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Intuit

Tax, accounting, and personal-finance software

Overview

Intuit provides financial technology tools for consumers and small businesses. Its main products are TurboTax for tax preparation, QuickBooks for accounting, and Mint for personal finance management. These tools typically operate on a subscription basis or behind transaction fees, with features that help users file taxes, track income and expenses, and manage budget and goals. The software ecosystem is designed to connect tax, accounting, and personal finance in one place, improving workflows for individuals, freelancers, and small business owners. Security is a priority, with measures like multi-factor authentication and anti-fraud protections to protect user data. Intuit’s goal is to help people achieve financial well-being by educating users and delivering easy-to-use, reliable financial software across different needs and customer segments.

Significant Headcount Growth

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About Intuit

Simplify's Rating
Why Intuit is rated
B+
Rated A on Competitive Edge
Rated A on Growth Potential
Rated C on Differentiation

Industries

Enterprise SoftwareFintechFinancial Services

Company Size

10,001+

Company Stage

IPO

Headquarters

Mountain View, CA

Founded

1983

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What believers are saying

  • Intuit reported fiscal 2026 revenue near $21.4 billion, up 13.9%, on October 2026 results.
  • October 27, 2026 launches target faster invoicing, cash flow, and mid-market ERP migrations.
  • QuickBooks invoice reminders reportedly get paid four days faster, supporting retention and monetization.

What critics are saying

  • Baldwin v. Intuit and Bruce v. Intuit allege TurboTax lost customers to GenAI competitors.
  • May 20, 2026 restructuring cut roughly 17% of staff after disappointing tax results.
  • If TurboTax pricing weakens again, Microsoft, H&R Block, and AI tax startups can erode its moat quickly.

What makes Intuit unique

  • Intuit Intelligence unifies QuickBooks, Accountant Suite, and Enterprise Suite on October 27, 2026.
  • Agentic Books Close records an audit trail while accountants supervise every exception.
  • Intuit’s accountant channel reaches 250,000 firms, anchoring distribution against standalone software rivals.

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Funding

Total Funding

$1.8B

Above

Industry Average

Funded Over

3 Rounds

Notable Investors:
Post IPO Debt funding comparison data is currently unavailable. We're working to provide this information soon!
Post IPO Debt Funding Comparison Coming Soon

Benefits

  • Hybrid Work Options

Stock Price

Growth & Insights and Company News

6 month growth

9%

1 year growth

20%

2 year growth

20%
Calcalist Tech
Nov 8th, 2026
Is going back the new way to move forward in high-tech?

