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ACFE marks International Fraud Awareness Week

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The Association of Certified Fraud Examiners is marking International Fraud Awareness Week this week, with more than 1,400 organizations across the world educating their communities about the threat of fraud and scams and how to stay safe.

The ACFE launched the weeklong event in 2000. It began as National Fraud Awareness Week and became international seven years later. Next year will mark the 25th anniversary.

Last week, the ACFE hosted the ACFE Government Anti-Fraud Summit in Washington, D.C., bringing together experts from inside and outside government to discuss ways to combat fraud.

“In terms of online activity, we always tell people when you put information out into the world, you need to be aware of the fact that you’re leaving digital breadcrumbs that people are going to be able to pull together if, in fact, you really are a worthy target,” said Morgan Adamski, executive director of United States Cyber Command during a keynote session. “Something to be very cognizant of, and limiting their friend zone in terms of who has access to that information.”

Morgan Adamski, executive director of U.S. Cyber Command, speaking at the ACFE Government AQnti-Fraud Summit

Morgan Adamski, executive director of U.S. Cyber Command, speaking at the ACFE Government AQnti-Fraud Summit

She warned of activity by a Chinese government-backed group of hackers. “They are prepositioning in U.S. critical infrastructure so that they can potentially disrupt, degrade and deny those services at a time that they’re choosing to create societal panic,” said Adamski. 

The hackers have been exploiting vulnerabilities in people’s home routers as a way to access critical infrastructure and advised attendees to update the software in their routers.

“The key takeaway is that a lot of the cybersecurity we’re talking about is a little basic, but when we have technology in all aspects of our lives, it can be a little daunting to think about security and the role that we play in that, and how we have to kind of really stay attuned to it,” said Adamski. “Just remember malicious cyber actors are always looking for targets of opportunity. They are hunter gatherers. One piece of revealed information very often leads to a breadcrumb trail of other information, and when we put that together, that can result in compromise.”

The federal government often needs to partner with the private sector, noted Joseph Ford, owner and principal of Newman and Ford Associates. He was formerly executive vice president and chief security officer at Bank of the West and spent 30 years with the Federal Bureau of Investigation, including as the FBI’s CFO and COO.

“Having sat on both sides, with government and private sector financial services, information sharing and building these collaborative relationships really becomes very, very important, but you have to have something to share,” said Ford. “Being able to establish a culture in the private sector that allows you to have that outreach, having working groups of government entities. Think of yourselves as each having a role to play,, whether you’re in the audit function, the law enforcement function or the intelligence function. You all have a role to play in collaborating with the private sector. Having those relationships is important, but how do you translate those relationships into something actionable? I think we all struggle with that.”

He’s seen working groups create information-sharing processes through joint training efforts and joint exercises such as tabletop exercises to help them prepare for a crisis like a cybersecurity or fraud event. 

“I actually do a lot of work with cyber tabletop exercises,” said Ford. “Inevitably, in every exercise, I add a fraud element because most bad guys that are committing cyber attacks, whether it’s a cyberattack on a government agency’s payment system, or a cyberattack to get information, there is usually a fraud element involved.”

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Accounting

IAASB tweaks standards on working with outside experts

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The International Auditing and Assurance Standards Board is proposing to tailor some of its standards to align with recent additions to the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants when it comes to using the work of an external expert.

The proposed narrow-scope amendments involve minor changes to several IAASB standards:

  • ISA 620, Using the Work of an Auditor’s Expert;
  • ISRE 2400 (Revised), Engagements to Review Historical Financial Statements;
  • ISAE 3000 (Revised), Assurance Engagements Other than Audits or Reviews of Historical Financial Information;
  • ISRS 4400 (Revised), Agreed-upon Procedures Engagements.

The IAASB is asking for comments via a digital response template that can be found on the IAASB website by July 24, 2025.

In December 2023, the IESBA approved an exposure draft for proposed revisions to the IESBA’s Code of Ethics related to using the work of an external expert. The proposals included three new sections to the Code of Ethics, including provisions for professional accountants in public practice; professional accountants in business and sustainability assurance practitioners. The IESBA approved the provisions on using the work of an external expert at its December 2024 meeting, establishing an ethical framework to guide accountants and sustainability assurance practitioners in evaluating whether an external expert has the necessary competence, capabilities and objectivity to use their work, as well as provisions on applying the Ethics Code’s conceptual framework when using the work of an outside expert.  

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Accounting

Tariffs will hit low-income Americans harder than richest, report says

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President Donald Trump’s tariffs would effectively cause a tax increase for low-income families that is more than three times higher than what wealthier Americans would pay, according to an analysis from the Institute on Taxation and Economic Policy.

The report from the progressive think tank outlined the outcomes for Americans of all backgrounds if the tariffs currently in effect remain in place next year. Those making $28,600 or less would have to spend 6.2% more of their income due to higher prices, while the richest Americans with income of at least $914,900 are expected to spend 1.7% more. Middle-income families making between $55,100 and $94,100 would pay 5% more of their earnings. 

