Connect with us

Accounting

Art of Accounting: Accountants’ growing services

Published

on

Complimentary Access Pill

Enjoy complimentary access to top ideas and insights — selected by our editors.

Last week I wrote about finding out what your clients need and finding ways to provide it to them. I think that is a great strategy. However, I have another strategy, and that is to develop services you think clients would need and offer those. The following are some illustrations of services that have been successful this way, along with suggestions of added services you could impress upon your clients the importance of engaging you to perform those services for them. 

  • Small business accounting software: When QuickBooks and its DOS predecessors were introduced, we approached our clients to adopt them with us, leading them into the use of such software. Today it is pretty much universal, but that wasn’t so in the early 1980s when PCs were first made available. 
  • Client accounting services: CAS services were always available through the smaller accounting firms, but about 10 years ago the larger firms started aggressively promoting these services. Many clients today are abandoning their inhouse bookkeepers for the CAS services provided by accounting firms. This has also grown into outsourced fractional advisory and CFO services. The clients did not come to us with this need; we went to them. This also includes payroll processing and other accounting functions that typically have been performed in-house, although payroll processing was way ahead of this trend.
  • Business valuations services as benchmarks to measure growth in value: Clients always ask what we think their business is worth, and we usually reply with some vague comments. Developing a method to initially value the business and then updating it annually can be an effective way of easing clients into a value creation mindset rather than by them only looking at the annual profits or free cash flow. 
  • Assisting clients with a buy-sell agreement: Many clients with multiple owners either do not have a buy-sell agreement or a current one. This is an important issue, and the absence of such an agreement could cause many problems and consternation if there is a death of one of the owners or a sudden disability. Outdated agreements also should be brought up to current and projected reality. This is a service where you could suggest being engaged to facilitate a series of meetings to have the clients get it done. 
  • Internal control review: Clients do not lose sleep over taxes but do lose sleep wondering if they have proper controls in place. When an audit is performed, we have myriad checklists and processes to follow and then usually prepare a management letter with comments. Many times the current year’s management letter repeats what was in the previous year’s. A suggestion is to present an engagement proposal to assist in implementing some of the necessary changes. For your non-audit clients, you could use the audit programs and techniques to perform a full accounting control review of their business. These are clients you are familiar with, and it should not be too difficult to come up with a fixed fee. This could be segmented into two stages: an exploratory stage and an implementation stage. The exploratory stage would be similar to what you do on an audit and would include a memo similar to what is included in the management letter. The implementation could be left to the client. If they have no action on it for about six months, you could present your proposal for this implementation stage.
  • Attorney trust accounts: These must be maintained carefully and exactly. A suggested service for lawyers is to do a “surprise” reconciliation of the bank account balances and the amounts held for clients, and then to assist in straightening out anything that isn’t fully in order.
  • An 11-year profit and loss trend analysis: The P&L analysis can be prepared to assist clients in their long-range planning. This would start with the previous five year’s summary P&L, an annualization of the current year and then using the trends to project the next five years. You should include data such as the number of sales invoices, average sale per invoice, units sold, gross margins and percent of materials purchased to sales for each year, employee headcount and sales per full-time employee, sales from the top five or 10 customers and whatever other data clients use to manage their businesses. I usually start with a freebee of the 11-year P&L and tell clients what else should be done, the benefits to them and my charges. Freebees take time, but if this is an ongoing relationship I believe you should have this information at your fingertips. It is also a way to start a discussion about where the client thinks the business is headed and their efforts in that going forward. 
  • Succession planning: This is something every business client needs, but most do not want to confront. This service not only helps a client prepare for their exit, but also provides the comfort that the business could continue operating in their absence and their governance documents are in order, that someone could step in to sign checks if they are not available for some reason, and that they could plan an extended vacation trip without worrying the business would collapse. This can also segue into how clients envision their personal future with or without the business, how strong some of their key personnel are in managing and leadership, and their relationships with customers, vendors and personnel.
  • Assisting not-for-profit organizations in added services: CAS and audits are typical services  provided to NFP clients. However, they usually need many other services, including designing controls; reviewing procurement procedures, grant applications and compliance; managing cash flow; handling tax compliance for unrelated business activities; financial literacy training for board members; and assisting with onboarding a new CEO, CFO or controller.
  • Retirement income and estate liquidity for older clients: These are a concern for clients contemplating retiring or those concerned about the disposition of their estates and liquidity for the surviving spouses and others that depend upon the client for their cash flow.

All of the above have been provided by me, and the clients were usually introduced to these services by me. Usually, the proposal was generated because of my concern for the client or because of an opening created by something the client said but wasn’t able to fully articulate their concerns. The above is a small sampling, and there are many other situations where an independent CPA or financial advisor could assist clients. It requires listening, being receptive to tip-offs by the client, and actually proposing to assist in these areas. Waiting for the client to ask for such help could be like waiting for a train that already left the station.

The above suggests ways to grow your practice (and revenue), add interesting specialties, develop staff in a greater variety of services, and really help clients by the added value, personal financial security and wealth management provided by our assistance.

Do not hesitate to contact me at [email protected] with your practice management questions or about engagements you might not be able to perform.

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