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On June 6, the U.S. District Court for the District of Columbia vacated IRS Notice 2025‑42. This means that such projects that were previously limited to the physical work test can also currently qualify as having begun construction by the upcoming July 4 deadline by meeting the 5% spending safe harbor.
The court in Oregon Environmental Council, et al v. Internal Revenue Service et al. held that Treasury’s action of issuing the Notice was “arbitrary and capricious” under the Administrative Procedure Act (APA) and therefore invalid. The order expressly applies nationwide and is not limited to the plaintiffs in the case, and the court has remanded the matter to the IRS for further administrative action. (Read more about this ruling.)
It is possible that projects 1.5 MW or larger and that will not meet the physical work test by July 4 could now qualify by meeting the 5% spending safe harbor by that date, though given the short timeline now in play, this impact may be modest. However, it is also possible that the Treasury Department could either appeal the ruling or reissue guidance that may satisfy the objections of the Court, potentially re-restricting the 5% test.
The current ruling does not immediately impact Foreign Entity of Concern (FEOC) rules.
Contact our team with questions about how these changes may apply to your project.
Requirements for a qualifying vehicle
Interest is deductible only if paid on a loan for an applicable passenger vehicle (APV) meeting all the conditions below:
- The vehicle’s original use begins with the taxpayer;
- The vehicle is manufactured primarily for use on public streets, roads, and highways (not including a vehicle operated exclusively on a rail or rails);
- The vehicle has at least two wheels;
- The vehicle is a car, minivan, van, sport utility vehicle, pickup truck, or motorcycle;
- The vehicle is treated as a motor vehicle for purposes of title II of the Clean Air Act; and
- The vehicle has a gross vehicle weight rating of less than 14,000 pounds.
- Test test
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Process Component2
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Process Component Description for testing purpose
- Kickoff Meeting to review scope of work and confirm priorities, goals and objectives.
- Establish project management process, communication cadence, and reporting protocols.
- Agree on timelines, deliverables, and outcomes.
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- Establish project management process, communication cadence, and reporting protocols.
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Excise Tax
The CAMT is based in part on financial statement income, or “book income,” and targets corporations reporting substantial financial statement income but paying little or no U.S. income tax because of available deductions and credits.
Excise Tax
1% excise tax
The CAMT is based in part on financial statement income, or “book income,” and targets corporations reporting substantial financial statement income but paying little or no U.S. income tax because of available deductions and credits.
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Dedicated, hands-on service, deep industry expertise, and the power of an award-winning advisory, assurance, and tax firm—that’s what clients get when they choose the CohnReznick team. Dedicated, hands-on service, deep industry expertise, and the power of an award-winning advisory, assurance, and tax firm—that’s what clients get when they choose the CohnReznick team. Dedicated, hands-on service, deep industry expertise, and the power of an award-winning advisory, assurance, and tax firm—that’s what clients get when they choose the CohnReznick team.
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Interest is deductible only if paid on a loan for an applicable passenger vehicle (APV) meeting all the conditions below Interest is deductible only if paid on a loan for an applicable passenger vehicle (APV) meeting all the conditions below
Teri Kaye serves as the South Florida Tax Practice Leader and has more than 30 years of experience in public accounting, specializing in holistic tax planning and compliance for high net-worth families and their entities. In this role, she helps clients reduce their total tax burden throughout their life cycle events and in planning for the transition of their businesses to next generations or third parties. Teri has significant experience in federal and state and local tax (SALT) matters.
- - Kickoff Meeting to review scope of work and confirm priorities, goals and objectives.
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Lease Accounting Implementation Tools (ASC 842)
The process and procedural changes, training, calculations, and the effort involved with implementing ASC 842 can be overwhelming. CohnReznick has extensive experience guiding companies like yours through the ebbs and flows of your organization’s needs.
Founded in 1980 in the Atlanta area, C&S Chemicals began as a regional supplier of alum and related products for the water treatment and paper industries. Over the decades, C&S expanded its capabilities to include manufacturing, logistics, and technical services, becoming a vertically integrated provider to industrial and municipal customers across the Southeastern U.S.
In 2022, a partnership with a private equity firm enabled C&S to pursue strategic acquisitions and consolidate operations under a unified platform. Today, the company operates across four business segments: chemical manufacturing and resale, animal health services, boiler and cooling tower treatment, and transportation logistics.
Challenges to success
As C&S Chemicals evolved from a regional supplier into a diversified, multi-segment enterprise, the systems that once supported its operations began to show their limitations. Each acquisition brought new teams, processes, and technologies into the fold. This created a patchwork of disconnected systems and reactive workarounds—such as manual spreadsheet reconciliations, duplicate data entry across platforms, and siloed reporting tools that delayed decision-making—that made it difficult to operate as a unified organization. Leadership recognized that to sustain growth and scale effectively, they needed a single, integrated enterprise resource planning (ERP) (Opens a new window) platform that could bring cohesion to the business.
