Someone at your firm has already asked this question. Maybe not out loud, and maybe not to you.
They were staring down a client’s trial balance, or a set of statements that needed summarizing, or a memo that would take ninety minutes to write and twelve minutes to write with help. And they wondered — briefly, and then not so briefly — whether they could just paste it in.
Some of them wondered and stopped. Some of them didn’t.
You need an answer to this. Not a hedge, not a “we’re looking into it,” and not a blanket no that everyone quietly ignores. Here’s the honest one — the one we’d give any of the South Florida financial services firms we’ve worked alongside since 2001.
The answer depends entirely on which door the data walks through
The question “can we use AI with client data” doesn’t have one answer, because it isn’t one question. It’s a question about where the tool sits.
A personal account is a different product than a company tenant. Same model, same interface, materially different agreement. When someone signs up with a personal email and a personal card, they’ve entered into a consumer arrangement on your firm’s behalf without anyone reviewing it. Data handling, retention, whether inputs can be used to improve the model, what happens if the account gets compromised — all of that is governed by terms nobody at your firm has read, and none of it is under your control.
A licensed business tenant is a commercial arrangement. Data handling is contractual. Retention is defined. You own the tenant, you control access, you can revoke it — and, this matters more than anything else here, you can describe it to a client who asks. Firms running Microsoft 365 with the right plan are often closer to a defensible answer than they realize. The tool may already be sitting inside the license you’re paying for.
So the honest answer is: it depends on whether your people are working inside something your firm controls, or outside it. Right now, in most firms, the answer is some of both, and nobody knows the split.
The three questions your staff cannot currently answer
Not because they’re careless. Because nobody has told them.
“Is this tool approved?” If your firm has never named one, every person is making their own call, weekly. They’ll keep making it, and they’ll keep making it differently.
“Is this specific piece of information okay to put in?” There’s a real difference between a redacted excerpt, a public filing, and a client’s complete general ledger. Your people know that instinctively. What they don’t have is a line — an actual, written line — telling them where it sits. Absent that line, they guess, and they guess under deadline pressure.
“Who do I ask when I’m not sure?” This is the one that quietly matters most. If the answer is nobody, the default behavior when someone is unsure is to proceed and not mention it. That’s precisely the situation you can’t afford.
Every one of those questions is answerable in a sentence. None of them are answered at your firm today.
The reflex to ban it is the expensive one
Confidentiality isn’t negotiable in this business. Neither is the human relationship your clients pay for — nobody wants to feel like their return was run through a machine.
But an outright ban doesn’t protect either of those things. It just moves the behavior to phones and home laptops, where you have zero visibility. And it hands a real advantage to the firm down the street that took the time to do this properly.
Because that firm is doing it properly, and here’s what it’s returning: hours back on document review, on research, on first-draft memos, on the reconciliation work that eats a senior’s afternoon and generates zero client value. That’s billable capacity you’re currently spending on things a machine could carry — during busy season, when you can’t hire your way out of it.
We’ve watched this exact tradeoff play out across our client base for two decades: the businesses that get the most out of new technology are the ones that put a boundary around what matters, then move — not the ones that freeze, and not the ones that wing it. As Eric Golomb of Golomb, Schwartz & Cove, P.A. put it after bringing us in to rework his CPA firm’s network: “I feel as though they are part of my company.” That’s the posture we think firms need with AI, too — not a vendor relationship, a partnership that protects what you can’t afford to lose.
What you actually need in writing
Less than you think. This is not a compliance program.
One approved tool, named. Ideally the one already inside the license you’re paying for.
One page that says what client information may go into it, what may never, and what must be reviewed by a person before it leaves the firm. Written in plain language, not counsel’s language, because it has to be read by someone in the middle of a busy Tuesday.
One name — the person to ask when the answer isn’t obvious. So that “I wasn’t sure” ends in a question rather than a shortcut.
One sentence you can say to a client who asks what your firm’s position on AI is. You will be asked. Preferably before it happens.
That’s the whole document. It takes an afternoon. And the day it exists, you stop being a firm where people are guessing, and start being a firm where people are working within a boundary you set — the kind of boundary a Miami Lakes-based, flat-rate managed IT partner helps you draw and hold.
Get the AI Acceptable Use Policy Starter Kit
A one-page, plain-language policy your team will actually read — plus the sanctioned-tool checklist, the data-classification lines to draw, and the answer to give a client who asks.
Written for firms handling confidential client information. Free.
Questions before you download? Call us at 954.668.2400 or email [email protected] — we’ve been the IT partner behind South Florida’s CPA and financial services firms since 2001, and this is exactly the kind of conversation we’re built for.