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Fostering the next generation of women leaders in accounting and finance

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In honor of Women’s History Month, I’ve taken time to reflect on my journey as a leader in the financial technology sector. Earlier in my career, I encountered the challenges that many women in our industry face, from biased hiring practices to persistent pay gaps. Advancing in accounting and finance often feels like walking a tightrope, demanding resilience, determination and a constant push for equity at every step.

At the same time, I’ve seen how much value women bring to our industry’s leadership spaces. Our differing perspectives and skills facilitate growth, improve company culture and foster the next generation of leaders.

Thankfully, with help from their own modern organizations, women have made tremendous progress in our field, but there’s still work to be done.

Women face challenges in advancing their careers

While workplace equality has come a long way, some women in accounting and finance still encounter barriers to advancement in companies that have yet to evolve. Fortunately, I’m proud to work for a forward-thinking financial technology company that actively fosters growth and advancement opportunities for women.

Perceptions and structural challenges can discourage many from long-term careers, contributing to their underrepresentation in leadership. By tackling these issues and reshaping the narrative, we can create more opportunities for women to thrive.

Stigma around the industry

Accounting and finance may not be the most “glamorous” of industries. Many young professionals overlook these fields, assuming they lack excitement or the potential for meaningful career growth.

My own career proves this isn’t true. Finance is a dynamic field with many opportunities for growth, networking and even travel.  By connecting with young people and highlighting the most rewarding aspects of our field, we can inspire the next generation of accounting and finance professionals.

Barriers to leadership

In outdated organizations, women can encounter challenges that make it difficult to advance beyond entry- or mid-level positions. These barriers range from unconscious bias and lack of mentorship to structural hurdles that limit access to high-profile projects and leadership tracks. While many organizations have made strides in diversity and inclusion efforts, true progress requires more than just hiring initiatives — it demands a fundamental shift in how career development is structured.

One key solution may lie in rethinking internal career development programs. Without clear pathways for advancement, many talented women find themselves stagnating in roles that don’t fully utilize their skills or position them for leadership opportunities. Addressing this issue means implementing mentorship programs, leadership training and sponsorship opportunities that actively support women’s career progression.

Workplace biases and additional expectations

While great progress has been made, bias toward women in the financial and accounting industries still lingers within antiquated companies. Men who hold these views aren’t as outspoken about them as they may have been in the past. But the perspective often seeps into the expectations others have of women — even in leadership settings.

For example, women are often recognized for their natural ability to nurture and support those around them, which can be a valuable strength. However, this perception can sometimes lead to women being steered toward roles that may not fully align with their career goals — such as managing employees, onboarding new hires or organizing company events. Even seemingly small assumptions, like being assigned as the note taker due to “better handwriting,” can reinforce patterns that unintentionally limit access to higher-level opportunities.

The power of female mentorship in finance and accounting

Building a successful, high-level career as a woman in finance and accounting is absolutely possible. The challenge is that many of us start out without a clear roadmap for advancement. That’s why I’m a strong advocate for mentorship — having guidance and support early on can make all the difference in navigating the path to leadership.

When I started in our industry, a female leader took me under her wing. She taught me how to be an effective manager, how to act in a boardroom, and how to deal with people and challenges in different settings. But most importantly, she showed me how to infiltrate leadership spaces. This has had a profound impact on my career as an African-American woman in a primarily white, male-dominant industry.

That’s why I make it a priority to pay forward the guidance and support my own mentor once gave me. I believe in sharing knowledge freely, which is why I’m mentoring four rising women leaders, helping them build confidence, develop their skills and navigate workplaces that are still largely male-dominated.

Mentorship isn’t just about individual growth; it’s about ensuring each new generation of women in finance starts from a stronger position than the last. By passing down insights, strategies and hard-earned lessons, we create a ripple effect that accelerates progress. And that, more than anything, will help us close the leadership gap and advance at the same pace as our male counterparts.

Attracting the next generation of female leaders

Mentorship is a powerful tool for helping women advance once they’ve entered the finance industry. But the bigger challenge starts even earlier. Many ambitious young women don’t see finance as a career path worth pursuing. If we want to achieve true equality, we need to address this recruitment gap, making the industry more visible, accessible and appealing to the next generation of female leaders.

Engage young women early

First, we need to be more proactive in reaching young women at the start of their career journey. That means increasing our presence at local colleges, cultural fairs, conferences and professional events.

