H&R Block

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H&R Block (HRB): Company Profile, Stock Price, News, Rankings

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H&R Block | Fortune

H&R Block (HRB): Company Profile, Stock Price, News, Rankings | Fortune

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Leadership

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Is the future of tax preparation automated or human? Curtis Campbell, President & CEO of H&R Block argues it’s both. Fortune's Ruth Umoh sits down with Campbell and he explains why automating the mechanical tasks of tax preparation is the key to unlocking higher-value human connections. Learn how the industry leader is leveraging 20 million annual tax returns to build a future where technology handles the math so humans can handle the relationship.

How the CEO of H&R Block is using AI to automate the mechanics of tax prep

We're in a great position to start to automate away some of the work that our tax professionals do, which I'm gonna call lower value, so they can focus on things that are higher value, which is the connection. A lot of CEOs say that AI frees workers for higher value tasks. Um, you're certainly pushing your more than 60,000 associates to leverage the technology. Uh, in tax prep. What is that higher value human movement? So when I think about taxes as a service, basically I break taxes into two categories. So I'm gonna call one category the mechanical category. So think about data collection, data entry, and the actual calculation that happens. Most people would categorize that as tax preparation. And then you've got the second category, which I'm gonna categorize as a relational category, which is just like you and I having a conversation. So it's relational, it's basically built on a foundation of trust, it's built on a foundation of judgment and accountability. So those are the two pieces uh that uh encompass what I'm gonna call taxes as a service. As I think about technology, especially AI and AI's ability to drive automation, I think AI has the ability to disrupt that first mechanical piece, that's the data collection, data entry, and calculation. I can envision a future where much of that has been automated away with AI and we want to be at the tip of the spear of that. And we ask ourselves, where is the actual value that we deliverization in our blog, I would say it's always been on the relational side, which is why we've got those deep connections with people in our communities. Then we ask ourselves, OK, if that is gonna be the case, and it comes down to who can deliver the best relational experiences, then we ask ourselves, what's required to do that, right? Um, and I would tell you that the thing that's required to do that is, number one, you have to have great data, and we do 20 million returns a year. There's not another provider that's got more access to data than H&R Block. Number 2, then it's gonna rely on the connection between one human and another human. We're in a great position to start to automate away some of the work that our tax professionals do, which I'm gonna call lower value, so they can focus on things that are higher value, which is the connection. For some tax pros, it's, hey, you know, I've been doing things a certain way, so change is hard, but I think the sentiment for most tax pros is around excitement and empowerment versus being fearful of the future.

Three months into the CEO role at H&R Block, Curtis Campbell is navigating a pivotal tax season where the average $3,300 refund has never been more vital for American families. He tells Fortune's Ruth Umoh about the reality of leading through economic strain and increased IRS complexity. Discover his strategic roadmap for balancing investor expectations with a core mission of providing trust and confidence to millions of people during their most vulnerable financial moments.

“You can't make everybody happy”: This CEO’s insight into leading H&R Block through a high-stakes tax season

And you think about the tax return, for most Americans, their tax return is their biggest paycheck of the year. You're 3 months into the CEO role in the middle of tax season. How is it going? It's going great. Um, you know, it's a new experience being the CEO of the H&R Block, but I've been in the tax industry for many years, so having the chance to go out and visit associates. And see them in action, work with clients is just amazing. You're taking over H&R Block at a moment when the tax code is changing. Uh, the IRS is under strain. There have been cuts there and millions of Americans are feeling financially squeezed. So I'm curious how that has shaped your first priorities as CEO. Fundamentally we do taxes, but we're really not in the tax business. We're in the business of trust and confidence. So in the field, what I hear from tax pros is given all the complexity, especially due to the one big beautiful bill, a lot of consumers are just trying to understand what this means for me, and they wanna make sure that they're not leaving any money on the table. That's the biggest deal. And us being there for clients in their most, I'll call it um vulnerable time. is impactful. It makes a difference in the communities that we operate in. You're not new to the tax industry, but this movement feels different, a bit weightier. Would you agree with that sentiment and what feels different about it? I think the thing that makes this moment feel a little bit different is there's so many things that are happening in the universe today if you haven't noticed, um, and a lot of those things have impact on a lot of the folks that we serve. And you think about the tax return, for most Americans, their tax return is their biggest paycheck of the year. The average return last year was about $3300. If you look at the most recent IRS data, that's about 10% higher. So folks ensuring that they get access to the biggest refund is such a big deal when money is tight and there's so many other external pressures on Americans. What's been the biggest shift from building products to running the entire institution? Probably the biggest thing for me is getting out on the road and meeting with investors and analysts and just telling the story of H&R Block, which I love to do. What's the most challenging aspect? Oh, I think the most challenging aspect is You can't make everybody happy at the end of the day, and for us it's really important to be clear what our long-term strategy is, um, and in some cases that requires us to invest in certain places and maybe invest a little bit less in other places, and in doing that, you can't make everybody happy. Even at home, I can't make both my kids happy, so it's, it's one of those deals here where you can't make everybody happy either.

What separates mid-level managers from C-suite executives? Curtis Campbell, President & CEO of H&R Block, tells Fortune's Ruth Umoh that resilience is the key to reach the highest levels of an organization. Ruth sat down with Campbell to discuss how to build a personal success playbook by learning from others' journeys.

“It comes down to grit”: H&R Block CEO on the key to success

Careers

That's, I think, in some cases what makes a difference between somebody being caught in mid-level management and getting to higher levels of the organization, just putting themselves out there. You grew up in the South, small town, Southern boy. You were the first to go to college, and now you're the CEO of H&R Block, which is a Fortune 1000 company. How did you get here? Was there any one catalyst, uh, that, that landed you now in the corner office? If I were to boil this down to three things, I think luck would be one, I think tenacity. So I think a focus and just never being willing to take no for an answer, just continue to lean forward. Um, and having great mentors, I think if you could figure out how to get those three things, you could have quite a bit of success in the US, and you intentionally sought out mentors. Yes, there are a lot of people in that room that are much smarter than I will ever be. At the end of the day, if you're thinking about who lands in the corner office, I think it doesn't come down to intelligence. I think it comes down to grit. It's gotta have a lot of grit. You've got to be able to prove that you can overcome challenges, failure, obstacles. I think you've got to put yourself out there too. If you see somebody who's got a specific superpower, ask them, hey, I'd love to spend some time with you. You're really great at doing this. You're really great at giving presentations. I'd love to chat with you for 30 minutes just to understand your background. And what I found in my career and what I coach other people to recognize is people love to talk about themselves. So if you find somebody who has a superpower, they'll love to talk to you about it. So don't make it about you, make it about them and try to learn from their journey. And if you do that a few times, you're gonna find some specific themes that you could think about, hey, how can I incorporate this into my playbook to make myself better. A lot of people don't do that, and I think one of the reasons why they don't do that is they're intimidated, they're shy, they're afraid that somebody's gonna tell you no. Well, I'd rather somebody tell me no than somebody not tell me anything at all. That's, I think, what makes a difference between somebody being caught in mid-level management and getting to higher levels of the organization, just putting themselves out there.

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