Is going back the new way to move forward in high-tech? As uncertainty, layoffs and the rapid rise of AI reshape the technology industry, some employees are returning to companies they once left. They bring new skills and experience, while employers regain people who already understand their culture and operations. Maya Nahum Shahal 14:46, 08.11.26 For years, moving between companies was considered one of the surest ways to advance in high-tech. But some employees are discovering that their next opportunity may actually lie with a company they have already left. Against a backdrop of uncertainty, layoffs and changes driven by artificial intelligence, some are choosing to return to former employers, sometimes in more senior roles. Companies, meanwhile, gain employees who already understand the organization and bring fresh experience from elsewhere. Is going back actually a way of moving forward? When Nadav Hozeh (44), a software architect at Gong, returned to the company after a stint at Intuit, he was met with a surprise. A large, exceptionally lightweight box had arrived at the office. Inside, he found a boomerang. It took him a moment to understand the joke; the recruiter explained that it was a gift for anyone returning to Gong. The boomerang has become a symbol of a trend increasingly involving both employees and employers in the high-tech sector: people who leave a company for a new professional opportunity, only to eventually decide to return. The reasons vary. Some are disappointed by their new workplace, others see an opportunity for advancement at their former employer, while some only recognize the value of the people, organizational culture and sense of security they left behind after experiencing somewhere else. Data from the United States suggests that the phenomenon of the "boomerang employee" is growing. According to research firm Revelio Labs, employees returning to a former employer accounted for 3.1% of all hires in the U.S. in 2023, rising to 3.4% by the end of 2025. In September, Business Insider reported that Amazon was reaching out to former employees, including some who had previously been laid off, in an effort to recruit them again, particularly for artificial intelligence roles. Hozeh joined Gong in 2019 as a software developer and eventually became a software architect within one of its divisions. After five and a half years, he decided to leave for a new professional opportunity at Intuit. "Gong entered the world of AI back when people still thought it was the stuff of science fiction. Five and a half years later, the era of 'agents' arrived. Intuit offered me a role as an 'AI Builder.' Professionally, it was the right step forward, and I embarked on this new adventure with mixed feelings." His start at Intuit, however, did not go as he had imagined. Instead of developing agentic systems, he found himself primarily managing teams and tackling technical challenges. About six months later, he finally landed a project that matched what he had been looking for: developing an agentic system for the financial sector. "We were like a startup within Intuit. But just as the 'AI Builder' dream began to materialize, a wave of layoffs hit, and my department was cut. I told myself, 'I'm going back home.' I picked up the phone, called a VP at Gong, and we sealed the deal." The rehiring process was swift and required neither interviews nor tests. By the time he returned, Gong's R&D organization had grown to more than 500 employees, and the company had significantly expanded its work on intelligent agents. Hozeh found himself working on the very technology that had prompted his initial departure. "The stars aligned, and it was a perfect fit," he says. He returned to his previous role, but with a renewed appreciation for the company's culture. At Intuit, where many teams are based in the United States, he had felt the geographical and cultural distance. At Gong, by contrast, he says, problems can often be resolved through a quick, informal conversation in the hallway. "I returned to a company that had grown, yet I felt no sense of distance or alienation. I'm not the only one who came back; I even brought seven other employees with me from Intuit." Omer Calfon (32), a back-end developer at cybersecurity company Cycode, nearly became a boomerang employee. In his case, however, the return happened before he had even left. After six years at the company, four of them in a team-management role, he felt he had reached his limit and wanted a change. He secured a position at an AI startup, signed a contract, gave notice and said goodbye to his colleagues. Then he changed his mind. "I wanted a change, driven by a sense of adventure and a longing for the early days. I found a job at a hot startup that had 'AI' in its name. I signed the offer, gave notice at Cycode, and then, three weeks before the big transition, I had second thoughts. So, in the end, I only left in spirit." Calfon found it difficult to part with the product he had helped develop and the people he had worked alongside. Uncertainty in the job market also played a role. "I knew that Cycode was a professional and caring workplace, and they valued my worth. Furthermore, I was looking for stability, given all the changes these times bring," he says. "Cycode was happy, but it wasn't easy. After putting them through the wringer, I announced that I was staying." He did not ask for a promotion or a salary increase in exchange for remaining at the company. Instead, he stepped down from a management position to become an individual contributor. "Some might say this is a step down, since I used to manage a team and now I'm just a developer. But I realized that what I needed wasn't necessarily a change of scenery, but rather a shift in focus, looking inward rather than outward." Adam Harow, who currently heads the Customer Enablement division at business data company Lusha, also discovered that the professional opportunity he was looking for was back where he had started. After spending about two and a half years at Lusha as an Enterprise Customer Success Manager (CSM), he moved to a startup that tasked him with building its Customer Success function. Within three months, however, he realized that neither the company nor the sector in which it operated was the right fit for him. Around that time, a new position opened up at Lusha: Education Program Lead, reporting to his former manager. He returned to a role that allowed him to lead projects and launch new professional initiatives. "Having a prior relationship was significant. I knew I was returning to an environment that encourages critical thinking and grants me complete freedom to advance any project or initiative I wish to pursue." Harow says leaving helped him understand that professional growth does not necessarily require moving between companies. Returning allowed him to take on a broader, more challenging role, but the personal dimension was also decisive. "Right after I returned, I had to stay home with our baby because my wife was called up for reserve duty. On the eve of Purim, my manager showed up at my place with some homemade food. A gesture like that, combined with the professional appreciation, made the decision to return a no-brainer." "I was truly happy to receive that call." For Sharon Yehezkel, a Senior Executive Search Partner at iLeadX, a firm specializing in executive recruitment for the high-tech sector, returning to a former employer was not about securing a promotion or a higher salary. Instead, it reflected a need for a familiar and supportive workplace during a particularly difficult period in her life.

