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Are remote partners the future for accounting firms?

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The remote partner represents a small but growing part of the professional landscape, their rise a reflection of the major changes that accounting firms were forced to make during the lockdowns. But while they’re a distinct minority today, the increasing sophistication of collaboration solutions — combined with the still-unresolved challenges with the talent pipeline — indicates their numbers are likely to rise. 

Jennifer Wilson, co-founder of Convergence Coaching, a remote work-focused leadership and management coaching and consulting firm, estimates that remote partners make up about 5% of firm leaders nationwide; adding in those who were already partners and then went remote, her estimate grows to about 10 to 15%. But she predicted this proportion will likely grow over time as more firms realize they’re no longer as bound to geography. 

“It’s just going to become more common because firms are getting smarter about hiring based on talent, not geography,” she said. “They’re looking for a certain skill set, a certain cultural fit, a certain leadership set of attributes and they shouldn’t care that it’s local or not. It’s more important that the fit is right than the geography. There is now enough support for cross-geography work and collaborations these days. The technology works. It’s proven. We’ll see more.” 

(See our feature story on the rise of the remote partner here.)

Randy Johnston, executive vice president of accounting-centered IT consulting firm K2 Enterprises, estimated that remote partners make up about 5% of the total population of accounting firm leaders, and the number will rise. 

“I think we’ll see a lot more,” he said. “It’ll be a long time, the culture has to shift a lot … and won’t shift fast enough for the percentage of change very quickly, but if we had this conversation 20 years from now, I don’t think it would be much of a conversation because you wouldn’t worry about it so much, it would just be kind of natural, so I expect it to well exceed 50%.” 

The idea of a partner who spends most of their time out of the office, or works with clients remotely from the office, has been already normalized over the years, especially at large firms. While there may have been a time when a partner saw everyone in person at their headquarters, even the most dedicated office dweller today does at least some of their work online. 

“We used to say any multi-office firm has already been working remotely,” said Wilson. “It’s not that far a leap for them to make the jump.” 

Another factor is the strong demand for high-quality talent, combined with the diminishing number of accounting professionals. Douglas Slaybaugh, a CPA career coach, noted this issue is exacerbated by the retirement of older experienced accountants with no one to replace them. While pipeline strain is felt mostly in the staff, manager and senior levels, it’s a problem increasingly being felt at the partner level as well. 

“Boomers are leaving and there’s not as many coming up the ranks,” said Slaybaugh. “Partners will start to feel a crunch in the ranks, losing some of their most experienced professionals.” 

Remote Partner flying

But while necessity does play a large role in the rise of remote partners, it’s not the only factor. Remote partners can serve as a key player in not just a firm’s recruitment strategy, but its growth strategy as well.

“They can expand into other niches more readily,” said Slaybaugh. “They tend to have more geographic coverage because, if you think of the traditional model, you’re a firm, you’re in one location, you’ve got maybe another office, you’re very hyper-local or regional. You start adding remote partners, suddenly you can work all over.”

This is especially advantageous for smaller firms hiring from metro areas with bigger firms. Johnston said that, many times, such remote partners bring with them new processes that the small firm may not have known about, so they can serve to upgrade their workflow. 

“Remote workers tend to bring the process from their predecessor firm with them, and they become the process if there is no process at the firm,” he added. “You go into a small firm, discover they have no processes, adopt the ones you’re familiar with and that becomes how they do things. Small firms can become sophisticated since they inherited a larger firm’s processes.” 

Wilson noted that even if small firms don’t have as many resources, they can offer a lot to these remote partners in terms of lifestyle. A firm in Lincoln, Nebraska can tell job candidates they don’t need to do an expensive daily commute to the office. “You can go visit clients, but for the most part you don’t need to come into the office every day, and that will save you time and money,” said Wilson. “Now Lincoln will need to pay New York pricing for that talent, and that could be a barrier, but oftentimes it is not.”  

Wilson added, though, that the flow goes both ways. Just as there is much a small firm can offer a remote partner who lives in a big city, a large big-city firm has a lot to offer for someone who lives outside the metro area too. That’s especially true for an accountant who is “stuck in a one-horse town where everyone is super-traditional, no one is evolving their firms, technology is not being utilized, and policies are really traditional,” said Wilson.

“You work in this tiny town in Oklahoma and your firm’s options are not great, but you’ll be living there because maybe your family is there so you’re not moving,” she added. “Well, guess what? You could work for a great progressive firm because we don’t care where you live, and you can have this fantastic career working for a firm you love and respect in a bigger city right from your small town. So we see both and they’re both effective.”

Johnston cited changing business models as another reason we’re seeing more remote workers. Many professionals who worked remotely during lockdown found it suited them and did not want to return to the office. This led to a lot of them leaving their more traditional firms (sometimes after being acquired) and founding their own firm, using a remote model. 

“Most say, look, we worked remotely during the pandemic,” said Johnston. “I want to start a firm with a remote work style. Then, just as the old saying goes, ‘birds of a feather flock together,’ so they start finding other people like that.”

Firms don’t necessarily have to be new to make this shift, though. Atlanta-based Aprio, a Top 50 firm, was founded in the 1950s but chose to lean heavily into remote work during the lockdowns, according to Larry Sheftel, Aprio’s chief human resources officer. 

“Aprio created a remote work model at the onset of the pandemic, and we continue to evolve our approach,” he said. “We currently look for talent located near one of our physical locations or located in an area where we will soon establish an office. If we are seeking a unique, specific skill set we may hire a partner who is fully remote.” 

Other firms, like Top 50 firm Schellman, have always been like this. While technically headquartered in Florida, CEO Avani Desai said the firm has always conceived of itself as a remote-first company. All of its partners are remote partners. “We believe talent has no bounds,” she said. 

“We wanted to tap into top-tier talent from coast to coast,” Desai added. “It was a strategic move to get the best and brightest to work here, to thrive, and it worked.”

See our entire series on the “Rise of the remote partner” here.

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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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