Connect with us

Accounting

AI in advisory: M&A | Accounting Today

Published

on

M&A is well known for its complexity, as it involves not just dollar and cent figures but also strategy, relationships, negotiations, judgment, and a thicket of laws and regulations that can sink any deal if ignored. Many of these aspects can involve artificial intelligence-based automation, like data collection, initial analysis, and document review, but guiding a client through a transaction from start to end remains a human endeavor for the foreseeable future. (See our feature story, “Staying ahead of AI.”)

Rebecca Brokmeier, principal and group head of KPMG’s corporate finance practice, said that the M&A advisory world has enthusiastically adopted AI, citing a recent study by the Big Four firm that found 96% of dealmakers reporting that they are either currently using or planning to use AI in their M&A processes, with 77% already using it and 19% planning to adopt it soon. This 77% usage rate represents a significant increase from 54% just 12 months earlier, reflecting the rapid integration and growing reliance on AI in the industry. This rise in AI use also extends to KPMG itself, which has invested considerable resources into bringing new AI and generative AI capabilities into its deal advisory practice, especially the firm’s proprietary data and analytics solutions. 

The firm’s AI investment is apparent at every stage of the deal lifecycle. Brokmeier said KPMG professionals are using AI for search and screen, where it can efficiently filter through market data to identify high-potential acquisition targets. Once a suitable target is identified, AI is also used in the due diligence and execution workflows through data-driven insights that enhance the client experience. Once the deal closes, she said, KPMG also uses AI to accelerate “the path to value,” as the process often requires a strong integration process and post-close transformation; artificial intelligence, in addition to supporting these processes, can also examine the client’s data and identify new opportunities for further performance improvements. Finally, KPMG has made it a point to give every professional access to generative AI tools and training, and this includes partners and professionals in the deal advisory practice, so they have access to all the standard tools every firm professional has. All these efforts, she said, have produced real returns both for KPMG and for their clients. 

Thumbnail for Video: Measuring Profitability in M&A

“At KPMG, we believe that organizations must broaden how they define the business case for ROI and instead ‘define the value of investment’ in AI to adequately account for the transformative implications of AI. For now, many are turning to important metrics like productivity gains and revenue growth. We’re working with our clients to measure these outcomes, but we’re also helping them measure and narrate a more comprehensive story, integrating other outcomes such as quality improvements, accelerated product development and better customer experience,” she said. 

She described what KPMG calls an “and” strategy when it comes to AI tools, which emphasizes augmenting professionals doing the work with generative AI technology, which allows them to apply their human skills and experiences more effectively. As time goes on, she said, workforces will need to increasingly know how to innovate with and work alongside AI and bring high-value skills that complement it. By necessity, this means humans would need to always be part of the process. 

“Clients trust KPMG because of our commitment to quality, accuracy, and integrity; human oversight of AI-enabled delivery and responsible decision-making is required to maintain that trust. AI isn’t replacing the human touch. We build deep relationships with clients that allow us to bring strategic insights and ideas, make nuanced judgments and identify creative solutions fit for their business,” she said. 

(Read more: AI in advisory: What work is at risk?)

Consequently, Brokmeier is not overly concerned that AI will completely disrupt the world of M&A advisory, as there are still so many human factors that need to be considered, which requires emotional intelligence that, for now, machines do not possess. 

“We believe that people and companies effectively using AI are outperforming those that don’t, and that’s why we invest in our people. KPMG has long had a culture focused on continuous learning, and today, I believe that curiosity, adaptability, and a culture that allows people the freedom to fail fast and learn is more critical than ever. We’re investing in training our teams on how to use the AI tools available to them, re-skilling and up-skilling to future-proof the way we work, and also developing training on the emotional intelligence, creativity and ethical decision-making that must come from them. Every individual also has a responsibility to adopt the tools, experiment safely, and invest the time to learn new ways of working, or even reimagine their role with AI by their side,” she said. 

Continue Reading

Accounting

Continuous Auditing Transforms Corporate ERPs

Published

on

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.

Continue Reading

Accounting

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

Published

on

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.

Continue Reading

Accounting

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

Published

on

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.

Continue Reading

Trending