Yahoo Finance
Nov 3rd, 2026
Intuit over Palo Alto Networks for 2027: 14.3x forward earnings versus 87.6x

A Motley Fool analysis picks Intuit over Palo Alto Networks as the better technology stock to buy in 2027, though it calls both strong businesses. Intuit reported fiscal 2026 revenue of about $21.4 billion, up 13.9%, with net income near $4.6 billion. It guides for fiscal 2027 revenue of $23.3 billion to $23.5 billion. Its shares have lost more than half their value in a year and trade at a forward earnings multiple of 14.3x, on worries that general-purpose AI could erode its tax and accounting business. Palo Alto Networks posted revenue of nearly $11.5 billion, up 24.5%. Net income fell to about $307.0 million, mainly due to a $620 million non-cash loss tied to the CyberArk acquisition. Its shares have risen more than two-thirds in a year and trade near 87.6x forward earnings.

Intuit Inc.
Nov 3rd, 2026
Intuit Completes Acquisition of Homestead Technologies

Read Intuit press releases going back to 2007, from earnings announcements to investor event news. Filter by year or show financial releases only.

GoHuman AI
Nov 2nd, 2026
Month-End Close on autopilot: write your procedures before the AI arrives.

Month-End Close on autopilot: write your procedures before the AI arrives. Intuit just showed an AI agent that prepares the monthly close and waits for your approval. The catch: it only works as well as your written procedures. Month-End Close Bookkeeping Audit Log 4-Step Plan Every month the same scramble happens: bank feeds to check, receipts to match, invoices to chase, and a pile of numbers that must be right before you can trust them. This week, one of the biggest names in small business accounting showed what it looks like when an AI agent does the first pass for you. The news: an AI agent for the monthly close. At its Intuit Connect event, Intuit announced Agentic Books Close, an add-on for accounting firms using Intuit Accountant Suite. According to the company's October 27, 2026 announcement, it runs more of the monthly close automatically, following a firm's own standard operating procedures and recording every action in an audit log, while accountants supervise, review, approve and manage exceptions. It is currently a pilot, with a paid add-on planned later. monthly close, prepared by an agent of actions tracked in an audit log entries final until a human approves Intuit says the agent posts pending bank transactions, reconciles accounts and flags exceptions such as possible prepaid expenses for review. Approved items post right away. Note that this is a vendor announcement and a pilot, so results will vary. The point for you is the design, not the product name. The real lesson The agent follows your procedures. If they live only in someone's head, there is nothing for any AI to follow. One attendee summed it up well: write down your procedures, clean up your workflows, and the businesses with clear playbooks benefit first. Why this matters beyond accountants. You may never use Intuit's firm tools, but the pattern will show up everywhere: the AI does the repetitive prep, a person approves, and a log shows what happened. It is the same approval-first idea behind AI guardrails and agent oversight and the reason AI bookkeeping is moving from simple categorizing to running whole routines. Owners who have already captured their know-how in writing are the ones ready to use it. A 4-Step Plan to get your Books agent-ready. * 1Write your close checklist. List every step you or your bookkeeper take each month, in order: reconcile bank and card accounts, review unpaid invoices, record depreciation or prepaid items, send reports. Plain bullets are fine. * 2Name the owner and the approver. Someone prepares, someone different signs off. Decide which exceptions (large payments, unusual vendors) always come to you. * 3Clean the inputs. Tidy your chart of accounts, connect bank feeds, remove duplicate customers and vendors. An agent working from messy data produces confident-looking mess. See payment operations for the cash side. * 4Pilot one month with the log on. Let AI prepare, then compare against your own work. Track hours saved and every correction you made, and fold the corrections back into the checklist. Common mistakes to avoid. * Skipping the approval step because the first month looked right. * Giving broad access when read-only would do for the test. * Automating a broken process. Fix the checklist first, then speed it up. The takeaway. The month-end close is a preview of how AI will handle most back-office routines: it prepares, you decide. The bottleneck is rarely the technology. It is whether your procedures are written down and your data is clean. Do that homework now and any agent, from any vendor, will work better for you. Where gohuman AI fits in. You do not need to wait for a pilot program. GoHuman AI builds AI business automations around your existing procedures, connects your systems in one unified AI tech stack, and keeps a human in the loop for every approval. Book a free discovery call and GoHuman will help you turn your month-end routine into an agent-ready checklist. Related Reading

YourStory
Nov 2nd, 2026
From prompt engineers to tool builders: Intuit's Vignesh Subrahmaniam on building AI that acts.

