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AI will replace (some) accountants using AI: crossing the junior associate chasm

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In my last AT Think article, I wrote about the fast-changing nature of the interplay between AI and the job of accountants, and how accountants using AI will replace those who don’t. One of the most obvious and vulnerable roles in this transformation is the junior associate. The way this role has been historically structured is deeply rooted in manual, rote tasks like data entry, trial balance reconciliations, and tick-and-tie reviews. But with AI (especially agentic) taking over these functions, we are being forced into a reckoning. 

Our society at large is grappling with this conundrum, with Jasper.ai CEO Timothy Young recently saying this: With the commoditization of intelligence, it’s not about having the smartest people anymore. It’s about developing your staff to have management skills because every employee in the next 12 months is going to have a series of agents that are helping them do their work… There is a lot of power in junior employees, but you can’t leverage them the same way that you would in the past.” 

This is the chasm our profession is staring down—rethinking how we onboard and grow talent, or risking falling into the chasm ourselves. 

The good news is that we’ve seen this movie before. 

Just as aviation transformed how pilots were trained in the era of electronic systems and autopilot, accounting must now rethink how we develop early-career talent. When automation entered the cockpit, pilot training didn’t disappear—it evolved. Entry-level pilots still needed to understand aviation deeply, but the way they gained that experience changed. Similarly, surgeons had to evolve with the rise of robotic-assisted surgery. They still required deep anatomical knowledge and surgical judgment, but their training incorporated simulation labs, new muscle memory, and collaboration with technology. These professionals didn’t lose their relevance—they adapted and expanded it. 

Likewise, with the right approach, our entire profession can not only cross this chasm, but thrive in this new AI-powered era.  

The Apprenticeship Model No Longer Works

Traditionally, the accounting profession has leaned heavily on the apprenticeship model. A junior accountant joins the firm, gets assigned lower-complexity tasks, and over time—through review feedback, partner interactions, and real-world exposure—builds the judgment muscle required to lead engagements. 

This model assumes: 

(1) low-complexity tasks will always be valuable for the junior associate to execute; and 

(2) judgment and learning to think must come by doing low-complexity tasks. 

Because the first assumption is being invalidated by AI every day with AI performing the work better, faster, and cheaper, we must find a path forward that addresses the need to learn judgment in a new way. 

The core challenge we face is this: How do we train someone to think like a professional accountant, to build sound judgment and apply skepticism, without relying on the traditional work that used to scaffold that learning? 

Herein lies our opportunity: successfully decoupling the development of judgment from the doing of low-complexity work.  

The New Junior Associate Role: AI-Native, Judgment-Building through a Learning-First Approach

If we accept that the apprenticeship model no longer works in its traditional form, then we must deliberately architect what replaces it. What follows are thoughts on how we reshape that role to prepare accountants not for the jobs of yesterday, but for the AI-first world of tomorrow. 

(1) Non-billable, structured learning scenarios where junior staff perform low-complexity tasks like trial balance reconciliations or tax prep simulations—not to complete client work, but to understand the patterns and build mental models. This means doing work to build context, not to bill hours. 

A personal example: I’m in the middle of a course on AI where I am prototyping AI agents. Am I planning to deploy production-grade agents? No. (I can ship production code, but trust me you don’t want me to at this point). But I need to understand enough to direct strategy, evaluate vendors, and help firms deploy AI at scale.  

(2) AI-human collaborative simulations where staff run through a task, review how AI would perform it, and iterate based on discrepancies. This type of simulation could deliberately introduce common mistakes and heuristics that junior accountants could learn from. 

This simulation requires capturing more experienced accountants’ judgment and heuristics, which we’ve traditionally not documented, because this learning was organic and incidental. But the moment is here to capture all of this explicitly to train the next generation.  

(3) Curiosity and resilience as a hiring filter, seeking out those who are coachable, agile, and adaptive, rather than just academic excellence and technical prowess. 

This shift means we no longer hire for task execution—we hire for potential, and train for independent thinking in a hybrid AI-human world. 

 (4) Creating space for experimentation, where junior staff are encouraged to try new workflows, ask questions, and even break things—as long as they learn from it. This isn’t just about tolerance for failure, it’s about engineering an environment where feedback loops, iterative problem-solving, and psychological safety are part of the DNA.  

