Elizabeth Shwiff is the founding partner and managing partner of Shwiff, Levy & Polo, LLP, a full-service certified public accounting and advisory firm headquartered in San Francisco. With more than three decades of experience, she is recognized for her ability to navigate complex financial, tax, and compliance matters for businesses and individuals across domestic and international markets.
Under her leadership, the firm has built a strong reputation in accounting, tax planning and compliance, forensic accounting, litigation support, expert witness services, estate and trust planning, and strategic financial consulting. Elizabeth’s work is grounded in technical depth and practical judgment. She holds multiple professional credentials, including Certified Public Accountant (CPA), Certified Fraud Examiner (CFE), Certified Financial Planner (CFP), and Accredited Estate Planner (AEP).
She is also an attorney in Tax Court. Throughout her career, she has represented clients in high-stakes matters involving regulatory agencies and cross-border financial issues, bringing clarity and precision to complex situations. She also serves as a mediator and arbitrator, roles that reflect her commitment to fairness, accuracy, and thoughtful resolution. Beyond client work, Elizabeth is dedicated to mentorship and professional leadership. Her approach emphasizes ethical decision-making, collaboration, and long-term value creation. Under her guidance, Shwiff, Levy & Polo has earned recognition as a leading women-owned firm in the Bay Area, reflecting both sustained excellence and a strong commitment to integrity within the accounting profession. Shwiff, Levy & Polo, LLP was also rated in the top 60 in Bay Area’s Largest Accounting Firms for 2025.
You’ve built a long career spanning complex accounting, tax strategy, and international financial advisory. Looking back, what early experiences shaped the way you approach financial problem-solving at the highest level?
Early in my career, I saw firsthand how minor financial oversights could escalate into serious legal, tax, or operational consequences. Working with complex cases taught me that numbers are rarely just numbers. They represent decisions, behaviors, and risk tolerance. I learned quickly that precision matters, but context matters just as much. Those experiences shaped my approach to problem-solving, making it both analytical and practical. I don’t look at issues in isolation. I look at how financial decisions ripple across an organization, across borders, and over time. That mindset has stayed with me throughout my career.
Shwiff, Levy & Polo has become known for handling intricate financial and taxation challenges. How do you assess and prioritize the most critical issues when a new client engagement begins?
The first step is listening carefully. Clients often come in focused on a single problem, but that issue is usually part of a larger financial picture. I start by understanding their objectives, constraints, and risk exposure. From there, we assess compliance gaps, structural weaknesses, and potential liabilities. Prioritization is driven by impact and urgency. Issues that pose regulatory, legal, or cash-flow risks come first. At the same time, we identify opportunities to strengthen systems for the long term. A thoughtful diagnosis at the beginning prevents costly corrections later.
Regulatory environments are constantly shifting. How do you ensure that both your firm and your clients stay ahead of changes rather than reacting to them?
Staying ahead requires discipline and continuous education. Our firm invests heavily in monitoring regulatory developments and participating in professional forums. But knowledge alone is not enough. We translate those changes into practical guidance for our clients. Rather than waiting for enforcement actions or audits, we encourage proactive reviews and scenario planning. I also emphasize building adaptable financial structures that can absorb regulatory change without disruption. When clients understand that compliance is an ongoing process, not a one-time task, they become more resilient and better prepared for uncertainty.
Your work often involves high-stakes representation, including interactions with tax authorities. What mindset is essential when handling these situations?
Preparation and composure are critical. High-stakes matters require a calm, methodical approach grounded in facts and documentation. Emotion or speculation has no place in these situations. I focus on understanding the full scope of the issue, anticipating questions, and presenting information clearly and accurately. Transparency is key. When authorities see that a case is well-supported and handled professionally, it changes the tone of the engagement. My role is to protect my client’s interests while maintaining credibility and integrity. That balance is essential in resolving complex matters effectively.
How do you help organizations understand that financial transparency is a strategic advantage, not just a compliance requirement?
Many organizations initially view transparency as a burden. I help them see it as a tool. Clear financial reporting builds trust with regulators, investors, partners, and internal stakeholders. It also improves decision-making. When leadership has accurate, timely information, they act with confidence. I show clients how transparency reduces surprises and strengthens negotiating positions. Over time, they see that strong financial governance supports growth and stability. Transparency is not about exposing weaknesses. It is about understanding reality so you can manage risk and seize opportunity more effectively.
Forensic accounting and fraud examination are often overlooked. What impact do these disciplines have when integrated into regular financial oversight?
Forensic accounting provides insight that traditional accounting may miss. When integrated into regular oversight, it acts as an early warning system. It helps identify patterns, inconsistencies, and vulnerabilities before they become crises. I have seen organizations avoid significant losses because issues were detected early. Beyond fraud prevention, forensic thinking improves internal controls and accountability. It also sends a clear message about ethical standards. When employees know systems are robust and monitored, it reinforces a culture of responsibility. The long-term benefit is not just risk reduction, but stronger organizational integrity.
