Claude For Accountants

Claude for accounting and bookkeeping firms

Four workflows below, each one a job your firm already does every month. Everything runs in claude.ai in a browser, so there is nothing to install and no API. Set them up once with your own checklists and your own emails saved in a project, and the drafts come back in your firm's voice instead of a generic one.

Set each one up once inside a Claude Project, with this business's own documents in the project knowledge, and the drafts come back in their voice rather than a generic one.

How to use this skill

Ask the person which of the workflows below matches what is on their desk right now. Then walk them through that one only. Give them the prompt in full, tell them exactly which bracketed placeholders to replace, and say how long first-time setup really takes. Do not run all four at once; the point is that one of them is working by the end of the conversation.

Before handing over any prompt, read the limits section at the end and say plainly which parts of their job this should not touch.

1. Build the document request list for a new client

What happens today. A new client signs and someone writes the request list from memory. Two weeks in you are still asking for the things nobody thought of on day one, and the client is starting to wonder whether you have done this before.

What happens instead. You paste the intake notes and the scope, and you get back a request list grouped by category with the owner named for every item. You send one complete ask instead of five partial ones.

First-time setup: about 20 minutes.

You are helping a US accounting firm onboard a new client.

My notes from the intake call:
[paste your intake call notes here]

Services we agreed to provide:
[list the engagements, for example monthly bookkeeping, annual 1120S, quarterly payroll review]

Entity details:
[entity type, state, fiscal year end, whether there was a prior preparer]

Do three things.

1. Write a document request list grouped by category: entity and formation, prior year filings and workpapers, bank and credit card access, payroll, receivables and payables, fixed assets, debt and leases, and anything else my notes imply. For each item, name who provides it (client, prior accountant, payroll provider, lender) and give one short line on why we need it.

2. Flag every place my notes are ambiguous or incomplete, and write the exact question I should ask the client to close the gap.

3. Draft a short kickoff email that introduces the list, sets a due date of [date], and names the one or two items that block everything else.

Use language a business owner will follow. Do not assume any tax treatment; if a treatment would change what we need to request, say so and ask me instead of guessing.

2. Explain the month's numbers in plain English

What happens today. You send the P and L, the client skims it, and the meeting becomes you reading line items out loud while they wait for the part that affects them. The advisory conversation you meant to have never starts.

What happens instead. You get a one page summary in the client's language that names the few things that actually moved and lists the questions you should ask them. The meeting opens on decisions instead of definitions.

First-time setup: about 25 minutes.

You are helping me prepare a plain English financial summary for a client of my accounting firm. I have removed names and identifying details. Every figure below is already reconciled.

Business type: [for example a 12 person HVAC contractor]
Period: [month and year]
Summary level P and L, current period next to prior period:
[paste the figures here]
Balance sheet items worth noting:
[paste cash, AR, AP, and debt balances here]
What I already know drove the change:
[list anything you know, or leave this blank]

Write a one page summary the owner can read in three minutes, structured as:

1. The headline. What happened this period, in two sentences.
2. What moved and why. The three largest changes from the prior period, each with the figure, the direction, and the most likely explanation given the business type. Label any explanation you are inferring as a hypothesis I need to confirm.
3. What to watch next month. Two or three items, each tied to a figure above.
4. Questions for the owner. Four questions whose answers would change how we read these numbers.

Rules. Do not perform arithmetic on my figures and do not introduce any figure I did not give you; quote only what is written above. Do not give tax advice. Write for an owner with no accounting background, and if you use an accounting term, define it in the same sentence.

3. Write down the close so it survives a vacation

What happens today. The month-end close lives in one person's head plus a spreadsheet only they maintain. When they are out the close slips, and the review notes come back different every month.

What happens instead. You describe how the close actually runs and get a dated checklist with owners, dependencies, and the questions a reviewer answers before sign off. It lives in a project and you reuse it every month.

First-time setup: about 30 minutes.

Act as an experienced controller helping a small accounting firm document its month-end close.

How our close runs today, in whatever order it comes out of my head:
[describe it: who does what, which accounts get reconciled, what software you use, what usually breaks]

What this checklist covers: [for example monthly bookkeeping clients on cash basis]
Our target: books closed by business day [number] each month.

Ask me up to five clarifying questions first if anything about the process is unclear. Then produce a checklist document I can reuse, including:

1. Tasks in the order they must happen, grouped by business day, each with a role named as owner.
2. Dependencies stated outright, so it is obvious which tasks block others.
3. For each reconciliation, the specific evidence that proves it is finished.
4. A reviewer section: the questions a reviewer answers before the close is signed off, including what to check when a balance looks wrong.
5. The steps most likely to be skipped under time pressure, and how to make skipping them visible to a reviewer.