From prompt engineers to tool builders: Intuit's Vignesh Subrahmaniam on building AI that acts. At TechSparks 2026, Intuit's Principal AI Scientist explained why reliable tools, high-quality data, and consent matter more than ever as AI moves from answering to acting. For the past few years, getting better results from AI meant learning to write better prompts. That is changing fast, as AI systems begin to reason, make decisions, and act across entire workflows on their own. At TechSparks 2026, YourStory's flagship event, Dr Vignesh Subrahmaniam, Principal AI Scientist at Intuit, spoke with Adith Charlie, Managing Editor of YourStory and The CapTable, in a fireside chat titled 'Beyond the prompt: Building AI that thinks, acts, learns'. Drawing on Subrahmaniam's experience of turning AI research into scalable systems, the two explored what builders need to rethink as intelligence becomes increasingly agentic. Teaching machines the game of business. The session opened with a question for Subrahmaniam about what a typical day looks like for him. He was also asked to simplify the concepts of fintech and AI for the audience. He responded with a chess analogy, posing a question: if an algorithm were never taught the rules of chess but was shown a million completed games and their winners, could it deduce both the rules and the strategies most likely to lead to victory? His team at Intuit applies a similar approach to supporting small businesses, as the company serves both consumers and accountants. "How do we learn the game of business by looking at data, by looking at actual actions and outcomes that businesses are taking," he said. The goal is to understand what helps a business win customers, grow quickly, and improve its cash flow. From prompts to tools. The conversation then turned to the shift builders face, from years of learning to write smarter prompts to designing agents that are handed a goal and decide the steps themselves. Subrahmaniam placed prompt engineering in the long history of programming languages, from binary and assembly to Fortran, C, and Python. Large language models let anyone program using plain English. However, this method has limits. Researchers quickly understood that intelligence should not only be in the model. The model becomes an orchestrator, breaking a complex task into a series of actions and tool calls. The real intelligence moves into the tools it calls. Those tools must be built differently too, "not so that a human being can use them, or a software developer can use them, or anybody can use them, but in a way that an LLM orchestrator can really use them". That means high-fidelity tools with highly deterministic output. For builders, the craft shifts from clever wording to dependable components that a model can call on again and again without surprises. The next frontier is beyond text. On where new data will come from, Subrahmaniam was candid that learning from text is now largely a solved problem. The harder challenge is learning from multimodal sources and real-world actions. He pointed to how a small child learns mostly from what she sees, hears and observes, not from reading, and argued that bringing such real-world signals into AI systems is what will help models go beyond generating text to suggesting actions. That, he said, is the next frontier. Data quality still decides everything. Looking ahead at the challenges for a regulated industry, he took the audience back 18 years, to one of the first machine learning labs in Bangalore, where he worked on logistic regressions and multi-layer perceptrons. The biggest problem then was not the algorithm. "Actually, it was data quality," he recalled. That has not changed. Whether a team trains a simple regression or fine-tunes a transformer, "garbage in, garbage out" still applies. Enterprises that can collect, collate, and store data at the highest quality, he said, will have the edge. Consent and privacy from the floor. In the short audience Q&A, an attendee asked how restrictions on where financial data can be stored affect Intuit's work. Subrahmaniam called consent the heart of any learning system and cited the Framingham study, where residents of a Massachusetts town allowed doctors to follow their health over time, which shaped modern understanding of cardiovascular disease. Companies, he added, must also explain the benefits of data use to the wider community. What builders can take away. As the conversation drew to a close, one thread ran through every answer: as AI moves from responding to acting, the foundations matter more than the interface. Prompts will remain a starting point, but the real work now lies in building dependable tools that agents can call on, feeding systems high-quality data, and earning the consent that lets them learn from it. For builders looking beyond the prompt, that is where the next wave of AI will be won.

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