Finance is an incredibly rewarding career, but young women need to see that for themselves and have clear entry points to explore their potential. Internships, mentorship programs and even simple coffee meetings can make a huge difference in helping them take that first step. Think of it as building a bridge — one that connects ambitious young women to the opportunities our industry has to offer.

Creating an inclusive hiring process

Getting young women interested in finance is a great place to start. But we also need to ensure they’re being hired. A more inclusive hiring process is key to making that happen — one that minimizes the influence of unconscious bias and focuses purely on talent and potential.

One effective approach is blind hiring, where companies assess resumes and written responses without knowing a candidate’s gender. This levels the playing field, ensuring the most qualified person gets the job based on merit rather than outdated perceptions of who “fits the part.” By adopting practices like this, we can build a more diverse, equitable finance industry that welcomes and elevates women from the start.

Building workplaces that retain women

We should also seek to build workplaces that retain a higher percentage of their female employees. That starts with paying women an equal wage. But it also means embracing work-life balance and flexibility.

Flexibility in the workplace isn’t just a perk — it’s a necessity for retaining top female talent. Companies that offer hybrid or remote work options, flexible scheduling and generous parental leave policies create environments where women don’t have to choose between career advancement and personal commitments. When organizations recognize that productivity isn’t defined by rigid office hours, they open the door for more women to thrive in finance without sacrificing other aspects of their lives.

Internal career development programs

Finally, we should create more sophisticated career development programs. These help women progress in their careers by showing them exactly what they need to do to rise into leadership. They help with retention and advancement — two key steps toward equality in the financial industry.

A well-designed career development program does more than offer occasional workshops or mentorship opportunities. It provides a structured framework for growth, outlining the skills, experiences and milestones necessary for women to progress into leadership roles. These programs should include:

●   Transparent promotion criteria – Clearly defining what it takes to move up in an organization helps eliminate ambiguity and bias, ensuring women have the same opportunities for advancement as their male colleagues.

●   Mentorship and sponsorship – While mentorship provides guidance, sponsorship connects women with influential advocates who can actively support their career growth, recommend them for leadership roles and open doors to high-profile projects.

●   Leadership training and skill-building – Equipping women with executive-level skills, such as negotiation, strategic decision-making and financial forecasting, prepares them for leadership positions and strengthens their confidence in pursuing them.

●   Stretch assignments and high-visibility projects – Women should be given opportunities to take on challenging assignments that demonstrate their capabilities and position them for promotion. Too often, they are siloed into support roles rather than being encouraged to lead critical initiatives.

●   Work-life integration support – Career growth shouldn’t come at the cost of personal wellbeing. Programs that include flexible leadership tracks, remote work options and family-friendly policies ensure women can advance without sacrificing work-life balance.

The path forward

I’m fortunate to have found my path in the industry, gaining momentum in leadership and ultimately securing a role at Yooz, a leading-edge AP automation provider. However, the industry as a whole has room to grow in recruiting, supporting and advancing women in finance. This requires developing concrete strategies to identify and uplift talented women, including:

  • Engaging young women early in their careers
  • Promoting woman-to-woman mentorship relationships;
  • Removing bias from our hiring processes; and
  • Creating more concrete career development programs.

The future for women in finance is full of potential, but there’s still work to be done. Progress won’t happen on its own — it requires collective effort, commitment and a shared vision to create real change.

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Accounting

IESBA eyes auditor independence rules for investments

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The International Ethics Standards Board for Accountants is mulling changes in its auditor independence standards for audits of collective investment schemes involving connected parties and pension funds.

The IESBA released a consultation paper Monday asking for feedback on whether revisions to the International Code of Ethics for Professional Accountants (including International Independence Standards are needed to address the independence of auditors when they carry out audits of collective investment vehicles and pension funds.

Such arrangements allow investors to pool their funds and often rely on external parties for functions typically managed internally in conventional corporate structures, IESBA noted. This structure introduces specific relationships and need to be carefully considered to safeguard against any threats to auditor independence.

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Gabriela Figueiredo Dias

Victor Machado/Bluepeach

“Investment schemes play a critical role in both the savings and retirement of ordinary citizens and in the development and growth of our economies,” said IESBA chair Gabriela Figueiredo Dias in a statement. “This underscores the high level of public interest, and therefore the fundamental role of the independent audit, in this segment of the global financial system. Through this consultation, we are inviting stakeholders to share their insights and perspectives on specific matters to ensure that our independence standards remain relevant and capable of consistent application across audits of these schemes globally.”