Cross-border taxation has become increasingly complex. What misconceptions do businesses often have about global compliance?
One common misconception is that international compliance can be handled the same way as domestic taxation. Businesses often underestimate how quickly complexity grows when multiple jurisdictions are involved. Another misconception is assuming that structures set up years ago are still compliant today. Laws evolve, and what worked previously may now carry risk. I guide clients to understand that global compliance requires ongoing review and coordination. It is not about avoiding tax. It is about managing obligations responsibly while aligning with business objectives. Proper planning prevents costly surprises later.
Shwiff, Levy & Polo emphasizes integrity and trust. How do you cultivate those values across your firm?
Integrity starts with leadership. I set clear expectations about ethical behavior, accuracy, and accountability. We encourage open communication and thoughtful review at every level. Mistakes are addressed directly and constructively. I also believe in empowering professionals with responsibility and trust, which in turn encourages them to uphold high standards. Client relationships are treated as long-term partnerships, not transactions. When a firm consistently demonstrates honesty and professionalism, trust becomes embedded in its culture. That trust is the foundation of sustainable success.
How do you balance technical precision with clear communication for clients who are not financial experts?
Technical accuracy is essential, but it loses value if clients do not understand it. I focus on translating complex concepts into clear, practical explanations without oversimplifying. I encourage questions and take the time to ensure clients feel informed, not intimidated. Visuals, examples, and real-world scenarios often help. My goal is to empower clients to make informed decisions. When clients understand the “why” behind the numbers, they become more engaged and confident. Effective communication bridges the gap between expertise and action.
You also serve as a mediator and arbitrator. How does that experience influence your advisory work?
Mediation has taught me the importance of perspective and listening. Financial disputes often involve more than numbers. They involve trust, expectations, and communication breakdowns. That insight carries into my advisory work. I approach client situations with an awareness of underlying dynamics, not just financial facts. It also reinforces the value of resolving issues early and collaboratively. When clients feel heard and understood, outcomes improve. Mediation has strengthened my ability to guide clients through complex situations with fairness, clarity, and professionalism.
How do you help business leaders see accounting as a strategic asset rather than a back-office function?
I start by connecting financial information directly to decision-making. When leaders see how accurate data influences pricing, expansion, and risk management, their perspective shifts. I also demonstrate how strong accounting systems support scalability and investor confidence. Accounting is not just about recording history. It is about informing strategy. By aligning financial reporting with business goals, leaders begin to rely on it as a planning tool. Once they experience the value firsthand, accounting becomes an integral part of leadership discussions rather than an afterthought.
How does your international background influence your approach to financial planning and advisory?
An international perspective teaches adaptability and cultural awareness. Different jurisdictions have different expectations, risks, and business norms. My background helps me anticipate challenges that may not be obvious from a domestic viewpoint. It also allows me to coordinate solutions that respect local regulations while supporting global objectives. I approach planning with flexibility, knowing that cross-border issues require coordination and foresight. That perspective enables clients to operate confidently in international environments while maintaining compliance and financial stability.
Shwiff, Levy & Polo has maintained long-term client relationships across economic cycles. What principles guide that consistency?
Consistency comes from reliability and honesty. We do not overpromise. We provide clear guidance, even when the message is difficult. Clients value that transparency. We also invest in a deep understanding of their businesses, so our advice remains relevant as conditions change. Long-term relationships are built by showing up consistently, responding promptly, and adapting to clients’ evolving needs. Trust is earned over time through dependable service and sound judgment. That approach has allowed relationships to endure through both growth and downturns.
You hold multiple professional credentials. How has lifelong learning shaped your leadership?
Lifelong learning keeps me grounded and curious. Each credential deepened my understanding of different aspects of finance, compliance, and advisory work. It also reinforced the importance of staying current in a constantly evolving field. As a leader, it needs an example. I encourage my team to pursue learning not just for credentials, but for growth. Continuous education sharpens judgment and improves service quality. It ensures that both experience and up-to-date knowledge inform leadership decisions.
Looking ahead, what do you see as the most significant challenges and opportunities for accounting and advisory firms?
The biggest challenge is managing complexity while maintaining trust. Regulatory demands, technology, and global operations continue to evolve rapidly. Firms must adapt without losing accuracy or integrity. The opportunity lies in becoming true strategic partners. Clients increasingly want advisors who understand their business holistically, not just their financial statements. Firms that combine technical excellence with clear communication and foresight will stand out. At Shwiff, Levy & Polo, we focus on strengthening our advisory role while maintaining the highest professional standards.
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