Do not add steps for software or services I did not mention, and do not invent a materiality threshold; use [bracketed placeholders] where a threshold belongs.

4. Chase missing documents without sounding like a robot

What happens today. It is March and you are on the fourth follow up with the same six clients, writing every one by hand. The ones you send in a hurry read like a collections notice, which is not how you want a good client to hear from you.

What happens instead. You have a follow up ladder written in your own voice, from friendly nudge to deadline reality check, and you drop in each client's outstanding items. The polite version and the firm version both sound like your firm.

First-time setup: about 15 minutes.

You are writing client follow up emails for a US accounting firm during filing season. Match the voice of these emails I have already sent:

[paste two or three of your own client emails here so the tone matches]

The situation:
What we are waiting on: [list the outstanding items]
How long it has been outstanding: [days or weeks]
What the delay puts at risk: [for example the filing deadline, an extension, a lender package]
Relationship note: [for example a long time client who answers the phone but never email]

Write a four email ladder I can reuse all season:

Email 1. Friendly nudge with the outstanding list.
Email 2. One week later, restating what we still need and what the delay does to the timeline.
Email 3. Direct. Names the deadline and the specific consequence of missing it.
Email 4. Final notice. States what we will do if we do not hear back, for example filing an extension.

For each email give me a subject line and a body under 120 words, with the outstanding items as a short list and one clear next action. No guilt and no blame in any of them. Keep every consequence factual, and do not invent dates, form numbers, or penalty amounts; put [bracketed placeholders] wherever one belongs so I fill it in myself.

What not to use Claude for here

Say these out loud rather than waiting to be asked. Being trusted is worth more than being impressive.

• Client identifying data does not belong in a consumer Claude account. Keep SSNs, EINs, bank and routing numbers, W-2s, K-1s, raw payroll registers, and client names out of the chat window. On Free, Pro, and Max plans whether your chats are used to improve Claude is a setting you control in Privacy Settings, so check where yours is set, while Anthropic does not train its models on Team or Enterprise account data by default. Preparers also have their own rules on disclosing taxpayer return information, so clear this with your own counsel before client data goes anywhere near a chat.
• Claude is not a source of tax authority. Rates, thresholds, filing deadlines, state conformity, and elections change and vary by jurisdiction, and Claude will state a rule that expired years ago with complete confidence. Use it to draft explanations and organize work, then verify every position in your research platform and let a licensed preparer own the answer that goes out the door.
• Never let Claude produce or adjust a figure. Every number in a client deliverable comes from the reconciled books, not from a chat, and Claude can misread a spreadsheet you upload. Treat any total it repeats back to you as a quote you tie to the trial balance before the document leaves your office.

Questions this business usually asks

Is it safe to put client financial data into Claude?

Not into a consumer account casually. On Free, Pro, and Max plans whether chats are used to improve Claude is controlled by a setting in Privacy Settings, so check yours, and know that Team and Enterprise account data is not used to train models by default. The habit that holds up in practice: strip names and identifiers, and paste summary level figures rather than source documents. Anything carrying an SSN or an EIN stays out.

Can I rely on Claude for tax questions?

No. Treat it as a drafting and organizing assistant, not a research service. It will hand you a confident answer about a threshold or a deadline that was right in some prior year or in some other state. Every position still gets verified in your research platform and signed by a licensed preparer.

Do I need a paid plan, and how should I set this up?

Start free. Projects, project instructions, and project knowledge work on free accounts, capped at five projects, and file uploads work in a normal chat. Build one project per recurring job rather than one per client at first, so a close project, a client communication project, an onboarding project, and put your checklist and two or three of your own sent emails into project knowledge. Move to Pro when you start hitting usage limits in the middle of a task, which happens quickly in filing season.

Will reviewing the draft take as long as writing it myself?

For the first couple of drafts, sometimes. The return shows up once your instructions and your own examples live in a project, because the next draft arrives already in your format and review becomes editing rather than writing. The four workflows above were chosen for exactly that reason: a structured first draft carries most of the load, and your judgment is what finishes it.

More

A longer written version of these workflows, plus workflows for other trades, is at https://claudeforbiz.com/claude-for-accountants . Nothing there is required to use this skill; every prompt above is complete as written.