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50 years in accounting | Accounting Today

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In 1971, armed with a bachelor’s degree in business administration as well as an MBA with a concentration in accounting, I launched into my first job as a junior accountant at Coopers & Lybrand, a pillar of what were then known as the Big Eight accounting firms. My colleagues and I wore suits and ties to work every day (before ties became less fashionable and workplaces became semi-virtual) and we mainly provided audit and tax services. 

Fast-forward three years to Aug. 2, 1974. “All in the Family” was the No. 1 TV show in America and “Annie’s Song” by John Denver topped the Billboard music charts. That same day I joined my brother at a nascent firm called Amper, Politziner & Mattia — which ultimately became today’s EisnerAmper, and which has been my professional home for 50 years.

As I look back on five decades-plus in the profession, it has been substantially transformed. Firms like EisnerAmper now provide a wide range of accounting and consulting solutions, ranging from traditional audit and tax work to advisory and outsourcing services. This expanded range of solutions includes my own specialty in forensic accounting, a practice I helped build and in which I take great pride. Many firms have created separate entities for their advisory services and audit functions. 

Technology has had a huge impact, accelerating tasks that were once painstakingly manual, freeing up people to do more strategic and value-added work. Our teams now boast more diverse backgrounds and varied experiences. In addition, new organizational structures such as private equity ownership and employee stock ownership plans have begun to take their place alongside the traditional partner model, bringing fresh financial and intellectual capital to help firms evolve and expand.  

What I often tell younger colleagues is that, despite the passage of time, the fundamentals that allow a person to succeed in accounting haven’t changed. This remains, at its core, a service-driven and relationship-based business. Knowledge, professionalism, deep insight into clients’ opportunities and challenges, and a passion to help them reach their goals — those qualities still form the basis for everything we do.

Below are some additional thoughts about how to succeed in accounting, informed by my perspective as a long-time practitioner — and someone who has found great professional and personal satisfaction through my engagements with colleagues and clients.   

1. Invest in relationships. If “location, location, location” is the mantra of the real estate and retail sectors, then “relationships, relationships, relationships” is the accounting equivalent. You need to master the principles of accounting, of course. But it’s the relationships you build — by honing your business acumen and actively listening to your clients — that give others a reason to respect you and value your perspective. 

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Showing clients that you care about their businesses is also important. Something as simple as calling a client in the evening when they’re not expecting it shows you’re thinking about them. But it conveys even more—that your ethos is to go over and above, that you are committed to exceeding client expectations.

2. Expand your skillset. New entrants into the profession would be well-advised to continually expand their horizons by developing the specialized capabilities that are increasingly in demand in a fast-changing and complex business environment. For example, in just the past few years, understanding the world of digital currency has become a must-have skill in my specialty of forensic accounting. Where the adage in forensic accounting is “Follow the money,” we must now add to that, “Follow the digital money.” 

Similarly, becoming proficient in areas such as technology, corporate strategy, global commerce, law and regulation, and especially soft skills, among others, is the key to adding value for your clients, your firm, and your own career.

3. Stick with it. The learning curve in accounting can be steep, particularly in your “rookie year,” and may be filled with repetitive tasks, deadline pressures, and not a lot of time devoted to creative problem-solving. But the process provides tremendous training for young employees who are willing to learn the business from the bottom up. 

As I mentioned, the profession has evolved and expanded into a wide range of disciplines, and there are many ways for highly talented, motivated, and dedicated individuals to find their niche in the accounting world — just as I did with forensic accounting.

4. Lead with growth in mind. I’d be remiss if I didn’t also offer a few words of advice for accounting firm leadership. In a profession that must constantly attract and retain talent, it’s crucial to keep employees engaged and encouraged. Mentoring is a big part of that process, along with providing a path for associates to enhance their career opportunities and increase their value to the firm. It’s all about creating a work environment that will attract, cultivate, and support the talented people we need to serve our clients — while growing our business in the process.

As someone who has made accounting my life-long vocation, I have found the field to be very rewarding — professionally and personally. Constantly learning and acquiring new skills, building trusted relationships with clients, mentoring young associates, and contributing to the growth of our firm have been the highlights of my career. The practice of accounting keeps evolving, but the satisfaction to be found from working in this vital profession hasn’t changed in more than 50 years. 