In practice, this could mean assigning internal sandbox projects, encouraging junior staff to prototype internal automations, or hosting “failure retrospectives” where teams share what they tried, what broke, and what they learned. These activities cultivate the critical thinking and resilience that today’s accountants need to effectively partner with AI, not just operate alongside it. 

Final Thought: Let’s Build that Bridge and Cross Together

If we don’t act now, we will soon find ourselves with a generation of mid-career gaps; no one trained to lead, no one with the context to take the reins. But if we treat this as an inflection point, we can design new, AI-native career pathways that are adaptive, resilient, and empowering. 

It starts with reimagining the junior associate role not as a vestige of a dying model, but as the foundation for the next era of professional judgment and leadership. 

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Accounting

XcelLabs launches to help accountants use AI

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Jody Padar, an author and speaker known as “The Radical CPA,” and Katie Tolin, a growth strategist for CPAs, together launched a training and technology platform called XcelLabs.

XcelLabs provides solutions to help accountants use artificial technology fluently and strategically. The Pennsylvania Institute of CPAs and CPA Crossings joined with Padar and Tolin as strategic partners and investors.

“To reinvent the profession, we must start by training the professional who can then transform their firms,” Padar said in a statement. “By equipping people with data and insights that help them see things differently, they can provide better advice to their clients and firm.”

Padar-Jody- new 2019

Jody Padar

The platform includes XcelLabs Academy, a series of educational online courses on the basics of AI, being a better advisor, leadership and practice management; Navi, a proprietary tool that uses AI to help accountants turn unstructured data like emails, phone calls and meetings into insights; and training and consulting services. These offerings are currently in beta testing.

“Accountants know they need to be more advisory, but not everyone can figure out how to do it,” Tolin said in a statement. “Couple that with the fact that AI will be doing a lot of the lower-level work accountants do today, and we need to create that next level advisor now. By showing accountants how to unlock patterns in their actions and turn client conversations into emotionally intelligent advice, we can create the accounting professional of the future.”

Tolin-Katie-CPA Growth Guides

Katie Tolin

“AI is transforming how CPAs work, and XcelLabs is focused on helping the profession evolve with it,” PICPA CEO Jennifer Cryder said in a statement. “At PICPA, we’re proud to support a mission that aligns so closely with ours: empowering firms to use AI not just for efficiency, but to drive growth, value and long-term relevance.”

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Accounting

Accounting is changing, and the world can’t wait until 2026

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The accountant the world urgently needs has evolved far beyond the traditional role we recognized just a few years ago. 

The transformation of the accounting profession is not merely an anticipated change; it is a pressing reality that is currently shaping business decisions, academic programs and the expected contributions of professionals. Yet, in many areas, accounting education stubbornly clings to outdated, overly technical models that fail to connect with the actual demands of the market. We must confront a critical question: If we continue to train accountants solely to file tax reports, are we truly equipping them for the challenges of today’s world? 

This shift in mindset extends beyond individual countries or educational systems; it is a global movement. The recent announcement of the CIMA/CGMA 2026 syllabus has made it unmistakably clear: merely knowing how to post journal entries is insufficient. Today’s accountants are required to interpret the landscape, anticipate risks and act with strategic awareness. Critical thinking, sustainable finance, technology and human behavior are not just supplementary topics; they are essential components in the education of any professional seeking to remain relevant. 

The CIMA/CGMA proposal for 2026 is not just a curriculum update; it is a powerful manifesto. This new program positions analytical thinking, strategic business partnering and technology application at the core of accounting education. It unequivocally highlights sustainability, aligning with IFRS S1 and S2, and expands the accountant’s responsibilities beyond mere numbers to encompass conscious leadership, environmental impact and corporate governance. 

The current changes in the accounting profession underscore an urgent shift in expectations from both educators and employers. Today, companies of all sizes and industries demand accountants who can do far more than interpret balance sheets. They expect professionals who grasp the deeper context behind the numbers, identify inconsistencies, anticipate potential issues before they escalate into losses, and act decisively as a bridge between data and decision making. 

To meet these expectations, a radical mindset shift is essential. There are firms still operating on autopilot, mindlessly repeating tasks with minimal critical analysis. Likewise, many academic programs continue to treat accounting as purely a technical discipline, disregarding the vital elements of reflection, strategy and behavioral insight. This outdated approach creates a significant mismatch. While the world forges ahead, parts of the accounting profession remain stuck in the past. 

