If recruiters or managers cannot describe recent internal promotions, stretch assignments, mentorship, or manager criteria, the job may be useful for experience but weak as a promotion platform.
Other Things You Should Know About Accounting
Public accounting audit, corporate accounting-to-controller tracks, FP&A, and internal audit often offer the strongest promotion potential because they have recognizable ladders and expose employees to reporting, controls, risk, budgeting, or business decisions. The best option depends on whether you prefer client service, corporate operations, strategic analysis, or governance work.
Yes, but executive leadership usually requires more than technical accounting skill. Accountants who move toward controllership, finance leadership, FP&A, risk management, or business-unit finance can build CFO-track experience if they also develop communication, strategy, people management, and cross-functional decision-making skills.
Public accounting can provide a faster early promotion structure and strong exit opportunities, especially in audit and tax. Corporate accounting can be better for people who want stability, deeper knowledge of one business, and a controllership path. The stronger choice depends on workload tolerance, credential goals, and desired leadership style.
Not always. A CPA is highly valuable for public accounting, audit, financial reporting, and controller-track roles, but some FP&A, operations finance, systems, and industry roles may prioritize analytics, business partnering, and leadership experience. Requirements vary by employer, role, state licensing rules, and career path.
See What Experts Have To Say About Studying Accounting
Read our interview with Accounting experts
John Wermert, Ph.D., CPA
Accounting Expert
Associate Professor of Accounting
Middle Tennessee State University
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