Some of the main areas of focus in the consultation include the definition of “related entity” in IESBA’s ethics code and its applicability to audits of investment schemes, along with the connected parties that should be considered in relation to the assessment of auditor independence with respect to the audit of an investment scheme. Another focus involves the application of the ethics code’s conceptual framework when assessing threats to independence resulting from interests, relationships or circumstances between the auditor of an investment scheme and connected parties.

IESBA is asking stakeholders such as financial industry representatives, audit firms, experts, investors, regulators and jurisdictional standard-setters to submit their comments electronically through the IESBA website by June 30, 2025. 

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Accounting

IRS cuts more jobs as union sues over Trump executive order

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The Internal Revenue Service has reportedly axed more jobs at the height of tax season, placing 50 senior IT leaders on administrative leave, on top of the thousands of jobs already cut, as the union representing Treasury Department employees filed suit over President Donald Trump’s executive order stripping the union of collective bargaining rights.

The IRS sent an email Friday evening to employees such as associate and deputy associate chief information officers, according to the Federal News Network, saying they weren’t required to report to the office and they would lose access to their offices and computers, including email. However, they would continue to receive their full salary and benefits.

“This paid administrative leave status will remain in effect until further notice,” the email said. “You will continue to receive your full salary and benefits during the entirety of this administrative leave period. You are directed not to perform any work-related tasks during this administrative leave period.”

The Trump administration has responded to a court’s order requiring it to reinstate approximately 24,000 workers across 18 federal agencies by placing most of them on paid administrative leave instead. The IRS has so far cut about 7,320 workers this way, according to The New York Times, or about 13% of its workforce, while up to 5,000 employees have accepted voluntary buyouts. Estimates of the planned cuts vary from 20% up to 50% of the IRS workforce. The IRS is also facing another budget cut of $20.2 billion under the recent deal to avert a government shutdown.

Federal workers are also facing the threat of a loss of their collective bargaining rights after Trump signed an executive order Thursday removing the requirements from employees at agencies including the Treasury Department that he deemed to have national security missions. On Monday, the National Treasury Employees Union filed a lawsuit to stop the move.

“The law plainly gives federal employees the right to bargain collectively and the shocking executive order abolishing that right for most of them, under the guise of national security, is an attempt to silence the voices of our nation’s public servants,” said NTEU national president Doreen Greenwald in a statement. “It is also a continuation of the administration’s efforts to deny the American people the vital services that these talented civil servants provide by making it easier to fire them without any pushback from their union advocates.”  

The lawsuit, filed in U.S. District Court in the District of Columbia, says the order eliminating union rights for two-thirds of the entire federal workforce is in direct conflict with the law that Congress passed specifically to facilitate and strengthen collective bargaining in the federal sector.

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Accounting

PCAOB sees improvements in largest audit firms

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The Public Company Accounting Oversight Board’s inspection staff found noticeable improvements in the deficiency rates of the six largest global auditing firms, according to a report Monday.

In 2024, the PCAOB observed a tangible decrease in Part I.A deficiency rates, on average, across all inspected firms, as well as a substantial improvement, in the aggregate, among the largest firms it inspects annually. The improvement follows increased efforts by the PCAOB to encourage firms to reverse the trend of rising deficiency rates following the pandemic. 

“We challenged the audit profession to do better for America’s investors, and these significant improvements demonstrate real progress in protecting investors,” said PCAOB chair Erica Williams in a statement. “Still, our work is far from over, and I urge the audit profession to build on this momentum.”

For all inspected firms, the aggregate Part I.A deficiency rate decreased to 39% in 2024, down from 46% in 2023. For the Big Four U.S. firms (Deloitte, EY, KPMG and PwC), which as of Dec. 31, 2024, collectively audit about 80% of the market capitalization of public companies, the aggregate Part I.A deficiency rate decreased to 20% in 2024, down from 26% in 2023.

The aggregate Part I.A deficiency rate for the six U.S. global network firms (BDO USA, Deloitte, EY, Grant Thornton, KPMG and PwC) decreased to 26% in 2024, from 34% in 2023.