"Gathering information from a single ERP system, as opposed to different ERPs for different parts of the business, was important,” said Alex Birnbaum, C&S’s Chief Transformation Officer. “We have a true commitment to integration and not just putting a bunch of companies under a single umbrella and then having them all operate independently, so we wanted to see the efficiencies from that."
C&S needed a solution that could support not only current needs but also future acquisitions and business lines. The challenge wasn’t just technical – it was cultural. Teams across the company had grown accustomed to their own ways of working; aligning them around a new system required careful change management, clear communication, and a shared vision for the future.
Action taken
For support in their technological transformation from a collection of independently operating entities into a unified, scalable enterprise, the company enlisted CohnReznick for a two-phase process.
Discovery and ERP selection
The engagement began with a deep discovery process to understand the operational nuances of a company that had grown through acquisition and was managing its business through a patchwork of spreadsheets and legacy tools. The goal was to choose an ERP that could harmonize financials, streamline operations, and create a single source of truth across all business units.
CohnReznick worked closely with C&S Chemicals during this phase—not only to assess technical requirements, but to uncover the cultural and operational realities that would shape a successful implementation. Through workshops, stakeholder interviews, and process mapping, the team identified key friction points and future-state goals. This collaborative approach helped ground the ERP selection in both business strategy and day-to-day realities. NetSuite emerged as the best solution for C&S’s goals.
ERP implementation and optimization
In the implementation phase, the team focused on core financials, manufacturing, and distribution – laying the groundwork for visibility, control, and future scalability.
CohnReznick worked closely with C&S to address the unique challenges of the chemical manufacturing industry. For example, the team needed to reconcile informal, analog practices – like measuring inventory by “scoops” or bulldozer loads – with the precision required by modern ERP systems. This meant not only configuring the system to handle complex units of measure and bill of materials logic but also guiding the organization through a cultural shift toward more standardized, data-driven processes.
CohnReznick helped C&S meet its ERP goals by:
- Developing custom reporting and dashboards to support cross-entity visibility and performance tracking
- Designing a scalable architecture to support future phases, including field service integration
- Provided training and resources to encourage users and help ensure long-term success
- Systematizing highly customized invoicing formats to meet diverse customer requirements while maintaining compliance and operational efficiency
By translating C&S’s business complexity into a structured, digital framework, CohnReznick helped the company move from reactive workarounds to proactive, strategic operations, positioning them for continued growth and acquisition readiness.
About the implementation, Birnbaum notes, "ERP implementation is a process. You want to go through that process with a trusted partner who you can talk to and be open with, who responds well to your questions and concerns. With every relationship comes bumps, but the ability to work with a team that you trust to resolve those things is what I look for in an implementation partner. And Shawn and his team have done a wonderful job of responding to any concerns.”
Seeing results
Although it’s still early in their ERP journey, Birnbaum reports that C&S noticed NetSuite’s impact immediately. With the new platform, the company:
- Gained real-time visibility into financial performance across all entities – eliminating the need for manual consolidation and guesswork
- Replaced inconsistent, spreadsheet-driven workflows with standardized processes for accounting, procurement, and inventory management
- Enabled faster month-end closes and more accurate reporting
- Unified previously siloed teams under a shared system with clear data structures and role-based dashboards tailored to their needs
"We're starting to see data normalization between companies,” Birnbaum states. “We're starting to see great improvements in the timeliness of transactions and data visibility. When you're aggregating data from multiple ERP systems, you don't necessarily have the visibility to see transactions or track inventory in real time. Now that we can do that, it gives us the ability to make business decisions at a faster pace."
CohnReznick’s collaborative approach helped ensure that the system wasn’t just implemented – it was adopted. By tailoring the ERP system to C&S’s real-world operations, the solution felt intuitive from Day 1, Birnbaum said, freeing leadership to focus on strategic growth.
The path forward
Perhaps most importantly, NetSuite has laid the foundation for C&S’s next chapter. With a scalable, integrated system in place, the company is now positioned to onboard new acquisitions more seamlessly, expand into adjacent markets, and pursue its long-term vision with confidence. This tech transformation didn’t just address today’s problems – it created a launchpad for tomorrow’s opportunities.
Looking ahead, C&S is planning future enhancements to its ERP system, with field service operations as a primary focus. The aim for the next phase is to enable better management of onsite activities and customer engagements. With improved data visibility and standardized workflows, leadership can make faster, more informed decisions, while teams can operate more efficiently. The company is also exploring additional integrations and automation to reduce manual work and enhance reporting.
“Improved data visibility will enable us to really push the business out to the edge. Rather than just reporting on historicals from a financial perspective, now we're able to do more forecasting and be more efficient in the way we deploy our field teams as well,” Birnbaum says.
