Connect with us

Accounting

Art of Accounting: Analysis of Top 100 Firms data

Published

on

Public accounting is a vibrant and strong profession and also a business.

The following is some data I abstracted from the Accounting Today March 2025 listing of the Top 100 Firms with my take on what they indicate.

top-100-firms-data.png

The totals are revealing, but I wanted to see how the smaller firms are faring against the larger firms. When I did my analysis, I decided there are three groupings that make sense in providing a better picture of the Top 100. I broke the firms into the Big Four, which are a totally different world than the others and whose numbers distort the results for the Top 100. I then distinguished the next group of practices with over $1 billion in revenues last year, and there were 12 such firms. The balance is made up of the remaining 84 firms. While the firms in each group varied greatly, I believe the information shown provides interesting information that can be used to better measure the firm’s performance and back up some of the conclusions I reached.

The revenues of the Big Four were 69% and the next group 24% of the total. This left the remaining 84 firms with 12% of the total. The partners in the Big Four represented 5% of their total personnel, while for the next 12 it was about 8.7% and the remaining 84 it was 10.7%. This indicates that the 12 firms with over a billion in revenues had a partner-to-staff ratio much closer to smaller 84 than the larger Big Four. I also came up with the revenues per partner in my chart, and there were gigantic differences in the three groups, but with the 12 much closer to the smaller group. This makes sense with the much smaller numbers of partners in the Big Four. I don’t think the number of offices is a significant measure, except the larger firms would have more offices than the smaller ones. The ground rules for the rankings and details are in the March 2025 Accounting Today report.

The breakout of the total employees was fully proportionate with the revenues for all groups, indicating a relationship between the number of employees and the revenues. While the revenue per partner was significantly greater for the Big Four, the revenue per employee was not considerably different. The Big Four was a little over $7,000 per employee greater than the group of 12, and that group was about 10% greater than the remaining 84. I view this as a pricing, cost and efficiency measure. Considering the much greater size of the top two groups, I do not see the smaller firms doing badly in this regard. 

One reason why this may be so could be that the larger practices have a higher pay scale with greater benefits, more costly layers of management and review, and the pressure of containing fees on the more traditional services of auditing and tax compliance. Also, in smaller firms, many of the client relationship partners perform higher-level tax and audit planning and review in place of spending a great deal of their time managing the client relationships. I know many smaller firms are more focused on providing added high-value advisory service that the larger firms treat as added product lines with the same built-in infrastructure costs they have for the audit and tax compliance. 

All three groups perform the same general percentage of A&A work while the Big Four perform, as a percentage of their total services, much lower tax work. I added the MAS, CAS and other services together as different firms report these differently. In doing so, the Big Four run away with this, but the smaller grouping is outperforming the Next 12 group. It would seem that the group of 12 would be mimicking the Big Four in the nontraditional services, but instead they are behind the smaller group. Since private equity is entering the playing field, they might see opportunities in the growth of advisory services, but it may be that the existing partner group is performing to the best of their ability and perhaps that opportunity does not exist. I know partners and senior staff in many firms in the 96, and the really successful partners are supercharged with focused experience in niche areas, making them “go-to” people commanding top fees and a flood of referrals. These people are really great and, because they are with smaller practices, they generate a higher proportion of the revenue for their firms. The Big Four compete with large advisory firms and that squeezes fees, while the “experts” in the smaller practices literally have no serious competition regarding their pricing.

The numbers I came up with present a lot of questions. I’ve alluded to some of them, and I am sure readers will have more. That is a benefit of analyzing aggregate data and breaking it down. I have been doing this my entire career and have developed great relationships with my clients.

A further observation about the Top 100 numbers is that the average revenues of the bottom five (No. 96 to 100) are $64.5 million and the total employees are 312. I do not want to pass any judgment with these numbers but wish to point out that while these are substantial accounting practices, they are relatively small businesses. I averaged the five firms since the 100th on the list appears to be an outlier with much fewer employees. The Accounting Today report includes a listing of 45 “Beyond the Top 100: Firms to Watch.” The last firm on that list has revenues of $38 million with 170 employees, an even smaller business. It is believed that public accounting comprises about 45,000 firms, with about a couple hundred being large businesses. I see this as an opportunity for smaller firms to grow while limiting opportunities for larger firms to grow organically.

I hope you find the above interesting and have followed the process I used to look beyond the chart and come up with helpful observations. This process can be easily applied to your business clients.

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