Results at the eight annually inspected U.S. non-affiliated firms held steady, decreasing to 52% in the aggregate in 2024, compared to 53% in 2023 (when the eight inspected firms were Marcum, RSM US, Crowe, Withum, Moss Adams, Baker Tilly US, B F Borgers and Cohen & Company, Ltd., though BF Borgers was suspended last year and Marcum was acquired by CBIZ). While the same firms are not inspected year-to-year, the PCAOB saw improvements at the non-affiliated firms and global network triennially inspected firms. Aggregate deficiency rates at NAF triennially inspected firms decreased from 67% in 2023 to 61% in 2024, and GNF triennially inspected firms decreased from 35% in 2023 to 26% in 2024.

Williams has called on firms to improve their audit quality since she became chair of the PCAOB in 2022, and the PCAOB has been focusing on encouraging auditing firms to address their high deficiency rates coming out of the pandemic. Some of the initiatives include publishing more information, resources and tools to help firms improve their audit quality; increasing transparency; engaging regularly with audit firms; providing focused support to smaller firms; publishing implementation guidance for new PCAOB standards; prioritizing guidance and communication regarding remediation submissions for quality control deficiencies; engaging directly and regularly with U.S. audit committees; and increasing the PCAOB’s focus on the effect of firm culture on audit quality.

The PCAOB began seeing deficiency rates leveling off at the largest firms last year when it released its 2023 inspection results for them. On Monday, the PCAOB released separate inspection reports for the six largest firms. 

At BDO USA, P.C, 18 of the 30 audits reviewed in 2024 were included in Part I.A of the report due to the significance of the deficiencies identified, a 60% deficiency rate. The identified deficiencies mainly related to BDO’s testing of controls over and/or substantive testing of revenue and related accounts, goodwill and intangible assets, and business combinations. However, that represented an improvement over BDO USA’s 2023 results, when 25 of the 29 audits reviewed by the PCAOB in 2023 were included in Part I.A, an 86% Part I.A deficiency rate.

At Deloitte & Touche LLP, nine of the 63 audits reviewed by the PCAOB in 2024 were included in Part I.A of the report due to the significance of the deficiencies identified, for a 14% Part I.A deficiency rate. The identified deficiencies mainly related to Deloitte’s testing of controls over and/or substantive testing of revenue, allowance for credit losses, and leases. That too was an improvement for Deloitte, where in its 2023 report, 12 of the 56 audits reviewed by the PCAOB in 2023 were included in Part I.A of the report, translating into a 21% Part I.A audit deficiency rate.

At Ernst & Young LLP, 18 of the 64 audits reviewed by the PCAOB in 2024 were included in Part I.A of this report due to the significance of the deficiencies identified, a 28% Part I.A deficiency rate. The identified deficiencies primarily related to EY’s testing of controls over and/or substantive testing of revenue and related accounts, inventory and long-lived assets. That again was an improvement over 2023’s inspection report for EY, when 22 of the 59 audits we reviewed in 2023 are included in Part I.A, for a 37% deficiency rate.

At Grant Thornton LLP, 13 of the 27 audits reviewed by the PCAOB in 2024 were included in Part I.A of this report due to the significance of the deficiencies identified, a 48% Part IA deficiency rate. The identified deficiencies primarily related to the firm’s testing of controls over and/or substantive testing of revenue and related accounts and inventory. While a 48% deficiency rate may seem high, it was better than the 54% rate on the 2023 inspection report for GT, when 15 of the 28 audits reviewed in 2023 were included in Part I.A.

For KPMG LLP, 13 of the 64 audits reviewed in 2024 were included in Part I.A of its report due to the significance of the deficiencies identified, a 20% Part I.A deficiency rate. The identified deficiencies mainly related to the firm’s testing of controls over and/or substantive testing of revenue and related accounts and allowance for credit losses. That too was an improvement over the 15 of 58 audits reviewed in 2023 that were included in Part I.A of the 2023 report on KPMG, a 26% Part I.A deficiency rate.

For PricewaterhouseCoopers LLP, 10 of the 64 audits reviewed by the PCAOB in 2024 were included in Part I.A of the report due to the significance of the deficiencies identified, a 16% Part I.A deficiency rate. The identified deficiencies primarily related to the firm’s testing of controls over and/or substantive testing of revenue and related accounts and the allowance for credit losses. That was comparable to the 2023 report for PwC, when 10 of the 57 audits reviewed by the PCAOB in 2023 were included in Part I.A of the report, an 18% Part I.A deficiency rate.

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