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

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U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

WASHINGTON — In a major escalation of cross-border trade friction, U.S. President Donald Trump has signed executive orders imposing new 50% tariffs on a wide selection of Canadian exports, citing discriminatory practices by Ottawa targeting American auto, dairy, and beverage industries.

The new duties, announced Monday, will take effect in 30 days. They target a broad spectrum of consumer and industrial goods—ranging from wine, liquor, and milk products to commercial cement, furniture, clothing, and hockey equipment.

Untested Legal Mechanism

To enact the sweeping measures, the administration invoked Section 338 of the Tariff Act of 1930—a rarely used legal provision allowing the executive branch to levy additional tariffs of up to 50% on foreign nations deemed to discriminate against U.S. commerce.

White House officials noted that Section 338 addresses trade discrimination rather than national security or economic emergencies. The move comes months after prior global emergency tariffs faced legal challenges in domestic courts, signaling Washington’s pivot toward alternate statutory authorities to maintain import duties.

Senior administration officials briefed reporters that the measure directly responds to Canadian provincial bans on U.S. alcohol, restrictions on American vehicle exports, and import quota disparities affecting U.S. dairy and cheese producers relative to third-party trading partners.

“While the administration continues to secure reciprocal trade agreements globally, Canada retaliated against efforts to protect domestic industry,” U.S. Trade Representative Jamieson Greer stated.

USMCA Impact and Carve-Outs

Significantly, the newly ordered 50% duties will apply to designated items even if they otherwise comply with the United States-Mexico-Canada Agreement (USMCA).

However, the administration confirmed key targeted exemptions:

  • Energy products (including oil and natural gas)
  • Potash and critical minerals
  • Fish and seafood
  • Goods already governed by sector-specific duties (such as existing steel and aluminum tariffs)

Administration representatives emphasized that the tariffs do not stem from recent disputes concerning drifting Canadian wildfire smoke, noting that policy options regarding environmental spillover remain under separate review.

Canadian Response and Market Reaction

Following the White House announcement, the Canadian dollar experienced a sharp decline against the U.S. dollar, falling approximately 0.4% during evening trading.

Canadian Prime Minister Mark Carney issued a statement emphasizing that Canada’s earlier counter-duties had merely matched previous U.S. trade actions. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens,” Carney stated, pointing to detailed proposals Ottawa submitted to modernize the USMCA framework.

Ontario Premier Doug Ford took a firmer stance, urging a “dollar-for-dollar” reciprocal response if the measures go into effect on August 19.

With a 30-day implementation window before the duties officially lock in, industry associations and trade groups on both sides of the border are calling for urgent bilateral negotiations to avert further supply chain disruption across North America.

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Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

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Transforming Compliance and Real-Time Financial Oversight

The traditional accounting paradigm—defined by periodic monthly closures and post-hoc annual audits—is rapidly giving way to continuous, automated financial oversight. As of July 2026, forward-thinking accounting practices and multinational corporate finance departments are leveraging continuous auditing systems powered by advanced machine learning models. These systems monitor operational transactions in real time, shifting audit methodologies from sample-based post-analysis to absolute, 100% transaction-level verification.

The operational advantages of continuous auditing are transformative. Standard auditing procedures historically relied on statistical sampling, which, despite rigorous methodology, inherently left gaps where anomalies or fraudulent transactions could go undetected for months. Modern continuous auditing platforms integrate directly with enterprise resource planning (ERP) databases, instantly cross-referencing purchase orders, invoices, bank feeds, and tax records. Any deviation from established control parameters or unusual transaction behavior triggers immediate flags for internal audit teams, dramatically reducing detection lag from quarters to seconds.

Beyond fraud prevention, continuous auditing fundamentally alters internal reporting and decision-making. Executive leadership no longer has to wait weeks after the close of a quarter to evaluate precise financial standing; real-time verified ledger data provides an uninterrupted view of operating margins, tax liabilities, and cash flow dynamics. This real-time visibility enables corporate controllers to adjust capital allocation strategies dynamically, mitigating liquidity constraints and capitalizing on emerging commercial opportunities far more efficiently than competitors bound to legacy reporting cycles.

However, implementing continuous auditing requires accounting professionals to acquire new analytical capabilities. The role of the auditor is evolving from manual data reconciliation toward system validation, algorithmic model governance, and strategic risk interpretation. Accounting firms and corporate finance departments must invest in continuous technical education, ensuring that audit staff possess the data engineering skills necessary to design, maintain, and evaluate complex automated compliance systems.

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