As C&S continues to expand through acquisition and innovation, the ERP system will serve as the backbone for integrating new entities, aligning business processes, and maintaining financial clarity across all segments. Birnbaum states, “The beauty of NetSuite for us is the ability to implement it at the size we are and scale from here. We are now anticipating growth and have the system to support that growth all the way."
Ultimately, by investing in a flexible, future-ready ERP platform, C&S has laid the groundwork for operational excellence, strategic expansion, and a more connected, data-driven enterprise.
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- Intercompany management
- New business unit integration
- Advanced financials
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Navigate complexity with confidence
NetSuite Next gives organizations the ability to monitor, analyze, and act around the clock – but that same capability magnifies weak data and fragile processes at speed.
Many people assume the difference between traditional and AI-powered automation is speed. In reality, it’s scope – and that distinction matters more than many understand.
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- Traditional automation executes rules you define.
- AI-enabled ERP like NetSuite Next can go beyond definitions, introducing continuous analysis and conversational interaction.
As a result, companies using agentic operations can see what’s happening across the business continuously, without waiting for someone to create or modify a report – while their competitors without AI are still making decisions off reports that went out last Friday.
AI in an ERP will be overwhelmingly positive for most organizations. But the shift increases both opportunity and exposure at the same time, and when governance and risk management lag behind capability, issues will emerge. The businesses that benefit fastest will be the ones that take governance seriously from the start.
Where NEXT amplifies potential
AI-enabled ERP tools deliver real capability, amplifying teams’ potential as systems become more accessible. The barrier to becoming proficient drops immediately: Users who once spent hours in spreadsheets building journal entries can perform deeper analysis, faster. The people who already understand how the system actually works suddenly have far more leverage: They can monitor more, change more, and spot problems earlier.
But AI-enabled ERP does not just make familiar processes faster; it changes how the system behaves. Once intelligence is embedded into the platform, analysis becomes continuous, interaction becomes conversational, and decisions begin to happen without waiting for someone to run a report.
Where potential breeds risk
The earliest failures in use of AI ERP tend to emerge in environments with heavy customization, informal security practices, or weak system hygiene. Conversational interfaces lower the technical barrier to interaction and execution, which also lowers the margin for error when governance is lacking.
The concentration of capability offered by AI-enabled ERP is powerful, but it also raises the stakes. Empowered users can set agents to monitor every element of operations, and create new agents for every new operational problem they discover. Faster access reduces the buffer that used to exist between bad inputs and bad decisions; mistakes reach real outcomes much sooner.
Even in supply chain environments with sophisticated data management, real-world situations have systematic implications that are not always positive. An example in a sophisticated ERP could look like this:
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- Your warehouse team often stages received inventory but does not receive the inventory into the system until the next day.
- That creates a data quality problem. Your vendor appears a day later than planned, but their invoice might say you got your products a day earlier than you received them in your system. NetSuite Next provides you a conduit to ask, “Can you compare our receipt date to the delivered date on scanned vendor invoices to see if there are common discrepancies?”
- The reality of a busy dock may have obscured this issue and in some cases delayed production, caused late deliveries to customers, or caused your organization to carry more inventory than needed. NetSuite Next allows organizations to ask deep questions about system data, draw conclusions, and make improvements in minutes that would take users without access to this technology weeks to uncover and remedy.
What’s more, AI introduces new possibilities in data security risk:
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- A user asks AI to customize an invoice form. Without the right security controls, unintended information ends up on the form, and your customers have access to these details.
- In another scenario, a user updates hundreds of open transactions erroneously.
These aren’t rare situations; they are becoming the new reality when organizations begin using AI tools without a disciplined review process and security. Anyone interacting with these tools needs a business analyst's discipline around testing, security, and stakeholder impact.
What leaders underestimate most – and how AI helps meet is own needs
One of the biggest misconceptions is that AI will fix what’s already broken. It won’t – and it usually exposes those cracks faster. Returning to our real-world examples, if a business user waits three days to enter a vendor invoice because it does not seem urgent, that delay now feeds every predictive model running on your data. AI requires an accurate handshake from the organization: data entered on time, processes followed consistently, and a system configured the way the platform was designed to work.
The second misconception is that new users can throw Excel files at a chatbot and it will implement their ERP system in a conversation. Decisions about chart segmentation and master data setup still require architectural expertise; AI does not replace the judgment behind them.
The good news is, the fastest return on AI investment right now is the cost efficacy these tools bring to “cleaning house,” or revisiting prior ERP system implementation decisions. It has traditionally been cost-prohibitive to re-implement a system or remediate years of undocumented scripting and customization; AI makes that work almost instantaneous.
A different governance posture
Leaders who treat AI as a monitoring and acceleration layer, rather than a replacement for judgment, move faster with less disruption. They start with controlled users, embed change control practices, and clean up foundational system issues before scaling automation.
Organizations that skip these steps often walk away thinking AI created new risk, but more often, it just exposed problems that were already there.
The race to differentiate is real. But the organizations that pull ahead will be the ones whose foundation was ready when they started.