The consequences of this shift are already becoming evident. The demand for compliance, transparency and sustainability now applies not only to large corporations but also to small and mid-sized businesses. Many of these organizations rely on professionals ill-equipped to drive the necessary changes, putting both business performance and the reputation of the profession at risk. 

The positive news is that accountants who are ready to thrive in this new era do not necessarily need additional degrees. What they truly need is a commitment to awareness, a dedication to continuous learning, and the courage to step beyond their comfort zones. The future of accounting is here, and it is firmly rooted in analytical, strategic and human-oriented perspectives. The 2026 curriculum is a clear indication of the changes underway. Those who fail to think critically and holistically will be left behind. 

In contrast, accountants who see the big picture, understand the ripple effects of their decisions, and actively contribute to the financial and ethical health of organizations will undeniably remain indispensable, anywhere in the world.

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Accounting

Republicans push Musk aside as Trump tax bill barrels forward

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Congressional Republicans are siding with Donald Trump in the messy divorce between the president and Elon Musk, an optimistic sign for eventual passage of a tax cut bill at the root of the two billionaires’ public feud.

Lawmakers are largely taking their cues from Trump and sticking by the $3 trillion bill at the center of the White House’s economic agenda. Musk, the biggest political donor of the 2024 cycle, has threatened to help primary anyone who votes for the legislation, but lawmakers are betting that staying in the president’s good graces is the safer path to political survival.

“The tax bill is not in jeopardy. We are going to deliver on that,” House Speaker Mike Johnson told reporters on Friday.

“I’ll tell you what — do not doubt, don’t second guess and do not challenge the President of the United States Donald Trump,” he added. “He is the leader of the party. He’s the most consequential political figure of our time.”

A fight between Trump and Musk exploded into public view this week. The sparring started with the tech titan calling the president’s tax bill a “disgusting abomination,” but quickly escalated to more personal attacks and Trump threatening to cancel all federal contracts and subsidies to Musk’s companies, such as Tesla Inc. and SpaceX which have benefitted from government ties.

Republicans on Capitol Hill, who had —  until recently — publicly embraced Musk, said they weren’t swayed by the billionaire’s criticism that the bill cost too much. Lawmakers have refuted official estimates of the package, saying that the tax cuts for households, small businesses and politically important groups — including hospitality and hourly workers — will generate enough economic growth to offset the price tag.

“I don’t tell my friend Elon, I don’t argue with him about how to build rockets, and I wish he wouldn’t argue with me about how to craft legislation and pass it,” Johnson told CNBC earlier Friday.

House Budget Committee Chair Jodey Arrington told reporters that House lawmakers are focused on working with the Senate as it revises the bill to make sure the legislation has the political support in both chambers to make it to Trump’s desk for his signature. 

“We move past the drama and we get the substance of what is needed to make the modest improvements that can be made,” he said.

House fiscal hawks said that they hadn’t changed their prior positions on the legislation based on Musk’s statements. They also said they agree with GOP leaders that there will be other chances to make further spending cuts outside the tax bill. 

Representative Tom McClintock, a fiscal conservative, said “the bill will pass because it has to pass,” adding that both Musk and Trump needed to calm down. “They both need to take a nap,” he said.

Even some of the House bill’s most vociferous critics appeared resigned to its passage. Kentucky Representative Thomas Massie, who voted against the House version, predicted that despite Musk’s objections, the Senate will make only small changes.

“The speaker is right about one thing. This barely passed the House. If they muck with it too much in the Senate, it may not pass the House again,” he said.

Trump is pressuring lawmakers to move at breakneck speed to pass the tax-cut bill, demanding they vote on the bill before the July 4 holiday. The president has been quick to blast critics of the bill — including calling Senator Rand Paul “crazy” for objecting to the inclusion of a debt ceiling increase in the package.

As the legislation worked its way through the House last month, Trump took to social media to criticize holdouts and invited undecided members to the White House to compel them to support the package. It passed by one vote.

Senate Majority Leader John Thune — who is planning to unveil his chamber’s version of the bill as soon as next week — said his timeline is unmoved by Musk. 

“We are already pretty far down the trail,” he said.

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