Trump has imposed the steepest U.S. duties in more than a century, including a 145% tariff on many products from China, a 25% rate on most imports from Canada and Mexico, duties on some sectors such as steel and aluminum and a baseline 10% tariff on the rest of the country’s trading partners. He suspended higher, customized tariffs on most countries for 90 days.

Economists have warned that costs from tariff increases would ultimately be passed on to U.S. consumers. And while prices will rise for everyone, lower-income families are expected to lose a larger portion of their budgets because they tend to spend more of their earnings on goods, including food and other necessities, compared to wealthier individuals.

Food prices could rise by 2.6% in the short run due to tariffs, according to an estimate from the Yale Budget Lab. Among all goods impacted, consumers are expected to face the steepest price hikes for clothing at 64%, the report showed. 

The Yale Budget Lab projected that the tariffs would result in a loss of $4,700 a year on average for American households.

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Accounting

At Schellman, AI reshapes a firm’s staffing needs

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Artificial intelligence is just getting started in the accounting world, but it is already helping firms like technology specialist Schellman do more things with fewer people, allowing the firm to scale back hiring and reduce headcount in certain areas through natural attrition. 

Schellman CEO Avani Desai said there have definitely been some shifts in headcount at the Top 100 Firm, though she stressed it was nothing dramatic, as it mostly reflects natural attrition combined with being more selective with hiring. She said the firm has already made an internal decision to not reduce headcount in force, as that just indicates they didn’t hire properly the first time. 

“It hasn’t been about reducing roles but evolving how we do work, so there wasn’t one specific date where we ‘started’ the reduction. It’s been more case by case. We’ve held back on refilling certain roles when we saw opportunities to streamline, especially with the use of new technologies like AI,” she said. 

One area where the firm has found such opportunities has been in the testing of certain cybersecurity controls, particularly within the SOC framework. The firm examined all the controls it tests on the service side and asked which ones require human judgment or deep expertise. The answer was a lot of them. But for the ones that don’t, AI algorithms have been able to significantly lighten the load. 

“[If] we don’t refill a role, it’s because the need actually has changed, or the process has improved so significantly [that] the workload is lighter or shared across the smarter system. So that’s what’s happening,” said Desai. 

Outside of client services like SOC control testing and reporting, the firm has found efficiencies in administrative functions as well as certain internal operational processes. On the latter point, Desai noted that Schellman’s engineers, including the chief information officer, have been using AI to help develop code, which means they’re not relying as much on outside expertise on the internal service delivery side of things. There are still people in the development process, but their roles are changing: They’re writing less code, and doing more reviewing of code before it gets pushed into production, saving time and creating efficiencies. 

“The best way for me to say this is, to us, this has been intentional. We paused hiring in a few areas where we saw overlaps, where technology was really working,” said Desai.

However, even in an age awash with AI, Schellman acknowledges there are certain jobs that need a human, at least for now. For example, the firm does assessments for the FedRAMP program, which is needed for cloud service providers to contract with certain government agencies. These assessments, even in the most stable of times, can be long and complex engagements, to say nothing of the less predictable nature of the current government. As such, it does not make as much sense to reduce human staff in this area. 

“The way it is right now for us to do FedRAMP engagements, it’s a very manual process. There’s a lot of back and forth between us and a third party, the government, and we don’t see a lot of overall application or technology help… We’re in the federal space and you can imagine, [with] what’s going on right now, there’s a big changing market condition for clients and their pricing pressure,” said Desai. 

As Schellman reduces staff levels in some places, it is increasing them in others. Desai said the firm is actively hiring in certain areas. In particular, it’s adding staff in technical cybersecurity (e.g., penetration testers), the aforementioned FedRAMP engagements, AI assessment (in line with recently becoming an ISO 42001 certification body) and in some client-facing roles like marketing and sales. 

“So, to me, this isn’t about doing more with less … It’s about doing more of the right things with the right people,” said Desai. 

While these moves have resulted in savings, she said that was never really the point, so whatever the firm has saved from staffing efficiencies it has reinvested in its tech stack to build its service line further. When asked for an example, she said the firm would like to focus more on penetration testing by building a SaaS tool for it. While Schellman has a proof of concept developed, she noted it would take a lot of money and time to deploy a full solution — both of which the firm now has more of because of its efficiency moves. 

“What is the ‘why’ behind these decisions? The ‘why’ for us isn’t what I think you traditionally see, which is ‘We need to get profitability high. We need to have less people do more things.’ That’s not what it is like,” said Desai. “I want to be able to focus on quality. And the only way I think I can focus on quality is if my people are not focusing on things that don’t matter … I feel like I’m in a much better place because the smart people that I’ve hired are working on the riskiest and most complicated things.”

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