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A year of strategic planning at accounting firms: Stories from the field

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I’ve been crisscrossing the country this year, doing strategic planning with CPA firms from California to Delaware and from Minnesota to Louisiana. I worked with firms of all sizes; most were in the Top 500.

Here’s what I learned from working with these firms:

1. On partner alignment. At several firms, I spent time with partner groups who were blocked by fear: fear of what stronger accountability might bring, fear of raising prices and losing their clients, and fear of what robust growth would bring. While understandable, fear can be paralyzing, and at some of these firms, it had persisted for multiple years. Even though I felt the partners at these firms wanted change, they didn’t seem to know how to activate it.

Two parts of our unique strategic planning method came in handy. First, I gathered anonymous data in advance to know what the partners were thinking (and to spot hidden areas of consensus!). Second, at the planning event, I asked positive, open-ended questions for everyone to answer. Why does that matter? As it turns out, if you ask a fearful group about their concerns, you’ll reinforce the fears or get a hotly contested debate going; however, if you ask everyone in the group to share what they want to have happen about a challenging aspect, a bit of magic often happens. 

In one case, the firm was afraid of raising pricing for numerous reasons. So I shared firm data that highlighted how overworked the partners felt; then we talked about their aspirations around this area. “We can’t raise prices because our clients will leave us!” rapidly became “I’d like to have a roster full of A and B clients and good work-life balance too.” With shared aspirations across the partner group in view, upgrading pricing then became enthusiastically supported.

Takeaway: Partner alignment is crucial to moving a firm forward. Moving out of fear into shared aspiration and open discussion is key to making it happen.

2. On growth and improving profitability. “You won’t get there by accident.” That became the refrain at a number of my events when discussing growth. Whether it’s buying an IT consulting firm, becoming No. 1 in a highly lucrative tax niche, or driving double-digit growth, it won’t happen without an intentional plan. Many of the partners I worked with wanted to grow — and needed to grow — to keep up with rising IT and staffing costs, as well as to make room for retirements and new partners. 

While it may make partners feel good to write 11% annual revenue growth on a five-year vision flip chart, getting there is another thing. I’ve seen firms set paper-thin growth goals and stumble, and I’ve also had multiple firms this year turn a corner by drilling into the details.

With firms that wanted to improve profit and growth, we kept double-clicking on specifics. How much growth did the partners want — what would be revenue and profit by year for three to five years? How would they get there? What role would proactive acquisitions of other firms play? How much would be from new clients versus existing clients? What service lines would grow fastest to improve profitability? And, of course, who would be responsible for driving each of those specific avenues of growth so the firm could hit its target? 

Takeaway: When you know why you want growth, where the growth will come from and who will deliver it, the probability of success rises dramatically.

3. On succession. “I haven’t told my clients I’m retiring yet,” said a partner in one of my meetings. 

“OK, when are you retiring?” I asked. 

“In six months,” came the surprising reply. 

CPA firms across the nation are grappling with baby boomer retirements. Not only is this an unpleasant reality for the retiring partners I spoke with (who often ignored or delayed thinking about it), but it was also logistically complicated, with consideration needed for the buyout, how to best transition clients, and who the next leaders would be.

Even if “what got us here won’t get us there,” we still need to honor our past. New partners don’t always appreciate the shoulders they are standing on. In my strategic planning this year, when we had one (or multiple) partner retirements, I took time to honor the past — namely, the legacy that these partners had created — and we even shared inspiring and amusing stories about their time at the firm. After duly recognizing the contributions — and the emotional struggle the retiring partners may be going through — we then moved into planning mode. We mapped out the new leadership pipeline, client transition process, and the accountability process needed to keep it moving ahead.

Takeaway: We need to honor the best of our past — including the valuable contributions of retiring partners — and also look ahead with a clear and practical view.

4. On technology and team. Many of the partners I worked with this year were feeling FOMO about AI. They felt they were falling behind (regardless of how current their technology systems were) and wanted to know what their tech strategy should be. Multiple firms were struggling to find and retain talented staff. Some of the firms I worked with treated hiring like whack-a-mole, responding only to the gaps that keep appearing — and some had built a more predictable, proactive year-round staffing process.

Conversations about team and tech ultimately boil down to leverage and efficiency. How much high-quality work can we get done using the fewest (or cheapest) resources? Whether you get there by automation, offshoring, or delegating work to the right level, you’re still aiming for the same ultimate goal. For the firms I worked with, one or two areas around efficiency usually popped out as able to deliver the most bang for their buck in the near term, whether it was hiring the middle layer, automating more of the repetitive manual work, or exploring offshoring for their CAS department.

Takeaway: To increase efficiency, firms don’t need to chase all the latest trends, but they do need to focus on what’s going to move the needle most for them.

My final reflections

The CPA landscape is changing fast. Now is a critical time to determine a powerful shared vision so your firm can be viable — and you can feel proud of what you’ve created — for many years to come.

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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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